Mayor Councilmembers
Tessa Rudnick Paul Fadelli
Mayor Pro Tem Lisa Motoyama
Carolyn Wysinger AGENDA Gabriel Quinto
SATURDAY, JANUARY 13, 2024
SPECIAL CITY COUNCIL MEETING (9:00 AM)
El Cerrito Community Center, Garden Room 7007 Moeser Lane El Cerrito, CA 94530 This meeting will be held in-person only with no livestream or broadcast.
Accommodations: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at 510- 215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable accommodations.
Conduct: This meeting shall be conducted pursuant to the El Cerrito City Council Rules of Order and Procedure, including adjourning by 11:00 PM unless extended to a specific time determined by a majority of the Council.
Public Comments:
1. In-person by submitting a request to speak to the City Clerk.
2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.
Written comments received by 2:00 p.m. Friday, January 12, 2024 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 will be posted after the meeting. 9:00 AM ROLL CALL - CONVENE SPECIAL CITY COUNCIL MEETING
1. ORAL COMMUNICATIONS FROM THE PUBLIC
All persons wishing to speak should sign up with the City Clerk. Remarks are typically limited to 3 minutes per person and to items on the special meeting agenda only.
2. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A
COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449
3. CITY COUNCIL WORKSHOP RETREAT
Action Proposed: Conduct a facilitated City Council retreat focused on the Fiscal Year (FY) 2024-25 and FY 2025-26 Budget Kickoff and 2024 Priority Setting.
Contact: Karen Pinkos, City Manager, City Management; Nancy Hetrick, Facilitator, Raftelis
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Mayor Councilmembers
Tessa Rudnick Paul Fadelli
Mayor Pro Tem Lisa Motoyama
Carolyn Wysinger AGENDA Gabriel Quinto
4. ADJOURN SPECIAL CITY COUNCIL MEETING
The City of El Cerrito serves our diverse community by providing exceptional services that create a safe and resilient future for all.
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CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.el-cerrito.org
SUPPLEMENTAL AGENDA MATERIALS
SPECIAL CITY COUNCIL MEETING
January 13, 2024
1. Public Comments
2. Agenda Item 3 - CITY COUNCIL WORKSHOP RETREAT
a. Presentation
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From: Cordell Hindler
To: City Clerk
Subject: public comments
Date: Thursday, January 11, 2024 12:43:51 PM
Caution! This message was sent from outside your organization.
Hello Mayor Rudnick, council members and staff,
I am Submitting the following Ideas into the Record:
1. Fill the Positions That Would Benefit the City of EL Cerrito
2. Conduct Audits for The Police Department to Retain Police Officers
3. Having Speed Bumps along Ashbury near the Business Corridor Sincerely
Cordell
Public Comments
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From: ABC Pickleball
To: City Clerk
Subject: Public Comments – Agenda Item #3 (1/13/2024)
Date: Friday, January 12, 2024 8:29:54 AM
Caution! This message was sent from outside your organization.
Greetings, El Cerrito Mayor, City Manager, and City Council members:
When the El Cerrito Pickleball community first proposed paying the full cost for the conversion of the two Castro Tennis Courts to six pickleball courts, the tennis courts were in decent condition and the conversion would have involved a typical resurfacing along with the cost of permanent pickleball nets and striping the courts for pickleball. At the time (March, 2021), the estimated cost given was between $40,000-45,000.
During the 2+ year delay in this project caused by the prolonged contract negotiations between the City and the WCCUSD over the use of the Castro Park land, no maintenance has been done at the tennis courts and they have deteriorated to a deplorable and even hazardous state, as seen in the photos below. At the same time, the courts are used by well over 100 different players every week in organized Open Play sessions, tournaments, city-sponsored pickleball classes, and informal play.
If the courts were NOT being converted to pickleball, the City would still be faced with paying to restore them to a condition comparable to all of the other tennis courts in El Cerrito. Therefore, we ask that the city anticipate the cost to cover this deferred maintenance and include funding for it in your current budget discussions.
Over the past three years, knowing that the construction costs were going up as the delays dragged on, the pickleball community has continued to raise funds for the pickleball courts. We now have over $65,000 to donate to the city for the courts. We are eager to partner with the city and do everything we can to make permanent pickleball courts a reality in El Cerrito.
Thank you,
Cathy Taruskin
USA Pickleball Ambassador, El Cerrito
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From: Robin Mitchell
To: Holly Charléty
Subject: Comment for Jan 13 City Council Meeting - Robin Mitchell Date: Friday, January 12, 2024 1:56:11 PM
Caution! This message was sent from outside your organization.
Dear Mayor and City Council
I am on the Urban Forest Committee (UFC), and I am the UFC representative on the SAG for the Hillside Natural Area (HNA) Fire Resilience and Forest Conservation Management Plan (Plan).
Based on both the SAG and public meetings, as well as presentations on the plan by staff, and comments from the Committee members and the public, at the January meetings of both the Urban Forest Committee and the Environmental Quality Committee, it seems very clear that the city is going to need to increase their budget for maintenance of the HNA.
The city will be able to get grants to do initial work on the HNA for specific projects outlined in the Plan, but those grants never include maintenance.
And the projects will not succeed, and might actually make the situation worse, both from a fire resilience and an ecosystem restoration standpoint, without continued maintenance into the future.
I know the city is not swimming in money, but we need to figure out a way to provide the funds for such maintenance, in perpetuity. It is identical to funds that are reserved for street maintenance, and other ongoing infrastructure maintenance needs.
I would hope that when you are considering the upcoming budget cycle, that you take this into account.
And hopefully the new HNA Management Plan will have some guidance on this issue also.
You might want to communicate with Karen Samkian and Stephen Pree, who are managing the consulting contract with LSA, to make sure maintenance estimates are included in the plan, even if they are rough estimates.
Thank you for your consideration of this matter.
Robin
--
Robin Mitchell
El Cerrito resident
Email:
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January 12, 2024
City Council
City of El Cerrito
10890 San Pablo Avenue
El Cerrito, CA 94530
RE: Budget Kick-off Priority Setting for FY2024-2025 and FY2025-2026 Dear Mayor Rudnick and Council Members,
As you set your priorities for the coming FY2024-2025 and FY2025-2026 budget, I encourage you to include the following:
● Explicit funding to implement, not just develop, the Climate Action and Adaptation Plan, including an expectation for early actions on identified “early wins.” In particular, the earlier promised city-wide all-electric building ordinance should be given priority. While the legal path has changed with recent rulings, there are still 80+ jurisdictions with unchallenged reach-code based ordinances. Please direct staff to renew efforts to adopt an all-electric reach-code building ordinance and not just wait on a legal process, when there is a low-risk uncontested path that can be taken now.
● Fund maintenance and stewardship of the Hillside Natural Area as identified in the Hillside Natural Area Fire Resilience And Forest Conservation Management Plan. While a lot of work in the HNA may take place with grant funding, it is important to have adequate explicit funding for maintenance, as grants do not cover this important ongoing work to keep the positive direction of stewardship going following, and between, grant activities. ● Include a commitment to fund training and exercises for disaster preparedness and community engagement and education around disaster preparedness. There has been very little activity in this area for years within the City and frankly the City is taking a very big gamble that a large disaster won’t occur, because we are simply unprepared for it and we will perform badly, as is. The City takes its legal and financial liabilities very seriously and it is time to take its disaster liabilities seriously, too. They do not go away just because we ignore them.
● Fund a volunteer coordinator to take better advantage of all the great free human resources and labor available in the community, while also building community. ● Consider funding implementation of the many plans on the shelf, including the Recreation Master Plan and the Urban Greening Plan. Much of this can probably be grant funded, but it also needs ongoing seed funding and maintenance.
Thank you for your time and consideration,
Howdy Goudey
El Cerrito
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January 13, 2024
9:00 am to 12:00 pm
City of El Cerrito
City Council Workshop
Agenda Item No. 3
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Welcome and Public Comment
2 Mayor Pro Tem
Carolyn Wysinger
Councilmember
Paul Fadelli
Councilmember
Gabe Quinto
Councilmember
Lisa Motoyama
Mayor Tessa Rudnick
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3 Kick off the budget
process with a clear
set of priorities
Workshop Objective
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Agenda
4 Warm-up
Budget and Financial Update
Celebration of Accomplishments
Setting Priorities for 2024
Wrap Up and Next Steps
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Listen to
understand
Identify areas
of consensus
Participate
Assume good
intent
Speak up if we
need course
correction
Stay
focused
5 Ground Rules
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Bike Rack
• Things to discuss at another time
will be tracked separately
• Time management tool
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6
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Warm Up
Write a headline that you would like to
read in the paper two years from today.
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Budget and Financial Update
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Looking Back:
FY 2022-23
• Audit in progress, ACFR in development
• Estimated surplus of $5.6 million due to:
Higher-than-anticipated revenues (incl. property
tax, sales tax, and business licenses)
Staffing vacancies
• Policy on surplus use:
1. Fund GF Reserve to 100% of target rate (10% of
GF expenditures)
2. Fund EDRF to 100% of target balance (3 months of
payroll)
3. 33% of remaining surplus towards pension liability
4. CM will recommend one-time expenditures,
including capital improvements, maintenance,
and equipment
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Funding Our Pension Liability
• Council has taken proactive approach
to ensure fiscal sustainability
• Section 115 Trust
Established by Council action in
September 2023
Funded with an initial $1M
Allows for higher returns and advance
planning while retaining flexibility
• Staff plan to start pre-paying UAL at
beginning of each fiscal year (July 1)
In FY 2022-23, prepaying would have
saved the City $198,791.96
Approx. 3.3% discount for prepaying 0.00%
20.00%
40.00%
60.00%
80.00%
FY24 FY28 FY32 FY36 FY40 FY44 FY48 FY52
Combined Employer Rate*
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
FY24 FY28 FY32 FY36 FY40 FY44 FY48 FY52
Pension Funding Status
*Does not include possible use of Section 115 Trust funds to pay UAL Supplemental Materials Page 27 of 59
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Current Year:
FY 2023-24
•Mid-year update and adjustments to
Council in March
Updates will include adjustments to
personnel savings due to filled vacancies,
adjusted CIP costs, and revenue revisions
based on current trends
• Launch of General Fund Quarterly
Budget Dashboard with Mid-Year Update
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Budget Priorities for FY 2023-24
• Public Safety
Crime Prevention
Wildfire Prevention/Safety
Emergency Operations
Disaster Preparedness
• Strategic Planning and Public Engagement
Outreach and Communication
Community Strategic Goals
Incorporate Community Feedback
Use of Technology/ Social Media
• Climate Action
Complete Climate Action Plan Update
Citywide Goals and Strategies
• Parks and Recreation
Parks/Open Space
Amenities/Programs
Senior Programs/Services
• BART TOD/Library
Potential Ballot Measure
Housing
Parking
• Fiscal Sustainability
Maintaining Reserves
Maximize Revenues
Strategic Expenditures
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How El Cerrito’s Funds are Spent - FY 2023-2024
Property & Capital, …
Financing Costs, 2.4%
Supplies, 1.8%
Property Services, 5.0%
Other Services,
6.5%
Professional & Technical
Services, 10.8%
Personnel, 72.4%
Budgeted General Fund Expenditures
by Type
Budgeted General Fund Expenditures
by Department
Non-Departmental,
1.9%
Recreation, 12.4%
Public Works, 5.1%
Administration, 15.0%
Community Development, 7.8%
Fire, 29.8%
Police, 27.9%
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Current-Year CIP – Proposed General Fund Projects
• Proposed Projects underway or
planned to begin this FY:
Arlington Park Improvements
(approved by Council Oct 2023)
Castro Park Sewer Line Replacement
City Hall Boiler Replacement
City Hall Leak Repair
Community Center Roof Replacement
Swim Center Improvements
• Costs increasing from planning
estimate due to scope refinement
and rise in construction costs
Estimated Total Cost for Design and
Construction $2.74M over two years
Estimated Current FY Expenses $1.16M
• Staff to bring request for budget
appropriation for Current FY
expenses to Council in February
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Looking
Forward:
FY 2024-25/
FY 2025-26
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Biennial Budget Principles
• Align the City’s budget and services
with the Strategic Plan
• Ensure fiscal sustainability and meet
reserve goals using a longer-term
approach
• Adhere to all legal, policy, and program
requirements, including federal, state,
and local
• Retain fiscal control provided by annual
budgets
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Preliminary Estimates
Revenues
• Stable property, utility, and sales tax
revenues
HdL forecasts and estimates expected late
Jan/Feb
• Depressed property transfer tax
revenues while interest rates remain
high
197 homes sold in El Cerrito in 2023
compared to 243 in 2022
• Fees fully recovered from pandemic
impacts, including Recreation
Expenditures
• Personnel expenses pending results
of Classification and Compensation
Study
Significant progress in filling staffing
vacancies compared with FY23
• Non-Personnel expenses stable
• Significant capital and infrastructure
needs
• Successor Agency to be dissolved in
FY 25-26
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Capital Improvement Program Budget Preview
• CIP prioritization criteria include:
Urgency/Emergency
Liability to the City
Cost
Grant opportunities
Community priority
Staff time and availability
Seasonality
Continuity of City operations
• Staff will leverage funds for grant
opportunities and matching where
available
• Staff refining a long-term deferred
maintenance and vehicle replacement
program
• Ongoing projects include:
Swim Center Improvements
Parks and Recreation Facilities Master Plan
Program
Street Improvement Program
Access Modifications Program
• New projects include:
Arlington Park Playground Resurfacing
Corporation Yard Parking Lot Rehabilitation
Public Safety Parking Lot Security &
Rehabilitation
Ohlone Greenway Improvements
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Measure R
• Approx $3.8M annually
• 8% of total General Fund revenues
Supports all City functions including
emergency services, recreation, public
works, planning and building, and City
administration
• Originally renewed November 2014,
proposed for November 2024
General Election ballot
• 50%+1 approval required to pass
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
$5.0
FY18 FY19 FY20 FY21 FY22 FY23 FY24
Measure R Revenues (in millions)
Measure R Revenues (in millions)
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Proposed Budget Calendar
• February: Finance develops revenue projections; HR completes Classification and Compensation study; City launches Budget Priorities Survey to the public Mid-Year Budget Update to Council for FY 2023-24
• March: Departments create their budgets; community meeting on budget priorities
• April: Department budgets due; Finance develops draft budget; Master Fee Schedule to Council
• May: Draft budget published and shared with the FAB and Council • June: Budget adoption meetings
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How Community Members Can Get Involved
Budget Priorities Survey – Now Live!
el-cerrito.org/BudgetSurvey
Budget Process Updates
el-cerrito.org/BudgetProcess
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22 Break
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What We’ve Been Prioritizing
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Major Accomplishments
• Reserve levels highest in over 10
years
Established Emergency Disaster
Relief Fund
Section 115 Trust
• 89% of Residents rate El Cerrito as
an Excellent or Good place to live
• Recreation received 26 “Best of”
Awards for Contra Costa County in
2022
• Adopted new Strategic Plan
• Actively pursuing opportunity for a
new Library
• Supporting Transit-oriented
Development
• 6th Cycle Housing Element Certified
• Constructing several Capital
Improvement Projects (CIP)
• Municipal emissions decreased 30%
from 2005 to 2021
“Early Wins”: Transition to Renewable Diesel,
New EV Charging Stations at City Hall, etc.
• Hiring and Retention!
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Aligning Annual Planning with the Strategic Plan
25 Supplemental Materials Page 42 of 59
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Strategic Plan Goals and
Current Initiatives
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High-Performing
Organization
• Preserve and expand revenue sources that provide
sufficient resources to deliver services and programs to the community (In Progress)
• Develop financing strategies for capital investments and deferred facility and other infrastructure needs as
identified in the long-range financial plan.
• Cultivate a positive organizational culture where
employees experience a sense of belonging that results in teamwork, innovation, and outstanding services to the
community (In Progress)
• Increase public communication and engagement to
ensure access to services and promote community events
(In Progress)
• Improve technology systems to increase automation and efficiency and strengthen cybersecurity (In Progress)
Ensure the city maintains a strong financial
position and a high-performing
organization where employees feel a sense
of inclusion and belonging.
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Current Initiatives
• Measure R Sales Tax Renewal
• Exploring Potential Ballot Measure to
Fund New Library
• Citywide Classification &
Compensation Study
• Implementing New Video Camera
Monitoring System at City Facilities
• Mandatory DEI Training for Employees
• Strategic Plan Implementation
• Implement a Three-pronged
Approach to Ensure the City’s
Systems are Protected From Cyberattacks and Hacking
• Develop Award-winning 2-year
Budget
• Continue to Enhance Online User
and Customer Experience Through
Technology Enhancements
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Community
Safety
• Maximize funding level for technology investments that promote efficient and effective public safety operations. (In Progress)
• Align public safety services with community needs based on data-driven decision-making approach.
• Strengthen El Cerrito’s overall emergency preparedness capabilities, resources, and tools and implement changes as needed to ensure the City is properly positioned to
respond to disasters. (In Progress)
• Evaluate options for a new Public Safety Center that is centered on community.
• Sustain and enhance climate-adapted resilience and forest conservation activities in the Hillside Natural Area. (In Progress)
• Ensure on-going training and availability of equipment to meet community needs. (In Progress)
Maintain public safety staffing and
responsiveness and ensure community
emergency preparedness.
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Current Initiatives
• General Plan: Safety Element update
• HNA Fire Resilience and Forest
Conservation Management Plan
• Updating the Fire Department's
equipment replacement schedules and
seeking funding for replacement of the
Fire Department's aging fleet
• Implementing the Emergency
Operations Plan, including training of all
personnel and conducting practice drills
with City staff in the Emergency
Operations Center (EOC)
• Continuing focus on Vegetation
Management and Fire Prevention
Programs that will enhance defensible
space and improve neighborhood
survivability
• Using Technology to Improve Police
Operations
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Livability and
Belonging
• Leverage the City’s pro-housing designation to attract new and infill development for all income types. (In
Progress)
• Support businesses and economic growth. (In Progress) • Advance the San Pablo Avenue Specific Plan to create a livable, vibrant, and diverse corridor. (In Progress)
• Update the General Plan to reflect and address current community values.
• Evaluate options for older adult services. (In Progress) • Develop a citywide equity plan. (In Progress)
• Expand public art and cultural programs. (In Progress) • Create a downtown community hub anchored by the
Plaza Transit-Oriented Development and a new library.
(In Progress)
• Improve parks and recreation facilities. (In Progress) Promote a high quality of life and sense of
community for current and future
generations.
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Current Initiatives
• Citywide Equity Plan
• Actively supporting Plaza TOD and
opportunity for a new library downtown
• Partnering to secure remaining funding for
affordable housing at Mayfair Station and
El Cerrito Plaza TOD
• Supporting exploration of regional housing
bond
• Working to expand preschool age and
senior programming
• Continuing success of San Pablo Ave.
Specific Plan in changing economic
environment
• Supporting Businesses in new ways (e.g.,
Maker’s fair)
• Completing projects identified in the Parks
and Rec Facilities Master Plan (e.g.,
Arlington Park Improvements)
• Enhancing Community Events (e.g., 4th of
July, MLK Parade, Earth Day, etc.)
• Resuming indoor special events such as the
Senior Resource Fair, Crab Feed Fundraiser
and others
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Infrastructure
and Amenities
• Invest in the maintenance, rehabilitation and development of sustainable, climate-adapted infrastructure and community assets (i.e., electric vehicle infrastructure).
(In Progress)
• Conduct a facility needs assessment to evaluate and prioritize investment in city facilities, including updating and implementing the ADA transition plan.
• Improve sidewalks and connections to enhance safety, accessibility, comfort, and convenience. (In Progress)
• Implement major initiatives associated with the Parks and Recreation Facilities Master Plan (i.e., citywide trails and bikeway network). (In Progress)
• Complete and implement major Public Works infrastructure improvements (i.e., the Storm Drain Master Plan Update and the Local Road Safety Plan/Comprehensive Safety Action Plan).
• Complete construction of Complete Streets and Ohlone Greenway projects. (In Progress)
• Identify funds to off-set General Fund contributions for infrastructure improvements (i.e., Landscape and Lighting Assessment District and clean water programs).
Advance climate focused, sustainable
infrastructure efforts that have community
benefit.
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Current Initiatives
• Del Norte Complete Streets Project
• Supporting Richmond St. Wildcat Pipeline Project
• El Cerrito Plaza TOD
• Facility Improvements (e.g., Arlington Clubhouse)
• Developing a Plan to Systematically Address
Deferred Maintenance Of City Facilities, Including
Financial Resources Needed on Annual Basis
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Environmental
Sustainability
• Update and implement the Climate Action and Adaptation Plan and infuse it in all that we do. (In Progress)
• Maintain and leverage the Recycling Center as a
community asset. (In Progress)
• Develop a plan to support the infrastructure needed to shift to clean energy vehicles. (In Progress)
• Promote strategies that address the climate emergency. (In Progress)
• Seek regional funding for environmental solutions.
Promote environmental sustainability and
stewardship by engaging in initiatives that
reduce our carbon footprint, conserve
natural resources, and foster a culture of
environmental responsibility.
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Current Initiatives
• Completing Climate Action and
Adaptation Plan
• Developing Zero Emission Vehicle
Transition Plan for City’s Solid Waste
Operations
• Proactively implementing SB 1383
•Implementing New Clean Water
Program Requirements
• Planning for Local Government Fleet
Requirements
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What most
excites
you?
What does
success
look like
this time
next year?
Are
changes
needed?
Discussion
37 Supplemental Materials Page 54 of 59
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Keeping Focus and Getting Results
38 Strategy Key Implementation Tasks
Lead
Responsibility Others Involved
Financial Resources
(List needed funding and
identify source, if known)
Timeline
(Estimated Quarter/ Year to
complete) Comments
• Preserve and expand revenue sources that
provide sufficient resources to deliver
services and programs to the community.
• Finance Director
(Crystal Reams)
• Develop financing strategies for capital
investments and deferred facility and other
infrastructure needs as identified in the
long-range financial plan.
• Maintain a list of capital improvements, deferred
facility maintenance projects, and other infrastructure needs identified in the long-range financial plan.
• Estimate costs and other resources needed for the
identified needs/projects.
• Prioritize the needs/projects.
• Identify potential funding sources, including state and federal grants.
• Develop a timeline to complete the needs/ projects.
Finance Director
(Crystal Reams)
Public Works Director
(Yvetteh Ortiz)
• Cultivate a positive organizational culture
where employees experience a sense of
belonging that results in teamwork,
innovation, and outstanding services to the
community.
• Identify ways to cultivate a positive organizational
culture by soliciting feedback from city staff and
reviewing best practices.
• Determine whether cultural enhancement initiatives
will be shared with staff through training, marketing,
internal communications (e.g., emails) or other
avenues.
• Develop a plan to implement cultural enhancement
initiatives reflecting the feedback provided by staff.
City Manager (Karen
Pinkos)
Assistant City Manager
(Alexandra Orologas)
Leadership team
City of El Cerrito Implementation Action Plan
Goal: High Performing Organization
Ensure the city maintains a strong financial position and a high-performing organization where employees feel a sense of inclusion and belonging.
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Keeping Focus and Getting Result
39 Discussion
o What do you need from staff to maintain focus?
o What do you need from each other for continued success? Supplemental Materials Page 56 of 59
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Wrap Up and Next Steps
40 Supplemental Materials Page 57 of 59
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Closing Comments
Key takeaways from our time
together today?
41 Supplemental Materials Page 58 of 59
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Nancy Hetrick | [email protected]
Thank you!
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