Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman
This information can be interpreted for you free of charge. Visit City Hall at 10890 San Pablo Ave., El Cerrito, CA 94530 or learn more at www.el-cerrito.org/LanguageAccess
Esta información se puede interpretar gratuitamente. Visite el Ayuntamiento en 10890 San Pablo Ave., El Cerrito, CA 94530 o obtenga más información en www.el-cerrito.org/LanguageAccess
这些信息可免费为您解释。请访问位于 10890 San Pablo Ave., El Cerrito, CA 94530 的市政厅，或访问 www.el-cerrito.org/LanguageAccess 了解更多信息
SATURDAY, FEBRUARY 1, 2025
SPECIAL CITY COUNCIL MEETING (9:00 AM)
Arlington Clubhouse - 1120 Arlington Ave El Cerrito, CA 94530 This meeting will be held in-person only with no remote participation.
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 2/1/2025 Public Comments – Agenda Item #.
Written comments received by 2:00 p.m. Friday, January 31, 2025 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.
Agenda Packet Page 1 of 42
Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman
2. CITY COUNCIL WORKSHOP RETREAT
Action Proposed: Conduct a facilitated City Council retreat focused on City Council Governance and Fiscal Year (FY) 2025-26 Budget and Priority Setting.
Contact: Karen Pinkos, City Manager, City Management; Nancy Hetrick, Facilitator, Raftelis
3. 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.
Agenda Packet Page 2 of 42
611 Wilshire Boulevard, Suite 900 Los Angeles, CA 90017 www.raftelis.com
MEMO
To: Mayor Wysinger and Members of Council
From: Nancy Hetrick, Vice President, Raftelis
Date: January 29, 2025
Re: City Council Retreat
My colleague Julie Gieseke and I look forward to being with you on February 1, 2025. The purpose of this memo is to share the agenda and logistics and allow some time for you to reflect on conversations we intend to engage in during our time together. A couple of agenda items will require some advance preparation by the Council.
Logistics
Location: Arlington Club House
1120 Arlington Blvd.
El Cerrito, CA 94530
When: Saturday, February 1, 2025
9:00 AM to 1:00 PM
Purpose
Our goal is to build a sense of team, confirm Council goals and priorities, and create the space for important conversations about how you work with one another and the City Manager to build a foundation for effective governance.
Preparation
Thank you for spending a few minutes considering the questions that correspond with various agenda items.
This I Believe
During the retreat, participants will be given 5-7 minutes to share "what they believe" about the future of El Cerrito. This exercise is loosely based on the "This I Believe" essay format initiated by Edward R. Morrow on National Public Radio in the 1950s. Today, there is an international organization that engages people in writing and sharing essays describing their core values that guide their daily lives. Below are some guidelines on how to approach the activity.
Agenda Packet Page 3 of 42
City of El Cerrito Page 2
City Council Retreat
Trusted Advisors Transforming Communities
• Tell a story: Be specific. Take your belief from the events of your career and experience in El Cerrito that have shaped how you look at and experience the organization. • Name your belief: Focus on a core belief and talk about why it is true. • Be positive: This is what you DO believe, not what you DON'T believe. Avoid speaking in the editorial "we" and make sure this is about what you believe. Speak in the first person. • Be personal: Write in words and phrases that are comfortable for you to speak. • Remember to share not only “what” is important for the future, but also “why” it is important to you and ultimately to the community.
Governing Together
Attached is an article from the Institute for Local Government on the attributes of exceptional City Councils. We will use this article to discuss effective practices for elected officials and share ideas that you would like to incorporate into the City’s governance culture. Please review this article in advance and come prepared to share what resonates for you.
Council Member Roles
In 2016, Julia Novak and Dr. John Nalbandian collaborated with other local government thought leaders and identified Six Roles that Council members will fulfill as they perform their duties and serve their community. Please review the roles and descriptions listed below.
Governance Roles and Description
Strategic/Vision – Big Picture Thinker
The focus here is on decisions that can have a significant impact on the City. Can be long-term or short-term; often focuses on the future and what might make a significant difference; seeing possible connections and relationships; thinking beyond present data and constraints.
Trustee – Steward
While listening to and respecting constituent views, the trustee feels responsible to the City as a whole and to future residents. The trustee will make uncomfortable decisions that may run counter to constituent wishes because the decision is in the interest of the greater good.
Representative – Constituent Advocate
In this role, the Council member acts as a “customer service representative.” The Council member is a conduit between citizens and the City services. Often, residents see this Council member as responsive to their individual concerns.
Community Builder – Bringing People Together
In the community builder role, the Council member focuses on relationships and consensus-building.
The community builder fosters relationships and is able to work through differences. Community is not just a casual word to the Council member who gravitates to this role.
Decision-Maker
The decision-maker sees his/her role much like a judge – information is presented, and the decisionmaker votes it up or down. This is not an easy role, but often it is a more passive role in contrast to that of the community builder.
Oversight
In this role, the focus is on the accountability of staff to the Council.
Agenda Packet Page 4 of 42
City of El Cerrito Page 3
City Council Retreat
Trusted Advisors Transforming Communities
Strategic Plan Update and Priorities
We will review the City’s Strategic Plan and discuss key accomplishments, progress made to date, and current initiatives. The City’s five goals are listed below. During the retreat we will confirm Council’s top priorities for the next year. Staff will provide a budget update to help inform the strategic plan discussion. The budget presentation slides are attached for your reference.
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.
Community Safety
Maintain public safety staffing and responsiveness and ensure community emergency preparedness.
Livability and Belonging
Promote a high quality of life and sense of community for current and future generations.
Infrastructure and Amenities
Advance climate focused, sustainable infrastructure efforts that have community benefit.
Environmental Sustainability
Promote environmental sustainability and stewardship by engaging in initiatives that reduce our carbon footprint, conserve natural resources, and foster a culture of environmental responsibility.
Norms
• Listen with respect
o Let others finish before you start talking
o Be attentive to the speaker
o Disagree agreeably
• Be:
o BOLD
o Positive and realistic
o Candid and honest
o Patient and self-aware
o Engaged and fully present
• Strive for consensus
o Look for opportunities to agree
o Remember the power of “if” and “and”
• Have fun!
Agenda Packet Page 5 of 42
City of El Cerrito Page 4
City Council Retreat
Trusted Advisors Transforming Communities
Agenda
Saturday, February 1 – 9:00 AM to 1:00 PM
Welcome/Retreat Overview
• Welcome and introductions
• Public comment
• Agenda review
• Norms and expectations for the session
• Icebreaker discussion
This I Believe
Each member of the governing body will be given an opportunity to share a core "belief" about the future of El Cerrito.
Governing Together
We will discuss the roles of Council members and how the “ideal” Council member is viewed by the public, staff, and Council colleagues. The facilitator will also share some thoughts on governance and the Council-Manager form of government. Using the attached article from the Institute for Local Government, we will discuss effective practices for elected officials and share ideas to incorporate into the City’s governance culture.
Context Setting
Staff will provide a budget update to help inform the strategic plan discussion.
Strategic Plan Update and Priorities
City Staff will provide context around available resources, the status of major initiatives, and recent accomplishments. Council will have an opportunity to confirm priorities and discuss what success looks like this time next year.
Wrap Up and Next Steps
We will end the day with each participant sharing a reflection on one thing that was useful in spending the day together during the retreat.
Agenda Packet Page 6 of 42
1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.
1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city
The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.
KEY CHARACTERISTICS
Successfully transition from candidate
to a member of the council.
Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
Develop, communicate and support
policy goals and council decisions.
Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.
BEST PRACTICE TIPS
Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.
In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.
Attributes of Exceptional Councils
Agenda Packet Page 7 of 42
Attributes of Exceptional Councils
2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.
Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.
Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.
The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.
Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.
KEY CHARACTERISTICS
Understand the role of local
government and their responsibilities.
Know their role- to set vision and policy,
avoid micromanagement.
Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.
BEST PRACTICE TIPS
Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.
Agenda Packet Page 8 of 42
Attributes of Exceptional Councils
3 3. Exceptional councils honor the
relationship with staff and each other
Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.
KEY CHARACTERISTICS
Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).
They are able to leave it at the dais;
debates are about policy, not
personality.
Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.
BEST PRACTICE TIPS
Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss their decorum and their relationship among each other and the relationship between the city manager/staff and the council.
4. Exceptional councils routinely conduct
effective meetings
Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.
They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.
Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,
KEY CHARACTERISTICS
Councilmembers are respectful of each
other, the public and everyone’s time.
Councilmembers use engaging body
language as a way to demonstrate
respect.
Issues are not personalized, thoughtful
dialogue is the objective.
Agenda packets are read,
councilmembers come prepared and
have an open mind
Respect is demonstrated for varied
opinions.
Everyone strives to be civil and act with
decorum.
Agenda Packet Page 9 of 42
Attributes of Exceptional Councils
4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.
BEST PRACTICE TIPS
Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results.
5. Exceptional councils hold themselves
and the city accountable
Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide shortand long-term strategic direction and goals, as well as provide budget, program and policy oversight.
Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.
KEY CHARACTERISTICS
Councilmembers operate ethically and
with integrity.
Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
Councils taking responsibility for the
results (good and bad).
Councils celebrate success.
Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.
BEST PRACTICE TIPS
Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.
Agenda Packet Page 10 of 42
Attributes of Exceptional Councils
5 6. Exceptional councils have members
who practice continuous personal
learning and development
Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.
Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.
KEY CHARACTERISTICS
Stay informed on key issues
Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
Learning to listen is sometimes more
important than learning to give a
speech.
BEST PRACTICE TIPS
Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.
Agenda Packet Page 11 of 42
2/1/2025
1 City of
El Cerrito
City Council Retreat
February 1, 2025
9:00 am to 1:00 pm
Welcome and Public Comment
Mayor Pro Tem
Gabe Quinto
Councilmember
Lisa Motoyama
Councilmember
William Ktsanes
Councilmember
Rebecca Saltzman
Mayor
Carolyn Wysinger
Agenda Packet Page 12 of 42
2/1/2025
2 1. Welcome and Overview
2. This I Believe…
3. Governing Together
4. Context-Setting
5. Strategic Plan Update and Priorities
6. Next Steps
Agenda
Retreat Objectives
Build a sense of
team
Discuss best
practices for
governing
together
Confirm priorities
Agenda Packet Page 13 of 42
2/1/2025
3 Ground
Rules for
Today’s
Retreat
Listen Listen to understand
Engage in conversations, stay
focused, and share ideas Engage
Be open to new or different
perspectives Be Open
Look for opportunities to agree Seek
consensus
What are your expectations
for our time together?
Agenda Packet Page 14 of 42
2/1/2025
4 Bike Rack
Things to discuss at
another time will be
tracked separately
Time management tool
This…I Believe
Agenda Packet Page 15 of 42
2/1/2025
5 Governing Together
10 Agenda Packet Page 16 of 42
2/1/2025
6 Strategic Vision
11 1
2 Trustee/Steward
3 Representative
4 Community Builder
5 Decision Maker
6 Oversight
The Six
Council
Roles
How would the PUBLIC
describe the ideal Council
Member?
How would the STAFF
describe the ideal Council
Member?
12 How would your COUNCIL
COLLEAGUES describe the
ideal Council Member?
The Ideal Council Member
Agenda Packet Page 17 of 42
2/1/2025
7 Agenda Packet Page 18 of 42
2/1/2025
8 POLITICAL
ACCEPTABILITY
OPERATIONAL
SUSTAINABILITY
THE
PROFESSIONAL
MANAGER
The Politics/Administration Dichotomy
Determine “purpose,” scope of
services, tax level, constitution
issues
Pass ordinances; approve new
projects and programs; ratify
budget
Make implementing decisions
(e.g., site selection); handle
complaints; oversee
administration
Suggest Management changes
to manager; review
organization’s performance in
manager’s appraisal
Advise (what city “can” do may
influence what it “should” do);
analyze conditions and trends
Make recommendations on all
decisions; formulate budget;
determine service distribution
formula
Establish practices and
procedures and make decision for
implementing policy
Control the human, material &
informational resources of the
organization to support policy and
administrative functions
Mission
Policy
Administration
Management
Council’s Sphere
Manager’s Sphere
Jim Svara, Dichotomy and Duality: Reconceptualizing the Relationship between Policy and Administration in Board-Manager Cities. Public Administration Review, Vol. 45, No. 1, pp 221-232. 16 Agenda Packet Page 19 of 42
2/1/2025
9 Effective
Governance
Institute for Local Government
Unity of
Purpose
Clear Roles
Responsibilities
Positive
Governance
Culture
Norms,
Protocols, and
Policies
You Govern as a Body
18 Agenda Packet Page 20 of 42
2/1/2025
10 Exceptional City Councils
1. Have a sense of team – a partnership with the
city manager to govern and manage the city
2. Have clear roles and responsibilities that are
understood and adhered to
3. Honor the relationship with staff and each
other
4. Routinely conduct effective meetings
5. Hold themselves and the city accountable
6. Have members who practice continuous
improvement 19
Institute for Local Government
Reflections on Effective Practices for
Elected Officials
What resonates for you?
Which ideas are important to the
City’s governance culture today?
Agenda Packet Page 21 of 42
2/1/2025
11 Effective Council Meetings
Potential Topics for Discussion
• Expectations
• Zoom public comments
• Other protocols and practices?
Break
Agenda Packet Page 22 of 42
2/1/2025
12 CONTEXT-SETTING
Finance and Budget Overview
Recap of
FY 2023-24
25 • Audit results presented to City Council on
January 21st • Annual Comprehensive Financial
Report (ACFR) shared with Council and the
Financial Advisory Board (FAB) on January
24th
• ACFR presented to the FAB on January 28th
• Full presentation of ACFR to be presented
to Council on February 4th
Agenda Packet Page 23 of 42
2/1/2025
13 FY 2023-24 General Fund Highlights
• Original change
in fund balance –
$93,178
• Amended change
in fund balance –
($6.3M) • Projected change
in fund balance –
($250,147) 26
Fiscal Year 2024-25 & Fiscal Year 2025-26
Biennial Budget
Agenda Packet Page 24 of 42
2/1/2025
14 Biennial Budget
Public
Engagement
Process in 2024
28 • December 5: Strategic Plan Adopted by City Council • January 13: Budget Priority Setting Workshop Online Survey Launched (175 responses received) • March 5: Mid-Year Budget Update • March 19: FY 2022-23 ACFR Presented to Council • April 6: Community Budget Workshop • April 23: Financial Advisory Board Budget Workshop
• May 7: City Council Budget Study Session
• May 21: Department head presentations, Assessment
hearings, Master Fee Schedule adoption
• May 28: Financial Advisory Board meeting and budget
discussion
• June 4: First Budget Hearing
• June 6: FAB Special Meeting
• June 18: Second Budget Hearing and Adoption
Budget Process –
FY 2025-26
29 • Mid-year update to Council in early March
2025
Few adjustments anticipated
• Mid-Cycle update and formal adoption of FY
2025-26 Budget in June 2025
Staff begin preparations in March after mid-year Staff to bring any recommended adjustments to Council • Anticipated changes for FY 2025-26 from
existing Biennial Budget: Personnel cost increases from: • New labor contracts (SEIU, PEA, PSMA, City Manager) • Position reclassification from Class and Comp Study Grants and other new revenues Agenda Packet Page 25 of 42
2/1/2025
15 30
Proposed Budget
– All Funds Biennial Budget - All Funds
FY 2025-26 AdoptedFY 2024-25 AdoptedFY 2023-24 Actual FY 2022-23 Actual FY 2021-22 Actual $3,632,337 $4,651,914 $4,322,227 $4,459,000 $4,581,000 Measure R Revenue Highlighte FY 2025-26 Adopted FY 2024-25 AdoptedFY 2023-24 Actual FY
2022-23 Actual FY 2021-22 Actual $4,863,035 $4,157,840 $3,129,523* $3,000,000 $3,200,000 Real Property Transfer Tax FY 2025-26 Adopted FY 2024-25 AdoptedFY 2023-24 Actual FY 2022-23 Actual FY 2021-22 Actual $330,425 $448,514 $519,098 $440,000 $550,000 Cannabis Revenue General Fund Cannabis Revenue Real Property Transfer Tax
Highlighted Revenue Trends
Measure R/G
Properties Sold Amount Received
FY 2023-24 Month
July 12 $ 173,868
August 17 $ 235,014
September 19 $ 266,855 October 21 $ 278,220 November 27 $ 360,954 December 16 $ 224,868 January 10 $ 120,038
February 18 $ 254,166 March 13 $ 172,536
April 30 $ 531,408
May 27 $ 366,174
June 17 $ 228,642
Total FY23-24 227 $ 3,212,743
*Actual total includes RPTT rebates of $83,220
Agenda Packet Page 26 of 42
2/1/2025
16 32
General Fund Budget
Updates After Adoption
Updates with FY 2024-25
Budget Impact • Roll-forward of purchase
orders from FY 2023-24 • New labor contracts signed
(SEIU, PEA, PSMA, City
Manager)
Updates with no FY 2024-25 Budget Impact • Measure G passes with 81% approval No change to current Biennial Budget but supports long-term sustainability
• FY 2023-24 year-end finalized, ACFR presented –
update to fund balance from budget estimates
• General Fund Reserve policy level increased
from 10% to 17% • El Cerrito recognized by the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award Certificate of Achievement for Excellence in Financial Reporting 33
Agenda Packet Page 27 of 42
2/1/2025
17 General Fund Forecast - Updated
34 • Maintains assumptions from former forecast, with current biennial budget as baseline • Higher beginning fund balance due to FY 2023-24 actuals improved over amended budget • Includes impact of additional appropriations added during FY 2024-25 • Ongoing structural changes of $0.6M beginning in FY 2026-27 required to ensure long-term sustainability and maintain reserve levels above 17%
Strategies for General Fund Long-Term Sustainability
• Ongoing structural changes for ensuring long-term fiscal sustainability • Studies using independent experts to collect further data and information on City operations Citywide Cost Allocation Plan and Fee Study (underway) Service Delivery Study (RFP in development) Provide information, strategies, and options to City Council for future fiscal years, including next biennial budget cycle 35
Agenda Packet Page 28 of 42
2/1/2025
18 Biennial Budget Summary
The FY 2024-25 & FY 2025-26 Adopted Biennial Budget:
• Reflects City Council priorities, including feedback received as the budget was developed
• Aligns with the City's Strategic Plan
• Maintains reserves above 17% (new policy level), not including $9M in EDRF
• Enables the City to continue providing key services without service delivery impacts, while making thoughtful decisions about longterm adjustments 36 37 The Digital Budget Book is
available online at:
el-cerrito.org/BiennialBudget
More information at:
el-cerrito.org/BudgetProcess
IMPORTANT LINKS:
Agenda Packet Page 29 of 42
2/1/2025
19 Brunch
Break
Strategic Plan
Update and
Priorities
Agenda Packet Page 30 of 42
2/1/2025
20 Goals from the Strategic Plan
1. 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.
2. Community Safety: Maintain public safety responsiveness and ensure community emergency preparedness.
3. Livability and Belonging: Promote a high quality of life and sense of community for current and future generations.
4. Infrastructure and Amenities: Advance climate focused, sustainable infrastructure efforts that have community benefit.
5. Environmental Sustainability: Promote environmental sustainability and stewardship by engaging in initiatives that reduce our carbon footprint, conserve natural resources, and foster a culture of environmental responsibility.
Interview Themes
•Financial sustainability
› Key accomplishment moving off State Auditor’s list
• Communication with residents
› Building trust
•Prioritizing the Library and other capital needs
•Good government and working together
Agenda Packet Page 31 of 42
2/1/2025
21 Major Accomplishments
High-Performing Organization
• Voter-approval of Measure G, 81% Support • Reserve Levels over 40% of Expenditures • Biennial Budget Received Distinguished Budget
Presentation Award
• FY23 ACFR Received Certificate of Achievement
for Excellence in Financial Reporting
• Stable Finances Confirmed by State Auditor • Completed Class. and Comp. Study • Held Over 120 Public Meetings
• Expanded Public Records Portal • Improved City’s Cybersecurity • DEI Training for Employees
• Launched New Language Access Programs
Community Safety
• Fire Inspected over 8,000 Parcels to Improve
Defensible Space • Launched Red Flag Parking Pilot Program • PD Conducted Targeted and Enhanced Retail
Theft Operations
• Sharp Drop in Stolen Vehicles alongside
Implementation of LPR Cameras
• New Fire Engine, EKG Monitors, &
Kensington-El Cerrito Fire Station
• Restarted CERT Classes and
Increased EOC Training 42 Major Accomplishments
Livability & Belonging
• Approved TOD Master Plan and Secured
$39M in AHSC Grant Funds for the Project • Completed Arlington Park and Clubhouse Improvements & HNA Trail Signage Project • Recreation Recognized as a Winner and/or Top 5 in 15 Parents Press Award Categories
• Expanded Senior Programming with Senior
Social Times, Expanded Lunch Offerings,
and Senior Resource Fair • Brought Back October Arts Month and Initiated City’s First Pavement Art Project • Expanded Homeless Services in Partnership with County and San Pablo
• 89% Rate El Cerrito as an Excellent or Good
Place to Live
Infrastructure and Amenities
• Broke Ground on Transformative Del Norte
Complete Streets Project • Repaired 260 Sidewalk Trip Hazards • Began Design of Richmond St. Complete
Streets Project • Continued Moving Forward Opportunity for a New Library
Environmental Sustainability
• Adopted Climate Action & Adaptation Plan,
Aims for Net Zero Emissions by 2045
• Received $200k MTC Grant for Fleet
Electrification Planning
• Hosted Arbor Week, Earth Day, B2WD,
Coastal Clean-Up, & Garage Sale Events 43
Agenda Packet Page 32 of 42
2/1/2025
22 Aligning Annual Planning with the Strategic Plan
44 HighPerforming
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. (In Progress) • 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.
Agenda Packet Page 33 of 42
2/1/2025
23 Current Initiatives • Complete Cost Allocation Plan
and Fee Study
• Complete Service Delivery
Study
• Create Internal Service Funds
• Actively Pursue Grants
• Explore Potential Ballot
Measure to Fund New Library
• Focused Public Outreach
Efforts & Comm. Engagement • Domain Migration to .Gov
• Enhance Cybersecurity
• Enhance Online User and
Customer Experience with
Technology (e.g., Rec
Registration on Mobile)
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 emergencies and disasters. (In Progress) • Evaluate options for a new Public Safety Center that is centered on community. • Sustain and enhance climate-adapted resilience, forest conservation activities, and wildfire prevention in the Hillside Natural Area. (In Progress) • Ensure on-going training and availability of equipment to meet community needs. (In Progress)
Maintain public safety responsiveness and
ensure community emergency
preparedness.
Agenda Packet Page 34 of 42
2/1/2025
24 Current Initiatives • General Plan: Safety Element Update • HNA Fire Resilience and Forest
Conservation Management Plan • Using Technology to Improve PD Operations
Dashboard Cameras
LPR Cameras
Facial Recognition
• Updating the Fire Department’s
Equipment Replacement Schedules and
Seeking Funding for Replacement • Implementing the Emergency Operations Plan, including Training All Staff
• Continuing Focus on Vegetation
Management and Fire Prevention
Programs • Continuing Red Flag Parking Program
• Upgrading Chambers for EOC-readiness
• Improving Security at City Facilities
• Ordering new Type 1 Engine
• Seeking Grants
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.
Agenda Packet Page 35 of 42
2/1/2025
25 Current Initiatives • Actively Supporting Plaza TOD and Opportunity for a New Library
Downtown
• Studying and Updating Managed
Parking Program to Support All Users
• Building on Success of San Pablo Ave.
Specific Plan in Changing Environment
– Economic Study Underway
• Continued Collaboration and
Leadership in Applying for Grants and
Supporting Affordable Housing • Completing new Mandatory Housing Element Steps and State/MTC
Requirements
• Triennial Building Code Update
• Permanent Outdoor Dining Ordinance
• Supporting Businesses in new ways
(e.g., Maker’s fair) • Expanding Senior Programming
• Launching Rec Registration App
• Completing Projects Identified in the
Parks and Rec Facilities Master Plan
• Expanding Public Art • CORE Pilot Program for Homeless Services
• Historic House at 1715 Elm
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). (In Progress) • 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.
Agenda Packet Page 36 of 42
2/1/2025
26 Current Initiatives • Del Norte Complete Streets Project • Complete Design of Richmond St. Complete Streets • Complete and implement the Local Road Safety
Plan/Comprehensive Safety Action Plan
• Support El Cerrito Plaza TOD & Street Improvements
• Develop a Plan to Systematically Address Deferred
Maintenance of City Facilities, Including Financial
Resources Needed on Annual Basis
• Design Ohlone Greenway Uptown Improvements
• Design Swim Center EV Charging & ADA
Improvements
• 2025 Street Improvement Project to Resurface 9 Miles
• Complete Swim Center Slide Replacement, Castro
Pickleball Courts Conversion, Arlington Park Tennis
Center, and Other Projects in the City's CIP
• Seeking Grants
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.
Agenda Packet Page 37 of 42
2/1/2025
27 Current Initiatives
• Implement Climate Action and
Adaptation Plan
• Developing Zero-Emission Fleet
Transition Plan
• Implementing New Clean Water
Program Requirements
• Procuring Solid Waste PostCollection Services
• Implementing SB 1383 Organics
Recycling Requirements
• Increasing Communication and
Education to Motivate Action
• Seeking Grants
What most excites you?
What does success look
like this time next year?
Are changes needed?
What is your highest
priority for the next
year?
Priorities Discussion
Agenda Packet Page 38 of 42
2/1/2025
28 Confirming Council’s
Top Priorities
Discussion Consensus
Next Steps
•Retreat report
•City Manager’s follow up
Agenda Packet Page 39 of 42
2/1/2025
29 Closing Comments
Share one thing that was
useful for you in spending
the day together
Thank You!
Nancy Hetrick and Julie Gieseke
Agenda Packet Page 40 of 42
Allow sender | Block sender
From: Howdy Goudey
To: City Clerk
Subject: Public comment for 2/1 Council Retreat
Date: Friday, January 31, 2025 9:01:40 PM
Caution! This message was sent from outside your organization.
Dear Mayor Wysinger and Council members,
As you discuss the 2025-26 budget and set priorities in your Feb 1 Council retreat, please consider and direct incorporation of the following.
Implementation of the Climate Action and Adaptation Plan (CAAP) needs to be highly prioritized, across all departments, with both staff time and funding to meet the goals of the adopted CAAP.
In the department "work plan" portion of the currently adopted budget document, Climate Action only shows up in the Public Works department, even though the Strategic Plan states: "Update and implement the Climate Action and Adaptation Plan and infuse it in all that we do"
In the 2025-26 Budget update, there needs to be a clear, strong message, and expectation, that implementation of the CAAP is everyone's job and the department work plans need to be updated to reflect this cross department responsibility, especially now that the CAAP is adopted, too.
For instance, a work plan item that should show up for all departments from the adopted CAAP is: MP1.1 Interdepartmental task force: Create an interdepartmental task force of City staff to regularly meet and collaborate on the integration of climate action into routine business practice and all areas of the City.
CAAP phase 1 is 2024-2027 which falls mostly in the current biennial budget period, and there are many phase 1 CAAP items that need immediate implementation attention as well as many more that start in Phase 1 and continue.
In some ways those need as much, or more, attention because they are larger in scope and an early start is the only way to make the necessary progress to meet their longer implementation schedule.
CAAP implementation is not just up to Public Works. The Strategic Plan and the CAAP is clear about that. Please update the Department work plans accordingly and provide the budget for a strong and early implementation of the CAAP.
Disaster preparedness, response and Emergency Operations Center (EOC) responsibility, training and exercises should not be limited to the Fire Department A true disaster response and EOC activation needs to incorporate the whole City organization and there is no public evidence that anyone outside the Fire Department has regularly trained and exercised on EOC activation for a major disaster. City Management and Public Works, as well as other departments, should be part of regular EOC training and exercises.
There is a complacency that prevailing communications infrastructure will be available at all times. City disaster preparedness and EOC exercises need to expect and practice operation with impaired communication (limited or no cellular service and/or internet), as well as widespread grid power outages.
Agenda Packet Page 41 of 42
While both wildland urban interface fires and earthquakes are important disasters to prepare for, there is an underappreciated risk of a catastrophic flooding event exacerbated by climate change. The so-called ARkStrom2.0 plausible extreme flood scenario could easily exceed the impacts of serious fire and earthquake events, because the scope of the impacted area will likely be much larger and hence put much more limitation on timely mutual aid response from surrounding communities.
Disaster preparedness isn't just having a disaster recovery fund (which is great), it also needs to include an organization that has taken preventative measures ahead of the event and is prepared to respond effectively in the moment of the disaster.
There is too much of a gamble being taken that these serious potential impacts aren't going to happen soon, leading to complacency that other priorities can prevail over this fundamental disaster preparedness responsibility.
Thanks,
Howdy Goudey
El Cerrito
Agenda Packet Page 42 of 42