Agenda packet — El Cerrito City Council, June 7, 2022 (part 1 of 2)

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AGENDA

CONCURRENT SPECIAL MEETING OF THE EL CERRITO PUBLIC FINANCING

AUTHORITY, EMPLOYEE PENSION TRUST BOARD,

AND REGULAR MEETING OF THE CITY COUNCIL
JUNE 7, 2022 – 7:00 p.m.

Members:

Mayor Gabe Quinto
Mayor Pro Tem Lisa Motoyama · Councilmember Janet Abelson Councilmember Paul Fadelli · Councilmember Tessa Rudnick Meeting Location:

Council Chambers, 10890 San Pablo Avenue El Cerrito, CA 94530 Consistent with the Brown Act as amended by AB 361 (2021), members of the City Council, staff, presenters and the public may participate in-person at the location listed above, or remotely via zoom. In-person attendance will be limited to available seats and designated accessible spaces only (no standing room) with chairs spaced to encourage social distancing. Masks are strongly recommended (full inperson protocols available here.) Interested individuals can also participate or view the City Council meeting as follows:

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

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

3. Join Via Zoom (Closed Captioning Available):
https://us06web.zoom.us/j/88694003334?pwd=V1JzRWdlS01CdVJkQ2xrSitBaS9wUT09 Meeting ID: 886 9400 3334 Password: 948473 Dial in: 1-408-638-0968 Each period for public comment will be announced. Public Comments may be submitted one of the following ways:

1. In-person by submitting a request to speak to the City Clerk.

2. 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.

3. Via email to [email protected]. Email must contain in the subject line Public Comments – Not on Agenda or Public Comments – Agenda Item #.

To ensure City Council receives your written comments prior to taking action, they must be received by 4:00 p.m. the day of the meeting. All written comments received by this deadline will be provided to the City Council and posted online in advance of the meeting. Comments received after the deadline will be provided to the City Council and Agenda Packet Page 1 of 446

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included with supplemental materials after the meeting. No written comments will be read into the record.
7:00 P.M. ROLL CALL – CONVENE CONCURRENT SPECIAL PUBLIC

FINANCING AUTHORITY, EMPLOYEE PENSION TRUST BOARD,

AND 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. Loving Day Proclamation
Action Proposed: Approve a proclamation declaring June 12, 2022 as Loving Day in the City of El Cerrito, and encourages people to reflect on the Loving family and all of the pioneers who have and will continue to fight for the civil right to love.

Contact: Alexandra Orologas, Assistant City Manager, City Management Department
B. LGBTQIA Pride Month Proclamation
Action Proposed: Approve a proclamation declaring the month of June as Lesbian, Gay, Bi-Sexual, Transgender/Transsexual,
Queer/Questioning, Intersex and Agender/Asexual (LGBTQIA) Pride month in the City of El Cerrito and recognize Pride Month by flying the Progress Pride flag at City Hall during the month of June.

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Contact: Alexandra Orologas, Assistant City Manager, City Management Department
C. Anti-Asian American and Pacific Islander (AAPI) Racism Resolution Action Proposed: At the request of Mayor Quinto, adopt a resolution condemning all hate against Asian American and Pacific Islander individuals and communities.

Contact: Holly M. Charléty, City Clerk, City Management D. Approve an Economic Development Committee (EDC)
recommendation to reappoint member Rachel Melby, effective June 7, 2022.

Action Proposed: Approve an Economic Development Committee recommendation to reappoint member Rachel Melby, effective June 7, 2022.

Contact: Aissia Ashoori, Senior Program Manager/EDC Staff Liasion, Community Development Department
E. Second Reading and Adoption of an Ordinance of the City of El Cerrito establishing a Military Equipment Use Policy
1st Reading 5/17/2022
Action Proposed: Pass a motion to waive the second reading and adopt Ordinance 2022-01 establishing a Military Equipment Use Policy.

Contact: Holly M. Charléty, City Clerk, City Management F. Adoption of a Resolution Authorizing an Agreement with the City of Richmond for Police Dispatch Services
Action Proposed: Adopt a resolution authorizing the City Manager or her designee to enter into an agreement with the City of Richmond for the provision of police dispatch services from July 1, 2022 to June 30, 2027 in an amount not to exceed $4,228,080.

Contact: Paul Keith, Chief of Police, Police Department G. Adoption of a Resolution to Approve the Purchase of Self-Contained Breathing Apparatus Air Compressor from Bauer Compressors Action Proposed: Adopt a Resolution to authorize the City Manager to execute a contract for the purchase of a replacement self-contained breathing apparatus air compressor from Bauer Compressors in an amount not to exceed $53,000.

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Contact: Jose Castrejon, Interim Fire Chief, Fire Department

6. PRESENTATIONS
A. Marin Clean Energy (MCE) Programs and Resources
Action Proposed: Receive and file a presentation from Marin Clean Energy regarding programs and discounts available for residents and small businesses.

Contact: Mariela Herrick, Community Development Manager, Marin Clean Energy

7. PUBLIC HEARINGS

8. POLICY MATTERS
A. CITY COUNCIL/PUBLIC FINANCING AUTHORITY/EMPLOYEE

PENSION TRUST BOARD ITEM
Proposed Fiscal Year 2022-23 Budget
Action Proposed: Receive and file a presentation on the Draft Proposed FY 2022-23 City Budget and provide direction to staff as necessary.

Contact: Karen Pinkos, City Manager, City Management; Sandra Dalida, Finance Director/City 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, June 21, 2022 at 7:00 p.m.

11. SUPPLEMENTAL MATERIALS
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 Agenda Packet Page 4 of 446

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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.  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 June 12, 2022 as Loving Day in the City of El Cerrito WHEREAS, Mildred and Richard Loving were arrested in 1958 for violating Virginia’s felony law prohibiting interracial marriage; and WHEREAS, the Loving family was convicted of violating the law and given a suspended sentence provided that they did not return to their home in the Commonwealth of Virginia as a couple for 25 years; and
WHEREAS, the Loving family did not back down but took their case to the United States Supreme Court and won, overturning their conviction and creating a landmark civil rights victory; and
WHEREAS, their case Loving v Virginia (1967) ended all laws prohibiting interracial marriage nationwide, paving the way for all consenting adults to marry the one they love; and
WHEREAS, our country, state and region are moving forward in the 21st Century as a multiracial and multicultural society; and
WHEREAS, an annual celebration known as Loving Day is held on June 12 in communities throughout the nation to commemorate and celebrate the anniversary of the 1967 Supreme Court decision; and
WHEREAS, the City of El Cerrito joins other communities to find a common vision from our interwoven past to build a society free of racism for the benefit of our collective future.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby declare June 12, 2022 as Loving Day in the City of El Cerrito and invites everyone to recognize this day as a celebration of multiculturalism, and to reflect on the Loving family and all the pioneers who have and will continue to fight for the civil right to love.

Dated: June 7, 2022
_____________________
Gabe Quinto, Mayor
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Agenda Item No. 5.B.

EL CERRITO CITY COUNCIL PROCLAMATION
Recognizing June as LGBTQIA Pride Month in the City of El Cerrito WHEREAS, the City of El Cerrito has a diverse Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual (LGBTQIA) community and is committed to supporting visibility, dignity, and equity for all people in the community; and
WHEREAS, many of the residents, students, city employees, and business owners within the City of El Cerrito who contribute to the enrichment of our City are a part of the Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual community; and
WHEREAS, various advancements have been made with respect to equitable treatment of Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual persons throughout the nation, but there continues to be some opposition against people from this community and around the world making it important for cities like El Cerrito to stand up and show support for our residents who are affected; and
WHEREAS, several cities across the United States recognize and celebrate June as LGBTQIA Pride Month; and
WHEREAS, June has become a symbolic month in which Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual people and supporters come together in various celebrations of pride; and WHEREAS, the rainbow flag, also known as the LGBTQIA pride flag or gay pride flag, has been used since the 1970s as a symbol of Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual pride and LGBTQIA social movements; and
WHEREAS, since 2013 the rainbow flag has been flown at City Hall throughout the month of June to symbolize the City’s celebration of diversity and support for the Lesbian, Gay, Bisexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual community; and
WHEREAS, the Progress Pride Flag was designed in 2018, adding a 5-colored chevron to the LGBTQIA Rainbow Flag to place a greater emphasis on inclusion and progression.

NOW THEREFORE, the City Council of the City of El Cerrito does hereby declare the month of June as LGBTQIA Pride month in the City of El Cerrito and invites everyone to reflect on ways we all can live and work together with a commitment to mutual respect and understanding, and further, recognizes Pride Month by flying the Progress Pride Flag at City Hall during the month of June.

Dated: June 7, 2022
_______________________
Gabe Quinto, Mayor
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Agenda Item No. 5.C.

RESOLUTION 2022-XX

CONDEMNING ALL HATE AGAINST ASIAN AMERICAN AND PACIFIC ISLANDER (AAPI) INDIVIDUALS AND COMMUNITIES AND AFFIRMING THE CITY OF El CERRITO’S COMMITMENT TO THE WELL-BEING AND SAFETY OF ASIAN PACIFIC

ISLANDER COMMUNITIES
WHEREAS, racism should have no place in the City of El Cerrito, which is committed to building an inclusive and equitable community for all; and WHEREAS, “Asian American and Pacific Islander” and “AAPI” encompass an inclusive coalition of Asian Americans, Pacific Islanders and other individuals of Asian heritage in the United States, standing together from more than 50 ethnic groups, speaking over 100 languages and representing diverse histories, cultures, identities and modern-day experiences; and
WHEREAS, twenty-three million Asian Americans and Pacific Islanders account for seven percent of the Nation’s population in the United States; and WHEREAS, over twenty-eight percent of El Cerrito residents claim Asian American or Pacific Islander heritage; and
WHEREAS, our nation must reckon with a long history of racism and injustice towards AAPI people and communities; and
WHEREAS, over two million Asian Americans and Pacific Islanders are working on the frontlines of this COVID–19 pandemic in health care, law enforcement, first responders, transportation, supermarkets, and other service industries; and WHEREAS, AAPI individuals are disproportionately represented among the victims of COVID-19 and essential workers during the pandemic, as exemplified by Filipino American nurses, who make up 4% of registered nurses in the United States but

31.5% of the nurses who have died because of COVID-19 and related complications, and stigmatization and discrimination have exacerbated the economic damage caused by COVID-19 to AAPI businesses; and
WHEREAS, the recent and sustained surge in AAPI hate incidents is a manifestation of the continuing systemic racism and xenophobia against AAPI individuals in the United States, and it is unacceptable; and
WHEREAS, we were shocked and devastated by the murders in the area of Atlanta, GA on March 16, 2021 of eight of our fellow Americans, six of whom were AAPI women, and this violence made painfully clear that AAPI women are especially vulnerable to being dehumanized; and
WHEREAS, an act of AAPI hate may target one person physically yet cause damage, psychologically and socially, to every person who shares the same identity; and Agenda Packet Page 8 of 446
Agenda Item No. 5.C.

WHEREAS, the cause of justice and equality is shared by the AAPI community with all people whose rights are denied and whose voices are unheard, in solidarity with individuals from every walk of life who identify as Black, Latinx and Indigenous, LGBTQIA and feminist, immigrants and refugees, and people with disabilities, because our collective efforts to secure justice and equality advance the fundamental rights of all people.

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

1. Condemns all hate against AAPI individuals and communities, opposes all expressions of AAPI hate and all actions that manifest racism, discrimination, misogyny, xenophobia or intolerance in our community.

2. The City of El Cerrito joins cities, counties, and states across the country in affirming its commitment to the safety and well-being of citizens, non-citizens and visitors with ancestry from the Asia Pacific region and in combating racist acts targeting APIs.

3. The City Council encourages the City to partner with community-based organizations, advocacy groups, as well as other appropriate officials and agencies across the county, to protect AAPI residents and victims of discrimination and to curb hate acts for other groups, including, but not limited to, Black, Latinx, Indigenous, Muslim, Jewish, and LGBTQIA communities, and people with disabilities.

4. The City calls upon all counties, cities, and local governments across the United States to adopt similar commitments to reaffirm their solidarity with AAPI communities and commit to combating hate and improving health equity.

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

I CERTIFY that at a regular meeting on June 7, 2022 the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

AGENDA BILL
Agenda Item No. 5.D.

Date: June 7, 2022
To: El Cerrito City Council
From: Aissia Ashoori, Senior Program Manager/EDC Staff Liasion, Community Development Department
Subject: Approve an Economic Development Committee (EDC) recommendation to reappoint member Rachel Melby, effective June 7, 2022.

ACTION PROPOSED
Approve an Economic Development Committee recommendation to reappoint member Rachel Melby, effective June 7, 2022.

BACKGROUND/ANALYSIS
Rachel Melby has been an El Cerrito resident for eight years and has served on the EDC since 2020. She is currently a Content Marketing Manager at Forter, Inc. Mrs.

Melby is very active in the community as a member of the Chamber of Commerce and engages with residents/businesses through her social media platforms.

Mrs. Melby has demonstrated through her participation in EDC meetings and events that she is committed to economic prosperity, which is aligned with the mission of EDC and adds value to community involvement.

The Economic Development Committee voted unanimously to recommend reappointing her at its regular meeting on May 16, 2022.

If the City Council approves this recommendation for reappointment, the number of committee members will be 9 out of a possible membership total of 15, as established by Resolution 2013-66.

STRATEGIC PLAN CONSIDERATIONS
The recommended appointment fulfills the City's Strategic Plan Goal C: Deepen a sense of place and community identity.

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

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

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

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Agenda Item No. 5.D.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

Application(s) on file with the City Clerk
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Agenda Item No. 5.E.

ORDINANCE NO. 2022-01

AN ORDINANCE OF THE CITY OF EL CERRITO ADOPTING A MILITARY EQUIPMENT

USE POLICY
WHEREAS, on September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481 relating to the use of military equipment by California law enforcement agencies: and
WHEREAS, Assembly Bill 481 seeks to provide transparency, oversight, and an opportunity for meaningful public input on decisions regarding whether and how military equipment is funded, acquired, or used by law enforcement agencies; and WHEREAS, Assembly Bill 481, codified at California Government Code section 7070, et. seq., requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070 subdivision (c); and WHEREAS, the El Cerrito Police Department is in possession of certain items of equipment that may qualify as “military equipment” under Assembly Bill 481; and WHEREAS, Assembly Bill 481 requires that a law enforcement agency possessing and using such qualifying equipment prepare a publicly released, written, military equipment use policy; and
WHEREAS, Assembly Bill 481 allows the governing body of a city to approve the military equipment use policy for continued or future funding, acquisition, or use of military equipment within its jurisdiction only if it makes the specified determinations; and WHEREAS, the military equipment use policy and supporting information must, upon adoption by ordinance, thereafter be reviewed and renewed by the governing body at least annually. The process for review and renewal is set forth in Section 4 of this ordinance.; and
WHEREAS, the proposed military equipment use policy has been prepared by the El Cerrito Police Department as “Military Equipment Funding, Acquisition and Use Policy” (sometimes hereafter referred to as “the Policy”); and
WHEREAS, the El Cerrito Police Department’s Military Equipment Funding, Acquisition and Use Policy was published on the El Cerrito Police Department’s internet website on April 11, 2022 in compliance with Government Code Section 7071 subdivision (b); and
WHEREAS, the El Cerrito Police Department’s Military and Equipment Funding, Acquisition and Use Policy was presented to City Council on May 17, 2022; and WHEREAS, the El Cerrito Police Department’s Military Equipment Funding, Acquisition and Use Policy meets the requirements of California Government Code Section 7070 subdivision (d); and
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WHEREAS, the City Council of the City of El Cerrito, having received the information required under Assembly Bill 481 regarding the El Cerrito Police Department’s use of military equipment as defined in said law, and makes the specified determinations required under Government Code section 7071 subdivision (d), deems it to be in the interest of the City to approve the El Cerrito Police Department’s Military Equipment Funding, Acquisition and Use Policy, which is attached to this ordinance.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF EL CERRITO DOES HEREBY ORDAIN AS FOLLOWS:

Section 1: Incorporation of Recitals. The City Council finds that the above Recitals are true and correct and are incorporated herein by reference.

Section 2: Determinations. Based on the findings above, in addition to information provided to the City Council at the public meeting, the City Council determines as follows:

1. The El Cerrito Police Department’s Military Equipment Funding, Acquisition and Use Policy, including the military equipment listed in an attachment to the Policy, is necessary because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety.

2. The El Cerrito Police Department’s Military Equipment, Funding, Acquisition and Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

3. The military equipment identified in the El Cerrito Police Department’s Military Equipment, Funding, Acquisition and Use Policy is reasonably cost effective compared to available alternatives that can achieve the same objectives of officer and civilian safety.

4. Prior military equipment uses by the El Cerrito Police Department complied with the military equipment use policy although it was not yet in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy non-conforming uses and ensure future compliance.

Section 3: Approval of Military Equipment Use Policy. The El Cerrito Police Department’s Military Equipment Funding, Acquisition, and Use Policy setting forth the City’s military equipment use policy is approved and adopted.

Section 4: Annual Review and Renewal of Military Equipment Use Policy.

A. In compliance with Government Code section 7071(e), the City Council shall review this ordinance at least annually and vote on whether to renew this ordinance at a regular meeting. The City Council shall vote by resolution on whether to renew this ordinance and whether to approve amendments to the Military Equipment Funding, Acquisition, and Use Policy, including the list of military equipment attached to the Policy.

B. The City Council shall determine, based on the annual military equipment report submitted pursuant to Government Code section 7072, whether each type of military equipment identified in that report has complied with the standards for Agenda Packet Page 13 of 446
approval set forth in Section 2 of this ordinance and Government Code section 7071(d). The City Council’s determination shall be set forth in the resolution referred to in subsection (A) above.

C. If the City Council determines that a type of military equipment identified in that annual military equipment report has not complied with the standards for approval set forth in Section 2 of this ordinance and Government Code section 7071(d), the City Council shall either disapprove a renewal of the authorization for that type of military equipment or require modifications to the military equipment use policy in a manner that will resolve the lack of compliance. Disapproval of renewal of the authorization for a noncompliant type of military equipment and modifications to the Policy to resolve an identified lack of compliance shall be by the resolution referred to in subsection (A) above.

D. If the City Council determines not to renew this ordinance, it shall do so by the adoption of an ordinance.

Section 5: Severability. If any section, subsection, sentence, clause or phrase of this chapter is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this chapter. The city council hereby declares that it would have passed the ordinance codified in this chapter, and each and every section, subsection, sentence, clause or phrase not declared invalid or unconstitutional without regard to whether any portion of this chapter would be subsequently declared invalid or unconstitutional.

Section 6: Effective Date. This Ordinance shall take effect and be enforced thirty days after the date of its adoption. Prior to the expiration of fifteen days from the passage thereof, the ordinance or a summary thereof shall be posted or published as may be required by law, and thereafter the same shall be in full force and effect.

THE FOREGOING ORDINANCE was introduced at a regular meeting of the City Council on May 17, 2022 and passed by the following vote:

AYES: Mayor Quinto; Mayor Pro Tem Motoyama; Councilmembers Abelson, Fadelli, and Rudnick
NOES: None
ABSENT: None
ABSTAIN: None
ADOPTED AND ORDERED published at a regular meeting of the City Council held on June 7, 2022 and passed by the following vote:

AYES: Councilmembers
NOES: Councilmembers
ABSENT: Councilmembers
ABSTAIN: Councilmembers
APPROVED:
_____________________ _
Gabe Quinto, Mayor
ATTEST:

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_______________________
Holly M. Charléty, City Clerk

ORDINANCE CERTIFICATION
I, Holly M. Charléty, City Clerk of the City of El Cerrito, do hereby certify that this Ordinance is the true and correct original Ordinance No. 2022-01 of the City of El Cerrito; that said Ordinance was duly enacted and adopted by the City Council of the City of El Cerrito at a meeting of the City Council held on the 7th day of June, 2022; and that said Ordinance has been published and/or posted in the manner required by law.

WITNESS my hand and the Official Seal of the City of El Cerrito, California, this day of June, 2022.
_____________________________
Holly M. Charléty, City Clerk
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Policy
707
El Cerrito Police Department
El Cerrito PD Policy Manual
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Military Equipment - 1 Military Equipment
707.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
707.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.

Attachment to
Ordinance 2022-01
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El Cerrito Police Department
El Cerrito PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Military Equipment - 2 707.2 POLICY
It is the policy of the El Cerrito Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 707.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of El Cerrito Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
707.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department ECPD Military Equipment Report March 2022
707.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):

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El Cerrito Police Department
El Cerrito PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Military Equipment - 3 (a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 707.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 707.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 707.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
707.9 COMPLAINT PROCESS
Members of the public may register complaints, feedback, or concerns or submit questions about the use of each specific type of military equipment in this policy by any of the following means:

Email: [email protected]
Agenda Packet Page 18 of 446
El Cerrito Police Department
El Cerrito PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Military Equipment - 4 Phone: (510) 215-4400
Mail: El Cerrito Police Department, Attn: Military Equipment Use Coordinator, 10900 San Pablo Ave., El Cerrito, CA 94530
The Department is committed to responding to complaints, feedback, concerns and/or questions received through any of the above methods in a timely manner.

Agenda Packet Page 19 of 446
El Cerrito PD Policy Manual
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Attachments - 5 Attachments
Agenda Packet Page 20 of 446
Attachment
El Cerrito PD Policy Manual
Copyright Lexipol, LLC 2022/04/13, All Rights Reserved.

Published with permission by El Cerrito Police Department ***DRAFT*** Equipment Report V3.pdf - 6 Equipment Report V3.pdf
Equipment Report V3.pdf
Agenda Packet Page 21 of 446
1 El Cerrito Police Department
Military Equipment Inventory
Policy 707
March 31, 2022
Equipment Owned, Sought and/or Maintained by El Cerrito Police Department Unmanned Aerial Vehicles – Govt. Code 7070(c)(1)
DJI Mavic Pro – Aerial Drone
Quantity: 1
Cost: $1,300
Annual Maintenance: $20
Description: Small, commercially available drone, equipped with a camera.

Description from the manufacturer’s website: “The DJI Mavic Pro is DJI’s smallest flying camera, featuring a fully stabilized camera, Intelligent Flight Modes, and Obstacle Avoidance inside a revolutionary folding design. It captures 4K videos and 12-megapixel videos.” Use: Overhead Photography and Searches
Lifespan: 3 years
Training/Certification Required: Federal Aviation Administration Certification, POST Unmanned Aircraft Systems Basic Pilots Course – 32 hours
Policy #607 – Unmanned Aerial Systems (UAS) Operations
DJI Mavic 2 Enterprise Advanced – Aerial Drone
Quantity Sought: 1
Cost: $6,100
Annual Maintenance: $100
Description: Small, commercially available drone, equipped with dual thermal and visual cameras.

Description from the manufacturer’s website: “Capture accurate details in any mission with the Mavic 2 Enterprise Advanced – a highly versatile yet compact tool that packs a whole lot of performance upgrades. With high-resolution thermal and visual cameras, the M2EA supports up to 32X digital zoom and is capable of centimeter-level positioning accuracy with the RTK module. Provide incident commanders with accurate, real-time insights as missions unfold, empowering decisions to be made with confidence. Rapidly and remotely map, document, and preserve crime scenes, vehicle collisions, and more, while simultaneously keeping operators from harm’s way.”
Use: Overhead Photography and Searches
Lifespan: 5 years
Training/Certification Required: Federal Aviation Administration Certification, POST Unmanned Aircraft Systems Basic Pilots Course – 32 hours
Policy #607 – Unmanned Aerial Systems (UAS) Operations
Agenda Packet Page 22 of 446
2 Command and Control Vehicles – Govt. Code 7070(c)(5)
Ford Transit Panel Van – Incident Command Vehicle
Quantity: 1
Cost: $52,000
Annual Maintenance: $1,000
Description: Large, commercially available cargo van, outfitted with desk, chairs and cabinets.

Description from the manufacturer’s website: “Ford Transit Cargo Van offers plenty of cargo space for installing racks and bins as well as convenient storage of tools, supplies, equipment and more.”
Use: Planning and coordination space for major events, critical incidents, and major criminal investigations.

Lifespan: 10 years
Training/Certification Required: California Driver’s License Policy #704 – Vehicle Use
Specialized Firearms – Govt. Code 7070(c)(10)
Heckler and Koch MP5 Submachine Gun
Quantity: 2
Cost: $2,000 each
Annual Maintenance: $10
Description: Automatic sub-machinegun, 9mm caliber, stock configuration Description from the manufacturer’s website: “The 9 mm MP5 submachine gun uses the same delayed blowback operating system found on the famous HK G3 automatic rifle. Reliability, accuracy, ease of handling, simple maintenance, and safety — all the elements of HK excellence are highlighted on the MP5. Firing from the closed-bolt position in all modes of fire make MP5 submachine guns extremely accurate and controllable.”
Use: Compact alternate weapon for SWAT Team members.

Lifespan: 25 years
Training/Certification Required: SWAT School – 80 hours, Tactical/Patrol Rifle Course – 24 hours Policy #300 – Use of Force, Policy #306 – Firearms, Policy #417 Patrol Rifle Gas Based Projectiles – Govt. Code 7070(c)(12)
Defense Technology Han-Ball CS (Tear Gas Canister)
Quantity: 8
Cost: $20 each
Annual Maintenance: $0
Description: Hand thrown Tear Gas Canister. Tear gas is a crowd control agent that causes irritation to the eyes, mouth, and skin.

Description from the manufacturer’s website: “The Han-Ball™ CS Grenade is an outdoor use grenade expelling its payload in approximately 15-20 seconds. The rubber ball round has an over all size of 4.8 in. tall, including the fuse head, and 3.1 in. diameter. This launchable grenade holds approximately 1.6 oz. of active agent which is expelled through three ports around the equator of the ball.”
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3 Use: Crowd Control and Training for Academy Recruits
Lifespan: 5 years
Training/Certification Required: Chemical Munitions
Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #433 – First Amendment Assemblies
Projectile Launch Platforms and Munitions – Govt. Code 7070(c)(14) Remington Model 870 Shotgun
Quantity: 6
Cost: $1,075 each
Annual Maintenance: $10
Description: Standard shotgun outfitted with orange stock, orange fore end, and sling.

Ammunition is Drag Stabilized Beanbag rounds.

Description from the manufacturer’s website: “Pump-action shotgun design - the ultimate in strength, durability, silky-smooth bind-free action, and sleek classical lines” Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 25 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Defense Technology 1325 40mm Launcher
Quantity: 3
Cost: $2,250
Annual Maintenance: $10
Description: A single shot launcher for use with specialty munitions. Ammunition can be sponge, marking sponge, or pepper powder sponge rounds.

Description from the manufacturer’s website: “Manufactured exclusively for Defense Technology®, the 40LMTS is a tactical single shot launcher that features an expandable ROGERS Super Stoc and an adjustable Integrated Front Grip (IFG) with light rail. The 40LMTS will fire standard 40mm less lethal ammunition, up to 4.8” in cartridge length.” Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 25 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Agenda Packet Page 24 of 446
4 Defense Technology 1440 40mm 4-shot Launcher
Quantity: 1
Cost: $4,000
Annual Maintenance: $10
Description: A four shot launcher, for use with specialty munitions. Ammunition can be sponge, marking sponge, or pepper powder sponge rounds.

Description from the manufacturer’s website: “Designed for riot and tactical situations, the Defense Technology® 1440 40mm Tactical 4-Shot Launcher is low-profile and lightweight, providing multi-shot capability in an easy to carry launcher. It features the Rogers Super Stoc™ expandable gun stock, an adjustable Picatinny mounted front grip, and a unique direct-drive system to advance the magazine cylinder.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 25 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
FN America 303 Mk2 Less-Lethal Launcher
Quantity Sought: 12
Cost: $1,750 each
Annual Maintenance: $50
Description: A 15 round, CO2 powered, launcher system. Primary ammunition is paint or OC based weighted projectiles. Equipped with a Patrol Optic. Not a firearm.

Description from the manufacturer’s website: “Built from lightweight, rugged polymer and driven by a compressed CO2 air tank, the FN 303® Mk2 upgrades FN’s less lethal technology for today’s officers, delivering increased accuracy with new, adjustable flip up metal sights and a MIL-STD 1913 top rail for optical or red dot sights. The fin-stabilized projectiles deliver optimum accuracy with maximum effectiveness and safety. Officers can quickly change from inert, marking, impact or irritant projectiles, with a clear view of the projectile type and remaining count in the magazine.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 15 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #433 – First Amendment Assemblies
Agenda Packet Page 25 of 446
5 FN 303 Washable Paint Less-Lethal Projectiles
Quantity Sought: 450
Cost: $4 each
Annual Maintenance: $0
Description: A plastic weighted projectile containing washable paint.

Description from the manufacturer: “This projectile is intended for training and for marking suspects and objects with a washable colorant.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects. The round also disburses washable paint at the point of impact, assisting officers with identifying violent subjects.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #433 – First Amendment Assemblies
FN 303 PAVA/OC Powder Less-Lethal Projectiles
Quantity Sought: 150
Cost: $5 each
Annual Maintenance: $0
Description: A plastic weighted projectile containing an irritant in the form of PAVA/OC powder.

PAVA is an acronym for Pelargonic Acid Vanillylamide, a synthetic capsaicinoid, created from peppers.

OC is an acronym for Oleoresin Capsicum, a powder made from peppers.

Description from the manufacturer: “This projectile is intended as an irritant for individual suspects, point-specific targets, or small-area denial. The active ingredient is 0.5% PAVA/OC in a powder form for ease of storage, deployment, and clean-up.” Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects. The round also disburses PAVA/OC powder at the point of impact, causing discomfort.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #433 – First Amendment Assemblies
Defense Technology 3027 Drag Stabilized Beanbag Round
Quantity: 200
Cost: $5 each
Description: A 12-gauge round, holding a ballistic fiber bag containing lead shot as a projectile.

Description from the manufacturer’s website: “The Drag Stabilized™ 12-Gauge Round is a translucent 12-Gauge shell loaded with a 40-Gram tear shaped bag made from a cotton and ballistic material blend and filled with #9 shot.”
Agenda Packet Page 26 of 446
6 Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Defense Technology 6325 Exact Impact Sponge
Quantity: 55
Cost: $5 each
Description: A 40mm round, with a blue foam projectile.

Description from the manufacturer’s website: “This lightweight, high-speed projectile consisting of a plastic body and sponge nose that is spin stabilized via the incorporated rifling collar and the 40 mm launcher’s rifled barrel. The round utilizes smokeless powder as the propellant, and, therefore, have velocities that are extremely consistent. Used for Crowd Control, Patrol, and Tactical Applications.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Defense Technology 6320 Direct Impact OC
Quantity: 6
Cost: $5 each
Description: A 40mm round, with an orange foam projectile. Projectile contains orange marking and pepper powder.

Description from the manufacturer’s website: “40 mm Direct Impact® Round. Lightweight, highspeed projectile consists of a plastic body and a crushable foam nose. The orange foam nose indicates that the round contains an OC powder.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects. The round also disburses pepper powder at the point of impact, causing discomfort.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Agenda Packet Page 27 of 446
7 Defense Technology 6326 Direct Impact Marking
Quantity: 11
Cost: $5 each
Description: A 40mm round, with a green foam projectile. Projectile contains green marking powder.

Description from the manufacturer’s website: “40 mm Direct Impact® Round. This lightweight, high-speed projectile consists of a plastic body and a crushable foam nose. The green foam nose indicates that the round contains a marking agent.”
Use: Less lethal impact weapon. Provides user the ability to deploy a kinetic weapon at a distance. Allows the user to remain behind cover or in a safe position while engaging actively violent and dangerous subjects. The round also disburses green powder at the point of impact, assisting officers with identifying violent subjects.

Lifespan: 5 years
Training/Certification Required: Department Use of Force Training Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Agenda Packet Page 28 of 446
8 Military Equipment Not Owned, Sought or Maintained by the El Cerrito Police Department Equipment Owned and/or Utilized by Law Enforcement Agencies with which the El Cerrito Police Department Collaborates and/or Participates for Law Enforcement Purposes Unmanned, Remotely Piloted, Powered Aerial or Ground vehicles – Govt. Code 7070(c)(1) Various ground robots and aerial drones are deployed by agencies in the San Francisco Bay Area Quantity: Outside Owned. Not owned or sought by the ECPD, unless otherwise noted in preceding section.

Cost: Unknown
Annual Maintenance: Unknown
Description: Remotely operated robotic vehicles of various types.

Use: Multiple. Aerial drones can be used for overhead photography and searches, including with infrared camera systems. Ground based drones can be used to search, remotely deliver, communicate, or retrieve items, and aid in bomb detection and disarming. Drones are typically used in situations which are too dangerous for humans, as in bomb disarming, or more cost effective than other methods, as in the use of an aerial drone instead of a helicopter.

Lifespan: Varies
Training/Certification Required: Dependent upon agency and drone type.

Policy 409 – Response to Bomb Calls, Policy #607 – Unmanned Aerial Systems (UAS) Operations Mine-Resistant Ambush-Protected (MRAP) Vehicles or Armored Personnel Carriers - Govt. Code 7070(c)(2)
Various armored vehicles are deployed by agencies in the San Francisco Bay Area Quantity: Outside Owned. Not owned or sought by the ECPD.

Cost: Unknown
Annual Maintenance: Unknown
Description: Large truck or Armored Personnel Carrier covered in bullet resistant material.

Use: Transportation of people and equipment in a gunfire protected vehicle. Protected approach during active shooter incident. Protected evacuation of civilians during active shooter incident. Sometimes used in conjunction with a SWAT team call out event.

Lifespan: Varies
Training/Certification Required: Dependent upon agency and vehicle type.

Policy #704 – Vehicle Use
Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units - Govt. Code 7070(c)(5) Various command vehicles are deployed by agencies in the San Francisco Bay Area Quantity: Outside Owned. Not owned or sought by the ECPD unless otherwise noted in preceding section.

Cost: Unknown
Annual Maintenance: Unknown
Description: Van or Recreational Vehicle equipped with support equipment, often including chairs, desks, communications equipment, and computers. May contain a bathroom.

Use: Planning and coordination center during major incidents and disasters.

Agenda Packet Page 29 of 446
9 Lifespan: Varies
Training/Certification Required: Dependent upon agency and vehicle type.

Policy #704 – Vehicle Use, Policy #433 – First Amendment Assemblies, Battering rams, slugs, and breaching apparatuses that are explosive in nature - Govt. Code 7070(c)(7) Breaching Slugs are equipment used by SWAT teams.

Quantity: Outside Owned. Not owned or sought by the ECPD.

Cost: Unknown
Annual Maintenance: Unknown
Description: Projectile designed to defeat a lock.

Use: Open barricaded doors, gates, windows, or other points of entry, by a SWAT team. Entry using a breaching apparatus will typically be supported by a search warrant, but may be used in the event of an active shooter incident.

Lifespan: Varies
Training/Certification Required: POST Certified Training amongst outside agencies.

Policy #300 – Use of Force, Policy #306 – Firearms
Specialized firearms and ammunition of less than .50 caliber - Govt. Code 7070(c)(10) Various rifles and accompanying ammunition are used by agencies in the San Francisco Bay Area.

Quantity: Outside Owned. Not owned or sought by the ECPD unless otherwise noted in preceding section.

Cost: Unknown
Annual Maintenance: Unknown
Description: Firearms that may be bolt-action, semi-automatic or automatic. May be equipped with a telescopic sight for high accuracy. An example could be a submachine gun or sniper rifle used by a swat team.

Use: Engage a target with lethal force when necessary and high precision is needed.

Lifespan: Varies
Training/Certification Required: POST Certified Training.

Policy #300 – Use of Force, Policy #306 – Firearms, Policy #417 Patrol Rifle “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls” - Govt. Code 7070(c)(12)
Various devices are used by SWAT teams in the San Francisco Bay Area.

Quantity: Outside Owned. Not owned or sought by the ECPD, unless otherwise noted in preceding section.

Cost: Unknown
Annual Maintenance: Unknown
Description: Varies. Distraction devices, irritant dispersal, breaching devices. May be deployed through a compressed air powered launcher or a handheld projectile.

Use: Distraction, irritation, or opening barricaded doors.

Lifespan: Varies
Training/Certification Required: Dependent upon agency and type.

Agenda Packet Page 30 of 446
10 Policy: Policy #300 – Use of Force, Policy #303 – Control Devices and Techniques, Policy #306 – Firearms, Policy #433 – First Amendment Assemblies
Long Range Acoustic Device (LRAD) - Govt. Code 7070(c)(13) Long Range Acoustic Device (LRAD)
Quantity: Outside Owned. Not owned or sought by the ECPD.

Cost: Unknown
Annual Maintenance: Unknown
Description: Sound amplification device
Use: Communication during crowd control, civil emergencies, natural disasters, police incidents and evacuations. May also be used to sound a warning tone.

Lifespan: Varies
Training/Certification Required: Dependent upon agency and type.

Policy #433 – First Amendment Assemblies
Agenda Packet Page 31 of 446

AGENDA BILL
Agenda Item No. 5.F.

Date: June 7, 2022
To: El Cerrito City Council
From: Paul Keith, Chief of Police, Police Department
Subject: Adoption of a Resolution Authorizing an Agreement with the City of Richmond for Police Dispatch Services

ACTION PROPOSED
Adopt a resolution authorizing the City Manager or her designee to enter into an agreement with the City of Richmond for the provision of police dispatch services from July 1, 2022 to June 30, 2027 in an amount not to exceed $4,228,080.

BACKGROUND
The City of Richmond operates a public safety communications center that currently serves as the public safety answering point for the communities of Richmond and El Cerrito. The center provides police and fire dispatch services for Richmond and police dispatch services for El Cerrito. The center operates 24 hours a day and offers all of the services the public has come to expect from a modern dispatch center, including text to 9-1-1 services.

The current communications agreement expires on June 30, 2022. During the current fiscal year, staff from the City of El Cerrito and the City of Richmond met and discussed terms for a new agreement. City Staff presented the need for an affordable contract that is based on a proportional cost for the operation of the center. Currently, El Cerrito Police incidents make up approximately 18% of the call center activity and the budget for the center in the current fiscal year was $4,360,947. The City of Richmond proposed an annual cost proposal that is aligned with Staff requests. The proposed agreement begins with an annual cost of $812,461 beginning in July 2022, and increases at a 2% rate annually thereafter.

ANALYSIS
Staff has identified the City of Richmond as the provider that best meets the needs of the El Cerrito Police Department (ECPD). The City of Richmond is offering a contract that covers a multi-year period, allowing the City of El Cerrito to plan out expenses and reevaluate dispatch services as needed. Because the City of Richmond already provides dispatch services to the City of El Cerrito, continuing to use the Richmond communication center will not impact the continuity of dispatch services.

The Richmond Police Department uses the same dispatch platform as the ECPD. The ECPD will not incur any additional costs in retaining the City of Richmond as the dispatch communications provider. Additionally, the City of Richmond has provided for a reasonable annual increase in costs.

Agenda Packet Page 32 of 446
Agenda Item No. 5.F.

STRATEGIC PLAN CONSIDERATIONS
Approving the attached resolution is consistent with Goal E: Ensure the public's health and safety and Goal B: Achieve long-term financial sustainability. This agreement will create a long-term solution for police dispatching in El Cerrito. Staff will continue to ensure the public's health and safety by providing professional, locally-based dispatch services.

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

FINANCIAL CONSIDERATIONS
Approval of this resolution will authorize the City Manager to enter into an agreement for police dispatch services. Staff has identified the City of Richmond as the preferred solution for dispatch services. The funding required for these agreements is included in the proposed FY 2022-23 budget.

The City of Richmond identified the cost for El Cerrito Police Dispatch services as being no greater than $812,461 for fiscal year 2022-23. The agreement is for a period of 5 years, ending June 30, 2022 and may be terminated by either party without cause, with 9 months written notice.

LEGAL CONSIDERATIONS
The City Attorney has reviewed the attached agreements and has approved them as to form.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Richmond Communications Contract
Agenda Packet Page 33 of 446
Agenda Item No. 5.F.

RESOLUTION NO. 2022-XX

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

THE CITY MANAGER OR HER DESIGNEE TO ENTER INTO AN AGREEMENT WITH

THE CITY OF RICHMOND FOR THE PROVISION OF POLICE DISPATCH SERVICES FROM JULY 1, 2022, TO JUNE 30, 2027.

WHEREAS, the City of Richmond has communicated its desire to renew the Communication Services Agreement, under which it provides public safety dispatch services to the City of El Cerrito; and
WHEREAS, the City of Richmond has offered a new agreement for the provision of police dispatch services; and
WHEREAS, Staff has identified the City of Richmond as the preferred police dispatch service; and
WHEREAS, an agreement with the City of Richmond will ensure continuity of emergency 911 services.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby authorizes the City Manager to enter into an agreement with the City of Richmond for the provision of police dispatch services for an amount not to exceed $4,228,080.

I CERTIFY that at a regular meeting on June 7, 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:

AGREEMENT FOR COMMUNICATION SERVICES BETWEEN THE CITY OF RICHMOND

AND THE CITY OF EL CERRITO
THIS AGREEMENT is made and entered into this ____ day of ________, 2022 by and between the City of Richmond (“Richmond”) and the City of El Cerrito, (“El Cerrito”) collectively the “Parties.”
For and in consideration of the mutual promises herein exchanged, the parties do hereby agree as follows:

1. TERM

1.1 Effective Dates: This Agreement shall be effective from July 1, 2022, through June 30, 2027, unless terminated as provided herein.

1.2 Renewals: At any time during the term of this Agreement, the parties may evaluate the terms and modify the Agreement. Any amendment shall be in writing and approved by both parties.

1.3 Termination: Notwithstanding the provision of Sections 1.1 and 1.2 above, either Party may terminate this Agreement by giving at least nine (9) months written notice to the other party. In the event this Agreement is terminated for any reason prior to June 30, 2027, the obligation of El Cerrito and Richmond for mutual indemnification shall continue after any such termination. El Cerrito’s obligation to provide payments to the City of Richmond for services provided prior to the termination date shall continue after the termination of this Agreement, until all outstanding payments owed, if any, are received.

2. SCOPE OF SERVICES

2.1. Duties of Richmond: Richmond agrees, through the Richmond Police Department, to provide comprehensive police dispatch services for the El Cerrito Police Department twenty-four (24) hours per day, three hundred sixty-five (365) days per year. These services shall be as follows:

2.1.1 Emergency and Non-Emergency Telephone Services: Richmond shall receive and process all emergency and non-emergency telephone calls for El Cerrito Police Department, including those received on 9-1-1 telephone lines and on published seven-digit emergency telephone lines at the Richmond Police Department Communications Center.

2.1.2 Computer Aided Dispatch: Richmond shall provide dispatch services utilizing a modern Computer Aided Dispatch (“CAD”) System at the Richmond Police Department Communications Center. Richmond agrees to authorize El Cerrito to have unlimited access to amend, enter, or view the data within Richmond’s CAD System. The El Cerrito Police Department shall be responsible Agenda Packet Page 35 of 446
for any/all hardware or software costs necessary for access to the CAD System.

The El Cerrito Police Department agrees not to release any confidential information from, or grant access to confidential information by any third party without prior written authorization from Richmond, except that the El Cerrito Police Department may release information that describes El Cerrito Police Department dispatch operation procedures. If El Cerrito believes the information contained in the CAD System would be responsive to a request for records made under the California Public Records Act, El Cerrito shall forward the PRA request to Richmond’s City Clerk Office.

2.1.3 The California Law Enforcement Telecommunications Systems (“CLETS”): Richmond shall provide limited CLETS support for El Cerrito Police Department field activities. For the purposes of this Agreement, the hours during which Richmond shall provide CLETS support will be Monday-Friday, 1800-0700 hours, and Saturday and Sunday, twenty-four (24) hours per day. CLETS support will consist of entering or removing stolen/recovered vehicles, vehicle tows/impounds, missing persons, and locating wanted persons in the CLETS.

2.1.4 CLETS Access: Richmond shall provide access to the CLETS Database during the term of this Agreement; however, El Cerrito Police Department shall be responsible for managing and obtaining CLETS mnemonics, as well as any/all hardware or software cost associated with accessing the CLETS Database. El Cerrito Police Department will also be responsible for managing and tracking CLETS compliance and personnel certifications.

2.1.5 Richmond Criminal Justice Network System (“ACCJIN”) Access: Richmond shall provide access to ACCJIN during the terms of this Agreement; however, the El Cerrito Police Department shall be responsible for any/all hardware, software and personnel access and compliance regulations cost associated with accessing the ACCJIN database.

2.1.6 Technical Services: The El Cerrito Police Department shall be responsible for any/all hardware or software costs associated with secondary hardware or software applications. The Richmond Police Department will not provide support for equipment owned by the El Cerrito Police Department or any other El Cerrito on-premises equipment.

2.1.7 Records Management Services: El Cerrito Police Department shall be responsible for all hardware and software cost associated with their Records Management Systems.

3. OPERATIONAL ISSUES

3.1. Policies and Procedures: The Richmond Police Department Communications Center shall be under the direction and management control of the Richmond Police Chief or their designee. Matters concerning communication procedures, operations, complaints, request for changes, and/or similar operational matters Agenda Packet Page 36 of 446
provided for under this Agreement shall be submitted in writing by the El Cerrito Police Chief or their designee to the Richmond Police Chief or their designee.

3.2. Conflict Resolutions: During the regular business hours, the supervisory personnel from the El Cerrito Police Department shall attempt to resolve problems involving dispatch by contacting the on-duty Communications Shift Supervisor (“CSS”). If the matter remains unresolved after contacting the on-duty CSS, the El Cerrito supervisory personnel should contact the Officer in Charge (“OIC”) at the Richmond Police Department.

3.3. Special Events: Whenever possible, the El Cerrito Police Department shall notify the Richmond Police Department Communications Center of any planned special events at least thirty (30) days in advance of the event. If extra personnel are required, the El Cerrito Police Department agrees to reimburse Richmond for any additional cost associated with the extra staffing. The cost of and whether extra personnel are required shall be reviewed and agreed upon by the Parties to this Agreement at least thirty (30) days in advance of the event.

4. LEVEL OF SERVICE

4.1. Level of Service: Richmond shall provide police dispatch services twenty-four (24) hours per day, three hundred sixty-five (365) days per year.

4.2. Staffing: Richmond agrees to maintain the appropriate staffing levels within the Richmond Police Department Communications Center to deliver the services set forth in this Agreement.

5. PROVISION OF LABOR AND EQUIPMENT

5.1 Labor and Equipment: Richmond shall supply all labor and supplies necessary to maintain the level of service required by this Agreement. Any equipment purchased by the El Cerrito Police Department to be utilized by the Richmond Police Department Communication Center (hereafter “El Cerrito Equipment”) shall meet the Richmond Police Chief’s specifications. All El Cerrito Equipment shall remain within the Richmond Police Department Communications Center during the term of this Agreement but shall be owned by El Cerrito. Richmond and El Cerrito shall meet and confer before the installation of El Cerrito Equipment to discuss installation, maintenance, and security protocols. Richmond Police Department Communications Center staff shall use reasonable care when operating El Cerrito Equipment. El Cerrito shall be responsible for routine maintenance, repairs, and upgrades of El Cerrito Equipment. Richmond shall allow El Cerrito employees and contractors reasonable access to the Richmond Police Department Communications Center to perform maintenance, repair, and upgrades of El Cerrito Equipment, subject to any standard security measures employed by Richmond at the Richmond Police Department Communications Center. In the event of damage to El Cerrito Equipment beyond normal wear-andtear, Richmond and El Cerrito shall meet and confer in good faith to determine Agenda Packet Page 37 of 446
responsibility for any such damage and whether reimbursement by Richmond, if applicable, shall be direct or a credit against a monthly payment by El Cerrito, as provided for in Section 7.1 of this Agreement.

6. PERSONNEL

6.1 Status of Employees: All persons employed by Richmond to perform services pursuant to this Agreement are Richmond employees or contractors and shall always be under the direction and control of Richmond.

6.2 Hiring, Supervising and Managing Employees: Richmond is responsible for hiring, supervising, and managing Richmond Police Department Communications Center employees. Richmond is bound to abide by the Collective Bargaining Agreements (“CBA”) covering Richmond employees performing services pursuant to this Agreement. The El Cerrito Police Department Chief or designee will be provided an opportunity to provide comments to the Richmond Police Chief or designee concerning the performance of dispatch personnel performing services for the El Cerrito Police Department under the terms of this Agreement.

7. PAYMENT

7.1 Cost Structure: El Cerrito shall pay Richmond the dollar amounts referenced in the table listed below:

July 1, 2022, to June 30, 2023 $ 812,461
July 1, 2023, to June 30, 2024 $ 828,710
July 1, 2024, to June 30, 2025 $ 845,285
July 1, 2025, to June 30, 2026 $ 862,190
July 1, 2026, to June 30, 2027 $ 879,434
Total $ 4,228,080
Richmond shall invoice El Cerrito monthly based the prorated annual amount. The monthly cost for services rendered under this Agreement shall be 1/12 of the annual cost, payable by the 10th day of each month.

7.2 Payment of Cost: Nonpayment by El Cerrito within the timeframe provided for payment in Section 7.1 above for a properly charged invoiced monthly bill for services shall constitute a default of this Agreement. In the event of nonpayment, Richmond shall provide notice of default to El Cerrito. If El Cerrito fails to cure the default within 10 calendar days of receiving the notice from Richmond (or by the date of any extension granted in writing by Richmond), Richmond’s remedy shall be to terminate this Agreement within thirty (30) days written notice to El Cerrito Agenda Packet Page 38 of 446
and to discontinue the provision of services being provided under this Agreement.

In the event this Agreement is terminated pursuant to this Section because of a billing dispute, the Parties shall meet and confer in good faith on an urgency basis to resolve any outstanding issues.

8. INDEMIFICATION AND HOLD HARMLESS

8.1 Indemnification by El Cerrito: El Cerrito shall indemnify and hold Richmond and Richmond’s officers, agents, employees, volunteers subcontractors, and independent contractors free and harmless from any claim or liability whatsoever based or asserted upon any act or omission of El Cerrito and El Cerrito’s officers, agents, employees, volunteers, subcontractors, and independent contractors for property damage, bodily injury, or death, or any other element of damage of any kind or nature, occurring in the performance of the Agreement to the extent that such liability is imposed on Richmond by the provisions of California Government Code Section 895.2. El Cerrito shall defend at its expense, including attorney fees, its officers, agents, employees, volunteers, subcontractors, and independent contractors in any legal action or claim of any kind based upon such alleged acts or omissions.

8.2 Indemnification by Richmond: Richmond shall indemnify and hold El Cerrito and El Cerrito’s officers, agents, employees, volunteers subcontractors, and independent contractors free and harmless from any claim or liability whatsoever based or asserted upon any act or omission of Richmond and Richmond’s officers, agents, employees, volunteers, subcontractors, and independent contractors for property damage, bodily injury, or death, or any other element of damage of any kind or nature, occurring in the performance of the Agreement to the extent that such liability is imposed on El Cerrito by the provisions of California Government Code Section 895.2. Richmond shall defend at its expense, including attorney fees, its officers, agents, employees, volunteers, subcontractors, and independent contractors in any legal action or claim of any kind based upon such alleged acts or omissions.

9. RIGHT TO AUDIT
Upon reasonable notice, either Party shall have the right to inspect and audit any records maintained by the other Party relevant to this Agreement, to the extent allowed by law.

10.INTERNAL POLICIES
If requested by the Richmond Police Chief the El Cerrito Police Chief, an internal policy memorandum may be entered into by and between said Richmond Police Chief and El Cerrito Police Chief with respect to questions relating to the provision of service under this Agreement. The policy will set forth the question raised, and all agreements reached in resolution of the question. The intent and purpose of each such policy shall be to administratively implement, interpret, or clarify one or more provisions of this Agreement. No such policy shall have the effect of amending this Agreement unless an amendment to this Agreement is approved in writing by both the El Cerrito City Council and Richmond City Agenda Packet Page 39 of 446
Council. In the event of any inconsistency between the terms of such policy and the terms of this Agreement, the terms of this Agreement shall prevail.

11.DISPUTE RESOLUTION

11.1 Any controversy, claim, or dispute arising out of or relating to this Agreement shall be settled first by non-binding negotiations. Either Party may initiate negotiation proceedings by giving written notice to the other Party, setting forth the particulars of the dispute, and requesting that the parties meet to resolve the dispute. Within ten (10) days after receipt of such letter, the Parties shall meet on at least two (2) occasions to attempt to resolve the matter. If the controversy is not resolved by informal negotiations within thirty (30) days after the receipt of the written notice, the matter shall be referred to a retired judge or justice selected in accordance with the rules of JAMS (the “Mediator”) for non-binding mediation. Such mediation shall occur in an informal non-binding conference or conferences between the Parties in which the Mediator shall seek to guide the Parties to resolution on the matter. At least ten (10) days prior to said mediation, each Party shall submit to the Mediator a written statement of not more than ten (10) pages setting forth their respective positions regarding the dispute. All fees and costs incurred in connection with this mediation shall be equally borne by the Parties.

11.2 Notwithstanding anything to the contrary, Section 11 is not intended to limit or restrict the rights of either party to seek judicial remedy.

11.3 Governing Law; Venue: This Agreement shall be construed and interpreted in accordance with, and shall be governed and enforced in all respects, according to the laws of the State of California. Any action to enforce or interpret the provisions of this Agreement must be commenced in the courts of the State of California, and the venue for purpose of any action in connection with this Agreement of any document referred to herein shall be in County of Contra Costa.

12.SERVERABILITY
If any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall continue in full force and effect.

13.ENTIRE AGREEMENT
This Agreement is intended by the Parties as a final expression of their understanding with respect to the subject matter hereof and as a complete and exclusive statement of the terms and conditions thereof. This Agreement supersedes all prior and contemporaneous agreements and understandings, oral and written, in connection therewith.

14.NO OBLIGATION TO THIRD PARTIES
Nothing in this Agreement, or any of the addend hereto, is intended to nor shall it create any right in any person, firm, corporation, or entity, other than in the Parties, including but not limited to employees of the Parties, to any of the benefits hereunder. Nothing in this Agenda Packet Page 40 of 446
Agreement is intended to expand the duties and obligations of El Cerrito and/or Richmond with respect to third parties.

15.ADDITIONAL DOCUMENTS AND AGREEMENTS
The Parties agree to cooperate in the execution of any additional documents or agreements that may be required to carry out the terms of this Agreement.

16.ASSIGNMENT/DELEGATION
Neither Party shall assign or transfer any interest in this Agreement or any duty hereunder without consent of the other Party, and no assignment shall be of any force or effect whatsoever unless and until the other Party has so consented.

IN WITNESS WHEREOF, the Parties have caused this Agreement to be duly executed as of the day and year first above written.

By: ___________________________ By: _______________________ Shasa Curl, City Manager Karen Pinkos, City Manager
City of Richmond City of El Cerrito
By: ___________________________ By: _______________________ Louie Tirona, Acting Chief of Police Paul Keith, City of Police Richmond Police Department El Cerrito Police Department 5092159.1
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AGENDA BILL
Agenda Item No. 5.G.

Date: June 7, 2022
To: El Cerrito City Council
From: Jose Castrejon, Interim Fire Chief, Fire Department Subject: Adoption of a Resolution to Approve the Purchase of Self-Contained Breathing Apparatus Air Compressor from Bauer Compressors

ACTION PROPOSED
Adopt a Resolution to authorize the City Manager to execute a contract for the purchase of a replacement self-contained breathing apparatus air compressor from Bauer Compressors in an amount not to exceed $53,000.

BACKGROUND/ANALYSIS
The Fire Department's current Eagle Baron III self-contained breathing apparatus (SCBA) air compressor has been in service for over 20 years. The compressor is used to fill the air bottles that firefighters must use when entering a burning structure or any Immediately Dangerous Life and Health (IDLH) environment. After many years of constant use, the current compressor had a catastrophic mechanical failure in March of 2022.

The Albany and Richmond Fire Departments have been allowing the City's personnel to fill SCBA bottles at their stations. This type of support from our neighboring agencies is invaluable during our time of need. It is necessary to expedite the replacement of the air compressor so as not to have a negative impact on other departments' equipment.

Bids for repair of the current unit were received at an amount that approached 30% of the replacement cost. The repair estimate describes the need for a compressor rebuild and would be on an "as is" basis with no warranty and no estimate on the continued serviceable life expectancy after the repairs are made. If repaired, the outdated compressor will still not have the ability to completely fill future SCBA bottles.

The Fire Department has evaluated the cost benefit of repair versus the replacement of the current compressor and has determined that it would be more prudent to purchase a new compressor. Staff obtained a quote for a Bauer Verticus Plus compressor via a cooperative agreement through the State of California Department of General Services (Attachment 1). The new compressor meets 2016 National Fire Protection Association (NFPA) requirements as well as the updated SCBA requirements in 2018 that requires a compressor to have the ability to fill air bottles up to 5,500 psi, which the proposed replacement compressor can achieve and beyond (Attachment 2).

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Agenda Item No. 5.G.

STRATEGIC PLAN CONSIDERATIONS
The approval of this purchase fulfills Goal B: Achieve Long-term Financial Sustainability, 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
The Fire Department is requesting approval to purchase a Self-Contained Breathing Apparatus Air Compressor for an amount not to exceed $53,000. The purchase will be through the State of California Department of General Services' Cooperative Leveraged Service Agreement 1-1942-07 (Attachment 3). Funds are currently available in the Fire Department budget, and this purchase has no negative impact on the City's General Fund.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. SCBA Quote El Cerrito FD Verticus Plus 13 E1 E3 CAL State Contract

3. SCBA Specifications

4. CAL State Contract and Extension
Agenda Packet Page 43 of 446
Agenda Item No. 5.G.

RESOLUTION 2022-XX

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

THE CITY MANAGER TO EXECUTE A CONTRACT WITH BAUER COMPRESSORS

FOR THE ACQUISITION OF SCBA BREATHING APPARATUS AIR COMPRESSOR

THROUGH A COOPERATIVE PURCHASE PROGRAM
WHEREAS, the El Cerrito Fire Department is required by State law and for the safety of its employees to provide self-contained breathing apparatus (SCBA) for staff entering any burning structure or immediately dangerous environment; and WHEREAS, each self-contained breathing apparatus needs to be filled by an SCBA air compressor; and
WHEREAS, the Fire Department’s current air compressor is beyond its life expectancy and has suffered a catastrophic mechanical failure; and WHEREAS, repairing the now defunct compressor would not bring it up to current code; and
WHEREAS, the Fire Department has obtained a competitive quote for a replacement air compressor from Bauer Compressors through a cooperative purchase program with the State of California.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of El Cerrito authorizes the City Manager to execute a contract to purchase a replacement breathing apparatus air compressor from Bauer Compressors in an amount not to exceed $53,000.

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

I CERTIFY that at a regular meeting on June 7, 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 June , 2022.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Gabe Quinto, Mayor
Agenda Packet Page 44 of 446
267 East Airway Blvd
Livermore, CA 94551
Phone: 925-449-7210
Fax: 925-449-7201
To: Date:5/23/2022
Matt Clarine
El Cerrito Fire Department
Phone: 510-390-2827
Email: [email protected]

ITEM QTY DESCRIPTION PRICE AMOUNT
1 1 Verticus Plus VT-P/13H-E1/E3 $43,687.00
Working pressure: 6,000 psi
Charging rate: 13.0 scfm
Horsepower: 10 single phase or three phase
2 1 Electronic CO Monitor w/Calibration Kit Inc.
3 1 ASME Air Storage in Lieu of DOT Inc.
(Total of two (2) 6,000 psi ASME )
Sub Total $43,687.00
Sales Tax 10.25% $4,477.92
Freight $2,450.00
Installation/Training $1,500.00
Total $52,114.92
California State Contract No. 1-19-42-07
Note: Bauer will deliver compressor system, place system into installation site, plumb system together with Stainless Steel Tubing, make final hook up to supplied electrical power, make final run test of system and perform operation training for El Cerrito FD personnel. Quotation prices valid for 60 days. Call 925-449-7210 if past expiration date.

Agenda Item No. 5.G.

Attachment 1
Agenda Packet Page 45 of 446
Thank you for the opportunity to submit this quotation. If you have any questions please give us a call.

Sincerely,
Tim McGuire
(925) 449-7210
[email protected]
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Agenda Item No. 5.G.

Attachment 2
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.
•
Department of General Services
Procurement Division
707 Third Street, 2nd Floor
West Sacramento, CA 95605-2811
State of California

CONTRACT USER INSTRUCTIONS
****MANDATORY**** . ' · •" ISSlJE,4.I\JDE~FECTIYEDATE:2/11!20'19 .... · · .. ··•··. · .. ·.·•· .. ·.·.·< ...

CONTRACT NUMBER: 1-19-42-07
DESCRIPTION: Self Contained Breathing Apparatus
(SCBA) Compressors
CONTRACTOR(S): Bauer Compressors, Inc.

CONTRACT TERM: 2/12/2019 through 2/11/2022
ST ATE CONTRACT Steve Funderburk
ADMINISTRATOR: (916)375-4446
Steve.Funderburktmdas.ca.aov
The contract user instructions, products, and pricing are included herein. All purchase documents issued under this contract incorporate the contract terms and applicable California General Provisions:
http://www.documents.dqs.ca.qov/pd/rnodellang/GPnonlT060810.pdf (GSPD-401 Non-IT Commodities, rev 06/08/2010) Cal eProcure link: www.caleprg,;urn.ca.gov
. ,, . . .
. > OR.DER PLAQl:.llll'=NT INfORIIIIAJlOI\I . · ..
. . . . · .. ·• ..

U.S. Mail Fax/Email Contact Information
Bauer Compressors, Inc. Bauer Compressors, Inc.
267 E Airway Blvd Fax: (925) 449-7201 Tim McGuire
Livermore, CA 94551 Email: [email protected] Phone: (925) 449-7210 Email: (925) 449-7201
Date: February 11, 2019
Steve Funderburk, Contract Administrator
· ..
..

Agenda Item No. 5.G.

Attachment 3
Agenda Packet Page 58 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION

1. SCOPE
Contract (Mandatory) 1-19-42-07
Contract User Instructions
The State's contract with Bauer Compressors, Inc. (Contractor) provides Self Contained Breathing Aparatus (SCBA) Compressors at contracted pricing to the State of California/CAL FIRE and local governmental agencies in accordance with the requirements of Contract# 1-19-42-07. The contractor shall supply the entire portfolio of products as identified in the contract and will be the primary point of contact for data collection, reporting, and distribution of SCBA Compressors to the State.

The contract term is for three (3) years with an option to extend the contract for two (2) additional one (1) year period or portion thereof. The terms, conditions, and prices for the contract extension option shall be by mutual agreement between the contractor and the State. If a mutual agreement cannot be met the contract may be terminated at the end of the current contract term.

2. CONTRACT USAGE/RULES
A. State Departments
, The use of this contract is mandatory for State of California departments/CAL FIRE. • Ordering departments must adhere to all applicable State laws, regulations, policies, best practices, and purchasing authority requirements, e.g. California Codes, Code of Regulations, State Administrative Manual, Management Memos, and State Contracting Manual Volume 2 and 3, as applicable.
• Prior to placing orders against this contract, departments must have been granted non-IT purchasing authority by the Department of General Services, Procurement Division (DGS/PD) for the use of this statewide contract. The department's current purchasing authority number must be entered in the appropriate location on each purchase document. Departments that have not been granted purchasing authority by DGS/PD for the use of the State's statewide contracts may access the Purchasing Authority Application at http://www.dgs.ca.qov/pd/Programs/Delegated.aspx or may contact DGS/PD's Purchasing Authority Management Section by e-mail at [email protected]" • Departments must have a Department of General Services (DGS) agency billing code prior to placing orders against this contract. Ordering departments may contact their Purchasing Authority contact or their department's fiscal office to obtain this information.

B. Local Governmental Agencies
• Local governmental agency use of this contract is optional. • Local government agencies are defined as "any city, county, city and county, district or other governmental body or corporation, including the California State Universities (CSU) and University of California (UC) systems, K-12 schools and community colleges", empowered to expend public funds for the acquisition of products, per Public Contract Code Chapter 2, Paragraph 10298 (a) (b). While the State makes this contract available to local governmental agencies, each local governmental agency should determine whether this contract is consistent with its procurement policies and regulations.
• Local governmental agencies shall have the same rights and privileges as the State under the terms of this contract. Any agencies desiring to participate shall be required to adhere to the same responsibilities as do State agencies and have no authority to amend, modify or change any condition of the contract.
• A DGS issued billing code is not required for local governmental agencies to place orders against this contract.

C. Unless otherwise specified within this document, the term "ordering agencies" will refer to all State departments and/or local governmental agencies eligible to utilize this contract. Ordering and/or usage Contract 1-1942-07
User Instructions

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1°19-42-07
Contract User Instructions
instructions exclusive to State departments or local governmental agencies shall be identified within each article.

3. DGS ADMINISTRATIVE FEES
A. State Departments
The DGS will bill each State department an administrative fee for use of this statewide contract. The administrative fee should NOT be included in the order total, nor remitted before an invoice is received from DGS.

Current fees are available online in the Price Book & Directory of Services located at:
l1ttp://www.dgs.ca.gov/ofs/home.aspx (Go to Price Book and click on "Purchasing" under Procurement Division.)

8. Local Governmental Agencies
For all local government agency transactions issued against the contract, the Contractor is required to remit the DGS/PD an Incentive Fee of an amount equal to 1 % of the total purchase order amount excluding taxes and freight. This Incentive Fee shall not be included in the agency's purchase price, nor invoiced or charged to the purchasing entity. All prices quoted to local governmental agency customers shall reflect State contract pricing, including any and all applicable discounts, and shall include no other add-on fees.

4. PROBLEM RESOLUTION/SUPPLIER PERFORMANCE
Ordering agencies and/or contractors shall inform the State Contract Administrator of any technical or contractual difficulties encountered during contract performance in a timely manner. This includes and is not limited to informal disputes, supplier performance, outstanding deliveries, etc.

For contractor performance issues, ordering agencies must submit a completed Supplier Performance Report via email or facsimile to the State Contract Administrator identified in Article 26 Contract Administration. The ordering agency should include all relevant information and/or documentation (i.e. Purchase documents).

5. CONTRACT ITEMS
All available line items and associated pricing is listed on Attachment A, Contract Pricing.

6. SPECIFICATIONS
All products listed on Attachment A, Contract Pricing, must conform to the State of California Bid Specification Number 4210-4576, dated 10/8/2019.

7. CUSTOMER SERVICE
The Contractor will have a customer service unit that is dedicated to this contract. The customer service unit provides office and personnel resources for responding to inquiries, including telephone and email coverage weekdays during the hours of 8:00 a.m. - 5:00 p.m., PT.

The customer service unit shall be staffed with individuals that:
• Are trained in the requirements of this contract;
• Have the authority to take administrative action to correct problems that may occur; and • Are designated for training and general customer service follow-up.

Contract 1-19-42-07
User Instructions

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-19-42-07
Contract User Instructions
The Contractor's customer service unit shall respond to all customer inquiries within one (1) business day of initial contact.

Contact Phone Email
Tim McGuire 1925) 449-7210 Tim. Mc Gu irelii\bauersf.com

8. PRODUCT SUBSTITUTIONS
Products and configurations meeting or exceeding the category requirements shall be available throughout the duration of the contract term. The contract provides for technology refresh as models are discontinued or cease production and must be approved by the Contract Administrator. These changes will be made in the form of a contract supplement, and will not be effective until the supplement's release.

The Contractor shall not substitute products or configurations or modify catalog information without written approval from the DGS/PD State Contract Administrator.

The Contractor will maintain the contract discount as bid throughout the original term of the contract and any extension, including upon approved substitution.

If no substitute product is available that meets or exceeds the specifications due to fundamental technology or market change, the State may alter the common configurations to meet the updated marketplace standards.

Obsolescence of a configuration may be determined at the discretion of the State.

9. PROMOTIONAL PRICING
During special pricing promotions, the Contractor shall offer State and local agency purchasers the promotional pricing or the discount percentage off list, whichever is lower.

The Contractor shall notify the Contract Administrator of all promotional pricing changes. Notification shall include at a minimum:
• Promotion start and end dates
• Models, products, and services included in the promotion • Promotional pricing
Promotional pricing shall not be cause for a permanent change in pricing. Promotional pricing shall not be cause for contract refresh.

Promotional items shall come with all benefits of the statewide contract terms and conditions and shall include all provisions such as warranty and delivery.

10. PURCHASE EXECUTION
A. State Departments
1) Std. 65 Purchase Documents
Contract 1-1942-07
User lnstruc!ions
State departments not transacting in Fl$CAL must use the Purchasing Authority Purchase Order (Std. 65) for purchase execution. An electronic version of the Std. 65 is available at the Office of State Publishing web site: bJ!p://www.dgs.ca.gov/pd/Forms.aspx (select Standard Forms).

All Purchasing Authority Purchase Orders (Std. 65) must contain the following:
• Agency Order Number (Purchase Order Number)
• Ordering Agency Name

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1·19-42-07
Contract User Instructions
• Agency Billing Code
, Purchasing Authority Number
, Leveraged Procurement Number (Contract Number)
• Supplier Information (Contact Name, Address, Phone Number, Fax Number, E-mail) , Line Item number
• Quantity
, Commodity Code Number
• Product Description
• Unit Price
, Extension Price
2) Fl$CAL Purchase Documents
State departments transacting in Fl$CAL will follow the Fl$CAL procurement and contracting procedures.
3) Blanket Orders
The use of blanket orders against this statewide contract is not allowed.

B. Local Governmental Agencies
Local governmental agencies may use their own purchase document for purchase execution. The purchase documents must include the same data elements as listed above. (Exception: Purchasing Authority Number is used by State departments only.)

11. MINIMUM ORDER
There is no minimum order for this contract.

12. ORDERING PROCEDURE
Ordering agencies are to submit appropriate purchase documents directly to the Contractor via one of the following ordering methods:
• U.S. Mail
• Facsimile
• Email
The Contractor's Order Placement Information is as follows:

ORDER PLA.CEMENT INFORMATION · · ·. ... .. ,·. .. · · .. .

U.S. Mail Facsimile Email
Bauer Compressors, Inc. (925) 449-7201 267 E Airway Blvd [email protected] Livermore, CA 94551
Note: When using any of the ordering methods specified above, all State departments must conform to proper State procedures.

Contract 1-19-42-07
User Instructions

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION

13. ORDER ACCEPTANCE
Contract (Mandatory) 1-19-42-07
Contract User Instructions
The Contractor shall accept orders from any State department or local governmental agency. The Contractor shall not accept purchase documents for this contract that:
• Are incomplete
• Contain non-contract items
• Contain non-contract terms and conditions
The Contractor must not refuse to accept orders from any State department or local governmental agency for any other reason without written authorization from the Contract Administrator.

14. ORDER RECEIPT CONFIRMATION
The Contractor will provide ordering agencies with an order receipt confirmation, via e-mail or facsimile, within 48 hours of receipt of purchase document. The Order Receipt Confirmation shall include the following information:
• Ordering Agency Name
• Purchase Order Number
• Purchase Order Total Cost
• Anticipated Delivery Date

15. OUT OF STOCK REMEDY
Upon receipt of order acknowledgment identifying out of stock items, the ordering agencies shall have the following options:
• Request back order
• Cancel the item from the order with no penalty
Contractor will provide notification to the ordering agencies regarding out-of-stock items which have been back ordered.

Under no circumstance is the Contractor permitted to make substitutions with non-contract items or unauthorized products.

16. DISCONTINUED ITEM REMEDY
Upon receipt of order acknowledgment identifying discontinued items, the ordering agencies shall have the following options:
• Amend purchase document to reflect State-approved substitute item (per Article 8, Product Substitutions)
• Cancel the item from the order
Under no circumstance is the Contractor permitted to make substitutions with non-contract items or unauthorized products without approval from the Contract Administrator.

17. DELIVERY SCHEDULES
Delivery for orders placed against this contract shall be in accordance with the following:

A. Locations
Contract 1-19-42-07
User Instructions

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STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-1942-07
Contract User Instructions
Deliveries are to be made statewide to the location specified on the individual purchase order, which may include, but not limited to inside buildings, and receiving docks.

B. Schedule
Delivery of ordered product shall be completed in full within ten (10) weeks (70 calender days) after receipt of an order (ARO). Since receiving hours for each ordering agency will vary by facility, it will be the Contractor's responsibility to check with each facility for their specific delivery hours before delivery occurs. The Contractor must notify the ordering agency within twelve (12) hours of scheduled delivery time, if delivery cannot be made within the time frame specified on the Order Receipt Confirmation.

Contractor is requested to make deliveries in Los Angeles County, Orange County, San Bernardino Metropolitan Area, and San Diego Metropolitan Area during off-peak hours. Off-peak hours are Monday through Friday, 10:00 AM to 4:00 PM PT.

C. Consumables Schedule
Delivery of ordered Consumables shall be completed in full within five (5) business days ARO.

D. Security Requirements
Deliveries may be made to locations inside secure institutional grounds (such as the California State Prisons) that require prior clearances to be made for delivery drivers. Since security clearance procedures for each facility may vary, it will be the Contractor's responsibility for contacting the secure location for security clearance procedures, hours of operation for deliveries and service, dress code, and other rules of delivery.

18. FREE ON BOARD (F.0.8.) DESTINATION
All prices are F.O.B. destination; freight prepaid by the contractor, to the ordering organization's receiving point. Responsibility and liability for loss or damage for all orders will remain with the contractor until final inspection and acceptance, when all responsibility will pass to the ordering organization, except the responsibility for latent defects, fraud, and the warranty obligations.

19. SHIPPED ORDERS
All shipments shall be in accordance with the General Provisions, section 12 entitled "Packing and Shipment".

20. PACKING SLIP
A packing slip will be included with each shipment, which will include at least the following information in no particular order:
• Purchase Order Number
• Ordering Agency Name
• Line item description
• Quantity ordered
• Quantity included in shipment
• Any back ordered or out of stock items and availability date of unfilled and partial shipment • Number of parcels
• Destination
• All information contained on the packing label
Contract 1-19-42-07
User Instructions

Page 7 ends

Agenda Packet Page 64 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION

21. PACKING LABEL
Contract (Mandatory) 1-19-42-07
Contract User Instructions
A packing label will also be included with each order shipped and include the following items. visible on the outside of the box:
• Authorized Purchaser
• Address
• Department and floor
• Authorized Purchaser Contact Name
• Authorized Purchaser Telephone Number

22. SAFETY DATA SHEET
The Contractor shall provide a Safety Data Sheet for product subject to Title 8 of the California Code of Regulations, Section 5194, Hazard Communication. The Safety Data Sheet is to be prepared and delivered in accordance with this Section.

23. INSTALLATION
Installation is mandatory on the contract.

The State shall ensure all public works related tasks have been completed prior to the Contractor delivering and securing the SCBA Compressor. The ordering agency will work with the Contractor directly to identify all requirements (e.g .• power, foundation, etc.) for installation. Public works are NOT part of this contract.

The Contractor shall seVsecure all SCBA Compressor unit in place, render operational and remove all dunnage at no cost to the State.

24. INSPECTION AND ACCEPTANCE
In accordance with the General Provisions, unless otherwise noted in the ordering agency's SOW, rejection of deliverables must be processed within 30 days of delivery or it shall be deemed as accepted by the State.

25. CONTRACT ADMINISTRATION
Both the State and the Contractor have assigned contract administrators as the single points of contact for problem resolution and related contract issues.

Administrator
Information
Contact Name:

Telephone:

Facsimile:

Email:

Address:

Contract 1-19--42-07
User lnslruclions
DGS/PD
/State Contract Administrator)
Steve Funderburk
1916) 375-4446
(916) 375-4613
Steve.Funderburk ""'dn s .ca. C'OV
DGS/Procurement Division
Attn: Steve Funderburk
707 Third Street, 2°d Floor, MS 201
West Sacramento, CA 95605

Page 8 ends

Bauer Compressors, Inc.
/Contractor)
Bauer Compressors. Inc.
19251 449-7210
1925) 449-7201
Tim. McGuire"" bauersf.com
Bauer Compressors, Inc.

Attn: Tim McGuire
267 E Airway Blvd
Livermore. CA 94551
2/11/2019
Agenda Packet Page 65 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION

26. RETURN POLICY
Contract (Mandatory) 1-19-42-07
Contract User Instructions
Contractor will accept all products for return at no cost to the ordering agency within thirty (30) calendar days of delivery, and refund the customer in full.

Note: Products returned should be in the packaging as delivered and include all documentation. Lost or damaged packaging materials and/or documentation shall be supplied by the Contractor. The Contractor shall not charge for these materials in excess of the Contractor's cost or the ten (10) percent Restocking Fee, whichever is lower.) The Contractor shall provide the Contract Administrator and/or ordering department a copy of the Contractor's material cost, if requested, within ten (10) days of request.

All returns shall be picked up within seven (7) working days of notification. Notification is defined as notice in writing, by facsimile or e-mail.

27. CREDIT POLICY
The Contractor shall offer credil/refund for the following items:
• Items shipped in error
• Items that are returned within 30 calendar days of delivery • Defective or freight-damaged items
In all cases, the ordering agency shall have the option of taking an exchange or receiving a credit, or receiving a refund.

The Contractor will be responsible for the credit or replacement of all products, including those covered by manufacturer warranties. Contractor cannot require the ordering agency to deal directly with the manufacturer.

28. RESTOCKING FEES
The Contractor will not impose a restocking fee on the ordering agency for the following situations:
• Items returned that were damaged upon receipt
• Incorrect items shipped
• Items that are returned within 30 calendar days of delivery. (See above) • Items that are returned, but exchanged for other items within 30 calendar days. (See above) Re-stocking fees for all other reasons shall be no more than ten percent ( 10%) of the value of the items needing re-stocking.

The packaging and documentation provisions of Article 26, Return Policy, shall apply to re-stocked items.

The Contractor will not be required to accept returns more than 60 days after delivery. The State will be responsible for return transportation costs to the Contractor if so accepted after 60 days after delivery.

29. INVOICING
Ordering agencies may require separate invoicing, as specified by each ordering organization. Invoices will contain the following information:
• Contractor's name, address and telephone number
• Contract Number
• Purchase Order Number
• Item and commodity code number
• Quantity purchased
Contract 1-19-42-07
User Instructions
Page9 2/11/2019
Agenda Packet Page 66 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1-19-42-07
Contract User Instructions
• Contract price and extension
• State sales
• Prompt payment discounts/cash discounts, if applicable • Totals for each order

30. PAYMENT
Payment terms for this contract are net forty-five (45) days. Payment will be made in accordance with the provisions of the California Prompt Payment Act, Government Code Section 927, et seq. Unless expressly exempted by statute, the Act requires State departments to pay properly submitted, undisputed invoices not more than forty- five (45) days after the date of acceptance of goods, performance of services, or receipt of an undisputed invoice, whichever is later.

B. CAL-Card Use
State departments may use the CAL-Card for the payment of invoices. Use of the CAL-Card requires the execution of Purchasing Authority Purchase Order (Std. 65) and must include all required documentation applicable to the purchase.

The CAL-Card is a payment mechanism, not a procurement approach and, therefore, does not relieve departments from adhering to all procurement laws, regulations, policies, procedures, and best practices, including those discussed in the State Contracting Manual (SCM) Volume 2. This includes but is not limited to the application of all sales and use tax laws, rules and policies as applicable to the purchase.

C. State Financial Marketplace
The State reserves the right to select the form of payment for all procurements, be it either an outright purchase with payment rendered directly by the State, or a financing/lease-purchase or operating lease via the State Financial Marketplace (GS $Mart and/or Lease $Mart). If payment is via the financial marketplace, the Contractor will invoice the State and the State will approve the invoice and the selected Lender/Lessor for all product listed on the State's procurement document will pay the Contractor on behalf of the State.

D. Payee Data Record
Each State accounting office must have a copy of the Payee Data Record (Std. 204) in order to process payments. State departments should forward a copy of the Std. 204 to their accounting office. Without the Std. 204, payment may be unnecessarily delayed. State departments should contact the Contractor for copies of the Payee Data Record.

31. CAL-CARD INVOICING
All CAL-Card invoices are to be processed separately from other payment methods and include the elements identified in Article 29, Invoicing. CAL-Card invoices shall be submitted to the CAL-Card account holder. The total invoice amount for each CAL-Card order must reflect a zero balance due or credit, if applicable, and state "paid by CAL-Card".

For additional information regarding DGS/PD's CAL-Card program, see the following website:
http://www.dgs.ca,gov/pd/Programs/CALCard.aspx.

Contract 1-19-42-07
User lnstruc!ions

Page 10 ends

Agenda Packet Page 67 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1q19-42..07
Contract User Instructions

32. CALIFORNIA SELLER'S PERMIT
The California seller permit number for the Contractor is listed below. State departments can verify that permits are currently valid at the following website: www.boe.ca.gov. State departments must adhere to the file documentation required identified in the Stale Contracting Manual Volume 2.

Contractor Name Seller Permit#
Bauer Compressors, Inc. 21-820120

33. WARRANTY
The Contractor must honor all manufacturers' warranties and guarantees for a period of two (2) years from the date of acceptance on all products offered as part of this contract. The Contractor shall bear all material and labor costs for repair of equipment defects and failure. The bid price cost shall include the manufacturer's warranty cost.

During the warranty period, the Contractor must:
• Honor all manufacturers' warranties and guarantees on all products offered through the contract. • Continue to provide warranty service after contract termination until expiration of warranties for products that have been sold under the contract.
• Provide all labor, parts, and travel necessary to keep the products in good operating condition and preserve its operating efficiency in accordance with its technical specifications. • Pay any necessary shipment and insurance costs.

The warranty services listed shall include all product maintenance costs and costs of labor, parts, travel, factory overhaul, rehabilitation, transportation and substitute product as necessary. If it is necessary to remove any products from an authorized purchaser's location where on-site warranty is specified, the Contractor will provide substitute products at the time of removal. Substitute products will be comparable to or better than the products removed. In instances where ii is necessary for the Contractor to return the products lo the factory, the Contractor will be responsible for all costs of the products from the time ii leaves the authorized purchaser's site until it is returned to the site in good operating condition. Only new standard parts will be used in effecting repairs. Parts that have been replaced will become the property of the Contractor. Replacement parts installed will become the property of the authorized purchaser.

Warranty services during the warranty period will not include electrical work external to the products, the furnishing of supplies, or adding or removing accessories, attachments, or other devices not provided under this contract. Warranty services also will not include repair of damage resulting from transportation by the authorized purchaser between State or local sites or from accident, unless the accident is caused by negligent or intentional acts or omissions of Contractor or its agents.

34. QUALITY ASSURANCE GUARANTEES
The Contractor shall represent and warrant that SCBA Compressor products provided shall be free from defects in material and workmanship, given normal use and care, over the period of the manufacturer warranty.

The terms of this contract will supersede any language to the contrary on purchase orders, invoices, or other sources. Contractors must use new products, parts, and components for all new equipment purchased by the State.

35. EQUIPMENT REPLACEMENT DURING WARRANTY
If the product provided fails to perform in accordance with technical specifications and functional descriptions contained or referenced in the awarded contract agreement and is subject to warranty response three (3) or more times during any ninety (90) day period, the Contractor will upon the authorized purchaser's request, Contract 1-19-42-07
User Instructions

Page 11 ends

Agenda Packet Page 68 of 446

STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES

PROCUREMENT DIVISION
Contract (Mandatory) 1°19-42-07
Contract User Instructions
replace the product at no price. The replacement product will be delivered no later than fifteen (15) working days after the authorized purchaser's request is received by the Contractor. Replacement goods cannot be used, refurbished or recycled.

36. RECYCLED CONTENT
State departments are required to report purchases in many product categories. The Postconsumer-Content Certification Form for the Contractor is attached as Attachment C.

37. SMALL BUSINESS/DISABLED VETERAN BUSINESS ENTERPRISE PARTICIPATION The small business (SB) and disabled veteran business enterprise (DVBE) certifications and percentages for the Contractor and subcontractor are listed below. State departments can verify that the certifications are currently valid at the following website: www.caleprocure.ca.gov. ~
Name Prime or OSDS SB DVBE
Subcontractor Certification # Percent(%) Percent(%)
Compressed Air Specialties Subcontractor 58098 1% 0%
The contractor will meet the contract SB participation percentages as follows:

SB Participation: The subcontractor (Compressed Air Specialties) is a California certified SB. For each order placed through this contract and serviced by Compressed Air Specialties State departments can claim 1 % SB participation.

There is no disabled veteran business enterprise (DVBE) participation for this contract.

38. BIDDER DECLARATION/COMMERCIALLY USEFUL FUNCTION (CUF) The DGS/PD, as the awarding department, has assessed the prime Contractor and subcontractor certifications and CUF during the solicitation evaluation process. Consequently, when executing purchase documents pursuant to this contract, it is not necessary for State departments operating under statewide contract purchasing authority to request the completion of a Bidder Declaration document or perform additional CUF analysis. The department should make a notation of this within their procurement file.

39. ATTACHMENTS
Attachment A - Contract Pricing
Attachment B -Specification 4210-4576, dated 10/8/2018
Attachment C - Postconsumer Content Certification Workbook Contract 1-19-42-07
User Instructions

Page 12 ends

Agenda Packet Page 69 of 446

1.0 SCOPE

STATE OF CALIFORNIA

BID SPECIFICATION

FIXED SELF-CONTAINED BREATHING APPARATUS (SCBA) COMPRESSOR UNITS Attachment 2
4210-4576
This specification describes the requirements for fixed Self-Contained Breathing Apparatus (SCBA) compressor units to be purchased for the CAL FIRE training centers and stations statewide. These fixed SCBA compressor units will be used to fill air containers for use with SCBA systems which will be employed in Immediately Dangerous to Life or Health (IDLH) environments by CAL FIRE personnel. The compressor units shall include all required components necessary for installation at the time of delivery. All equipment provided shall meet form, fit, function and performance.

2.0 APPLICABLE SPECIFICATIONS/ STANDARDS/ CODES
Specifications and standards referenced in this document are in effect on the opening of the invitation for bid form a part of the specification where referenced.

3.0 REQUIREMENTS

3.1 General Requirements for Fixed SCBA Compressor Units

3.1.1 Compressor, cylinders and fill station shall be mounted on an enclosed single platform

3.1.2 National Fire Protection Association (NFPA) 1901-2016 standard sealed unit

3.1.3 National Fire Protection Association (NFPA) 1989 Grade E air purification system

3.1.4 6000 Pounds per Square Inch, Gage (PSIG)

3.1.5 Carbon Monoxide (CO) monitor included

3.1.6 A minimum of one quick connect fill hose of each type listed below for each fill valve in the refilling cabinet.

3.1.6.1 3,000 pound cylinders

3.1.6.2 4,500 pound cylinders

3.1.6.3 Self-Contained Underwater Breathing Apparatus (SCUBA) tanks

3.1. 7 Optional Compressor Specifications

3.1.7.1 100' quick connect hose reel

3.2 Fixed SCBA Compressor Units- Phased Power Circuits

3.2.1 A minimum of 13 Standard Cubic Feet per Minute (SCFM)

3.2.2 A minimum of 10 horsepower (HP) Available with single phase and three phase, dependent upon the location requirements

3.2.2.1 Single phase 230V

3.2.2.2 Three phase voltages (208V, 230V, and 460V)

3.2.3 Two (2) American Society of Mechanical Engineers (ASME)-certified pressure relief valves (each cylinder with spare pressure relief valve)

3.2.4 An NFPA blast-protected refilling cabinet with the capacity to refill a minimum of two (2) cylinders at once.

3.2.4.1 Adjustable height to allow for different sizes of cylinders ranging from 20 inches to 31 inches

3.3 Fixed SCBA Compressor Units-Three Phase Power Circuits

3.3.1 A minimum of 18 Standard Cubic Feet per Minute (SCFM)

3.3.2 A minimum of 15 horsepower (HP) for three phase voltages (208V, 230V, and 460V)

3.3.3 Two (2) American Society of Mechanical Engineers (ASME)-certified pressure relief valves (each cylinder with spare pressure relief valve)

3.3.4 An NFPA blast-protected refilling cabinet with the capacity to refill a minimum of two (2) cylinders at once.

MINTON, W.
42-07
PAGE 1 OF 2 10/8/2018

SCBA COMPRESSOR UNITS
Agenda Packet Page 70 of 446
4210-4576

3.3.4.1 Adjustable height to allow for different sizes of cylinders ranging from 20 inches to 31 inches

3.4 Fixed SCBA Compressor Units-High Yield

3.4.1 A minimum of 33 Standard Cubic Feet per Minute (SCFM)

3.4.2 A minimum of 25 horsepower (HP) for three phase voltages (208V, 230V, and 460V)

3.4.3 Four (4) American Society of Mechanical Engineers (ASME)-certified pressure relief valves (each cylinder with spare pressure relief valve)

3.4.4 An NFPA blast-protected refilling cabinet with the capacity to refill a minimum of three (3) cylinders at once.

MINTON,W.
42-07

3.4.4.1 Adjustable height to allow for different sizes of cylinders ranging from 20 inches to 31 inches
PAGE 2 OF 2 10/8/2018

SCBA COMPRESSOR UNITS
Agenda Packet Page 71 of 446
Contract ID 1-19-42-07
Contract Type
Statewide Contract
Acquisition Type
NON-IT Goods
Status
Active
Description
SCBA Compressors - Mandatory Statewide Contract
Supplier Name

BAUER COMPRESSORS INC
Supplier ID
0000013048
Begin Date
02/11/2019
Expire Date
02/10/2023
Categories
Collapse Categories
Contract Administrator
Collapse Buyer Info
Buyer
Rita Seale
Department
DGS - Statewide Procurement
Email
[email protected]
Phone
916/375-4804
Attachments
Collapse Attachments
1-4 of 4
Agenda Packet Page 72 of 446
Attachment File
Attachment_A_-_Contract_Pricing_-_Supplement_2.xlsx View User_Instructions_1-19-42-07_-_Supplement_3.docx View
Attachment_B_-_Product_Specification_4210-4576.pdf View Attachment_C_-_Postconsumer-Content_Cert._Form.pdf View Contract Line Items
Collapse Contract Line Items
1 of 1
Download
Ite
m
ID Description
UO
M
Unit
Pric
e
UNSPS
C
UNSPSC
Description
MFG
Nam
e
MF
G
Item
ID

EPP/SABR
C
Statu
s
SCBA
Compressor
s
Each 4015160
0 Industrial
pumps &
compressor
s -
Compressor
s
Agenda Packet Page 73 of 446

AGENDA BILL
Agenda Item No. 8.A.

Date: June 7, 2022
To: El Cerrito City Council
From: Karen Pinkos, City Manager, City Management; Sandra Dalida, Finance Director/City Treasurer, Finance Department
Subject: CITY COUNCIL/PUBLIC FINANCING AUTHORITY/EMPLOYEE

PENSION TRUST BOARD ITEM
Proposed Fiscal Year 2022-23 Budget

ACTION PROPOSED
Receive and file a presentation on the Draft Proposed FY 2022-23 City Budget and provide direction to staff as necessary.

BACKGROUND
The City of El Cerrito’s Fiscal Year 2022-23 Proposed Annual Budget presents the City’s projection of revenues and expenditures for the next fiscal year. It describes in detail the various components of the City, each of its departments and divisions, and the City’s separate legal entities: the Employee Pension Board and the El Cerrito Public Financing Authority. The budget also describes the City’s mission, vision, and values, outlines overall goals and strategies developed through the Strategic Plan, and indicates how resources are allocated to fulfill these objectives.

The City Council has closely monitored the budget and the City's financial position for the past three years in light of the State Auditor's report and the ongoing COVID-19 pandemic. The Council has provided direction to staff that has resulted in adjustments in revenue and reductions in expenses over the past two fiscal years, with an eye toward short-term budget strategies as well as long-term budget solutions that will restore the City to fiscal health and build the General Fund reserves to recommended levels. As a result of these significant strategies, coupled with a robust real estate market and funding from the Federal Government, the City realized a positive General Fund balance that exceeded the Government Finance Officers Association (GFOA) recommended standard of 17% of General Fund expenditures.

The City Council and City staff have been committed to returning the City to fiscal stability, and ensuring the City's long-term financial sustainability. The FY 2022-23 budget was prepared with these same goals in mind, and staff continues to be intentionally conservative with respect to revenue projections and expenditure levels due to the continuing uncertainty with respect to the ongoing pandemic and its effect on the economy.

The draft proposed budget document has been published on the City's website and provided to the City Council and the Financial Advisory Board. The presentation will Agenda Packet Page 74 of 446
Agenda Item No. 8.A.
introduce the FY 2022-23 Proposed Budget and provide an overview of all funds and departments for the City Council's review and discussion. The City Council will consider approval of the FY 2022-23 Proposed Budget at a subsequent Council meeting.

ANALYSIS
City staff has again prepared a budget document that will span one fiscal year, July 1, 2022 to June 30, 2023. As with the last two years, due to the ongoing pandemic and volatile economy, staff felt it was prudent to continue to consider a one-year budget so that the City Council can be more flexible with respect to any necessary budget amendments or adjustments. Staff seeks to return to a biennial budget process next fiscal year, once the pandemic has ended and economic conditions are more certain.

With all funds combined, the Proposed FY 2022-23 Budget recommends total expenditures of $69.5 million that provides funding for all City services, including Police, Fire, Recreation, Community Development, Public Works, and City Management. These funds include an increase of approximately $11 million in the City's Capital Improvement Fund (CIP) from state and federal grant funding for the El Cerrito Del Norte Complete Streets project, on which construction will begin during this fiscal year. The Proposed Budget seeks to restore some services during this fiscal year that had previously been deferred or eliminated. Revenue and expenses were analyzed against prior year trends (particularly pre-pandemic levels) and expectations for this fiscal year. The Proposed Budget assumes a 3% Cost of Living Adjustment (COLA) for all staff.

The Proposed FY 2022-23 General Fund budget does not include budget reductions this fiscal year as was required in previous years. For FY 2022-23, staff is proposing a General Fund budget with revenues of $45.6 million and expenditures amounting to $44.8 million.The City Council has directed staff to prepare a budget that will seek to maintain General Fund reserves, which staff has benchmarked at the GFOA recommended level of 17% at a minimum. Additionally, the City Council directed staff to set a goal of a surplus each year of $1 million of revenues over expenditures, at the recommendation of the Financial Advisory Board (FAB). The Proposed FY 2022-23 budget assumes a surplus of $813,054. Staff will closely monitor revenue and expenditure trends and will continue to update the City Council throughout the fiscal year and in the quarterly reports in order to make adjustments if necessary based on economic conditions.

Highlights of the Proposed FY 2022-23 Budget include:
 City Administration:
o Restoration of one position in the City Manager's office, to assist with public information, community engagement, support for emergency services, and other City Management initiatives.
o Increase in professional services funding for the BART Library project and grant writing services.
o Annual cost for increased Library hours at the El Cerrito Library. o Costs for the 2022 General Election.

Agenda Packet Page 75 of 446
Agenda Item No. 8.A.
 Community Development:
o Additional funding for consulting and contract services to supplement vacant positions as well as specific development-related services that will be recovered by development-related revenues.
o Continued technology upgrades to enhance services to the public.  Finance:
o An account technician position is proposed to be reclassified to an Accountant I position to enhance service and provide increased support to the Department.
 Fire:
o Additional funding for training and updated equipment for personnel.  Police:
o Renegotiated contract with City of Richmond for dispatch services that is based on a proportional cost for the operation of their dispatch communications center.
o Restores upgrades to equipment including body worn cameras and patrol vehicles.
o Pilot program for uniform cleaning services.
 Public Works:
o Restoration of some costs to the General Fund for landscape maintenance and utilities that had been previously funded as eligible expenses within the Measure H fund.
o Reallocation of Management Analyst to be 50% funded by the General Fund, allowing this position to expand workload to include Climate Action activities.
 Recreation:
o Restoration of programming to achieve pre-pandemic levels. o Restoration of the Fourth of July/World One festival, which had been canceled for the past two years due to the pandemic, utilising the generous fundraising effort to offset costs of the festival from the General Fund.
o Facilitating transfer of lease of one of the former Midtown Activity Center portables to the Kensington Police Protection and Community Services District for temporary use.
o Restoring Senior Services activities above the core services that had been in place due to the pandemic.

American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) was passed by Congress and signed by President Biden on March 11, 2021. The City's allocation of ARPA funding is $6.1 million; the City received the first tranche of $3.05 million in July 2021 and expects to receive the second tranche of $3.05 million in July 2022. The City Council directed staff to use ARPA funding to maximize General Fund reserves. In its Final Rule that regulates the use of ARPA funds, the US Treasury provided a standard allowance of up to $10 million for using the funding to backfill revenue losses sustained due to the pandemic, allowing for wide categories of eligible expenses for general government Agenda Packet Page 76 of 446
Agenda Item No. 8.A.
services including public safety (Police and Fire) expenses, administrative expenses, childcare expenses, and software and infrastructure expenses. The City, per US Treasury requirements, has provided its annual expenditure report that reflects the City's use of ARPA funding as revenue loss per the Final Rule. As such, the first tranche was allocated to general government services for FY 2020-21, which had an impact on the City's General Fund balance of $3.05 million, for a total General Fund balance of $7.1 million as of the end of FY 2020-21. City staff intends to do the same allocation for FY 2021-22 expenditures with the second tranche of $3.05 million, which will result in an increase of the same amount in the General Fund balance. Therefore, no ARPA funds are included within the proposed revenues for the FY 2022-23 Budget.

One-time Projects/Expenditures
At the May 24, 2022 joint meeting of the City Council and Financial Advisory Board that previewed the FY 2022-23 budget, staff presented an option for City Council to consider funding some projects out of General Fund balance, as they are one-time expenditures.

This would allow the City Council to consider funding these projects separately, and utilize some of the one-time funding that had been realized through the previous year's surplus as well as from American Rescue Plan Act (ARPA) funding. Additionally, this allows the Council to use the expected FY 2022-23 revenues for mainly ongoing expenses, most of which are related to personnel. Staff is recommending three projects that will be undertaken this fiscal year that would be proposed to utilize fund balance, including:
 Classification and Compensation Study - $200,000. Proposals have been received for this study and staff expects to bring a contract for City Council's consideration in July.
 General Plan Safety Element - $175,000 (estimate). This element is required by the State of California upon updating the Housing Element, which is underway. Staff expects to release a Request for Proposals (RFP) for these services near the end of the summer, with the intention of beginning the project before the end of the calendar year. Staff will also seek grant funding, if available, to offset this expected cost.  Climate Action Plan update - $85,000 (estimate). The Proposed FY 2022-23 budget assumes the Management Analyst position to be restored to 50% funding, allowing the position to work on Climate Action Activities. Staff expects to release an RFP for consulting services to assist in developing the update to the Climate Action Plan after the FY 2022-23 Budget is adopted. Staff will also seek grant funding, if available, to offset this expected cost.

For each of these projects, instead of including the expenses within the Proposed FY 2022-23 Budget, staff will separately bring the contracts for these items to the City Council and request a separate appropriation from General Fund balance to fund the projects. The estimated cost of the three projects in total would have an impact of $460,000 to the General Fund balance. For reference, the General Fund balance as of FY 2020-21 Year End is $7,143,262; for the current fiscal year, the City will receive the second tranche of ARPA funding in the amount of $3.05 million and expects a surplus of approximately $580,000. This would result in a General Fund balance of $10,773,262 as of the end of FY 2021-22.

Agenda Packet Page 77 of 446
Agenda Item No. 8.A.

STRATEGIC PLAN CONSIDERATIONS
The FY 2022-23 Proposed Budget represents a plan to ensure that Citywide Revenue meets the cost of providing Citywide services, including the continued replenishment of adequate reserves for unanticipated revenue shortfalls. It will further ensure procedures that represent best practices in financial management. This item seeks to fulfill Goal B, Achieve Long-Term Financial Sustainability.

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

FINANCIAL CONSIDERATIONS
The City Council will begin its review of the FY 2022-23 Proposed Budget and no action is requested, therefore no financial impact is accounted for at this time. At subsequent City Council meetings, the City Council will consider the appropriations authority for all funds for the City and its and legal entities.

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

Reviewed by:

Alexandra Orologas, Assistant City Manager
Attachments:

1. FY22-23 DRAFT Budget Book
(online at https://www.el-cerrito.org/DocumentCenter/View/17341/Draft-FY22-23- Budget-Book)

1. FY 2022-23 Draft Proposed Budget
Agenda Packet Page 78 of 446
City of El Cerrito, CA
DRAFT
Proposed Budget Fiscal Year 2022-23
10890 San Pablo Avenue El Cerrito CA 94530 • www.el-cerrito.org Agenda Packet Page 79 of 446
Agenda Packet Page 80 of 446
i

PROPOSED BUDGET
FISCAL YEAR 2022-223

CITY OF EL CERRITO

EMPLOYEES PENSION BOARD

PUBLIC FINANCING AUTHORITY

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

CITY COUNCIL APPOINTEES
City Manager Karen Pinkos
City Attorney Sky Woodruff

APPOINTED OFFICIALS
Assistant City Manager Alexandra Orologas
Chief of Police Paul Keith
Fire Chief Michael Pigoni
Community Development Director Melanie Mintz
Finance Director/City Treasurer Sandra Dalida
Public Works Director/City Engineer Yvetteh Ortiz
Recreation Director Chris Jones
City Clerk Holly M. Charléty
Agenda Packet Page 81 of 446
ii

OUR VISION
The City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages.

OUR MISSION
The City of El Cerrito serves, leads and supports our diverse and transit-rich community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future.

OUR VALUES
Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include:

Ethics and Integrity
Fiscal Responsibility
Inclusiveness and Respect for Diversity
Innovation and Creativity
Professional Excellence
Responsiveness
Transparency and Open Communication
Agenda Packet Page 82 of 446
iii

CITY OF EL CERRITO
PROPOSED FY 2022-23 BUDGET

TABLE OF CONTENTS
CITY MANAGER’S BUDGET MESSAGE ………………………………...........................................................................1 BUDGET GUIDE...........................................................................................................................................7 SECTION 1: BUDGET OVERVIEW....................................................................................................................9 EL CERRITO PROFILE ...................................................................................................................................9 ORGANIZATIONAL OVERVIEW ..................................................................................................................10 STRATEGIC PLAN.......................................................................................................................................11 BUDGET PROCESS.....................................................................................................................................13 SECTION 2: FINANCIAL OVERVIEW..............................................................................................................17 CITYWIDE REVENUES................................................................................................................................17 CITYWIDE EXPENDITURES.........................................................................................................................23 FUND BALANCE.........................................................................................................................................29 GENERAL FUND FINANCIAL FORECAST ....................................................................................................31 GENERAL FUND OVERVIEW......................................................................................................................37 MAJOR OPERATING FUNDS ......................................................................................................................44 OTHER FUNDS...........................................................................................................................................52 SECTION 3: CITY MANAGEMENT .................................................................................................................55 CITY MANAGEMENT OVERVIEW ..............................................................................................................55 CITY COUNCIL ...........................................................................................................................................57 CITY ATTORNEY.........................................................................................................................................58 CITY MANAGER.........................................................................................................................................59 CITY CLERK ................................................................................................................................................61 HUMAN RESOURCES.................................................................................................................................63 INFORMATION TECHNOLOGY...................................................................................................................65 CITY MANAGEMENT BUDGET SUMMARY ................................................................................................67 CITY MANAGEMENT BUDGET DETAIL.......................................................................................................69 SECTION 4: COMMUNITY DEVELOPMENT DEPARTMENT ...........................................................................77 DEPARTMENT OVERVIEW.........................................................................................................................77 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY ..........................................................81 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET DETAIL.................................................................84 SECTION 5: FINANCE DEPARTMENT ............................................................................................................93 DEPARTMENT OVERVIEW.........................................................................................................................93 FINANCE DEPARTMENT BUDGET SUMMARY ...........................................................................................96 FINANCE DEPARTMENT BUDGET DETAIL..................................................................................................98 SECTION 6: FIRE DEPARTMENT..................................................................................................................103 DEPARTMENT OVERVIEW.......................................................................................................................103 FIRE DEPARTMENT BUDGET SUMMARY.................................................................................................107 FIRE DEPARTMENT BUDGET DETAIL .......................................................................................................109 Agenda Packet Page 83 of 446
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SECTION 7: POLICE DEPARTMENT .............................................................................................................113 DEPARTMENT OVERVIEW.......................................................................................................................113 POLICE DEPARTMENT BUDGET SUMMARY ............................................................................................117 POLICE DEPARTMENT BUDGET DETAIL...................................................................................................119 SECTION 8: PUBLIC WORKS DEPARTMENT ...............................................................................................127 DEPARTMENT OVERVIEW.......................................................................................................................127 PUBLIC WORKS BUDGET SUMMARY ......................................................................................................134 PUBLIC WORKS DEPARTMENT BUDGET DETAIL .....................................................................................138 SECTION 9: RECREATION DEPARTMENT ....................................................................................................155 DEPARTMENT OVERVIEW.......................................................................................................................155 RECREATION DEPARTMENT BUDGET SUMMARY ...................................................................................159 RECREION DEPARTMENT BUDGET DETAIL..............................................................................................162 SECTION 10: SUCCESSOR AGENCY.............................................................................................................177 INTRODUCTION ......................................................................................................................................177 SUCCESSOR AGENCY FINANCES .............................................................................................................178 SUCCESSOR AGENCY OBLIGATIONS........................................................................................................179 ADMINISTRATIVE BUDGET......................................................................................................................180 SECTION 11: OTHER ENTITIES....................................................................................................................182 EMPLOYEES’ PENSION FUND..................................................................................................................182 PUBLIC FINANCING AUTHORITY .............................................................................................................183 SECTION 12: CAPITAL IMPROVEMENTS.....................................................................................................185 THE CAPITAL PLANNING PROCESS..........................................................................................................185 CAPITAL IMPROVEMENT SUMMARY ......................................................................................................186 TABLES AND PROJECT DESCRIPTIONS.....................................................................................................187 SECTION 13: LONG-TERM DEBT.................................................................................................................202 REVENUE BONDS....................................................................................................................................202 CAPITAL LEASE OBLIGATIONS .................................................................................................................205 SECTION 14: APPENDICES AND STATISTICS ...............................................................................................211 APPENDIX 1 GLOSSARY OF BUDGET TERMS..........................................................................................212 APPENDIX 2 DEMOGRAPHIC PROFILE ...................................................................................................220 APPENDIX 3 EMPLOYEE BENEFIT SCHEDULE.........................................................................................223 APPENDIX 4 FINANCIAL POLICIES ..........................................................................................................225 APPENDIX 5 BOARDS AND COMMISSIONS............................................................................................240 APPENDIX 6.............................................................................................................................................244 APPENDIX 7 NON-DEPARTMENTAL LINE ITEM BUDGETS......................................................................245 APPENDIX 8.............................................................................................................................................256 CITY OF EL CERRITO ....................................................................................................................................257 Agenda Packet Page 84 of 446
1 CITY MANAGER’S BUDGET MESSAGE
June 7, 2022
Honorable Mayor, City Councilmembers, and El Cerrito Community:

I hereby present the City of El Cerrito Fiscal Year 2022-23 Budget. The annual budget represents the spending plan that provides funding for all City services and programs that support our vision to keep our community safe, connected, and environmentally focused; with vibrant neighborhoods, businesses, and public places; and diverse cultural, educational, and recreational opportunities for people of all ages.

Once again, the City has completed another challenging and extraordinary fiscal year. We continued to tackle our financial challenges exacerbated by the impacts of the still ongoing COVID-19 coronavirus public health crisis. We worked through the impacts of the difficult decisions made by the City Council and City staff over the past two fiscal years that reduced our budget by millions. Our most valuable resource, our City staff, has been pushed to its limits as the impact of staff reductions and vacancies have had an effect on services to the public and employee morale. Management and Confidential staff once again faced a year with no cost-of-living adjustments and continued salary reductions through furloughs and other benefit cuts. For the past two fiscal years, I have had to lead a team that has worked harder than ever to keep the City running, with less resources available to do so and while working under constant uncertainty and anxiety due to the pandemic.

But…what a difference a year makes. This City and its staff have not only persevered, they met the challenges head on, providing services and surviving the impacts. And thanks to our hard work, we have been able to take advantage of revenue enhancements resulting from federal funding and a robust real estate market. Our actions have been the key to weather this storm and bring the City back to fiscal stability.

As a reminder, in FY 2020-21, the City worked to tackle the structural financial issues and lack of General Fund reserves while addressing the impacts of the COVID-19 coronavirus global pandemic. This public health crisis has changed the lives of El Cerrito residents and people around the world as extraordinary health and safety measures have been implemented, and the closure of businesses throughout California and the U.S. has placed the economy into uncharted financial territory.

El Cerrito is fortunate to have well-diversified and resilient sources of revenues. During the past two fiscal years, revenue estimates were revised downward to factor in the economic impact of the pandemic on the economy and drastic budget reductions were enacted to address the negative General Fund balance.

However, revenues did not decrease as forecasted and instead grew beginning in FY 2020-21. Additionally, the American Rescue Plan Act (ARPA) included $6.1 million to El Cerrito paid over two years to primarily address revenue loss and other needs due to the pandemic.

The result is an amazing turnaround in the General Fund at the end of FY 2020-21 netting an ending fund balance of $7.1 million, or 18% of FY 2021 expenditures, exceeding both the City’s policy of a minimum fund balance reserve of 10% and the GFOA-recommended 17% of expenditures. The City now can work from a position of budget stability for the first time in many years.

The City continued to face challenges over the 2021-22 fiscal year but there are many positive changes that occurred. Our City Council and staff is justifiably proud of the work that we have collectively done so far, to identify problems and focus on solutions. We have taken a large step forward this fiscal year to bring Agenda Packet Page 85 of 446
2 the City toward financial sustainability, adapt and adjust our programs and services with the public's health as the highest priority, and deliver those services in a manner that respects and values the lives of the people we serve. All City departments continue to explore new ways of delivering services and many developed innovative solutions, while staying true to our vision, mission, and values. The most essential of our services continue, allowing us to stay flexible to adapt to what we hope will be continuing improvement of economic and health conditions in the next fiscal year. Going forward the City’s focus will be on sustainability, seeking to continue the positive trajectory of our fiscal health by thoughtfully and strategically restoring services as resources allow, while maintaining a healthy General Fund balance and adhering to the City’s financial policies.

Through it all, I am extremely proud of the work that our City team has achieved. It has not been an easy year, and there have definitely been struggles throughout the entire City organization. But the City’s resilience speaks for itself. And we have reason to be hopeful for the future as the pandemic begins to wane and life returns to something resembling “normal”.

The FY 2022-23 Proposed Budget, similar to the last two fiscal years, has been created in an uncertain economic and financial environment due to the ongoing COVID-19 global pandemic. While there is hope on the horizon, the lasting effect of this public health crisis still remains unknown, and as the economy recovers we are still in uncharted financial territory. Further, the passage of the American Rescue Plan Act (ARPA), which provided direct funding to cities including El Cerrito, will go a long way toward providing relief from the impacts of the pandemic. The economic crisis has impacted the vital revenue sources cities use to provide essential services. We cannot overstate the challenge these kinds of revenue losses pose for local governments.

The FY 2022-23 budget prioritizes essential services amid challenging economic conditions. The budget reflects thoughtful and strategic coordination across the organization, as well as significant contributions by City employees. Every department in the City has considered the programs and services it offers. In many instances, departments have had to do more with less, develop new systems and protocols, and find creative ways to meet the community’s needs in a time when resources are declining. There will be continuing service level impacts, and we appreciate the City Council and the community's understanding as we continue to navigate this reality.

The City’s Strategic Plan continues to provide the foundation for developing the Budget for FY 2022-23.

While the intent was to update the Strategic Plan with new goals and objectives in FY 2021, the Plan's current guiding principles and strategic goals remain relevant. In making budget recommendations, all City departments explored new ways of delivering services and many developed innovative solutions. The most essential of our services continue, allowing us to stay flexible to adapt to what we hope will be improving conditions in the next fiscal year, while staying true to our mission, vision, and values.

This proposed budget once again does not include ARPA funding, which totaled $6.1 million over two fiscal years. The City's allocation of ARPA funding is $6.1 million; the City received the first tranche of $3.05 million in July 2021 and expects to receive the second tranche of $3.05 million in July 2022. The City Council directed staff to use ARPA funding to maximize General Fund reserves. In its Final Rule that regulates the use of ARPA funds, the US Treasury provided a standard allowance of up to $10 million for using the funding to backfill revenue losses sustained due to the pandemic, allowing for wide categories of eligible expenses for general government services including public safety (Police and Fire) expenses, administrative expenses, childcare expenses, and software and infrastructure expenses. The City, per US Treasury requirements, has provided its annual expenditure report that reflects the City's use of ARPA funding as revenue loss per the Final Rule. As such, the first tranche was allocated to general government services for FY 2020-21, which had an impact on the City's General Fund balance of $3.05 million, for a total General Fund balance of $7.1 million as of the end of FY 2020-21. City staff intends to do the same allocation for FY 2021-22 expenditures with the second tranche of $3.05 million, which will result in an increase of the same amount in the General Fund balance. Therefore, no ARPA funds are included within the proposed revenues for the FY 2022-23 Budget. The intent of City staff will be to recommend using the funds to strategically aid in the recovery as well as position the City for long term success.

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3 FISCAL RECOVERY PLAN AND STATE AUDITOR REPORT
The City continues to respond to the recommendations within the California State Auditor report initially issued in March 2021 that placed the City on its Local High Risk Program. Since then, the City responded to the report March 16, 2021 and prepared a Corrective Action Plan (CAP) that was submitted within 60 days of the report's publication, which was presented to the El Cerrito City Council in draft format on April 20, 2021. The Council reviewed the proposed actions, provided comments, and committed to the creation of a Fiscal Recovery Plan. In addition, the City Council appointed a subcommittee of Councilmembers Lisa Motoyama and Tessa Rudnick to work directly with staff to monitor the various actions outlined in the CAP, in anticipation of the first required written update to the State Auditor outlining the City’s progress in implementing the CAP by September 2021. The City submitted its CAP to the State Auditor on May 15, 2021 and updated the State Auditor at the next two six month intervals on September 16, 2021 and March 16, 2022.

In the CAP and subsequent progress reports, the City informed the State Auditor of our considerable progress in the risk areas identified as well as on many of the recommendations contained within the original report. The City also stated that it remains committed to the creation of a Fiscal Recovery and Sustainability Plan which will continue once the vacant positions in the Finance Department and City Management are filled, though it must be noted that the elements included in the draft Plan are already being implemented and there are significant improvements in all of the areas noted. In particular, the City Council has continued to review the City’s budget and financial condition through continued policy discussions and updates at their regular City Council meetings, and there has also been increased reporting to and input from the City’s Financial Advisory Board. City staff has also continued to respond to the impacts created by the ongoing COVID-19 pandemic, both operational and financial, and has taken specific steps to address these impacts in preparing the budget so that the City’s financial condition will continue to improve. The CAP Progress Report shows that the City has indeed made substantial progress in improving its financial condition, and it is our hope that the State Auditor agrees and will remove the highrisk designation from the City of El Cerrito. The most recent CAP progress report is included in this budget document as an appendix.

PROPOSED BUDGET FY 2022-23 OVERVIEW
The Fiscal Year 2022-23 Budget provides funding for all City services including Police, Fire, Recreation, Community Development, Public Works, Environmental Services, and City Management services. The total proposed budget for all funds (General Fund, Special Funds, Enterprise Funds, etc.) is approximately $69.6 million. In order to develop the budget, staff has focused on our core services and only those activities consistent with the Strategic Plan. Table A provides a view of the operating expenses of the City that includes all funds.

Table A
City of El Cerrito Citywide Operating Expenses (All Funds) FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Salary & Benefits $26,658,356 $26,514,526 $24,952,749 $25,198,222 $27,189,898 PERS - Normal cost $2,347,062 $2,568,791 $2,666,119 $2,710,560 $2,774,150 PERS - Unfunded Liability $3,733,974 $4,367,588 $4,863,463 $5,523,830 $6,189,563 Total Pension Costs $6,081,036 $6,936,378 $7,529,581 $8,234,390 $8,963,713 Total Personnel Costs $32,739,391 $33,450,904 $32,482,330 $33,432,612 $36,153,611 Professional Services $5,604,799 $4,413,877 $3,783,521 $7,726,168 $7,838,719 Purchased Property
Services $6,980,441 $4,237,216 $4,037,809 $5,697,493 $15,219,211 Other Services $1,927,639 $1,942,210 $1,729,638 $3,093,653 $3,121,786 Supplies $908,426 $906,636 $591,644 $936,511 $1,106,208 Property & Capital $4,300,026 $1,027,578 $2,574,261 $690,054 $1,017,563 Financing Costs $2,318,147 $2,369,451 $2,250,100 $2,592,042 $2,730,887 Transfer Out $4,484,202 $2,617,178 $5,572,731 $2,364,562 $2,385,644 Total Expenditures $59,263,070 $50,965,049 $53,022,034 $56,533,095 $69,573,629 Agenda Packet Page 87 of 446
4 The
FY 2022-23 Proposed Budget contains short-term budget strategies and assumptions including conservative revenue estimates and the current expenditures starting at prior fiscal year’s baseline, with the addition of cost-of-living increases that are scheduled by contract for specific bargaining units, and proposed 3% for management and confidential positions. Also, the Proposed Budget includes rate increases from medical/dental providers and workers compensation insurance. While the City has opened lines of communication with all bargaining units, no results are reportable at this time with respect to modifying any of the contracts. The Proposed Budget also includes the continuation of modified service delivery reflecting current operating environment because of the pandemic.

Chart A depicts the expenditures by department as a percentage of total expenditures:

The City's primary focus remains on the health and safety of our residents, businesses, and visitors, as well as providing a high quality of life. This budget reflects those priorities, that stem from the mission, vision, values, and strategic goals of the City's Strategic Plan. Yet this budget also strives to provide services in a fiscally responsible way, living within our means and continuing to consider long-term strategies for sustainable success.

The FY 2022-23 Proposed Budget assumes cost of living increases for specified bargaining units based on associated MOUs and 3% for management and confidential positions. Also, the Proposed Budget includes rate increases from medical/dental providers and workers compensation insurance.

Chart B reflects the overall revenue increase from FY 2021-22 Amended Budget to the FY 2022-23 Proposed Budget is 6.5% or $2.8 million and the change in expenditures from FY 2021-22 Amended Budget to the FY 2022-23 Proposed budget is 6.0% or $2.5 million.

Capital Outlay, 20.0%
City Management,

7.4%
Community
Development, 5.4%
Debt Service, 3.2%
Finance, 2.4%
Fire, 19.2%
Police, 18.9%
Public Works, 11.3%
Recreation, 8.7%
Transfer , 3.4%
Chart A
Citywide FY 2022-23 Expenditures by Department
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5 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-21 Actual Actual Actual Amended Proposed
Revenues $41,388,597 $40,222,747 $46,365,714 $42,881,247 $45,677,116 Expenditures $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113

GENERAL FUND RESERVES
Replenishing the General Fund Reserve remains the City's top focus for this and upcoming fiscal years. The FY 2022-23 General Fund budget is balanced and projects a fiscal year end surplus oof $812,003, which will continue to enhance the projected positive fund balance in alignment with the Fiscal Response Plan and actions taken in FY 2020-21 and FY 2021-22.

The City must maintain fiscal discipline and maintain proactive strategies through FY 2025-26 to establish reserves greater than the minimum 10% level by maintaining the existing budget reductions and strategies through FY 2025-26. Further, in developing the Fiscal Recovery Plan, the City must consider long-term budget strategies to achieve continued financial sustainability as detailed in Strategic Plan goals. This requires thoughtful considerations for the future while continuing to monitor the impacts of the volatile economy. Table B depicts the General Fund Reserve forecast and illustrates the progress the City has made toward increasing the General Fund Reserve. ARPA funding is not included in fund balance totals, and the ending fund balance will be modified after FY 2021-22 fiscal year end close is completed.

Table B
General Fund Reserve Forecast
General Fund Summary
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Beginning Restricted Fund Balance $2,321,077 $1,650,928 $1,667,511 $25,694 $55,000 Beginning Unassigned Fund Balance -$2,233,507 -$1,707,620 -$1,777,532 $7,117,570 $7,669,133 Total Beginning Fund Balance $87,570 -$38,963 -$110,021 $7,143,264 $7,724,133 Total Revenues $41,388,597 $40,222,747 $46,365,714 $42,881,247 $45,677,116 Personnel $29,862,092 $30,383,014 $29,727,625 $30,405,915 $32,778,862 Non-Personnel $11,670,765 $9,910,791 $9,384,804 $11,894,463 $12,086,251 Total Expenses $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113 Annual Surplus/(Deficit) -$144,259 -$71,058 $7,253,285 $580,869 $812,003 Ending Total Fund Balance -$56,689 -$110,021 $7,143,264 $7,724,133 $8,536,136 Ending Reserve Percent -0.14% -0.27% 18.26% 18.26% 19.03% $41,388,597
$40,222,747
$46,365,714
$42,881,247
$45,677,116
$41,532,857
$40,293,805
$39,112,429
$42,300,378
$44,865,113
Actual Actual Actual Amended Proposed
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-21
Chart B
General Fund Revenue and Expenditure Totals
Revenues Expenditures
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6 City staff will continue to work with the City Council as well as the Financial Advisory Board to ensure that we continue to head in the right direction so that we meet not only our minimum General Fund Reserve goal, but also fully fund the Emergency and Disaster Recovery Fund, by FY 2025-26. We seek to bring the City toward financial sustainability, adapt and adjust our programs and services with the public's health as the highest priority, and deliver those services in a manner that respects and values the lives of the people we serve. I am confident in the resilience of the City Council, the City staff team, and our residents and businesses that will carry us through these challenges. Together, we are working toward a sustainable and optimistic future.
***** This budget process, like the last two fiscal year, has required flexibility, patience, and plain hard work on the part of every City official and community member involved. I am grateful to, and humbled by, our City employees as they have sustained the City through the challenges of the last fiscal year. They have continued to provide services to our community while making sacrifices, both personally and professionally, in order to help the City further along the path to financial sustainability. I know that people choose to work for the City of El Cerrito because of their commitment to public service and their commitment to each other. Our City team has maintained this commitment over one of the most challenging times this City has ever faced, and they deserve our gratitude.

I would like to thank all of the members of the City’s Executive Team for their roles in the creation and production of this budget. I would like to especially thank the new Finance Director/City Treasurer Sandra Dalida, City Clerk Holly Charléty, Senior Accountant Lucy Xie, and Assistant City Manager Alexandra Orologas for the invaluable contributions on the budget and this budget document. I am extremely grateful to the City Council for their leadership, your courage, and your continued unwavering dedication to improving the City’s fiscal position while staying true to the City’s values. And finally, to the El Cerrito community, I am and remain appreciative of your attention to the City’s budget issues and for all of your input and feedback. Our road to financial stability requires that all of – elected officials, City staff team, and community – continue to work together to achieve success.

We still face challenges, yet as I've said time and time again: our City is a resilient community that cares about one another. While still we have further to go, we have made progress and we will keep moving in the right direction. I am truly optimistic for the City's future, as our City team continues to survive the challenges we face while still serving our wonderful community to best of our ability. It is a true honor to serve the City of El Cerrito.

Respectfully submitted,
Karen E. Pinkos
City Manager
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7 BUDGET GUIDE
The City of El Cerrito’s Fiscal Year 2022-23 Annual Budget presents accurately and clearly the City’s projection of revenues and expenditures for the next fiscal year. It describes in detail the various components of the City, each of its departments and divisions, and the City’s separate legal entities: the Employee Pension Board and the El Cerrito Public Financing Authority. The budget also describes the City’s mission, vision, and values, outlines overall goals and strategies developed through the Strategic Plan, and indicates how resources are allocated to fulfill these objectives.

The budget is the City’s fundamental policy document and communicates the expenditures legally appropriated by the City Council for the fiscal year. The budget document is intended to help the City Council, residents, businesses, and other interested parties understand the overall responsibilities and goals of the City and to enable the departments to present financial plans and workload data. In addition to its role as a policy document, the budget also serves as a financial plan, an operations guide and a communications tool.

Reporting Entity
Throughout this budget document, reference is made to the City. As appropriate, such references should be inferred to include activity and financial contributions of each of the three separate entities covered under this budget: City of El Cerrito, El Cerrito Employees’ Pension Board, and the El Cerrito Public Finance Authority.

The El Cerrito Municipal Services Corporation (MSC) is a non-profit corporation whose purpose is to support the City in expanding economic opportunities and eliminating blight, as well as assisting and implementing programs and activities that will lessen neighborhood tensions and combat community deterioration. While it is a component unit of the City for reporting purposes, and is therefore included in the City’s Comprehensive Annual Financial Reports, the MSC’s FY 2022-23 Budget is approved separately by its Board of Directors and is not included in this document.

Budget Structure
City Manager’s Budget Message: The City Manager’s budget message is intended to provide a summary of the City’s priorities and overview of the Citywide financial outlook and budget.

Budget Overview (Section 1): The Budget Overview section presents information on the structure and policies of the City and detail of the budget on a Citywide basis.

Financial Overview (Section 2): This section provides summary financial information regarding projected revenues, expenditures, fund balances and reserves as well as transfers between funds. The section reviews detailed assumptions in the General Fund, the City’s main operating fund, including historical data, a discussion of current programs and activities, future concerns and strategies as well as the FiveYear Plan. The section also includes the summary analysis of all other major operating funds, forecasts, details of all inter-fund transfers, and information describing significant changes compared to the prior year’s budget.

Department Operating Budgets (Sections 3-9): The departmental operating budget sections describe historical and amended expenditures by department and division as well as descriptions of core responsibilities, Strategic Plan Alignment, service indicators, and accomplishments. Budget summaries are provided for each department in their corresponding section; line-item detail budgets by division are located in the appendices. The City is organized into seven operating departments: City Management, Community Development, Finance, Fire, Police, Public Works, and Recreation.

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8 Successor Agency (Section 10): Per State Law (AB1x 26) the El Cerrito Redevelopment Agency (RDA) was dissolved as of February 1, 2012 and a Successor Agency was created to wind down the former RDA’s affairs. The Successor Agency has no budget authority; therefore no budget data is presented in this document.

Other Entities (Section 11): This section outlines the amended revenues and expenditures for the City’s other legal entities: the Employees’ Pension Fund and the Public Financing Authority.

Capital Improvement Program (Section 12): The Capital Improvement Program (CIP) section details the proposed capital projects for Fiscal Years 2022-23 through 2026-27. It includes a description of those capital projects previously funded and other Capital Improvement Needs that are presented as a nonprioritized listing of those proposed projects or programs for which no funding has been currently identified.

Long Term Debt (Section 13): The City has various long-term commitments for payments that range from accumulated benefits due to employees to debt obligations to be repaid from various revenue sources.

These obligations are discussed in this section and supported with FY 2020-21 audited information.

Appendices, Statistics and Non-Departmental Line-Item Budget Detail (Section 14): The final section of this document contains a glossary of budget terms, a demographic profile and various statistics intended to assist the reader in achieving a greater understanding of El Cerrito as a community. This section also holds the financial policies referred to throughout the document, and houses the detailed line-item tables for each department and division of the City. Information on the State Auditor report on the City is included in Appendix 8.

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9 SECTION

BUDGET OVERVIEW
The City of El Cerrito serves, leads, and supports our diverse and transit-rich community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future.

EL CERRITO PROFILE
The City of El Cerrito is a Charter City that incorporated as a General Law City on August 23, 1917 and just over one hundred years later became a Charter City in November 2018. El Cerrito is located in western Contra Costa County and forms part of the highly urbanized area along the eastern shore of San Francisco Bay. El Cerrito has a population of approximately 25,508 and covers an area of 3.9 square miles. It is a community of highly educated residents due primarily to the proximity to UC Berkeley and the San Francisco Bay Area hightech economy. It is known for its temperate climate and breathtaking views of San Francisco Bay and the Golden Gate Bridge from the hillside areas.

Interstate Highway 80 passes near the western boundary of the community, while the crest of the Berkeley Hills and Wildcat Canyon Regional Park define the eastern boundary. The community is served by AC Transit and the Bay Area Rapid Transit (BART) system, with stations near both the northern (El Cerrito Del Norte station) and southern (El Cerrito Plaza station) boundaries of the city. In addition, several transit agencies including Golden Gate Transit, Fairfield-Suisun Transit, Vallejo Transit, and WestCAT also serve the El Cerrito del Norte BART station. The combination of services from these agencies provides excellent public transportation to the entire Bay Area.

The City is organized as a Council-Manager form of local municipal government, and its City Charter was adopted by the voters in November 2018. The City Council consists of five members elected at large for fouryear, overlapping terms. The Council selects the Mayor for a one-year term from among its members. 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 Council Members also serve as the governing body of the El Cerrito Employees’ Pension Board and the El Cerrito Public Financing Authority.

The City Manager is appointed by the City Council and is responsible for administration of municipal affairs.

All municipal departments operate under the supervision of the City Manager. Through the City Manager, City staff uses the resources appropriated by the Council in the budget to achieve desired service results in the community and carries out the policies of the Council. The City Council also appoints the City Attorney to advise them and City staff on legal affairs, to see that all laws are effectively enforced and, when necessary, to defend the City in litigation.

The City provides police and fire services as well as recreation, streets and roads, recycling, economic development, public improvements, building, planning and zoning, and general administrative services.

Residents are provided water by East Bay Municipal Utility District and sewer services through Stege Sanitary District. PG&E provides gas and electricity services, and in addition the City is a member of MCE, a public, notfor-profit electricity provider that gives all PG&E electric customers the choice of having 60% to 100% of their electricity supplied from clean, renewable sources. Library services are provided by the County of Contra Costa. The City contracts with East Bay Sanitary for garbage service through a franchise agreement. Comcast, AT&T, and a host of smaller companies provide telecommunication services.

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10 ORGANIZATIONAL OVERVIEW
Chart 1-1 provides a graphical overview of the structure of City Government:

Overall Position Listing
Table 1-1 shows the proposed Citywide position listing for permanent full-time positions. The listing reflects the implementation of the Fiscal Response Plan, layoffs, and eliminated vacant positions through FY 2021-22. For FY 2022-23, the listing reflects positions added at midyear of FY 2021-22 and proposed positions for FY 2022-23. The listing does not include hourly or non-permanent part-time positions.

Table 1-1
Citywide Position Listing
Department FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 City Council 5 5 5 5 5
City Management 11.5 11.5 10 9 10
Finance Department 6 6 6 6 6
Community Development 14 14 15 14 15
Police Department 58 58 55 48 48
Fire Department 37 37 37 37 37
Public Works Department 25.2 25.2 25 24.2 25.2
Recreation Department 23 23 21 18 19
Total 179.7 179.7 174 161.2 165.2
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11 STRATEGIC PLAN
Successful organizations need a clear vision of where they are going and how they intend to achieve their mission. The City’s vision was crafted by the community during the City of El Cerrito Strategic Plan process in 2013. This Strategic Plan provides a framework for linking identified priorities to the budget process, capital improvement program, important policy considerations, economic development initiatives, and the organization’s desire for continuous improvement.

The 2015 version of the Strategic Plan incorporated updates and advances El Cerrito on a path towards achieving its vision during the five-year period of 2015-2020. The entire Plan is available at www.elcerrito.org/strategicplan.

OUR VISION
The City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational, and recreational opportunities for people of all ages.

OUR MISSION
The City of El Cerrito serves, leads, and supports our diverse and transit-rich community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future.

OUR VALUES
Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include:
▪ Ethics and Integrity
▪ Fiscal Responsibility
▪ Inclusiveness and Respect for Diversity
▪ Innovation and Creativity
▪ Professional Excellence
▪ Responsiveness
▪ Transparency and Open Communication
The Strategic Plan includes the City’s vision, mission statement and values, six goals and over forty strategies to achieve the goals. The goals are:

Chart 1-2
Strategic Plan Goals
A. Deliver Exemplary Government Services
B. Achieve Long-term Financial Sustainability
C. Deepen a Sense of Place and Community Identity
D. Develop and Rehabilitate Public Facilities as Community Focal E. Ensure the Public’s Health and Safety
F. Foster Environmental Sustainability Citywide
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12 In 2019, the City Council and City staff initiated a strategic planning process to assist in informing the Council of the priorities of the community for the upcoming budget process and for the next 5-year cycle.

Starting in January 2020, the City reached out to residents, employees, the business and faith communities, and other stakeholders through focus groups, community events, and an online survey. On February 12, the City held a Strategic Plan Open House that collected direct feedback from residents, businesses, employees, and community groups. As follow-up to those feedback forums, the City was positioned to have a strategic plan workshop with the City Council on March 14. That workshop and progress on the 2020 Strategic Plan update was halted due to a national pause of business because of the global pandemic event involving the spread of COVID-19. Instead, the City shifted its focus from a Strategic Plan update to a Fiscal Response Plan to address the fiscal impacts of COVID-19 on El Cerrito's local economy, which was adopted in the FY 2020-21 budget. In anticipation of the City's response to the pandemic, the City Council will seek to finalize the Strategic Plan update after the public health crisis has abated.

Budget Alignment
City staff uses the goals outlined in the Strategic Plan as well as feedback gained from the community to inform the development of their departmental budgets for the next fiscal year. In order to best determine the resources to allocate to the goals and strategies in the Strategic Plan, the departments review information tailored toward aligning programs and services to the Strategic Plan goals.

Each department evaluated their programs and services and analyzed related data to determine a baseline amount of resources to allocate to expenses that meet the goals of the Strategic Plan. The departments considered several data sets, including personnel necessary to provide the program or service, additional costs (such as consultants or contractors, supplies and equipment, and other purchased services), and whether the program or service is required by law or City policy. Departments were realistic about the objectives that could be achieved in the upcoming fiscal years, and set priorities to allocate resources accordingly.

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13 BUDGET PROCESS
The annual budget is the City’s service and financial plan for the fiscal year: a planning tool that matches the services desired by the community to the resources required in order to provide those services. The development, adoption, and implementation of the City budget composes a major decision-making process with several phases.

The City’s fiscal year is from July 1 through June 30. At the initial stage of the budget process, department heads and division managers propose to the City Manager those programs designed to provide essential services that meet the City Council’s expression of community and Strategic Plan goals. Staff also prepares estimates of available revenues for the same period. The City Manager and department directors balance the requested program expenditures with the anticipated resources, and develop a proposed budget and financial forecasts.

The City Council is required per the El Cerrito Municipal Code to adopt and appropriate an annual budget for each fiscal year. During the time period covered by this document, the City Council will do so prior to June 30, 2022.

Table 1-2
Budget Calendar
2022 KEY DATES ACTIVITY
March
1 17-31
• City Council Meeting - Midyear Budget Review
• Departments begin draft proposed revenues & non-personnel expenditure line items, breaking out expenses in excess of $10K
April
1-15
16-29
• Departments review financial system for accuracy against proposed revenues/expenses, develop department revenue/expense projections based on actuals and yearly trends
• Departments draft narratives for budget book including goals, focus, achievements, Major Expenditures over $10k, and Major Revenue assumptions over $50K; Public Works updates 10-year CIP plan • Personnel expenses developed by Finance with Human Resources May
4 4-10
17 24
• City Council Meeting - FY 2021-22 Quarter 3 General Fund Budget Update • Departments review personnel expenses provided by Finance and nonpersonnel expenses for accuracy against proposed revenues/expenses • Department Heads meeting with City Manager to review FY 2022 actuals to date, review FY 2022-202 Preliminary budget
• Public Works updates 10-year CIP plan
• City Council Meeting - Master Fee Schedule
• Joint City Council/Financial Advisory Board Special Meeting - Projections and Department Budget Previews
June
7 16
21 • City Council Meeting - Draft FY 2022-23 Proposed Budget review • Financial Advisory Board Meeting - Review of draft budget • City Council Meeting - Adopt FY 2022-23 Budget; approval of Spending Authority and Gann Limit
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14 Budget Authority Model
During each fiscal year, the adopted budget is implemented through the provision of City services and the City’s daily fiscal operations. The budget provides legal spending limits and a planned allocation of resources, within which the City’s managers are expected to provide services and make the best use of public resources. The City Council provides staff with the authority to raise and expend monies within specific funds. The City Manager has the authority to shift resources within funds, but typically not across funds.

From time to time throughout the year, the City Council receives periodic progress reports on how well the actual service and financial experience are conforming to the adopted service and financial plan, as expressed in the budget. Under certain circumstances, the City Council may adjust the budgeted appropriations for reasons unforeseen at the time of the adoption of the original budget. Such amendments are made by Council resolutions.

Gann Limit
Proposition 4, known as the Gann Initiative, was approved by the voters in November, 1979. This measure requires that the City adopt an appropriations limitation each fiscal year. In June of 1990, the voters passed Proposition 111, which modified the previous appropriations limitation requirements of Proposition 4, as follows:

The total annual appropriations subject to limitation of the State and of each local government shall not exceed the appropriations limit of the entity of government for the prior year adjusted for the change in the cost of living and the change in population.

Now chaptered in Article XIII B of the California Constitution and Government Code §7900-7914, these two measures specify that the new limit be based on the prior year’s appropriations limit, adjusted for cost of living and population. Each year, every city must select from two alternatives methods for each of these two adjustment factors, as follows:

Cost of Living
California Constitution Article XIII B §8(e)(2):
“Change in the cost of living” for an entity of local government, other than a school district or a community college district, shall be either (A) the percentage change in California per capita personal income from the preceding year, or (B) the percentage change in the local assessment roll from the preceding year for the jurisdiction due to the addition of local nonresidential new construction.

Population
Government Code §7901(b):

A city or special district may choose to use the change in population within its jurisdiction or within the county in which it is located.

These factors are applied to the established FY 1986-87 appropriations limit, as adjusted annually to determine subsequent year limits. Therefore, each year’s limit becomes the base for computing the succeeding year’s limit.

To assist with these computations, the California Department of Finance produces in May of each year the population changes of all cities and counties, as well as the statewide change in per capita income. In 1991, the California State Board of Equalization asked all County Assessors to Agenda Packet Page 98 of 446
15 compute the annual change in nonresidential new construction. For Contra Costa County, the Auditor-Controller’s Office provides cities with these figures.

Analysis
In FY 2022-23, the respective State and County offices have provided the City with the following optional factors to establish the Gann limit computation:

Cost of Living
California Per Capita Personal Income = 7.55%
Population
Population Change, City of El Cerrito = -0.08%
Population Change, County of Contra Costa = -0.41%
Based on the California Per Capita Personal Income factor (7.55%) and the percentage of Population Change in the County of Contra Costa, the City’s appropriations limit will increase from $159,214,944 to $170,533.161.

Basis of Accounting and Budget
The City of El Cerrito manages its budget and accounting according to Generally Accepted Accounting Principles (GAAP). Revenues are recorded when they are received or accrued if they are both measurable and available in the current period. Expenditures are recorded using the “modified accrual” basis and are accrued or treated as expenditures in the year the funds were used. During the fiscal year, expenditures and revenues are carefully documented to ensure compliance with the adopted budget. After the close of the fiscal year, an independent, professional auditor performs an audit, and the City publishes Basic Financial Statements, which are included in the Comprehensive Annual Financial Report (CAFR). The CAFR documents the City’s budgetary performance and the financial health of each fund, which offers managers and policy makers the opportunity to evaluate the City’s financial condition and assess the degree to which the City’s use of its resources has met the community’s goals and policies. The insights gained from this evaluation can then be used in future financial planning and budget decisions.

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16 Agenda Packet Page 100 of 446
17 SECTION 2:

FINANCIAL OVERVIEW
The following section provides additional details and discussion on the City’s primary funding sources: the General Fund and many of the City’s special operating funds. Each department has reviewed its budget and proposed how funds should be allocated, what new programs or activities should continue or begin, and what programs or activities should be changed. These changes are reflected in the financial summaries.

CITYWIDE REVENUES
City programs are supported by a variety of revenue sources. The process of projecting revenues in the various categories can be difficult, but is critical in developing an appropriate spending plan in the current year as well as planning for future years. In FY 2022-23, the uncertainty and volatility in the economy due to the COVID-19 coronavirus pandemic, making accurate revenue projections has been extremely challenging.

Table 2-1 provides a summary of the major revenue categories received by the City across all funds, including the General Fund. Staff has again taken a conservative approach to predicting FY 2022-23 revenues, with the limited forward-looking guidance that is available. The median home selling price in El Cerrito has increased to $1,400,000 in 2021. Taxes are conservatively being kept at a modest increase over FY 2020-21 levels for the purposes of this budget. Sales taxes are expected be relatively flat due to the continuing impact of the pandemic. Fees will go up an average of 4%, slightly below the local Consumer Price Index. Other revenues such as franchise fees and utility users taxes are largely driven by external rate increases and are expected to remain relatively flat for FY 2022-23.

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18 Table 2-1
Citywide Revenues
Revenue Category FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
FY 2022-23
Proposed
Taxes
Property Taxes $11,034,598 $13,308,665 $14,939,640 $14,246,000 $15,513,200 Sales Taxes $9,176,136 $8,606,616 $9,708,892 $8,657,717 $8,933,189 Utility Users Taxes $3,207,892 $3,165,974 $3,444,484 $3,100,000 $3,300,000 Local Parcel Taxes $2,112,686 $2,132,185 $2,125,084 $2,128,247 $2,151,038 Franchise Taxes $1,243,985 $1,637,613 $1,364,257 $1,250,000 $1,400,000 Business License Taxes $910,104 $918,799 $924,358 $900,000 $1,100,000 Other Taxes $778,705 $813,043 $787,231 $760,000 $791,388 Total Taxes $28,464,105 $30,582,896 $33,293,947 $31,041,964 $33,188,815 Licenses & Permits $775,876 $784,982 $656,881 $1,136,112 $893,864 Fines and Forfeitures $218,684 $226,597 $177,525 $140,000 $140,000 Use of Money and Property $750,983 $1,007,292 $380,984 $354,119 $590,607 Intergovernmental Revenues $12,326,295 $8,892,254 $13,762,454 $11,715,471 $21,587,824 Charges for Services $8,670,289 $8,101,862 $7,964,110 $9,352,783 $9,817,172 Other Revenues $1,393,711 $611,601 $300,803 $397,400 $308,804 Total Other Revenues before $24,135,838 $19,624,587 $23,242,756 $23,095,885 $33,338,271 Interfund Transfers $4,484,202 $2,617,178 $5,572,731 $2,364,562 $2,390,644 Total $57,084,145 $52,824,661 $62,109,434 $56,502,411 $68,917,730 Taxes
• Taxes represent approximately $33.3 million, or 48%, of the City’s total budget generated by property, sales, utility users tax, business taxes and franchise fees. • The balance pf $35.7 million, or 52%, in revenues are budgeted special operating funds and are used to support maintenance and improvements in landscape, lighting, streets, the storm water system and the City’s Swim Center.
• Revenues have been conservatively estimated due to the uncertainties associated with impacts COVID-19 pandemic, U.S. inflation and interest rates, and supply chain challenges. • General Fund Property Tax revenues have increased modestly from FY 2021-22 with $14.2 million to $15.5 million or 8.8% projected for FY 2022-23.
• Real Property Transfer Tax Revenues have been budgeted at $4.3 million, representing an increase of $0.460 million from the FY 2021-22 Amended Budget.
• Property Taxes and Sales Taxes are based on estimates from HdL and Associates, the City's Sales & Property Tax consultants.
• Sales Taxes are stable, with increased revenue in the shared sales tax with the City of Richmond related to Home Depot.

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19 Licenses and Permits revenues are generated by permits issued for improvements related to building, electrical, mechanical and plumbing. These revenues have fluctuated in the past but have remained fairly consistent in the last few years. Revenue is conservatively projected based on past trends. In FY 2022-23, several large development project starts are anticipated. However, due to the uncertainty in the commercial environment due to the pandemic the potential revenue associated with these projects have not been incorporated into the projections.

Fines and Forfeitures includes parking and vehicle and code enforcement citations. The reduced revenues are in keeping with changes in the Police Department staffing and the general reduction in traffic due to the pandemic.

Use of Money & Property is primarily related to rental of City facilities, mostly in the Recreation Department. The use of rental facilities is also expected to decrease due to the pandemic related curtailment of Recreation Department operations.

Intergovernmental Revenues are revenues paid to the City by other agencies for providing services such as fire protection services for the Kensington Fire Protection District. This line item also includes in-lieu fees by the state for various takeaways as well as different allocations for street maintenance, transportation and environmental programs. In the past, one-time allocations such as Federal and State capital improvement grants had also been programmed in this revenue category resulting in wide variations from year to year.

Charges for Services include fees for planning and inspections, weekly curbside collection of recyclables and fees for various recreation programs. The FY 2022-23 fee structure includes approved increases of approximately 4.0% for various recreation and planning and inspection fees. Also, fee increases are also in place for recycling fees in the Integrated Waste Management Fund.

Other Revenues include revenues from various sources including donations and property sales. As most of these revenues are not known in advance, actual revenues received can differ each year making it hard to accurately project revenues in this category.

Inter-fund Transfers reflects cost recovery and financing related transfers between funds. These include the transfers from special funds to the General Fund for overhead charges and transfers from various funds for payments to be made from debt service funds. The details of these transfers are found in Table 2-3.

Chart 2-1 depicts the projected percentage for FY 2022-23 citywide revenues before transfers attributable to each category (due to rounding percentages may not total 100%).

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20 Table 2-2 presents the Citywide revenue summarized by Fund. It includes proposed revenues for the Adopted and Proposed fiscal year, and the actual revenues for FY 2018-19 – FY 2020-21. The City accounts for actual revenues and expenditures of the Successor Agency as shown in Tables 2-2 and 2-5, although the City does not budget for these. This is done so as to be consistent with the City's accounting records.

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21 Table 2-2
Revenue Summary by Fund
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101) $41,388,597 $40,222,747 $46,365,714 $42,881,247 $45,677,116 Special Revenue Funds
Gas Tax (201) $519,471 $589,882 $553,148 $657,700 $690,959 NPDES (202) $311,772 $318,160 $316,072 $336,400 $338,638 Landscape & Lighting Assessment (203) $787,208 $802,479 $798,999 $795,474 $801,664 Measure J Return to Source (204) $479,657 $509,433 $510,088 $458,500 $482,388 Measure J Storm Drain (205) $701,950 $704,131 $706,322 $706,325 $711,134 Measure A Parcel Tax (206) $633,080 $646,806 $0 $0 $0
Measure H Parcel Tax (207) $0 $0 $636,948 $636,948 $648,740 Asset Seizure (208) $13,614 $866 $0 $0 $0
Vehicle Abatement (209) $75,461 $11,773 $11,174 $30,000 $30,000 Street Improvements (211) $1,634,703 $1,645,068 $1,889,815 $1,478,700 $1,508,376 SB1-Road Repair & Account (212) $457,336 $440,947 $462,682 $497,600 $550,193 Public Art (213) $4,591 $38,811 $784 $0 $0
Paratransit (214) $159,606 $307,576 $175,851 $162,500 $170,000 Federal, State and Local Grants (221) $192,666 $14,509 $5,703 $395,511 $395,511 C.O.P.S. Grant (222) $148,747 $155,948 $156,727 $150,000 $150,000 ARPA (223) $0 $0 $3,051,028 $0 $0
Municipal Services Corp (230) $25,054 $0 $0 $0 $0
City Housing Trust (231) $250,352 $0 $0 $0 $0
Low & Moderate Income Housing (232) $74,829 $101,918 $47,351 $164,800 $164,800 Total Special Revenue Funds $6,470,097 $6,288,306 $9,322,692 $6,470,458 $6,642,403 Capital Projects Funds
Capital Improvements (301) $4,689,194 $1,038,735 $1,061,585 $1,894,360 $11,167,175 Total Capital Projects Funds $4,689,194 $1,038,735 $1,061,585 $1,894,360 $11,167,175 Debt Service Funds
Financing Authority Measure A (834) $364,738 $363,547 $187,065 $0 $0 Civic Center (835) $580,883 $580,930 $580,612 $580,763 $582,914 Street Improvement (836) $704,631 $702,958 $706,300 $706,300 $707,100 Total Debt Service Funds $1,650,252 $1,647,435 $1,473,977 $1,287,063 $1,290,014 Internal Service Funds
Vehicle /Equipment Replacement (601) $155,862 $160,722 $0 $0 $156,000 Enterprise Fund
Integrated Waste Management (501) $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022 Fiduciary Fund
Employees' Pension Trust (701) $85,774 $89,205 $89,205 $85,000 $85,000 Total Funds $57,084,145 $52,824,661 $62,109,434 $56,502,411 $68,917,730 Agenda Packet Page 105 of 446
22 Inter-Fund Transfers
Table 2-3 depicts the FY 2022-23 total of $2.390 million in transfers among all funds and the purpose for the inter-fund transfers. This table details the amount of transfer to align revenues in the fund where the expense will be incurred. The debt service, pension funding, and subsidy amounts are set by various agreements.

Table 2-3
Transfers Summary
Fund Making Transfer Fund Receiving
Transfer Purpose FY 2022-23 Transfer
Gas Tax General Fund Cost Recovery $106,080
NPDES General Fund Cost Recovery $75,000
LLAD General Fund Cost Recovery $163,200
Measure J-Return to
Source General Fund Cost Recovery $66,872
Measure J-Storm Drain General Fund Cost Recovery $74,000 Measure H General Fund Cost Recovery $50,000
Paratransit General Fund Cost Recovery $35,020
Measure J-Return to
Source CIP Project Funding $401,938
Integrated Waste Mgmt General Fund Cost Recovery $40,000 Integrated Waste Mgmt General Fund Solar Lease Debt
Service
$3,671
General Fund Employee Pension
Trust Pension Funding $85,000
General Fund Financing AuthorityCity Hall City Hall Debt Service $582,763 Street Improvement Financing AuthorityStreets Streets Debt Service $707,100 Total $2,390,644
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23 CITYWIDE EXPENDITURES
Citywide expenses are projected to increase next fiscal year, reflecting contractually obligated cost-ofliving increases for various bargaining units. A 3% cost-of-living increase is budgeted for management and confidential positions. The Proposed Budget also includes rate increases from medical/dental providers, workers compensation insurance, and CalPERS pension costs.

Table 2-4 provides a summary of Citywide expenditures across the major expense categories including FY 2022-23 proposed expenditures and actual expenditures for FY 2018-20 – FY 2020-21.

Table 2-4
Citywide Expenditures by Category
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Salary & Benefits $26,658,356 $26,514,526 $24,952,749 $25,198,222 $27,189,898 PERS - Normal cost $2,347,062 $2,568,791 $2,666,119 $2,710,560 $2,774,150 PERS - Unfunded Liability $3,733,974 $4,367,588 $4,863,463 $5,523,830 $6,189,563 Total Pension Costs $6,081,036 $6,936,378 $7,529,581 $8,234,390 $8,963,713 Total Personnel Costs $32,739,391 $33,450,904 $32,482,330 $33,432,612 $36,153,611 Professional Services $5,604,799 $4,413,877 $3,783,521 $7,726,168 $7,838,719 Purchased Property
Services $6,980,441 $4,237,216 $4,037,809 $5,697,493 $15,219,211 Other Services $1,927,639 $1,942,210 $1,729,638 $3,093,653 $3,121,786 Supplies $908,426 $906,636 $591,644 $936,511 $1,106,208 Property & Capital $4,300,026 $1,027,578 $2,574,261 $690,054 $1,017,563 Financing Costs $2,318,147 $2,369,451 $2,250,100 $2,592,042 $2,730,887 Transfer Out $4,484,202 $2,617,178 $5,572,731 $2,364,562 $2,385,644 Total Expenditures $59,263,070 $50,965,049 $53,022,034 $56,533,095 $69,573,629 Personnel
• FY 2022-23 Salary & Benefits budget of $27.1 million (excludes PERS Normal and Unfunded Liability costs) is an increase of $1.9 million, or 7.9%, from the FY 2021-22 Amended Budget over the FY 2020-21 Adopted Budget.
• The proposed Salary & Benefits increase includes restoration of funding associated with the onetime FY 2021-22 furloughs by management and confidential staff, cost of living increases for specified bargaining units based on associated MOUs and 3% for management and confidential positions, rate increases from medical/dental providers and workers compensation insurance. • The FY 2022-23 net CalPERS Normal pension cost increase is 2.346%, or $63,590 and the CalPERS Unfunded Liability cost increase is 1.25% or $665,733.

Key Factors include:
• Continuation of non-public safety employees paying for the full 8% employee share of pension contributions, while public safety employees are covering 12% of their pension costs which includes the 9% employee share and an additional 3% of the employer share. Management employees pay an additional 1% towards the employer share of pension costs.

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24 • The Fire Department continues to maintain filled positions at 90%-95% during the past 18 months. The department continues to remain with overtime budget of $650,000 (excluding OESrelated overtime budget of $800,000 which is 100% reimbursed). • The Police Department vacancies, currently 16 vacant positions, continues to impact overtime costs. The FY 2022-23 Proposed Budget includes $465,000 in overtime for the Department. • Medical provider rate increase of 7.0%, compared with prior average rate increases ranging from

2.9% to 5% during the past several years.

Pension Liabilities and Pension Expenses
Section 20814(c) of the California Public Employees' Retirement (CalPERS) Law requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. Funding contributions for all Plans are determined annually on an actuarial basis as of June 30 by CalPERS. The actuarially determined rate is the estimated amount necessary to finance the costs of benefits earned by employees during the year, with an additional amount to finance any unfunded accrued liability (UAL). The City is required to contribute the difference between the actuarially determined rate and the contribution rate of employees.
• The City’s contribution to the Plan for FY 2022-23 is $8.9 million, with $2.7 million for the normal required employer contributions and $6.1 million for paying down the UAL. • Every 4 years, CalPERS reviews all actuarial assumptions by conducting in-depth experience studies. According to current CalPERS estimates the UAL contribution is expected to increase by 5%-10% every year through 2025, before declining thereafter to about an annual 3% increase. • The City currently budgets PERS contributions on a pay-as-you-go basis. • As of June 30, 2020, the City reported a Net Pension Liability (NPL) of $65.8 million as estimated by CalPERS. This figure is sensitive to the discount rate that CalPERS uses, and CalPERS’ best estimate of future experience of the plan.
• If the rate drops by 1%, the liability moves up to $93.5 million and if the discount rate increases by 1% the NPL drops to $43.1 million.
• Over the last 4 years, the NPL has increased by an average of $5 million annually, partly due to the reduction in the CalPERS discount rate and partly due to changes in actuarial assumptions. • As of June 30, 2020, the City reported Other Post Employment Benefits (OPEB) liability of $4.8 million.

Professional Services
The FY 2022-23 budget of $7.8 million for Professional Service consists of contracts for professional services such as the cost of Public Safety dispatch; Animal Control Services; City Attorney services; Temporary staff, such as inspectors and instructors; Professional Services for Capital Projects and streets and road maintenance; audit services; other legal and financial services and information technology provider services.

Following is a summary of expenditures for City departments and details for large contracts:
• Police ($1.406 million)
• Fire ($0.428 million)
• Finance ($0.400 million)
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25 • City Attorney ($0.32 million)
• City Management ($0.891 million)
• Community Development ($1.063 million)
• Recreation ($0.700 million)
• Public Works ($0.340 million)
• Capital Projects (0.974 million)
• Streets & Roads ($0.816 million)
Purchased Property Services
Purchased Property Services proposed budget for FY 2022-23 is $15,219,211 for the cost of contracts for maintenance and construction, the annual lease rental costs for the Mid-town Activity Center and Citywide utilities. The net increase is $9.5 million greater than the FY 2021-22 Amended Budget and is associated with numerous City projects.

Other Services
The FY 2022-23 Proposed Budget includes $3.1 million for property insurance, settlements, litigation, communications and software licenses. The $28,113 increase from the FY 2021-22 Amended Budget is associated with increased workers compensation insurance premiums.

Supplies
The Supplies proposed budget is $1.1 million for costs associated with fuel, uniforms, maintenance and other operating supplies, and represents a $169,697 increase due to inflation.

Property & Capital
The FY 2022-23 Proposed Budget includes $1.0 million for costs for leased vehicles in Public Safety, Integrated Waste Management and Recreation, and represents a $327,509 increase from the current fiscal year.

Financing Costs
Financing Costs proposed budget is $2.730 for costs associated with equipment installment payments, bank charges, convenience fees, retiree pension plan, bond and debt service payments. The increase is $138,845 from the FY 2021-22 Amended Budget.

Other Financing Uses
The FY 2022-23 Proposed Budget includes $2,385,644 for inter-fund transfers for cost recovery and allocation of overhead from the General Fund to other funds and is a minimal change from the current fiscal year.

Table 2-5 displays the allocation of expenditures by departments and highlights the following:
• Public Safety (Police and Fire Departments) spending has increased to $26.517 million in the proposed budget, representing a $3.1 million increase from FY 2018-19. Retirement cost increases are the major contributing factor.
• Recreation Department budgeted expenditures for FY 2022-23 are $6.029 million, an increase of $1.091 from the current fiscal year. The increase is related to reopening Recreation services and facility rentals following the recent rolling back COVID-19 restrictions.

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26 Table 2-5
Citywide Department Expenditures and Transfers (All Funds) FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
City Management $4,504,441 $4,675,656 $3,915,041 $5,004,568 $5,163,006 Finance $1,544,090 $1,634,682 $1,386,245 $1,570,459 $1,678,897 Police $12,121,188 $12,316,964 $11,637,058 $12,434,718 $13,170,634 Fire $11,257,758 $11,196,922 $12,168,376 $12,948,202 $13,346,883 Public Works $5,970,106 $6,195,395 $5,680,136 $7,034,838 $7,875,285 Community Development $2,523,792 $2,576,638 $2,631,280 $3,876,296 $3,784,168 Recreation $5,989,940 $5,652,095 $4,112,140 $4,937,886 $6,029,720 Debt Service $2,003,674 $2,063,770 $1,952,308 $2,092,297 $2,226,887 Capital Outlay $8,863,880 $2,035,750 $3,966,719 $4,269,269 $13,912,505 Total Before Transfers $54,778,869 $48,347,871 $47,449,303 $54,168,533 $67,187,985 Transfers $4,484,202 $2,617,178 $5,572,731 $2,364,562 $2,385,644 Total Expenditures $59,263,070 $50,965,049 $53,022,034 $56,533,095 $69,573,629 Table 2-6 reflects expenditures by Fund including FY 2022-23 proposed expenditures, FY 2021-22 Amended Budget expenditures, and actual expenditures for FY 2018-19 - FY 2020-21 and the Amended and Proposed Budgets for FY 2021-22 and 2022-23. Proposed expenditures are conservative and are aligned with proposed revenues.

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27 Table 2-6
Expenditure Summary by Fund
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101) $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113 Special Funds
Gas Tax (201) $544,951 $462,225 $461,480 $519,694 $653,033 National Pollu. & Disch. Elimination (202) $295,478 $338,062 $326,186 $366,804 $409,602 Landscape and Lighting Assessment (203) $818,907 $821,989 $740,545 $842,185 $865,991 Measure J Return to Source (204) $497,213 $462,798 $341,993 $405,887 $437,802 Measure J Storm Drain (205) $544,191 $605,344 $857,717 $786,113 $796,739 Measure A Parcel Tax (206) $532,938 $496,341 $192,361 $217,366 $270,350 Measure H Parcel Tax (207) $0 $513 $495,628 $724,948 $704,536 Asset Seizure (208) $512 $10,175 $0 $0 $0
Vehicle Abatement (209) $0 $0 $0 $30,900 $30,900
Street Improvements (211) $1,428,356 $1,594,032 $1,013,415 $1,634,508 $2,096,680 SB1-Road Repair & Account (212) $350,645 $209,941 $177,811 $649,000 $703,232 Public Art (213) $7,984 $23,457 $10,925 $100,000 $100,000 Paratransit (214) $132,960 $254,305 $98,516 $160,492 $163,862 Federal, State and Local Grants (221) $503,029 $67,236 $81,868 $395,511 $395,511 C.O.P.S. Grant (222) $550,941 $107,400 $7,862 $153,000 $153,000 ARPA (223) $0 $0 $3,051,730 $0 $0
Municipal Services Corp (230) $3,240,899 $549 $703,686 $0 $0 Low & Moderate Income Housing (232) $10,675 $17,881 $15,353 $207,528 $207,528 Total Special Funds $9,459,677 $5,472,249 $8,577,076 $7,193,936 $7,988,766 Capital Projects Funds
Capital Improvements (301) $3,609,388 $453,952 $968,817 $1,990,360 $11,127,175 Total Capital Projects Funds $3,609,388 $453,952 $968,817 $1,990,360 $11,127,175 Debt Service Funds
Financing Authority Measure A (834) $357,364 $357,464 $187,015 $0 $0 Civic Center (835) $579,763 $579,163 $580,613 $580,763 $582,763 Street Improvement (836) $704,400 $702,900 $706,300 $706,300 $707,100 Total Debt Service Funds $1,641,527 $1,639,526 $1,473,927 $1,287,063 $1,289,863 Internal Service Funds
Vehicle /Equipment Replacement (601) $323,991 $219,005 $134,101 $0 $136,591 Enterprise Fund
Integrated Waste Management (501) $2,609,857 $2,797,307 $2,666,479 $3,676,358 $4,081,121 Fuduciary Fund
Employees' Pension Trust (701) $85,774 $89,205 $89,205 $85,000 $85,000 Total Funds $59,263,070 $50,965,049 $53,022,034 $56,533,095 $69,573,629 Agenda Packet Page 111 of 446
28 Chart 2-2 depicts the expenditures by department as a percentage of total expenditures (percentages may not total 100% due to rounding).

Capital Outlay, 20.0%
City Management,

7.4%
Community
Development, 5.4%
Debt Service, 3.2%
Finance, 2.4%
Fire, 19.2%
Police, 18.9%
Public Works, 11.3%
Recreation, 8.7%
Transfer , 3.4%
Chart 2-2
Citywide FY 2022-23 Expenditures by Department
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29 FUND BALANCE
Table 2-7 summarizes the projected current year-end balances by Fund and the effect of the FY 2022-23 Proposed Budget on the year-end balances by June 30, 2022.

The combined projected ending fund balances for FY 2021-22 for all funds is $24.98 million. The General Fund balance at the end of FY 2022-23 is expected to be $8.53 million (not including the second tranche of ARPA funding). The operating Transfers in and out are already incorporated in the Revenue and Expenditure column numbers respectively and are summarized below by fund, for ease of comparison with the Transfers shown in Table 2-3.

Table 2-7
Projected Fund Balance FY 2022-23
Projected at
June 30, 2022 Revenues Expenditures Net Change
Est. Balance
at June 30,
2023
General Fund (101) $7,724,131 $45,677,116 $44,865,113 $812,003 $8,536,134 Special Revenue Funds
Gas Tax (201) $244,106 $690,959 $653,033 $37,926 $282,032 National Pollu. & Disch. Elimination (202) $175,537 $338,638 $409,602 ($70,964) $104,573 Landscape and Lighting Assessment (203) $86,918 $801,664 $865,991 ($64,327) $22,591 Measure J Return to Source (204) $330,065 $482,388 $437,802 $44,586 $374,651 Measure J Storm Drain (205) $542,736 $711,134 $796,739 ($85,605) $457,131 Measure A Parcel Tax (206) $106,379 $0 $270,350 ($270,350) ($163,971) Measure H Parcel Tax (207) $52,807 $648,740 $704,536 ($55,796) ($2,989) Asset Seizure (208) $309,263 $0 $0 $0 $309,263
Vehicle Abatement (209) $404,141 $30,000 $30,900 ($900) $403,241 Street Improvements (211) $1,968,975 $1,508,376 $2,096,680 ($588,304) $1,380,671 SB1-Road Repair & Account (212) $615,076 $550,193 $703,232 ($153,039) $462,037 Public Art (213) $54,838 $0 $100,000 ($100,000) ($45,162) Paratransit (214) $237,308 $170,000 $163,862 $6,138 $243,446 Federal, State and Local Grants (221) ($72,095) $395,511 $395,511 $0 ($72,095) C.O.P.S. Grant (222) $194,412 $150,000 $153,000 ($3,000) $191,412 Municipal Services Corp (230) $41,631 $0 $0 $0 $41,631
City Housing Trust (231) $2,835,000 $0 $2,835,000
Low & Moderate Income Housing (232) $5,205,049 $164,800 $207,528 ($42,728) $5,162,321 Total Special Revenue Funds $13,331,444 $6,642,403 $7,988,766 ($1,346,363) $11,985,081 Capital Projects Funds $0
Capital Improvements (301) $380,732 $11,167,175 $11,127,175 $40,000 $420,732 Total Capital Projects Funds $380,732 $11,167,175 $11,127,175 $40,000 $420,732 Debt Service Funds $0 $0 $0
Financing Authority Measure A (834) $199,923 $0 $0 $0 $199,923 Civic Center (835) $3,280 $582,914 $582,763 $151 $3,431 Street Improvement (836) $396 $707,100 $707,100 $0 $396 $0 $0 $0
Total Debt Service Funds $203,599 $1,290,014 $1,289,863 $151 $203,750 Agenda Packet Page 113 of 446
30 Internal Service Funds
Vehicle /Equipment Replacement (601) $375,644 $156,000 $136,591 $19,409 $395,053 Enterprise Fund
Integrated Waste Management (501) $2,967,268 $3,900,022 $4,081,121 ($181,099) $2,786,169 Fiduciary Fund
Employees' Pension Trust (701) $0 $85,000 $85,000 $0 $0 Total Funds $24,982,818 $68,917,730 $69,573,629 ($655,899) $24,326,919 Agenda Packet Page 114 of 446
31 GENERAL FUND FINANCIAL FORECAST
In FY 2020-21 the City Council implemented its Fiscal Response Plan that identified several long-term budget reductions to maintain solvency and address the structural issues due to the depletion of General Fund reserves and the impacts on the City's revenues from the pandemic. Beginning in April 2020, the City implemented $2.7 million in ongoing cost savings and nearly $1 million in one-time savings to be included in the preliminary FY 2020-21 budget. Management Partners, the City's consultant, assisted in preparing a recession forecast model to assess the fiscal impacts on the General Fund and determine the scale of reductions required for the City to maintain solvency and achieve fiscal sustainability, resulting in an additional $1.5 million in long-term strategies from the Fiscal Response Plan beyond the actions the City that were further included within the FY 2020-21 budget. These reductions helped to counteract the projected fiscal gap and aimed to rebuild reserves to weather future economic downturns or emergencies.

Subsequently, City staff has continued to work with Management Partners to assist in updating the General Fund Financial Forecast to continue to provide to the City Council and the public a model that can be monitored for the purposes of making adjustments when necessary. The City Council and staff references the Forecast as a high-level planning tool to help manage the City’s financial resources over the long term. The Forecast establishes a framework to assist the City Council in making informed financial decisions. City staff's intent is to be prudent in its management of the City’s finances and takes a conservative approach to financial forecasting.

Baseline Forecast
The General Fund ended FY 2020-21 with a $7.1 million total fund balance. This included a surplus of $4 million in addition to ARPA funding of $3.01 million. While the City’s General Fund revenue sources are fairly diverse, there is a reliance on elastic revenue sources to provide fiscal sustainability for the City. The Forecast is a dynamic tool that changes with any revisions in the underlying assumptions. The underlying assumptions form a key part of this tool and are presented below.

FY 2022-23 to FY 2026-27 General Fund Long Term Financial Forecast Assumptions General Assumptions

1. FY 2021-22 Amended Budget, which included FY 2021-22 Mid-Year adjustments and excluded one-time FY 2021-22 furloughs for Management and Confidential positions, formed the baseline for the FY 2022-23 Proposed Budget.

2. Three (3) new positions added at FY 2021-22 Mid-Year are included in the FY 2022-23 Proposed Budget.

3. Three percent (3%) increase to the base salary ranges, effective the first full pay period in July 2022, for all management and confidential classifications is included in the FY 2022-23 Proposed Budget.

4. 1.5% increase to the base monthly salary ranges, effective the first full pay period in July 2022, for all represented sworn and non-sworn classifications, as indicated in the El Cerrito Police Employees’ Association Side Letter dated December 31, 2020.

5. 1.5% increase to the base monthly salary ranges, effective the first full pay period in January 2023, for all represented sworn and non-sworn classifications, as indicated in the El Cerrito Police Employees’ Association Side Letter dated December 31, 2020.

6. Transfers in and out are reflected as forecast with the historical support for other funds.

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32 7. No recession is forecasted in the long-term financial forecast.

8. Federal Government Covid-19 Relief of $6.1 million included in General Fund balance as a transfer in during FY 2020-21 ($3.05 million) and FY 2021-22 ($3.05 million).

9. The City will meet all its debt obligations without default and without Tax Revenue Anticipation Notes (TRAN).

10. Service delivery has been restored to pre COVID-19 levels.

Revenue Assumptions

1. Sales tax and property tax projections are based on HdL forecast.

2. FY 2022-23 through FY 2026-27 estimates is based on no recession during FY 2022-23.

3. Real Property transfer taxes is estimated at $4.3 million for FY 2022-23 based HdL, which is based on the projected increase from known 2021 transfers. Projections through FY 2026- 27 are based on value growth of prior year real property values (3.5% FY 23-24; 3.2% FY 24- 25; 3.2% FY 25-26; and 3.2% FY 26-27).

4. Other Taxes grow at 3.0% annually after FY 2022-23.

5. Department revenues for user fees/permits/licenses type categories assumptions were provided by departments based on their utilization experience with a 4% increase after FY 2022-23.

6. No new taxes or significant new revenues.

Operating Expense Assumptions
Personnel Costs

1. Wages are based on MOU changes, effective FY 2022-23.

2. Salaries assume a 3% wage growth based on Bay Area 10-Year Consumer Price Index (CPI) average.

3. Pension costs are budgeted pursuant to CalPERS July 2021 actuarial valuation, per NHA Advisors.

4. Medical/dental benefits are estimated to increase 7% in FY 2022-23 and 3% annually thereafter. The 7% increase for medical/dental for FY 2022-23 is included in the Proposed Budget.

5. Workers Compensation rate increased by 29% in FY 2022-23 and is included in the Proposed Budget.

6. There is no pre-funding retirement or OPEB unfunded liability, “pay as you go” model budgeted.

7. All other benefits include a 3% growth factor based on Bay Area 10-Year CPI.

8. The Fire Department will be at full strength with regular overtime not to exceed $650,000

9. Reimbursable fire department OES overtime is budgeted at $800,000 in FY 2022-23.

10. The Police Department will incur $465,000/yr. in regular overtime due to officer vacancies.

Non-Personnel Costs

1. General inflation is based on Bay Area 10-Year CPI (3%).

2. Expense growth: Utilities 3% in FY 2023 and thereafter; Repairs and Maintenance 3%; Professional Services and Other 3%.

3. Infrastructure Capital Investment Program (CIP) $0 in FY 2022-23, and one-time special requests, grants, and investment projects will be brought to City Council for consideration.

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33 4. Reserve targets comply with the existing City Council policy of 10% of operating expenditures.

5. Emergency Reserve potential funding will be reviewed after FY 2021-22 year-end close is completed and the fund balance confirmed.

FY 2022-23 Proposed Budget and Other Matters

1. There are no furloughs or COLA deferrals in FY 2022-23.

2. There are no future cost reductions in the long-term forecast.

3. The $1.3 million General Fund loan to RDA was written-off in FY 2020-21.

4. Funding for a Section 115 Trust and Disaster Recovery Plan to be determined by City Council.

5. The City’s General Fund ending fund balance of $7.1 million, or 18% of FY 2021 expenditures, exceeds both the City’s policy of a minimum fund balance reserve of 10% and the GFOA-recommended 17% of expenditures. A TRAN is not needed as fund balance reserves are sufficient for FY 2022-23 cash flow needs.

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34 Current
Amended
Proposed
Budget Forecast Forecast Forecast Forecast Inflation
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Factor Tax Revenues
Property Tax $9,841 $10,521 $10,446 $11,213 $11,662 $12,128 $12,613 $13,118 4% Sales & Use Tax 3,694 4,033 3,629 3,875 3,953 4,032 4,112 4,195 2% Transactions & Use Tax 3,281 3,791 3,555 3,555 3,626 3,699 3,773 3,848 2% Utility Users Tax 3,166 3,670 3,100 3,300 3,399 3,501 3,606 3,714 3% Business License Tax 1,007 925 977 1,100 1,133 1,167 1,202 1,238 3% Transient Occupancy Tax 119 126 150 150 155 159 164 169 3% Property Transfer Tax 3,468 4,419 3,800 4,300 4,429 4,562 4,699 4,840 3% Franchise Payments/Tax 1,638 1,138 1,250 1,400 1,442 1,485 1,530 1,576 3% Total Taxes $26,213 $28,623 $26,907 $28,893 $29,798 $30,733 $31,699 $32,697 Other Revenues
Vehicle License Fee (VLT) $2,821 $3,002 $3,089 $3,250 $3,348 $3,448 $3,551 $3,658 3% Intergovernmental 3,394 4,854 4,546 5,020 5,171 5,326 5,486 5,650 3% Fines & Forfeitures 227 178 140 140 144 149 153 158 3%
Comm Develop/Planning Fees 1,464 1,341 1,993 1,977 2,036 2,097 2,160 2,225 3% Park & Recreation Fees 3,841 3,151 4,231 4,877 5,023 5,174 5,329 5,489 3% Other Fees/Charges/Rentals 175 175 157 118 122 125 129 133 3% Interest Earnings 168 59 40 40 40 40 40 40 0%
Other Revenue 1,084 993 826 386 398 410 422 434 3%
Transfers In 837 3,990 4,003 976 1,005 1,035 1,066 1,098 3% Total Other Revenues $14,009 $17,742 $19,024 $16,784 $17,286 $17,803 $18,336 $18,885 Total Revenues $40,223 $46,366 $45,931 $45,677 $47,084 $48,536 $50,035 $51,582 Revenue Growth 15.3% -0.9% -0.6% 3.1% 3.1% 3.1% 3.1%
Personnel
Salaries/Add-Pays/Incentives $15,660 $14,499 $15,337 $16,476 $16,971 $17,480 $18,004 $18,544 3% Overtime/Part-time 3,327 3,190 2,985 3,268 3,366 3,467 3,571 3,678 3% Retirement (UAL+ normal cont) 6,392 6,955 7,660 8,282 8,531 8,787 9,050 9,322 3% Medical Benefits 2,694 2,657 2,680 2,764 2,847 2,933 3,021 3,111 3% Other Benefits 2,309 2,427 1,744 1,989 2,048 2,110 2,173 2,238 3% Total Personnel $30,383 $29,728 $30,406 $32,779 $33,762 $34,775 $35,818 $36,893 Non-Personnel Operations
Purchased Professional & Tech S $3,702 $2,906 $4,636 $4,421 $4,554 $4,691 $4,831 $4,976 3% Purchased Property Services 2,152 1,600 2,177 2,298 2,367 2,438 2,511 2,586 3% Other Purchased Services 1,806 1,641 2,935 2,951 3,039 3,131 3,225 3,321 3% Supplies 606 409 629 773 796 820 845 870 3%
Property & Capital 413 252 323 443 456 470 484 499 3%
Financing Costs 536 586 528 532 548 565 582 599 3%
Other Financing Uses/Transfer O 697 1,991 666 668 688 708 730 752 3% Total Non-Personnel Operation $9,911 $9,385 $11,894 $12,086 $12,449 $12,822 $13,207 $13,603 Total Expenditures $40,294 $39,112 $42,300 $44,865 $46,211 $47,597 $49,025 $50,496 Expenditure Growth -99.9% -2.9% 8.2% 6.1% 3.0% 3.0% 3.0% 3.0% Annual Net Revenue (Expense) (71) 7,253 3,689 812 873 939 1,010 1,086 Beginning Fund Balance 1 (110) 7,143 10,832 11,644 12,517 13,456 14,466 Ending Fund Balance ($70) $7,143 $10,833 $11,644 $12,517 $13,456 $14,466 $15,552 Balance as % of Total Expense -0.2% 18.3% 25.6% 26.0% 27.1% 28.3% 29.5% 30.8% Table 2-8
General Fund 5 Year Forecast
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35 State Auditor Recommendations and Fiscal Recovery Plan In 2019, the City of El Cerrito was notified by the California State Auditor that it was being assessed under its Local High Risk Program. In February 2020, the Joint Legislative Audit Committee approved an audit of the City by the State Auditor. This audit took place from October 2020 to March 2021, which was conducted virtually due to the COVID-19 pandemic. City staff cooperated fully and complied with all requests of the team from the State Auditor's office during the audit period. The City was provided with a draft of the audit report in early March and, per regulations, was given five days to respond to the audit. The City responded in the appropriate timeframe and the full report was released on March 16, 2021. The City created a Corrective Action Plan which was provided to the State Auditor on May 16, 2021; progress reports were provided on September 16, 2021 and March 16, 2022. Links to the State Auditor Report and the City's response can be found at www.elcerrito.org/1565/State-Auditors-Report The report identified five high risk areas for the City:
• Continual diminishing of financial reserves through overspending • Ineffective budget development and monitoring practices • Lack of a formal financial recovery plan
• Insufficient reductions in ongoing costs
• Missed opportunities to increase revenue
The City agreed with the majority of the recommendations, which are noted in the City's response.

Following the issuance of the State Auditor Report, the City prepared and submitted a Corrective Action Plan that addresses the high risk areas identified in the report. The City will then provide progress reports to the State Auditor every six months regarding implementation of the Corrective Action Plan. The State Auditor will remove the high risk designation once they are satisfied that the City has taken satisfactory corrective action. A City Council ad hoc subcommittee was appointed by the Mayor to work with staff during the first reporting period to review the components of the Corrective Action Plan and assist in facilitating City Council implementation of the Plan.

Overall, the City is committed to restoring the City to fiscal health, increasing the General Fund reserves, and provide appropriate levels of service and compensation to employees with respect to revenues. City staff will continue to monitor revenues and expenditures closely and work with the City Council to determine adjustments in a timely manner. City staff are also committed to continuous improvement in implementing policies and procedures that conform with best practices in local government budgeting, and to provide information to the City Council in order to make informed and educated decisions. The Corrective Action Plan has been updated twice, and the most recent update from March 2022 is included in Appendix 8 to this budget document.

As part of the Corrective Action Plan, the City has committed to developing a Fiscal Sustainability Plan that will focus on financial sustainability and accountability. Using the General Fund Forecast and building upon the Fiscal Response Plan, the Fiscal Sustainability Plan will be a living document that will continue to serve as the City’s roadmap to financial stability in FY 2025-26. City staff engaged Management Partners to assist with this process, and will continue the development process as staffing resources allow. The City Council will be informed quarterly on implementation progress.

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36 American Rescue Plan Act (ARPA)
The American Rescue Plan Act (ARPA) was passed by Congress and signed by President Biden on March 11, 2021. The City of El Cerrito's allocation is $6.1 million, payable in two tranches of one half of the funding each; the first tranche of $3.05 million was received in July 2021 and the second tranche with the remainder will be received by July 2022. On June 22, 2021, the City Council directed staff to maximize the use of ARPA funding for expenses that will provide relief to the General Fund and account for COVID-19 related revenue loss in order to replenish the General Fund reserves. The US Treasury came out with their Final Rule that allows for Non-Entitlement Units (generally, cities under 50,000 population including El Cerrito) to use a standard allowance of up to $10 million for revenue loss, that can be allocated to "general government services" including public safety (Police and Fire) expenses, childcare expenses, software and infrastructure expenses, and general administrative expenses along with direct COVID-19 related expenses. According to the legislation, ARPA funding will need to be spent by December 2024, and the City has provided its required report to the US Treasury for the first year of spending as of April 30, 2022. The City is required to provide an expenditure report to the US Treasury annually.

In accordance with the City Council's direction, staff allocated the first tranche to FY 2020-21 general government services as allowed by the Final Rule, which was reflected in the General Fund balance as shown in the City's Annual Comprehensive Financial Report (ACFR) for FY 2020-21. City staff plans to allocate the second tranche in the same manner for FY 2021-22. As this funding will be used for FY 2021-22 expenditures, this budget does not include ARPA as part of proposed revenues for FY 2022-

23. Agenda Packet Page 120 of 446
37 GENERAL FUND OVERVIEW
The General Fund is the City’s primary operating fund and represents approximately 74% of the total citywide budget. The General Fund supports critical services such as public safety, community development, recreation and general city management. In addition to these services, due to the unrestricted nature of the fund, services not supported by special funds must be paid by the General Fund. Estimating the year-end fund balance provides the amount available for appropriation at the start of the new fiscal year. It is the City’s goal to fund ongoing operations with ongoing revenue. In general, any fund balance should be used only for one-time expenditures when the annual costs exceed the revenue generated in a given fiscal year.

The City’s ability to maintain City services relies heavily on tax revenue with property and sales taxes representing the largest percentage. Both had slowed during the economic downturn during the Great Recession beginning in 2008. Like many cities, since that time El Cerrito has struggled to balance increasing expenses due in large part to health care and pension costs with sluggish revenues that have not kept pace with the increase in expenditures. In addition, staff estimates that about $1 million annually was lost as a result of redevelopment dissolution in 2012.

In FY 2013-14 the General Fund balance reserve ratio dipped to 4.2% from about 10% in the prior year, due to decisions by the City Council to reduce reserves rather than cut services or lay off staff following the Great Recession. Despite that, the fund balance did increase to 5.9% in FY 2015-16. However, due to audit adjustments and changes in payroll accrual methodology during the FY 2016-17 audit, the FY 2015- 16 Fund Balance was restated resulting in the reserve ratio dropping to 0.2% in FY 2017-18. In FY 2018- 19, budgeted revenues did not materialize and an increase in overtime in the Fire Department resulted in a negative balance.

However, due to the City’s hard work to bring expenditures into alignment with revenues has had positive results, with projected ending General Fund balance of $7,724,133 on June 30, 2022. Table 2-9 provides a summary of the General Fund and indicates the FY 2022-23 Proposed Budget is balanced.

Staff have continued a concerted effort to contain costs and maintain a balanced budget. Note that the second tranche of ARPA funding is not included in this table, this will be added following FY 2021-22 year end close and expenses are allocated.

Table 2-9
General Fund Forecast
General Fund Summary
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Beginning Restricted Fund Balance $2,321,077 $1,650,928 $1,667,511 $25,694 $55,000 Beginning Unassigned Fund Balance -$2,233,507 -$1,707,620 -$1,777,532 $7,117,570 $7,669,133 Total Beginning Fund Balance $87,570 -$38,963 -$110,021 $7,143,264 $7,724,133 Total Revenues $41,388,597 $40,222,747 $46,365,714 $42,881,247 $45,677,116 Personnel $29,862,092 $30,383,014 $29,727,625 $30,405,915 $32,778,862 Non-Personnel $11,670,765 $9,910,791 $9,384,804 $11,894,463 $12,086,251 Total Expenses $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113 Annual Surplus/(Deficit) -$144,259 -$71,058 $7,253,285 $580,869 $812,003 Ending Total Fund Balance -$56,689 -$110,021 $7,143,264 $7,724,133 $8,536,136 Ending Reserve Percent -0.14% -0.27% 18.26% 18.26% 19.03% Agenda Packet Page 121 of 446
38 General Fund Revenues
Table 2-10 and Chart 2-3 depict the revenue by category in the General Fund. Property taxes are expected to remain flat and sales taxes are expected to recover by 10% from the level in the Adopted FY 2020-21 Budget. Other taxes such as franchise taxes, business license taxes, and others will experience minimal growth from the prior year Adopted Budget. Following is a more in-depth discussion on each of the major revenue categories.

Table 2-10
General Fund Revenues
Revenue Category
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Taxes
Property Taxes $9,932,035 $9,841,133 $10,520,532 $10,446,000 $11,213,200 Sales Taxes $7,545,310 $6,974,723 $7,827,143 $7,184,117 $7,430,117 Utility Tax $3,207,892 $3,165,974 $3,444,484 $3,100,000 $3,300,000 Real Property Transfer Tax $1,102,563 $3,467,532 $4,419,107 $3,800,000 $4,300,000 Franchise Taxes $1,243,985 $1,637,613 $1,364,257 $1,250,000 $1,400,000 Business License Tax $910,104 $918,799 $924,358 $900,000 $1,100,000 Other Tax $149,485 $121,701 $126,644 $151,500 $151,500
Total Taxes $24,091,373 $26,127,475 $28,626,526 $26,831,617 $28,894,817 Licenses & Permits $775,876 $784,982 $656,881 $1,136,112 $893,864 Fines and Forfeitures $218,684 $226,597 $177,525 $140,000 $140,000 Use of Money and
Property $504,024 $652,410 $333,801 $353,968 $434,456
Intergovernmental
Revenues $6,744,665 $6,728,510 $8,164,612 $7,808,900 $8,270,048 Charges for Services $6,088,002 $4,747,619 $4,181,218 $5,483,000 $5,932,150 Other Revenues $982,785 $118,334 $238,712 $175,000 $136,000 Interfund Transfers $1,983,190 $836,821 $3,989,600 $952,650 $975,781 Total $41,388,597 $40,222,747 $46,368,874 $42,881,247 $45,677,116 Agenda Packet Page 122 of 446
39 Discussion of Major Revenue Categories
Property Taxes are an ad valorem tax levied on real and personal property based on their assessed values as determined by the County Assessor. They are also levied on certain business properties that cross county boundaries (such as railroads), based on their assessed values as determined by the State Board of Equalization. They represent the single largest tax revenue to the City’s General Fund, totaling between $9 million and $10 million annually.

Proposition 13, passed by the voters in June 1978, significantly changed property tax revenues to local governments. It capped the property tax rate that can be imposed at 1% of the assessed value, unless a higher rate to pay for indebtedness is approved by the voters. To implement Proposition 13, county auditors adopted a system of allocating the 1% property taxes to local governments based on their share of county wide property taxes collected in the mid-1970s. State shifts of local property taxes in order to backfill its school funding cuts reduced the City’s share of the 1% property taxes, which is currently about 22%. The City has no additional ad valorem property tax levies, although other agencies do levy additional ad valorem property taxes in El Cerrito.

Proposition 13 also changed the method of assessing property values for taxation. Specifically, it rolled back the assessed values for FY 1978-79 to 1975 levels and restricted annual increases over that base value to a specified inflation factor, not to exceed 2% per year. It allowed decreases in values when that inflation factor is negative. It also prohibited reassessment of a property to a higher base value except upon change in ownership or completion of new construction. In most years, this assessment process results in a property’s market value being greater than its assessed value. Moreover, the market value of properties in the City as a whole is significantly greater than the City’s overall assessed value, as a large Total Taxes, 63.3%
Licenses & Permits,

2.0%
Fines and Forfeitures,

0.3%
Use of Money and
Property, 1.0%
Intergovernmental
Revenues, 19%
Charges for Services,

13.0%
Other Revenues, 0.3%
Chart 2-3
General Fund Revenue Percentages by by Category
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40 number of properties in El Cerrito have not been reassessed to current market value since the passage of Proposition 13.

Proposition 8, passed by voters in November 1978, further changed the property assessment process to address real estate market declines. It requires county assessors to conduct “decline in value reviews” to ensure the assessed value of properties are set at a lower rate if the market value of the properties has declined. When a property is assigned a lower value, this is referred to as a “Prop 8 Reduction.” The real estate boom leading up to 2008 followed by the Great Recession resulted in a large number of Prop 8 Reductions in El Cerrito and significant decline in property tax revenues to the City. Starting in FY 2009-10, there were over 1,000 properties with Prop 8 Reductions. The City’s overall assessed value increased that year, however, masking the $139 million loss in assessed value from these initial Prop 8 Reductions. The impact reached its peak in FY 2011-12 when there were more than 2,000 properties with Prop 8 Reductions, reducing the City’s assessed value by more than $357 million, a loss that was not counterbalanced by increases in assessed value on other properties. As a result, the City’s property tax revenues, which had been approaching $6 million annually in FY 2008-09, dropped to about $5.5 million in FY 2012-13. However, during the past several fiscal years increasing home prices have resulted in a gradual increase in property tax revenues to a little over $10 million. Future Property Tax estimates have been provided by the City's property tax consultants, HdL and Associates and have been incorporated into the FY 2022-23 Proposed Budget.

Sales Taxes are imposed on the total retail price of tangible personal property purchased in the City. The total sales tax rate in El Cerrito is currently 10.25% and includes:

Rate Purpose

3.94% State General Fund

0.50% Contra Costa County Transportation Authority (CCTA)

0.50% Bay Area Rapid Transit District (BART) in Contra Costa County

1.81% County health and social services, public safety, and transportation

1.00% El Cerrito 2015 Transactions & Use Tax (Measure R)

0.50% Public Safety (Prop 172)

0.50% El Cerrito Measure A (Streets)

1.00% El Cerrito General Fund (Bradley Burns)

0.50% Contra Costa County Measure X
The City’s General Fund received about $8.9 million in sales tax revenues annually, including the general sales and use tax; and a share of the County sales tax designated for public safety. General Fund sales tax revenues have modestly recovered during FY 2021-22, but are slightly behind pre-pandemic revenue of $9.1 million.

Sales taxes are a significant revenue source to the City’s General Fund, but are more cyclical and volatile than property tax revenues. The economic downturn between 2007 and 2011 resulted in a drop in retail sales statewide and a corresponding drop in sales tax revenues. The City was able to compensate somewhat for the downturn by passing Measure R in 2010 and increasing it to balance revenues and expenses in 2014. Future Sales Tax estimates have been provided by the City's property tax consultants, HdL and Associates and have been incorporated into the FY 2022-23 Proposed Budget.

Agenda Packet Page 124 of 446
41 Utility Users Taxes (UUT) were initially approved by the voters in 1991 and revised with voter approval of the ordinance in 2004. The tax generates approximately $3.3 million in revenues annually for the General Fund. The ordinance calls for an 8% tax to be assessed by providers of gas, electricity, water, telephone and video services to all El Cerrito customers and then remitted to the City. These revenues are subject to changes in market conditions, weather, and/or pricing in the sectors subject to the utility users tax ordinance. Although use of these services is generally declining, prices and rates are generally increasing on these services. UUT is expected to continue to increase by 2% over the next few years.

Franchise Taxes are paid by utilities based on various methodologies and represent $1.25 million in General Fund revenue. They are projected to increase by 2% over the next few years.

Business License Taxes are imposed on certain types of businesses in El Cerrito and reflect about $1.0 - $1.10 million of General Fund revenue annually. The tax is based on factors such as a business’s number of employees or vehicles, its annual gross receipts, or a property owner’s number of residential rental units. This is being budgeted conservatively at $1.1 million and will potentially increase during the next few years as businesses return to normal operations with the rollback of pandemic restrictions.

Other Taxes includes the Transient Occupancy Tax, a 10% tax on room rates for hotels and motels, and other minor taxes. These are a minor General Fund revenue sources, projected to grow at 2% over the next few years.

General Fund Expenditures
Table 2-11 and Chart 2-4 depict the expenditure by category in the General Fund. The Proposed FY 2022- 23 General Fund expenditure budget totals $44.86 million, an increase of approximately $2.56 million from the FY 2022-22 Amended Budget.

Approximately 73% of the General Fund expenditures are related to personnel costs. Within Personnel, salaries and benefits have traditionally been governed by the City Council’s policy to provide median compensation, which is intended to act as a ceiling for salaries and benefits as agreed upon in the memorandums of understanding with the various benefit groups. Currently, all employees are now contributing between 9-12% of their salary towards the total pension costs.

Of the remaining General Fund expenses, very few are discretionary and include costs related to contract services such as Public Safety dispatch, Animal Control services, legal services, independent audit services that the City could not provide as efficiently as other organizations can on its behalf. When other non-discretionary items are factored in such as insurance, medical supplies, utilities, vehicles, and a minimal level of supplies, nearly 95% of the General Fund is non-discretionary.

Agenda Packet Page 125 of 446
42 Table 2-11
General Fund Expenditures by Category
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel $29,862,092 $30,383,014 $29,727,625 $30,405,915 $32,778,862 Professional Services $4,487,191 $3,701,623 $2,906,149 $4,636,007 $4,421,343 Purchased Property Services $2,300,287 $2,151,924 $1,600,111 $2,176,979 $2,297,704 Other Services $1,840,614 $1,805,567 $1,640,747 $2,935,029 $2,950,883 Supplies $726,354 $605,956 $408,862 $629,277 $773,131
Property & Capital $422,240 $413,328 $1,573,151 $323,278 $443,147 Financing Costs $478,198 $535,665 $585,967 $528,281 $532,280 Other Financing Uses $1,415,882 $696,727 $669,817 $665,612 $667,763 Total $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113 Personnel
73%
Professional Services
10%
Purchased Property
Services
5%
Other Services
7%
Supplies
2%
Property & Capital
1%
Financing Costs
1% Other Financing Uses
1%
Chart 2-4
General Fund Expenditures
Agenda Packet Page 126 of 446
43 Table 2-12 and Chart 2-5 provides a summary of the General Fund expenditure budget by Department.

While some reorganization has occurred, Department budgets have remained fairly consistent over the last few years.

Table 2-12
General Fund Expenditures by Department
Department
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
City Management $4,399,101 $4,567,604 $3,825,700 $4,826,058 $4,973,867 Finance $1,444,991 $1,538,823 $1,295,815 $1,483,709 $1,578,897 Police $12,121,461 $12,199,388 $11,629,196 $12,250,818 $12,986,734 Fire $11,257,758 $11,182,413 $12,168,376 $12,948,202 $13,346,883 Public Works $1,972,347 $1,860,308 $1,448,080 $1,995,485 $2,285,220 Community
Development $2,522,098 $2,505,481 $2,532,671 $3,273,257 $3,181,129 Recreation $5,794,027 $5,351,137 $3,827,511 $4,501,001 $5,553,392 Transfers $1,415,882 $696,727 $669,817 $665,612 $667,763 Capital Outlay $344,253 $59,777 $1,321,189 $70,000 $0
Debt Service $260,939 $332,147 $394,074 $286,236 $291,228 Total $41,532,857 $40,293,805 $39,112,429 $42,300,378 $44,865,113 City Management,

11.1%
Finance, 3.5%
Police, 28.9%
Fire, 29.7%
Public Works, 5.1%
Community
Development, 7.1%
Recreation, 12.4%
Transfers, 1.5%
Debt Service, 0.6%
Chart 2-5
General Fund Expenditures by Department
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44 MAJOR OPERATING FUNDS
In addition to the General Fund, City operations rely on a variety of funding sources. Special Funds, typically restricted for specific uses, contribute $10.5 million, or approximately 15%, of the total resources used to support the City’s approximately $48.7 million operating budget. These funds can be described in these broad categories:

Special Revenue Funds
Special revenues and grants are accounted for in separate funds and are legally restricted to a specific purpose, service, or program. Some special revenue funds receive tax-based revenues. Some account for revenues and expenditures related to the financing of public improvements or services funded by property assessments, fees or special taxes. Major special revenue funds, some of which are described in greater detail in the following section, are as follows:
• Gas Tax Fund (201)
• National Pollutant Discharge Elimination
System (NPDES) Fund (202)
• Landscaping and Lighting Assessment
District Fund (203)
• Measure J Return to Source Fund
Transportation (204)
• Measure J Storm Drain Fund (205)
• Measure A Swim Center Fund (206)
• Measure H Parcel Tax Fund (207)
• Street Improvement Fund (211)
• Low & Moderate Income Housing Asset Fund
(232)
• Integrated Waste Management Fund (501)
Capital Funds
Funds are created to account for revenues and expenses related to capital projects, though sometimes include expenditures on operations. The major capital fund is the Capital Improvement Program Fund (301).

Enterprise Funds
Enterprise funds are used to support the expenditures of a specific service or program and revenue is derived through the collection of the fees associated with providing the service/program. The major enterprise fund is the Integrated Waste Management Fund (501).

Fund Forecasts
This section contains financial overviews for eight of the City’s major special revenue funds. The following forecasts include a description of each fund, assumptions about revenues and expenditures, and analysis and projections of the revenue sources and uses. Any issues unique to a fund are also highlighted. While these key operating funds are summarized here, they are also integrated into the budgets of the departments responsible for managing the funds.

Several of these funds have legal limits on increases to their revenue, but have continued to experience increases in expenditures as a result of many of the same factors that impact the General Fund (e.g., salary cost-of-living increases, health benefit costs and retirement costs). Specifically, the Landscape and Lighting Assessment District (LLAD) Fund, National Pollutant Discharge Elimination System (NPDES) Fund, and the Measure J Storm Drain Fund have had their revenue growth limited by the passage of Proposition 218. The City can increase revenues in these funds only with voter approval. The Measure A Swim Center Fund, as well as the newly created Measure H Fund, is similar in that the maximum special Agenda Packet Page 128 of 446
45 tax cannot be increased without voter approval. Property development also affects the revenue to these funds, as different tax, fee, or assessment rates may apply to a newly developed or redeveloped property.

Gas Tax Fund (201) Overview
The Gas Tax Fund supports transportation activities, such as the construction and maintenance of streets, roads and bridges. The State of California allocates Gas Tax monies to cities and counties each year by formula, based on population, vehicle registration, assessed valuation, and population. These revenues have been sensitive to the price and volume of motor fuel purchases and have been declining since Fiscal Year 2013-14 through FY 2020-21. However, we remain optimistic as slight revenue uptick trends are occurring.

Expenditures in this Fund are based on the Gas Tax model of road-related activities, including roads, sidewalks, traffic controls, drainage, lighting and landscaping. Gas Tax monies can be used for any street or road purpose, with the exception of Section 2107.5 monies, which must be used for engineering and administrative costs .

Revenues had previously been supplemented by transfers from the County's Measure J Return-to-Source Fund for transportation activities, and from the City’s Measure J Storm Drain Fund for drainage functions within the streets and road system. Transfers have also previously been made to the Landscape and Lighting Assessment District Fund for medians, rights-of-way, street trees and street lighting. Budgets and projections have been restructured to have revenues and expenses balance within the fund, and eliminate the need for transfers.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance ($87,746) ($113,226) $14,431 $106,099 $244,105 Revenue
Gas Taxes $519,471 $589,882 $553,148 $657,700 $690,959
Expenses
Personnel $273,772 $309,872 $261,973 $245,694 $319,521
Non-Personnel $170,179 $152,353 $99,507 $172,000 $227,432 Overhead Transfer $101,000 $0 $100,000 $102,000 $106,080 Annual Surplus/(Shortfall) ($25,480) $127,657 $91,668 $138,006 $37,926 Ending Balance/(Deficit) ($113,226) $14,431 $106,099 $244,105 $282,031 Assumptions
• Gas tax revenues are sensitive to price and volume of motor fuel purchased and fluctuate from year to year. Tax revenues decline when fuel prices decrease and as drivers migrate to alternative fuel vehicles. The COVID-19 pandemic has impacted revenues as well. • Due to decline of Gas Tax revenues since FY 2013-14, eligible expenses, in the amount of approximately $90,000, for sidewalk, street signs, traffic signal, and street light repair and maintenance have been moved to Senate Bill 1 - Road Maintenance and Rehabilitation Account Fund.

Without the Senate Bill 1 revenues, the City’s Gas Tax Fund would be in deficit if the existing service levels are to be maintained.
• In previous years, funds were transferred to the Capital Improvement Program Fund (301) to reimburse expenditures incurred on streets and transportation projects. However, this practice has been suspended, due to declining revenues in the Gas Tax Fund.

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46 NPDES Fund (202) Overview
National Pollutant Discharge Elimination System (NPDES) related activities as mandated by the 1975 Federal Clean Water Act are funded through an assessment collected by the County Flood Control District on all developed properties within the City. These funds are disbursed to the City annually to carry out Clean Water Program activities such as trash capture, storm drain and catch basin cleaning, illicit discharge and pollution prevention inspections of the City's storm drain system and creeks, public awareness and education about storm water pollution, and inspection of new development sites to ensure compliance with the City's Municipal Storm Water Permit (MRP). An assessment election by voters or property owners in El Cerrito could be considered to eliminate the need to subsidize clean water programs from other funds or to reduce future program activities.

Supplemental funding from the Storm Drain Fund (205) has previously been used for specialized maintenance of the storm drain facilities, key to the Clean Water Program. Future transfers from Fund 205 have been eliminated. Budgets and projections have been restructured to have revenues and expenses balance within the fund, and eliminate the need for transfers.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance (restated) $203,370 $235,957 $216,056 $205,941 $175,537 Revenue
Assessments $311,772 $318,160 $316,072 $336,400 $338,638 Expenses
Personnel $180,412 $190,056 $199,355 $224,104 $255,274
Non-Personnel $39,766 $70,447 $51,832 $67,700 $79,328
Overhead Transfer $75,300 $77,559 $75,000 $75,000 $75,000 Annual Surplus/(Shortfall) $16,293 ($19,902) ($10,114) ($30,404) ($70,964) Ending Balance/(Deficit) $219,663 $216,056 $205,941 $175,537 $104,573 Assumptions
• Revenues from assessments have fluctuated over the last few years due to uncertainty about new development and increased County Clean Water Program cost withholdings. • Previous budgets increased the General Fund support for Public Works services by paying for part of the personnel expenses in the NPDES fund. With the continuing revenue decline in this fund, other revenue sources will need to be identified in the coming years to meet these costs.

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47 Landscaping and Lighting Assessment District Fund (203) Overview The proceeds from this Landscaping and Lighting Assessment District (LLAD) provide funding for such services as lighting (which improves safety) and maintenance of parks, park buildings, and landscaping in public areas. The LLAD was created in 1988 and was affirmed by a majority vote of El Cerrito’s citizens in November 1996. The assessment rates have not been increased since the LLAD’s creation in 1988. A proposed Assessment District with increased rates was presented to the City’s property owners during a ballot proceeding in March/April 2006, but a majority protest was filed and the increased assessment rates were not imposed. The current LLAD remains in place and will continue to be assessed. The basic rates remain $72 per year per single-family dwelling unit, $54 per year per apartment, condominium, or other multiple dwelling units, with various rates for commercial properties.

The Gas Tax Fund (201) had previously provided supplemental revenue to the LLAD Fund to perform maintenance of median and right-of-way landscapes, street trees, and street lighting. Transfers from Fund 201 have been eliminated.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $126,383 $94,684 $75,174 $133,422 $86,711 Revenue
Assessments $787,208 $802,479 $798,793 $795,474 $801,664 Expenses
Personnel $252,794 $286,257 $222,079 $244,685 $258,743
Non-Personnel $405,363 $374,983 $358,466 $434,300 $444,048 Overhead Transfer $160,750 $160,750 $160,000 $163,200 $163,200 Annual Surplus/(Shortfall) ($31,699) ($19,510) $58,249 ($46,711) ($64,327) Ending Balance/(Deficit) $94,684 $75,174 $133,422 $86,711 $22,384 Assumptions
• Revenues from assessments are projected to remain flat. • Previous budgets increased the General Fund support for Public Works services by paying for part of the non-personnel expenses in this fund. Projected revenue will not be enough to cover the costs of maintaining landscaping and lighting services at current levels while also paying for deferred maintenance. As such, additional revenue sources will need to be identified in the coming years to meet these needs.

Measure J Return-to-Source Fund (204) Overview
This Fund accounts for the revenue received by the Measure C and its extension, Measure J (2004); a half-cent sales tax approved by the voters to fund transportation projects as well the para-transit program. Sales tax is collected at the County level and paid to the City.

A portion of the Measure J Return-to-Source Fund is designated for street maintenance activities similar to those in the Gas Tax Fund (201). In prior years, expenses and revenues related to both street maintenance activities and para-transit operations were budgeted in Fund 204. All para-transit related revenues and expenditures are budgeted in the Measure J Return-to-Source Fund Para-Transit Fund (214) that was first set up in FY 2014-15.

The Measure J Return-to-Source Fund has previously supplemented the Gas Tax Fund for transportation activities. Future supplements to the Gas Tax Fund have been eliminated.

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48 FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $80,279 $62,723 $109,357 $277,452 $330,065 Revenue
Assessments $479,657 $509,433 $510,088 $458,500 $482,388 Expenses
Personnel $158,431 $179,299 $124,975 $114,087 $152,774
Non-Personnel $255,782 $199,104 $134,019 $187,500 $178,156 Overhead Transfer $83,000 $84,396 $83,000 $104,300 $106,872 Annual Surplus/(Shortfall) ($17,556) $46,635 $168,094 $52,613 $44,586 Ending Balance/(Deficit) $62,723 $109,357 $277,452 $330,065 $374,651 Assumptions
• Tax revenues are a flat 20.1% of Measure J sales taxes collected. Measure J Return-to-Source revenues are sensitive to economic changes and therefore difficult to predict. Revenues have been relatively flat over the last few years. However, due to the COVID-19 pandemic, these revenues are expected to decrease as with other sales tax revenues.
• Because in previous years expenses had exceeded revenue, eligible expenses for accessibility, sidewalk, street signs, traffic signal, and street light repair and maintenance have been moved to Senate Bill 1 - Road Maintenance and Rehabilitation Account Fund. Without the Senate Bill 1 revenues, the Measure J Return-to-Source Fund would be in deficit if the existing service levels are to be maintained.
• Expenses include transfers to the Capital Improvement Program Fund (301) to reimburse it for the cost of streets and transportation projects in the prior year.

Measure J Storm Drain Fund (205) Overview
The Measure J Storm Drain Fund was created to account for funds associated with the passage of Measure J by the voters of El Cerrito in March 1993. The special revenue provides needed funds to maintain, repair, and reconstruct the City’s storm drains. All properties in the City (residential and commercial) are assessed annually based on equivalent residential units (ERU). The ERU rate remains $58 per year per single-family dwelling unit and $43.50 per year per apartment, condominium, or other multiple dwelling units.

Fund 205 had historically provided supplemental funding to the Gas Tax Fund (201) and NPDES Fund (202) for drainage activities within the road system and contributing to Clean Water goals.

Future years' expenses in the Storm Drain Fund include maintenance of the storm water and storm drain system including creek and pipe sediment removal for flood control, Clean Water activities, capital outlays for major maintenance and improvements to the City’s storm drain system, including storm pipe repair and replacements per the Storm Drain Master Plan Update.

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49 FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $517,372 $675,131 $773,919 $622,524 $542,736 Revenue
Assessments $701,950 $704,131 $706,322 $706,325 $711,134 Expenses
Personnel $329,761 $354,994 $317,249 $314,913 $355,451
Non-Personnel $140,430 $174,130 $466,468 $397,200 $367,288 Overhead Transfer $74,000 $76,220 $74,000 $74,000 $74,000 Annual Surplus/(Shortfall) $157,759 $98,787 ($151,395) ($79,788) ($85,605) Ending Balance/(Deficit) $675,131 $773,919 $622,524 $542,736 $457,131 Assumptions
• Revenues from storm drain fees are projected to remain flat.

Measure A Parcel Tax (206) Swim Center Overview
The Measure A Parcel Tax Swim Center Fund is used to account for the use of the voter-approved special tax for the swim center and park capital projects. While Measure A expired on June 30, 2020, a fund balance remains for future projects which include Swim Center Americans with Disabilities (ADA) parking lot improvements and pool resurfacing.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $265,499 $365,641 $516,106 $323,745 $106,379 Revenue
Assessments $633,080 $646,806 $0 $0 $0
Expenses
Personnel $0 $0 $582 $0 $0
Non-Personnel $121,208 $84,611 $4,765 $217,366 $270,350 Overhead Transfer $411,730 $411,730 $187,014 $0 $0
Annual Surplus/(Shortfall) $100,142 $150,465 ($192,361) ($217,366) ($270,350) Ending Balance/(Deficit) $365,641 $516,106 $323,745 $106,379 ($163,971) Measure H Parcel Tax (207) Parks & Recreation Facilities Overview The Measure H Parcel Tax Parks & Recreation Facilities Fund is used to account for the use of voterapproved special tax for the maintenance and enhancement of parks and recreation facilities including the Swim Center, playgrounds, open space and trails, park amenities, community center and clubhouses.

Proposed expenditures include parks and fields landscape maintenance, Hillside Natural Area vegetation management and trail maintenance, Swim Center maintenance, park equipment and signs, Immediate Work Priorities at City Clubhouses and Parks as identified through the Parks and Recreation Facilities Master Plan, and funds set aside for equipment replacement and emergency building repairs.

Agenda Packet Page 133 of 446
50 FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $0 $0 ($513) $140,807 $52,807
Revenue
Assessments $0 $0 $636,948 $636,948 $648,740
Expenses
Personnel
Non-Personnel $0 $513 $445,628 $674,948 $654,536
Overhead Transfer $0 $0 $50,000 $50,000 $50,000
Annual Surplus/(Shortfall) $0 ($513) $141,320 ($88,000) ($55,796) Ending Balance/(Deficit) $0 ($513) $140,807 $52,807 ($2,989) Street Improvement Fund (211) Overview
This Fund is used to account for proceeds of the Measure A half-cent sales tax approved by El Cerrito voters on February 5, 2008. Expenditures from this Fund are to improve and maintain City streets and to pay debt service on the related 2008 bond issuance, for which the Measure A half-cent sales tax is a pledged revenue stream.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $990,999 $1,197,346 $1,248,382 $2,124,782 $1,968,974 Revenue
Sales Taxes $1,634,703 $1,645,068 $1,889,815 $1,478,700 $1,508,376 Expenses
Personnel $91,478 $109,294 $99,831 $116,608 $114,580
Non-Personnel $632,477 $781,837 $207,284 $811,600 $1,280,000 Overhead Transfer $704,400 $702,900 $706,300 $706,300 $702,100 Annual Surplus/(Shortfall) $206,347 $51,036 $876,400 ($155,808) ($588,304) Ending Balance/(Deficit) $1,197,346 $1,248,382 $2,124,782 $1,968,974 $1,380,670 Assumptions
• Expenses will remain in line with revenues after debt service.

Integrated Waste Management Fund (501) Overview
This enterprise fund is used to account for the activities related to the recycling management programs.

The Integrated Waste Management (IWM) Fund provides for services including weekly residential and commercial curbside recycling collection operations, management of waste management contracts and services, and operation of the City’s state-of-the-art LEED Platinum Recycling + Environmental Resource Center. Although the City historically included a ten-year plan in the annual budget, a short-term fund forecast format has been adopted to be consistent with other funds and reflect a more suitable planning horizon.

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51 FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $1,014,847 $1,049,357 $1,629,561 $2,759,343 $2,967,268 Revenue
Charges for Services $2,571,333 $3,335,231 $3,776,202 $3,857,283 $3,872,522 Intergovernmental $62,894 $40,201 $16,784 $24,500 $24,800 Other Revenue $10,141 $2,079 $3,275 $2,500 $2,700
Expenses
Personnel $1,513,160 $1,572,408 $1,483,313 $1,705,106 $1,856,906 Non-Personnel $735,876 $853,363 $800,594 $1,581,102 $1,818,606 Overhead Transfer $360,821 $371,536 $382,572 $390,150 $405,609 Annual Surplus/(Shortfall) $34,510 $580,204 $1,129,783 $207,925 ($181,099) Ending Balance/(Deficit) $1,049,357 $1,629,561 $2,759,343 $2,967,268 $2,786,169 Assumptions
• Recent changes in China’s import policies are causing unprecedented upheaval in international recycling markets, resulting in a decrease in the revenue from materials sales and contracts.

Low & Moderate Income Housing Asset Fund (232) Overview Pursuant to the Dissolution Act, the City elected to serve as the Successor Housing Entity to the dissolved El Cerrito Redevelopment Agency, responsible for affordable housing projects and activities. In FY 2012, the City placed housing assets, including real estate and encumbered cash in the Low & Moderate Income Housing Fund (LMIHF), into the new Low & Moderate Income Housing Asset Fund. California Redevelopment Law requires the Fund be used to increase, improve and preserve the housing supply affordable to very low, low, and moderate income households.

The Dissolution Act did not provide revenue for successor housing agencies, but allows them to collect payments on loans made from former agencies’ LMIHF. Money had been borrowed from the LMIHF to pay into the Educational Revenue Augmentation Fund (ERAF) and Supplemental ERAF. Repayment of these loans is an obligation of the El Cerrito Redevelopment Agency Successor Agency (see Section 10) and the only anticipated near-term revenues.

In FY 21-22, the City as the Housing Successor, will continue working with BRIDGE Housing to secure financing for Mayfair Affordable in order to move into construction. In September 2019, the City Council authorized a pre-development loan to BRIDGE for $350,000. We anticipate releasing the remaining predevelopment loans funds - $150,000 - in FY 21-22. City staff will also continue to monitor the affordable housing portfolio and loans that were made by the former El Cerrito Redevelopment Agency.

FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Starting Balance $5,067,589 $5,131,743 $5,215,779 $5,247,777 $5,205,049 Revenue
Use of Money & Property $74,829 $101,918 $47,351 $164,800 $164,800 Expenses
Personnel
Non-Personnel $10,675 $17,881 $15,353 $207,528 $207,528 Overhead Transfer
Annual Surplus/(Shortfall) $64,154 $84,037 $31,998 ($42,728) ($42,728) Ending Balance/(Deficit) $5,131,743 $5,215,779 $5,247,777 $5,205,049 $5,162,321 Agenda Packet Page 135 of 446
52 OTHER FUNDS
The City has other funds, including minor operating funds, capital funds, other entities’ funds, debt service funds, internal service funds, and trust funds. They are as follows:

Asset Seizure Fund (208)
The Police Department acquires assets in the course of arresting suspects and a portion of these assets becomes the property of the City when a guilty verdict is awarded. Pursuant to the State Health and Safety Code, these funds are to be used by the Police Department to supplant but not supplement its operating budget. To assure correct usage, funds have been broken out into a separate fund.

Vehicle Abatement Fund (209)
This Fund accounts for monies received from the County to support programs that remove abandoned vehicles from City streets.

Park In-Lieu Fund (210)
This Fund accounts for funds received through negotiations with developers to be used for park improvements.

SB1 Fund (212)
This Fund was established in FY 2017-18 to account for funds received from the State Controller that have been generated through the passage of Senate Bill 1, and specifically, funds from the State's Road Maintenance and Rehabilitation Account (RMRA) that are apportioned by formula to eligible cities and counties for maintenance, rehabilitation, safety and improvement projects on local streets and roads system.

Art in Public Places Fund (213)
This Fund was established to account for the public art in-lieu contributions and any and all other revenues appropriated or received for public art and/or public arts and cultural programs, including donations from the public.

Measure J Return-to-Source Paratransit (214)
This Fund was created in FY 2013-14 to account separately for the portion of Measure J Return-to-Source revenues that fund the paratransit program.

Grants Fund (221)
This Fund accounts for projects and programs in various departments that are funded by one-time grants.

Grants Fund (222)
This Fund was created in FY 2013-14 to account for the ongoing C.O.P.S. grants received by the Police Department. Previously the revenues and expenditures for this program were accounted for in Fund 221.

Municipal Services Corporation Fund (230)
The Municipal Services Corporation (MSC) is a separate nonprofit, public benefit corporation. Although it is considered a component unit of the City for accounting purposes, its activities are controlled and its budget is adopted by a separate board of directors, and therefore not included in this document. Its revenues were previously primarily related to real estate transactions, including leases and potentially disposition of developable land. It also received revenue from the former Redevelopment Agency, prior to its dissolution, pursuant to a Cooperation Agreement in order to implement economic development and redevelopment programs, but has not received any payments related to the agreement since the dissolution in 2012. Its expenditures are for economic development programs, redevelopment projects, and property management.

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53 Beginning in FY 2022-23, community benefit funds from the City's two permitted cannabis business operators that are for to be used for purposes that contribute to quality of life including services for people experiencing homelessness in El Cerrito, will be contributed to and programmed by the MSC.

Capital Improvements Fund (301)
This Fund is utilized to account for capital activities with one-time and multiple funding sources. Within the Fund, each project is accounted for separately on a life-to-date basis for internal and external reporting purposes.

Storm Drain Debt Service Fund (401)
This Fund accounts for debt service payments on the Storm Drain Revenue Bonds using the proceeds of the Measure J Special Tax assessed for that purpose. No further expenditures are budgeted for this Fund, as the last debt service payment was made in FY 2013-14.

Vehicle and Equipment Replacement Fund (601)
The purpose of this Fund is to provide vehicles and equipment to the line departments and avoid financing costs associated with the acquisition of necessary capital assets. This Fund was originally created from a reserved portion of the City’s General Fund. Departments may purchase necessary vehicles or equipment from this Fund and then repay the Fund from their operating budgets over time.

An ongoing charge to the operating department will cover the cost of the equipment plus a contribution toward future replacement of the equipment when such a replacement can reasonably be anticipated.

The Fund’s primary objective is to provide financing for the purchase of equipment and vehicles with a cost of $5,000 and over and a useful life of three or more years. Currently, only the Fire Department is utilizing this Fund.

Pension Fund Section 401A Trust Fund (701)
The purpose of this Fund is to account for payments on retiree pensions that are an obligation of the City.

Redevelopment Obligation Retirement Fund (780)
The purpose of this trust fund is to administer the enforceable obligations of the El Cerrito Redevelopment Agency Successor Agency. Monies received in this Fund are for specific payments approved by an oversight board and the California Department of Finance and the City’s authority is limited to making the approved payments. No budget is adopted for this Fund.

Measure A Debt Service Fund (834)
This Fund accounts for debt service payments on the Swim Center Bonds, which were used for the Swim Center Construction, using the proceeds of the Measure A Special Tax assessed for that purpose.

City Hall Debt Service Fund (835)
This Fund accounts for debt service payments on City Hall Lease Revenue Bonds using transfers from the City’s General Fund.

Street Improvement Bond Debt Service Fund (836)
This Fund accounts for debt service payments on the Street Improvement Revenue Bonds using the proceeds of the Measure A half-cent sales tax collected for that purpose.

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54 Agenda Packet Page 138 of 446
55 SECTION 3:

CITY MANAGEMENT
City Management provides overall policy and administrative direction of the City organization. This department acts as the central liaison to the public and provides leadership and direction to all departments in the ongoing operations of the City. City Management is ultimately responsible for ensuring the
implementation of City Council policy direction and the Adopted El Cerrito Strategic Plan.

CITY MANAGEMENT OVERVIEW
City Management is the general government function of the City of El Cerrito and its entities. This section covers six operating components and specific discussion regarding their tasks is shown in their sections:
▪ City Council
▪ City Manager’s Office
▪ City Attorney
▪ City Clerk
▪ Information Technology
▪ Human Resources
Organizational Structure
An organization chart reflecting City Management operating units is provided in Chart 3-1.

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56 Position Listing
The position listing in Table 3-1 shows the positions included within City Management, not including the five elected City Council member positions.

Table 3-1
City Management Position Listing
CITY MANAGEMENT FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Assistant City Manager 1 1 1 1 1
Assistant to the City Manager 1 1 0 0 0
Administrative Clerk Specialist 1.5 1.5 1 1 0
City Manager 1 1 1 1 1
City Clerk 1 1 1 1 1
Human Resources Manager 1 1 1 1 0
Human Resources Technician 1 1 0 0 0
Human Resources Specialist 0 0 1 1 1
Information Technology Manager 1 1 1 1 1
Information Technology Specialist 1 1 1 1 1
Management Analyst III 0 0 0 0 1
Management Assistant 1 1 1 0 1
Network Security Engineer 1 1 1 1 1
Senior Human Resources Analyst 0 0 0 0 1
CITY MANAGEMENT TOTAL 11.5 11.5 10 9 10
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57 CITY COUNCIL
The overall goal of the City Council is to improve the quality of life for the residents of El Cerrito and to set broad policy goals for implementation by City staff based on the needs and desires of the community.

The City Council consists of five members of the community—one rotating Mayor and four Council members. The City Council is the official legislative body of the City. Its duties include:
• Set policy by ordinance, resolution, or motion
• Review and approve reports, proposals and contracts for new programs and services • Appoint Board and Commission members
• Review and approve the budget as prepared by the City Manager • Serve as Board Members for the El Cerrito Employees’ Pension Board and the Public Financing Authority.

In 2013, the City Council adopted the El Cerrito Strategic Plan, outlining the mission, vision, values, goals and strategies to guide the City into the future. The mission, values, goals, and strategies identified in the Plan were reviewed and updated by the City Council in 2015 to extend through 2020, and are incorporated into the budget document. The Strategic Plan informs and guides the departments as to allocation of resources and service efforts.

Major Expenditures
The following table contains general fund major expenditures in the City Council Division (10-10) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
10-10-54910 $32,750 Travel and Training - Increase based largely on return to in-person events, based on Council requests and staff assumptions from previous year trends. Annual allotment per member $5,000, $4,000 additional for role of mayor, and $3,750 for New Mayor and Councilmember Ad
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58 CITY ATTORNEY
The City Attorney supports the City Council and City organization with legal advice and services. The City Attorney, whose services are retained by the City through a contract with the law firm Meyers Nave, is responsible for the following services:
• Provide legal advice and information to the City Council, Boards and Commissions, City Manager and staff
• Develop legally acceptable alternatives for accomplishing policy objectives including the Strategic Plan
• Prepare legal documents including ordinances, leases and agreements • Review resolutions and contracts
• Represent the City in court and before administrative agencies • Advise City staff on land use and planning applications and issues, public works contracts and construction, personnel matters, finance issues, elections, the Public Records Act, open meeting laws, compliance with State and Federal laws and regulations, and Municipal Code enforcement issues
• Update the El Cerrito Municipal Code
The City Manager continues to control assignment of work to the City Attorney as a method of containing costs.

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59 CITY MANAGER
Under the policies established by the City Council, the City Manager is responsible for the efficient management of all affairs and departments operating within the City and serves as the Executive Director of the City’s Municipal Finance Authority. The City Manager is the City’s chief executive officer, employed by and directly responsible to the City Council. The City Manager organizes and directs an executive team that consists of the Assistant City Manager, City Clerk and Department Directors to implement programs and deliver public services.

The primary duties and services the City Manager performs include the following:
• Provide professional expertise to the City Council in their role of making public policy decisions • Implement policies and directives from the City Council • Provide strategic direction and management for citywide operations and service delivery • Prepare a sound, fiscally sustainable budget that identifies all the revenues and expenditures anticipated in the forthcoming and future fiscal years
• Oversee the process for development of capital and infrastructure projects and strive to ensure that capital projects are successfully accomplished on-time • Ensure the City is delivering cost-effective services that meet the needs of community • Engage residents, foster community partnerships and interagency collaborations through strategic communication efforts
• Ensure the highest level of customer service to residents and businesses FY 2021-2022 HIGHLIGHTS
Through continued implementation of Fiscal Response Plan, controlling and reducing expenditures, and conservative revenue projections, achieved a General Fund surplus equivalent to 10% of expenditures as required through the City's Comprehensive Financial Policy.

Per direction from the City Council, received and programmed American Rescue Plan Act (ARPA) funding to maximize General Fund reserves by allocating the first tranche ($3 million) for general government services in FY 2021-22, providing budget stability and increasing the General Fund balance to 17% of expenditures.

Continued the development and implementation of a Fiscal Sustainability Plan and the phased implementation of State Auditor Recommendations to achieve financial sustainability Sustained Citywide service delivery during the continuing COVID-19 pandemic despite significant expenditure and staff reductions.

Maintained active participation at the State/Federal Level through Cal Cities (formerly League of California Cities) on legislative priorities and funding opportunities.

Supported the Arts and Culture Commission in implementing the Utility Box Public Art Pilot and the Poet Laureate programs.

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60 FY 2022-2022 FOCUS
Implement Fiscal Sustainability Plan (as a part of the Fiscal Response Plan) and complete implementation of State Auditor Recommendations.

Provide quality day-to-day service delivery for residents within fiscal discipline.

Continue to ensure the safety of employees and residents amid the national COVID-19 pandemic and California fire season.

Continue active participation through Cal Cities on legislative priorities and potential funding sources from the state and federal government.

Continue to provide support to the Arts and Culture Commission in their priorities, including the Utility Box Public Art Pilot Program, Artist In Residency Program at the Recycling Center and the Poet Laureate program.

Major Expenditures
The following table contains General Fund major expenditures in the City Manager Division (10-20) with an increase from the previous fiscal year in the amount of $10,000 or above. The Division budget will also reflect a proposed added position in the City Manager's office to assist with public information, community engagement, support for emergency services and other City Management initiatives.

Major Expenditures (>$10k)
Account Amount Description
10-20-52190 $100,000 Miscellaneous Professional Services: consulting services for grant writing and for services related to the BART Library project 10-20-52240 $15,914 Gilman Fields JPA Payment
10-20-52120 $35,010 Financial Services: Consulting services for development of Fiscal Sustainability Plan
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61 CITY CLERK
The City Clerk strives to provide exceptional service to all residents of the City of El Cerrito, the City Council, city staff and other public agencies. The primary goal is to preserve the public's trust in government by ensuring the city's legislative processes are transparent, accurate and timely; safeguarding the legislative history of the city; administering open elections; and delivering timely information and services.

The City Clerk performs all mandated functions under the United States Constitution, the Constitution of the State of California, California Government Code, California Election Code, California Administrative Code, the Public Records Act, the Political Reform Act and Fair Political Practices Regulations, the El Cerrito Municipal Code and other policies established by the City Council.

Primary roles and responsibilities for the City Clerk include:
• Meeting administration and overseeing preparation and noticing of materials for City Council, Redevelopment Agency, and Municipal Services Corporation; • Ensuring recordation, preservation, and maintenance of the City’s Legislative history and oversight of Citywide records program;
• Membership administration for City Boards, Commissions and Committees, and facilitation of staff liaison duties;
• City Election Officer - Administering impartial and ethical elections for city council candidates and city measures, ensuring regulatory compliance for initiative, referendum and recall petitions, and administering all other regulatory requirements for municipal elections; and • City Filing Officer - for the California Fair Political Practices Commission (FPPC), responsible for noticing, reviewing and monitoring FPPC Campaign Disclosure and Statement of Economic Interests filings.

The City Clerk performs and is responsible for a variety of other administrative duties for the city including maintenance of the El Cerrito Municipal Code, public records and information requests, receiving and opening bid documents, planning city council and commission events, administration of the Oath of Office to elected officials and sworn public safety personnel, and providing administrative support to the City Council and the City Manager.

The City Clerk is supported by a Management Assistant who assists in the advancement of program automation and division goals, assists with records information management and automation, assists in facilitation and tracking of advisory body membership, assists in facilitation of department advisory body meetings preserving the City’s legislative history and participating actively in website maintenance and development.

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62 FY 2021-2022 HIGHLIGHTS
Developed and administered annual training to advisory body members on orientation and member handbook, advisory body chair/vice-chairs training on roles and responsibilities, five Brown Act refresher trainings, and quarterly staff liaison training.

Implemented and ensured compliance with expanded advisory body member training requirements including ethics, sexual harassment prevention and orientation training for over 80 members.

Facilitated and hosted West County Mayors Association meetings for six months; provided liaison support for Financial Advisory Board for nine months; managed and facilitated 29 special, regular and joint City Council meetings including ensuring accessibility and compliance with temporary legislation related to the pandemic.

By reclassifying one Administrative Clerk Specialist to a Management Assistant, expanding support to City Management including assisting with Arts and Culture Commission programs, Citywide website maintenance and ADA compliance, working to advance recordkeeping practices, supporting employee events, and general support to the Assistant City Manager.

Represented El Cerrito as a member on the Cal Cities Housing, Community & Economic Development Policy Committee and as the East Bay Region Director for City Clerks Association of California (CCAC).

FY 2022-2023 FOCUS
Facilitate candidate nominations and administer the November 2022 General Municipal Election in compliance with all applicable regulatory requirements.

In collaboration with Information Technology, facilitate and manage Council Chamber upgrades to increase transparency and access to public meetings.

Draft and implement an electronic signature policy to increase process efficiency and consistency, reduce paper records, and increase transparency and accessibility to records.

Focus on engaging existing technology to streamline internal processes in an effort to reduce staff time required to administer services and support.

Continue to ensure both processes and information are current and consistent with applicable regulatory requirements with regard to administration of elections, Fair Political Practices Commission regulations, and other regulatory filing requirements.

Major Expenditures
The following table contains general fund major expenditures in the City Clerk Division (10-40) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
10-40-54990 $60,000 General Municipal Election - estimate for two council seats and one potential ballot measure.

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63 HUMAN RESOURCES
The Human Resources Division develops, implements, supports and manages a comprehensive human resources and risk management function to ensure quality service to the organization and to the community. A variety of central services are also provided. These services are accomplished by:
• Developing and maintaining Human Resources policies to support effective and efficient operations and to maintain legal compliance with State and Federal employment laws • Managing talent acquisition initiatives which include ensuring fair and balanced recruitment and selection processes
• Maintaining the City’s classification and compensation plans • Leading and/or supporting the meet and confer process with employee organizations • Providing labor relations oversight to ensure equitable and ethical treatment of the workforce and to mitigate employment risks
• Coordinating/monitoring Citywide learning and development programs and the City’s central safety program
• Maintaining personnel and related records
• Providing professional staff support to commissions and committees • Performing the City’s risk management function including maintaining insurance coverage and processing/monitoring Workers’ Compensation and liability claims Risk Management
The City is a member of the Municipal Pooling Authority (MPA), a Joint Powers Authority (JPA) that is both a loss control/risk management consortium and a fund-pooling mechanism for excess coverage of self-insured risks. The Division oversees this program.

FY 2021-2022 HIGHLIGHTS
Implemented the comprehensive unblending of retiree medical premiums to eliminate the City's approximate $5 million other post employment benefits (OPEB) liability, per State Auditor Recommendation.

Issued a Classification & Compensation Study Request for Proposals (RFP), per State Auditor Recommendation.

Managed successful reopening of city facilities in accordance to required regulations at the state/federal levels; maintained complex human resources/risk management processes as a result of the COVID-19 pandemic.

Developed and implemented a pilot telework program for eligible employees, supporting a healthy workplace as a part of Human Resources industry best practices.

Provided guidance to the Human Relations Commission by supporting events and initiatives such as the 2022 Dr. Martin Luther King Jr. Day Celebration to celebrate diversity and promote equity and inclusion.

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64 FY 2022-2023 FOCUS
Manage and facilitate a citywide Classification & Compensation Study (dependent upon City Council approval).

Conclude final implementation efforts with Finance/IT on a position control budgeting module in the City's existing enterprise resource planning (ERP) software to streamline data access and accuracy.

Work with Departments to fill critical position vacancies in the current recruitment market using strategies that diversify candidate pools.

Update policies and procedures to align with current Human Resources best practices.

Continue to provide cost-effective employee training, health and retirement resources.

Major Expenditures
The following table contains General Fund major expenditures in the Human Resources Division (10-60) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
10-60-54110 $1,253,147 Insurance Premiums: Citywide General Liability (previous FY - $1,074,882, adjusted in mid-year budget) 10-60-54120 $50,000 Legal Settlements/Judgements (previous FY - $341,901) 10-60-54990 $250,000 Other Administrative Services: Personnel Investigations, Labor Relations, Legal Costs (previous FY - $325,000, adjusted in mid-year budget) Agenda Packet Page 148 of 446
65 INFORMATION TECHNOLOGY
The Information Technology Division seeks to provide and maintain information services including data, voice, video, hardware, and software to serve City residents and businesses, Departments, and City facilities. The Division works with multiple technologies to choose the appropriate solution for the City’s needs. The Division’s challenge is to work within the budget to stay current and provide solutions as technology continues to change.

The Information Technology Division performs the following tasks:
• Maximizes the use of the City's information and telecommunications systems resources • Assists all computer and telephone users in gaining access to the network, provides technical support, and resolves user problems
• Plans for updates and upgrades to address current and future growth needs of the information and telecommunication infrastructure
• Plans for rising productivity, projected demand, and growth of all City departments by automation, streamlining processes, and improving workflows • Enhances the City's customer service portal and ability to outreach to our residents using social media platforms
• Provides 24/7 on-demand webcast and live TV broadcast of City Council Meetings • Troubleshoots and maintains the City’s HVAC, alarm, lighting, and surveillance systems The overall goal is to provide and maintain efficient, cost-effective, and reliable information technology to serve the public in El Cerrito.

FY 2021-2022 HIGHLIGHTS
Replaced and upgraded City Hall's key fob system and door locks with Brivo Cloud Access Control system.

Continuously improved and updated Central Square's Cloud-based online eTRAKiT portal and Community Development system.

Upgraded server and end-point protection with Sophos-Central Intercept X Advanced with XDR and MTR to better protect the network from external cyberattacks and from malicious software.

Upgraded outdated and failing network infrastructure at City Hall and other city sites.

Replaced and upgraded obsolete and software-incompatible computing devices.

Refreshed City back-end computers with a robust virtual infrastructure.

FY 2022-2023 FOCUS
Upgrade on-premises Laserfiche with Cloud-Based Full Service Enterprise Content Management Systems.

Upgrade analog work phones with Cloud-based RingCentral VoIP system by phases.

Upgrade Barracuda Email Protection SW to make web browsing safe, automatically remediate email threats, improve user security awareness and demonstrate PCI compliance and protect MS 365 data.

Implement automated and advanced solution software to address hardware and software issues remotely.

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66 Major Expenditures
The following table contains general fund major expenditures in the Information Technology Division (10- 70) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
10-70-54240 $44,400 Community Development and eTRAKiT system hosting, licenses and maintenance (previous FY - $55,000, $10,600 reduction due one-time fee last FY)
10-70-54240 $28,700 GovClarity Software (previous FY - $25,500, $3,200 increase due to annual maintenance and license increase)
10-70-54240 $18,200 Microsoft 365 Subscriptions and Support (previous FY - $13,100, $5,100 increase due to migration of on-prem users to Cloud and additional licenses such as MS Visio and MS Project)
10-70-54240 $18,837 VSI Hosting Service-Park & Rec Software (previous FY - $15,600, $3,237 increase due to annual maintenance and license increase) 10-70-56240 $23,127 Laserfiche (previous FY - $6,166, increase due to HW/SW upgrade from on-prem to Cloud) First Yr: $23,127.16 includes 1st year maintenance and support; and one-time fee of $9,277.16, 2nd Yr: $13,850.00. Vendor will provide server/network/firewall, SW licenses; updates/upgrades, redundancy, security, anti-virus, backup, disaster recovery, monitoring and maintenance. Latest SW version will include new functionalities such as Cloud Weblink Public Portal, Cloud Forms Portal, Cloud ScanConnect, Workflow & Forms Process Automation, Integration with MS Office and many more. IT savings on HW/SW procurement (est $8,000 every 4 yrs) and staff time (est $4,800/yr) as vendor will manage the cloud system.
10-70-56420 $27,100 IBM - Meraki Network Hardware (previous FY - $27,100, same as last FY) 10-70-56420 $22,600 Dell - VXRail Hardware (previous FY - $22,600, same as last FY) 10-70-56420 $30,200 SSP - Palo Alto Firewall Hardware (previous FY - $30,200, same as last FY)
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67 CITY MANAGEMENT BUDGET SUMMARY
City Management Department Expenditures (1020, 1040, 1060, 1070) All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Personnel Services $2,247,434 $2,295,048 $2,054,507 $1,845,147 $2,090,270 Purchased Professional & Technical
Services $441,970 $369,320 $150,365 $285,251 $349,261
Purchased Property Services ($4,231) $101 $5,906 $1,015 $1,015 Other Purchased Services $886,907 $1,113,194 $1,090,221 $2,033,881 $1,864,731 Supplies $49,146 $70,208 $20,219 $37,060 $9,611
Property & Capital $62,932 $226,024 $44,541 $92,102 $95,497 Total Expenditures $3,684,157 $4,073,895 $3,365,759 $4,294,456 $4,410,385 Public Art Fund (213)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $57 $562 $0 $0 $0
Purchased Professional & Technical
Services $2,333 $11,627 $9,925 $100,000 $100,000
Other Purchased Services $5,594 $11,268 $1,000 $0 $0
Total Expenditures $7,984 $23,457 $10,925 $100,000 $100,000 Grants Fund (221)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $1,663 $0 $0 $0 $0
Total Expenditures $1,663 $0 $0 $0 $0
Integrated Waste Management Fund
(501)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $95,693 $84,594 $78,415 $78,510 $89,139 Total Expenditures $95,693 $84,594 $78,415 $78,510 $89,139 City Management Department Revenues
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Use of Money and Property $600 $0 $0 $0 $0
Charges for Services $20,480 $17,941 $4,094 $0 $2,900
Other Revenue $0 $350 $0 $0 $0
Total Revenues $21,080 $18,291 $4,094 $0 $2,900
Public Art Fund (213)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Charges for Services $0 $3,492 $0 $0 $0
Total Revenues $0 $3,492 $0 $0 $0
TOTAL DEPARTMENT EXPENDITURES $3,789,497 $4,181,947 $3,455,100 $4,472,966 $4,599,524 TOTAL DEPARTMENT REVENUES $21,080 $21,783 $4,094 $0 $2,900 Agenda Packet Page 151 of 446
68 City Council Expenditures (1010)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Personnel Services $34,715 $35,660 $33,700 $32,212 $39,504 Purchased Professional &
Technical Services $119,812 $91,002 $92,977 $8,425 $7,850 Other Purchased Services $39,055 $31,545 $31,410 $55,897 $80,130 Supplies $1,880 $1,286 $541 $600 $980
Office Equipment $0 $0 $3,526 $0 $550
Total Expenditures $195,462 $159,493 $162,153 $97,134 $129,014 City Council Revenues
General Fund (101) FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Charges for Services $0 $4,890 $0 $0 $0
Total Revenues $0 $4,890 $0 $0 $0

TOTAL DEPARTMENT
EXPENDITURES $195,462 $159,493 $162,153 $97,134 $129,014

TOTAL DEPARTMENT
REVENUES $0 $4,890 $0 $0 $0
City Attorney Expenditures (1030)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Purchased Professional &
Technical Services $519,482 $334,216 $250,543 $318,270 $318,270 Total Expenditures $519,482 $334,216 $250,543 $318,270 $318,270 Agenda Packet Page 152 of 446
69 CITY MANAGEMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 10 - Administration
Division: 40 - City Clerk
4400-Use of Prp - Use of Money and Property
44220 Rentals-Facilities $600 $0 $0 $0 $0
Account Classification Total: 4400-Use of Prp - Use of Money and Property $600 $0 $0 $0 $0
4600-Charges - Charges for Services
46520 Program Fees $2,840 ($2,065) $4,094 $0 $2,900
46523 Passport Fees $17,640 $19,991 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $20,480 $17,926 $4,094 $0 $2,900 Division Total: 40 - City Clerk $21,080 $17,926 $4,094 $0 $2,900 Division: 60 - Human Resources
4600-Charges - Charges for Services
46520 Program Fees $0 $15 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $0 $15 $0 $0 $0 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $0 $350 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $0 $350 $0 $0 $0 Division Total: 60 - Human Resources $0 $365 $0 $0 $0
Department Total: 10 - Administration $21,080 $18,291 $4,094 $0 $2,900 REVENUES Total $21,080 $18,291 $4,094 $0 $2,900

EXPENSES
Department: 10 - Administration
Division: 20 - City Manager
5100-Persn - Personnel
51110 Regular Salaries & Wages $524,937 $580,744 $416,830 $331,188 $379,026 51120 Part-Time Permanent Salaries &
Wages $655 $908 $0 $10,400 $10,400
51200 PARS Contribution $8 $16 $0 $0 $0
51210 PERS Contributions $62,445 $69,963 $52,692 $43,121 $43,651 51211 PERS UAL $119,304 $133,211 $148,336 $120,983 $185,463 51220 FICA/Medicare $39,142 $35,648 $27,029 $20,220 $23,723 51230 Medical Benefits $58,962 $59,064 $44,031 $27,286 $27,377 51235 Life & LTD Insurance $6,104 $6,397 $4,623 $1,755 $1,843 51240 Workers Compensation Premiums $22,687 $23,486 $16,295 $7,502 $10,914 51140 Overtime Pay $3,342 $1,623 $0 $0 $0
51150 Special Pay $650 $500 $0 $0 $0
51155 One-Time Payouts $101,165 $0 $29,893 $0 $0
51237 Allowances & Other Benefits $9,142 $8,875 $0 $0 $0 Agenda Packet Page 153 of 446
70 Account Classification Total: 5100-Persn - Personnel $948,543 $920,433 $739,728 $562,455 $682,397 5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $980 $0 $0 $35,010 $35,010 52190 Miscellaneous Prof Svcs $179,485 $134,017 $22,723 $14,959 $114,959 52230 Other Technical Services $114,179 $39,200 $0 $117,927 $117,927 52240 Miscellaneous Services $15,000 $15,000 $15,384 $15,914 $15,914 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $309,644 $188,217 $38,107 $183,810 $283,810 5300-Prop Svcs - Purchased Property Services
53990 Other Property Services $0 $101 $96 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $101 $96 $0 $0
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $4,793 $4,403 $4,723 $6,180 $6,180 54220 Mobile/Wireless Expenses $4,294 $3,598 $3,485 $2,718 $2,718 54230 Internet Services $19,230 $15,669 $19,940 $15,780 $15,780 54240 Software Licenses & Maintenance $611 $600 $0 $0 $0 54310 Legal Notices & Advertise $494 $0 $0 $0 $0
54410 Printing & Binding $795 $4,899 $131 $0 $0
54610 Travel & Training $28,670 $24,614 $878 $7,725 $7,725 54910 Dues & Subscriptions $12,048 $22,188 $9,238 $5,314 $5,314 54920 Events & Field Trips $3,827 $2,104 $600 $0 $0
54990 Other Administrative Svcs $5,113 $941 $479 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $79,874 $79,016 $39,474 $37,717 $37,717
5500-Supplies - Supplies
55110 General Office Supplies $1,108 $1,030 $618 $946 $946 55120 Postage & Delivery $311 $1,298 $25 $568 $568
55130 Photocopying Charges $332 $222 $0 $473 $473
55140 Recognition-EE/Volunteer $0 $0 $212 $6,624 $6,624 55210 Fuel $145 $148 $154 $0 $0
55220 Safety Supplies $0 $948 $0 $0 $0
55290 Other Operating Supplies $2,372 $700 $522 $0 $0
Account Classification Total: 5500-Supplies - Supplies $4,268 $4,346 $1,530 $8,611 $8,611 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $3,350 $2,738 $4,078 $4,647 $4,647 Account Classification Total: 5600-Prop & Cap - Property & Capital $3,350 $2,738 $4,078 $4,647 $4,647 Division Total: 20 - City Manager $1,345,679 $1,194,851 $823,014 $797,240 $1,017,182 Division: 40 - City Clerk
5100-Persn - Personnel
51110 Regular Salaries & Wages $122,250 $189,357 $187,686 $194,403 $221,537 51120 Part-Time Permanent Salaries &
Wages $61,448 $0 $0 $0 $0
51210 PERS Contributions $12,421 $22,193 $22,656 $22,455 $22,731 51211 PERS UAL $26,686 $48,480 $53,984 $51,134 $60,952
51220 FICA/Medicare $13,930 $13,640 $13,871 $14,971 $15,129 51230 Medical Benefits $14,236 $17,926 $21,662 $21,662 $22,179 51235 Life & LTD Insurance $1,284 $2,654 $4,969 $1,369 $1,410 51240 Workers Compensation Premiums $10,693 $11,018 $8,672 $8,574 $10,914 Agenda Packet Page 154 of 446
71 51140 Overtime Pay $229 $376 $0 $0 $3,000
51150 Special Pay $650 $800 $1,350 $1,300 $1,300
51155 One-Time Payouts $9,461 $0 $0 $0 $0
51237 Allowances & Other Benefits $2,400 $3,150 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $275,688 $309,594 $314,852 $315,868 $359,152 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $46,712 $11,956 $9,863 $14,850 $19,450 52190 Miscellaneous Prof Svcs $0 $1,152 $0 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $46,712 $13,108 $9,863 $14,850 $19,450 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $410 $718 $428 $480 $500
54220 Mobile/Wireless Expenses $1,310 $1,244 $796 $900 $720 54240 Software Licenses & Maintenance $451 $15,212 $7,200 $11,010 $10,600 54310 Legal Notices & Advertise $4,494 $4,394 $2,399 $1,500 $3,500 54610 Travel & Training $1,407 $2,793 $290 $2,250 $4,000 54910 Dues & Subscriptions $540 $65 $766 $310 $450
54920 Events & Field Trips $3,201 $191 $0 $0 $0
54990 Other Administrative Svcs $5,362 $96,486 $23,363 $500 $60,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $17,174 $121,104 $35,242 $16,950 $79,770
5500-Supplies - Supplies
55110 General Office Supplies $327 $365 $418 $325 $400
55120 Postage & Delivery $1,561 $674 $73 $100 $100
55130 Photocopying Charges $918 $710 $0 $0 $0
55290 Other Operating Supplies $9 $30,642 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $2,815 $32,390 $491 $425 $500 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $3,946 $1,413 $1,610 $2,550 $6,750 Account Classification Total: 5600-Prop & Cap - Property & Capital $3,946 $1,413 $1,610 $2,550 $6,750 Division Total: 40 - City Clerk $346,335 $477,609 $362,059 $350,643 $465,622 Division: 60 - Human Resources
5100-Persn - Personnel
51110 Regular Salaries & Wages $226,124 $229,336 $212,638 $161,809 $175,000 51120 Part-Time Permanent Salaries &
Wages $0 $0 $237 $0 $0
51210 PERS Contributions $27,665 $29,891 $23,221 $27,691 $28,031 51211 PERS UAL $47,654 $53,285 $59,334 $75,547 $75,785
51220 FICA/Medicare $16,194 $16,274 $14,561 $15,821 $13,387 51230 Medical Benefits $28,892 $31,025 $28,862 $22,184 $23,737 51235 Life & LTD Insurance $2,705 $2,625 $5,754 $1,544 $1,590 51240 Workers Compensation Premiums $2,897 $11,925 $8,672 $8,574 $10,914 51140 Overtime Pay $0 $0 $3,232 $0 $0
51155 One-Time Payouts $20,330 $0 $14,907 $0 $0
51237 Allowances & Other Benefits $3,900 $3,150 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $376,361 $377,511 $371,418 $313,170 $328,444 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $22,460 $13,406 $9,588 $9,000 $15,000 Agenda Packet Page 155 of 446
72 52190 Miscellaneous Prof Svcs $6,630 $60,724 $12,271 $0 $1 52210 Lab & Investigative Svcs $1,439 $2,763 $467 $1,591 $0 52220 Medical Services $0 $340 $285 $0 $0
52230 Other Technical Services $25,187 $34,230 $29,765 $45,000 $0 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $55,715 $111,463 $52,377 $55,591 $15,001 5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc ($4,533) $0 $5,676 $0 $0 Account Classification Total: 5300-Prop Svcs - Purchased Property Services ($4,533) $0 $5,676 $0 $0
5400-Other Svcs - Other Purchased Services
54110 Insurance Premiums $595,189 $642,508 $687,205 $1,074,882 $1,233,193 54120 Settlements & Judgements $22,910 $54,810 $33,935 $341,901 $50,000 54130 Insurance-Workers Comp $8,095 $621 $8,825 $8,000 $0 54210 Telephone Expenses $410 $409 $428 $618 $0
54220 Mobile/Wireless Expenses $1,698 $1,212 $1,308 $989 $0 54240 Software Licenses & Maintenance $300 $300 $0 $0 $0 54310 Legal Notices & Advertise $0 $933 $0 $0 $0
54610 Travel & Training $4,954 $9,032 $2,080 $4,120 $5,000 54910 Dues & Subscriptions $189 ($504) $417 $530 $0
54920 Events & Field Trips $5,803 $4,780 $70 $0 $0
54990 Other Administrative Svcs $34,079 $95,329 $84,044 $392,523 $250,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $673,627 $809,430 $818,312 $1,823,563 $1,538,193 5500-Supplies - Supplies
55110 General Office Supplies $669 $1,701 $2,962 $946 $0 55120 Postage & Delivery $289 $335 $158 $487 $0
55130 Photocopying Charges $647 $417 $0 $717 $0
55140 Recognition-EE/Volunteer $11,996 $6,832 $0 $2,822 $0 55290 Other Operating Supplies $28,077 $23,855 $14,609 $22,552 $0 Account Classification Total: 5500-Supplies - Supplies $41,678 $33,141 $17,729 $27,524 $0 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $527 $1,446 $1,800 $805 $0 Account Classification Total: 5600-Prop & Cap - Property & Capital $527 $1,446 $1,800 $805 $0 Division Total: 60 - Human Resources $1,143,375 $1,332,989 $1,267,311 $2,220,653 $1,881,638 Division: 70 - Information Systems Div
5100-Persn - Personnel
51110 Regular Salaries & Wages $375,915 $386,148 $343,288 $349,877 $400,414 51120 Part-Time Permanent Salaries &
Wages $1,333 $2,363 $0 $0 $0
51200 PARS Contribution $21 $39 $0 $0 $0
51210 PERS Contributions $45,581 $50,823 $48,292 $46,507 $47,079 51211 PERS UAL $86,987 $97,834 $108,941 $128,285 $137,147 51220 FICA/Medicare $25,027 $25,385 $23,846 $25,680 $25,680 51230 Medical Benefits $82,705 $85,284 $85,853 $86,705 $89,774 51235 Life & LTD Insurance $4,181 $4,389 $3,930 $2,439 $2,512 51240 Workers Compensation Premiums $15,993 $16,624 $13,008 $12,861 $16,371 51150 Special Pay $1,300 $1,300 $1,350 $1,300 $1,300
51155 One-Time Payouts $0 $11,023 $0 $0 $0
Agenda Packet Page 156 of 446
73 51237 Allowances & Other Benefits $7,800 $6,300 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $646,842 $687,510 $628,509 $653,654 $720,277 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $11,328 $0 $0 $0 $0
52190 Miscellaneous Prof Svcs $5,538 $5,768 $0 $0 $0
52230 Other Technical Services $2,962 $44,753 $673 $15,800 $15,800 54250 Hardware Maintenance & Support $10,072 $6,012 $49,346 $15,200 $15,200 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $29,899 $56,533 $50,019 $31,000 $31,000 5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc $302 $0 $134 $515 $515
53290 Miscellaneous R&M Svcs $0 $0 $0 $500 $500
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $302 $0 $134 $1,015 $1,015
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $1,768 $1,360 $511 $400 $400
54220 Mobile/Wireless Expenses $3,453 $5,112 $5,005 $3,745 $3,745 54230 Internet Services $6,206 $16,255 $18,600 $19,906 $19,906 54240 Software Licenses & Maintenance $104,671 $80,854 $173,077 $131,600 $185,000 54610 Travel & Training $133 $63 $0 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $116,231 $103,644 $197,193 $155,651 $209,051
5500-Supplies - Supplies
55110 General Office Supplies $40 $0 $0 $500 $500
55130 Photocopying Charges $90 $75 $0 $0 $0
55210 Fuel $254 $256 $269 $0 $0
55290 Other Operating Supplies $0 $0 $200 $0 $0
Account Classification Total: 5500-Supplies - Supplies $384 $331 $469 $500 $500 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $28,562 $23,880 $10,505 $0 $0 56420 Office Equipment >$10K $26,547 $196,547 $26,547 $84,100 $84,100 Account Classification Total: 5600-Prop & Cap - Property & Capital $55,109 $220,428 $37,052 $84,100 $84,100 5800-Financing - Financing Costs
58110 Principal Payments $0 $41,291 $18,478 $0 $0
58120 Interest Payments $0 $0 $4,073 $0 $0
Account Classification Total: 5800-Financing - Financing Costs $0 $41,291 $22,552 $0 $0 Division Total: 70 - Information Systems Div $848,768 $1,109,736 $935,927 $925,920 $1,045,943 Department Total: 10 - Administration $3,684,157 $4,115,186 $3,388,311 $4,294,456 $4,410,385 EXPENSES Total $3,684,157 $4,115,186 $3,388,311 $4,294,456 $4,410,385 Fund REVENUE Total: 101 - General Fund $21,080 $18,291 $4,094 $0 $2,900 Fund EXPENSE Total: 101 - General Fund $3,684,157 $4,115,186 $3,388,311 $4,294,456 $4,410,385 Fund Total: 101 - General Fund ($3,663,076) ($4,096,895) ($3,384,217) ($4,294,456) ($4,407,485) Fund: 213 - Public Art Fund

REVENUES
Department: 10 - Administration
Division: 20 - City Manager
4600-Charges - Charges for Services
Agenda Packet Page 157 of 446
74 46520 Program Fees $0 $3,492 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $0 $3,492 $0 $0 $0 Division Total: 20 - City Manager $0 $3,492 $0 $0 $0
Department Total: 10 - Administration $0 $3,492 $0 $0 $0 REVENUES Total $0 $3,492 $0 $0 $0

EXPENSES
Department: 10 - Administration
Division: 20 - City Manager
5100-Persn - Personnel
51110 Regular Salaries & Wages $0 $562 ($562) $0 $0
51120 Part-Time Permanent Salaries &
Wages $53 $0 $525 $0 $0
51220 FICA/Medicare $4 $0 $37 $0 $0
Account Classification Total: 5100-Persn - Personnel $57 $562 $0 $0 $0 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $2,333 $11,627 $9,925 $100,000 $100,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $2,333 $11,627 $9,925 $100,000 $100,000 5400-Other Svcs - Other Purchased Services
54310 Legal Notices & Advertise $50 $0 $0 $0 $0
54410 Printing & Binding $115 $133 $0 $0 $0
54920 Events & Field Trips $5,429 $11,134 $1,000 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $5,594 $11,268 $1,000 $0 $0
Division Total: 20 - City Manager $7,984 $23,457 $10,925 $100,000 $100,000 Department Total: 10 - Administration $7,984 $23,457 $10,925 $100,000 $100,000 EXPENSES Total $7,984 $23,457 $10,925 $100,000 $100,000 Fund REVENUE Total: 213 - Public Art Fund $0 $3,492 $0 $0 $0 Fund EXPENSE Total: 213 - Public Art Fund $7,984 $23,457 $10,925 $100,000 $100,000 Fund Total: 213 - Public Art Fund ($7,984) ($19,966) ($10,925) ($100,000) ($100,000) Fund: 221 - Grants

EXPENSES
Department: 10 - Administration
Division: 20 - City Manager
5100-Persn - Personnel
51110 Regular Salaries & Wages $1,353 $0 $0 $0 $0
51210 PERS Contributions $165 $0 $0 $0 $0
51220 FICA/Medicare $96 $0 $0 $0 $0
51230 Medical Benefits $25 $0 $0 $0 $0
51235 Life & LTD Insurance $6 $0 $0 $0 $0
51237 Allowances & Other Benefits $19 $0 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $1,663 $0 $0 $0 $0 Division Total: 20 - City Manager $1,663 $0 $0 $0 $0
Department Total: 10 - Administration $1,663 $0 $0 $0 $0 EXPENSES Total $1,663 $0 $0 $0 $0
Fund REVENUE Total: 221 - Grants
Fund EXPENSE Total: 221 - Grants $1,663 $0 $0 $0 $0
Fund Total: 221 - Grants ($1,663) $0 $0 $0 $0
Agenda Packet Page 158 of 446
75 Fund: 501 - Integrated Waste Mgmt

EXPENSES
Department: 10 - Administration
Division: 20 - City Manager
5100-Persn - Personnel
51110 Regular Salaries & Wages $52,192 $53,174 $47,237 $47,313 $54,146 51210 PERS Contributions $6,374 $6,962 $6,054 $5,643 $5,712 51211 PERS UAL $13,069 $15,287 $17,022 $17,283 $21,741
51220 FICA/Medicare $3,543 $2,929 $2,626 $2,889 $2,930
51230 Medical Benefits $3,474 $3,511 $3,860 $3,898 $4,170 51235 Life & LTD Insurance $538 $561 $497 $412 $440
51240 Workers Compensation Premiums $1,302 $1,353 $1,119 $1,072 $0 51155 One-Time Payouts $14,452 $0 $0 $0 $0
51237 Allowances & Other Benefits $751 $818 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $95,693 $84,594 $78,415 $78,510 $89,139 Division Total: 20 - City Manager $95,693 $84,594 $78,415 $78,510 $89,139 Department Total: 10 - Administration $95,693 $84,594 $78,415 $78,510 $89,139 EXPENSES Total $95,693 $84,594 $78,415 $78,510 $89,139
Fund REVENUE Total: 501 - Integrated Waste Mgmt
Fund EXPENSE Total: 501 - Integrated Waste Mgmt $95,693 $84,594 $78,415 $78,510 $89,139 Fund Total: 501 - Integrated Waste Mgmt ($95,693) ($84,594) ($78,415) ($78,510) ($89,139) REVENUE GRAND Totals: $21,080 $21,783 $4,094 $0 $2,900
EXPENSE GRAND Totals: $3,789,497 $4,223,238 $3,477,651 $4,472,966 $4,599,524 Agenda Packet Page 159 of 446
76 Agenda Packet Page 160 of 446
77 SECTION 4:

COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department’s mission is to deliver services and programs that ensure a safe, livable and resilient built environment that supports a high and equitable quality of life in El Cerrito for all residents, businesses and visitors. The Department achieves this mission through conducting and providing current and advanced planning, building services, neighborhood preservation (code enforcement), affordable housing and economic development programs.

DEPARTMENT OVERVIEW
The Community Development Department serves the community by providing current and advanced Planning, Building, Neighborhood Preservation/Code Enforcement and Affordable Housing services. The Department strives to maintain and enhance the City as a healthy, attractive, and resilient community for all residents, businesses and visitors. To attain these goals, the Department’s primary responsibilities are to:
• Implement and help develop the vision of the City Council and residents of El Cerrito through implementing existing plans and policies and leading the ongoing development and implementation of the General Plan, Specific Plans, and other focused and long-range comprehensive planning documents
• Monitor and assure compliance with other regional and State policies • Ensure the creation and maintenance of an attractive, safe community with a high quality, balanced and appropriate mix of land uses and amenities • Produce, protect and preserve housing at all income levels across a diversity of household types
• Manage the City's Affordable Housing Trust fund and assist affordable housing developers to secure funds for affordable housing development
• Enhance the existing built environment by supporting and encouraging investment in our homes, neighborhoods, businesses and public places in a safe and efficient manner • Provide programs that are inclusive and engage, involve and educate the community • Collaborate with other departments, regional agencies and the private sector to leverage resources and assure that programs and projects are consistent with the City’s vision, mission and adopted Plans
• Identify and pursue projects, policies and programs that improve the overall social and economic vitality of El Cerrito
• Provide customer-friendly, responsive, efficient, collaborative and accurate services to all Agenda Packet Page 161 of 446
78 Organizational Structure
The Community Development Department includes Current and Advanced Planning, Building Services, Affordable Housing, Neighborhood Preservation/Code Enforcement (including the Residential Rental Inspection Program). In FY 2020, the Department took over administration and issuance of Business Licenses and parking permits as well as the newly established Rent Registry program. In Fiscal Year 2022, the Administrative Analyst position was reclassified into a Senior Program Manager position, to reflect that added housing, administrative and economic development work required of the position. Also, in Fiscal Year 22, City Council authorized recruitment of a second Senior Program Manager position to oversee emerging sustainable transportation needs of the City, including developing an on-street paid parking program and management of the City's residential parking permit program, and furthering deployment of electric vehicle charging and shared/micro mobility programs.

The Department's operational budget is largely supported by fees (approximately 70% of its expenses) and strives to obtain grants for special projects and advanced planning that furthers the City's goals. The Department provides staff to the City’s Planning Commission, Design Review Board, and Economic Development Committee.

Chart 4-1 shows the organizational structure of the Department:

Position Listing
Table 4-1 shows the position listing for the Department. The listing reflects the reclassification of the Management Analyst to Senior Program Manager - Housing/Economic Development and the addition of the Senior Program Manager - Transportation, both approved in FY 2021-22.

Agenda Packet Page 162 of 446
79 Table 4-1
Community Development Department Position Listing
COMMUNITY DEVELOPMENT DEPARTMENT FY 2018-
19 FY 2019-
20 FY 2020-
21 FY 2021- 22FY 2022- 23
Management Analyst (Economic Dev) 1 1 1 0 0
Management Analyst III (Affordable Housing) 1 1 1 1 0
Management Assistant (All Programs) 1 1 1 1 1
Neighborhood Preservation Officer (Code
Enforcement/Residential Rental Inspection) 1 1 1 1 1
Building Inspector I-III 1 2 2 1 1
Building Inspector III 1 0 0 1 1
Building Official 1 1 1 1 1
Building Plan Checker II 1 1 1 1 1
Community Development Director 1 1 1 1 1
Planning Manager 1 1 1 1 1
Permit Technician I-II 1 1 1 1 1
Permit Technician III 1 1 1 1 1
Assistant/Associate Planner 0 1 1 1 1
Senior Planner 2 1 1 1 1
Senior Program Manager (Housing/Econ Dev,
Transportation 0 0 0 0 2
Administrative Clerk Specialist (Parking Permits,
Business License, Rent Registry) 0 1 1 1 1
COMMUNITY DEVELOPMENT TOTAL 14 15 15 14 15
FY 2021-2022 HIGHLIGHTS
Advanced production of housing and new business openings through issuing certificates of occupancy to El Dorado Townhomes (29 units), Credence (32 units), Mayfair (156 units), Foot Locker/Kids Foot Locker and Harbor Freight and Tools and completing review and issuing permits for 1715 Elm Street (14 units), 601 Lexington (6 units), and 23 ADUs. Two additional mixed-use (commercial and residential) projects received their planning entitlements at 6501 Fairmount (45 units) and 6115 Potrero (63 units).

Facilitated the opening of the first cannabis business in August 2021 and completed design review and initial building permit review for the second permitted cannabis business, anticipated to open Summer/Fall 2022.

Solicited vendors, entered into contract for, and initiated grant-funded 2023-2031 Housing Element and Soft Story Inventory
Participated in and held numerous public meetings and community engagement activities related to the Berkeley El Cerrito Corridor Access Plan (BECCAP) and other pre-entitlement access and planning coordination with the selected development team for El Cerrito Plaza BART project Secured $26M Affordable Housing Sustainable Communities (AHSC) grant for development of Mayfair Affordable and continue to seek additional needed funds.

Improved customer service and efficiency by completing roll out of digital portals to modernize and streamline permit and inspection processes facilitating the ability to receive applications for and issue "contactless" permits.

Agenda Packet Page 163 of 446
80 FY 2022-2023 FOCUS
Partner with BRIDGE Affordable Housing to secure remaining funding to develop 67-72 units of affordable housing at Mayfair Station.

Complete underway advanced planning efforts, including the Housing Element, San Pablo Avenue Specific Plan Update, and Soft Story Inventory and initiate and complete the required Safety Element and possible Environmental Justice Element
Launch business attraction materials and help attract high quality businesses to fill new commercial spaces and partner with existing property owners to also attract high-quality businesses.

Continue integration of software systems to be more cost effective, streamlined and identify delinquent residential rental business licenses and streamline residential rental inspection process.

Partner with BART, BART's development team, and the public to continue public engagement and planning for the development of housing and public spaces at the El Cerrito Plaza BART Transit Oriented Development, including planning for an on-street paid parking program and a possible public library.

Fill staff vacancies and continue accelerated effort to catalog, scan, and destroy paper files in compliance with the City's records retention schedule and to make materials increasingly available digitally.

Agenda Packet Page 164 of 446
81 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY
Community Development Department Expenditures (4010, 4030, 4040,6020) All Funds
FY 2018-19
Actual
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
General Fund (101)
Personnel Services $1,710,878 $1,948,501 $1,764,480 $1,939,827 $2,405,256 Purchased Professional
& Technical Services $733,496 $484,904 $640,979 $1,202,763 $627,000 Purchased Property
Services $2,255 $10,505 $9,240 $11,700 $4,500
Other Purchased
Services $53,580 $36,593 $29,496 $43,682 $55,146
Supplies $14,037 $10,763 $6,756 $17,709 $24,727
Property & Capital $7,852 $14,258 $19,153 $7,576 $14,500 Financing Costs $0 ($44) $62,567 $50,000 $50,000
Total Expenditures $2,522,098 $2,505,481 $2,532,671 $3,273,257 $3,181,129 Grants Fund (221)
FY 2018-19
Actual
FY 2018- 19 Actual FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Purchased Professional
& Technical Services ($11,073) $52,257 $79,161 $395,511 $395,511 Other Purchased
Services $0 $38 $0 $0 $0
Supplies $846 $433 $0 $0 $0
Property & Capital $0 $0 $2,707 $0 $0
Total Expenditures ($10,227) $52,727 $81,868 $395,511 $395,511 Municipal Services (230)
FY 2018-19
Actual
FY 2018-
19 Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Purchased Professional
& Technical Services $45 $0 $0 $0 $0
Purchased Property
Services $1,201 $549 $615 $0 $0
Other Purchased
Services $0 $0 $774 $0 $0
Property & Capital ($1,420,347) $0 $352,297 $0 $0
Other Financing Uses $4,660,000 $0 $350,000 $0 $0
Total Expenditures $3,240,899 $549 $703,686 $0 $0
City LMI Housing Fund
(232 )
FY 2018-19
Actual
FY 2018-
19 Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Purchased Professional
& Technical Services $1,265 $5,815 $12,513 $41,200 $41,200 Purchased Property
Services $8,281 $10,142 $2,133 $10,000 $10,000
Other Purchased
Services $282 $281 $706 $798 $798
Supplies $846 $433 $0 $1,030 $1,030
Other Financing Uses $0 $1,210 $0 $154,500 $154,500
Agenda Packet Page 165 of 446
82 Total Expenditures $10,675 $17,881 $15,353 $207,528 $207,528 Community Development Department Revenues
General Fund (101)
FY 2018-19
Actual
FY 2018-
19 Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Property and Other
Taxes $1,935 $2,811 $480 $1,500 $1,500
Licenses & Permits $772,364 $779,670 $647,135 $1,132,600 $887,864 Intergovernmental
Revenues $0 $0 $0 $0 $0
Use of Money &
Property $571 $140 $0 $0 $0
Charges for Services $1,050,428 $1,008,100 $1,040,871 $1,207,500 $1,022,850 Other Revenue $147,465 $50,250 $67,785 $25,000 $0
Total Revenues $1,972,762 $1,840,971 $1,756,270 $2,366,600 $1,912,214 Grants Fund (221)
FY 2018-19
Actual
FY 2018-
19 Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Intergovernmental
Revenues $192,666 $0 $5,703 $395,511 $395,511
Total Revenues $192,666 $0 $5,703 $395,511 $395,511
Municipal Services (230)
FY 2018-19
Actual
FY 2018- 19 Actual FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Use of Money &
Property $25,054 $0 $0 $0 $0
Total Revenues $25,054 $0 $0 $0 $0
City LMI Housing Fund
(232 )
FY 2018-19
Actual
FY 2018- 19 Actual FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Proposed
Use of Money &
Property $74,829 $101,918 $47,132 $0 $0
Other Revenue $0 $0 $219 $164,800 $164,800
Total Revenues $74,829 $101,918 $47,351 $164,800 $164,800

TOTAL DEPARTMENT
EXPENDITURES $5,763,445 $2,576,638 $3,333,577 $3,876,296 $3,784,168

TOTAL DEPARTMENT
REVENUES $2,265,311 $1,942,889 $1,809,324 $2,926,911 $2,472,525 Agenda Packet Page 166 of 446
83 Revenue Assumptions
The following provides general fund revenue assumptions for projections over $50,000 in the Department's budget. This includes the Economic Development Division (40-10), Planning Division (40- 30), and Building Services Division (40-40).

Revenue Assumptions (>$50k)
Account Amount Description of assumptions
40-10-46520 $145,000 Program Fees including Rent Registry, Parking Permits, Credit Cards, Cannabis Administration fees
40-10-46930 $90,000 Business License Admin Fee: Based on historic amount collected.

Amount set in the Master Fee Schedule.
40-30-46010 $125,000 Plan Check fees: Based on actual; conservative. Higher with major projects submitted. Planning receives 20% of Bldg Permit cost as Plan Check fees.
40-30-46520 $182,000 Development entitlements
40-40-42210 $750,000 Building Permits: Conservative estimate. 40-40-46010 $405,000 Plan Check Fees: Conservative estimate.

Major Expenditures
The following table contains general fund major expenditures in the Department with an increase from the previous fiscal year in the amount of $10,000 or above. This includes the Economic Development Division (40-10), Planning Division (40-30), and Building Services Division (40-40).

Major Expenditures (>$10k)
Account Amount Description
40-10-52190 $30,000 Represents technical and specialized support to support economic development, library planning, parking studies and affordable housing. (No change)
40-10-52230 $28,000 Includes Parking Permit, Rent Registry, Business License database costs. 40-30-52190 $60,000 Miscellaneous Professional Services, to provide Temporary Staff and specialized professional planning services
40-40-52130 $155,000 Architect/Engineering support for Plan Check services for smaller projects that exceed in-house capacity.
40-40-52190 $300,000 Temporary Building Inspectors: Commercial Inspector and Backup Inspector for jobs that are underway and additional volume; temp staff as necessary.
40-40-52230 $10,000 Other Technical Service: backlog cataloguing and scanning plans to Laserfiche.

Agenda Packet Page 167 of 446
84 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4600-Charges - Charges for Services
46520 Program Fees $26,022 $161,724 $114,119 $144,200 $145,000 46930 Business License Admin $0 $0 $89,589 $77,250 $90,000 Account Classification Total: 4600-Charges - Charges for Services $26,022 $161,724 $203,708 $221,450 $235,000 4800-Oth Revenu - Other Revenue
48010 Real Property Sales $78,170 $0 $0 $0 $0
48990 Other Misc Revenue $0 $0 $101,200 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $78,170 $0 $101,200 $0 $0 Division Total: 10 - Comm Dev-Econ Developmt $104,192 $161,724 $304,908 $221,450 $235,000 Division: 30 - Comm Dev-Planning
4600-Charges - Charges for Services
46010 Plan Check Fees $118,058 $102,982 $151,308 $120,000 $124,800 46520 Program Fees $318,445 $186,070 $267,682 $175,000 $182,000 Account Classification Total: 4600-Charges - Charges for Services $436,504 $289,052 $418,990 $295,000 $306,800 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $68,684 $50,250 ($33,415) $25,000 $0 Account Classification Total: 4800-Oth Revenu - Other Revenue $68,684 $50,250 ($33,415) $25,000 $0 Division Total: 30 - Comm Dev-Planning $505,188 $339,302 $385,575 $320,000 $306,800 Division: 40 - Comm Dev-Building Svcs
4000-Taxes - Property and Other Taxes
40910 Construction Tax $1,935 $2,811 $480 $1,500 $1,500 Account Classification Total: 4000-Taxes - Property and Other Taxes $1,935 $2,811 $480 $1,500 $1,500 4200-Lic & Perm - Licenses & Permits
42210 Building Permits $648,923 $635,150 $524,233 $1,000,000 $750,000 42220 Building Issuance Fee $54,641 $37,808 $39,902 $40,800 $42,432 42230 Electrical Permits $32,958 $44,242 $43,529 $40,800 $42,432 42240 Mechanical Permits $23,212 $32,325 $26,882 $25,500 $26,500 42260 Plumbing Permits $12,630 $30,145 $12,588 $25,500 $26,500 Account Classification Total: 4200-Lic & Perm - Licenses & Permits $772,364 $779,670 $647,135 $1,132,600 $887,864 4500-Intergov'l - Intergovernmental Revenues
45790 Other Local Reimbursement $571 $140 $0 $0 $0
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $571 $140 $0 $0 $0
4600-Charges - Charges for Services
46010 Plan Check Fees $518,212 $429,407 $337,954 $625,000 $405,000 46040 Rental Inspection Fees $36,623 $70,500 $774 $35,250 $35,250 46190 Other Planning/Insp Fees $10,272 $11,586 $18,142 $10,000 $15,000 46520 Program Fees $1,200 $300 $26,689 $800 $800
46920 Document Imaging Fee $21,596 $45,532 $34,614 $20,000 $25,000 Agenda Packet Page 168 of 446
85 Account Classification Total: 4600-Charges - Charges for Services $587,903 $557,325 $418,173 $691,050 $481,050 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $610 $0 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $610 $0 $0 $0 $0 Division Total: 40 - Comm Dev-Building Svcs $1,363,382 $1,339,946 $1,065,787 $1,825,150 $1,370,414 Department Total: 40 - Community Development $1,972,762 $1,840,971 $1,756,270 $2,366,600 $1,912,214 REVENUES Total $1,972,762 $1,840,971 $1,756,270 $2,366,600 $1,912,214

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5100-Persn - Personnel
51110 Regular Salaries & Wages $192,208 $233,034 $226,441 $236,782 $257,159 51120 Part-Time Permanent Salaries & Wages $1,020 $0 $0 $0 $0 51200 PARS Contribution $17 $31 $0 $0 $0
51210 PERS Contributions $22,461 $27,182 $27,596 $27,401 $27,738 51211 PERS UAL $38,694 $47,170 $52,525 $63,302 $67,088
51220 FICA/Medicare $13,249 $15,689 $16,777 $17,527 $21,406 51230 Medical Benefits $29,935 $33,816 $38,367 $28,983 $31,011 51235 Life & LTD Insurance $2,197 $2,642 $4,585 $2,079 $2,141 51240 Workers Compensation Premiums $15,435 $16,044 $11,749 $11,575 $21,828 51140 Overtime Pay $126 $205 $59 $0 $0
51150 Special Pay $260 $260 $270 $260 $260
51237 Allowances & Other Benefits $5,850 $4,725 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $321,453 $380,799 $378,369 $387,909 $428,631 5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $12,397 $0 $165 $2,000 $2,000 52190 Miscellaneous Prof Svcs $50,746 $36,634 $10,281 $20,000 $30,000 52230 Other Technical Services $53,320 $6,045 $20,650 $35,000 $28,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $116,463 $42,679 $31,096 $57,000 $60,000 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $410 $1,992 $392 $525 $1,000
54220 Mobile/Wireless Expenses $2,774 $3,811 $1,515 $1,441 $2,000 54240 Software Licenses & Maintenance $300 $600 $0 $0 $0 54310 Legal Notices & Advertise $1,301 $0 $0 $0 $0
54410 Printing & Binding $122 $589 $1,264 $1,000 $1,000 54610 Travel & Training $5,557 $1,986 $607 $4,500 $6,000 54910 Dues & Subscriptions $8,485 $1,737 $1,425 $3,000 $3,000 54920 Events & Field Trips $6,266 $3,118 $415 $2,500 $2,500 Account Classification Total: 5400-Other Svcs - Other Purchased Services $25,214 $13,834 $5,618 $12,966 $15,500
5500-Supplies - Supplies
55110 General Office Supplies $318 $150 $248 $482 $482
55120 Postage & Delivery $187 $457 $1,158 $772 $2,000
55130 Photocopying Charges $0 $0 $750 $473 $900
55220 Safety Supplies $0 $480 $0 $0 $0
55240 Clothing & Uniform Supply $0 $574 $0 $237 $600
55290 Other Operating Supplies $0 $786 $106 $0 $0
Account Classification Total: 5500-Supplies - Supplies $504 $2,446 $2,262 $1,964 $3,982 Agenda Packet Page 169 of 446
86 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $2,235 $3,881 $4,941 $2,576 $6,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $2,235 $3,881 $4,941 $2,576 $6,000 Division Total: 10 - Comm Dev-Econ Developmt $465,870 $443,638 $422,287 $462,415 $514,113 Division: 30 - Comm Dev-Planning
5100-Persn - Personnel
51110 Regular Salaries & Wages $264,888 $284,896 $285,897 $307,239 $374,725 51210 PERS Contributions $25,813 $29,157 $29,598 $38,290 $38,761 51211 PERS UAL $79,341 $82,111 $91,433 $87,049 $116,784 51220 FICA/Medicare $19,223 $20,113 $20,293 $25,248 $28,666 51230 Medical Benefits $69,507 $65,211 $73,918 $81,374 $87,070 51235 Life & LTD Insurance $2,994 $3,301 $3,245 $2,772 $2,855 51240 Workers Compensation Premiums $17,852 $18,557 $11,539 $15,648 $21,828 51140 Overtime Pay $564 $914 $118 $0 $0
51150 Special Pay $520 $520 $540 $520 $520
51155 One-Time Payouts $9,026 $7,993 $0 $0 $0
51237 Allowances & Other Benefits $5,550 $3,938 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $495,277 $516,711 $516,581 $558,140 $671,209 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $125,510 $24,070 $7,063 $46,242 $60,000 52190.1 Temp Staff in City Hall $0 $45,000 $0 $40,000 $0 52230 Other Technical Services $0 $0 $0 $0 $25,000
52240 Miscellaneous Services $0 $0 $0 $2,000 $2,000
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $125,510 $69,070 $7,063 $88,242 $87,000 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $827 $824 $796 $1,051 $1,051
54220 Mobile/Wireless Expenses $905 $720 $1,080 $0 $0
54240 Software Licenses & Maintenance $136 $750 $0 $298 $298 54310 Legal Notices & Advertise $8,837 $6,018 $4,061 $6,180 $6,180 54410 Printing & Binding $392 $128 $618 $2,060 $2,060
54610 Travel & Training $1,787 $580 $610 $4,500 $4,500
54910 Dues & Subscriptions $1,287 $1,330 $1,352 $1,766 $1,766 54920 Events & Field Trips $54 $0 $0 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $14,225 $10,351 $8,518 $15,855 $15,855
5500-Supplies - Supplies
55110 General Office Supplies $175 $0 $0 $473 $473
55120 Postage & Delivery $2,092 $1,371 $1,514 $1,893 $1,893 55130 Photocopying Charges $3,947 $1,685 $0 $5,678 $5,678 55290 Other Operating Supplies $222 $98 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $6,436 $3,154 $1,514 $8,044 $8,044 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $2,202 $3,272 $2,500 $3,500 Account Classification Total: 5600-Prop & Cap - Property & Capital $0 $2,202 $3,272 $2,500 $3,500 Division Total: 30 - Comm Dev-Planning $641,447 $601,487 $536,947 $672,781 $785,608 Division: 40 - Comm Dev-Building Svcs
5100-Persn - Personnel
51110 Regular Salaries & Wages $538,628 $637,263 $461,657 $611,399 $824,423 Agenda Packet Page 170 of 446
87 51210 PERS Contributions $54,563 $62,016 $50,514 $63,685 $64,468 51211 PERS UAL $87,885 $103,949 $115,750 $77,843 $147,843 51220 FICA/Medicare $39,133 $44,439 $38,469 $52,640 $64,693 51230 Medical Benefits $110,980 $137,495 $128,090 $145,795 $156,000 51235 Life & LTD Insurance $6,155 $14,785 $5,892 $5,720 $5,891 51240 Workers Compensation Premiums $41,376 $42,913 $33,566 $32,796 $38,198 51140 Overtime Pay $935 $3,674 $3,485 $2,080 $2,080
51142 Straight OT $0 $0 $43 $0 $0
51150 Special Pay $770 $520 $540 $1,820 $1,820
51155 One-Time Payouts $8,172 $0 $24,428 $0 $0
51237 Allowances & Other Benefits $5,550 $3,938 $0 $0 $0 51242 Workers Compensation Pay (In Lieu of Salary) $0 $0 $7,096 $0 $0 Account Classification Total: 5100-Persn - Personnel $894,148 $1,050,991 $869,530 $993,778 $1,305,416 5200-Prof Svcs - Purchased Professional & Technical Services 52130 Architect/Engineering Svc $146,437 $3,510 $188 $0 $155,000 52130.1 Small Projects $0 $16,947 $33,803 $80,000 $0
52130.2 Major Projects $0 $113,107 $6,687 $150,000 $0
52130.4 Solar Plan Review $0 $5,482 $22,017 $182,000 $0 52190 Miscellaneous Prof Svcs $322,285 ($36,007) $1,268 $445,521 $300,000 52190.1 Temp Staff in City Hall $0 $93,143 $313,209 $125,000 $0 52190.2 Temp Inspector $0 $108,570 $179,857 $65,000 $0
52190.3 Temp Code Enforcement $0 $48,315 $0 $0 $0
52190.4 Misc Administrative Assistance $0 $0 $40,376 $0 $0 52230 Other Technical Services $5,552 $0 $0 $10,000 $25,000 52240 Miscellaneous Services $17,249 $20,089 $5,416 $0 $0 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $491,523 $373,155 $602,820 $1,057,521 $480,000 5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc $2,255 $10,505 $9,240 $3,000 $4,500 53320 Vehicle & Equipment Lease $0 $0 $0 $8,700 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $2,255 $10,505 $9,240 $11,700 $4,500
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $1,446 $1,439 $2,167 $1,225 $4,000 54220 Mobile/Wireless Expenses $2,030 $720 $310 $830 $1,000 54230 Internet Services $825 $0 $0 $1,448 $1,448
54240 Software Licenses & Maintenance $556 $1,650 $8,470 $745 $2,000 54310 Legal Notices & Advertise $0 $324 $0 $0 $0
54410 Printing & Binding $247 $256 $180 $500 $500
54610 Travel & Training $7,663 $5,243 $1,365 $7,210 $10,000 54910 Dues & Subscriptions $640 $725 $342 $1,060 $3,000 54920 Events & Field Trips $713 $0 $0 $0 $0
54990 Other Administrative Svcs $0 $2,052 $2,527 $1,843 $1,843 Account Classification Total: 5400-Other Svcs - Other Purchased Services $14,120 $12,409 $15,360 $14,861 $23,791
5500-Supplies - Supplies
55110 General Office Supplies $115 $53 $18 $1,419 $1,419 55120 Postage & Delivery $717 $379 $252 $946 $946
55130 Photocopying Charges $1,981 $970 $0 $2,366 $2,366 55210 Fuel $2,084 $2,078 $2,207 $1,930 $1,930
Agenda Packet Page 171 of 446
88 55220 Safety Supplies $774 $331 $0 $331 $331
55240 Clothing & Uniform Supply $130 $29 $194 $709 $709 55250 Vehicle & Equip Supplies $18 $137 $0 $0 $0
55290 Other Operating Supplies $1,027 $971 $310 $0 $5,000 55520 Building Supplies $251 $216 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $7,097 $5,164 $2,980 $7,701 $12,701 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $5,616 $8,175 $10,940 $2,500 $5,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $5,616 $8,175 $10,940 $2,500 $5,000 5800-Financing - Financing Costs
58250 Cash Over/Short $0 ($44) ($430) $0 $0
58920 Bank & Credit Card Fees $0 $0 $62,997 $50,000 $50,000 Account Classification Total: 5800-Financing - Financing Costs $0 ($44) $62,567 $50,000 $50,000 Division Total: 40 - Comm Dev-Building Svcs $1,414,759 $1,460,355 $1,573,437 $2,138,061 $1,881,408 Department Total: 40 - Community Development $2,522,076 $2,505,481 $2,532,671 $3,273,257 $3,181,129 Department: 60 - Economic Development
Division: 20 - Economic Development
5400-Other Svcs - Other Purchased Services
54920 Events & Field Trips $22 $0 $0 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $22 $0 $0 $0 $0
Division Total: 20 - Economic Development $22 $0 $0 $0 $0 Department Total: 60 - Economic Development $22 $0 $0 $0 $0 EXPENSES Total $2,522,098 $2,505,481 $2,532,671 $3,273,257 $3,181,129 Fund REVENUE Total: 101 - General Fund $1,972,762 $1,840,971 $1,756,270 $2,366,600 $1,912,214 Fund EXPENSE Total: 101 - General Fund $2,522,098 $2,505,481 $2,532,671 $3,273,257 $3,181,129 Fund Total: 101 - General Fund ($549,336) ($664,509) ($776,401) ($906,657) ($1,268,915) Fund: 221 - Grants

REVENUES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4500-Intergov'l - Intergovernmental Revenues
45440 State Grant-Operating $62,108 $0 $5,703 $0 $0
45790 Other Local Reimbursement $130,558 $0 $0 $395,511 $395,511 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $192,666 $0 $5,703 $395,511 $395,511
Division Total: 10 - Comm Dev-Econ Developmt $192,666 $0 $5,703 $395,511 $395,511 Department Total: 40 - Community Development $192,666 $0 $5,703 $395,511 $395,511 REVENUES Total $192,666 $0 $5,703 $395,511 $395,511

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs ($11,073) $52,257 $5,880 $395,511 $395,511 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services ($11,073) $52,257 $5,880 $395,511 $395,511 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $0 $38 $0 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $0 $38 $0 $0 $0
Agenda Packet Page 172 of 446
89 5500-Supplies - Supplies
55130 Photocopying Charges $846 $433 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $846 $433 $0 $0 $0 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $0 $2,707 $0 $0
Account Classification Total: 5600-Prop & Cap - Property & Capital $0 $0 $2,707 $0 $0 Division Total: 10 - Comm Dev-Econ Developmt ($10,227) $52,727 $8,587 $395,511 $395,511 Division: 30 - Comm Dev-Planning
5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $0 $0 $73,281 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $0 $0 $73,281 $0 $0
Division Total: 30 - Comm Dev-Planning $0 $0 $73,281 $0 $0 Department Total: 40 - Community Development ($10,227) $52,727 $81,868 $395,511 $395,511 EXPENSES Total ($10,227) $52,727 $81,868 $395,511 $395,511 Fund REVENUE Total: 221 - Grants $192,666 $0 $5,703 $395,511 $395,511 Fund EXPENSE Total: 221 - Grants ($10,227) $52,727 $81,868 $395,511 $395,511 Fund Total: 221 - Grants $202,893 ($52,727) ($76,165) $0 $0 Fund: 230 - Municipal Services Corp

REVENUES
Department: 60 - Economic Development
Division: 20 - Economic Development
4400-Use of Prp - Use of Money and Property
44210 Property Leases $25,054 $0 $0 $0 $0
Account Classification Total: 4400-Use of Prp - Use of Money and Property $25,054 $0 $0 $0 $0
Division Total: 20 - Economic Development $25,054 $0 $0 $0 $0 Department Total: 60 - Economic Development $25,054 $0 $0 $0 $0 REVENUES Total $25,054 $0 $0 $0 $0

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5400-Other Svcs - Other Purchased Services
54310 Legal Notices & Advertise $0 $0 $774 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $0 $0 $774 $0 $0
Division Total: 10 - Comm Dev-Econ Developmt $0 $0 $774 $0 $0 Department Total: 40 - Community Development $0 $0 $774 $0 $0 Department: 60 - Economic Development
Division: 20 - Economic Development
5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $45 $0 $0 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $45 $0 $0 $0 $0
5300-Prop Svcs - Purchased Property Services
53990 Other Property Services $1,201 $549 $615 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $1,201 $549 $615 $0 $0
5600-Prop & Cap - Property & Capital
56920 Loss on Land Held for Redevelopment ($1,420,347) $0 $352,297 $0 $0 Agenda Packet Page 173 of 446
90 Account Classification Total: 5600-Prop & Cap - Property & Capital ($1,420,347) $0 $352,297 $0 $0 5900-Oth Financ - Other Financing Uses
59300 Extraordinary Gain/(Loss) $4,660,000 $0 $350,000 $0 $0 Account Classification Total: 5900-Oth Financ - Other Financing Uses $4,660,000 $0 $350,000 $0 $0
Division Total: 20 - Economic Development $3,240,899 $549 $702,912 $0 $0 Department Total: 60 - Economic Development $3,240,899 $549 $702,912 $0 $0 EXPENSES Total $3,240,899 $549 $703,686 $0 $0
Fund REVENUE Total: 230 - Municipal Services Corp $25,054 $0 $0 $0 $0 Fund EXPENSE Total: 230 - Municipal Services Corp $3,240,899 $549 $703,686 $0 $0 Fund Total: 230 - Municipal Services Corp ($3,215,844) ($549) ($703,686) $0 $0 Fund: 232 - City LMI Housing Fund

REVENUES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4400-Use of Prp - Use of Money and Property
44010 Interest Income $74,829 $101,918 $47,132 $0 $0
Account Classification Total: 4400-Use of Prp - Use of Money and Property $74,829 $101,918 $47,132 $0 $0
4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $0 $0 $219 $164,800 $164,800
Account Classification Total: 4800-Oth Revenu - Other Revenue $0 $0 $219 $164,800 $164,800 Division Total: 10 - Comm Dev-Econ Developmt $74,829 $101,918 $47,351 $164,800 $164,800 Department Total: 40 - Community Development $74,829 $101,918 $47,351 $164,800 $164,800 REVENUES Total $74,829 $101,918 $47,351 $164,800 $164,800

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $908 $3,355 $523 $25,750 $25,750 52190 Miscellaneous Prof Svcs $358 $2,460 $11,991 $15,450 $15,450 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $1,265 $5,815 $12,513 $41,200 $41,200 5300-Prop Svcs - Purchased Property Services
53111 Utilities-Water & Sewer $8,281 $10,112 $2,133 $10,000 $10,000 53990 Other Property Services $0 $1 $0 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $8,281 $10,113 $2,133 $10,000 $10,000
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses ($4) $0 $0 $515 $515
54220 Mobile/Wireless Expenses $1 $0 $0 $0 $0
54310 Legal Notices & Advertise $0 $0 $413 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services ($4) $0 $413 $515 $515
5500-Supplies - Supplies
55130 Photocopying Charges $846 $433 $0 $1,030 $1,030
Account Classification Total: 5500-Supplies - Supplies $846 $433 $0 $1,030 $1,030 5900-Oth Financ - Other Financing Uses
59110 Loans & Grants $0 $1,210 $0 $154,500 $154,500
Account Classification Total: 5900-Oth Financ - Other Financing Uses $0 $1,210 $0 $154,500 $154,500
Division Total: 10 - Comm Dev-Econ Developmt $10,389 $17,571 $15,059 $207,245 $207,245 Agenda Packet Page 174 of 446
91 Department Total: 40 - Community Development $10,389 $17,571 $15,059 $207,245 $207,245 Department: 60 - Economic Development
Division: 20 - Economic Development
5300-Prop Svcs - Purchased Property Services
53220 Sign & Signal Maint Svc $0 $29 $0 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $29 $0 $0 $0
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $286 $281 $294 $283 $283
Account Classification Total: 5400-Other Svcs - Other Purchased Services $286 $281 $294 $283 $283
Division Total: 20 - Economic Development $286 $310 $294 $283 $283 Department Total: 60 - Economic Development $286 $310 $294 $283 $283 EXPENSES Total $10,675 $17,881 $15,353 $207,528 $207,528 Fund REVENUE Total: 232 - City LMI Housing Fund $74,829 $101,918 $47,351 $164,800 $164,800 Fund EXPENSE Total: 232 - City LMI Housing Fund $10,675 $17,881 $15,353 $207,528 $207,528 Fund Total: 232 - City LMI Housing Fund $64,154 $84,037 $31,998 ($42,728) ($42,728) REVENUE GRAND Totals: $2,265,311 $1,942,889 $1,809,324 $2,926,911 $2,472,525 EXPENSE GRAND Totals: $5,763,445 $2,576,638 $3,333,577 $3,876,296 $3,784,168 Agenda Packet Page 175 of 446
92 Agenda Packet Page 176 of 446
93 SECTION 5:

FINANCE DEPARTMENT
The mission of the Finance Department is to support the financial and fiscal sustainability of the City, its agencies and corporations; and to ensure their activities are performed, recorded and presented in compliance with professional and ethical standards.

DEPARTMENT OVERVIEW
The Finance Department administers the financial affairs of the City, with particular focus on the following functions and activities:

Budget and Treasury
• Compiles and produces external documents, e.g. the Annual Budget, the Annual Capital Improvement Budget, and the Annual Financial Report
• Compiles data and statistics, and develops financial analysis and revenue forecasts • Leads the City’s budgeting and financial planning activities • Manages cash flow, investments and the issuance and maintenance of outstanding debt • Ensures that the City’s various assessments and taxes are appropriately placed on the County’s property tax bill
• Coordinates the annual update of the City’s Master Fee Schedule • Records and accounts for all receipts and disbursements of cash in all City bank accounts • Administers fiscal controls and policies
Accounting
• Responsible for the internal control auditing functions of the City, its agencies and corporations • Manages general accounting, payroll preparation and reporting, accounts payable and receivable functions, financial analysis, special grants and funds accounting • Administers and controls the City's financial management information systems • Administers internal and external financial information reporting • Prepares periodic and annual comprehensive financial reports for the City, its agencies and corporations, and the annual State Controller Reports
Municipal Services
• Responds to requests for financial information from state and local agencies and provides general customer service support
• Assists departments that manage, the purchase, lease, or disposition and development of real property assets of the City, its agencies and corporations to maximize both ongoing and one-time revenue
• Provides staff support to the City’s Financial Advisory Board (FAB) Agenda Packet Page 177 of 446
94 • Assists the El Cerrito Redevelopment Agency Successor Agency, providing staff support to its governing board, managing its Recognized Obligation Payment Schedule process • Serves as the fiduciary agent for the El Cerrito Municipal Services Corporation, including revenue collection; disbursements for its projects, programs, and grant making; property management; and performance of its obligations under the Cooperation Agreement with the former Redevelopment Agency and performance deeds of trust on properties acquired from the former Redevelopment Agency
• Manages special projects such as tax elections, deployment of OpenGov, legislative review, sales tax audits, and internal control/agreed upon procedures audits, and cost allocation Organizational Structure
The Finance Department’s organizational structure is shown on Chart 5-1. A Finance Technician position is proposed to be updated to an Accountant I position to provide increased support to the Department:

Position Listing
Table 5-1 shows the position listing for the Department.

Table 5-1
Finance Department Position Listing
FINANCE DEPARTMENT FY 2018-
19 FY 2019-
20 FY 2020-
21 FY 2021-
22 FY 2022-
23 Finance Director/City Treasurer 1 1 1 1 1
Accounting Supervisor 1 1 1 0 0
Finance Supervisor 0 0 0 1 1
Accountant II/Mgt. Analyst III 1 1 1 0 0
Senior Accountant 0 0 0 1 1
Account Clerk/Clerk Technician 3 3 3 0 0
Finance Technician 0 0 0 2 2
Senior Finance Technician 0 0 0 1 1
FINANCE DEPARTMENT TOTAL 6 6 6 6 6
Agenda Packet Page 178 of 446
95 FY 2021-2022 HIGHLIGHTS
Issued a Tax Revenue Anticipation Note (TRAN) to fund cash flow needs.

Completed the Annual Comprehensive Financial Report (ACFR) and, through fiscal discipline, achieved a clean audit with a positive General Fund balance, and which no longer carries a "going concern" designation.

Recruited, hired, and onboarded a new Finance Director/City Treasurer Successfully provided services despite depleted Finance staffing, remote work, furloughs, and COVID19 impacts through use of consulting services and staff taking on additional challenges.

Met all reporting, disclosure, and payroll deadlines.

FY 2022-2023 FOCUS
Ensure cash flow needs are met throughout the year.

Provide the City Council with timely Financial Reports.

Complete State and external audit requirements
Agenda Packet Page 179 of 446
96 FINANCE DEPARTMENT BUDGET SUMMARY
Finance Department Expenditures (1050)
All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Personnel Services $950,737 $1,038,499 $939,272 $1,023,208 $1,088,396 Purchased Professional &
Technical Services $407,654 $389,775 $301,034 $355,000 $385,000 Other Purchased Services $14,463 $20,089 $6,275 $41,039 $41,039 Supplies $10,514 $8,708 $6,189 $9,462 $9,462
Property & Capital $2,325 $2,352 $2,330 $5,000 $5,000
Financing Costs $189,771 $209,872 $40,714 $50,000 $50,000 Other Financing Uses $666,434 $669,865 $0 $0 $0
Total Expenditures $2,241,898 $2,339,161 $1,295,815 $1,483,709 $1,578,897 Measure A Parcel Tax Fund
(206 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional &
Technical Services $12,000 $5,204 $0 $0 $0
Other Financing Uses $411,730 $411,730 $187,014 $0 $0
Total Expenditures $423,730 $416,934 $187,014 $0 $0
Street Improvement &
Maintenance (211 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional &
Technical Services $1,325 $1,450 $1,225 $1,600 $5,000
Other Financing Uses $704,400 $702,900 $706,300 $706,300 $702,100 Total Expenditures $705,725 $704,350 $707,525 $707,900 $707,100 Pension Trust Sect 401-A (701 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional &
Technical Services $0 $0 $0 $0 $0
Other Financing Uses $85,774 $89,205 $89,205 $85,000 $85,000 Total Expenditures $85,774 $89,205 $89,205 $85,000 $85,000 Finance Authority Debt Service
Fund (834)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Financing Costs $357,364 $357,464 $187,015 $0 $0
Total Expenditures $357,364 $357,464 $187,015 $0 $0
City Hall Bond Debt Service
Fund (835 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased
Professional/Technical Services $150 $5,000
Financing Costs $579,763 $579,163 $580,613 $580,613 $577,763 Total Expenditures
$
579,763
$
579,163
$
580,613
$
580,763
$
582,763
Street Improvement Bond Debt
Service Fund (836)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Agenda Packet Page 180 of 446
97 Purchased
Professional/Technical Services $0 $0 $0 $0 $5,000
Financing Costs $704,400 $702,900 $706,300 $706,300 $702,100 Total Expenditures $704,400 $702,900 $706,300 $706,300 $707,100 Finance Department Revenues
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Intergovernmental $2,816 $0 $0 $0 $0
Charges for Services $73,534 $112,357 $3,712 $0 $0
Other Revenue $31,100 $25,371 $15,473 $10,000 $10,000
Total Revenues $107,450 $137,728 $19,184 $10,000 $10,000

TOTAL DEPARTMENT
EXPENDITURES $1,575,464 $1,669,296 $1,295,815 $1,483,709 $1,578,897

TOTAL DEBT SERVICE &
PENSION $3,523,190 $3,519,880 $2,457,671 $2,079,963 $2,081,963

TOTAL DEPARTMENT
REVENUES $107,450 $137,728 $19,184 $10,000 $10,000
Major Expenditures
The following table contains general fund major expenditures in the Finance Department (10-50) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
10-50-52110 $100,000 Contra Costa County Property Tax Admin & Collection fees, previously $92,000. Increase due to increase in taxes.
10-50-52120 $49,000 External Auditor services
10-50-52120 $81,000 NHA, Jones Hall, S&P Services
10-50-52190 $20,000 Bartel, HdL, Fraser, Willdan Professional services contracts - ranges from $2,000 - $10,000 depending on the extent of services needed. 10-50-52230 $45,000 OpenGov Budget Builder, Transparency Portal and Budget Book software annual contract, for 5 years ending 2023.
10-50-52230 $60,000 Citywide New World ERP software annual contract with Tyler, used primarily by the Finance Department, previously $58,400.

Agenda Packet Page 181 of 446
98 FINANCE DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 10 - Administration
Division: 50 - Finance Department
4500-Intergov'l - Intergovernmental Revenues
45550 OES Reimbursement $2,816 $0 $0 $0 $0
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $2,816 $0 $0 $0 $0
4600-Charges - Charges for Services
46520 Program Fees -$14,297 $23,761 $3,378 $0 $0
46930 Business License Admin $87,831 $88,596 $334 $0 $0 Account Classification Total: 4600-Charges - Charges for Services $73,534 $112,357 $3,712 $0 $0 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $20,768 $13,250 $11,582 $0 $0
48995 Cal Card Rebate Revenue $10,332 $12,121 $3,891 $10,000 $10,000 Account Classification Total: 4800-Oth Revenu - Other Revenue $31,100 $25,371 $15,473 $10,000 $10,000 Division Total: 50 - Finance Department $107,450 $137,728 $19,184 $10,000 $10,000 Department Total: 10 - Administration $107,450 $137,728 $19,184 $10,000 $10,000 REVENUES Total $107,450 $137,728 $19,184 $10,000 $10,000

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5100-Persn - Personnel
51110 Regular Salaries & Wages $548,592 $625,279 $525,711 $575,392 $658,347 51120 Part-Time Permanent Salaries &
Wages $490 $908 $0 $1,000 $1,000
51200 PARS Contribution $8 $16 $0 $0 $0
51210 PERS Contributions $54,772 $64,378 $64,943 $66,556 $67,374 51211 PERS UAL $102,663 $111,810 $124,505 $151,238 $157,025 51220 FICA/Medicare $39,605 $41,139 $39,852 $42,325 $46,921 51230 Medical Benefits $156,706 $132,642 $117,907 $129,181 $100,181 51235 Life & LTD Insurance $3,751 $7,106 $9,669 $4,334 $4,347 51240 Workers Compensation Premiums $31,985 $33,151 $26,086 $25,722 $32,741 51140 Overtime Pay $664 $1,595 $3,943 $4,160 $4,160
51150 Special Pay $2,350 $2,750 $2,350 $1,300 $1,300
51155 One-Time Payouts $0 $8,276 $24,307 $22,000 $15,000 51237 Allowances & Other Benefits $9,150 $9,450 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $950,737 $1,038,499 $939,272 $1,023,208 $1,088,396 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $55,096 $74,374 $76,008 $100,000 $100,000 52120 Legal & Financial Svcs $140,184 $145,462 $132,454 $130,000 $130,000 52190 Miscellaneous Prof Svcs $86,224 $57,258 $7,066 $20,000 $20,000 52230 Other Technical Services $122,519 $108,239 $84,891 $105,000 $135,000 Agenda Packet Page 182 of 446
99 52240 Miscellaneous Services $3,631 $4,442 $615 $0 $0 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $407,654 $389,775 $301,034 $355,000 $385,000 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $3,423 $3,441 $3,564 $4,120 $4,120 54220 Mobile/Wireless Expenses $2,132 $2,247 $2,076 $750 $750 54230 Internet Services $0 $0 $0 $3,500 $3,500
54240 Software Licenses & Maintenance $901 $12,857 $0 $20,000 $20,000 54310 Legal Notices & Advertise $0 $0 $0 $309 $309
54410 Printing & Binding $3,947 $1,040 $0 $3,605 $3,605 54610 Travel & Training $1,844 -$77 $0 $6,180 $6,180
54910 Dues & Subscriptions $2,217 $582 $635 $2,575 $2,575 Account Classification Total: 5400-Other Svcs - Other Purchased Services $14,463 $20,089 $6,275 $41,039 $41,039
5500-Supplies - Supplies
55110 General Office Supplies $4,437 $2,608 $1,973 $3,312 $3,312 55120 Postage & Delivery $4,865 $4,635 $4,216 $4,258 $4,258 55130 Photocopying Charges $1,160 $927 $0 $1,419 $1,419 55290 Other Operating Supplies $52 $539 $0 $473 $473
Account Classification Total: 5500-Supplies - Supplies $10,514 $8,708 $6,189 $9,462 $9,462 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $2,325 $2,352 $2,330 $5,000 $5,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $2,325 $2,352 $2,330 $5,000 $5,000 5800-Financing - Financing Costs
58110 Principal Payments $101,346 $104,153 $0 $0 $0
58120 Interest Payments $29,126 $26,320 $0 $0 $0
58230 Fines & Penalties $5,410 $710 $4,980 $0 $0
58250 Cash Over/Short -$2 -$3 $0 $0 $0
58920 Bank & Credit Card Fees $53,890 $78,692 $35,734 $50,000 $50,000 Account Classification Total: 5800-Financing - Financing Costs $189,771 $209,872 $40,714 $50,000 $50,000 5900-Oth Financ - Other Financing Uses
59990.701 Operating Xfer OutPENS $85,774 $89,205 $0 $0 $0 59990.835 Operating Xfer Out-CHALL $580,660 $580,660 $0 $0 $0 Account Classification Total: 5900-Oth Financ - Other Financing Uses $666,434 $669,865 $0 $0 $0
Division Total: 50 - Finance Department $2,241,898 $2,339,161 $1,295,815 $1,483,709 $1,578,897 Department Total: 10 - Administration $2,241,898 $2,339,161 $1,295,815 $1,483,709 $1,578,897 EXPENSES Total $2,241,898 $2,339,161 $1,295,815 $1,483,709 $1,578,897 Fund REVENUE Total: 101 - General Fund $107,450 $137,728 $19,184 $10,000 $10,000 Fund EXPENSE Total: 101 - General Fund $2,241,898 $2,339,161 $1,295,815 $1,483,709 $1,578,897 Fund Total: 101 - General Fund -$2,134,448 -$2,201,433 -$1,276,630 -$1,473,709 -$1,568,897 Fund: 206 - Measure A Parcel Tax

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $12,000 $5,204 $0 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $12,000 $5,204 $0 $0 $0 5900-Oth Financ - Other Financing Uses
Agenda Packet Page 183 of 446
100
59990.101 Operating Xfer Out-GEN $51,000 $51,000 $0 $0 $0 59990.834 Operating Xfer Out-FIN $360,730 $360,730 $187,014 $0 $0 Account Classification Total: 5900-Oth Financ - Other Financing Uses $411,730 $411,730 $187,014 $0 $0
Division Total: 50 - Finance Department $423,730 $416,934 $187,014 $0 $0 Department Total: 10 - Administration $423,730 $416,934 $187,014 $0 $0 EXPENSES Total $423,730 $416,934 $187,014 $0 $0
Fund REVENUE Total: 206 - Measure A Parcel Tax
Fund EXPENSE Total: 206 - Measure A Parcel Tax $423,730 $416,934 $187,014 $0 $0 Fund Total: 206 - Measure A Parcel Tax -$423,730 -$416,934 -$187,014 $0 $0 Fund: 211 - Street Improvemt & Maint

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $1,325 $1,450 $1,225 $1,600 $5,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $1,325 $1,450 $1,225 $1,600 $5,000 5900-Oth Financ - Other Financing Uses
59990.836 Operating Xfer Out-ST IMP $704,400 $702,900 $706,300 $706,300 $702,100 Account Classification Total: 5900-Oth Financ - Other Financing Uses $704,400 $702,900 $706,300 $706,300 $702,100
Division Total: 50 - Finance Department $705,725 $704,350 $707,525 $707,900 $707,100 Department Total: 10 - Administration $705,725 $704,350 $707,525 $707,900 $707,100 EXPENSES Total $705,725 $704,350 $707,525 $707,900 $707,100 Fund REVENUE Total: 211 - Street Improvemt & Maint
Fund EXPENSE Total: 211 - Street Improvemt & Maint $705,725 $704,350 $707,525 $707,900 $707,100 Fund Total: 211 - Street Improvemt & Maint -$705,725 -$704,350 -$707,525 -$707,900 -$707,100 Fund: 701 - Pension Trust Sect 401-A

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5800-Financing - Financing Costs
58810 Retiree Pension $85,774 $89,205 $89,205 $85,000 $85,000 Account Classification Total: 5800-Financing - Financing Costs $85,774 $89,205 $89,205 $85,000 $85,000 Division Total: 50 - Finance Department $85,774 $89,205 $89,205 $85,000 $85,000 Department Total: 10 - Administration $85,774 $89,205 $89,205 $85,000 $85,000 EXPENSES Total $85,774 $89,205 $89,205 $85,000 $85,000
Fund REVENUE Total: 701 - Pension Trust Sect 401-A
Fund EXPENSE Total: 701 - Pension Trust Sect 401-A $85,774 $89,205 $89,205 $85,000 $85,000 Fund Total: 701 - Pension Trust Sect 401-A -$85,774 -$89,205 -$89,205 -$85,000 -$85,000 Fund: 834 - Finance Authority Debt Sv

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5800-Financing - Financing Costs
58110 Principal Payments $343,500 $350,400 $185,200 $0 $0 58120 Interest Payments $13,864 $7,064 $1,815 $0 $0
Agenda Packet Page 184 of 446
101
Account Classification Total: 5800-Financing - Financing Costs $357,364 $357,464 $187,015 $0 $0 Division Total: 50 - Finance Department $357,364 $357,464 $187,015 $0 $0 Department Total: 10 - Administration $357,364 $357,464 $187,015 $0 $0 EXPENSES Total $357,364 $357,464 $187,015 $0 $0
Fund REVENUE Total: 834 - Finance Authority Debt Sv
Fund EXPENSE Total: 834 - Finance Authority Debt Sv $357,364 $357,464 $187,015 $0 $0 Fund Total: 834 - Finance Authority Debt Sv -$357,364 -$357,464 -$187,015 $0 $0 Fund: 835 - City Hall Bond D/S

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $0 $0 $0 $150 $5,000
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $0 $0 $0 $150 $5,000
5800-Financing - Financing Costs
58110 Principal Payments $280,000 $285,000 $295,000 $295,000 $310,000 58120 Interest Payments $299,763 $294,163 $285,613 $285,613 $267,763 Account Classification Total: 5800-Financing - Financing Costs $579,763 $579,163 $580,613 $580,613 $577,763 Division Total: 50 - Finance Department $579,763 $579,163 $580,613 $580,763 $582,763 Department Total: 10 - Administration $579,763 $579,163 $580,613 $580,763 $582,763 EXPENSES Total $579,763 $579,163 $580,613 $580,763 $582,763 Fund REVENUE Total: 835 - City Hall Bond D/S
Fund EXPENSE Total: 835 - City Hall Bond D/S $579,763 $579,163 $580,613 $580,763 $582,763 Fund Total: 835 - City Hall Bond D/S -$579,763 -$579,163 -$580,613 -$580,763 -$582,763 Fund: 836 - Street Imp Bond D/S

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $0 $0 $0 $0 $5,000
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $0 $0 $0 $0 $5,000
5800-Financing - Financing Costs
58110 Principal Payments $325,000 $330,000 $340,000 $523,150 $360,000 58120 Interest Payments $379,400 $372,900 $366,300 $183,150 $342,100 Account Classification Total: 5800-Financing - Financing Costs $704,400 $702,900 $706,300 $706,300 $702,100 Division Total: 50 - Finance Department $704,400 $702,900 $706,300 $706,300 $707,100 Department Total: 10 - Administration $704,400 $702,900 $706,300 $706,300 $707,100 EXPENSES Total $704,400 $702,900 $706,300 $706,300 $707,100 Fund REVENUE Total: 836 - Street Imp Bond D/S
Fund EXPENSE Total: 836 - Street Imp Bond D/S $704,400 $702,900 $706,300 $706,300 $707,100 Fund Total: 836 - Street Imp Bond D/S -$704,400 -$702,900 -$706,300 -$706,300 -$707,100 REVENUE GRAND Totals: $107,450 $137,728 $19,184 $10,000 $10,000 EXPENSE GRAND Totals: $5,098,654 $5,189,176 $3,753,486 $3,563,672 $3,660,860 Agenda Packet Page 185 of 446
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SECTION 6:

FIRE DEPARTMENT
The Fire Department’s mission is to enhance community safety by reducing loss of life and property and safeguarding the environment by effectively responding to fires, rescues, and medical emergencies, hazardous material incidents, and major disasters. As an all risk Department, this mission is achieved by helping the community reduce the frequency and severity of these emergencies by providing public education programs; reducing threats to public safety by enforcing laws, codes, and ordinances covering fire and life safety; abating identified fire hazards on City, private, and other agencies’ property; and maintaining personnel, apparatus, equipment, and facilities in a constantly ready condition.

DEPARTMENT OVERVIEW
The Fire Department’s primary responsibility is to keep the residents of El Cerrito and Kensington as safe as possible by developing, providing, and maintaining cost-effective fire prevention, fire suppression, and advanced emergency services.

The Department operates two fire stations: Station 71 on San Pablo Avenue and Station 72 on Arlington Boulevard. Since 1995, the Fire Department has contracted with the Kensington Fire Protection District to provide the same fire services to the unincorporated area of Kensington, adjacent to El Cerrito. This contract increases the level of service and continuity offered to both communities. The contract provides for the Fire Department to staff the station, provide fire prevention services, and all other services that the Department provides to the City. The Fire District maintains ownership of the Station and equipment.

The amount of the contract is proportionately related to the budgeted costs for the Department each fiscal year. Services to the Kensington Fire Protection District represent approximately 30% of the Fire Department’s expenditures.

The Department is able to provide a timely and appropriate level of response through automatic aid response agreements with the City of Richmond Fire Department, the Contra Costa County Fire Protection District, the City of Albany Fire Department, and the City of Berkeley Fire Department. These active partnerships utilize the combined resources of all four agencies to serve the area irrespective of jurisdictional lines.

Department personnel also assist when requested through the use of the State’s Master Mutual Aid Program and can be sent all over the western states to assist others in need. In addition, the Department staffs one California State Office of Emergency Services (OES) engine that can be called upon to respond throughout the State for major emergencies or disasters. Common staffing, training, apparatus, and performance standards ensures reciprocity of services.

Prevention and preparedness are key priorities for the Fire Department. The Department is responsible for the City’s Emergency Operations Center (EOC) and updating of the City’s Emergency Operations Plan in the event of a major disaster that affects El Cerrito and Kensington. Additionally, the Department plans to restart the Community Emergency Response Teams (CERT) program that trains citizens to be selfsufficient in the event of an emergency now that Covid restrictions have eased. The Department also Agenda Packet Page 187 of 446
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conducts outreach and educational opportunities to residents, businesses, and schools in order to inform the public about fire prevention and emergency preparedness techniques.

Overall Department Goals
The overall goals of the Fire Department are to:
• Continue to serve as an all-risk Department providing fire suppression, medical care and facilitate rescues as required
• Continue to safely provide excellent emergency medical services in a post pandemic era • Educate the public on fire safety in a Very High Fire Hazard Severity Zone • Continue the Department's Vegetation Reduction Program • Start offering CPR/First aid and CERT training as safety protocols allow • Reduce overtime without decreasing services to provide overall cost savings to the budget Organizational Structure
The Fire Department’s resources are organized into four divisions: Fire Prevention, Training, Operations/EMS, and Support Services. Staffing for these divisions is assigned to the three shift Battalion Chiefs, one 40-hour per week Battalion/Training Chief and the Fire Chief. The Fire Chief provides management and oversight to these four divisions.

Fire Prevention Division
The A Shift Battalion Chief serves as the Fire Marshal and oversees the Fire Prevention Division. The full fire prevention program includes development, interpretation, and enforcement of codes; review of construction plans; testing of fire protection systems; abatement of identified hazards; and educational programs for the public. A key component of this fire prevention is vegetation management on City, private, and public lands to minimize the effects of a wildland/urban interface fire and resulting structural conflagration. A Fire Prevention Officer provides code enforcement, specialized inspections, and coordination of the Department’s line and staff prevention duties.

Training Division
A significant portion of the Fire Department's resources are dedicated to the task of maintaining departmental resources in a ready state. A department Battalion Chief serves as the company Training Officer. All personnel must maintain a high skill level for a diverse range of responsibilities. Many of these skills must be tested and certified annually. Training is both a daily priority and a program vital to providing emergency services. Complex equipment and apparatus require continual testing and training.

The neighborhood disaster preparedness component of the Department's public education program, known as the CERT Program (Community Emergency Response Team), is also managed under this Division.

Operations/EMS Division
Emergency Operations of the Fire Department include controlling and extinguishing fires, intervention in medical emergencies that threaten life and health, and protection of life, the environment, and property from the effects of storm, flood, earthquake, disaster, hazardous chemical releases, and other emergency events. The EMS Division also supervises and manages the Emergency Medical Programs which encompass the training and operations of the Department's EMTs and Paramedics. This division assists the Training Division in identifying and prioritizing the necessary training to provide safe and efficient delivery of service. A line Battalion Chief also manages this division.

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Support Services Division
The Support Services Division is tasked with ensuring that Department facilities, apparatus, and equipment are maintained in a constant state of readiness that includes annual testing, maintenance, and purchasing. This Division is also in charge of the comprehensive administrative reporting system and the Department’s staff level work assignments. The C shift Battalion Chief manages this Division.

Staffing
The Fire Department operates the two fire stations in the City and the one under contract in the community of Kensington using the three shift pattern. Fire personnel work a 56-hour work week compared to the normal 40-hour week in most job positions. The typical shift is 48 hours on duty followed by 96 hours off duty. Safety standards that are followed by the City require 3 personnel at each station every day. This is referred to as constant staffing, meaning that if someone is off due to vacation, illness or injury, the position must be filled with another person. If only one person is off on the shift, the 2nd firefighter at Station 71 moves to fill that position. When two or more are missing, then those vacant positions must be backfilled utilizing off duty personnel and they are paid overtime to cover the position.

Chart 6-1 provides an organizational overview of the Fire Department:

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Position Listing
The total number of authorized positions for the Fire Department is 37 full-time positions. Table 6-1 shows the current authorized positions of the Department fully staffed.

Table 6-1
Fire Department Position Listing
FIRE DEPARTMENT FY 2018-
19 FY 2019-
20 FY 2020-
21 FY 2021-
22 FY 2022-
23 Fire Chief 1 1 1 1 1
Executive Administrative Assistant 1 1 1 1 1
Battalion Chief 3 3 3 3 3
Battalion Chief/Training Officer 1 1 1 1 1
Fire Captain 3 3 3 2 2
Fire Captain/Paramedic 6 6 6 7 7
Fire Captain/Paramedic/FPO 1 1 1 1 1
Fire Engineer 4 4 4 5 5
Fire Engineer/Paramedic 8 8 8 7 7
Firefighter 6 6 6 6 6
Firefighter/Paramedic 3 3 3 3 3
FIRE DEPARTMENT TOTAL 37 37 37 37 37

FY 2021-2022 HIGHLIGHTS
The City's ISO (Insurance Services Office) rating increased to Class 1, the highest rating possible; putting the El Cerrito/Kensington Fire Department in the top 1% of fire departments nationwide.

Successfully held a Fire Engineer internal promotional examination, conducted a Firefighter recruitment to fill vacancies caused by recent retirements to maintain reduced overtime costs, and recruited, hired, and onboarded two Battalion Chief positions.

The City's updated Emergency Operations Plan (EOP) was adopted by the City Council in May 2022.

Helicopter Rescue Technician (HRT) training was completed in collaboration with CHP. This training improves emergency response in Wildcat Canyon and the surrounding area.

FY 2022-2023 FOCUS
Maintain COVID-19 safety protocols to minimize personnel and public infections.

Continue focus on Vegetation Management and Fire Prevention Programs that will enhance defensible space and improve neighborhood survivability.

Fund improvements to the Department's firefighter recruitment and training program. Standardize firefighter training to align with current California State Fire Training Standards. Support career development and Fire Department succession.

Update the Department's equipment replacement schedules and seek funding for replacement of the Fire Department's aging fleet.

Implement the Emergency Operations Plan, including training of all personnel and conducting practice drills with City staff in the Emergency Operations Center (EOC).

Continue the development and training for mid-rise buildings, in response to the construction of buildings of more than four stories.

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FIRE DEPARTMENT BUDGET SUMMARY
Fire Department Expenditures (2510)
All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Personnel Services $10,301,035 $10,162,681 $11,263,081 $11,584,920 $11,843,483 Purchased Professional & Technical
Services $59,803 $51,812 $64,685 $401,400 $428,200
Purchased Property Services $608,500 $698,264 $559,452 $624,600 $642,700 Other Purchased Services $102,866 $121,709 $114,920 $141,882 $189,100 Supplies $133,853 $106,773 $147,908 $155,800 $203,800
Property & Capital $51,701 $39,795 $17,840 $37,100 $37,100 Financing Costs $0 $1,379 $9,859 $2,500 $2,500
Other Financing Uses $26,862 $26,862 $0 $0 $0
Total Expenditures $11,284,620 $11,209,275 $12,177,746 $12,948,202 $13,346,883 Grants Funds (221)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Other Purchased Services $0 $0 $0 $0
Property & Capital $0 $14,509 $0 $0 $0
Total Expenditures $0 $14,509 $0 $0 $0
Vehicle/Equipment Replacement Fund
(601)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Financing Costs $2,815 $567 $0 $0 $136,591
Total Expenditures $2,815 $567 $0 $0 $136,591
Fire Department Revenues
General Fund (101)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $3,698,983 $3,548,905 $4,815,337 $4,684,500 $4,982,648 Charges for Services $95,059 $78,995 $129,077 $175,000 $90,000 Other Revenue $0 $200 $20 $0 $0
Total Revenues $3,794,042 $3,628,100 $4,944,434 $4,859,500 $5,072,648 Grants Fund (221 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $0 $14,509 $0 $0 $0
Total Revenues $0 $14,509 $0 $0 $0
TOTAL DEPARTMENT EXPENDITURES $11,287,434 $11,224,351 $12,177,746 $12,948,202 $13,483,474 TOTAL DEPARTMENT REVENUES $3,794,042 $3,642,609 $4,944,434 $4,859,500 $5,072,648 Agenda Packet Page 191 of 446
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Revenue Assumptions
The following provides revenue assumptions for projections over $50,000 in the Fire Department's (25- 10) budget.

Revenue Assumptions (>$50k)
Account Amount Description (including past costs and proposed changes) 25-10-45550 $800,000
California Office of Emergency Services (Cal OES) reimbursements for providing emergency personnel and equipment. Based on previous and current FY reimbursement amounts. Funds fully reimburse the City's payroll for personnel on deployment including station backfill. In addition the City recovers an administrative fee.
25-10-45720 $3,900,000
Contracted fees for the El Cerrito Fire Department to provide fire service to the community of Kensington. The contract between El Cerrito and Kensington specifies the percentages paid for in each line item in the Fire Department's budget. The contract is approximately 30% of the Fire Department's annual budget.
25-10-45790 $80,000
Measure H EMS reimbursement are funds provided by the Contra Costa County Health Services. The amount is a population-based allocation formula to preserve Fire Based EMS services. A decline in revenue for the next term 2022-2025 was based on the 2020 census data.

Major Expenditures
The following table contains general fund major expenditures in the Fire Department (25-10) with an increase from the previous fiscal year in the amount of $10,000 or above.

Major Expenditures (>$10k)
Account Amount Description
25-10-52190 $194,000 Fire Dispatch services estimated to increase 5% from previous fiscal year.
25-10-5330 $136,590 Annual lease payment for new type 1 fire engine. 25-10-53290 $50,000 Radio license fees and maintenance cost. Regional radio system annual cost increases.
25-10-53250 $18,000
Estimated cost for each fire apparatus's annual service and repairs.

Actual costs will vary based on age and extreme use. Continued price increases in parts and labor are also driving up costs. 25-10-54610 $60,000
Firefighter recruit training provided by an Accredited Local Academy (ALA). The requested amount would cover three recruits. The program will support standardization of the Fire Department's training program allowing for a larger candidate pool.

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FIRE DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 25 - Fire
Division: 10 - Fire Administration
4500-Intergov'l - Intergovernmental Revenues
45440 State Grant-Operating $0 $600 $1,200 $0 $0
45550 OES Reimbursement $541,735 $256,229 $1,170,221 $461,500 $800,000 45570 Fire Inspection Fees ($670) $0 $0 $11,000 $11,000 45720 Kensington Fire District $3,015,409 $3,136,823 $3,518,175 $4,000,000 $3,966,648 45790 Other Local Reimbursement $31,497 $44,241 $14,730 $100,000 $125,000 45792 Measure H EMS Reimbursements $111,012 $111,012 $111,012 $112,000 $80,000 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $3,698,983 $3,548,905 $4,815,337 $4,684,500 $4,982,648 4600-Charges - Charges for Services
46010 Plan Check Fees $92,739 $69,860 $31,162 $70,000 $75,000 46250 Weed Abatement $0 $5,768 $96,417 $100,000 $10,000 46520 Program Fees $2,320 $3,368 $1,498 $5,000 $5,000
Account Classification Total: 4600-Charges - Charges for Services $95,059 $78,995 $129,077 $175,000 $90,000
4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $0 $200 $20 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $0 $200 $20 $0 $0 Division Total: 10 - Fire Administration $3,794,042 $3,628,100 $4,944,434 $4,859,500 $5,072,648 Department Total: 25 - Fire $3,794,042 $3,628,100 $4,944,434 $4,859,500 $5,072,648 REVENUES Total $3,794,042 $3,628,100 $4,944,434 $4,859,500 $5,072,648

EXPENSES
Department: 25 - Fire
Division: 10 - Fire Administration
5100-Persn - Personnel
51110 Regular Salaries & Wages $4,899,247 $4,981,328 $4,954,056 $5,444,637 $5,556,026 51120 Part-Time Permanent Salaries &
Wages $0 $1,350 $0 $1,500 $1,500
51200 PARS Contribution $0 $18 $0 $0 $0
51210 PERS Contributions $832,279 $893,585 $1,017,818 $1,024,529 $1,037,132 51211 PERS UAL $1,370,650 $1,633,915 $1,819,421 $2,273,704 $2,323,883 51220 FICA/Medicare $86,254 $84,922 $100,337 $88,094 $91,094 51230 Medical Benefits $727,498 $753,546 $792,807 $840,899 $877,761 51235 Life & LTD Insurance $45,915 $48,747 $41,826 $41,482 $42,726 51240 Workers Compensation Premiums $197,397 $204,706 $143,369 $158,619 $201,905 51140 Overtime Pay $1,205,677 $1,107,189 $1,024,189 $650,000 $650,000 51145 FLSA Overtime Pay $94,202 $100,518 $105,603 $104,656 $104,656 51146 Fire Non-Supp OT $73,633 $36,789 $44,769 $50,000 $50,000 51147 Fire OES Response $497,802 $166,174 $852,185 $600,000 $600,000 51155 One-Time Payouts $122,472 $2,400 $112,177 $50,000 $50,000 Agenda Packet Page 193 of 446
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51237 Allowances & Other Benefits $140,625 $147,496 $149,848 $156,800 $156,800 51242 Workers Compensation Pay (In Lieu of Salary) $7,383 $0 $104,675 $100,000 $100,000 Account Classification Total: 5100-Persn - Personnel $10,301,035 $10,162,681 $11,263,081 $11,584,920 $11,843,483 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $43,186 $40,618 $13,680 $299,500 $299,500 52220 Medical Services $13,755 $10,829 $6,136 $18,200 $20,000 52230 Other Technical Services $2,862 $364 $6,480 $8,700 $8,700 52260 OES Equipment & Apparatus $0 $0 $38,390 $75,000 $100,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $59,803 $51,812 $64,685 $401,400 $428,200 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $15,103 $21,365 $22,170 $25,700 $28,700 53230 Building Maint Services $22,733 $27,343 $24,366 $21,300 $25,000 53240 Landscape/Park Maint Svcs $44,812 $137,350 $22,703 $54,500 $55,000 53250 Vehicle & Equip Maint Svc $129,993 $114,240 $131,067 $150,000 $150,000 53270 Weed Abatement $0 $0 $74,705 $100,000 $100,000
53290 Miscellaneous R&M Svcs $247,642 $255,015 $266,156 $109,100 $120,000 53320 Vehicle & Equipment Lease $0 $0 $10,000 $0 $0
53330 Vehic Replcmt Rental Chrg $138,019 $133,860 $0 $156,000 $156,000 53910 Solid Waste Services $9,471 $8,406 $7,512 $8,000 $8,000 53990 Other Property Services $727 $685 $773 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $608,500 $698,264 $559,452 $624,600 $642,700 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $14,301 $16,498 $19,007 $17,000 $18,700 54220 Mobile/Wireless Expenses $14,373 $17,538 $16,953 $10,728 $12,400 54230 Internet Services $0 $13,169 $16,005 $36,904 $15,000 54240 Software Licenses & Maintenance $150 $2,232 $4,481 $5,000 $5,000 54310 Legal Notices & Advertise $157 $28 $0 $2,500 $2,500 54410 Printing & Binding $3,263 $6,566 $1,899 $3,500 $10,000 54610 Travel & Training $34,997 $29,929 $41,923 $41,000 $100,000 54910 Dues & Subscriptions $14,187 $14,836 $13,682 $15,750 $16,000 54990 Other Administrative Svcs $21,438 $20,913 $970 $9,500 $9,500 Account Classification Total: 5400-Other Svcs - Other Purchased Services $102,866 $121,709 $114,920 $141,882 $189,100
5500-Supplies - Supplies
55110 General Office Supplies $5,215 $3,266 $6,102 $6,000 $6,000 55120 Postage & Delivery $1,633 $2,058 $1,169 $2,700 $3,700 55130 Photocopying Charges $147 $2,939 $0 $1,000 $1,000 55210 Fuel $39,005 $38,738 $38,706 $41,700 $54,600
55220 Safety Supplies $0 $0 $182 $0 $0
55230 Medical Supplies $27,334 $24,398 $22,584 $25,000 $25,000 55240 Clothing & Uniform Supply $44,652 $25,105 $51,480 $45,900 $75,000 55250 Vehicle & Equip Supplies $0 $0 $13,682 $13,500 $18,500 55290 Other Operating Supplies $9,886 $4,911 $6,775 $10,000 $10,000 55520 Building Supplies $5,982 $5,358 $7,230 $10,000 $10,000 Account Classification Total: 5500-Supplies - Supplies $133,853 $106,773 $147,908 $155,800 $203,800 5600-Prop & Cap - Property & Capital
56310 Improvements, not Bldgs $25,737 $11,862 $353 $20,000 $20,000 Agenda Packet Page 194 of 446
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56410 Office Equipment <$10K $2,479 $23,693 $9,752 $10,000 $10,000 56710 Other Equipment <$10K $23,485 $4,240 $7,735 $7,100 $7,100 Account Classification Total: 5600-Prop & Cap - Property & Capital $51,701 $39,795 $17,840 $37,100 $37,100
5800-Financing - Financing Costs
58110 Principal Payments $0 $0 $7,677 $0 $0
58120 Interest Payments $0 $0 $1,692 $0 $0
58220 Licenses & Permits $0 $1,379 $490 $2,500 $2,500
Account Classification Total: 5800-Financing - Financing Costs $0 $1,379 $9,859 $2,500 $2,500 5900-Oth Financ - Other Financing Uses
59990.601 TRANSFER OUT-I/S $26,862 $26,862 $0 $0 $0
Account Classification Total: 5900-Oth Financ - Other Financing Uses $26,862 $26,862 $0 $0 $0
Division Total: 10 - Fire Administration $11,284,620 $11,209,275 $12,177,746 $12,948,202 $13,346,883 Department Total: 25 - Fire $11,284,620 $11,209,275 $12,177,746 $12,948,202 $13,346,883 EXPENSES Total $11,284,620 $11,209,275 $12,177,746 $12,948,202 $13,346,883 Fund REVENUE Total: 101 - General Fund $3,794,042 $3,628,100 $4,944,434 $4,859,500 $5,072,648 Fund EXPENSE Total: 101 - General Fund $11,284,620 $11,209,275 $12,177,746 $12,948,202 $13,346,883 Fund Total: 101 - General Fund ($7,490,578) ($7,581,175) ($7,233,312) ($8,088,702) ($8,274,235) Fund: 221 - Grants

REVENUES
Department: 25 - Fire
Division: 10 - Fire Administration
4500-Intergov'l - Intergovernmental Revenues
45460 Local Agency Grants $0 $14,509 $0 $0 $0
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $0 $14,509 $0 $0 $0 Division Total: 10 - Fire Administration $0 $14,509 $0 $0 $0 Department Total: 25 - Fire $0 $14,509 $0 $0 $0
REVENUES Total $0 $14,509 $0 $0 $0

EXPENSES
Department: 25 - Fire
Division: 10 - Fire Administration
5600-Prop & Cap - Property & Capital
56710 Other Equipment <$10K $0 $14,509 $0 $0 $0
Account Classification Total: 5600-Prop & Cap - Property & Capital $0 $14,509 $0 $0 $0
Division Total: 10 - Fire Administration $0 $14,509 $0 $0 $0 Department Total: 25 - Fire $0 $14,509 $0 $0 $0
EXPENSES Total $0 $14,509 $0 $0 $0
Fund REVENUE Total: 221 - Grants $0 $14,509 $0 $0 $0
Fund EXPENSE Total: 221 - Grants $0 $14,509 $0 $0 $0
Fund Total: 221 - Grants $0 $0 $0 $0 $0
Fund: 601 - Vehicle/Equip Replacement

EXPENSES
Department: 25 - Fire
Division: 10 - Fire Administration
5800-Financing - Financing Costs
58110 Principal Payments $0 $0 $0 $0 $98,351
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58120 Interest Payments $2,815 $567 $0 $0 $38,240
Account Classification Total: 5800-Financing - Financing Costs $2,815 $567 $0 $0 $136,591 Division Total: 10 - Fire Administration $2,815 $567 $0 $0 $136,591 Department Total: 25 - Fire $2,815 $567 $0 $0 $136,591
EXPENSES Total $2,815 $567 $0 $0 $136,591
Fund REVENUE Total: 601 - Vehicle/Equip Replacement
Fund EXPENSE Total: 601 - Vehicle/Equip Replacement $2,815 $567 $0 $0 $136,591 Fund Total: 601 - Vehicle/Equip Replacement ($2,815) ($567) $0 $0 ($136,591) REVENUE GRAND Totals: $3,794,042 $3,642,609 $4,944,434 $4,859,500 $5,072,648 EXPENSE GRAND Totals: $11,287,434 $11,224,351 $12,177,746 $12,948,202 $13,483,474 Agenda Packet Page 196 of 446
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SECTION 7:

POLICE DEPARTMENT
The El Cerrito Police Department is committed to protecting our community, solving crime, and pursuing justice. The Department’s vision is to continue to foster an environment of collaboration, honesty, and respect with each member of the community, the department, and allied agencies. The Department will represent the highest ideals of public service in carrying out our mission and living our values. The El Cerrito Police Department will be known for its commitment to steadfast compassionate service and vigorous crime fighting.

DEPARTMENT OVERVIEW
The El Cerrito Police Department (ECPD) provides essential police services to the community. The department is organized into two divisions handling Administration and Field Operations. The Department focuses on criminal investigation, traffic safety, and emergency response.

The ECPD partners with State, Federal and other local agencies to provide services that support the Department in a cost-effective manner. Notably, the Richmond Police Department provides dispatch services while the County of Contra Costa provides crime laboratory and animal control services. The Department is a member of the FBI Safe Streets Task Force, along with other police departments in the region. The Department also assigns officers to the Richmond Police Department Crisis Response Team.

Overall Goals
The overall goals of the Department are to:
• Provide core police services in the areas of emergency response, constitutional policing, criminal investigation, and traffic safety.
• Create opportunities to educate, learn from, and collaborate with the community. • Foster a workplace that values and develops police professionals.

Organizational Structure
The ECPD is deployed in two divisions, each led by a lieutenant.

Administrative and Support Services Division
Members of this Division are responsible for commanding and supervising personnel, developing and maintaining budgets, processing records, over-seeing internal investigations, recruiting new personnel, training department personnel and creating policies. The investigations unit is responsible for responding to and examining major crime scenes, conducting complex criminal investigations, investigating use of force incidents, and acting as liaison to community groups.

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Field Operations Division
Members of the Field Operations Division are the front-line uniformed personnel who respond to emergencies and calls for service, investigate criminal incidents, enforce parking regulations, and participate in traffic safety enforcement and education. Members of the Field Operations Division are on duty 24 hours a day. During each shift, officers from the Division collaborate with community members to help find solutions for neighborhood problems.

Chart 7-1 shows the organizational layout of the Police Department.

Position Listing
The total number of authorized positions for the Police Department is 48 full-time positions, including 38 sworn officers, and up to 7 part-time positions. Table 7-1 shows the current authorized positions of the Department if it was fully staffed.

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Table 7-1
Police Department Position Listing
POLICE DEPARTMENT FY 2018- 19
FY 2019- 20FY 2020- 21FY 2021- 22FY 2022- 23
Community Services Officer (CSO) 2.4 2.4 2.4 2.4 2.4
Police Cadet 1.6 1.6 1.6 1.6 1.6
Police Captain 1 1 1 1 1
Police Chief 1 1 1 1 1
Police Corporal 4 4 4 4 4
Police Corporal - Detective 1 1 1 1 1
Management Analyst II 1 1 0 0 0
Public Safety Executive Assistant 1 1 1 1 1
Police Lieutenant 3 3 3 2 2
Police Officer 17 17 17 13 13
Police Officer - Detective 4 4 4 6 6
Police Officer - K9 2 2 2 2 2
Police Officer - SRO 2 2 0 0 0
Police Officer - Traffic 3 3 3 0 1
Police Records Specialist 4 4 4 4 3
Police Records Supervisor 1 1 1 1 1
Police Sergeant 4 4 4 5 4
Police Sergeant - Detective 1 1 1 1 1
Police Sergeant - Motor 1 1 1 0 0
Police Sergeant - Admin 1 1 1 1 1
Property and Evidence Specialist 1 1 1 1 1
Senior Police Records Specialist 1 1 1 0 1
POLICE DEPARTMENT TOTAL 58.0 58.0 55.0 48.0 48.0
Police Department Staffing Analysis
During Fiscal Year 2021-22, the Department faced significant challenges with employee retention and recruiting. Current hiring trends reveal that some agencies are facing serious headwinds regarding employee retention due to changing cultural attitudes toward policing careers.

Although the Department was authorized to fill all 37 sworn positions by mid-year, as of January 1, 2022, the department only employed 28 of the 37 authorized sworn positions. Staff departed the agency for a number of reasons including retirements, career opportunities, better opportunities for job growth, and employment closer to home. This has had several impacts on the El Cerrito community:
• Staffing shortages negatively impacted all major Police investigations, beginning in October 2021. • Staffing shortages negatively impacted responses to calls for service, beginning in January 2021.

Police responses to emergencies took over two (2) minutes longer (or 42% slower), on average.

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• Recruiting and replacement efforts were hindered by a shortage of qualified lateral candidates and long training times for recruit officers.
• Traffic enforcement efforts were significantly reduced, due to the elimination of the Traffic Enforcement Unit. Issued traffic citations fell 77%.

The Department is diligently working with Human Resources to increase recruitment and retention efforts, including seeking creative solutions to attract talented professionals and improve employee morale.

Additionally, the response to the pandemic revealed a need for a greater depth in the supervisor positions available for Records staff. Currently, the Police Records Supervisor is responsible for not only daily supervision, but also complex data projects, training new staff members, and mandated state reporting. Staff recommends activating the Senior Records Specialist position to add depth to the supervision and training element in the Records Bureau. The Senior Records Specialist is an auxiliary supervisor and is also the primary trainer for new specialists and cadets. This position was eliminated in the past, as a cost saving measure. This position listing also includes reducing the Records Specialist staff level from 4 specialists to 3 specialists, to off-set the additional cost.

The position listing above also calls for the return of a Traffic Officer position. Traffic safety enforcement severely decreased during the last fiscal year. Police officers issued 77% fewer traffic tickets than in previous years, primarily due to the loss of a dedicated enforcement officer combined with staffing challenges. The Traffic Officer position is a valuable assignment that adds expertise and variety to an officer's work. Traffic officers are frequently some of the first officers to arrive to emergency calls for service, because they are often out in the field in commercial districts addressing motor vehicle safety. In addition, traffic officers ride nimble motorcycles that quickly navigate traffic and decrease their response times.

FY 2021-2022 HIGHLIGHTS
Prepared all department staff for stop reporting, pursuant to the Racial and Identity Profiling Act. (RIPA) Transitioned crime reporting from Uniform Crime Reporting (UCR) to National Incident-Based Reporting System. (NIBRS)
Police personnel continued to deploy to address crime trends every day, despite significant staffing challenges combined with a return to pre-pandemic crime levels.

FY 2022-2023 FOCUS
Hire new employees to achieve authorized staffing levels.

Develop programs to improve retention of existing employees.

Reintroduce Traffic Safety Program by assigning a Traffic Officer.

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POLICE DEPARTMENT BUDGET SUMMARY
Police Department
Expenditures (2011, 2012,
2013)
All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Personnel Services $10,145,543 $10,334,946 $9,769,826 $10,136,681 $10,813,534 Purchased Professional &
Technical Services $1,269,477 $1,315,407 $1,228,473 $1,400,000 $1,328,500 Purchased Property Services $163,874 $97,641 $128,420 $136,500 $163,000 Other Purchased Services $249,101 $206,071 $228,191 $274,592 $325,200 Supplies $160,730 $164,322 $139,128 $161,500 $166,500
Property & Capital $131,182 $79,730 $133,977 $140,000 $190,000 Financing Costs $1,555 $1,272 $10,550 $1,545 $0
Total Expenditures $12,121,461 $12,199,388 $11,638,566 $12,250,818 $12,986,734 Asset Seizure Fund (208)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Supplies $512 $0 $0 $0 $0
Property & Capital $0 $10,175 $0 $0 $0
Total Expenditures $512 $10,175 $0 $0 $0
Vehicle Abatement Fund
(209 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Property Services $0 $0 $0 $11,330 $11,330
Property & Capital $0 $0 $0 $19,570 $19,570
Total Expenditures $0 $0 $0 $30,900 $30,900
C.O.P.S. Grant Fund (Fund:
222 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional &
Technical Services $0 $0 $0 $78,000 $78,000
Other Purchased Services $0 $0 $0 $45,000 $45,000
Supplies $0 $107,400 $7,862 $30,000 $30,000
Property & Capital ($785) $0 $0 $0 $0
Total Expenditures ($785) $107,400 $7,862 $153,000 $153,000 Police Department Revenues
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101)
Fines & Forfeitures $203,227 $213,294 $129,908 $120,000 $120,000 Intergovernmental Revenues $361,358 $324,708 $13,940 $20,000 $20,000 Charges for Services $123,979 $99,086 $65,891 $79,000 $74,000 Other Revenue $112 $156 $116 $0 $0
Total Revenues $688,676 $637,244 $209,855 $219,000 $214,000 Asset Seizure Fund (208 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Use of Money and Property $13,614 $866 $0 $0 $0
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Total Revenues $13,614 $866 $0 $0 $0
Vehicle Abatement Fund
(209)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $75,461 $11,773 $11,174 $30,000 $30,000 Total Revenues $75,461 $11,773 $11,174 $30,000 $30,000
C.O.P.S. Grant Fund (222 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $148,747 $155,948 $156,727 $150,000 $150,000 Revenue Totals $148,747 $155,948 $156,727 $150,000 $150,000

TOTAL DEPARTMENT
EXPENDITURES $12,121,188 $12,316,964 $11,646,428 $12,434,718 $13,170,634

TOTAL DEPARTMENT
REVENUES $926,498 $805,830 $377,755 $399,000 $394,000
Revenue Assumptions
The following provides General Fund revenue assumptions for projections over $50,000 in the Department's budget. This includes Administration (20-11), Operations (20-12) and Investigations (20- 13).

Revenue Assumptions (>$50k)
Account Amount Description
20-12-43010 $60,000 Moving Vehicle Citations – No change. 20-12-43020 $60,000 Parking Citations/Fines – No change.

Major Expenditures
The following table contains General Fund major expenditures in the department with an increase from the previous fiscal year in the amount of $10,000 or above. This includes Administration (20-11), Operations (20-12) and Investigations (20-13).

Major Expenditures (>$10k)
Account Amount Description
20-11-52110 $1,185,000 Contract and Regional Service Agreements, including Richmond Communications Center ($812,000), Animal Control ($198,023), East Bay Regional Communications ($65,000), fingerprint connection services, building cleaning, psychological services, and shredding. 20-11-54240 $144,300 Software: Body Worn Camera expenses, regional data sharing, transcription services, records management and computer aided dispatch, online reporting, employee scheduling, and planned crime mapping service.
20-12-53250 $100,000
Vehicle and Equipment Maintenance - Covers expenses related to police vehicle and equipment repair and maintenance, and a pilot uniform cleaning program
20-12-56520 $150,000
Vehicles - Expenses related to the purchase and outfitting of vehicles, typically 2 to 3 patrol vehicles and/or 1 to 2 support vehicles. Patrol cars can cost around $50,000 with outfitting.

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POLICE DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 20 - Police
Division: 11 - Police Administration
4500-Intergov'l - Intergovernmental Revenues
45540 POST Reimbursement $11,392 $24,708 $13,940 $20,000 $20,000 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $11,392 $24,708 $13,940 $20,000 $20,000 4600-Charges - Charges for Services
46210 Fingerprinting Services $26,495 $26,514 $16,496 $25,000 $20,000 46520 Program Fees $93,512 $68,973 $45,131 $50,000 $50,000 46910 Reproduction Fees $3,972 $3,599 $4,264 $4,000 $4,000 Account Classification Total: 4600-Charges -
Charges for Services $123,979 $99,086 $65,891 $79,000 $74,000 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $52 $156 $91 $0 $0
Account Classification Total: 4800-Oth Revenu -
Other Revenue $52 $156 $91 $0 $0
Division Total: 11 - Police Administration $135,423 $123,950 $79,922 $99,000 $94,000 Division: 12 - Police Operations
4300-Fines/Forf - Fines & Forfeitures
43010 Moving Vehicle Citations $79,210 $150,187 $71,495 $60,000 $60,000 43020 Parking Citations/Fines $124,018 $63,107 $58,413 $60,000 $60,000 Account Classification Total: 4300-Fines/Forf - Fines & Forfeitures $203,227 $213,294 $129,908 $120,000 $120,000 4500-Intergov'l - Intergovernmental Revenues
45790 Other Local Reimbursement $3,126 $0 $0 $0 $0
45791 WCCSD SRO
Reimbursements $346,840 $300,000 $0 $0 $0
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $349,966 $300,000 $0 $0 $0 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $0 $0 $25 $0 $0
48990 Other Misc Revenue $60 $0 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $60 $0 $25 $0 $0 Division Total: 12 - Police Operations $553,253 $513,294 $129,933 $120,000 $120,000 Department Total: 20 - Police $688,676 $637,244 $209,855 $219,000 $214,000 REVENUES Total $688,676 $637,244 $209,855 $219,000 $214,000

EXPENSES
Department: 20 - Police
Division: 11 - Police Administration
5100-Persn - Personnel
51110 Regular Salaries & Wages $1,111,200 $1,210,002 $920,387 $923,480 $1,137,275 51120 Part-Time Permanent
Salaries & Wages $48,149 $62,281 $40,544 $93,600 $93,600 51200 PARS Contribution $0 $24 $0 $0 $0
51210 PERS Contributions $156,194 $182,897 $163,533 $189,205 $197,632 Agenda Packet Page 203 of 446
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51211 PERS UAL $153,750 $223,184 $248,523 $434,785 $317,429 51220 FICA/Medicare $46,749 $51,242 $44,385 $49,906 $49,906 51230 Medical Benefits $223,049 $242,367 $194,250 $200,283 $207,292 51235 Life & LTD Insurance $16,622 $12,424 $10,665 $8,657 $8,916 51240 Workers Compensation
Premiums $64,064 $71,908 $43,430 $42,870 $65,483
51140 Overtime Pay $43,462 $20,708 $22,970 $25,000 $25,000 51142 Straight OT $3,305 $3,911 $2,232 $0 $0
51150 Special Pay $63,468 $73,767 $81,817 $64,548 $64,548 51155 One-Time Payouts $11,762 $22,291 $90,441 $0 $0
51237 Allowances & Other Benefits $39,836 $43,912 $37,987 $38,922 $38,922 Account Classification Total: 5100-Persn -
Personnel $1,981,608 $2,220,917 $1,901,165 $2,071,256 $2,206,003 5200-Prof Svcs - Purchased Professional &
Technical Services
52110 Collect & Admin Services $1,026,965 $1,176,780 $1,148,695 $1,262,000 $1,185,000 52190 Miscellaneous Prof Svcs $94,447 $57,863 $7,308 $45,000 $50,000 52210 Lab & Investigative Svcs $12,140 $10,001 $5,559 $12,000 $12,000 52230 Other Technical Services $670 $0 $44 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $1,134,222 $1,244,645 $1,161,606 $1,319,000 $1,247,000 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $8,748 $8,515 $7,517 $8,500 $10,000 53230 Building Maint Services $27,545 $21,098 $53,379 $37,000 $37,000 53250 Vehicle & Equip Maint Svc $435 $329 $122 $0 $0
53290 Miscellaneous R&M Svcs $6,464 $7,229 $0 $16,000 $16,000 53990 Other Property Services $0 $1,967 $1,866 $0 $0
Account Classification Total: 5300-Prop Svcs -
Purchased Property Services $43,193 $39,137 $62,884 $61,500 $63,000 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $15,283 $13,801 $18,304 $15,000 $15,000 54220 Mobile/Wireless Expenses $11,139 $12,908 $13,251 $12,475 $10,000 54230 Internet Services $7,630 $5,547 $5,410 $20,522 $20,500 54240 Software Licenses &
Maintenance $35,662 $28,465 $80,751 $97,800 $144,300
54310 Legal Notices & Advertise $2,148 $2,800 $1,622 $2,100 $2,200 54410 Printing & Binding $13,723 $8,655 $2,367 $9,000 $9,000 54610 Travel & Training $134,598 $119,664 $93,202 $100,000 $100,000 54910 Dues & Subscriptions $1,505 $2,810 $1,675 $3,090 $3,200 54920 Events & Field Trips $22 $0 $15 $0 $0
54990 Other Administrative Svcs $6,130 $2,289 $1,054 $3,605 $10,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $227,842 $196,939 $217,651 $263,592 $314,200 5500-Supplies - Supplies
55110 General Office Supplies $8,361 $7,355 $4,591 $15,000 $15,000 55120 Postage & Delivery $3,776 $4,460 $1,753 $4,000 $4,000 55130 Photocopying Charges $4,050 $1,988 $0 $4,000 $4,000 55210 Fuel $5,855 $6,124 $6,351 $0 $0
55220 Safety Supplies $8,092 $10,030 $69 $0 $0
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55290 Other Operating Supplies $3,584 $2,153 $540 $9,500 $9,500 55520 Building Supplies $0 $312 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $33,718 $32,422 $13,303 $32,500 $32,500 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $7,645 $37,849 $19,111 $20,000 $20,000 56520 Vehicles >$10K $10,569 $22 $61 $0 $0
56710 Other Equipment <$10K $19 $3,667 $227 $10,000 $10,000 Account Classification Total: 5600-Prop & Cap -
Property & Capital $18,233 $41,538 $19,399 $30,000 $30,000 5800-Financing - Financing Costs
58110 Principal Payments $0 $0 $7,677 $0 $0
58120 Interest Payments $0 $0 $1,692 $0 $0
58920 Bank & Credit Card Fees $1,555 $1,272 $1,180 $1,545 $0 Account Classification Total: 5800-Financing - Financing Costs $1,555 $1,272 $10,550 $1,545 $0 Division Total: 11 - Police Administration $3,440,370 $3,776,870 $3,386,559 $3,779,393 $3,892,703 Division: 12 - Police Operations
5100-Persn - Personnel
51110 Regular Salaries & Wages $3,611,071 $3,583,478 $3,368,644 $3,172,052 $3,180,067 51120 Part-Time Permanent
Salaries & Wages $51,634 $32,963 $7,248 $10,000 $10,000 51200 PARS Contribution $19 $0 $0 $0 $0
51210 PERS Contributions $565,515 $587,005 $612,580 $547,379 $571,761 51211 PERS UAL $796,771 $775,684 $863,751 $739,029 $1,103,238 51220 FICA/Medicare $67,381 $66,897 $60,766 $54,200 $54,200 51230 Medical Benefits $544,406 $555,843 $549,558 $475,135 $491,764 51235 Life & LTD Insurance $38,185 $35,407 $31,376 $24,709 $25,450 51240 Workers Compensation
Premiums $208,090 $218,624 $147,705 $111,462 $174,620
51140 Overtime Pay $421,070 $472,554 $290,867 $350,000 $350,000 51142 Straight OT $2,238 $2,938 $2,081 $3,120 $3,120
51150 Special Pay $121,375 $107,380 $103,417 $97,496 $97,496 51155 One-Time Payouts $75,775 $91,186 $61,918 $0 $0
51237 Allowances & Other Benefits $157,169 $151,611 $164,961 $148,370 $148,370 51242 Workers Compensation Pay
(In Lieu of Salary) $13,932 $50,371 $18,547 $0 $0
Account Classification Total: 5100-Persn -
Personnel $6,674,631 $6,731,941 $6,283,420 $5,732,952 $6,210,086 5200-Prof Svcs - Purchased Professional &
Technical Services
52110 Collect & Admin Services $66,705 $0 $0 $0 $0
52190 Miscellaneous Prof Svcs $1,826 $51 $0 $2,000 $2,000 52230 Other Technical Services $904 $1,824 $763 $2,000 $2,500 Account Classification Total: 5200-Prof Svcs -
Purchased Professional & Technical Services $69,435 $1,875 $763 $4,000 $4,500 5300-Prop Svcs - Purchased Property Services
53230 Building Maint Services $0 $0 $1,419 $0 $0
53250 Vehicle & Equip Maint Svc $120,691 $58,503 $63,512 $75,000 $100,000 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $120,691 $58,503 $64,930 $75,000 $100,000 5400-Other Svcs - Other Purchased Services
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54220 Mobile/Wireless Expenses $10 $0 $0 $0 $0
54240 Software Licenses &
Maintenance $20 $0 $70 $0 $0
54410 Printing & Binding $43 $212 $0 $0 $0
54610 Travel & Training $10,473 $2,487 $5,440 $0 $0
54920 Events & Field Trips $0 $19 $0 $0 $0
54990 Other Administrative Svcs $3,505 $4,204 $3,457 $6,000 $6,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $14,051 $6,923 $8,967 $6,000 $6,000 5500-Supplies - Supplies
55110 General Office Supplies $132 $411 $140 $0 $0
55120 Postage & Delivery $13 $0 $27 $0 $0
55210 Fuel $65,421 $65,577 $69,048 $70,000 $75,000
55220 Safety Supplies $49,681 $59,965 $47,319 $50,000 $50,000 55230 Medical Supplies $0 $0 $560 $0 $0
55250 Vehicle & Equip Supplies $55 $0 $203 $0 $0
55290 Other Operating Supplies $8,433 $2,579 $5,738 $9,000 $9,000 Account Classification Total: 5500-Supplies - Supplies $123,735 $128,533 $123,034 $129,000 $134,000 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $0 $2,825 $0 $0
56520 Vehicles >$10K $112,109 $26,542 $109,623 $100,000 $150,000 56710 Other Equipment <$10K $840 $11,650 $2,129 $10,000 $10,000 Account Classification Total: 5600-Prop & Cap -
Property & Capital $112,949 $38,193 $114,578 $110,000 $160,000 Division Total: 12 - Police Operations $7,115,492 $6,965,967 $6,595,693 $6,056,952 $6,614,586 Division: 13 - Police Investigations
5100-Persn - Personnel
51110 Regular Salaries & Wages $805,387 $614,251 $760,521 $1,201,210 $1,242,501 51210 PERS Contributions $128,672 $123,974 $155,450 $231,798 $242,123 51211 PERS UAL $198,701 $307,915 $342,874 $425,904 $437,941 51220 FICA/Medicare $11,992 $10,394 $12,219 $19,155 $19,155 51230 Medical Benefits $120,438 $110,522 $126,426 $196,430 $203,305 51235 Life & LTD Insurance $7,505 $6,259 $6,186 $9,538 $9,824 51240 Workers Compensation
Premiums $37,378 $33,151 $21,750 $38,583 $32,741
51140 Overtime Pay $77,354 $94,803 $68,928 $90,000 $90,000 51142 Straight OT $451 $0 $1,377 $0 $0
51150 Special Pay $31,041 $41,897 $36,728 $54,078 $54,078 51155 One-Time Payouts $37,710 $11,734 $14,234 $0 $0
51237 Allowances & Other Benefits $32,675 $27,187 $38,548 $65,777 $65,777 Account Classification Total: 5100-Persn -
Personnel $1,489,303 $1,382,088 $1,585,241 $2,332,473 $2,397,445 5200-Prof Svcs - Purchased Professional &
Technical Services
52190 Miscellaneous Prof Svcs $6,289 $4,312 $7,021 $7,000 $7,000 52210 Lab & Investigative Svcs $59,531 $64,574 $59,083 $70,000 $70,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $65,820 $68,887 $66,104 $77,000 $77,000 5300-Prop Svcs - Purchased Property Services
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53250 Vehicle & Equip Maint Svc ($10) $0 $605 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services ($10) $0 $605 $0 $0 5400-Other Svcs - Other Purchased Services
54610 Travel & Training $800 $650 $640 $0 $0
54910 Dues & Subscriptions $595 $0 $595 $0 $0
54990 Other Administrative Svcs $5,814 $1,559 $337 $5,000 $5,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $7,209 $2,209 $1,572 $5,000 $5,000 5500-Supplies - Supplies
55210 Fuel $2,211 $2,197 $2,341 $0 $0
55220 Safety Supplies $0 $186 $0 $0 $0
55290 Other Operating Supplies $1,065 $985 $450 $0 $0
Account Classification Total: 5500-Supplies -
Supplies $3,276 $3,368 $2,791 $0 $0
Division Total: 13 - Police Investigations $1,565,599 $1,456,552 $1,656,314 $2,414,473 $2,479,445 Department Total: 20 - Police $12,121,461 $12,199,388 $11,638,566 $12,250,818 $12,986,734 EXPENSES Total $12,121,461 $12,199,388 $11,638,566 $12,250,818 $12,986,734 Fund REVENUE Total: 101 - General Fund $688,676 $637,244 $209,855 $219,000 $214,000 Fund EXPENSE Total: 101 - General Fund $12,121,461 $12,199,388 $11,638,566 $12,250,818 $12,986,734 Fund Total: 101 - General Fund ($11,432,785) ($11,562,145) ($11,428,711) ($12,031,818) ($12,772,734) Fund: 208 - Asset Seizure Fund

REVENUES
Department: 20 - Police
Division: 11 - Police Administration
4400-Use of Prp - Use of Money and Property
44920 Unclaimed Assets $13,614 $866 $0 $0 $0
Account Classification Total: 4400-Use of Prp - Use
of Money and Property $13,614 $866 $0 $0 $0
Division Total: 11 - Police Administration $13,614 $866 $0 $0 $0 Department Total: 20 - Police $13,614 $866 $0 $0 $0
REVENUES Total $13,614 $866 $0 $0 $0

EXPENSES
Department: 20 - Police
Division: 11 - Police Administration
5600-Prop & Cap - Property & Capital
56710 Other Equipment <$10K $0 $10,175 $0 $0 $0
Account Classification Total: 5600-Prop & Cap -
Property & Capital $0 $10,175 $0 $0 $0
Division Total: 11 - Police Administration $0 $10,175 $0 $0 $0 Division: 12 - Police Operations
5500-Supplies - Supplies
55290 Other Operating Supplies $512 $0 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $512 $0 $0 $0 $0 Division Total: 12 - Police Operations $512 $0 $0 $0 $0 Department Total: 20 - Police $512 $10,175 $0 $0 $0
EXPENSES Total $512 $10,175 $0 $0 $0
Fund REVENUE Total: 208 - Asset Seizure Fund $13,614 $866 $0 $0 $0 Agenda Packet Page 207 of 446
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Fund EXPENSE Total: 208 - Asset Seizure Fund $512 $10,175 $0 $0 $0 Fund Total: 208 - Asset Seizure Fund $13,103 ($9,310) $0 $0 $0 Fund: 209 - Vehicle Abatement Fund

REVENUES
Department: 20 - Police
Division: 11 - Police Administration
4500-Intergov'l - Intergovernmental Revenues
45510 Abandoned Vehicle Abatem $75,461 $11,773 $11,174 $30,000 $30,000 Account Classification Total: 4500-Intergov'l -
Intergovernmental Revenues $75,461 $11,773 $11,174 $30,000 $30,000 Division Total: 11 - Police Administration $75,461 $11,773 $11,174 $30,000 $30,000 Department Total: 20 - Police $75,461 $11,773 $11,174 $30,000 $30,000 REVENUES Total $75,461 $11,773 $11,174 $30,000 $30,000

EXPENSES
Department: 20 - Police
Division: 12 - Police Operations
5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc $0 $0 $0 $11,330 $11,330 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $0 $0 $11,330 $11,330 5600-Prop & Cap - Property & Capital
56510 Vehicles <$10K $0 $0 $0 $19,570 $19,570
Account Classification Total: 5600-Prop & Cap -
Property & Capital $0 $0 $0 $19,570 $19,570
Division Total: 12 - Police Operations $0 $0 $0 $30,900 $30,900 Department Total: 20 - Police $0 $0 $0 $30,900 $30,900
EXPENSES Total $0 $0 $0 $30,900 $30,900
Fund REVENUE Total: 209 - Vehicle Abatement
Fund $75,461 $11,773 $11,174 $30,000 $30,000
Fund EXPENSE Total: 209 - Vehicle Abatement
Fund $0 $0 $0 $30,900 $30,900
Fund Total: 209 - Vehicle Abatement Fund $75,461 $11,773 $11,174 ($900) ($900) Fund: 222 - C.O.P.S. Grant Fund

REVENUES
Department: 20 - Police
Division: 12 - Police Operations
4500-Intergov'l - Intergovernmental Revenues
45440 State Grant-Operating $148,747 $155,948 $156,727 $150,000 $150,000 Account Classification Total: 4500-Intergov'l -
Intergovernmental Revenues $148,747 $155,948 $156,727 $150,000 $150,000 Division Total: 12 - Police Operations $148,747 $155,948 $156,727 $150,000 $150,000 Department Total: 20 - Police $148,747 $155,948 $156,727 $150,000 $150,000 REVENUES Total $148,747 $155,948 $156,727 $150,000 $150,000

EXPENSES
Department: 20 - Police
Division: 11 - Police Administration
5200-Prof Svcs - Purchased Professional &
Technical Services
52110 Collect & Admin Services $0 $0 $0 $78,000 $78,000 Account Classification Total: 5200-Prof Svcs -
Purchased Professional & Technical Services $0 $0 $0 $78,000 $78,000 5400-Other Svcs - Other Purchased Services
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54240 Software Licenses &
Maintenance $0 $0 $0 $45,000 $45,000
Account Classification Total: 5400-Other Svcs - Other Purchased Services $0 $0 $0 $45,000 $45,000 Division Total: 11 - Police Administration $0 $0 $0 $123,000 $123,000 Division: 12 - Police Operations
5500-Supplies - Supplies
55220 Safety Supplies $0 $107,400 $7,862 $30,000 $30,000 Account Classification Total: 5500-Supplies - Supplies $0 $107,400 $7,862 $30,000 $30,000 5600-Prop & Cap - Property & Capital
56720 Other Equipment >$10K ($785) $0 $0 $0 $0
Account Classification Total: 5600-Prop & Cap -
Property & Capital ($785) $0 $0 $0 $0
Division Total: 12 - Police Operations ($785) $107,400 $7,862 $30,000 $30,000 Department Total: 20 - Police ($785) $107,400 $7,862 $153,000 $153,000 EXPENSES Total ($785) $107,400 $7,862 $153,000 $153,000 Fund REVENUE Total: 222 - C.O.P.S. Grant
Fund $148,747 $155,948 $156,727 $150,000 $150,000
Fund EXPENSE Total: 222 - C.O.P.S. Grant
Fund ($785) $107,400 $7,862 $153,000 $153,000
Fund Total: 222 - C.O.P.S. Grant Fund $149,532 $48,547 $148,865 ($3,000) ($3,000) REVENUE GRAND Totals: $926,498 $805,830 $377,755 $399,000 $394,000 EXPENSE GRAND Totals: $12,121,188 $12,316,964 $11,646,428 $12,434,718 $13,170,634 Agenda Packet Page 209 of 446
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SECTION 8:

PUBLIC WORKS DEPARTMENT
The mission of the Public Works Department is to maintain, operate, develop, design, and construct public infrastructure, buildings, parks, landscapes, natural areas, integrated waste services, and environmental programs that are of vital importance to a sustainable and resilient community and to the public health, safety and well-being of the people who live, work, and visit in El Cerrito.

DEPARTMENT OVERVIEW
The Public Works Department provides professional, timely, and effective service to the community as follows:
• Maintain, rehabilitate and improve public facilities and infrastructure including streets, sidewalks, multi-modal transportation facilities, parks, play fields, open space, paths and trails, public landscapes, urban forest, storm drains, creeks, stormwater treatment facilities, and public buildings.
• Operate and oversee the City’s recycling collection and integrated waste management programs and services.
• Develop, implement and monitor the City’s environmental stewardship and sustainability initiatives, policies, programs, projects and community engagement. • Coordinate and oversee the activities of utility companies, private developers, and property owners within the public right-of-way.
• Conduct emergency planning and response providing all-hour, on-call response to flooding, vehicle accidents, illicit discharges and spills, downed tree limbs, and other urgent maintenance needs.
• Provide liaison efforts with a myriad of organizations and agencies to access state and regional resources and influence regional policies to the benefit of El Cerrito. • Ensure compliance with various state, federal and regional regulations governing Department operations.
• Support various departments in reviewing and implementing projects, programs and special events that deepen a sense of place and foster environmental and economic sustainability Citywide.

The Department is operated utilizing a variety of funds including the General Fund, Gas Tax Fund, National Pollutant Discharge Elimination System (NPDES) Fund, Landscaping and Lighting Assessment District (LLAD) Fund, Measure J County Transportation-Return to Source Fund, Measure J Storm Drain Fund, Measure A Street Improvement Fund, Senate Bill 1-Road Repair and Accountability Act Fund, Integrated Waste Management Fund, and, most recently, the Measure H Park & Recreation Facilities Fund.

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Organizational Structure
The Public Works Department consists of two Divisions: the Engineering Division, which operates from City Hall; and the Operations + Environmental Services Division (OESD), which operates from the Recycling + Environmental Resource Center (RERC) and the Corporation Yard.

Engineering Division
The Engineering Division’s primary responsibilities are to plan, design, and construct improvements to public facilities and infrastructure, and oversee work done by other entities in the public right-of-way.

Core service areas include:
• Capital Improvement Program (CIP) – assess needs, plan improvements, develop budgets, identify funding opportunities, oversee design and construction of public facilities and infrastructure improvements.
• Engineering Permits and Utility Coordination – review plans, issue permits and perform inspections for work and oversize transportation affecting the public right of way as performed by property owners, utility companies, private contractors and outside agencies. • Street and Multi-Modal Transportation Services – Bicycle, Pedestrian and ADA Programs:
evaluate and implement bicycle, pedestrian, safe routes to school and ADA projects and programs including those contained in the El Cerrito Active Transportation Plan and ADA Transition Plan, and convene and oversee the ADA Advisory Group. Traffic Engineering: perform traffic engineering and parking analyses and implement modifications and upgrades for existing traffic control and parking; Pavement Management Program (PMP): update the City’s PMP database, develop projects as part of the Measure A Street Improvement Program, and serve as Staff Liaison to the Citizens Street Oversight Committee. Transportation Planning: participate in regional transportation policy setting and funding forums to support City goals including collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission, Caltrans, BART, and other transit agencies; and provide City staff representative on the CCTA Technical Coordinating Committee (TCC) and WCCTAC Technical Advisory Group (TAC). • Land Development/Community Development Support – assist the Community Development Department by performing plan review and inspection of private development for subdivisions, site plans, grading, storm drainage and stormwater treatment and control; and provide engineering review and related support services for large private development, citywide planning and regional projects.
• Utility and Interagency Coordination – coordinate with outside agencies and utilities including Stege Sanitary, EBMUD, PG&E, AT&T, and Contra Costa County City-County Engineering Advisory Committee (CCEAC) to provide and improve various infrastructure systems within the City; and provide City staff representative on the CCEAC.
• Grant Management – apply for grants to leverage existing City resources and manage various regional, state and federal grants including applications, reporting and reimbursement requests.

Operations + Environmental Services Division
OESD's primary responsibility includes developing and managing operations, programs and policies that maintain and improve public spaces, infrastructure, and environmental quality in the City.

Core service areas include:
• Maintenance of Public Facilities, Infrastructure and Landscapes – on-going maintenance and operations of public buildings, parks, open space, landscaping, urban forest, irrigation systems, Agenda Packet Page 212 of 446
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sidewalks, streets, trails, streetlights, storm drains, creeks, stormwater treatment facilities, and traffic signals, signs and pavement markings.
• Recycling Collection and Integrated Waste Management – On-going management and operations of the City’s award-winning Recycling + Environmental Resource Center and curbside recycling collection program, City's garbage and green-waste franchise hauler and post-collection agreements, AB939 and SB1383 compliance, participation in RecycleMore, and other waste management and diversion programs.
• Clean Water Program/National Pollutant Discharge Elimination System – management, implementation and monitoring of the Clean Water Program, including compliance and reissuance of the Municipal Regional Permit, street sweeping, trash load reduction, commercial inspection, Integrated Pest Management (IPM), Green Infrastructure (GI), and Mercury Control/PCBs control.
• Trash/Debris and Graffiti Abatement – on-going clean-up and removal of illegally dumped waste, litter and graffiti found on public facilities and landscapes, and coordination with Community Development Code Enforcement, Police and County to address illegal activities as well as address public health and safety risks arising from homeless encampments. • Environmental Sustainability – Foster citywide environmental sustainability through development, implementation and monitoring of policies, programs, and projects; and monitor and update the Climate Action Plan.
• Community Engagement– lead community engagement events that involve and educate El Cerrito residents and businesses, through management and/or support of volunteer environmental stewardship activities, such as monthly work parties at Baxter Creek, Arbor Day, periodic Green Team clean-ups, the City’s annual Earth Day Celebration, Hillside Festival, and activities led by local non-profit organizations as well as monthly e-newsletter and other other materials. The Division also provides staff liaison support to the Environmental Quality Committee (EQC) and the Urban Forest Committee (UFC).
• Emergency Response – all-hours, on-call response to emergencies involving public facilities and infrastructure including response to flooding, vehicle accidents, illicit discharges and spills, downed trees and limbs, and other urgent maintenance and repair needs.

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Public Works’ organizational structure is shown in Chart 8-1:

Position Listing
Table 8-1 shows position listings for Public Works Department. This table reflects elimination of Engineering Technician, which involved a layoff in mid-year FY 2020-21 as a part of budget reductions.

Additionally, although not an increase to the number of positions, 50% of Management Analyst position is proposed to be allocated to the General Fund. At mid-year in FY 2021-22, the City Council approved General Fund support for this position to be partially restored to a 25% level for some environmental and maintenance related work, with the remaining funding from the Integrated Waste Management Fund.

Restoring the General Fund support at a 50% level will allow for the Management Analyst to work on a larger range of environmental sustainability initiatives, specifically work on update and implementation of the Climate Action Plan.

Another personnel item not specifically shown here, but being requested as a line item budget increase, is to restore the Part-Time Maintenance Worker position, which was part of a layoff in mid-year FY 2020-

21. This position previously focused on weed abatement on City easements, medians, and various City properties, and will help offset increasing demands on Maintenance staff related to clean-up of homeless encampments.

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Table 8-1
Public Works Position Listing
PUBLIC WORKS DEPARTMENT FY 2018- 19
FY 2019- 20FY 2020- 21
FY 2021- 22FY 2022- 23
Management Analyst 1 1 1 1 1
Administrative Clerk 0.8 0.8 0.8 0.8 0.8
Associate Engineer 1 1 1 1 1
Engineering Technician 1 1 1 0 0
Environmental Programs Manager 1 1 1 1 1
Operations + Enviro. Services Manager 1 1 1 1 1
Forklift Operator 2.4 2.4 2.2 2.4 2.4
Maintenance Services Lead worker 2 2 2 2 2
Maintenance Services Superintendent 1 1 1 1 1
Maintenance Worker 4 4 4 4 4
Management Assistant 2 2 2 2 2
Public Works Director/City Engineer 1 1 1 1 1
Recycling Maintenance Worker 4 4 4 4 5
Recycling Operations Supervisor 1 1 1 1 1
Senior Engineer/Engineering Manager 1 1 1 1 1
Waste Prevention Specialist 1 1 1 1 1
PUBLIC WORKS DEPARTMENT TOTAL 25.2 25.2 25.0 24.2 25.2
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FY 2021-2022 HIGHLIGHTS
Issuance of just over 760 Encroachment Permits in 2021, a 50% increase over average for prior three years and numerous inspections for large infrastructure projects by PG&E, EBMUD, Stege, AT&T, and development projects, and continued coordination with EBMUD on the Wildcat Pipeline Project including planning for temporary traffic control and pavement restoration particularly along Richmond Street.

Completion of several Capital Improvement Projects including 2021 Slurry Seal, 2021 Sidewalk Repairs, San Pablo Avenue & Wall Avenue Crosswalk Safety Improvements, Central Avenue & San Diego Street Pedestrian Crossing Improvements, Gladys-El Dorado-B Street Improvements and San Pablo Avenue Stormwater Spine Project, as well as several urgent facility repairs including roof and sewer lateral repairs at the Public Safety Building and City Hall server room air conditioning system.

Continued implementation and support for update of the San Pablo Avenue Specific Plan, including completion of the preliminary engineering phase for El Cerrito Del Norte Transit-Oriented Development (TOD) Complete Streets Project with Caltrans approval of the Project Study Report/Project Report and successful grant application for just under $2 million from the State Affordable Housing & Sustainable Communities Program, and assistance to Community Development with the El Cerrito Plaza BART development and related parking and access studies.

Adoption of an Expanded Foodware Ordinance that supports the City’s goals relating to waste reduction, climate action, and stormwater quality.

Implementation of activities to comply with increasing state mandates related to integrated waste management, including adoption of an enforceable ordinance that integrates the requirements of SB 1383 (Short-Lived Climate Pollutants: Organic Waste Methane Emissions Reductions), plus negotiation and execution of a new Franchise Agreement with East Bay Sanitary, Inc. to continue providing trash and organic waste collection services in El Cerrito, while providing service enhancements to the community, with no increase in solid waste rates.

Navigated and fulfilled complex regulatory requirements relating to the City’s NPDES Clean Water Program, operations at the El Cerrito Recycling Center, e-waste and household hazardous waste collection, operations of the City’s fueling station and City facilities, and maintenance of City creeks.

Increased efforts related to homelessness including regular interdepartmental coordination, new standard operating procedures for identifying resources for individuals experiencing homelessness, addressing public health and safety issues at encampments, and conducting seven significant cleanup efforts along the Ohlone Greenway.

Successful procurement and contracting for services to resurface the tennis courts at Cerrito Vista, remove sidewalk trip hazards, address Immediate Work Priorities from the Parks and Recreation Facilities Master Plan, and maintain City parks, streetlights and traffic control devices, and the urban forest.

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FY 2022-2023 FOCUS
Stabilize Encroachment Permit functions given reduced staffing and evaluate staffing level and organization; fully implement new cloud-based permit system, including online portal, to improve efficiencies in permitting and inspection; streamline permit process, in particular for large utilities companies using annual/programmatic permits; and address backlog and updates related to records retention using technical and additional support.

Begin activities to comply with a reissued Clean Water Program National Pollutant Discharge Elimination System (NPDES) Municipal Regional Permit effective July 2022 that will include a variety of increasing State mandates; and continue compliance activities for SB 1383, including entering into a Memorandum of Understanding with RecycleMore to delegate certain responsibilities, coordinating with RecycleMore and East Bay Sanitary to complete required activities, and coordinating a Citywide switch to color-compliant solid waste containers
Update the City’s Climate Action Plan, with community input, setting greenhouse gas reduction targets that align with the State and identifying specific strategies for how the City and community can reach those targets.

Develop a plan to address deferred maintenance Citywide, including what staffing and financial resources will be needed to implement a successful program; plan to purchase/replace needed equipment in Public Works, including an electric forklift, a backhoe, a bucket truck, and/or a wood chipper.

Bid and begin construction of several capital improvement projects including the 2022 Slurry Seal Project, 2022 Access Modifications - Street and Sidewalks, and El Cerrito Del Norte TOD Complete Streets Project; complete a variety of priority repairs for buildings and infrastructure including guardrails, paths, storm drains, and roofs as funding allows; complete design for HNA Wayfinding Signs Project and Arlington Park Improvements; and begin development of Local Roadway Safety Plan and Pavement Management Program update.

Complete recycling operations and outsourcing evaluation; begin evaluation of post-collection procurement options; and adopt an ordinance or enforceable mechanism to comply with State Assembly Bill 1276, which requires foodware accessories and condiments to only be provided upon request.

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PUBLIC WORKS BUDGET SUMMARY
Public Works Expenditures (1080,
3020, 3030)
All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101 )
Personnel Services $688,714 $768,809 $677,846 $696,797 $856,721 Purchased Professional & Technical
Services $156,889 $31,001 $30,196 $139,400 $160,564
Purchased Property Services $926,869 $943,523 $642,834 $1,027,400 $1,091,680 Other Purchased Services $50,780 $52,361 $50,790 $70,588 $67,952 Supplies $53,636 $50,516 $29,394 $45,500 $56,251
Property & Capital $95,458 $9,209 $10,740 $8,500 $45,500 Financing Costs $19,576 $24,465 $25,858 $29,300 $28,552 Total Expenditures $1,991,923 $1,879,884 $1,467,656 $2,017,485 $2,307,220 Gas Tax Fund (201 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $273,772 $309,872 $261,973 $245,694 $319,521 Purchased Professional & Technical
Services $38,470 $3,166 $3,275 $42,900 $43,016
Purchased Property Services $130,603 $149,188 $96,232 $129,100 $184,416 Supplies $1,106 $0 $0 $0 $0
Other Financing Uses $101,000 $0 $100,000 $102,000 $106,080 Total Expenditures $544,951 $462,225 $461,480 $519,694 $653,033 National Pollution Discharge
Elimination System Fund (202 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $180,412 $190,056 $199,355 $224,104 $255,274 Purchased Professional & Technical
Services $19,915 $8,856 $6,295 $16,500 $22,000
Purchased Property Services $7,826 $51,491 $32,523 $35,600 $37,024 Other Purchased Services $2,811 $963 $2,752 $5,100 $5,304 Supplies $96 $0 $11 $0 $0
Financing Costs $9,118 $9,137 $10,250 $10,500 $15,000
Other Financing Uses $75,300 $77,559 $75,000 $75,000 $75,000 Total Expenditures $295,478 $338,062 $326,186 $366,804 $409,602 Land & Light Assessment District
Fund (203)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $159,232 $177,165 $154,367 $176,355 $173,535 Purchased Professional & Technical
Services $18,268 $17,269 $16,585 $15,300 $15,912
Purchased Property Services $343,020 $329,516 $291,542 $396,900 $400,152 Other Purchased Services $7,089 $962 $945 $2,100 $2,184 Supplies $36,987 $27,236 $21,684 $20,000 $25,800
Other Financing Uses $160,750 $160,750 $160,000 $163,200 $163,200 Total Expenditures $725,345 $712,898 $645,123 $773,855 $780,783 Agenda Packet Page 218 of 446
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Measure J-Return to Source Fund
(204)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $158,431 $179,299 $124,975 $114,087 $152,774 Purchased Professional & Technical
Services $10,903 $12,114 $7,644 $10,300 $10,712
Purchased Property Services $104,059 $101,175 $75,797 $126,200 $114,484 Other Purchased Services $48,669 $50,578 $50,578 $51,000 $52,960 Supplies $25,479 $27,689 $0 $0 $0
Other Financing Uses $83,000 $84,396 $83,000 $104,300 $106,872 Total Expenditures $430,540 $455,251 $341,993 $405,887 $437,802 Measure J Storm Drain Fund (205 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $329,761 $351,666 $311,436 $314,913 $355,451 Purchased Professional & Technical
Services $15,093 $11,502 $10,503 $12,200 $12,688
Purchased Property Services
(9050) $37,966 $25,976 $33,275 $40,000 $31,600
Supplies $4,095 $2,638 $681 $5,000 $15,000
Other Financing Uses $74,000 $76,220 $74,000 $74,000 $74,000 Total Expenditures $460,916 $468,002 $429,894 $446,113 $488,739 Measure H Parcel Tax Fund (207 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional & Technical
Services (3030) $0 $0 $255,941 $239,800 $149,410
Total Expenditures $0 $0 $255,941 $239,800 $149,410
Street Improvement &
Maintenance Fund (211 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services (3020 & 3030) $91,478 $109,294 $99,831 $116,608 $114,580 Other Purchased Services $60 $0 $360 $0 $0
Total Expenditures $91,538 $109,294 $100,191 $116,608 $114,580 SB1 Road Maintenance (212)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Property Services $136,627 $102,027 $121,714 $163,200 $175,000 Supplies $0 $2,820 $12,045 $35,800 $37,232
Total Expenditures $136,627 $104,847 $133,759 $199,000 $212,232 Capital Improvement Fund (301)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $7,338 $0 $19,745 $0 $0
Supplies $0 $0 $0 $0 $0
Total Expenditures $7,338 $0 $19,745 $0 $0
Integrated Waste Mgmt Fund
(501)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $1,422,158 $1,493,370 $1,384,044 $1,626,596 $1,767,767 Purchased Professional & Technical
Services $111,993 $126,995 $70,118 $84,670 $75,656
Purchased Property Services $136,562 $268,712 $387,668 $467,300 $486,352 Other Purchased Services $19,107 $69,785 $28,489 $50,706 $60,289 Agenda Packet Page 219 of 446
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Supplies $103,354 $124,164 $95,055 $137,620 $149,884
Property & Capital $8,271 $3,510 $16,696 $116,000 $320,640 Financing Costs $516,320 $456,624 $407,606 $495,600 $496,579 Other Financing Uses $360,821 $371,536 $382,572 $390,150 $405,609 Total Expenditures $2,678,586 $2,914,696 $2,772,247 $3,368,642 $3,762,776 Public Works Department
Revenues
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101 )
Intergovernmental Revenues $27,327 $17,406 $26,258 $17,400 $17,400 Charges for Services $371,974 $312,993 $404,546 $446,400 $380,000 Other Revenue $2,887 $2,458 $3,303 $0 $0
Revenue Totals $402,188 $332,858 $434,107 $463,800 $397,400 National Pollution Discharge
Elimination System Fund (202 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues
Other Revenue $912 $53 $0 $0 $0
Other Financing Sources
Revenue Totals $912 $53 $0 $0 $0
Land & Light Assessment District
Fund (203)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $9,452 $19,621 $11,199 $10,500 $10,500 Charges for Services $0 $0 $206 $0 $0
Other Revenue $100 $1,610 $2,620 $0 $0
Revenue Totals $9,552 $21,231 $14,025 $10,500 $10,500
SB1 Road Maintenance (212)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues
Charges for Services
Other Revenue $0 $0 $90 $0 $0
Revenue Totals $0 $0 $90 $0 $0
Fund: 501 Integrated Waste Mgmt
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Intergovernmental Revenues $62,894 $40,201 $16,784 $24,500 $24,800 Charges for Services $2,571,333 $3,335,231 $3,776,202 $3,857,283 $3,872,522 Other Revenue $10,141 $2,079 $3,275 $2,500 $2,700
Revenue Totals $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022

TOTAL PUBLIC WORKS
EXPENDITURES $7,363,243 $7,445,158 $6,954,919 $8,453,888 $9,316,177 TOTAL PUBLIC WORKS REVENUES $3,057,019 $3,731,652 $4,244,484 $4,358,583 $4,307,922 Agenda Packet Page 220 of 446
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Revenue Assumptions
The following provides general fund revenue assumptions for projections over $50,000 in the Department's budget. This includes Public Works Environmental Services (10-80), Engineering (30-20), and Maintenance (30-30).

Revenue Assumptions (>$50k)
Account Amount Description (including past costs and proposed changes) 30-20-46520 $360,000 Program/permit Fees - Conservatively projected based on previous year trends
Major Expenditures
The following table contains major expenditures in the Department with an increase from the previous fiscal year in the amount of $10,000 or above. The Department includes Environmental Services (10-80), Engineering (30-20), and Maintenance (30-30).

Major Expenditures (>$10k)
Account Amount Description
General Fund (101)
30-30-53111 $104,000
EBMUD for Admin, Maintenance & Recreation Buildings Increase of 3% plus reallocation with Recreation Dept; total increase of $32K in General Fund as Swim Center costs brought back from Measure H 30-30-53240 $436,100
Restore $100K budget in place of Measure H; restore $38K for building grounds and traffic island landscape maintenance contractors to offset increased Maintenance staff efforts on homeless encampments; $31K for increased cost proposals to maintain existing services; $10K for additional irrigation repairs; and $50K for increased investment in street tree pruning
SB1-Road Repair & Accountability-Return to Source Fund (212) 30-30-53220 $125,000 Annual Traffic Signal & Street Light Maintenance & Response Contract Services - Inflation
Integrated Waste Management Fund (501)
10-80-53250 $172,224 Recycling vehicles & equipment maintenance contracts - Inflation 10-80-53910 $272,000 Annual Napa Recycling Processing Contract (no change) 10-80-56620 $314,400 Recycling equipment, replacement
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PUBLIC WORKS DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
4500-Intergov'l - Intergovernmental Revenues
45590 Other State Reimbursement $1,164 $245 $0 $0 $0
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $1,164 $245 $0 $0 $0
4600-Charges - Charges for Services
46010 Plan Check Fees $0 $0 ($423) $0 $0
46520 Program Fees $355,263 $292,367 $390,981 $426,600 $360,000 Account Classification Total: 4600-Charges - Charges for Services $355,263 $292,367 $390,558 $426,600 $360,000 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $1,050 $0 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $1,050 $0 $0 $0 $0 Division Total: 20 - Public Works Engineering $357,477 $292,612 $390,558 $426,600 $360,000 Division: 30 - Public Works Maintenance
4500-Intergov'l - Intergovernmental Revenues
45590 Other State Reimbursement $26,163 $17,161 $26,258 $17,400 $17,400 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $26,163 $17,161 $26,258 $17,400 $17,400
4600-Charges - Charges for Services
46520 Program Fees $16,711 $20,627 $13,988 $19,800 $20,000 Account Classification Total: 4600-Charges - Charges for Services $16,711 $20,627 $13,988 $19,800 $20,000 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $1,837 $2,458 $3,303 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $1,837 $2,458 $3,303 $0 $0 Division Total: 30 - Public Works Maintenance $44,711 $40,246 $43,549 $37,200 $37,400 Department Total: 30 - Public Works $402,188 $332,858 $434,107 $463,800 $397,400 REVENUES Total $402,188 $332,858 $434,107 $463,800 $397,400

EXPENSES
Department: 10 - Administration
Division: 80 - Environmental Services
5100-Persn - Personnel
51211 PERS UAL $5,087 $0 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $5,087 $0 $0 $0 $0 Division Total: 80 - Environmental Services $5,087 $0 $0 $0 $0 Department Total: 10 - Administration $5,087 $0 $0 $0 $0 Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $114,370 $170,058 $139,494 $141,273 $258,989 51200 PARS Contribution $0 $28 $0 $0 $0
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51210 PERS Contributions $12,346 $15,025 $13,607 $17,203 $17,414 51211 PERS UAL $28,307 $39,308 $40,367 $43,376 $49,559
51220 FICA/Medicare $8,580 $12,405 $10,802 $10,703 $18,107 51230 Medical Benefits $24,541 $25,216 $27,311 $27,053 $30,946 51235 Life & LTD Insurance $1,416 $2,033 $3,979 $1,246 $1,283 51240 Workers Compensation Premiums $8,368 $9,472 $7,203 $5,916 $7,288 51140 Overtime Pay $2,098 $1,396 $0 $0 $0
51150 Special Pay $659 $793 $666 $436 $436
51155 One-Time Payouts $2,216 $2,146 $2,265 $0 $0
51237 Allowances & Other Benefits $2,627 $3,292 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $205,528 $281,171 $245,695 $247,206 $384,022 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $139,288 $12,819 $20,022 $121,300 $125,000 52230 Other Technical Services $0 $0 $360 $1,000 $1,040 52240 Miscellaneous Services $500 ($8,075) $625 $2,800 $17,912 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $139,788 $4,744 $21,007 $125,100 $143,952 5300-Prop Svcs - Purchased Property Services
53230 Building Maint Services $0 $0 $350 $0 $0
53240 Landscape/Park Maint Svcs $0 $1,610 $0 $0 $0
53250 Vehicle & Equip Maint Svc $814 $573 $314 $10,000 $5,200 53320 Vehicle & Equipment Lease $3,410 $3,090 $2,140 $3,800 $4,000 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $4,224 $5,273 $2,804 $13,800 $9,200
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $1,711 $1,703 $2,300 $2,500 $5,000 54220 Mobile/Wireless Expenses $7,954 $9,312 $8,948 $7,006 $9,306 54230 Internet Services $0 $0 $0 $1,713 $0
54240 Software Licenses & Maintenance $0 $0 $4,130 $1,610 $1,610 54410 Printing & Binding $119 $0 $0 $0 $0
54610 Travel & Training $1,126 $1,604 $192 $4,000 $4,160 54910 Dues & Subscriptions $641 $3,866 $1,122 $1,200 $1,248 54920 Events & Field Trips $380 $1,920 $0 $400 $416
Account Classification Total: 5400-Other Svcs - Other Purchased Services $11,931 $18,406 $16,692 $18,429 $21,740
5500-Supplies - Supplies
55110 General Office Supplies $437 $848 $92 $800 $832
55120 Postage & Delivery $1,065 $594 $193 $900 $936
55130 Photocopying Charges $586 $488 $0 $600 $624
55220 Safety Supplies $0 $0 $248 $500 $520
55290 Other Operating Supplies $82 $44 $86 $100 $104
Account Classification Total: 5500-Supplies - Supplies $2,170 $1,974 $618 $2,900 $3,016 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $5,217 $5,224 $3,620 $3,400 $13,900 56520 Vehicles >$10K $88,252 $0 $0 $0 $0
56710 Other Equipment <$10K $32 $0 $0 $300 $312
Account Classification Total: 5600-Prop & Cap - Property & Capital $93,501 $5,224 $3,620 $3,700 $14,212
5800-Financing - Financing Costs
58920 Bank & Credit Card Fees $0 $0 $0 $1,000 $0
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Account Classification Total: 5800-Financing - Financing Costs $0 $0 $0 $1,000 $0 Division Total: 20 - Public Works Engineering $457,141 $316,792 $290,437 $412,135 $576,142 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $262,580 $277,523 $218,944 $244,240 $244,240 51120 Part-Time Permanent Salaries &
Wages $4,044 $4,160 $4,160 $4,160 $15,600
51200 PARS Contribution $141 $136 $132 $0 $0
51210 PERS Contributions $21,416 $25,153 $24,385 $27,803 $27,803 51211 PERS UAL $42,822 $44,549 $49,607 $60,663 $63,361
51220 FICA/Medicare $20,311 $21,200 $18,231 $17,491 $17,491 51230 Medical Benefits $80,015 $75,289 $68,388 $67,043 $67,043 51235 Life & LTD Insurance $3,134 $3,282 $11,230 $2,035 $2,035 51240 Workers Compensation Premiums $20,270 $21,070 $16,505 $14,361 $20,331 51140 Overtime Pay $10,250 $4,160 $3,014 $4,160 $4,160
51142 Straight OT $6,416 $6,240 $9,890 $6,240 $6,240
51150 Special Pay $1,395 $1,395 $1,440 $1,395 $1,395
51155 One-Time Payouts $2,674 $1,384 $6,225 $0 $3,000
51237 Allowances & Other Benefits $2,633 $2,096 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $478,099 $487,638 $432,150 $449,591 $472,699 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $700 $6,277 $165 $4,000 $4,000 52230 Other Technical Services $3,902 $2,351 $4,062 $3,300 $4,432 52240 Miscellaneous Services $12,500 $17,629 $4,963 $7,000 $8,180 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $17,102 $26,257 $9,189 $14,300 $16,612 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $98,138 $74,768 $94,731 $121,300 $112,900 53111 Utilities-Water & Sewer $86,609 $103,160 $89,703 $104,000 $139,000 53210 Infrastructure Maint Svc $149,295 $151,801 $110,502 $170,200 $151,008 53230 Building Maint Services $95,562 $86,714 $82,508 $114,300 $123,872 53240 Landscape/Park Maint Svcs $407,499 $424,337 $183,699 $207,100 $436,100 53250 Vehicle & Equip Maint Svc $39,467 $53,227 $38,498 $54,200 $56,368 53260 Janitorial Services $15,036 $14,737 $9,483 $13,500 $14,040 53290 Miscellaneous R&M Svcs $2,552 $0 $1,800 $184,400 $2,808 53320 Vehicle & Equipment Lease $586 $0 $160 $1,000 $1,040 53910 Solid Waste Services $21,349 $28,836 $27,130 $38,000 $39,520 53990 Other Property Services $6,552 $670 $1,816 $5,600 $5,824 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $922,645 $938,250 $640,029 $1,013,600 $1,082,480 5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $10,294 $9,192 $9,762 $11,800 $12,272 54220 Mobile/Wireless Expenses $10,385 $10,799 $9,877 $11,000 $10,272 54230 Internet Services $2,609 $6,102 $7,104 $15,059 $7,388 54240 Software Licenses & Maintenance $2,777 $1,350 $0 $2,300 $2,300 54610 Travel & Training $4,790 $4,579 $870 $3,300 $4,932 54910 Dues & Subscriptions $5,378 $1,730 $5,934 $6,200 $6,448 54920 Events & Field Trips $2,618 $203 $550 $2,500 $2,600 Account Classification Total: 5400-Other Svcs - Other Purchased Services $38,849 $33,955 $34,098 $52,159 $46,212
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5500-Supplies - Supplies
55110 General Office Supplies $2,952 $2,405 $2,066 $2,000 $2,080 55120 Postage & Delivery $51 $39 $294 $100 $104
55130 Photocopying Charges $316 $610 $0 $500 $520
55210 Fuel $12,017 $12,011 $12,721 $12,400 $18,327
55220 Safety Supplies $4,105 $5,286 $4,571 $4,700 $4,888 55250 Vehicle & Equip Supplies $3,484 $7,429 $1,232 $7,200 $7,488 55290 Other Operating Supplies $10,231 $9,710 $2,841 $6,200 $6,448 55510 Infrastructure Supplies $342 $0 $0 $0 $0
55520 Building Supplies $17,969 $10,986 $5,049 $9,500 $13,380 55530 Landscape & Park Supplies $0 $67 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $51,466 $48,542 $28,775 $42,600 $53,235 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $946 $3,985 $5,118 $2,600 $6,000 56620 Heavy Equipment >$10K $1,011 $0 $0 $0 $23,000
56710 Other Equipment <$10K $0 $0 $2,002 $2,200 $2,288
Account Classification Total: 5600-Prop & Cap - Property & Capital $1,957 $3,985 $7,120 $4,800 $31,288
5800-Financing - Financing Costs
58110.5 Principal Payment - Equipment $19,119 $15,997 $16,826 $18,000 $18,000 58120.5 Interest Payments - PW and REC
Trucks $457 $3,579 $2,751 $4,000 $4,000
58220 Licenses & Permits $0 $4,889 $5,568 $5,600 $5,824 58920 Bank & Credit Card Fees $0 $0 $714 $700 $728
Account Classification Total: 5800-Financing - Financing Costs $19,576 $24,465 $25,858 $28,300 $28,552 Division Total: 30 - Public Works Maintenance $1,529,695 $1,563,092 $1,177,220 $1,605,350 $1,731,078 Department Total: 30 - Public Works $1,986,836 $1,879,884 $1,467,656 $2,017,485 $2,307,220 EXPENSES Total $1,991,923 $1,879,884 $1,467,656 $2,017,485 $2,307,220 Fund REVENUE Total: 101 - General Fund $402,188 $332,858 $434,107 $463,800 $397,400 Fund EXPENSE Total: 101 - General Fund $1,991,923 $1,879,884 $1,467,656 $2,017,485 $2,307,220 Fund Total: 101 - General Fund ($1,589,735
)
($1,547,026
)
($1,033,549
)
($1,553,685
)
($1,909,820
)
Fund: 201 - Gas Tax Fund

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $64,126 $88,108 $61,645 $55,252 $93,007 51210 PERS Contributions $6,832 $10,306 $8,756 $6,133 $6,208 51211 PERS UAL $14,936 $17,470 $19,454 $12,849 $24,847
51220 FICA/Medicare $4,996 $6,679 $5,013 $4,257 $7,115
51230 Medical Benefits $15,737 $20,179 $17,424 $12,058 $12,902 51235 Life & LTD Insurance $848 $1,043 $829 $483 $497
51240 Workers Compensation Premiums $5,300 $5,509 $4,336 $2,572 $3,169 51140 Overtime Pay $3,051 $2,031 $0 $0 $0
51150 Special Pay $790 $910 $735 $390 $390
51155 One-Time Payouts $1,985 $2,341 $2,692 $0 $0
51237 Allowances & Other Benefits $675 $945 $0 $0 $0
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Account Classification Total: 5100-Persn - Personnel $119,275 $155,521 $120,884 $93,994 $148,135 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $1,862 $2,628 $2,642 $2,900 $3,016 52190 Miscellaneous Prof Svcs $36,608 $538 $633 $40,000 $40,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $38,470 $3,166 $3,275 $42,900 $43,016 Division Total: 20 - Public Works Engineering $157,745 $158,687 $124,158 $136,894 $191,151 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $88,194 $87,085 $75,106 $82,505 $92,327 51210 PERS Contributions $10,405 $11,350 $9,978 $10,088 $10,212 51211 PERS UAL $18,670 $21,838 $24,317 $24,504 $31,059
51220 FICA/Medicare $6,342 $6,077 $5,466 $5,972 $7,063
51230 Medical Benefits $17,765 $16,373 $17,964 $17,545 $18,773 51235 Life & LTD Insurance $1,026 $1,004 $894 $737 $759 51240 Workers Compensation Premiums $4,556 $4,736 $3,707 $3,644 $4,488 51140 Overtime Pay $2,484 $2,044 $675 $4,011 $4,011
51142 Straight OT $1,668 $1,629 $1,701 $2,006 $2,006
51150 Special Pay $558 $643 $711 $688 $688
51155 One-Time Payouts $1,620 $595 $570 $0 $0
51237 Allowances & Other Benefits $1,209 $977 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $154,496 $154,351 $141,090 $151,700 $171,386 5300-Prop Svcs - Purchased Property Services
53120 Utilities-Street Light $103,438 $130,858 $76,170 $107,200 $110,416 53130 Utilities-Sign/Signal $18,831 $18,330 $20,062 $21,900 $29,000 53210 Infrastructure Maint Svc $2,285 $0 $0 $0 $0
53220 Sign & Signal Maint Svc $6,050 $0 $0 $0 $45,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $130,603 $149,188 $96,232 $129,100 $184,416 5500-Supplies - Supplies
55510 Infrastructure Supplies $1,096 $0 $0 $0 $0
55530 Landscape & Park Supplies $10 $0 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $1,106 $0 $0 $0 $0 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $101,000 $0 $100,000 $102,000 $106,080 Account Classification Total: 5900-Oth Financ - Other Financing Uses $101,000 $0 $100,000 $102,000 $106,080
Division Total: 30 - Public Works Maintenance $387,206 $303,538 $337,322 $382,800 $461,882 Department Total: 30 - Public Works $544,951 $462,225 $461,480 $519,694 $653,033 EXPENSES Total $544,951 $462,225 $461,480 $519,694 $653,033 Fund REVENUE Total: 201 - Gas Tax Fund
Fund EXPENSE Total: 201 - Gas Tax Fund $544,951 $462,225 $461,480 $519,694 $653,033 Fund Total: 201 - Gas Tax Fund ($544,951) ($462,225) ($461,480) ($519,694) ($653,033) Fund: 202 - Nat'l Pollut Dis Elim Sys

REVENUES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
4600-Charges - Charges for Services
46520 Program Fees $912 $53 $0 $0 $0
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Account Classification Total: 4600-Charges - Charges for Services $912 $53 $0 $0 $0 Division Total: 20 - Public Works Engineering $912 $53 $0 $0 $0 Department Total: 30 - Public Works $912 $53 $0 $0 $0
REVENUES Total $912 $53 $0 $0 $0

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $6,052 $12,849 $17,989 $16,329 $28,264 51210 PERS Contributions $602 $1,597 $2,758 $2,038 $2,063 51211 PERS UAL $1,120 $1,310 $1,459 $5,354 $1,863
51220 FICA/Medicare $433 $982 $1,373 $1,252 $2,162
51230 Medical Benefits $1,372 $2,932 $5,279 $3,895 $4,167 51235 Life & LTD Insurance $74 $151 $238 $149 $153
51240 Workers Compensation Premiums $372 $580 $559 $643 $792 51140 Overtime Pay $191 $127 $0 $0 $0
51150 Special Pay $55 $65 $129 $33 $33
51155 One-Time Payouts $165 $585 $620 $0 $0
51237 Allowances & Other Benefits $79 $236 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $10,514 $21,415 $30,404 $29,693 $39,497 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $19,915 $8,856 $6,295 $16,500 $22,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $19,915 $8,856 $6,295 $16,500 $22,000 5400-Other Svcs - Other Purchased Services
54610 Travel & Training $43 $0 $0 $1,800 $1,872
54990 Other Administrative Svcs $2,650 $715 $1,751 $3,000 $3,120 Account Classification Total: 5400-Other Svcs - Other Purchased Services $2,693 $715 $1,751 $4,800 $4,992
5800-Financing - Financing Costs
58220 Licenses & Permits $9,118 $9,137 $10,250 $10,500 $15,000 Account Classification Total: 5800-Financing - Financing Costs $9,118 $9,137 $10,250 $10,500 $15,000 Division Total: 20 - Public Works Engineering $42,240 $40,123 $48,700 $61,493 $81,489 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $90,009 $86,144 $83,731 $95,174 $105,588 51210 PERS Contributions $10,311 $11,081 $11,007 $11,609 $11,751 51211 PERS UAL $20,910 $24,459 $27,235 $28,125 $34,786
51220 FICA/Medicare $6,737 $6,566 $6,419 $7,262 $8,077
51230 Medical Benefits $27,523 $25,477 $28,642 $30,032 $32,134 51235 Life & LTD Insurance $1,080 $1,036 $1,007 $842 $867 51240 Workers Compensation Premiums $5,858 $5,896 $4,756 $5,209 $6,416 51140 Overtime Pay $2,070 $1,733 $723 $8,916 $8,916
51142 Straight OT $1,390 $1,357 $1,761 $6,458 $6,458
51150 Special Pay $465 $593 $799 $784 $784
51155 One-Time Payouts $1,342 $2,521 $2,871 $0 $0
51237 Allowances & Other Benefits $2,204 $1,780 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $169,898 $168,641 $168,951 $194,411 $215,777 Agenda Packet Page 227 of 446
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5300-Prop Svcs - Purchased Property Services
53210 Infrastructure Maint Svc $7,826 $51,491 $32,523 $35,600 $37,024 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $7,826 $51,491 $32,523 $35,600 $37,024 5400-Other Svcs - Other Purchased Services
54920 Events & Field Trips $66 $76 $150 $300 $312
54990 Other Administrative Svcs $53 $172 $851 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $118 $248 $1,001 $300 $312
5500-Supplies - Supplies
55510 Infrastructure Supplies $96 $0 $11 $0 $0
Account Classification Total: 5500-Supplies - Supplies $96 $0 $11 $0 $0 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $75,300 $77,559 $75,000 $75,000 $75,000 Account Classification Total: 5900-Oth Financ - Other Financing Uses $75,300 $77,559 $75,000 $75,000 $75,000
Division Total: 30 - Public Works Maintenance $253,238 $297,939 $277,486 $305,311 $328,113 Department Total: 30 - Public Works $295,478 $338,062 $326,186 $366,804 $409,602 EXPENSES Total $295,478 $338,062 $326,186 $366,804 $409,602 Fund REVENUE Total: 202 - Nat'l Pollut Dis Elim Sys $912 $53 $0 $0 $0 Fund EXPENSE Total: 202 - Nat'l Pollut Dis Elim Sys $295,478 $338,062 $326,186 $366,804 $409,602 Fund Total: 202 - Nat'l Pollut Dis Elim Sys ($294,566) ($338,009) ($326,186) ($366,804) ($409,602) Fund: 203 - Land & Light Assess Distr

REVENUES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
4500-Intergov'l - Intergovernmental Revenues
45790 Other Local Reimbursement $9,452 $19,621 $11,199 $10,500 $10,500 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $9,452 $19,621 $11,199 $10,500 $10,500
4600-Charges - Charges for Services
46520 Program Fees $0 $0 $206 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $0 $0 $206 $0 $0 4800-Oth Revenu - Other Revenue
48990 Other Misc Revenue $100 $1,610 $2,620 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $100 $1,610 $2,620 $0 $0 Division Total: 30 - Public Works Maintenance $9,552 $21,231 $14,025 $10,500 $10,500 Department Total: 30 - Public Works $9,552 $21,231 $14,025 $10,500 $10,500 REVENUES Total $9,552 $21,231 $14,025 $10,500 $10,500

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $9,999 $6,285 $6,376 $3,700 $3,848 52120 Legal & Financial Svcs $7,269 $9,983 $10,209 $10,500 $10,920 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $17,268 $16,269 $16,585 $14,200 $14,768 5400-Other Svcs - Other Purchased Services
54910 Dues & Subscriptions $945 $945 $945 $1,100 $1,144 Account Classification Total: 5400-Other Svcs - Other Purchased Services $945 $945 $945 $1,100 $1,144
Division Total: 20 - Public Works Engineering $18,213 $17,214 $17,530 $15,300 $15,912 Agenda Packet Page 228 of 446
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Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $77,663 $79,439 $69,882 $75,670 $83,316 51120 Part-Time Permanent Salaries &
Wages $6,785 $16,264 $5,266 $16,711 $0
51200 PARS Contribution $0 $173 $0 $422 $422
51210 PERS Contributions $9,505 $10,500 $10,221 $10,163 $10,288 51211 PERS UAL $18,296 $21,401 $23,831 $27,846 $30,438
51220 FICA/Medicare $5,945 $6,304 $5,664 $5,831 $6,373
51230 Medical Benefits $26,873 $27,711 $27,897 $28,174 $30,146 51235 Life & LTD Insurance $942 $948 $848 $676 $696
51240 Workers Compensation Premiums $5,300 $5,509 $4,336 $4,287 $5,281 51140 Overtime Pay $2,484 $2,000 $646 $4,011 $4,011
51142 Straight OT $1,668 $1,629 $1,701 $2,006 $2,006
51150 Special Pay $558 $558 $576 $558 $558
51155 One-Time Payouts $1,070 $2,994 $3,499 $0 $0
51237 Allowances & Other Benefits $2,145 $1,733 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $159,232 $177,165 $154,367 $176,355 $173,535 5200-Prof Svcs - Purchased Professional & Technical Services 52230 Other Technical Services $1,000 $1,000 $0 $1,100 $1,144 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $1,000 $1,000 $0 $1,100 $1,144 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $16,459 $15,963 $17,349 $21,600 $21,600 53111 Utilities-Water & Sewer $136,351 $166,507 $148,406 $175,300 $172,020 53120 Utilities-Street Light $58,650 $50,332 $46,221 $36,700 $36,700 53210 Infrastructure Maint Svc $31,090 $13,272 $8,312 $11,500 $11,960 53230 Building Maint Services $85 $0 $0 $0 $0
53240 Landscape/Park Maint Svcs $100,385 $83,442 $71,254 $151,800 $157,872 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $343,020 $329,516 $291,542 $396,900 $400,152 5400-Other Svcs - Other Purchased Services
54610 Travel & Training $6,135 $17 $0 $1,000 $1,040
54920 Events & Field Trips $8 $0 $0 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $6,144 $17 $0 $1,000 $1,040
5500-Supplies - Supplies
55530 Landscape & Park Supplies $36,987 $27,236 $21,684 $20,000 $25,800 Account Classification Total: 5500-Supplies - Supplies $36,987 $27,236 $21,684 $20,000 $25,800 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $160,750 $160,750 $160,000 $163,200 $163,200 Account Classification Total: 5900-Oth Financ - Other Financing Uses $160,750 $160,750 $160,000 $163,200 $163,200
Division Total: 30 - Public Works Maintenance $707,133 $695,684 $627,593 $758,555 $764,871 Department Total: 30 - Public Works $725,345 $712,898 $645,123 $773,855 $780,783 EXPENSES Total $725,345 $712,898 $645,123 $773,855 $780,783 Fund REVENUE Total: 203 - Land & Light Assess Distr $9,552 $21,231 $14,025 $10,500 $10,500 Fund EXPENSE Total: 203 - Land & Light Assess Distr $725,345 $712,898 $645,123 $773,855 $780,783 Fund Total: 203 - Land & Light Assess Distr ($715,793) ($691,667) ($631,098) ($763,355) ($770,283) Fund: 204 - Measure J-Return to Source Fund
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EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $48,056 $63,550 $34,125 $33,166 $49,113 51210 PERS Contributions $5,548 $8,035 $5,343 $4,000 $4,049 51211 PERS UAL $12,696 $14,850 $16,536 $9,915 $21,120
51220 FICA/Medicare $3,588 $4,606 $2,739 $2,438 $3,757
51230 Medical Benefits $9,331 $12,605 $8,500 $5,943 $6,359 51235 Life & LTD Insurance $587 $736 $459 $298 $306
51240 Workers Compensation Premiums $3,161 $3,286 $2,658 $1,265 $1,558 51140 Overtime Pay $2,670 $1,269 $0 $0 $0
51150 Special Pay $406 $442 $263 $117 $117
51155 One-Time Payouts $1,232 $1,561 $937 $0 $0
51237 Allowances & Other Benefits $668 $851 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $87,943 $111,790 $71,559 $57,142 $86,379 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $10,903 $12,114 $7,644 $10,300 $10,712 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $10,903 $12,114 $7,644 $10,300 $10,712 5400-Other Svcs - Other Purchased Services
54220 Mobile/Wireless Expenses $1,620 $1,648 $1,648 $2,000 $2,000 54910 Dues & Subscriptions $47,049 $48,930 $48,930 $49,000 $50,960 Account Classification Total: 5400-Other Svcs - Other Purchased Services $48,669 $50,578 $50,578 $51,000 $52,960
5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $63,000 $64,396 $63,000 $64,300 $66,872 Account Classification Total: 5900-Oth Financ - Other Financing Uses $63,000 $64,396 $63,000 $64,300 $66,872
Division Total: 20 - Public Works Engineering $210,515 $238,878 $192,781 $182,742 $216,923 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $34,289 $32,059 $22,884 $26,580 $29,001 51210 PERS Contributions $3,775 $4,033 $3,319 $3,385 $3,426 51211 PERS UAL $8,215 $9,609 $10,700 $7,873 $13,666
51220 FICA/Medicare $2,792 $2,592 $2,032 $2,072 $2,218
51230 Medical Benefits $13,166 $11,644 $9,355 $9,222 $9,867 51235 Life & LTD Insurance $417 $385 $289 $246 $253
51240 Workers Compensation Premiums $2,696 $2,803 $2,168 $1,715 $2,112 51140 Overtime Pay $2,208 $1,822 $462 $3,566 $3,566
51142 Straight OT $1,482 $1,448 $1,169 $1,784 $1,784
51150 Special Pay $496 $581 $531 $502 $502
51155 One-Time Payouts $951 $534 $507 $0 $0
Account Classification Total: 5100-Persn - Personnel $70,488 $67,509 $53,415 $56,945 $66,395 5300-Prop Svcs - Purchased Property Services
53120 Utilities-Street Light $103,349 $100,597 $75,797 $114,900 $114,484 53210 Infrastructure Maint Svc $0 ($153) $0 $0 $0
53220 Sign & Signal Maint Svc $710 $731 $0 $11,300 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $104,059 $101,175 $75,797 $126,200 $114,484 Agenda Packet Page 230 of 446
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5500-Supplies - Supplies
55510 Infrastructure Supplies $25,479 $27,689 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $25,479 $27,689 $0 $0 $0 5900-Oth Financ - Other Financing Uses
59990.301 Operating Xfer Out-CIP $20,000 $20,000 $20,000 $40,000 $40,000 Account Classification Total: 5900-Oth Financ - Other Financing Uses $20,000 $20,000 $20,000 $40,000 $40,000
Division Total: 30 - Public Works Maintenance $220,025 $216,373 $149,213 $223,145 $220,879 Department Total: 30 - Public Works $430,540 $455,251 $341,993 $405,887 $437,802 EXPENSES Total $430,540 $455,251 $341,993 $405,887 $437,802 Fund REVENUE Total: 204 - Measure J-Return to Source
Fund
Fund EXPENSE Total: 204 - Measure J-Return to Source Fund $430,540 $455,251 $341,993 $405,887 $437,802 Fund Total: 204 - Measure J-Return to Source Fund ($430,540) ($455,251) ($341,993) ($405,887) ($437,802) Fund: 205 - Measure J Storm Drain

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $17,005 $26,185 $19,539 $21,763 $27,775 51210 PERS Contributions $1,591 $2,753 $2,506 $2,303 $2,331 51211 PERS UAL $3,734 $4,368 $4,863 $4,283 $6,211
51220 FICA/Medicare $1,316 $1,959 $1,565 $1,680 $2,124
51230 Medical Benefits $4,156 $5,599 $5,231 $4,584 $4,904 51235 Life & LTD Insurance $245 $310 $264 $193 $198
51240 Workers Compensation Premiums $1,581 $2,223 $1,329 $1,072 $1,320 51140 Overtime Pay $381 $254 $0 $0 $0
51150 Special Pay $200 $260 $233 $195 $195
51155 One-Time Payouts $674 $780 $699 $0 $0
51237 Allowances & Other Benefits $225 $315 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $31,107 $45,005 $36,228 $36,073 $45,058 5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $11,700 $5,665 $5,738 $6,000 $6,240 52120 Legal & Financial Svcs $3,393 $5,837 $4,765 $6,200 $6,448 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $15,093 $11,502 $10,503 $12,200 $12,688 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $74,000 $76,220 $74,000 $74,000 $74,000 Account Classification Total: 5900-Oth Financ - Other Financing Uses $74,000 $76,220 $74,000 $74,000 $74,000
Division Total: 20 - Public Works Engineering $120,200 $132,726 $120,730 $122,273 $131,746 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $153,422 $151,458 $131,444 $145,562 $157,536 51210 PERS Contributions $18,248 $19,883 $18,363 $18,781 $19,012 51211 PERS UAL $35,846 $41,929 $46,689 $46,348 $59,634
51220 FICA/Medicare $12,114 $11,681 $10,636 $11,077 $12,051 51230 Medical Benefits $45,936 $44,459 $46,249 $45,745 $48,947 51235 Life & LTD Insurance $1,832 $1,795 $1,613 $1,298 $1,336 Agenda Packet Page 231 of 446
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51240 Workers Compensation Premiums $10,228 $9,955 $8,322 $7,974 $9,822 51140 Overtime Pay $8,279 $12,458 $2,197 $0 $0
51142 Straight OT $5,559 $8,328 $5,671 $0 $0
51150 Special Pay $1,860 $1,988 $2,123 $2,055 $2,055
51155 One-Time Payouts $4,316 $1,908 $1,901 $0 $0
51237 Allowances & Other Benefits $1,014 $819 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $298,654 $306,661 $275,208 $278,840 $310,393 5300-Prop Svcs - Purchased Property Services
53210 Infrastructure Maint Svc $37,966 $25,976 $33,275 $40,000 $31,600 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $37,966 $25,976 $33,275 $40,000 $31,600 5500-Supplies - Supplies
55110 General Office Supplies $229 $0 $0 $0 $0
55510 Infrastructure Supplies $3,866 $2,638 $681 $5,000 $15,000 Account Classification Total: 5500-Supplies - Supplies $4,095 $2,638 $681 $5,000 $15,000 Division Total: 30 - Public Works Maintenance $340,716 $335,275 $309,164 $323,840 $356,993 Department Total: 30 - Public Works $460,916 $468,002 $429,894 $446,113 $488,739 EXPENSES Total $460,916 $468,002 $429,894 $446,113 $488,739 Fund REVENUE Total: 205 - Measure J Storm Drain
Fund EXPENSE Total: 205 - Measure J Storm Drain $460,916 $468,002 $429,894 $446,113 $488,739 Fund Total: 205 - Measure J Storm Drain ($460,916) ($468,002) ($429,894) ($446,113) ($488,739) Fund: 207 - Measure H Park & Rec Facilities

EXPENSES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
5300-Prop Svcs - Purchased Property Services
53210 Infrastructure Maint Svc $0 $0 $3,983 $9,100 $9,470 53240 Landscape/Park Maint Svcs $0 $0 $250,792 $230,700 $139,940 53910 Solid Waste Services $0 $0 $1,166 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $0 $255,941 $239,800 $149,410
Division Total: 30 - Public Works Maintenance $0 $0 $255,941 $239,800 $149,410 Department Total: 30 - Public Works $0 $0 $255,941 $239,800 $149,410 EXPENSES Total $0 $0 $255,941 $239,800 $149,410
Fund REVENUE Total: 207 - Measure H Park & Rec Facilities Fund EXPENSE Total: 207 - Measure H Park & Rec Facilities $0 $0 $255,941 $239,800 $149,410 Fund Total: 207 - Measure H Park & Rec Facilities $0 $0 ($255,941) ($239,800) ($149,410) Fund: 211 - Street Improvemt & Maint

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $27,864 $43,453 $38,047 $40,586 $45,810 51210 PERS Contributions $2,998 $2,953 $2,838 $4,731 $4,789 51211 PERS UAL $1,494 $1,747 $1,945 $11,462 $2,484
51220 FICA/Medicare $2,087 $3,176 $2,960 $3,110 $3,504
51230 Medical Benefits $6,238 $5,058 $6,640 $5,397 $5,774 Agenda Packet Page 232 of 446
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51235 Life & LTD Insurance $329 $502 $456 $351 $361
51240 Workers Compensation Premiums $2,139 $2,223 $1,748 $1,715 $2,112 51150 Special Pay $45 $65 $63 $65 $65
51155 One-Time Payouts $331 $390 $161 $0 $0
51237 Allowances & Other Benefits $923 $1,103 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $44,446 $60,668 $54,857 $67,417 $64,899 5400-Other Svcs - Other Purchased Services
54220 Mobile/Wireless Expenses $60 $0 $360 $0 $0
Account Classification Total: 5400-Other Svcs - Other Purchased Services $60 $0 $360 $0 $0
Division Total: 20 - Public Works Engineering $44,506 $60,668 $55,217 $67,417 $64,899 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $22,591 $23,260 $20,367 $22,946 $22,946 51210 PERS Contributions $2,800 $3,105 $3,133 $3,212 $3,212 51211 PERS UAL $5,228 $6,115 $6,809 $8,529 $8,696
51220 FICA/Medicare $1,889 $1,889 $1,742 $1,786 $1,786
51230 Medical Benefits $8,458 $8,722 $8,780 $8,867 $8,867 51235 Life & LTD Insurance $274 $276 $246 $202 $202
51240 Workers Compensation Premiums $1,767 $1,836 $1,399 $1,393 $1,716 51140 Overtime Pay $1,646 $1,445 $442 $1,421 $1,421
51142 Straight OT $1,204 $1,176 $1,228 $432 $432
51150 Special Pay $403 $403 $416 $403 $403
51155 One-Time Payouts $773 $400 $412 $0 $0
Account Classification Total: 5100-Persn - Personnel $47,032 $48,627 $44,974 $49,191 $49,681 Division Total: 30 - Public Works Maintenance $47,032 $48,627 $44,974 $49,191 $49,681 Department Total: 30 - Public Works $91,538 $109,294 $100,191 $116,608 $114,580 EXPENSES Total $91,538 $109,294 $100,191 $116,608 $114,580 Fund REVENUE Total: 211 - Street Improvemt & Maint
Fund EXPENSE Total: 211 - Street Improvemt & Maint $91,538 $109,294 $100,191 $116,608 $114,580 Fund Total: 211 - Street Improvemt & Maint ($91,538) ($109,294) ($100,191) ($116,608) ($114,580) Fund: 212 - SB1-Road Repair & Accountability

REVENUES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
4800-Oth Revenu - Other Revenue
48970 Damage Recoveries $0 $0 $90 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $0 $0 $90 $0 $0 Division Total: 30 - Public Works Maintenance $0 $0 $90 $0 $0 Department Total: 30 - Public Works $0 $0 $90 $0 $0
REVENUES Total $0 $0 $90 $0 $0

EXPENSES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
5300-Prop Svcs - Purchased Property Services
53210 Infrastructure Maint Svc $63,384 $23,423 $57,110 $92,800 $50,000 53220 Sign & Signal Maint Svc $73,243 $78,604 $64,604 $70,400 $125,000 Agenda Packet Page 233 of 446
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Account Classification Total: 5300-Prop Svcs - Purchased Property Services $136,627 $102,027 $121,714 $163,200 $175,000 5500-Supplies - Supplies
55510 Infrastructure Supplies $0 $2,820 $12,045 $35,800 $37,232 Account Classification Total: 5500-Supplies - Supplies $0 $2,820 $12,045 $35,800 $37,232 Division Total: 30 - Public Works Maintenance $136,627 $104,847 $133,759 $199,000 $212,232 Department Total: 30 - Public Works $136,627 $104,847 $133,759 $199,000 $212,232 EXPENSES Total $136,627 $104,847 $133,759 $199,000 $212,232 Fund REVENUE Total: 212 - SB1-Road Repair &
Accountability $0 $0 $90 $0 $0
Fund EXPENSE Total: 212 - SB1-Road Repair & Accountability $136,627 $104,847 $133,759 $199,000 $212,232 Fund Total: 212 - SB1-Road Repair & Accountability ($136,627) ($104,847) ($133,669) ($199,000) ($212,232) Fund: 223 - ARPA Grant Funding

EXPENSES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
5500-Supplies - Supplies
55220 Safety Supplies $0 $0 $702 $0 $0
Account Classification Total: 5500-Supplies - Supplies $0 $0 $702 $0 $0 Division Total: 30 - Public Works Maintenance $0 $0 $702 $0 $0 Department Total: 30 - Public Works $0 $0 $702 $0 $0
EXPENSES Total $0 $0 $702 $0 $0
Fund REVENUE Total: 223 - ARPA Grant Funding
Fund EXPENSE Total: 223 - ARPA Grant Funding $0 $0 $702 $0 $0 Fund Total: 223 - ARPA Grant Funding $0 $0 ($702) $0 $0 Fund: 301 - Capital Improvement Fund

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $3,832 $0 $15,189 $0 $0
51210 PERS Contributions $0 $0 $52 $0 $0
51211 PERS UAL $2,614 $0 $3,404 $0 $0
51220 FICA/Medicare $148 $0 $1,073 $0 $0
51240 Workers Compensation Premiums $744 $0 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $7,338 $0 $19,718 $0 $0 Division Total: 20 - Public Works Engineering $7,338 $0 $19,718 $0 $0 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51220 FICA/Medicare $0 $0 $2 $0 $0
51140 Overtime Pay $0 $0 $25 $0 $0
Account Classification Total: 5100-Persn - Personnel $0 $0 $26 $0 $0 Division Total: 30 - Public Works Maintenance $0 $0 $26 $0 $0 Department Total: 30 - Public Works $7,338 $0 $19,745 $0 $0 EXPENSES Total $7,338 $0 $19,745 $0 $0
Fund REVENUE Total: 301 - Capital Improvement Fund
Fund EXPENSE Total: 301 - Capital Improvement Fund $7,338 $0 $19,745 $0 $0 Agenda Packet Page 234 of 446
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Fund Total: 301 - Capital Improvement Fund ($7,338) $0 ($19,745) $0 $0 Fund: 501 - Integrated Waste Mgmt

REVENUES
Department: 10 - Administration
Division: 80 - Environmental Services
4500-Intergov'l - Intergovernmental Revenues
45440 State Grant-Operating $22,908 $38,516 $10,699 $20,000 $20,000 45460 Local Agency Grants $39,986 $1,685 $6,085 $4,500 $4,800 Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues $62,894 $40,201 $16,784 $24,500 $24,800
4600-Charges - Charges for Services
46090 Permit Issuance Fees $290 $394 $45 $200 $200
46310 IWM Fees $2,475,635 $3,260,985 $3,672,323 $3,792,300 $3,781,122 46320 Recycling Revenues $86,212 $71,261 $102,006 $61,200 $89,100 46321.1 Recycling Sales-CFL/Flourescent
Tubes $8,529 $1,450 $1,828 $3,000 $1,800
46321.3 Recycling Sales-Compost $249 $9 $0 $100 $0
46321.6 Recycling Sales-Miscellaneous $187 $761 $0 $100 $100 46321.7 Recycling Sales-Bike Cards $0 $20 $0 $0 $0
46321.8 Recycling Sales-Green Team T-shirts $10 $0 $0 $21 $0 46321.9 Recycling Sales-Event Stands $221 $351 $0 $362 $200 Account Classification Total: 4600-Charges - Charges for Services $2,571,333 $3,335,231 $3,776,202 $3,857,283 $3,872,522 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $1,121 $997 $81 $500 $400 48990 Other Misc Revenue $9,019 $1,082 $3,194 $2,000 $2,300 Account Classification Total: 4800-Oth Revenu - Other Revenue $10,141 $2,079 $3,275 $2,500 $2,700 Division Total: 80 - Environmental Services $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022 Department Total: 10 - Administration $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022 REVENUES Total $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022

EXPENSES
Department: 10 - Administration
Division: 80 - Environmental Services
5100-Persn - Personnel
51110 Regular Salaries & Wages $686,260 $744,878 $651,374 $781,689 $852,893 51120 Part-Time Permanent Salaries &
Wages $48,182 $33,249 $7,913 $54,080 $51,243
51200 PARS Contribution $358 $376 $93 $837 $837
51210 PERS Contributions $70,247 $80,072 $77,376 $90,626 $91,740 51211 PERS UAL $128,449 $150,245 $167,303 $188,569 $213,690 51220 FICA/Medicare $55,085 $56,753 $53,121 $59,464 $65,246 51230 Medical Benefits $183,728 $212,279 $228,297 $224,703 $240,432 51235 Life & LTD Insurance $7,891 $8,298 $8,040 $6,913 $7,120 51240 Workers Compensation Premiums $54,672 $58,087 $45,598 $46,300 $59,674 51140 Overtime Pay $46,416 $37,268 $31,610 $24,960 $35,000 51142 Straight OT $184 $603 $0 $0 $0
51150 Special Pay $5,600 $4,750 $4,350 $4,600 $4,400
51155 One-Time Payouts $10,367 $3,664 $7,570 $0 $4,900
51237 Allowances & Other Benefits $5,850 $4,735 $0 $0 $0 Agenda Packet Page 235 of 446
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Account Classification Total: 5100-Persn - Personnel $1,303,289 $1,395,258 $1,282,646 $1,482,741 $1,627,175 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $19,664 $42,695 $57,265 $60,000 $60,000 52210 Lab & Investigative Svcs $7,763 $3,077 $6,171 $7,500 $7,800 52230 Other Technical Services $2,045 $1,843 $1,852 $2,170 $2,256 52240 Miscellaneous Services $82,521 $79,380 $4,830 $15,000 $5,600 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $111,993 $126,995 $70,118 $84,670 $75,656 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $5,289 $5,393 $4,677 $5,500 $4,000 53111 Utilities-Water & Sewer $8,593 $10,248 $9,307 $11,000 $7,690 53210 Infrastructure Maint Svc $0 $0 $3,292 $3,400 $10,000 53230 Building Maint Services $4,515 $6,771 $5,728 $8,000 $18,320 53250 Vehicle & Equip Maint Svc $114,012 $146,578 $144,525 $165,600 $172,224 53910 Solid Waste Services $3,528 $98,966 $218,383 $272,000 $272,000 53990 Other Property Services $625 $756 $1,757 $1,800 $2,118 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $136,562 $268,712 $387,668 $467,300 $486,352 5400-Other Svcs - Other Purchased Services
54110 Insurance Premiums $0 $24,715 $0 $0 $0
54210 Telephone Expenses $2,109 $2,074 $2,169 $4,120 $5,364 54220 Mobile/Wireless Expenses $377 $3,600 $3,166 $4,500 $4,680 54230 Internet Services $3 $0 $0 $2,086 $2,169
54310 Legal Notices & Advertise $0 $0 $151 $1,100 $500
54410 Printing & Binding $8,041 $24,126 $4,324 $25,000 $25,000 54610 Travel & Training $2,015 $11,758 $15,684 $9,500 $18,000 54910 Dues & Subscriptions $1,460 $1,860 $1,800 $1,900 $1,976 54920 Events & Field Trips $5,102 $1,652 $1,195 $2,500 $2,600 Account Classification Total: 5400-Other Svcs - Other Purchased Services $19,107 $69,785 $28,489 $50,706 $60,289
5500-Supplies - Supplies
55110 General Office Supplies $1,621 $2,087 $1,137 $2,348 $2,000 55120 Postage & Delivery $665 $284 $154 $371 $386
55130 Photocopying Charges $623 $1,377 $0 $1,607 $1,671 55210 Fuel $58,016 $56,531 $55,543 $69,619 $72,404
55220 Safety Supplies $2,272 $3,303 $3,488 $5,000 $5,200 55240 Clothing & Uniform Supply $3,860 $9,182 $152 $6,310 $6,562 55250 Vehicle & Equip Supplies $33,413 $44,080 $29,905 $45,000 $51,000 55290 Other Operating Supplies $2,884 $7,176 $4,676 $7,210 $10,500 55520 Building Supplies $0 $144 $0 $155 $161
Account Classification Total: 5500-Supplies - Supplies $103,354 $124,164 $95,055 $137,620 $149,884 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $3,510 $3,829 $6,000 $6,240 56620 Heavy Equipment >$10K $8,271 $0 $12,867 $110,000 $314,400 Account Classification Total: 5600-Prop & Cap - Property & Capital $8,271 $3,510 $16,696 $116,000 $320,640
5800-Financing - Financing Costs
58110.1 Principal Payments-Facilities $258,000 $264,400 $270,800 $277,400 $284,200 58110.2 Principal Payments-Equipment $117,262 $59,415 $0 $0 $0 58110.4 Principal Pymt - Sideloader Recycling
Truck $72,175 $74,274 $83,754 $78,700 $81,158
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58110.6 Principal Pymt - Rearloader Recycling
Truck $0 $0 $0 $73,700 $76,288
58120.1 Interest Payments-Facilities $48,531 $31,478 $35,788 $29,200 $22,346 58120.2 Interest Payments-Equipment $2,625 $11,297 $0 $0 $0 58120.4 Interest Payment - Sideloader
Recycling Truck $15,405 $13,306 $11,146 $9,000 $6,421
58120.6 Interest Payment - Rearloader
Recycling Truck $0 $0 $0 $20,400 $17,718
58220 Licenses & Permits $2,322 $2,454 $6,118 $6,200 $8,448 58920 Bank & Credit Card Fees $0 $0 $0 $1,000 $0
Account Classification Total: 5800-Financing - Financing Costs $516,320 $456,624 $407,606 $495,600 $496,579 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $357,150 $367,865 $378,901 $386,479 $401,938 59990.101 Operating Xfer Out-GEN $3,671 $3,671 $3,671 $3,671 $3,671 Account Classification Total: 5900-Oth Financ - Other Financing Uses $360,821 $371,536 $382,572 $390,150 $405,609
Division Total: 80 - Environmental Services $2,559,717 $2,816,584 $2,670,849 $3,224,787 $3,622,184 Department Total: 10 - Administration $2,559,717 $2,816,584 $2,670,849 $3,224,787 $3,622,184 Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
51110 Regular Salaries & Wages $7,337 ($1,890) $2,695 $28,346 $3,550 51210 PERS Contributions $100 $192 $192 $259 $262
51220 FICA/Medicare $156 $235 $223 $261 $271
51230 Medical Benefits $564 $578 $562 $565 $604
51235 Life & LTD Insurance $39 $40 $35 $26 $26
51240 Workers Compensation Premiums $279 $290 $210 $214 $264 51150 Special Pay $45 $65 $63 $65 $65
51155 One-Time Payouts $12 $0 $161 $0 $0
Account Classification Total: 5100-Persn - Personnel $8,533 ($490) $4,140 $29,736 $5,042 Division Total: 20 - Public Works Engineering $8,533 ($490) $4,140 $29,736 $5,042 Division: 30 - Public Works Maintenance
5100-Persn - Personnel
51110 Regular Salaries & Wages $53,279 $49,205 $46,904 $53,363 $59,254 51210 PERS Contributions $4,872 $4,637 $5,231 $5,796 $5,867 51211 PERS UAL $13,816 $16,160 $17,995 $9,842 $22,984
51220 FICA/Medicare $4,466 $3,520 $3,800 $4,168 $4,532
51230 Medical Benefits $23,543 $14,610 $15,267 $15,416 $16,495 51235 Life & LTD Insurance $710 $545 $555 $483 $497
51240 Workers Compensation Premiums $4,835 $5,123 $3,777 $3,751 $4,621 51140 Overtime Pay $2,070 $1,885 $681 $17,065 $17,065
51142 Straight OT $1,390 $1,357 $1,418 $3,120 $3,120
51150 Special Pay $465 $890 $1,155 $1,115 $1,115
51155 One-Time Payouts $891 $670 $475 $0 $0
Account Classification Total: 5100-Persn - Personnel $110,336 $98,602 $97,258 $114,119 $135,550 Division Total: 30 - Public Works Maintenance $110,336 $98,602 $97,258 $114,119 $135,550 Department Total: 30 - Public Works $118,869 $98,111 $101,398 $143,855 $140,592 EXPENSES Total $2,678,586 $2,914,696 $2,772,247 $3,368,642 $3,762,776 Fund REVENUE Total: 501 - Integrated Waste Mgmt $2,644,367 $3,377,511 $3,796,261 $3,884,283 $3,900,022 Agenda Packet Page 237 of 446
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Fund EXPENSE Total: 501 - Integrated Waste Mgmt $2,678,586 $2,914,696 $2,772,247 $3,368,642 $3,762,776 Fund Total: 501 - Integrated Waste Mgmt ($34,219) $462,815 $1,024,014 $515,641 $137,246 REVENUE GRAND Totals: $3,057,019 $3,731,652 $4,244,484 $4,358,583 $4,307,922 EXPENSE GRAND Totals: $7,363,243 $7,445,158 $6,954,919 $8,453,888 $9,316,177 Agenda Packet Page 238 of 446
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SECTION 9:

RECREATION DEPARTMENT
The Recreation Department is committed to meeting the needs and interests of the residents of El Cerrito and neighboring communities.

The Department’s mission is to provide safe, friendly, reliable services that will enhance the quality of life through diverse programs. The Department values and encourages citizen input and strives to deliver activities and services of the highest quality.

DEPARTMENT OVERVIEW
The Recreation Department manages a full range of recreational services, special activities, and events for people of all ages and abilities. Staff works to ensure quality customer service in the delivery of our programs and services. The Department:
• Provides childcare, after school programming, enrichment classes, sports, summer camps and volunteer opportunities for close to 4,000 children and teens per year • Schedules activities and rentals of buildings, picnic areas, sports fields, tennis courts and the Swim Center
• Provides social services and enrichment activities for aging adults through Meals on Wheels, lunch program, Easy Ride Paratransit, respite programs, and a variety of recreational activities • Ensures that a well-rounded aquatic program is implemented meeting the needs of the community
• Provides support to the Committee on Aging, Park and Recreation Commission and various other city organizations, departments and committees
• Works with employees to develop their talents and encourage future leadership • Identifies funding sources and support for the maintenance and enhancement of parks and recreation facilities
Organizational Structure
The structure of the El Cerrito Recreation Department reflects reduced staffing levels initiated by the City’s Fiscal Response Plan and COVID-19 impacts that allows the Department to maintain current programs and services, in addition to adding new recreational opportunities, in a financially sustainable manner.

Administration Division
This Division is responsible for ensuring that all aspects of the Recreation Department operate efficiently by providing overall management of activities, long and short-range planning, personnel and budget administration, coordinating with other agencies, supporting advisory commissions and committees, managing grants and scholarships, and working with other City departments and outside agencies/organizations. Personnel in this department are responsible for program registration, office management, public information and engagement, and other related business and customer service functions.

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Adult Programs & Services Division
This Division provides quality social, physical, and educational opportunities for personal enrichment for adult participants. This includes specialty recreation programs and workshops, fitness classes, senior trips, volunteer programs and special events. The division encompasses the core programs and activities for seniors including Easy Ride Senior and Disabled Paratransit Program (funded by Contra Costa County Measure J), Senior Lunch Program, the Respite Program (in partnership with West Contra Costa Unified School District Older Adult Programs), senior counseling and advocacy programs, and other support services. Since the closure of the El Cerrito Midtown Activity Center, programs primarily take place at the El Cerrito Community Center.

Aquatics Division
The Division provides a variety of aquatic programs and training. The Division works towards creating a fun and safe environment while maximizing the number of users. This is done by managing the operations of the El Cerrito Swim Center that includes the Emery G. Weed III Lap Pool, the Activity Pool and Splash Park and managing the programs associated with the pools including Swim Lessons for children and adults, Fitness Swim, Water Aerobics, Gators Swim Club, Masters Swim Team, rECswim, Lifeguard Training, and other year-round and seasonal programs. The Division hires and trains Lifeguards, Swim Instructors, Senior Guards, and Pool Manager staff to support these programs and develops partnerships with community organizations, advisory groups, citizen organizations, schools, and other government organizations.

Childcare Division
This Division coordinates the delivery of high-quality, safe, and age-appropriate early childhood programs, school-aged childcare at Fairmont, Harding, and Madera elementary schools, and day camp programs that operate all summer long as well as for all breaks in the school year. By doing so the division provides vital childcare services to working families in the El Cerrito community. State Licensing is required in the delivery of some of these programs. The Division works in close collaboration with the West Contra Costa Unified School District, community groups, and residents.

Community Services Division
This Division provides quality social, physical, and educational opportunities for personal enrichment for all ages, with an emphasis on youth and family programming. This includes specialty recreation programs, after school enrichment classes, summer camps, volunteer programs and special events, often coordinated in partnership with third-party instructors, organizations, and community groups. This Division is also responsible for sports programs and leagues, tennis court and field rentals, and coordination of facility operations in partnership with the Public Works Department. This Division also oversees department-wide marketing efforts including the production of the seasonal rECguide, monthly rECnews e-newsletter, and social media postings.

Citywide Custodial and Facilities Division
This Division handles the custodial maintenance needs for all City facilities including City Hall, Public Safety Building, Community and Swim Center, Recycling Center, Corporation Yard, Clubhouses, Hana Gardens Senior Center, and Picnic Sites. This Division is also responsible for picnic and facility rentals and program space allocation for City programs.

Chart 9-1 reflects the Department’s organizational structure. The chart does not include all part-time positions.

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Position Listing
Table 9-1 depicts the Recreation Department’s overall staffing patterns over five years. This table reflects the implementation of the Fiscal Response Plan and other savings measures that eliminated funding for five positions during the 2020-21 Fiscal Year. This position listing does not include part-time hourly or seasonal positions.

Table 9-1
Recreation Department Position Listing
RECREATION DEPARTMENT FY 2018-
19 FY 2019-
20 FY 2020-
21 FY 2021-
22 FY 2022-
23 Administrative Clerk Specialist 2 2 2 2 2
Assistant Program Supervisor 1 1 0.5 0 0
Childcare Teacher 3 3 2 1 1
Community Services Coordinator 5 5 4.67 4 5
Custodial Maintenance Lead Worker 1 1 1 1 1
Custodian 4 4 4 4 4
Management Assistant 1 1 0.5 0 0
Management Analyst II 1 1 1 1 0
Recreation Director 1 1 1 1 1
Recreation Supervisor 4 4 4 4 4
RECREATION DEPARTMENT TOTAL 23 23 20.67 18 18
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FY 2021-2022 HIGHLIGHTS
Returned to, and in some cases surpassed, pre-pandemic enrollment levels in several key program areas including childcare, adult fitness, youth seasonal programs, camps, lap swim and swim teams.

Re-opened the Community Center Office and indoor programming to the public to provide in-person assistance for patron questions, program registration, facility reservations and more.

Received 19 “Best of” Awards for Contra Costa County in 2021 from readers of Parent’s Press magazine for camp programs and classes.

Resumed school-based programming including before and after school childcare, Kinder Club, and Afterschool Enrichment Programs, adapting to State, County, and School District COVID-19 policies and procedures.

With community support and assistance, surpassed the “Bring Back the 4th” $50,000 fundraising goal for El Cerrito & worldOne 4th of July Festival in a cost neutral manner, and began planning the event after a two-year hiatus.

Relocated Senior Services to the Community Center and re-organized staffing to compensate for personnel reductions.

Resumed production of the seasonal rECguide, including brochures for Winter/Spring 2021, Summer Camp 2022, and Summer 2022.

FY 2022-2023 FOCUS
Research and implement technologies and online solutions to increase automation and improve customer online enrollment experiences, as well as allow staff to maintain and increase program and service offerings with reduced staffing levels.

Continue prioritizing efficiency and cost recovery through reducing expenses where possible, increasing revenues, and prudent use of staff time, facilities, and other resources.

Implement Summer Camp programs in line with pre-pandemic model, including 9 weeks of full and half day traditional and specialty camps, as well as a two-week session of residential camp.

Recruit and retain a large number of part-time staff in the Aquatics and Childcare divisions to address part-time employee shortages, meet community demand for programs that provide community safety through water safety skills and swim lessons, childcare and direct supervision of youth and increase revenue.

Reignite and rethink Citywide special events that allow for social gatherings and community building in a safe and cost-neutral manner.

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RECREATION DEPARTMENT BUDGET SUMMARY
Recreation Department
Expenditures (5010, 5020, 5030,
5040, 5050, 5060, 5070)
All Funds
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101 )
Personnel Services $3,783,037 $3,798,870 $3,213,557 $3,147,123 $3,641,698 Purchased Professional & Technical
Services $742,150 $608,563 $111,262 $389,300 $700,500
Purchased Property Services $316,095 $367,738 $254,260 $325,764 $394,809 Other Purchased Services $443,861 $224,005 $89,444 $273,468 $327,585 Supplies $302,558 $193,378 $58,726 $201,646 $301,800
Property & Capital $49,920 $41,960 $19,856 $33,000 $55,000 Financing Costs $162,588 $122,805 $86,589 $137,418 $138,182 Total Expenditures $5,800,209 $5,357,319 $3,833,693 $4,507,719 $5,559,574 Land & Light Assessment District
Fund (203)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $93,561 $109,092 $67,712 $68,330 $85,208 Purchased Property Services $0 $0 $27,710 $0 $0
Total Expenditures $93,561 $109,092 $95,422 $68,330 $85,208 Measure A Parcel Tax Fund (206 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $0 $0 $582 $0 $0
Purchased Professional & Technical
Services $3,393 $3,483 $4,765 $0 $0
Total Expenditures $3,393 $3,483 $5,347 $0 $0
Measure H Parcel Tax Fund (207 )
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Purchased Professional & Technical
Services $0 $0 $5,174 $0 $0
Purchased Property $0 $513 $108,609 $219,771 $228,721
Supplies $0 $0 $36,635 $53,040 $59,631
Total Expenditures $0 $513 $150,418 $272,811 $288,352
Measure J-Paratransit Fund (214)
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Personnel Services $68,433 $65,147 $25,604 $61,500 $61,500 Purchased Property Services $19,828 $439 $247 $18,000 $18,000 Other Purchased Services $160 $56 $0 $1,000 $3,368
Supplies $8,750 $6,978 $7,265 $14,744 $14,500
Property & Capital $1,788 $115,093 $0 $0 $0
Financing Costs $0 $31,232 $31,400 $31,248 $31,074
Other Financing Uses $34,000 $35,360 $34,000 $34,000 $35,020 Total Expenditures $132,960 $254,305 $98,516 $160,492 $163,462 Agenda Packet Page 243 of 446
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Recreation Department Revenues
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
General Fund (101 )
Use of Money and Property $226,678 $193,992 $167,940 $210,000 $290,000 Charges for Services $4,102,548 $2,863,256 $2,283,028 $3,325,100 $4,112,400 Other Revenue $39,462 $30,022 $46,147 $140,000 $126,000 Other Financing Sources $34,000 $35,360 $34,000 $34,000 $35,020 Total Revenues $4,402,688 $3,122,630 $2,531,115 $3,709,100 $4,563,420 Revenue Assumptions
The following provides revenue assumptions for projections over $50,000 in the Department's budget.

This includes Administration (50-10), Childcare (50-20), Swim Center (50-30), Senior Services (50-40), Adult Services (50-50), Youth Services (50-60), and Citywide Custodial and Facilities (50-70).

Revenue Assumptions (>$50k)
Account Amount Description
General Fund (101)
50-20-(multi)
46520,
46521.1,
46521.3,
46521.5,
46521.6
$1,495,000
School Year Childcare Programs: based on trends
• Miscellaneous Program Fees ($85,000)
• Teeter Tots Fees ($80,000)
• Harding Childcare ($435,000)
• Madera Childcare ($700,000)
• Fairmount Childcare ($195,000)
50-20-(multi)
46522.1,
46522.3,
46522.4,
46522.6
$335,000
Summer "Traditional Camps":
• Arlington Day camp ($90,000)
• Harding Day camp ($110,000)
• Mix & Match Camp ($25,000)
• Discovery Summer Camp ($110,000)
50-30-(multi)
46525,
46526,
46527,
46537
$795,000
Swim Center Revenue: seeing steady demand, conservative estimate • Recreation Swim ($80,000)
• Lap Swim ($300,000)
• Swim Teams ($140,000)
• Lesson Fees ($275,000)
50-60-(multi)
46531,
46533,
46534
$1,160,000
Youth Classes, Specialty Camps and Sports: Main source of revenue, summer camps, is showing strong demand
• General Activities ($160,000)
• Special Program ($850,000)
• Sports Programs ($150,000)
Major Expenditures
The following table contains major expenditures in the Department with an increase from the previous fiscal year in the amount of $10,000 or above. This includes Administration (50-10), Childcare (50-20), Swim Center (50-30), Senior Services (50-40), Adult Services (50-50), Youth Services (50-60), and Citywide Custodial and Facilities (50-70).

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Major Expenditures (>$10k)
Account Amount Description
General Fund (101)
52250 $636,500
Instructor Services (all divisions) - programs and classes run by contractors, to account for increased enrollments which increases payments to contract instructors. Revenue offsets all expenses 50-30-53110
& 53111 $98,549
Utilities Swim Center - Per Public Works reallocation and reducing costs in Measure H to build fund balance for future Large Pool RePlastering project. 50-10-54410 $30,000 Printing and Binding - Return to producing 3 seasonal and 1 summer camp activity guide
50-10-55120 $25,000 Postage & Delivery - Increased postage for activity guides, offset by revenue
50-20-55290 $80,000
Other Operating Supplies - Childcare and summer camp program supplies including state required provision of daily snacks that had been suspended during pandemic. Offset by program revenue. 50-30-54920 $40,000
Events & Field Trips - return to pre-pandemic camp offerings. Field trips drive increased enrollment and are incorporated into camp fees.

Offset by program revenue.
50-20-52190 $20,000 Temporary Childcare workers – to maintain state mandated staff-to- child ratios Measure H Fund (207)
50-30-53290 $50,000 Emergency repairs reserve (as needed) Agenda Packet Page 245 of 446
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RECREION DEPARTMENT BUDGET DETAIL
Account
Number Account Description
FY2018-19
Actual
FY2019-20
Actual
FY2020-21
Actual
FY2021-22
Amended
FY2022-23
Proposed
Fund: 101 - General Fund

REVENUES
Department: 50 - Recreation
Division: 10 - Recreation-Admin
4600-Charges - Charges for Services
46520 Program Fees $87,763 $52,618 $21,574 $0 $0
46524 Special Event Revenue ($39) $0 $0 $70,000 $0
46541 Field Maintenance Fees $7,320 $18,973 $11,750 $0 $0 46542 Restroom Key Fees $5,720 $4,120 $2,765 $3,500 $6,000 46543 Tennis Permit Fees $58 $155 $364 $400 $300
46550 Taxable Sales $32 $0 $0 $200 $100
Account Classification Total: 4600-Charges - Charges for Services $100,853 $75,865 $36,453 $74,100 $6,400 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $0 $13,769 $9,595 $0 $0 48990 Other Misc Revenue $343 $42 $34,624 $125,000 $125,000 Account Classification Total: 4800-Oth Revenu - Other Revenue $343 $13,810 $44,219 $125,000 $125,000 Division Total: 10 - Recreation-Admin $101,196 $89,675 $80,672 $199,100 $131,400 Division: 20 - Recreation-Chldcr Admin
4600-Charges - Charges for Services
46520 Program Fees $100,324 $58,469 $38,079 $75,000 $85,000 46521.1 Teeter Tots Fees $135,544 $105,809 $52,398 $75,000 $80,000 46521.11 Childcare - COVID-19 $0 $0 $383,785 $0 $0
46521.2 Casa Cerrito Preschool $229,999 $95,716 $0 $0 $0 46521.3 Harding Childcare $432,981 $352,342 $248,323 $400,000 $435,000 46521.5 Madera Childcare $587,218 $443,966 $32,619 $585,000 $700,000 46521.6 Fairmount Childcare $210,847 $179,236 $248 $150,000 $195,000 46521.7 Harding Child AM $72 $0 $0 $0 $0
46522.1 Arlington Daycamp $76,864 $32,381 $129,515 $60,000 $90,000 46522.2 Daycamp VIP $5,879 $27 $0 $3,000 $3,000
46522.3 Harding Daycamp $83,018 $136,424 $105,521 $70,000 $110,000 46522.4 Mix & Match Camp $70,177 $135,202 $17,465 $65,000 $25,000 46522.5 Enrichment Programs $4,966 $29 $0 $6,000 $0
46522.6 Discover Summer Camp $97,119 $56,467 $82,376 $75,000 $110,000 Account Classification Total: 4600-Charges - Charges for Services $2,035,007 $1,596,067 $1,090,328 $1,564,000 $1,833,000 Division Total: 20 - Recreation-Chldcr Admin $2,035,007 $1,596,067 $1,090,328 $1,564,000 $1,833,000 Division: 30 - Recreation-Swim Center
4400-Use of Prp - Use of Money and Property
44227 Rentals-Swim Ctr $48,056 $31,249 $2,040 $25,000 $35,000 44228 Rental-Schools $110 $0 $486 $0 $0
Account Classification Total: 4400-Use of Prp - Use of Money and $48,165 $31,249 $2,526 $25,000 $35,000 Agenda Packet Page 246 of 446
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Property
4600-Charges - Charges for Services
46520 Program Fees $46,261 $2,442 $0 $35,000 $15,000
46525 Recreation Swim $89,447 $69,155 ($142) $75,000 $80,000 46526 Lap Swim $153,577 $121,369 $465,998 $300,000 $300,000 46526.1 Water Aerobics $20,511 $16,292 $10,729 $20,000 $25,000 46527 Swim Teams $95,716 $79,767 $209,825 $100,000 $140,000 46527.1 Swim Team ECHS $0 $97 $0 $0 $0
46530 Training/Class Fees $7,506 $1,315 $2,179 $7,500 $5,500 46537 Lesson Fees $326,119 $125,597 $35,078 $250,000 $275,000 46550 Taxable Sales $1,439 $1,191 $15 $1,000 $1,000
Account Classification Total: 4600-Charges - Charges for Services $740,577 $417,225 $723,681 $788,500 $841,500 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $792 $48 $502 $0 $0
48990 Other Misc Revenue $0 $88 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $792 $136 $502 $0 $0 Division Total: 30 - Recreation-Swim Center $789,534 $448,610 $726,709 $813,500 $876,500 Division: 40 - Recreation-Senior Svcs
4400-Use of Prp - Use of Money and Property
44220 Rentals-Facilities $0 $4,850 $558 $0 $5,000
Account Classification Total: 4400-Use of Prp - Use of Money and Property $0 $4,850 $558 $0 $5,000
4600-Charges - Charges for Services
46520 Program Fees $44,576 $40,255 $900 $15,000 $32,000 46532 Excursions/Trips $10,197 $5,494 $0 $7,000 $7,000
46544 Trash Bag Progrm $0 $153 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $54,773 $45,902 $900 $22,000 $39,000 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $21,974 $14,368 $1,877 $15,000 $1,000 48990 Other Misc Revenue $12,185 $229 $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $34,159 $14,597 $1,877 $15,000 $1,000 4900-Oth Source - Other Financing Sources
49991.214 Indirect Xfer In-Paratransit $34,000 $35,360 $34,000 $34,000 $35,020 Account Classification Total: 4900-Oth Source - Other Financing Sources $34,000 $35,360 $34,000 $34,000 $35,020
Division Total: 40 - Recreation-Senior Svcs $122,932 $100,709 $37,335 $71,000 $80,020 Division: 50 - Recreation-Adult/Commnty
4400-Use of Prp - Use of Money and Property
44221 Rentals-Comm Center $69,898 $45,821 ($2,110) $45,000 $50,000 44222 Rentals-Field Reserv $14,914 $22,559 $55,096 $50,000 $60,000 44223 Rentals-Clubhouse $28,592 $28,279 ($628) $20,000 $25,000 44224 Rentals-Picnic $33,158 $19,141 $9,742 $30,000 $40,000 44226 Rentals-Tennis Crt $31,950 $42,093 $102,757 $40,000 $75,000 Account Classification Total: 4400-Use of Prp - Use of Money and Property $178,513 $157,892 $164,856 $185,000 $250,000
4600-Charges - Charges for Services
46520.4 Orchestra Class $3,868 ($3,223) $1,741 $0 $0
46524 Special Event Revenue $0 $10,847 $0 $10,000 $5,000 46530 Training/Class Fees $724 $1,310 $0 $1,000 $0
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46531 General Activities $123,658 $80,537 $30,804 $85,000 $100,000 46540 Miscellaneous Program Fee $3,470 $3,388 $248 $0 $0 Account Classification Total: 4600-Charges - Charges for Services $131,719 $92,859 $32,792 $96,000 $105,000 4800-Oth Revenu - Other Revenue
48120 Contributions & Donations $0 ($25) $0 $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $0 ($25) $0 $0 $0 Division Total: 50 - Recreation-Adult/Commnty $310,232 $250,727 $197,648 $281,000 $355,000 Division: 60 - Recreation-Youth Services
4600-Charges - Charges for Services
46520.2 Ravencliff Prgrm $130,089 $6,403 $0 $100,000 $120,000 46524 Special Event Revenue $0 $8,048 $0 $8,000 $5,000
46531 General Activities $216,272 $186,768 $1,894 $150,000 $160,000 46533 Special Programs $256,527 $101,337 $59,712 $222,500 $850,000 46534 Sports Programs $412,121 $316,168 $333,753 $300,000 $150,000 46540 Miscellaneous Program Fee $24,610 $16,611 $3,514 $0 $2,500 Account Classification Total: 4600-Charges - Charges for Services $1,039,618 $635,336 $398,873 $780,500 $1,287,500 4800-Oth Revenu - Other Revenue
48121 Fundraisers $4,167 $1,511 $0 $0 $0
48990 Other Misc Revenue $0 ($6) ($450) $0 $0
Account Classification Total: 4800-Oth Revenu - Other Revenue $4,167 $1,504 ($450) $0 $0 Division Total: 60 - Recreation-Youth Services $1,043,786 $636,841 $398,423 $780,500 $1,287,500 Department Total: 50 - Recreation $4,402,688 $3,122,630 $2,531,115 $3,709,100 $4,563,420 REVENUES Total $4,402,688 $3,122,630 $2,531,115 $3,709,100 $4,563,420

EXPENSES
Department: 50 - Recreation
Division: 10 - Recreation-Admin
5100-Persn - Personnel
51110 Regular Salaries & Wages $235,843 $315,035 $268,507 $151,312 $151,312 51120 Part-Time Permanent Salaries &
Wages $16,156 $4,805 $0 $2,000 $15,000
51200 PARS Contribution $14 $0 $0 $15 $60
51210 PERS Contributions $27,623 $41,724 $38,275 $34,516 $34,516 51211 PERS UAL $59,140 $64,204 $71,493 $96,060 $91,315
51220 FICA/Medicare $15,911 $22,527 $19,215 $18,960 $18,960 51230 Medical Benefits $29,170 $50,325 $40,979 $36,369 $36,369 51235 Life & LTD Insurance $2,679 $3,629 $3,387 $1,772 $1,772 51240 Workers Compensation Premiums $15,993 $16,624 $13,008 $10,718 $13,097 51140 Overtime Pay $194 $730 $0 $500 $500
51150 Special Pay $0 $1,250 $1,038 $650 $650
51155 One-Time Payouts $9,702 $10,992 $0 $0 $0
51237 Allowances & Other Benefits $7,350 $6,300 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $419,775 $538,145 $455,902 $352,872 $363,551 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $84,008 $9,650 $0 $9,500 $18,000 52230 Other Technical Services $5,429 $234 $360 $3,000 $8,000 Agenda Packet Page 248 of 446
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52240 Miscellaneous Services $2,678 $1,252 $0 $1,200 $10,000 52250 Instructor Services $19 $0 $0 $1,200 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $92,134 $11,136 $360 $14,900 $36,000 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $5,910 $4,196 $13,681 $19,074 $13,800 53111 Utilities-Water & Sewer $43,758 $53,436 $17,480 $22,000 $3,660 53230 Building Maint Services $13,096 $6,666 $4,647 $7,300 $12,000 53240 Landscape/Park Maint Svcs $1,500 $0 $0 $0 $5,000
53250 Vehicle & Equip Maint Svc $599 $4,110 $6,280 $4,000 $4,000 53290 Miscellaneous R&M Svcs $13 $0 $0 $0 $0
53320 Vehicle & Equipment Lease $3,457 $49 $0 $0 $0
53990 Other Property Services $27,083 $25,542 $47,115 $48,000 $50,000 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $95,415 $94,000 $89,202 $100,374 $88,460
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $22,990 $12,778 $11,691 $20,000 $13,509 54220 Mobile/Wireless Expenses $849 $1,800 $1,440 $0 $2,000 54230 Internet Services $22,043 $20,868 $23,163 $33,145 $12,528 54240 Software Licenses & Maintenance $22,909 $28,112 $1,259 $5,000 $18,000 54310 Legal Notices & Advertise $0 $0 $0 $500 $1,000
54410 Printing & Binding $34,268 $25,356 $0 $15,000 $30,000 54610 Travel & Training $756 $1,036 $0 $2,650 $5,000
54910 Dues & Subscriptions $2,391 $1,953 $0 $2,100 $2,500 54920 Events & Field Trips $173,750 $30,516 $0 $70,000 $50,000 54990 Other Administrative Svcs $11,042 ($2,527) $2,674 $5,000 $14,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $290,999 $119,893 $40,227 $153,395 $148,537
5500-Supplies - Supplies
55110 General Office Supplies $1,193 $413 ($212) $2,000 $3,000 55120 Postage & Delivery $18,094 $13,639 $3 $10,000 $25,000 55130 Photocopying Charges $2,935 $709 $0 $3,500 $3,500 55140 Recognition-EE/Volunteer $179 $168 $0 $500 $2,500 55210 Fuel $1,450 $1,446 $1,535 $1,500 $1,500
55290 Other Operating Supplies $1,768 $5,836 $1,331 $4,000 $8,000 55520 Building Supplies $278 $743 $236 $5,000 $5,000
Account Classification Total: 5500-Supplies - Supplies $25,897 $22,954 $2,893 $26,500 $48,500 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $120 $21,439 $11,284 $9,000 $18,000 56520 Vehicles >$10K $27,869 $0 $0 $0 $0
56710 Other Equipment <$10K $0 $1,400 $2,042 $3,000 $8,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $27,989 $22,839 $13,326 $12,000 $26,000 5800-Financing - Financing Costs
58110.5 Principal Payment - Equipment $6,038 $5,052 $5,313 $5,588 $5,878 58120.5 Interest Payments - PW and REC
Trucks $144 $1,130 $869 $1,130 $304
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58220 Licenses & Permits $0 $467 $0 $1,000 $1,500
58250 Cash Over/Short $24 ($342) ($3) $0 $0
58920 Bank & Credit Card Fees $151,299 $115,103 $72,100 $125,000 $125,000 Account Classification Total: 5800-Financing - Financing Costs $157,505 $121,410 $78,278 $132,718 $132,682 Division Total: 10 - Recreation-Admin $1,109,714 $930,376 $680,188 $792,759 $843,730 Division: 20 - Recreation-Chldcr Admin
5100-Persn - Personnel
51110 Regular Salaries & Wages $442,812 $432,035 $334,973 $326,894 $415,478 51120 Part-Time Permanent Salaries &
Wages $626,592 $542,836 $372,652 $500,000 $625,000
51200 PARS Contribution $5,646 $4,304 $3,256 $5,000 $6,000 51210 PERS Contributions $66,502 $74,693 $68,852 $45,638 $46,199 51211 PERS UAL $68,081 $88,662 $98,728 $121,351 $126,102 51220 FICA/Medicare $52,871 $52,911 $42,116 $25,413 $31,784 51230 Medical Benefits $126,512 $129,754 $119,957 $99,356 $106,310 51235 Life & LTD Insurance $5,016 $12,068 $60,424 $2,913 $3,000 51240 Workers Compensation Premiums $37,378 $44,266 $30,422 $21,435 $32,741 51140 Overtime Pay $31,703 $18,676 $50 $3,000 $3,000
51150 Special Pay $7,600 $7,600 $7,700 $5,300 $5,300
51155 One-Time Payouts $9,430 $10,882 $6,511 $0 $0
51237 Allowances & Other Benefits $3,900 $3,150 $0 $0 $0 51242 Workers Compensation Pay (In Lieu
of Salary) $0 $130 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $1,484,042 $1,421,966 $1,145,641 $1,156,300 $1,400,914 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $2,052 $9,710 $0 $2,000 $20,000 52220 Medical Services $992 $489 $0 $1,000 $2,000
52250 Instructor Services $7,260 $2,739 $3,242 $3,000 $3,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $10,304 $12,938 $3,242 $6,000 $25,000 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $10,629 $10,057 $8,611 $11,764 $11,500 53230 Building Maint Services $224 $235 $0 $0 $0
53310 Land & Building Lease $0 $9,348 $0 $9,000 $10,000 53990 Other Property Services $1,652 $2,467 $2,319 $2,500 $3,000 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $12,505 $22,107 $10,930 $23,264 $24,500
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $3,023 $1,517 $803 $3,600 $1,013 54220 Mobile/Wireless Expenses $5,203 $5,124 $4,737 $2,249 $7,000 54230 Internet Services $51 $2,761 $4,016 $4,250 $4,000 54310 Legal Notices & Advertise $636 $0 $175 $2,000 $2,500 54610 Travel & Training $2,882 $1,551 $0 $2,000 $4,000
54910 Dues & Subscriptions $0 $210 $120 $1,500 $1,500
54920 Events & Field Trips $33,455 $19,124 $943 $8,000 $40,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $45,250 $30,287 $10,794 $23,599 $60,013
5500-Supplies - Supplies
55110 General Office Supplies $947 $344 $85 $1,000 $2,000 Agenda Packet Page 250 of 446
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55120 Postage & Delivery $161 $72 $0 $500 $500
55130 Photocopying Charges $2,698 $559 $0 $1,500 $3,500 55140 Recognition-EE/Volunteer $75 $0 $0 $1,000 $3,000
55210 Fuel $1,432 $1,428 $1,516 $1,000 $1,500
55230 Medical Supplies $0 $0 $0 $2,000 $7,500
55240 Clothing & Uniform Supply $0 $0 $0 $2,000 $7,500
55250 Vehicle & Equip Supplies $2,910 $0 $0 $1,000 $1,500 55290 Other Operating Supplies $98,471 $62,817 $15,332 $55,000 $80,000 55520 Building Supplies $0 $290 $0 $2,000 $2,000
Account Classification Total: 5500-Supplies - Supplies $106,694 $65,511 $16,932 $67,000 $109,000 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $62 $987 $0 $2,000 $2,000
56710 Other Equipment <$10K $5,160 $7,550 $2,614 $5,000 $5,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $5,223 $8,537 $2,614 $7,000 $7,000 5800-Financing - Financing Costs
58220 Licenses & Permits $1,694 $0 $4,235 $2,500 $2,000 Account Classification Total: 5800-Financing - Financing Costs $1,694 $0 $4,235 $2,500 $2,000 Division Total: 20 - Recreation-Chldcr Admin $1,665,711 $1,561,345 $1,194,388 $1,285,663 $1,628,427 Division: 30 - Recreation-Swim Center
5100-Persn - Personnel
51110 Regular Salaries & Wages $186,015 $86,309 $78,689 $82,538 $94,459 51120 Part-Time Permanent Salaries &
Wages $532,566 $460,878 $251,658 $400,000 $500,000
51200 PARS Contribution $6,726 $5,785 $2,737 $6,000 $6,500 51210 PERS Contributions $21,920 $19,679 $13,041 $10,746 $10,878 51211 PERS UAL $34,819 $43,239 $48,148 $30,151 $61,498
51220 FICA/Medicare $22,929 $18,513 $11,498 $6,314 $7,226 51230 Medical Benefits $33,167 $20,534 $20,235 $20,163 $21,574 51235 Life & LTD Insurance $3,177 $1,605 $51,845 $728 $749 51240 Workers Compensation Premiums $10,693 $11,018 $8,672 $4,287 $3,274 51140 Overtime Pay $7,509 $11,485 $0 $1,000 $1,000
51150 Special Pay $287 $69 $0 $0 $0
51155 One-Time Payouts $319 $0 $9,559 $0 $0
51237 Allowances & Other Benefits $3,488 $2,363 $0 $0 $0 51242 Workers Compensation Pay (In Lieu
of Salary) $113 $0 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $863,728 $681,477 $496,081 $561,927 $707,158 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $48,241 $47,841 $1,857 $1,400 $2,000 52220 Medical Services $85 $45 $0 $1,500 $1,500
52250 Instructor Services $0 $1,129 $0 $0 $3,500
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $48,326 $49,014 $1,857 $2,900 $7,000 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $38,848 $37,814 $21,988 $24,860 $54,629 53111 Utilities-Water & Sewer $0 $0 $0 $28,466 $43,920
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53230 Building Maint Services $1,223 $581 $627 $2,000 $2,000 53290 Miscellaneous R&M Svcs $2,495 $0 $0 $0 $0
53990 Other Property Services $0 $19,357 $0 $0 $9,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $42,566 $57,753 $22,615 $55,326 $109,549
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $4,142 $2,564 $2,041 $4,000 $2,273 54220 Mobile/Wireless Expenses $842 $1,680 $1,560 $0 $1,500 54230 Internet Services $51 $2,761 $3,735 $5,303 $3,402 54310 Legal Notices & Advertise $0 $0 $0 $0 $1,000
54610 Travel & Training $8,807 $2,990 $1,797 $1,500 $8,000 54910 Dues & Subscriptions $412 $650 $375 $1,500 $2,000 54920 Events & Field Trips $11,677 $3,504 $0 $5,000 $5,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $25,933 $14,148 $9,507 $17,303 $23,175
5500-Supplies - Supplies
55110 General Office Supplies $1,400 $369 $84 $1,500 $2,000 55120 Postage & Delivery $50 $31 $0 $500 $500
55130 Photocopying Charges $2,903 $671 $0 $3,000 $3,000 55140 Recognition-EE/Volunteer $1,275 $515 $0 $1,000 $3,000 55210 Fuel $1,414 $1,410 $1,497 $1,500 $1,500
55230 Medical Supplies $1,588 $181 $670 $2,000 $2,000
55240 Clothing & Uniform Supply $5,368 $0 $0 $5,000 $6,000 55290 Other Operating Supplies $17,033 $4,578 $2,113 $18,000 $25,000 55295 Chemicals $52,200 $39,830 $1,641 $0 $0
55520 Building Supplies $16 $94 $88 $1,500 $2,000
55590 Other Maintenance Supply $5,446 $403 $419 $6,000 $6,000 Account Classification Total: 5500-Supplies - Supplies $88,693 $48,084 $6,512 $40,000 $51,000 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $62 $0 $0 $0 $2,000
56710 Other Equipment <$10K $9,807 $0 $0 $3,000 $5,000
Account Classification Total: 5600-Prop & Cap - Property & Capital $9,870 $0 $0 $3,000 $7,000 5800-Financing - Financing Costs
58220 Licenses & Permits $3,389 $1,395 $4,076 $2,200 $3,500 Account Classification Total: 5800-Financing - Financing Costs $3,389 $1,395 $4,076 $2,200 $3,500 Division Total: 30 - Recreation-Swim Center $1,082,504 $851,870 $540,649 $682,656 $908,382 Division: 40 - Recreation-Senior Svcs
5100-Persn - Personnel
51110 Regular Salaries & Wages $102,175 $127,166 $107,036 $66,449 $72,384 51120 Part-Time Permanent Salaries &
Wages $27,052 $33,551 $602 $0 $15,000
51200 PARS Contribution $469 $307 $8 $0 $80
51210 PERS Contributions $7,798 $14,519 $12,756 $6,961 $7,046 51211 PERS UAL ($51,481) $12,666 $14,104 $12,902 $18,014 51220 FICA/Medicare $7,666 $10,465 $8,102 $5,083 $5,537 51230 Medical Benefits $16,909 $31,517 $29,592 $16,745 $17,917 Agenda Packet Page 252 of 446
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51235 Life & LTD Insurance $5,382 $1,539 $22,079 $579 $596 51240 Workers Compensation Premiums $10,693 $9,665 $8,672 $3,858 $1,364 51140 Overtime Pay $495 $1,141 $0 $500 $500
51150 Special Pay $0 $500 $0 $0 $0
51155 One-Time Payouts $11,992 $0 $1,516 $0 $0
51237 Allowances & Other Benefits $1,575 $2,363 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $140,725 $245,399 $204,466 $113,077 $138,438 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $64 $149 $0 $0 $0
52220 Medical Services $70 $155 $0 $500 $500
52240 Miscellaneous Services $157 $0 $0 $0 $1,000
52250 Instructor Services $21,225 $15,806 $2,805 $15,000 $15,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $21,516 $16,110 $2,805 $15,500 $16,500 5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $10,653 $10,295 $10,166 $5,000 $5,000 53230 Building Maint Services $3,777 $10,502 $3,419 $0 $2,000 53250 Vehicle & Equip Maint Svc $1,437 $0 $0 $0 $0
53310 Land & Building Lease $125,929 $136,433 $115,483 $126,000 $126,000 53990 Other Property Services $716 $372 $566 $800 $800
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $142,512 $157,602 $129,634 $131,800 $133,800
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $2,763 $1,583 $1,329 $1,000 $0 54220 Mobile/Wireless Expenses $1,565 $2,915 $2,713 $1,220 $1,220 54230 Internet Services $288 $2,900 $5,623 $4,410 $0
54410 Printing & Binding $2,410 $2,301 $730 $1,500 $3,000 54610 Travel & Training $231 $30 $0 $1,000 $1,000
54910 Dues & Subscriptions $1,905 $1,740 $380 $1,000 $1,000 54920 Events & Field Trips $9,622 $6,502 $0 $5,000 $5,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $18,783 $17,972 $10,775 $15,130 $11,220
5500-Supplies - Supplies
55110 General Office Supplies $1,918 $1,464 ($42) $1,000 $1,000 55120 Postage & Delivery $7,878 $6,417 $7 $2,000 $5,000 55130 Photocopying Charges $922 $830 $0 $1,000 $0
55140 Recognition-EE/Volunteer $0 $131 $0 $500 $0
55210 Fuel $707 $709 $748 $800 $800
55250 Vehicle & Equip Supplies $0 $0 $0 $500 $0
55290 Other Operating Supplies $5,537 $1,455 $187 $1,500 $1,500 55520 Building Supplies $102 $168 $60 $0 $0
Account Classification Total: 5500-Supplies - Supplies $17,065 $11,175 $960 $7,300 $8,300 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $3,544 $2,086 $3,000 $0 56710 Other Equipment <$10K $4,238 $3,010 $1,223 $2,000 $2,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $4,238 $6,554 $3,309 $5,000 $2,000 Agenda Packet Page 253 of 446
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Division Total: 40 - Recreation-Senior Svcs $344,838 $454,812 $351,951 $287,807 $310,258 Division: 50 - Recreation-Adult/Commnty
5100-Persn - Personnel
51110 Regular Salaries & Wages $43,533 $56,740 $47,924 $76,003 $81,046 51120 Part-Time Permanent Salaries &
Wages $6,943 $5,978 $25 $15,000 $15,000
51200 PARS Contribution $32 $78 $0 $0 $80
51210 PERS Contributions $5,407 $7,645 $6,097 $8,568 $8,673 51211 PERS UAL $12,020 $16,597 $18,481 $16,629 $23,605
51220 FICA/Medicare $3,630 $4,259 $3,624 $5,864 $6,200
51230 Medical Benefits $8,478 $13,225 $12,460 $16,150 $17,280 51235 Life & LTD Insurance $512 $678 $564 $676 $696
51240 Workers Compensation Premiums $7,996 $8,312 $2,588 $5,144 $7,367 51140 Overtime Pay $1,092 $528 $0 $0 $0
51150 Special Pay $780 $780 $408 $650 $650
51237 Allowances & Other Benefits $300 $788 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $90,724 $115,606 $92,171 $144,684 $160,597 5200-Prof Svcs - Purchased Professional & Technical Services 52250 Instructor Services $72,258 $60,206 $8,772 $50,000 $65,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $72,258 $60,206 $8,772 $50,000 $65,000 5300-Prop Svcs - Purchased Property Services
53230 Building Maint Services $10,791 $91 $0 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $10,791 $91 $0 $0 $0
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $6,622 $4,297 $3,312 $6,700 $4,159 54220 Mobile/Wireless Expenses $482 $720 $720 $0 $800
54230 Internet Services $103 $2,761 $3,735 $6,870 $3,402 54610 Travel & Training $0 $620 $0 $1,000 $2,000
54910 Dues & Subscriptions $0 $0 $0 $0 $500
54920 Events & Field Trips $1,049 $0 $0 $2,000 $5,000
Account Classification Total: 5400-Other Svcs - Other Purchased Services $8,256 $8,397 $7,767 $16,570 $15,861
5500-Supplies - Supplies
55110 General Office Supplies $697 $262 $134 $500 $1,500 55120 Postage & Delivery $862 $220 $19 $300 $1,000
55130 Photocopying Charges $2,834 $671 $0 $2,500 $3,000 55250 Vehicle & Equip Supplies $0 $2,250 $0 $0 $0
55290 Other Operating Supplies $5,807 $1,692 $0 $6,000 $10,000 55520 Building Supplies $122 $212 $0 $500 $0
55590 Other Maintenance Supply $0 $550 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $10,322 $5,857 $154 $9,800 $15,500 5600-Prop & Cap - Property & Capital
56410 Office Equipment <$10K $0 $0 $0 $0 $2,000
56710 Other Equipment <$10K $2,601 $4,030 $607 $3,000 $5,000 Account Classification Total: 5600-Prop & Cap - Property & Capital $2,601 $4,030 $607 $3,000 $7,000 Agenda Packet Page 254 of 446
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Division Total: 50 - Recreation-Adult/Commnty $194,951 $194,188 $109,470 $224,054 $263,958 Division: 60 - Recreation-Youth Services
5100-Persn - Personnel
51110 Regular Salaries & Wages $101,557 $161,585 $123,335 $164,294 $164,294 51120 Part-Time Permanent Salaries &
Wages $51,713 $42,293 $37,724 $50,000 $45,000
51200 PARS Contribution $605 $423 $256 $0 $800
51210 PERS Contributions $6,943 $10,793 $8,860 $12,944 $12,944 51211 PERS UAL $17,923 $20,964 $23,345 $20,356 $29,817
51220 FICA/Medicare $8,690 $12,426 $10,165 $10,220 $10,220 51230 Medical Benefits $13,016 $23,704 $19,908 $21,937 $21,937 51235 Life & LTD Insurance $1,066 $1,895 $9,628 $1,176 $1,176 51240 Workers Compensation Premiums $7,996 $8,312 $10,421 $8,574 $10,914 51140 Overtime Pay $3,737 $2,734 $0 $2,080 $2,080
51150 Special Pay $520 $520 $368 $1,300 $1,300
51155 One-Time Payouts $0 $0 $4,561 $0 $0
51237 Allowances & Other Benefits $3,150 $3,150 $0 $0 $0 Account Classification Total: 5100-Persn - Personnel $216,916 $288,801 $248,568 $292,881 $300,482 5200-Prof Svcs - Purchased Professional & Technical Services 52190 Miscellaneous Prof Svcs $132 $1,893 $0 $0 $1,000
52250 Instructor Services $497,481 $457,266 $94,226 $300,000 $550,000 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $497,613 $459,159 $94,226 $300,000 $551,000 5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc $1,668 $5,466 $0 $2,000 $0 53310 Land & Building Lease $135 $14,173 $0 $0 $9,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $1,803 $19,639 $0 $2,000 $9,000
5400-Other Svcs - Other Purchased Services
54110 Insurance Premiums $0 $0 $0 $0 $6,000
54210 Telephone Expenses $4,143 $2,565 $1,970 $4,000 $2,273 54220 Mobile/Wireless Expenses ($58) $0 $0 $0 $1,500
54230 Internet Services $0 $2,761 $3,735 $5,304 $3,402
54310 Legal Notices & Advertise $341 $0 $0 $2,000 $3,000 54410 Printing & Binding $0 $112 $0 $500 $1,000
54610 Travel & Training $40 $1,219 $0 $1,000 $4,000
54910 Dues & Subscriptions $150 $300 $195 $300 $500
54920 Events & Field Trips $48,334 $20,814 $0 $30,000 $35,000 Account Classification Total: 5400-Other Svcs - Other Purchased Services $52,950 $27,771 $5,899 $43,104 $56,675
5500-Supplies - Supplies
55110 General Office Supplies $964 $245 $84 $1,000 $1,500 55120 Postage & Delivery $94 $20 $20 $100 $500
55130 Photocopying Charges $2,644 $1,921 $0 $2,500 $3,000 55140 Recognition-EE/Volunteer $1,524 $0 $0 $500 $2,000 55210 Fuel $1,959 $2,036 $1,708 $2,000 $2,000
55240 Clothing & Uniform Supply $0 $0 $0 $946 $1,500
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55290 Other Operating Supplies $13,528 $7,530 $5,956 $9,000 $15,000 55590 Other Maintenance Supply $64 $0 $0 $0 $0
Account Classification Total: 5500-Supplies - Supplies $20,775 $11,752 $7,768 $16,046 $25,500 5600-Prop & Cap - Property & Capital
56710 Other Equipment <$10K $0 $0 $0 $3,000 $6,000
Account Classification Total: 5600-Prop & Cap - Property & Capital $0 $0 $0 $3,000 $6,000 Division Total: 60 - Recreation-Youth Services $790,056 $807,121 $356,461 $657,031 $948,657 Division: 70 - Recreation-Custodial Services
5100-Persn - Personnel
51110 Regular Salaries & Wages $218,779 $208,384 $248,706 $242,154 $258,441 51120 Part-Time Permanent Salaries &
Wages $68,547 $69,205 $36,391 $0 $20,000
51200 PARS Contribution $538 $474 $253 $0 $100
51210 PERS Contributions $26,845 $29,574 $38,726 $33,737 $34,152 51211 PERS UAL $93,770 $54,158 $60,307 $88,824 $77,027
51220 FICA/Medicare $17,638 $18,225 $21,342 $18,601 $19,770 51230 Medical Benefits $101,509 $99,773 $116,117 $119,080 $127,415 51235 Life & LTD Insurance $5,194 $2,406 $2,750 $2,123 $2,186 51240 Workers Compensation Premiums $26,685 $21,056 $30,352 $18,863 $29,467 51140 Overtime Pay $2,139 $1,874 $0 $1,000 $1,000
51142 Straight OT $0 $24 $0 $0 $0
51150 Special Pay $1,000 $1,000 $3,288 $1,000 $1,000
51155 One-Time Payouts $3,997 $0 $12,494 $0 $0
51237 Allowances & Other Benefits $488 $788 $0 $0 $0
51242 Workers Compensation Pay (In Lieu
of Salary) $0 $534 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $567,128 $507,475 $570,727 $525,382 $570,558 5300-Prop Svcs - Purchased Property Services
53230 Building Maint Services $8,475 $15,154 $1,595 $7,500 $15,000 53250 Vehicle & Equip Maint Svc $2,027 $1,393 $284 $5,500 $5,500 53260 Janitorial Services $0 $0 $0 $0 $9,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $10,502 $16,546 $1,878 $13,000 $29,500
5400-Other Svcs - Other Purchased Services
54210 Telephone Expenses $0 $0 $0 $0 $4,604
54220 Mobile/Wireless Expenses $1,691 $5,538 $4,475 $4,367 $4,500 54610 Travel & Training $0 $0 $0 $0 $3,000
Account Classification Total: 5400-Other Svcs - Other Purchased Services $1,691 $5,538 $4,475 $4,367 $12,104
5500-Supplies - Supplies
55220 Safety Supplies $1,469 $758 $377 $1,500 $3,000
55240 Clothing & Uniform Supply $800 $398 $1,000 $1,500 $2,000 55290 Other Operating Supplies $966 $233 $824 $2,000 $4,000 55520 Building Supplies $29,877 $26,657 $21,305 $30,000 $35,000 Account Classification Total: 5500-Supplies - Supplies $33,112 $28,046 $23,506 $35,000 $44,000 Division Total: 70 - Recreation-Custodial Services $612,434 $557,605 $600,587 $577,749 $656,162 Agenda Packet Page 256 of 446
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Department Total: 50 - Recreation $5,800,209 $5,357,319 $3,833,693 $4,507,719 $5,559,574 EXPENSES Total $5,800,209 $5,357,319 $3,833,693 $4,507,719 $5,559,574 Fund REVENUE Total: 101 - General Fund $4,402,688 $3,122,630 $2,531,115 $3,709,100 $4,563,420 Fund EXPENSE Total: 101 - General Fund $5,800,209 $5,357,319 $3,833,693 $4,507,719 $5,559,574 Fund Total: 101 - General Fund ($1,397,521) ($2,234,689) ($1,302,578) ($798,619) ($996,154) Fund: 203 - Land & Light Assess Distr

EXPENSES
Department: 50 - Recreation
Division: 30 - Recreation-Swim Center
5300-Prop Svcs - Purchased Property Services
53111 Utilities-Water & Sewer $0 $0 $27,710 $0 $0
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $0 $27,710 $0 $0
Division Total: 30 - Recreation-Swim Center $0 $0 $27,710 $0 $0 Division: 70 - Recreation-Custodial Services
5100-Persn - Personnel
51110 Regular Salaries & Wages $43,195 $56,738 $42,225 $46,313 $49,148 51210 PERS Contributions $6,174 $6,459 $3,105 $3,515 $3,558 51211 PERS UAL $10,455 $12,229 $13,618 $0 $17,393
51220 FICA/Medicare $4,368 $3,923 $757 $3,543 $3,759
51230 Medical Benefits $22,116 $18,757 $7,932 $9,518 $10,184 51235 Life & LTD Insurance $610 $549 $76 $404 $416
51240 Workers Compensation Premiums $5,300 $5,509 $0 $4,287 $0 51140 Overtime Pay $344 $0 $0 $750 $750
51150 Special Pay $1,000 $1,000 $0 $0 $0
51155 One-Time Payouts $0 $3,928 $0 $0 $0
Account Classification Total: 5100-Persn - Personnel $93,561 $109,092 $67,712 $68,330 $85,208 Division Total: 70 - Recreation-Custodial Services $93,561 $109,092 $67,712 $68,330 $85,208 Department Total: 50 - Recreation $93,561 $109,092 $95,422 $68,330 $85,208 EXPENSES Total $93,561 $109,092 $95,422 $68,330 $85,208 Fund REVENUE Total: 203 - Land & Light Assess Distr
Fund EXPENSE Total: 203 - Land & Light Assess Distr $93,561 $109,092 $95,422 $68,330 $85,208 Fund Total: 203 - Land & Light Assess Distr ($93,561) ($109,092) ($95,422) ($68,330) ($85,208) Fund: 204 - Measure J-Return to Source Fund

REVENUES
Department: 50 - Recreation
Division: 40 - Recreation-Senior Svcs
4600-Charges - Charges for Services
46532.3 El Cerrito Rides $175 $0 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $175 $0 $0 $0 $0 Division Total: 40 - Recreation-Senior Svcs $175 $0 $0 $0 $0 Department Total: 50 - Recreation $175 $0 $0 $0 $0
REVENUES Total $175 $0 $0 $0 $0
Fund REVENUE Total: 204 - Measure J-Return to Source Fund $175 $0 $0 $0 $0 Fund EXPENSE Total: 204 - Measure J-Return to Source Fund Agenda Packet Page 257 of 446
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Fund Total: 204 - Measure J-Return to Source Fund $175 $0 $0 $0 $0 Fund: 206 - Measure A Parcel Tax

EXPENSES
Department: 50 - Recreation
Division: 30 - Recreation-Swim Center
5100-Persn - Personnel
51120 Part-Time Permanent Salaries &
Wages $0 $0 $575 $0 $0
51220 FICA/Medicare $0 $0 $7 $0 $0
Account Classification Total: 5100-Persn - Personnel $0 $0 $582 $0 $0 5200-Prof Svcs - Purchased Professional & Technical Services 52120 Legal & Financial Svcs $3,393 $3,483 $4,765 $0 $0 Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $3,393 $3,483 $4,765 $0 $0 Division Total: 30 - Recreation-Swim Center $3,393 $3,483 $5,347 $0 $0 Department Total: 50 - Recreation $3,393 $3,483 $5,347 $0 $0 EXPENSES Total $3,393 $3,483 $5,347 $0 $0
Fund REVENUE Total: 206 - Measure A Parcel Tax
Fund EXPENSE Total: 206 - Measure A Parcel Tax $3,393 $3,483 $5,347 $0 $0 Fund Total: 206 - Measure A Parcel Tax ($3,393) ($3,483) ($5,347) $0 $0 Fund: 207 - Measure H Park & Rec Facilities

EXPENSES
Department: 50 - Recreation
Division: 30 - Recreation-Swim Center
5200-Prof Svcs - Purchased Professional & Technical Services 52110 Collect & Admin Services $0 $0 $5,174 $0 $0
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $0 $0 $5,174 $0 $0
5300-Prop Svcs - Purchased Property Services
53110 Utilities-Energy $0 $0 $51,169 $72,071 $72,071
53111 Utilities-Water & Sewer $0 $0 $0 $42,700 $0
53210 Infrastructure Maint Svc $0 $513 $57,440 $55,000 $56,650 53290 Miscellaneous R&M Svcs $0 $0 $0 $50,000 $50,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $513 $108,609 $219,771 $178,721
5500-Supplies - Supplies
55295 Chemicals $0 $0 $36,635 $53,040 $54,631
Account Classification Total: 5500-Supplies - Supplies $0 $0 $36,635 $53,040 $54,631 Division Total: 30 - Recreation-Swim Center $0 $513 $150,418 $272,811 $233,352 Division: 70 - Recreation-Custodial Services
5300-Prop Svcs - Purchased Property Services
53290 Miscellaneous R&M Svcs $0 $0 $0 $0 $50,000
Account Classification Total: 5300-Prop Svcs - Purchased Property Services $0 $0 $0 $0 $50,000
5500-Supplies - Supplies
55530 Landscape & Park Supplies $0 $0 $0 $0 $5,000
Account Classification Total: 5500-Supplies - Supplies $0 $0 $0 $0 $5,000 5600-Prop & Cap - Property & Capital
56710 Other Equipment <$10K $0 $0 $0 $0 $5,000
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Account Classification Total: 5600-Prop & Cap - Property & Capital $0 $0 $0 $0 $5,000 Division Total: 70 - Recreation-Custodial Services $0 $0 $0 $0 $60,000 Department Total: 50 - Recreation $0 $513 $150,418 $272,811 $293,352 EXPENSES Total $0 $513 $150,418 $272,811 $293,352
Fund REVENUE Total: 207 - Measure H Park & Rec Facilities Fund EXPENSE Total: 207 - Measure H Park & Rec Facilities $0 $513 $150,418 $272,811 $293,352 Fund Total: 207 - Measure H Park & Rec Facilities $0 ($513) ($150,418) ($272,811) ($293,352) Fund: 214 - Measure J-Paratransit Fund

REVENUES
Department: 50 - Recreation
Division: 40 - Recreation-Senior Svcs
4000-Taxes - Property and Other Taxes
40320 Measure J-Paratransit $149,738 $181,909 $169,366 $150,000 $157,500 Account Classification Total: 4000-Taxes - Property and Other Taxes $149,738 $181,909 $169,366 $150,000 $157,500
4600-Charges - Charges for Services
46532 Excursions/Trips $0 $4,583 $0 $2,500 $2,500
46532.1 Fare Box Revenue $9,728 $5,991 $6,485 $10,000 $10,000 46536 Other Advance Tickets $140 $0 $0 $0 $0
Account Classification Total: 4600-Charges - Charges for Services $9,868 $10,574 $6,485 $12,500 $12,500 4900-Oth Source - Other Financing Sources
49140 Capital Lease Financing $0 $115,093 $0 $0 $0
Account Classification Total: 4900-Oth Source - Other Financing Sources $0 $115,093 $0 $0 $0
Division Total: 40 - Recreation-Senior Svcs $159,606 $307,576 $175,851 $162,500 $170,000 Department Total: 50 - Recreation $159,606 $307,576 $175,851 $162,500 $170,000 REVENUES Total $159,606 $307,576 $175,851 $162,500 $170,000

EXPENSES
Department: 50 - Recreation
Division: 40 - Recreation-Senior Svcs
5100-Persn - Personnel
51110 Regular Salaries & Wages $2,225 ($1,756) ($358) $0 $0 51120 Part-Time Permanent Salaries &
Wages $63,721 $60,022 $23,225 $61,000 $61,000
51200 PARS Contribution $543 $149 $0 $500 $500
51210 PERS Contributions $140 $1,688 $818 $0 $0
51220 FICA/Medicare $1,376 $3,623 $1,655 $0 $0
51235 Life & LTD Insurance $0 $197 $0 $0 $0
51140 Overtime Pay $429 $459 $0 $0 $0
51150 Special Pay $0 $500 $0 $0 $0
51155 One-Time Payouts $0 $265 $264 $0 $0
Account Classification Total: 5100-Persn - Personnel $68,433 $65,147 $25,604 $61,500 $61,500 5200-Prof Svcs - Purchased Professional & Technical Services 52220 Medical Services $0 $0 $0 $0 $400
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services $0 $0 $0 $0 $400
5300-Prop Svcs - Purchased Property Services
53250 Vehicle & Equip Maint Svc $19,828 $439 $247 $18,000 $18,000 Account Classification Total: 5300-Prop Svcs - Purchased Property Services $19,828 $439 $247 $18,000 $18,000
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5400-Other Svcs - Other Purchased Services
54220 Mobile/Wireless Expenses $0 $0 $0 $0 $868
54410 Printing & Binding $0 $0 $0 $0 $2,000
54920 Events & Field Trips $160 $56 $0 $1,000 $500
Account Classification Total: 5400-Other Svcs - Other Purchased Services $160 $56 $0 $1,000 $3,368
5500-Supplies - Supplies
55110 General Office Supplies $1,983 $0 $0 $4,244 $3,000 55210 Fuel $6,742 $6,752 $7,138 $7,500 $7,500
55250 Vehicle & Equip Supplies $0 $0 $0 $1,000 $2,000
55290 Other Operating Supplies $25 $226 $128 $2,000 $2,000 Account Classification Total: 5500-Supplies - Supplies $8,750 $6,978 $7,265 $14,744 $14,500 5600-Prop & Cap - Property & Capital
56510 Vehicles <$10K $1,788 $0 $0 $0 $0
56520 Vehicles >$10K $0 $115,093 $0 $0 $0
Account Classification Total: 5600-Prop & Cap - Property & Capital $1,788 $115,093 $0 $0 $0 5800-Financing - Financing Costs
58110 Principal Payments $0 $29,265 $27,298 $28,589 $29,942 58120 Interest Payments $0 $1,809 $3,776 $2,159 $1,132
58920 Bank & Credit Card Fees $0 $158 $326 $500 $0
Account Classification Total: 5800-Financing - Financing Costs $0 $31,232 $31,400 $31,248 $31,074 5900-Oth Financ - Other Financing Uses
59991.101 Indirect Xfer-GEN $34,000 $35,360 $34,000 $34,000 $35,020 Account Classification Total: 5900-Oth Financ - Other Financing Uses $34,000 $35,360 $34,000 $34,000 $35,020
Division Total: 40 - Recreation-Senior Svcs $132,960 $254,305 $98,516 $160,492 $163,862 Department Total: 50 - Recreation $132,960 $254,305 $98,516 $160,492 $163,862 EXPENSES Total $132,960 $254,305 $98,516 $160,492 $163,862 Fund REVENUE Total: 214 - Measure J-Paratransit Fund $159,606 $307,576 $175,851 $162,500 $170,000 Fund EXPENSE Total: 214 - Measure J-Paratransit Fund $132,960 $254,305 $98,516 $160,492 $163,862 Fund Total: 214 - Measure J-Paratransit Fund $26,647 $53,271 $77,335 $2,008 $6,138 REVENUE GRAND Totals: $4,562,469 $3,430,206 $2,706,966 $3,871,600 $4,733,420 EXPENSE GRAND Totals: $6,030,122 $5,724,711 $4,183,396 $5,009,352 $6,101,996 Grand Totals: ($1,467,654) ($2,294,505) ($1,476,430) ($1,137,752) ($1,368,576) Agenda Packet Page 260 of 446
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SECTION 10:

SUCCESSOR AGENCY
Pursuant to AB1x26, which dissolved redevelopment agencies in California, the City of El Cerrito elected to serve as the El Cerrito Redevelopment Agency Successor Agency. The Successor
Agency assumed all of the former Redevelopment Agency’s liabilities, obligations, and non-housing assets. The City administers payments and performance obligations of the Successor Agency.

INTRODUCTION
In June 2011, the State of California enacted AB1x26 (Dissolution Act) to dissolve all redevelopment agencies in the State of California and establish successor agencies to wind down the former redevelopment agencies’ affairs. The El Cerrito Redevelopment Agency (RDA) suspended activities on July 1, 2011 and the City elected to serve as the Successor Agency on August 15, 2011. On December 29, 2011, the State Supreme Court ruled that dissolution of redevelopment agencies was constitutional and the RDA was dissolved on February 1, 2012.

The Successor Agency’s primary role is to wind down the activities of the RDA and is limited by the requirements of the Dissolution Act. Successor Agency actions are subject to approval by the Oversight Board and the California Department of Finance (DOF). The Successor Agency does not have budget discretion and therefore a budget was not adopted. For informational purposes, this section includes financial information regarding the Successor Agency.

The City also elected to serve as the Successor Housing Agency, assumed the RDA’s affordable housing assets, and established the Housing Asset Fund. The City’s Housing Asset Fund and affordable housing functions are separate from the Successor Agency. All funds, assets and liabilities remaining in the RDA’s accounts as of dissolution and after transfer of Housing Assets to the Successor Housing Agency were transferred to a Fiduciary Fund called the Redevelopment Obligation Retirement Fund (RORF) established for the purpose of administering the Successor Agency.

The Successor Agency is not a component unit of the City of El Cerrito and the City did not assume the Successor Agency’s assets and liabilities. Rather, the Successor Agency is charged with disposing of the assets and using any revenues that would have gone to the former RDA to pay enforceable obligations, and the City has simply elected to serve as the administrator. In El Cerrito’s case, the non-cash assets transferred were of nominal value and the cash transferred was sufficient to meet the Successor Agency’s short-term obligations.

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The Dissolution Act provided a process for authorization of payments to be made on the Successor Agency’s enforceable obligations. Commencing with the 2016-17 fiscal year, the Successor Agency prepared an annual Recognized Obligation Payment Schedule (ROPS) covering the entire fiscal year, which was subject to approval of an Oversight Board and the DOF. Once approved, a ROPS serves as the spending plan during the fiscal year. The County Auditor-Controller (CAC) disburses funds sufficient for the Successor Agency to make payments on the approved ROPS twice per year, on January 2nd and June 1st, which funds are deposited in the Recognized Obligations Reserve Fund (RORF). Expenditure or transfer of funds from the RORF is only permitted after consideration and approval of the payments on a ROPS by the Oversight Board, DOF and CAC.

In 2012, the state enacted amendments to the Dissolution Act, which included a provision for cash flow advances by the City to the Successor Agency, including litigation expenses related to dissolution as enforceable obligations, a requirement for a due diligence review of the former RDA’s funds, and a formula for repayment of loans to the Housing Asset Fund, detailed later in this section.

In 2015 the state enacted further amendments to the Dissolution Act, including provisions changing the ROPS from a twice-annual submission to an annual submission, allows for a last and final ROPS as well as other clarifications and amendments.

The local Oversight Board was dissolved and replaced by a County-wide Oversight Board in June 2018.

SUCCESSOR AGENCY FINANCES
The RDA was funded through tax increment generated from the City of El Cerrito Redevelopment Project Area, which was established and its Redevelopment Plan adopted in 1977. The Redevelopment Plan was amended and restated in 1993 and does not expire until 2025. Each year’s tax increment was the incremental difference in property tax revenue generated within the Project Area between that year and the base year of 1977. The Dissolution Act re-characterizes tax increment as Redevelopment Property Tax (RPT), but it is calculated in the same manner. Other than an insignificant amount of proceeds from loan receivables or asset sales, RPT is the only source of funding available to the Successor Agency to retire the former RDA’s enforceable obligations. Upon retirement of all of the former RDA’s enforceable obligations and dissolution of the Successor Agency, property taxes collected in the Redevelopment Project Area will be distributed according to the allocations that existed prior to the adoption of the Redevelopment Plan.

The Successor Agency’s obligations include all debts and costs to perform on obligations of the former RDA. Prior to distributing RPT to the Successor Agency, the CAC withholds administrative costs and pass-through payments paid to the taxing entities, which are calculated in the same manner as before dissolution. Any RPT not needed to make payments on the Successor Agency’s obligations is considered “residual” and is distributed to taxing entities that would have otherwise received the property tax revenues in the Redevelopment Project Area.

Table 10-1 is a summary of tax increment generated during redevelopment suspension, RPT generated through the end of ROPS 19-20, and projected RPT that will be generated for subsequent ROPS periods until payment of all of the former RDA’s enforceable obligations. Table 10-1 summarizes the amounts withheld by the County Auditor-Controller for administrative costs and pass-through payments, and the net tax increment or RPT remaining for enforceable obligations after these amounts are withheld.

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Table 10-1
Tax Increment and Redevelopment Property Tax through FY2025-26 City of El Cerrito Redevelopment Project Area
Fiscal Year Tax Increment
RPTTF Admin Fee Pass Through
Net
Available
2021-22 $9,494,400 $81,600 $3,019,500 $6,393,300
2022-23 $10,053,000 $86,500 $3,248,200 $6,718,300
2023-24 $10,297,700 $88,500 $3,348,700 $6,860,500
2024-25 $10,517,300 $90,400 $3,439,000 $6,987,900
2025-26 $10,741,300 $92,300 $3,531,000 $7,118,000

SUCCESSOR AGENCY OBLIGATIONS
The Successor Agency is responsible for the former RDA’s debts and obligations described below.

The payment amounts are summarized on Table 10-2 that follows.

Tax Allocation Bond Payments. The RDA had four tax allocation bonds issuances. All taxing entities had subordinated their pass-through payments to payments on the RDA’s bond debt, so if insufficient RPT is available to make bond debt service payments in a ROPS period, a portion of the pass-through payments equal to the insufficient amount is deferred to a future ROPS period. This occurred in ROPS II and deferred pass-through payments were made from RPT available for the ROPS 13-14A period. In 2016, the Successor Agency refunded the tax allocation bonds to take advantage of lower interest rates and the resulting debt service reductions. The bond refunding was approved by the Oversight Board and by the DOF. Table 10-2 shows the projected new debt service schedule for the refunded bonds.

Valente Note. In accordance with the approved Long -Range Property Management Plan, the City sold the Valente property as well as two adjacent properties previously owned by the RDA and fully repaid the Valente Note in 2019.

ERAF and SERAF Loan Payments. The RDA borrowed funds from the Low & Moderate Income Housing Fund to make payments to the State for the Educational Revenue Augmentation Fund (ERAF) in 2005 and 2006 and to the Supplemental ERAF (SERAF) in 2010. The Successor Agency made a payment to the City Housing Asset Fund during the ROPS I period. Subsequent payments were delayed by the Dissolution Act, as interpreted by DOF, until the ROPS 14-15A period. The calculation of the maximum payment is one half the incremental change in residual RPT after all other obligations are paid. The Successor Agency received a distribution of RPT on the ROPS 14-15A and the ROPS 15-16A as partial repayment of the SERAF/ERAF loans but additional payments were made in subsequent ROPS cycles and the full amount was repaid in FY 2019-20.

Administrative cost allowance. The Successor Agency is entitled to an administrative cost allowance of $250,000 per fiscal year. However, with the transition to the County Oversight Board, this allowance was discontinued in 2019.

Streetscape Project. The RDA and City undertook a multi-year capital improvement project beginning in 2004 and completed in 2012. A significant portion of the expenditures by the City was to be funded through a commitment of tax increment and bond proceeds by the RDA. However, Agenda Packet Page 263 of 446
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during project close-out, it was determined the RDA had not funded its commitments on which the City had relied when letting contracts. The Successor Agency requested RPT on ROPS 14-15A for this prior year RDA obligation, which was approved by the Oversight Board but denied by DOF. The Successor Agency has ceased pursuing the RPT for this obligation since 2019.

Table 10-2 is a summary of the Successor Agency’s obligations through FY 2025-26 including the Administrative Allowance, for which disbursements of RPT are requested for each ROPS period. If the obligations payable in a ROPS period exceed the amount of RPT available for that period, the Successor Agency may defer payment where possible or seek a cash-flow loan from the City in order to avoid defaulting on an obligation.

Table 10-2
Recognized Obligation Payment Schedules Through FY2026
City of El Cerrito Redevelopment Project Area
Fiscal
Year/ROPS
Period
Debt Service SERAF
ERAF
Total
2021-22 $2,122,794 $0 $2,122,794
2022-23 $2,122,794 $0 $2,122,794
2023-24 $2,122,794 $0 $2,122,794
2024-25 $2,122,794 $0 $2,122,794
2025-26 $1,061,397 $0 $1,061,397
Table 10-3 summarizes the projected residual RPT based on what has been projected to be available and obligated for each ROPS period. Any remaining residual is then paid to the taxing entities serving the Redevelopment Project Area according to their standard tax allocations. The City of El Cerrito will receive about 22% of RPT residual.

Table 10-3
Projected Residual RPT and City of El Cerrito Share
City of El Cerrito Redevelopment Project Area
Fiscal Year Net RPTTF ROPS Residual RPT City Share
2021-22 $6,393,300 $2,372,794 $4,020,506 $804,101
2022-23 $6,718,300 $2,372,794 $4,345,506 $869,101
2023-24 $6,860,500 $2,372,794 $4,487,706 $897,541
2024-25 $6,987,900 $2,372,794 $4,615,106 $923,021
2025-26 $7,118,000 $1,311,397 $5,806,603 $1,161,321

ADMINISTRATIVE BUDGET
The Dissolution Act required the Successor Agency to prepare a budget for approval by the Oversight Board. Table 10-4 is the FY 2016-17 Administrative Budget approved by the Successor Agency on January 19, 2016 and by the Oversight Board on January 25, 2016. On June 30, 2018, the local Agenda Packet Page 264 of 446
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Oversight Board was dissolved and be replaced by a County-wide Oversight Board and since then the $72,200 Oversight Board Budget was not needed. The City has a reasonable expectation that the Successor Agency is entitled to the full administrative allowance of $250,000 for the budget year and the FY 2022-23 Budget assumes that the City will continue to be reimbursed for Successor Agency costs. The City includes this amount in the annual Recognized Obligations Payment Schedule (ROPS) application to the State of California Department of Finance, as it has in years past.

Table 10-4
Approved Administrative Budget
Successor Agency to the El Cerrito Redevelopment Agency Entity/Activity Successor Agency
Staffing Functions (Total Compensation + Overhead for Indirect Costs) Administration $20,000
Finance $25,000
Community Development $45,000
City Clerk $10,000
Non-Staff Expenses
Professional Services $65,000
Legal Services $50,000
Financial & Audit Services $15,000
Supplies $1,000
Postage $100
Copies $100
Website $1,000
Advertising/Legal Notices $500
Property Management $1,000
Totals $233,700
Combined Total $305,900
Funding Source
Redevelopment Property Tax Trust Fund Admin. Allowance $250,000 The amounts in Table 10-4 are included within the City’s Operating Budget and are displayed here for informational purposes. Actual expenses of administering the Successor Agency will be charged to the City’s General Fund and the Administrative Allowance will be reflected as revenue in the City’s General Fund when it is reimbursed by the Successor Agency.

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SECTION 11:

OTHER ENTITIES
The City Council of the City of El Cerrito serves as members of the governing body of two other entities: the Employee’s Pension Board and the Public Financing Authority. These entities are separate agencies from the City and are accounted for separately.

EMPLOYEES’ PENSION FUND
The City of El Cerrito Employees’ Pension Fund is a component unit of the City of El Cerrito and a separate fund is maintained by the City to account for the Plan assets. The City Council serves as the Pension Board. The Pension Board has exclusive control over the pension plan and accordingly, the City is financially accountable for the Plan and its operation.

This Fund provides a pension system for those former employees of the City who, on February 6, 1959, chose not to be covered by Social Security or by the California Public Employees’ Retirement System. The Plan is a single-employer defined benefit pension plan. Currently there is just one retiree participating in this pension system. This Fund provides for the:
• Disbursement of appropriate pension payments;
• Maintenance of true and correct records of all contributions to and payments from the Pension Fund; and
• Services of actuaries who render a report every three years, or as needed, as to the costs of maintaining properly funded reserves for this pension fund. The most recent report was prepared as of July 1, 2014.

Payments into this Fund are based upon actuarial studies of the estimated costs of meeting the City’s obligations under the retirement contract with the members of this system. The goal is to have the reserve fund balances decrease as the pension liability decreases. No new members may join this plan.

The revenues and expenditures of the Employees’ Pension Board are shown in Tables 11-1 and 11-2:

Table 11-1
Pension Fund Revenues
Revenue Source
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Proposed
Contribution-General
Fund
$85,774 $89,205 $89,025 $85,000 $85,000
Total $85,774 $89,205 $89,025 $85,000 $85,000
Table 11-2
Pension Fund Expenditures
Accounts
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Proposed
Pension Payments $89,205 $89,205 $85,000 $85,000 $85,000 Total $89,205 $89,205 $85,000 $85,000 $85,000
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PUBLIC FINANCING AUTHORITY
On September 19, 2012, the El Cerrito Public Financing Authority issued Recycling Facility Revenue Refunding Bonds in the original principal amount of $3,405,600 at 2.36% interest to provide for the refunding and retirement of the City's outstanding Recycling Center Lease Purchase Agreement and related Site Lease. Principal and interest payments are due quarterly on July 1, October 1, January 1, and April 1, through October 1, 2025. Repayment of these bonds is from charges for services received by the Integrated Waste Management Enterprise Fund. As of June 30, 2021, the outstanding principal balance was $1,303,000.

Revenues and expenditures for the Authority are shown in Tables 11-3 through 11-4. Information regarding Measure A Lease Revenue Bonds, City Hall Lease Revenue Certificates of Participation, and Street Improvement Sales Tax Revenue Bonds are in section 13: Long-Term Debt.

Table 11-3
2012 Recycling Center Facility Revenue Refunding Bonds Revenue from Charges for Services Revenue
Source
FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Charges for
Services $306,599 $306,671 $306,588 $306,548 $306,546
Total $306,599 $306,671 $306,588 $306,548 $306,546
Table 11-4
2012 Recycling Center Facility Revenue Refunding Bonds Expenditures Accounts FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Amended
FY 2022-23
Proposed
Principal
Payments $258,000 $264,400 $270,800 $277,400 $284,200
Interest
Payments $48,599 $42,271 $35,788 $29,148 $22,346
Total $306,599 $306,671 $306,588 $306,548 $306,546
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Agenda Packet Page 268 of 446
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SECTION 12:

CAPITAL IMPROVEMENTS
In the same manner that multi-year planning has proven to be beneficial as the City considers the programs and services which are supported by the operating budget, it also is desirable to do multiyear planning for the City's capital needs. Accordingly, when the City Council adopts the operating budget, it also adopts a multi-year Capital Improvement Program, with the first year adopted as revenue and expenditure appropriations.

THE CAPITAL PLANNING PROCESS
The Capital Improvement Program (CIP) is a strategy for planning and programming public physical improvements. It includes improvements that are scheduled over the next five years. The CIP indicates the expected timing and the approximate cost for each project. Adoption of the CIP indicates City Council approval of the projects.

The CIP is comprised of those projects for which a scope and a cost estimate is available. In some cases, an ongoing program is shown simply as a project, and the specific year-to-year scope is yet to be identified. Funding sources have been identified where possible, but many projects are included for which no funding source has been secured or, at times, identified. The CIP is reviewed and updated each year to reflect changes in priorities, scheduling realities, the availability of funding, and new projects that have been identified over the past year as individual projects or as part of comprehensive plans such as the Parks and Recreation Facilities Master Plan and Green Infrastructure Plan, both adopted by the City Council in 2019. It can also be amended periodically as new projects (such as ones identified by safety evaluations) or funding sources are identified.

The CIP is shown in Tables 12-1 and 12-2. The CIP Budget (CIPB), as shown in Table 12-3, serves to identify the appropriation of expenditures per fund in the first year. In addition, the CIPB identifies the projects that are part of the Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program approved by voters in 2008 (under Fund 211) and the SB 1 Local Streets and Road Program project listing (under Fund 212).

A distinction between the multi-year CIP and CIPB is that the CIPB is adopted as a part of the annual budget, whereas the longer-term CIP does not necessarily have legal significance nor commit the City to a particular expenditure in an out year. The multi-year CIP is, essentially, a planning document: it is a basic tool for scheduling anticipated capital projects and capital financing.

In previous years, the CIP contemplated a 10-year planning horizon. These last two fiscal years, due to the lack of General Fund reserves and uncertainty of funding and revenues due to the COVID-19 pandemic, the CIP is presented as a 5-year plan. This allows staff to provide a more narrow focus on capital projects with the current limitation of resources, and to be responsive and flexible for those projects that are prioritized within the current planning horizon. As the City's financial condition continues to improve, the CIP will be revised and updated accordingly.

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CAPITAL IMPROVEMENT SUMMARY
The CIP currently has 34 identified projects, including 15 to 17 active projects that are either in construction, design, or on-going planning. The category with the largest number of active projects in the next year, as in most years, is the Streets-Transportation category. This is due to availability and timeline requirements of both City transportation funds and external grant funds for which the City successfully completed. The second largest category is Parks & Recreation Facilities. Delivery of projects in FY 2021-22 continued to be slowed due to the impacts of the COVID-19 pandemic along with reduced staffing in the Public Works Department, specifically in the Engineering Division. As a result, many projects have carried forward into FY 2022-23. For all projects, estimated FY 2022-23 expenditures total approximately $13.7 million.

In FY 2022-23, the largest projects in terms of cost are transportation projects, most significantly the Del Norte TOD Infrastructure (Complete Streets) Improvements Project, which is largely grant funded and supplemented by developer impact fees and contributions and the largest City infrastructure project in over a decade. Due to grant deadlines, the design of this project must be completed by December 2022.

Although not as large, the Arlington Park Improvements is another project with a grant deadline that requires the project design move forward quickly.

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TABLES AND PROJECT DESCRIPTIONS
A complete list of the projects in the multi-year CIP is provided in Table 12-1. The projects are arranged by Category (Administration, Facilities (Non-Recreation), Parks & Recreation Facilities, Streets-Transportation, etc.) with a column showing the planned Funding Sources (General Fund, Measure A Streets, Measure H Parks & Recreation, Grants, etc.) Table 12-2 provides a detailed summary of the same projects in Table 12-1 arranged by Funding Source instead of Category. Table 12-3 lists the adopted expenditure appropriation for each fund in FY 2021-22 (the CIPB), and is arranged in the same categories as the multi-year Year CIP. Project funding in the special/restricted funds carryover from year to year. This is not the case for projects, if any, funded by the General Fund. Projects with no fiscal activity in FY 2022-23 are not included in Table 12-3.

Brief descriptions of each project follow these tables.

El Cerrito City CouncilJune 7, 2022

El Cerrito City Council
June 7, 2022