Agenda packet — El Cerrito City Council, June 3, 2025 (part 3 of 3)

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NATURAL AND CULTURAL SETTING
The project area lies within the east bay region of the San Francisco Bay Area, where warm, dry summers are complemented by cool, wet winters with rainfall averaging 25–50 inches per year. This climate is complemented by a diverse topographic landscape bounded on the west by the Pacific Ocean, to the east by low coastal mountains and the Central Valley, and to the south by the southern coast mountain ranges.

Accordingly, this region has a rich and diverse natural environment with lush stands of redwood, pine, and fir trees, as well as grassland, oak, and chaparral zones. Large expanses of these varied vegetation zones form extensive, highly productive interfaces where prehistoric people exploited staples, such as acorns. Moreover, these widespread verdant areas support abundant species of wildlife, also a staple resource for prehistoric people (Baumhoff 1978).

The geologic legacy of the San Francisco Bay area also proved important to local Native American groups. Rocks and minerals for tool production and other uses were abundant in the general region.

Sources of obsidian continue to be present at Napa Mountain and Anadel, and Franciscan chert can be found in local streambeds. Equally important were deposits of asphaltum (a tar-like substance originating from natural oil seepage) in Marin County and hematite and cinnabar in Sonoma County. The geology of the project area vicinity is also an important consideration when evaluating factors that affect archaeological site visibility. The geomorphic setting of the project area and vicinity includes alluvial, colluvial, and estuarine environments that actively deposited sediments during the Holocene epoch. The region has also been subject to widespread filling during the historic and modern periods (Rice et al. 2002; Wagner et al. 2002) which may have buried prehistoric and early historic-period archaeological sites and remains.

Prehistoric Setting
The prehistoric cultural chronology for the Bay Area was developed over a century of organized archaeological survey, from N. C. Nelson in 1906 to the present day. Since the 1950s, archaeological work in Marin, San Francisco, and Contra Costa Counties has led to identification and refinement of a cultural sequence of early Native American occupation. This sequence consists of the Early Holocene (Lower Archaic), Early Period (Middle Archaic), Lower Middle Period (Initial Upper Archaic), Upper Middle Period (Late Upper Archaic), Initial Late Period (Lower Emergent), and Terminal Late Period.

The Early Holocene or Lower Archaic (8,000 B.C. – 3,500 B.C.) is characterized as a mobile forager pattern, with milling slabs, handstones, and a variety of large, wide-stemmed and leaf-shaped projectile points, largely composed of local Franciscan chert dominating archaeological assemblages (Hylkema 2002:235; Milliken et al. 2007:114). During the Early Period or Middle Archaic (3,500 B.C. – 500 B.C.), several technological and social developments emerged including new groundstone technology and the first cut shell beads in mortuaries suggest new levels of sedentism and increased regional trade in the Bay Area (Vellanoweth 2001). The Lower Middle Period or Initial Upper Archaic (500 B.C. – A.D. 430) is marked by a “major disruption in symbolic integration systems” (Milliken et al. 2007:115) and new bone tools appeared for the first time, including barbless fish spears, elk femur spatulas, tubes, and whistles, as well as coiled basketry manufacture (Bennyhoff 1986:70; Bieling 1998:218). During the Upper Middle Period or Late Upper Archaic, (A.D. 430 – 1050), many sites from the previous period were abandoned, and single-barbed bone fish spears, ear spools, and large mortars were developed (Milliken et al. 2007:116).

Following the Archaic Period, the Initial Late Period or Lower Emergent (A.D. 1050 – 1550) is marked by an increase in sedentism, status ascription, and ceremonial integration in lowland Central California (Fredrickson 1973). Increased social stratification throughout the Bay Area after 1250 A.D. is expressed in mortuary practices through the quality of goods in high-status burials and cremations (Fredrickson 1994). The Terminal Late Period is defined by changes in artifact types and mortuary objects including toggle harpoons, hopper mortars, plain corner-notched arrow-sized projectile points, clamshell disk beads, magnesite tube beads, and secondary cremation in the North Bay (Bennyhoff 1994:54; Wickstrom 1986).

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Ethnographic Context
During the early decades of the 20th century, pioneering anthropologists including Alfred Kroeber of the University of California at Berkeley, laid the groundwork for understanding the cultures of California’s indigenous peoples (Lightfoot 2005). Due to the extensive cultural diversity that existed within precolonial California, Kroeber and other early anthropologists created a framework to organize populations into language groups. The people living in central coastal California at the time of Euro-American contact were grouped into the Costanoan language family (also referred to as Ohlone), which occupied the coastal area from San Francisco Bay to south of Monterey Bay. Eight separate language groups are believed to have been within this family. Around fifty politically autonomous groups referred to as tribelets ranged in population from 50 to 500 individuals (Levy 1978). Linguistically, the Costanoan people were divided into large groups consisting of sets of tribelets that spoke a common dialect within a particular geographical area. The dialect spoken amongst the tribelets that occupied the Palo Alto area is believed to have been Chochenyo, one of the eight linguistically separate groups within the Costanoan family (Levy 1978). The closest documented village to the project area where Chochenyo was likely spoken was Huchiun, several miles to the northwest of the HNA. According to (Bennyhoff 1977:142), Huchiun Costanoan is firmly established in the Point San Pablo-Richmond region. The tribelet center was probably CCO-270, in the present town of San Pablo.

The Costanoan carefully managed the landscape within their territory with wildlife habitat and desirable fauna being enhanced through controlled burns. This burning also eased the gathering of acorns; a staple food for the Costanoans. Other plants utilized ethnographically include nuts of buckeye, laurel and hazelnut trees, seeds of various plants, numerous berries, and roots. Animals consumed by the Costanoan included deer, elk, antelope, grizzly bear, sea lion, whale, various small mammals, numerous species of birds and waterfowl, and several species of fish including steelhead, salmon, and sturgeon. The Costanoan people traded mussels, abalone shells, salt, and dried abalone with neighbors to the east, and obtained piñon nuts, obsidian, and other items in return (Levy 1978).

With the establishment of seven Spanish missions within traditional Costanoan territory beginning in 1769, native peoples experienced dramatic cultural changes. The introduction of Spanish administration led to the relocation of many native Californians from their villages to missions for the purpose of being “converted” and to serve as laborers. The exact timing and nature of the relocation of the Chochenyo speakers is difficult to determine. Mission Santa Clara began converting Native Americans in 1777 but prior to 1806 their records are problematic for determining tribal group affiliation. In 1797, Mission San Jose de Guadeloupe (Mission San Jose) began converting native peoples, yet their registers provide no tribal names until 1803 (Milliken 1995). Despite this information gap, more than likely, the Chochenyo group was brought under Spanish administration sometime between 1801, and 1806 in the Santa Clara, and San Jose Missions (Milliken 1995), and possibly Mission San Francisco de Asís (Mission Dolores) when other Costanoan groups were subjected to the same fate.

At the missions, native groups were subjected to a daily routine of agricultural labor and a regimented lifeway. By 1810, the indigenous people of present-day Contra Costa and the surrounding counties had been entirely relocated to the missions. With notable exceptions, such as the village of Alisal (in present-day Alameda County) where the traditional native social system persisted into the 20th century, the indigenous mode of existence had largely disappeared by 1810. By 1935, for all practical purposes the Costanoan language was extinct and, by 1968, less than 200 people could claim probable Costanoan/Ohlone descent (Levy 1978). Today, however, the Ohlone people are reinvesting in their culture and traditional lifeways. Through new-found political, economic, and social influence Costanoan peoples constitute a thriving native community within the broader context of present-day California.

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Historic Period Setting
Although Spanish expeditions to the California coastline date to the 16th and early 17th centuries (e.g., Juan Rodriguez Cabrillo in 1542, Sebastian Rodriguez Cermeño in 1595, and Sebastián Vizcaino in 1602), the conventional date for the beginning of the Spanish Period in California is 1769, the date of the founding of the first mission in California, Mission San Diego de Alcalá. Spanish exploration of the San Francisco Bay Area and surrounding lands also began in 1769 when Gaspar de Portola led his expedition into Alta California to locate Monterey Bay. In 1774, Don Fernando de Rivera y Moncada headed another party to identify potential mission sites, and Juan Bautista de Anza followed with an expedition in 1776 (Beck and Haase 1974).

The Franciscans eventually established 21 missions and four presidios (military bases) between Sonoma and San Diego between 1769, and 1823 (Beck and Haase 1974). The missions were situated so that they could be reached within a day’s ride of each other. The presidios were spread out evenly among the missions although some missions also housed soldiers within their walls. Most missions included a Convento (padre’s residence), housing for the neophytes, and various other facilities such as school rooms, shops, mills, tanneries, storehouses, sheds, and livestock corrals. Other amenities, such as gardens, vineyards, orchards, cultivated fields, and grazing land were developed in and around the missions (Blackmar 1976) that were self-sustaining as they raised a variety of grains and crops as well as sheep and cattle.

Mexico achieved independence from Spain in 1821 at which time Alta California was declared a territory of the Mexican republic. In 1834, the Mexican government secularized the missions and divided their land holdings into ranchos including Rancho San Pablo within which the NHA is located. Rancho San Pablo was a 17,938-ac. land grant given to Francisco María Castro, a former soldier at the San Francisco Presidio and one-time alcalde of the Pueblo of San José, in 1823 (Beck and Haase 1974). With the cession of California to the United States following the Mexican–American War, the 1848 Treaty of Guadalupe Hidalgo provided that the land grants would be honored. As required by the California Land Act of 1851(9 Stat. 631), a claim for Rancho San Pablo was filed with the Public Land Commission by Joaquín Ysidro Castro in 1852, and the grant was patented to Joaquín Ysidro Castro in 1878.

El Cerrito
The most notable Euro-American to settle in what would become the City of El Cerrito was Wilhelm F.

Rust, a native of Hannover (Germany) who immigrated to California in 1883. He leased property, built a blacksmith shop and his business grew supporting the local cattle ranches, dairies, and farms. As a community grew around his shop and a hardware store he later purchased, the settlement was named Rust in his honor. The town remained generally quiet and unremarkable until 1906 when the Sand Francisco earthquake destroyed much of the city and refugees fled to the east side of the San Francisco Bay and quickly settled in. The town of Rust essentially became official in 1909 when a post office was established in Rust’s hardware store, and he took on the role as the Postmaster.

The town rapidly grew and was formally incorporated at El Cerrito (little hill in Spanish) in 1917 with a population of 1,500 residents. One of the first orders of business after the City was incorporated was to impose a license fee for each of the saloons in town to pay the wages of marshal, clerk and treasurer, and for other needs of the City. As there were nearly twenty saloons scattered about the community, mostly along San Pablo Avenue, the revenue was significant and for the first time, fire and police protection were also available to the new city’s residents. Priority was given to a street paving program and soon after the incorporation the driving of cattle down San Pablo Avenue to a slaughterhouse on Central Avenue was stopped (El Cerrito Historical Society 2023).

Being just across from San Francisco, El Cerrito grew quickly, reaching a population of 3,852 in 1930, and 7,000 in 1940. During the World War II years, the population sky-rocketed to over 16,000 and with the post-war housing boom, to over 18,000 in 1950. Today, El Cerrito has a population of 24,000 and serves as an economic and cultural hub for the Bay Area.

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Chung Mei Home
In 1923, Dr. Charles R. Shepard founded the Chung Mei Home for Chinese Boys after seeing dozens of hungry, abandoned Chinese boys in San Francisco’s Chinatown. Shepard noted that “No other orphanage would take in children of color or Asiatic races.” The home was first located in an old wooden building in Berkeley, but in part due to the efforts of the boys themselves, money was raised to build a larger facility and the location in El Cerrito was eventually chosen. The home (Chung Mei Home Historic District) was built in 1935 on a hillside bordered by Elm Street to the west and by existing residential housing to the north, east, and south. The home consisted of a main building, a maintenance building, an art studio, an Lshaped classroom building, a gymnasium, a library/classroom building, and numerous additional structures, buildings, and features. From 1935 to 1954, the home provided residential care, guidance, and structure for neglected and abandoned Chinese boys. The present-day Chung Mei Home for Chinese Boys Historic District (the District) still reflects its institutional design and integrity. LSA Associates of Richmond, California completed a Historical Resources Evaluation of the district in 2007. The evaluation concluded that the District appeared eligible for listing on the California Register of Historical Resources for its association with the Chinese experience in California and the San Francisco Bay Area.

NATIVE AMERICAN COMMUNITY OUTREACH
Public Resources Code (PRC) Sections 21080.1, 21080.3.1, and 21080.3.2 require public agencies to consult with the appropriate California Native American tribes identified by the Native American Heritage Commission (NAHC) for the purpose of mitigating impacts to cultural resources. To meet PRC requirements, on August 15th, 2023, SAS emailed a letter and a map depicting the project area and surrounding vicinity to the NAHC requesting a Sacred Lands File (SLF) search, and a list of Native American community representatives who might have an interest in, or concerns with the proposed Project. The NAHC responded to SAS on August 24th stating that the search of the SLF was positive, indicating that a culturally sensitive property had been identified within or near the project area (Attachment B).

The NAHC also provided a list of appropriate local tribal organizations and individual contacts each of which SAS by mailed letter on August 30th, 2023, informing them of the proposed Project and inquiring if they had any knowledge of cultural properties within or near the project area. On September 11th, Francis Ranstead, Tribal Administrator for the Confederated Villages of Lisjan Nation (Lisjan Nation), emailed SAS and noted that:

The Tribe would like to consult for this project. You can find our Calendly link below to schedule a consultation at your earliest convenience. Please make sure to include the project name in the notes section when scheduling the consultation to help us prepare for our meeting.

Francis Ranstead, in a separate email, also requested:
…a copy of the final CHRIS, Sacred Lands File and EIR for this project, along with the SLF from Native American Heritage Commission and any additional archeological reports. Our physical address is: PO BOX 6487 Oakland CA 94603 or if you would prefer to send them electronically, please send them to this email address.

Since SAS cannot directly engage in Consultation and requests for Project documentation have to go through the City, SAS forwarded these requests to the City for further action. No other requests have been forwarded from any of the contacts suggested by the NAHC. If additional outreach or requests for Consultation are received, SAS will forward them to the City and prepare an addendum to this report if necessary.

The Lisjan Nation also engaged directly with the City in a meeting on October 18th, 2023. At this meeting, the Lisjan Nation representatives requested confirmation that ground disturbances would not occur near creek bottoms and that the City would notify them if the scope changed. The representatives also requested a copy of this report which the City provided.

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CALIFORNIA HISTORICAL RESOURCES INFORMATION SYSTEM RECORDS SEARCH The Northwest Information Center (NWIC) of the California Historical Resources Information System provided the results of a record search request to SAS on September 18th, 2023 (NWIC File No. 23-0215).

This search included a review of the NWIC archives for previously known or recorded cultural resources, studies, and isolates within the project area and a half-mile (mi.) radius. The search also included, but was not necessarily restricted to, a review of the following sources:
• The National Register of Historic Places (Historic Properties Directory, California Office of Historic Preservation)
• The California Register of Historic Places (Historic Properties Directory, California Office of Historic Preservation)
• The California Historical Landmarks (California Office of Historic Preservation) • The California Points of Historical Interest (California Office of Historic Preservation) • The California Inventory of Historic Resources (California Department of Parks and Recreation).

The NWIC record search indicated that one cultural resource, a house built in 1898 on Navellier Street (P07-000995), was located immediately adjacent to the project area. NWIC also reported six additional cultural resources within one half-mi. of the project area:
• P-07-002714: Prehistoric shell midden at 8420 Buckingham Ave. • P-07-002910: Chung Me Home for Chinese Boys District / Windrush School • P-07-002911: Main building - Chung Me Home for Chinese Boys • P-07-002912: Maintenance building - Chung Me Home for Chinese Boys • P-07-002913: Windrush School classroom building
• P-07-003064: Indian mound at Navellier Street
The NWIC also noted that two previous cultural resources investigations included at least a portion of the current project area and an additional five studies have been conducted within the half-mi. search area.

ADDITIONAL RESEARCH
In order to ascertain patterns of public-private land ownership within the project area and identify potential undocumented cultural resources and sensitive landforms, SAS conducted additional archival research focused on historic mapping and federal land transfer records. This research consisted of reviews of the Bureau of Land Management’s General Land Office (GLO) archives including patent records, historical USGS topographic quadrangle maps, and aerial photography.

USGS mapping showing the project area and surrounding region dates to as early as 1895 with regular modifications and re-prints throughout the 20th century. The early topographic quadrangle (1895) does not show any developments within the project area other than a possible building at the current-day intersection of Arlington Boulevard and where Scenic Drive would be constructed in the mid-late 1940s (outside the HNA). This building appears on USGS mapping between 1895, and 1947 after which time development was clearly shown encroaching on the area where the HNA would eventually be established. Historic aerial photography, which only dates to as early as 1946, does not show any indications of a structure or building at the Arlington Boulevard/Scenic Drive location. The duration of its depiction on USGS mapping well into the 1940s suggests the symbol for the building on the USGS mapping was an error simply transferred onto later printings long after the actual building or structure was gone.

Aerial photography generally confirms a lack of buildings, structures, or substantial road alignments in the HNA parcels. However, a clear picture of encroaching urban/suburban development can be seen during the latter half of the 20th century.

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A review of GLO land patent records detailing the transfers of public land to private individuals and companies (or the State of California) shows that only one patent was issued for lands encompassing the project area. This was for the 17,938-ac. Rancho San Pablo which, under the California Land Act of 1851, was formally patented to Francisco Maria Castro, Juaquin Isidro Castro, and Juaquin Y. Castro. The 1867 GLO plat map of Township 1 North, Range 4 West shows the boundaries of the Rancho San Pablo but no other developments, natural features, or survey markers are depicted which was common practice at the time for Mexican land grant properties.

FIELD SURVEY
Methods
On September 27th, 2023, SAS archaeologists conducted an intensive pedestrian survey of the project area utilizing pedestrian transects spaced no greater than approximately 10 meters apart. A sub-meter accurate Trimble GPS unit was utilized to verify project area boundaries and to record locations of landscape features and cultural resources. In areas where extremely steep hillsides and/or impenetrably dense vegetation were present, opportunistic survey techniques were employed as necessary using existing trails within the HNA.

Results
The project area consists of a rugged landscape of slopes, drainages, and dense woodlands on a series of steep-sided hills with a western aspect towards San Francisco Bay. Ground surface visibility was poor throughout the project area due to heavy vegetation with the exception of small erosional areas along established trails, and in rodent burrows. One previously documented historic-era resource, the 1898 house on Navellier Street (P-07-000995) was noted by the SAS field team. No other historic-era or early Native American sites, features, sensitive landforms or soil types (e.g., midden) or artifacts were recorded.

Representative photographs of the overall project area as encountered in the field survey are included as Attachment C.

SUMMARY AND RECOMMENDATIONS
Archival research, outreach to the Native American community, and an intensive field survey did not document indications of prehistoric activities in the project area. Although the NAHC noted that a culturally significant property was known to be present within or near the project area, none of the tribal contacts and representatives have expressed any concerns regarding this possible site. In addition, an intensive field survey did not identify any potentially sensitive landforms or significant level terrain in the project area, suggesting it retains a low level of sensitivity for containing traces of early Native American occupation. Concerning historic period resources, historic mapping, aerial photographs, archival research, and the field survey indicated that no developments of any kind occurred in the project area although P-07-000995 is located immediately adjacent. Consequently, SAS proposes a low level of sensitivity for the project area to exhibit potentially significant historic-era sites, features, or artifacts. As P-07-000995 would not be affected by the proposed Project, no Native American representatives or groups have expressed concerns regarding the Project, and research did not identify any cultural resources or sensitive landforms, SAS recommends that the Project would have no impact on historical resources per CEQA.

If human remains or any associated funerary artifacts are discovered during construction, all work must cease within the immediate vicinity of the discovery. In accordance with the California Health and Safety Code (Section 7050.5), the Contra Costa County Sheriff/Coroner must be contacted immediately. If the Coroner determines the remains to be Native American, the Coroner will notify the Native American Heritage Commission, which will in turn appoint a Most Likely Descendent (MLD) to act as a tribal representative. The MLD will work with the City and a qualified archaeologist to determine the proper treatment of the human remains and any associated funerary objects. Construction activities will not resume until either the human remains are exhumed, or the remains are avoided via Project construction design change.

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REFERENCES
Baumhoff, M. A.
1978 Environmental Background. In Handbook of North American Indians, Vol. 8; California, R. F.

Heizer, ed., pp. 16–24. Washington, D.C.: Smithsonian Institution.

Beck, Warren A. and Ynez D. Haas
1974 Historical Atlas of California. University of Oklahoma Press Publishing. Norman, OK.

Bennyhoff, J.
1977 Ethnogeography of the Plains Miwok. Center for Archaeological Research at Davis, Publication

5. University of California, Davis.
1986 The Emeryville Site, Viewed 93 Years Later. Pages 65–75 in G. S. Breschini and T. Haversat (eds.), Symposium: A New Look at Some Old Sites. Archives of California Prehistory 6. Coyote Press, Salinas, CA
1994 Central California Augustine: Implications for Northern California Archaeology. Pages 65–74 in R. E. Hughes (ed.), Toward a New Taxonomic Framework for Central California Archaeology:

Essays by James A. Bennyhoff and David A. Fredrickson. Contributions of the University of California Archaeological Research Facility 52. Berkeley, CA.

Bieling, D. G.
1998 Archaeological Investigations at CA-MRN-254, the Dominican College Site, San Rafael, Marin County, California. Holman and Associates, San Francisco, CA. Submitted to Dominican College, San Rafael, CA and to Davidon Homes, Walnut Creek, CA.

Blackmar, F.W.
1976 Spanish Institutions of the Southwest. Rio Grande Press, Glorieta, NM El Cerrito Historical Society
2023 https://www.elcerritohistoricalsociety.org/
Fredrickson, David A.
1973 Spatial and Cultural Units in Central California Archaeology. In Toward a New Taxonomic Framework for Central California Archaeology, essays by James A. Bennyhoff and David A.

Fredrickson, edited by Richard E. Hughes, Contributions of the University of California Archaeological Research Facility No 52, Berkeley, CA.
1993 Archaeological Taxonomy in Central California Reconsidered. In Toward a New Taxonomic Framework for Central California Archaeology. Edited by Richard E. Hughes, Contributions of the University of California Archaeological Research Facility No. 52, Berkeley, CA.

Hylkema, M.
2002 Tidal Marsh, Oak Woodlands, and Cultural Florescence in the Southern San Francisco Bay Region. Pages 205–231 in Jon M. Erlandson and Terry L. Jones (eds.), Catalysts to Complexity:

Late Holocene Societies of the California Coast. Perspectives in California Archaeology 6, series editor J. E. Arnold. Institute of Archaeology, University of California, Los Angeles.

Levy, Richard.
1978 Eastern Miwok. Handbook of North American Indians 8: 398–413. Smithsonian Institution.

Washington, DC.

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Lightfoot, K.G.
2005 Indians, Missionaries, and Merchants: The Legacy of Colonial Encounters on the California Frontiers. University of California. Press, Berkeley, CA.

Milliken, R.
1995 A Time of Little Choice: The Disintegration of Tribal Culture in the San Francisco Bay Area, 1769-I810. Ballena Press Anthropological Papers No. 43.

Milliken, R., R. T. Fitzgerald, M. G. Hylkema, T. Origer, R. Groza, R. Wiberg, A. Leventhal, D. Bieling, A. Gottsfield, D. Gillette, V. Bellefemine, E. Strother, R. Cartier, and D. A. Fredrickson 2007 Punctuated Culture Change in the San Francisco Bay Area. In T. L. Jones and K. Klar (eds.), California Prehistory: Colonization, Culture, and Complexity. Altamira Press. Walnut Creek, CA Rice, S. R., T.C. Smith, R. G. Strand, D. L. Wagner, C. E. Randolph-Loar, R. C. Witter, and K.B. Clahan. 2002 Geologic Map of the Novato 7.5” Quadrangle, Marin and Sonoma Counties, California Geological Survey, California Department of Conservation.

Vellanoweth, R. L.
2001 AMS Radiocarbon Dating and Shell Bead Chronologies: Middle Holocene Trade and Interaction in Western North America. Journal of Archaeological Science 28:941–950.

Wagner, D. L., S. R. Rice, S. Bezore, C. E. Randoph-Loar, J. Allen, and R. C. Witter 2002 Geologic Map of the Petaluma River 7.5” Quadrangle, Marin and Sonoma Counties, California.

California Geological Survey, California Department of Conservation.

Wickstrom, B. P.
1986 An Archaeological Investigation of Prehistoric Sites CA-SON-1250 and CA-SON-1251, Southern Sonoma County, California. Master’s thesis, Department of Anthropology, Sonoma State University, Sonoma, Rohnert Park.

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11 ATTACHMENT A
Figures
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San Francisco--Oakland
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Metropolitan Oakland Intl
Hillside natural Area Plan Project Area Ê
0 6 Kilometers
1:250,000
Sources: USA Base Map [layer],Data and Maps [CD]. ESRI, 2006.

Figure 1. Project Vicinity Map.
0 3 Miles
Nevada
Oregon Idaho
California
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Project Location
Copyright:© 2013 National Geographic Society, i-cubed
Ê
Hillside Natural Area Plan Project Area
1:24,000
San Pablo Land Grant (Presumed T01N, R04W, Secs 15, 16, 21 and 22).

Richmond 7.5' Series Quadrangle, USGS, 1980.

Figure 2. Project Location Map.

Oregon Idaho
Nevada
California
1 Kilometers

0.5 Miles
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Arlington Blvd
Potrero Ave
Ganges Ave
Donal Ave
Schmidt Ln
Portola Dr
Manila Ave
Navellier St
Richmond St
Gladys Ave
Blake St
Cutting Blvd
Arlington Blvd
Kent Dr
MaderaDr
Moeser Ln
Source: Esri, Maxar, Earthstar Geographics, IGN, and the GIS User Community
Figure 3. Project Area Map.

Total Acres: 106.22
Hillside Natural Area Plan Project Area
0 250 Meters
1:10,000
0 500 Feet Ê
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12 ATTACHMENT B
Native American Community Outreach
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STATE OF CALIFORNIA Gavin Newsom, Governor

NATIVE AMERICAN HERITAGE COMMISSION

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August 24, 2023
Brian Ludwig, Ph.D.

Solano Archaeological Services
Via Email to: [email protected]
Re: Native American Tribal Consultation, Pursuant to the Assembly Bill 52 (AB 52), Amendments to the California Environmental Quality Act (CEQA) (Chapter 532, Statutes of 2014), Public Resources Code Sections 5097.94 (m), 21073, 21074, 21080.3.1, 21080.3.2, 21082.3, 21083.09, 21084.2 and 21084.3, Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, Alameda County
To Whom It May Concern:

Pursuant to Public Resources Code section 21080.3.1 (c), attached is a consultation list of tribes that are traditionally and culturally affiliated with the geographic area of the above-listed project. Please note that the intent of the AB 52 amendments to CEQA is to avoid and/or mitigate impacts to tribal cultural resources, (Pub. Resources Code §21084.3 (a)) (“Public agencies shall, when feasible, avoid damaging effects to any tribal cultural resource.”) Public Resources Code sections 21080.3.1 and 21084.3(c) require CEQA lead agencies to consult with California Native American tribes that have requested notice from such agencies of proposed projects in the geographic area that are traditionally and culturally affiliated with the tribes on projects for which a Notice of Preparation or Notice of Negative Declaration or Mitigated Negative Declaration has been filed on or after July 1, 2015. Specifically, Public Resources Code section 21080.3.1 (d) provides:

Within 14 days of determining that an application for a project is complete or a decision by a public agency to undertake a project, the lead agency shall provide formal notification to the designated contact of, or a tribal representative of, traditionally and culturally affiliated California Native American tribes that have requested notice, which shall be accomplished by means of at least one written notification that includes a brief description of the proposed project and its location, the lead agency contact information, and a notification that the California Native American tribe has 30 days to request consultation pursuant to this section.

The AB 52 amendments to CEQA law does not preclude initiating consultation with the tribes that are culturally and traditionally affiliated within your jurisdiction prior to receiving requests for notification of projects in the tribe’s areas of traditional and cultural affiliation. The Native American Heritage Commission (NAHC) recommends, but does not require, early consultation as a best practice to ensure that lead agencies receive sufficient information about cultural resources in a project area to avoid damaging effects to tribal cultural resources.

The NAHC also recommends, but does not require that agencies should also include with their notification letters, information regarding any cultural resources assessment that has been completed on the area of potential effect (APE), such as:

1. The results of any record search that may have been conducted at an Information Center of the California Historical Resources Information System (CHRIS), including, but not limited to:

CHAIRPERSON
Reginald Pagaling
Chumash

VICE-CHAIRPERSON
Buffy McQuillen
Yokayo Pomo, Yuki,
Nomlaki

SECRETARY
Sara Dutschke
Miwok

PARLIAMENTARIAN
Wayne Nelson
Luiseño

COMMISSIONER
Isaac Bojorquez
Ohlone-Costanoan

COMMISSIONER
Stanley Rodriguez
Kumeyaay

COMMISSIONER
Vacant

EXECUTIVE SECRETARY
Raymond C.

Hitchcock
Miwok, Nisenan

NAHC HEADQUARTERS
1550 Harbor Boulevard
Suite 100
West Sacramento,
California 95691
(916) 373-3710
[email protected]
NAHC.ca.gov
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Page 2 of 2 ends

• A listing of any and all known cultural resources that have already been recorded on or adjacent to the APE, such as known archaeological sites;
• Copies of any and all cultural resource records and study reports that may have been provided by the Information Center as part of the records search response; • Whether the records search indicates a low, moderate, or high probability that unrecorded cultural resources are located in the APE; and
• If a survey is recommended by the Information Center to determine whether previously unrecorded cultural resources are present.

2. The results of any archaeological inventory survey that was conducted, including:
• Any report that may contain site forms, site significance, and suggested mitigation measures.

All information regarding site locations, Native American human remains, and associated funerary objects should be in a separate confidential addendum, and not be made available for public disclosure in accordance with Government Code section 6254.10.

3. The result of any Sacred Lands File (SLF) check conducted through the Native American Heritage Commission was positive. Please contact the tribes on the attached list for more information.

4. Any ethnographic studies conducted for any area including all or part of the APE; and

5. Any geotechnical reports regarding all or part of the APE.

Lead agencies should be aware that records maintained by the NAHC and CHRIS are not exhaustive and a negative response to these searches does not preclude the existence of a tribal cultural resource. A tribe may be the only source of information regarding the existence of a tribal cultural resource.

This information will aid tribes in determining whether to request formal consultation. In the event that they do, having the information beforehand will help to facilitate the consultation process.

If you receive notification of change of addresses and phone numbers from tribes, please notify the NAHC. With your assistance, we can assure that our consultation list remains current.

If you have any questions, please contact me at my email address: [email protected].

Sincerely,
Cody Campagne
Cultural Resources Analyst
Attachment
Agenda Packet Page 487 of 740
County Tribe Name Fed (F)
Non-Fed (N)
Contact Person Contact Address Phone # Fax # Email Address Cultural Affiliation Amah MutsunTribal Band of Mission
San Juan Bautista
N Irene Zwierlein, Chairperson 3030 Soda Bay Road
Lakeport, CA, 95453
(650) 851-7489 (650) 332-1526 [email protected] Costanoan Confederated Villages of Lisjan Nation N Corrina Gould, Chairperson 10926 Edes Avenue Oakland, CA, 94603
(510) 575-8408 [email protected] Bay Miwok
Ohlone
Delta Yokut
Confederated Villages of Lisjan Nation N Deja Gould, Language Program Manager
10926 Edes Ave
Oakland, CA, 94603
(510) 575-8408 [email protected] Bay Miwok
Ohlone
Delta Yokut
Confederated Villages of Lisjan Nation N Cheyenne Gould, Tribal Cultural Resource Manager
10926 Edes Ave
Oakland, CA, 94603
(510) 575-8408 [email protected] Bay Miwok
Ohlone
Delta Yokut
Guidiville Rancheria of California F Bunny Tarin, Tribal Administrator
PO Box 339
Talmage, CA, 95481
(707) 462-3682 [email protected] Pomo
Guidiville Rancheria of California F Michael Derry, Historian PO Box 339 Talmage, CA, 95481
(707) 391-1665 [email protected] Pomo
Indian Canyon Mutsun Band of
Costanoan
N Ann Marie Sayers, Chairperson P.O. Box 28
Hollister, CA, 95024
(831) 637-4238 [email protected] Costanoan
Indian Canyon Mutsun Band of
Costanoan
N Kanyon Sayers-Roods, MLD
Contact
1615 Pearson Court
San Jose, CA, 95122
(408) 673-0626 [email protected] Costanoan
Muwekma Ohlone Indian Tribe of the SF
Bay Area
N Charlene Nijmeh, Chairperson 20885 Redwood Road, Suite 232
Castro Valley, CA, 94546
(408) 464-2892 [email protected] Costanoan
Muwekma Ohlone Indian Tribe of the SF
Bay Area
N Monica Arellano, Vice
Chairwoman
20885 Redwood Road, Suite
232
Castro Valley, CA, 94546
(408) 205-9714 [email protected] Costanoan
The Ohlone Indian Tribe N Vincent Medina, Tribal
Consultant
17365 Via Del Rey
San Lorenzo, CA, 94580
(510) 610-7587 [email protected] Bay Miwok
Ohlone
Patwin
Plains Miwok
The Ohlone Indian Tribe N Andrew Galvan, Chairperson P.O. Box 3388 Fremont, CA, 94539
Phone: (510) 882-0527 (510) 687-9393 [email protected] Bay Miwok Ohlone
Patwin
Plains Miwok
The Ohlone Indian Tribe N Desiree Vigil, THPO 1775 Marco Polo Way, Apt. 21 Burlingame, CA, 94010
(650) 290-0245 [email protected] Bay Miwok
Ohlone
Patwin
Plains Miwok
Native American Heritage Commission
Native American Contact List
Contra Costa County
8/24/2023
Counties Last Updated
Contra Costa Alameda,Contra Costa,Monterey,San
Benito,San Francisco,San Mateo,Santa
Clara,Santa Cruz
Alameda,Contra Costa,Sacramento,San
Joaquin,Santa Clara,Solano,Stanislaus
3/22/2023
Alameda,Contra Costa,Sacramento,San
Joaquin,Santa Clara,Solano,Stanislaus
3/22/2023
Alameda,Contra Costa,Sacramento,San
Joaquin,Santa Clara,Solano,Stanislaus
3/22/2023
Alameda,Contra
Costa,Lake,Marin,Mendocino,Napa,Sacrame
nto,San Joaquin,Solano,Sonoma
6/21/2023
Alameda,Contra
Costa,Lake,Marin,Mendocino,Napa,Sacrame
nto,San Joaquin,Solano,Sonoma
6/21/2023
Alameda,Contra Costa,Monterey,San
Benito,San Francisco,San Mateo,Santa
Clara,Santa Cruz
Alameda,Contra Costa,Monterey,San
Benito,San Francisco,San Mateo,Santa
Clara,Santa Cruz
4/17/2018
Alameda,Contra
Costa,Marin,Merced,Napa,Sacramento,San
Francisco,San Joaquin,San Mateo,Santa
Clara,Santa Cruz,Solano,Sonoma,Stanislaus
Alameda,Contra Costa,San Francisco,San
Mateo,Santa Clara
7/24/2023
This list is current only as of the date of this document. Distribution of this list does not relieve any person of statutory responsibility as defined in Section 7050.5 of the Health and Safety Code, Section 5097.94 of the Public Resources Code and section 5097.98 of the Public Resources Code.

This list is only applicable for consultation with Native American tribes under Public Resources Code Sections 21080.3.1 for the proposed Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, Contra Costa County.

Record: PROJ-2023-004249
Report Type: AB52 GIS
Counties: Contra Costa
NAHC Group: All
Alameda,Contra
Costa,Marin,Merced,Napa,Sacramento,San
Francisco,San Joaquin,San Mateo,Santa
Clara,Santa Cruz,Solano,Sonoma,Stanislaus
7/12/2019
Alameda,Contra Costa,San Francisco,San
Mateo,Santa Clara
7/24/2023
Alameda,Contra Costa,San Francisco,San
Mateo,Santa Clara
7/24/2023
Agenda Packet Page 488 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
The Ohlone Indian Tribe
Andrew Galvan
P.O. Box 3388
Fremont, CA 94539
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Mr. Galvan:

LSA Associates has retained Solano Archaeological Services (SAS) to conduct a cultural resources inventory of an approximately 107-acre project area located near Potrero Avenue in the City of El Cerrito (the City) in Alameda County, California. The City was awarded a State Coastal Conservancy grant with which to conduct forest revitalization activities, and as such the Project is subject to California Environmental Quality Act requirements. The project area is situated in the San Pablo Land Grant in projected Township 1 North, Range 4 East, as depicted on the attached Richmond, California USGS 7.5’ topographic quadrangle map.

The cultural investigation will include an intensive field survey and we would like to know if you have any knowledge of cultural resources in the vicinity. For your information, the Native American Heritage Commission conducted a search of the Sacred Lands File and identified a previously documented culturally sensitive site or property within or near the project area. If you have any concerns with the proposed Project or know of any potentially significant properties in the area, I would appreciate hearing from you.

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 489 of 740
Project Location
Copyright:© 2013 National Geographic Society, i-cubed
Ê
Hillside Conservation Management Plan Project Area
1:24,000
San Pablo Land Grant (Presumed T01N, R04W, Secs 15, 16, 21 and 22).

Richmond 7.5' Series Quadrangle, USGS, 1980.

Project Location Map.

Oregon Idaho
Nevada
California
1 Kilometers

0.5 Miles
Agenda Packet Page 490 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Indian Canyon Mutsun Band of Costanoan
Ann Marie Sayers, Chair
P.O. Box 28
Hollister, CA 95024
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Sayers:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 491 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Guidiville Rancheria
Bunny Tarin, Tribal Administrator
P.O. Box 339
Talmage, CA 95481
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Tarin:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 492 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Muwekma Ohlone Indian Tribe of the San Francisco Bay Area Charlene Nijmeh, Chair
20885 Redwood Rd.

Suite 232
Castro Valley, CA 94546
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Nijmeh:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 493 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Confederated Villages of Lisjan Nation
Cheyenne Gould
10926 Edes Ave.

Oakland, CA 94603
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Gould:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 494 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Confederated Villages of Lisjan Nation
Corrina Gould, Chair
10926 Edes Ave.

Oakland, CA 94603
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Gould:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 495 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Confederated Villages of Lisjan Nation
Deja Gould
10926 Edes Ave.

Oakland, CA 94603
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Gould:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 496 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
The Ohlone Indian Tribe
Desiree Vigil
1775 Marco Polo Way, Apt. 21
Burlingame, CA 94010
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Vigil:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 497 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Amah Mutsun Tribal Band of Mission San Juan Bautista
Irene Zwierlein, Chair
3030 Soda Bay Rd.

Lakeport, CA 95453
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Zwierlein:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 498 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Indian Canyon Mutsun Band of Costanoan
Kanyon Sayers-Roods
P.O. Box 28
Hollister, CA 95024
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Sayers-Roods:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 499 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Guidiville Rancheria
Michael Derry, Historian
P.O. Box 339
Talmage, CA 95481
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Mr. Derry:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 500 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
Muwekma Ohlone Indian Tribe of the San Francisco Bay Area Monica Arellano
20885 Redwood Rd.

Suite 232
Castro Valley, CA 94546
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Ms. Arellano:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 501 of 740
P.O. Box 367 707-718-1416 ▲ Fax 707-451-4775
Elmira, CA 95625 www.solanoarchaeology.com
August 30th, 2023
The Ohlone Indian Tribe
Vincent Medina
17365 Via Del Rey
San Lorenzo, CA 94580
Re: Hillside Natural Area Fire Resilience and Forest Conservation Management Plan Project, City of El Cerrito, Alameda County, California
Dear Mr. Medina:

If you have any questions, feel free to contact me by email at brian@solanoarchaeology, or via phone at 530-417-7007.

Regards,
Brian Ludwig, Ph.D.

Principal Investigator
Agenda Packet Page 502 of 740
13 ATTACHMENT C
Representative Project Area Photographs
Agenda Packet Page 503 of 740

Photo 0718. Project area overview, view to north Photo 0913. Project area overview, view to west

Photo 2404. Representative photo, steep slope Photo 0927. Enhanced drainage in project area, view to NE

Photo 5720. HNA nature trail, view to south Photo 3822. 1332 Navellier St., view to northeast Agenda Packet Page 504 of 740
DECEMBER 2024

HILLSIDE NATURAL AREA F IRE RESILIENCE AND

FOREST C ONSERVATION MANAGEMENT PLAN

E L CERRITO, C ALIFORNIA

APPENDIX D

FIRE ROAD AND TRAIL CONDITIONS REPORT
Agenda Packet Page 505 of 740

HILLSIDE NATURAL AREA F IRE RESILIENCE A ND F OREST

CONSERVATION MANAGEMENT PLAN

E L CERRITO, C ALIFORNIA
DECEMBER 2024
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Agenda Packet Page 506 of 740
December 2024
DRAFT

FIRE ROAD AND TRAIL CONDITIONS

HILLSIDE NATURAL AREA FIRE RESILIENCE AND

FOREST CONSERVATION MANAGEMENT PLAN

EL CERRITO, CALIFORNIA
Agenda Packet Page 507 of 740
DRAFT

FIRE ROAD AND TRAIL CONDITIONS

HILLSIDE NATURAL AREA FIRE RESILIENCE AND

FOREST CONSERVATION MANAGEMENT PLAN

EL CERRITO, CALIFORNIA
City of El Cerrito
10890 San Pablo Avenue
El Cerrito, California 94530
Prepared by:

LSA
157 Park Place
Pt. Richmond, California 94801
(510) 236-6810
Project No. 20231296
Funding provided by:

Project No. 20231296
Agenda Packet Page 508 of 740
D-i

F IRE R OAD AND T RAIL CONDITIONS
DECEMBER 2024

HILLSIDE NATURAL AREA F IRE RESILIENCE AN D

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E L CERRITO, C ALIFORNIA

TABLE OF CONTENTS
INTRODUCTION .......................................................................................................D-1 Methods.................................................................................................................................... D-1 RESULTS ..................................................................................................................D-1 Existing and Potential Fire Roads.............................................................................................. D-1 North Hillside Natural Area ............................................................................................................ D-1 Madera Property ............................................................................................................................ D-1 South Hillside Natural Area ............................................................................................................ D-1 Trails.......................................................................................................................................... D-2 North Hillside Natural Area ............................................................................................................ D-2 Madera Property ............................................................................................................................ D-2 South Hillside Natural Area ............................................................................................................ D-2 RECOMMENDATIONS ..............................................................................................D-3 Trail Conditions and Use ........................................................................................................... D-3 North Hillside Natural Area ............................................................................................................ D-3 Madera Property ............................................................................................................................ D-3 South Hillside Natural Area ............................................................................................................ D-3 Sensitive Areas to be Avoided................................................................................................... D-4 Drainages, Streams, and Wetlands................................................................................................. D-4 Madera Property ............................................................................................................................ D-4 South Hillside Natural Area ............................................................................................................ D-4 FIGURE
Figure 1: Trail Map.............................................................................................................................. D-5 Agenda Packet Page 509 of 740
D-1

F IRE R OAD AND T RAIL CONDITIONS
DECEMBER 2024

HILLSIDE NATURAL AREA F IRE RESILIENCE AN D

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E L CERRITO, C ALIFORNIA

INTRODUCTION
LSA has prepared this report to describe the current fire road and trail conditions at the Hillside Natural Area in El Cerrito, California. The Hillside Natural Area includes approximately 3.46 miles of combined fire roads and trails, which are divided into three management units: the North Hillside Natural Area (or Motorcycle Hill), the Madera property, and the South Hillside Natural Area (see Figure 1).

Methods
LSA surveyed trails within the Hillside Natural Area to determine their condition for accessibility and mapped spots of erosion, steep trail segments, and other conditions, such as narrow trail segments and fenced off sections of the Hillside Natural Area. Prior to the survey, LSA reviewed trail maps on the AllTrails App1 and measured each in approximate length and elevation gain.

RESULTS
Based on mapped trail features and information provided by the El Cerrito Trail Trekkers, the AllTrails App, and Friends of 5 Creeks, a brief description including the length and location of each trail is included below. Trail names were collected from El Cerrito Trail Trekkers and the AllTrails App. Figure 1 exhibits all fire roads and trails.

Existing and Potential Fire Roads
North Hillside Natural Area
Motorcycle Hill Trail. The length of the trail is 0.57 mile, one way. The trail starts at Blake Street and ends at Potrero Avenue and includes steep switchbacks.

Lower Snowdon Trail. The length of the trail is 0.14 mile, one way, and approximately 2 feet wide.

The trail starts at Snowdon Avenue and connects to the Motorcycle Hill Trail. It is possible to expand the trail for full fire apparatus access.

Madera Property
No current fire road.

South Hillside Natural Area
Ridge Fire Road. The length of the road is 0.75 mile, one way. The road starts at King Court and ends at Regency Court.

Navellier Fire Road. The length of the road is 0.35 mile, one way. The road connects Navellier Street to Regency Court and overlaps with Ridge Fire Road. The trailhead is a paved road between 1432 and 1440 Navellier Street, turning into a fire road. It crosses Ridge Fire Road and Live Oak Trail and ends near the mouth of Regency Court.
1 AllTrails. 2019. AllTrails: Hike, bike, and run (10.4.2). Mobile app.

Agenda Packet Page 510 of 740
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Ken Smith Trail. The length of the trail is 0.19 mile, one way. The trail is approximately 10–15 feet wide at the start, near Ridge Fire Road, but dissipates into a dead end towards the south. It could be expanded to provide fire apparatus access, but it needs terminal turnaround.

Forest Brown Fire Road. The length of the road is 0.34 mile, one way. The entrance is on Schmidt Lane and climbs to Ridge Fire Road.

Trails
North Hillside Natural Area
Motorcycle Hill Trail. The length of the trail is 0.57 mile, one way. The trail starts at Blake Street and ends at Potrero Avenue. It includes steep switchbacks.

Peralta Trail. The length of the trail is 0.10 mile, one way, and is relatively unmaintained. The trail starts at the former East Bay Municipal Utility District tank site at the end of a 15-foot-wide paved fire road and connects to the Motorcycle Hill Trail.

Madera Property
Madera-Julian Trail. The length of the trail is 0.21 mile, one way. The trail starts at the concrete steps at 1625 Julian Drive and ends at Ridge Fire Road below Madera Circle. It is also accessible by a

0.1-mile trail starting at 1556 Madera Circle.

South Hillside Natural Area
Wildwood Creek Trail. The length of the trail is 0.05 mile, one way. The trail branches off from Navellier Fire Road alongside the partially channelized Wildwood Creek trailhead from Navellier Fire Road right after the first big turn going uphill.

Ken Smith Trail. The length of the trail is 0.19 mile, one way. The trail is approximately 10–15 feet wide at the start near Ridge Fire Road but dissipates into a dead end towards the south. It could be converted into a fire road. The trail follows the creek uphill, then connects to the Douglas Entry of the Live Oak Trail.

The Lower Trail. The length of the trail is 0.16 mile. This trail connects Forest Brown Fire Road to Live Oak Trail and to Little Hill Trail. The northern section past Little Hill Trail splits the trail into one well-maintained segment and another segment, not maintained as a public trail, which ends at a fenced-off area.

The Little Hill Trail. The length of the trail is 0.05 mile, one way. The trail connects The Lower Trail to Live Oak Trail.

Church Trail. The length of the trail is 0.14 mile, one way. The trail connects Navellier Fire Road to Live Oak Trail. Segments of this trail are as narrow as 1–2 feet wide, with an eroded segment near Live Oak Trail.

Agenda Packet Page 511 of 740
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Live Oak Trail. The length of the trail is 0.41 mile, one way. The trail connects Douglas Drive to Forest Brown Fire Road. The trailhead is at 1524 Douglas Drive. The trail crosses Navellier Fire Road and runs south, roughly parallel to Ridge Fire Road, to Forest Brown Fire Road. A portion of the trail includes the sign-posted Rotary Interpretive Trail. The trail is incorporated within the Memorial Grove Trail. Erosion of the trail occurs towards Douglas Circle.

RECOMMENDATIONS
Based on the variable conditions of each trail, recommended uses are described below.

Trail Conditions and Use
North Hillside Natural Area
• The top of Motorcycle Hill, also accessible from Potrero Avenue using a relatively flat trail, provides scenic views of the East Bay cities and coast. This space may be appropriate to establish a landing and staging area for vegetation treatments and later as a picnic area. The trail from Potrero Avenue to this space could be maintained for use as a fire road. Ice plant may also be removed from this upper area. A large eucalyptus grove is located south of Motorcycle Hill Trail.
• Motorcycle Hill Trail is very steep and likely challenging for the average hiker. Eucalyptus trees to be removed can also be found along this trail. The upper portion of Motorcycle Hill trail up to the overlook should be developed as a fire road.
• The Lower Snowdon (aka Castro) Trail connects from Snowdon Avenue Fire Road to the Motorcycle Hill Trail switchbacks. If widened and developed, a fire apparatus access road could be developed here. The turnaround at the end of Snowdon Avenue (an old East Bay Municipal Utility District Reservoir site) may provide accessible parking to hikers who want to access Motorcycle Hill, though this area may need to be gated off at night to prevent extended overnight use.
• The Peralta Trail is not well maintained but could provide a desirable shortcut from Snowdon Avenue Fire Road to the lower section of Motorcycle Hill Trail. Once eucalyptus in this area have been removed, the trail should be maintained for foot traffic.

Madera Property
• Madera-Julian Trail has a history of being invaded by French broom and other invasive species.

Intermittent treatment of non-native species is necessary.

South Hillside Natural Area
• Wildwood Creek Trail has an improvised stream crossing (planks) that should be evaluated for safety and durability.
• The segment of Lower Trail that connects to Live Oak Trail is steep and might be challenging for average hikers. The north segment of this trail ending in a dead end may best be abandoned/fenced off as a conservation area because the trail segment is not well maintained.

Agenda Packet Page 512 of 740
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• Eroded segments occur on Live Oak Trail, and maintenance is recommended. • Forest Brown Fire Road, Navellier Fire Road, and Ridge Fire Road require maintenance to ensure continued vehicular use.
• The segment of Ridge Fire Road below King Court is another flat area where a landing site and log processing area may be located, which later could be converted into a picnic area. • Ken Smith Trail at the top of Quarry Hill should be developed as a fire road with a turnaround at the southern terminus.

Sensitive Areas to be Avoided
Drainages, Streams, and Wetlands
Drainages and creeks are regulated under Regional Water Quality Control Board jurisdiction and riparian areas are regulated under California Department of Fish and Wildlife (CDFW) jurisdiction.

Waters and riparian areas within the South Hillside Natural Area include the following features:
• The Motorcycle Hill Trail has purple needle grass along the trail and will need to be maintained to protect this sensitive species.
• San Francisco dusky-footed woodrat houses were observed to the north of the end of Snowdon Avenue and will need to be protected because the species is a California Species of Special Concern.

Madera Property
• Purple needle grass along the Madera-Julian Trail will need to be avoided. • Woodrat houses were observed just north of Regency Court.

South Hillside Natural Area
• Wildwood Creek flows through a 3-foot to 6-foot concrete V-ditch starting near Ridge Fire Road, intersecting Live Oak Trail near Douglas Drive, and flowing southeastward along Wildwood Creek Trail and Navellier Fire Road. The riparian corridor should be avoided. • An unnamed drainage starts south of Kent Circle and intersects Ridge Fire Road and Live Oak Trail. The riparian corridor should be avoided.
• An unnamed drainage starts between King Drive and Buckingham Drive, intersects with Ridge Fire Road, and flows downhill to the El Cerrito Recycling Center on Schmidt Lane. The riparian corridor should be avoided.
• Purple needle grass along Ridge Fire Road, Live Oak Trail, and Lower Trail should be avoided.

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Figure 1: Trail Map
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APPENDIX E

PLANT LIST
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Acaena pinnatifida var. Californica California sheep-burr perennial native Achillea millefolium yarrow perennial native
Acmispon americanus Spanish lotus annual native
Acmispon glaber deerweed shrub native
Acmispon wrangelianus birdsfoot treefoil or short-podded lotus annual native Adiantum jordanii California maidenhair fern fern native Aesculus californica California buckeye tree native
Agoseris hirsuta Coast Range agoseris perennial native
Agrostis pallens thingrass grass native
Allium spp. wild onion perennial native
Amsinckia intermedia common fiddleneck annual native
Arctostaphylos sp. manzanita shrub native
Artemisia california California sage shrub native
Artemisia douglasiana mugwort perennial native
Aster chilensis California aster perennial native
Athyrium filix-femina lady fern fern native
Baccharis pilularis coyote bush, coyote brush shrub native Bromus carinatus California brome grass native
Calandrinia ciliata red maids perennial native
Calochortus umbellatus Oakland star tulip perennial native Calystegia purpurata Pacific false bindweed vine native Calystegia subacaulis stemless morning glory perennial native Camissonia sp. sun cup perennial native
Cardamine oligosperma milkmaids perennial native
Carex sp. sedge perennial native
Ceanothus gloriosus v. exaltatus Pt. Reyes ceanothus shrub native Ceanothus thyrsiflorus California lilac shrub native
Chlorogalum pomeridianum soaproot perennial native
Claytonia perfoliata miners lettuce annual native
Clinopodium douglasii yerba buena perennial native
Conyza canadensis Canadian horseweed annual native
Corallorhiza maculata maculata summer coral root perennial native Corylus cornuta wild hazelnut shrub native
Crassula connata sand pygmy weed perennial native
Cryptantha spiculifera white forget me not annual native Cyperus eragrostis tall flatsedge perennial native
Danthonia californica California oatgrass grass native
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Dichelostemma capitatum blue dicks perennial native
Diplacus aurantiacus orange bush monkey flower shrub native Drymocallis glandulosa sticky cinquefoil perennial native Dryopteris arguta wood fern fern native
Elymus multisetus big squirrel tail grass native
Elymus triticoides creeping wild rye grass native
Epilobium brachycarpum fireweed, willow herb annual native Epilobium canum Zauschneria, California fuchsia subshrub native Equisetum arvense horsetail fern native
Equisetum telmateia ssp braunii giant horsetail fern native Erigeron canadensis Canadian horseweed annual native
Eriogonum nudum naked-stem buckwheat perennial native
Eschscholzia californica California poppy annual native Eurybia radulina roughleaf aster perennial native
Frageria vesca wood strawberry perennial native
Frangula californica California coffeeberry shrub native Fremontodendron californicum Fremontia shrub native
Galium aparine common bedstraw annual native
Galium porringens v. porringens bedstraw annual native
Gamochaeta ustulata purple cudweed perennial native
Gnaphalium sp. pearly everlasting perennial native
Grindelia hirsutula San Francisco gumplant perennial native Hemizonia congesta luzulifolia hayfield tarweed annual native Heracleum maximum cow parsnip perennial native
Heteromeles arbutifolia toyon shrub native
Holodiscus discolor ocean spray shrub native
Iris douglasiana wild iris perennial native
Juncus xiphioides iris-leaved rush rush native
Koeleria micrantha junegrass grass native
Lathyrus vestitus peavine perennial native
Layia platyglossa coastal tidytips perennial native
Lonicera hispidula honeysuckle vine, shrub native
Lupinus albifrons silver lupine shrub native
Lupinus arboreus yellow bush lupine shrub native
Lupinus succulentus hollowleaf lupine annual native
Madia sativa coast tarweed annual native
Maianthemium stellatum star-flowered Solomon's seal perennial native Agenda Packet Page 518 of 740
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Marah fabaceus manroot perennial native
Mimulus aurantiacus sticky monkeyflower, golden monkeyflower shrub native Navarretia squarrosa skunkweed, skunkweed annual native Pellaea andromedifolia coffee fern fern native
Pellaea mucronata birdsfoot fern fern native
Perideridia kelloggii yampah perennial native
Phacelia californica phacelia perennial native
Physocarpos capitatus ninebark shrub native
Pinus coulteri Coulter pine tree native
Pinus radiata var. idem Monterey pine tree native
Pityrogramma triangularis gold-back fern fern native
Plagiobothrys sp. popcorn flower perennial native
Plantago erecta foothill plantain perennial native
Platanus racemosa sycamore tree native
Platystemon californicus California creamcups perennial native Polypodium caliriza California polypody fern native
Polystichum munitum western sword fem fern native
Pseudognaphalium beneolens pearly everlasting perennial native Pseudognaphalium californicum ladies tobacco perennial native Pteridium aquilinum v. pubescens bracken fern fern native Quercus agrifolia coast live oak tree native
Ranunculus californicus California buttercup perennial native Ribes californicum hillside or California gooseberry shrub native Ribes menziesii canyon gooseberry shrub native
Rosa californica California rose shrub native
Rosa spithamea ground rose shrub native
Rubus ursinus native blackberry sub-shrub native
Salix lasiolepis arroyo willow tree native
Salix lucida v. lasiandra willow tree native
Sambucus mexicana blue elderberry tree native
Sanicula bipinnatifida purple sanicle perennial native
Sanicula crassicaulis snakeroot, Pacific sanicle perennial native Satureja (clinopodium) douglasii yerba buena perennial native Scrophularia californica bee plant perennial native
Sequoia sempervirens coast redwood tree native
Sidalcea malvaflora dwarf checkerbloom perennial native Sisyrinchium bellum blue-eyed grass perennial native
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Solanum americanum American nightshade shrub native
Solanum umbelliferum blue witch shrub native
Solanum umbelliferum blue witch shrub native
Solidago velutina California goldenrod perennial native Stachys bullata California hedge nettle perennial native Stachys rigida hedge-nettle, wood mint perennial native Stipa lepida foothill needlegrass grass native
Stipa pulchra purple needlegrass grass native
Streptanthus glandulosus jewelflower annual native
Symphoricarpos albus snowberry shrub native
Symphoricarpos mollis creeping snowberry shrub native
Symphotrichum chilensis Pacific aster, Chilean aster perennial native Taraxia ovata sun cup perennial native
Toxicodendron diversilobum poison oak vine, shrub native Toxicoscordion fremontii death camas perennial native
Triphysaria pusilla butter and eggs perennial native
Triteleia laxa Ithuriel's spear perennial native
Umbellularia californica California bay tree native
Vicia americana v. americana vetch perennial native
Vicia gigantean giant vetch perennial native
Viola pedunculata Johnny Jump-Up perennial native
Woodwardia fimbriata chain fern fern native
Woodwardia fimbriata western chain fern fern native
Wyethia angustifolia narrow-leaved sunflower perennial native Avena fatua wild oats grass nonnative
Acacia baileyana Bailey acacia tree non-native
Acacia dealbata acacia tree non-native
Acacia melanoxylon blackwood acacia tree non-native
Acacia verticillata prickly moses shrub non-native
Bellardia trixago Mediterranean lineseed perennial non-native Briza minor rattlesnake grass grass non-native
Bromus diandrus ripgut brome annual grass non-native
Bromus mollis soft chess annual grass non-native
Budeleia davidii butterflybush shrub non-native
Calendula arvensis calendula annual non-native
Carduus pycnocephalus Italian thistle annual non-native Conium maculatum poison hemlock perennial non-native
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Cortaderia jubata jubata grass, pampas grass grass non-native Cortaderia selloana pampas grass perennial non-native
Cotoneaster franchetii cotoneaster shrub non-native
Cotoneaster pannosus cotoneaster shrub non-native
Crocosmia Montbretia perennial non-native
Cynara cardunculus cardoon perennial non-native
Delaira odorata cape ivy vine non-native
Dipsacus sp. fullers teasel perennial non-native
Ehrharta erecta panic veldtgrass grass non-native
Erodium cicutarium storksbill, red storksbill annual non-native Eucalyptus globulus blue gum tree non-native
Eucalyptus sideroxylon red ironbark tree non-native
Eucalyptus viminalis yellow gum tree non-native
Euphorbia characias Albanian spurge perennial non-native Festuca arundinacea reed fescue, tall fescue grass non-native Festuca rubra red fescue grass non-native
Foeniculum vulgare fennel perennial non-native
Genista monspessulana French broom shrub non-native
Geranium molle crane's bill geranium annual non-native
Hedera canariensis English ivy perennial non-native
Helminthotheca echioide bristly ox-tongue annual non-native Hirschfeldia incana wild mustard perennial non-native
Hordeum leporinum foxtail barley annual grass non-native Hypochaeris radicata hairy cat’s ear perennial non-native Lactuca saligna willow leaf lettuce annual non-native
Lactuca virosa prickly lettuce perennial non-native
Lolium multiflorum Italian rye grass non-native
Lotus corniculatus birdsfoot trefoil, deervetch perennial non-native Lythrum hyssopifolium hyssop loosestrife annual non-native Malva sp. cheeseweed perennial non-native
Oxalis pes-caprae sourgrass perennial non-native
Pennisetum clandestine kikuyu grass grass non-native
Picris echiodes bristly ox-tongue perennial non-native
Pittosporum undulatum cheesewood tree non-native
Plantago lanceolata narrow-leaved plaintain, Englishman’s foot perennial non-native Polypogon monspeliensis rabbits-foot grass grass non-native Pyracantha coccinea pyracantha shrub non-native
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El Cerrito Hillside Natural Area Plants
Scientific name Common name Growth form Native/Not
Ricinus communis castor bean shrub non-native
Rorippa nasturtium-aquaticum nasturtium perennial non-native Rubus armeniacus Himalayan blackberry shrub non-native
Rumex pulcher fiddle dock perennial non-native
Senecio mikanioides German ivy perennial non-native
Stellaria media common chickweed annual non-native
Torilis arvensis field hedge parsley perennial non-native Trifolium spp. clover perennial non-native
Ulmus astrachilens elm tree non-native
Urtica dioica stinging nettle perennial non-native
Urtica urens dwarf nettle annual non-native
Vicia villosa hairy vetch annual non-native
Vinca major periwinkle annual non-native
Sources:

LSA Associates, Inc. (1987, 2023)
Friends of Five Creeks (2014), Native Plants of the El Cerrito Hillside Natural Area, Website: https://www.fivecreeks.org/projects/ hillside_natural_area/HNANativesforWebMay2014.pdf.

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APPENDIX F

VEGETATION TREATMENT STANDARDS
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STANDARDS FOR VEGETATION TREATMENTS FOR DEFENSIBLE SPACE This set of maintenance standards will be used to certify compliance with defensible space regulations and to direct maintenance activities in the Hillside Natural Area zone within 100 feet of a dwelling structure:

1. Remove all dead plants and dry vegetation. The following actions will provide the same level of fire safety as removing all combustible material, per local and state fire codes. a. Cut grass and weeds to no more than four inches in height. b. Clear leaves, bark, and fallen branches under trees and shrubs (including vines and semiwoody species). At no time should a buildup of leaves exceed 1 inch in depth. However, do not expose bare earth in over 50 percent of the area. Humus is not necessary to be removed.
c. Remove dead material that drapes over ground cover (including leaves, bark, and branches). d. Remove all dead branches from within live ground covers, vines, shrubs (including semiwoody species), and immature trees.

2. Cut and chip trees with a high fuel volume that are at risk of falling on buildings, structurally unsound, or are unhealthy. Large, “legacy trees” that are structurally sound, and with branches that are 8-10 feet above ground will be retained.
a. Prune trees and large tree-form shrubs (e.g., oaks, manzanitas) that are being retained to provide clearance of three times the height of the understory plant material, or 8 feet, whichever is higher.
b. Prune limbs that are smaller than 3 inches in diameter up to 8 feet above the ground; in young trees, prune these branches on the lower one-third of the height of the tree. (Thus, if a tree is 10 feet tall, prune the lower 3–4 feet and keep the understory plant material to less than 1 foot in height. Then as it grows to 24 feet in height, it can be pruned to achieve the 8- foot distance from the ground, and the understory plant material can reach 2.5 feet in height.)
OR
All lower tree branches, under three inches in diameter, will be removed to provide vertical clearance of three times the height of the understory plants, or eight feet above understory plants, whichever is greater. Retention of short understory shrubs provides aesthetic benefits and wildlife habitat without sacrificing fire safety; alternatively, trees may be pruned higher in order to allow for better spacing from the understory shrubs.

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Figure F-1: Prune Branches to a Height of 8 Feet Above the Ground.

3. Manage individual plants or shrub masses to maintain adequate horizontal spacing. Design distinct groupings of shrubs (including landscaping or native vines, semi-woody species, and all types of brush) to dampen the spread of fire.

4. Make sure that the plant groupings are small enough to provide adequate horizontal separation between groupings and to allow proper maintenance; groupings should measure no wider than two times the grouping height, or 120 square feet.

5. The space between islands should be greater than three times the height of the shrubs, or 12 feet at a minimum. On emerging trees, clear a spacing of 12 feet from the edge of the canopy.

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Figure F-2: Shrub Island Spacing.

6. Each shrub or group of plants should measure no wider than two times its height, or less than 120 sq. feet. (or 6 feet x 20 feet). The space between groups should be greater than three times the height of the shrubs, or at least a 12 feet. distance. a. Remove and safely dispose of all cut vegetation and hazardous refuse. b. Allow chipped materials to remain on the site, provided the mulch layer is no greater than 2 inches in depth.

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2/6/25 1
Comment
#
Commenter
Name
Comment Response
1 Anonymous Burn Boss, Burn Plans for Motorcycle Hill:

Looking forward to seeing upcoming detailed maintenance plans and goat rental schedules that would occur for each region/habitat. For example, Motorcycle Hill trails were stated to have sensitive native purple needle grass, which can benefit from grazing (and possibly burns) but these could harm livestock stomachs if consumed in the wrong season. If Eucalyptus and Broom are to be removed (and require followup removals) at the top of Motorcycle Hill, will native grassland be enough to prevent erosion, or will shrubs such as Coyote Brush, Monkey Flower be encouraged and Toyon
established – if not already beneath the Eucalyptus canopy? In addition, will pioneer invader/weedy native species like White Yarrow and California Poppy, and/or other soil
nitrogen fixers be promoted?
Noted. The pre-activity surveys (mitigation measures under CEQA) will ensure that all sensitive vegetation communities will be identified, mapped and flagged prior to any vegetation treatment.

The natural succession after removal of the non-native trees will include various stages/vegetation communities, depending on soil and microclimatic conditions. The Plan does not prescribe a target vegetation community for these sites, but it does provide for extensive weed and invasive species control.
2 Anonymous Wildlife safety crossings and passages:

Any plans for safe crossings and evacuation escape routes for wildlife during wildfire (and to diminish the likelihood of dangerous human-wild animal encounters), and to promote healthy co-existence for the big game (deer) and predators (coyote, bobcat, rare mountain lion) to cross roads – whether during wildfire emergency or as our
populations/development increase? Nothing huge like the Wallis Annenberg Wildlife Crossing, but a possible Caltransfunded collaboration (https://www.gov.ca.gov/2024/05/07/worlds-largest-wildlifecrossing-on-track-to-open-by-early2026/#:~:text=What%20to%20know%3A%20The%20Wallis,cl oser%20to%20becoming%20a%20reality).

This is outside the scope for the Plan. There are no plans for wildlife crossings that are part of the HNA Wildfire Resilience and Forest Conservation Management Plan.
3 Anonymous Vegetation Management, Prescribed “Good” Fire, and Erosion Control:

Methods would include routine/seasonal: city staff and
volunteer mechanical and hand labor, goats to consume
invasives that are toxic to other livestock while also reducing dry grasses that may easily catch fire during the dry season, regular prescribed burnings of dry brush and occasional controlled burnings/pyrolysis for felled tree conversion to biochar used to restore soil health.

Detailed prescriptions will be developed as each vegetation treatment is planned. All methods suggested by the commenter are currently considered as alternatives. The use of volunteers in implementing treatment and restoration actions shall be reviewed by the City consistent with current practices.

Agenda Item No. 8.A.

Attachment 6
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Comment
#
Commenter
Name
Comment Response
Likelihood in certain regions of the HNA, to start with alternative practices, such as Eucalyptus girdling, where the fallen will not threaten life and property, and provide clearings where Eucalyptus-tolerant native species such as Toyon could slowly be introduced while the dense forest is gradually thinned? Definitely could be done by volunteers and doesn’t require funds, expensive machinery.
4 Anonymous Fire Resilient Community-Building:

To build a more fire-adapted community, eager to see Fire Dept. in collaboration with a robust and very visible El Cerrito Fire Safe Council implementing Wildfire Detection Systems, starting “Neighborhood Fire Watch” groups to further expand education and outreach in schools and the community,
integrating into city events such as Earth Day perhaps, offering workshops for Fire Hardening, Community Wildfire Protection Plan, Evacuation Plans, Temporary Refuge Area, Burn Plans with relevant HNA residents, recognizing a “good fire” or cool fire vs. a severe hazardous fire. Would like to see the city serve as the authority on El Cerrito regional fireresistant vs. not fire-resistant native species to plant, and basic care. Current list featured on the Vegetation
Management page referring to Diablo list on the website leads to a dead link (https://www.elcerrito.org/721/Vegetation-Management-Standards).

The El Cerrito Fire Department (ECFD) is actively engaged with Home Hardening presentations, and FIREWISE Community
Assessments. ECFD promotes and is willing to make site visits and perform presentations upon request. ECFD is committed to community engagement and is willing to increase their visibility during city wide events. The link for fire resistant plants derives from the Diablo Fire Safe Council. When selected on the EC page navigate to the tab Maps, Guides & More. Under the publications page is Professional Guides.
5 Anonymous Nature-based Solutions:

Would like to learn more about plans to align with California Natural Resource Agency: Nature-based solutions (NBS),
where the city may benefit from the state’s partnerships with NBS leaders around the world to accelerate and scale
successful efforts, including China, Australia, Canada, and South Africa (see for more:
https://resources.ca.gov/Initiatives/Expanding-Nature-BasedSolutions). Perhaps Australia for solutions and remedies to remove Eucalyptus – including potential private-sector
interest in the commercial value of eucalyptus, from wood and other beauty/health products uses, to new trends in luxury (shiitake and oyster) mushroom-growing. Possible state-funded collaboration opportunity. One local resource This is outside the scope for the Plan. The City may consider this in the future.

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Comment
#
Commenter
Name
Comment Response
might be Mino de Angelis from Mycological Society of San Francisco, investigating Mycoremediation for Eucalyptus removal and “aiming toward modeling better ecological
practices in forest management, [his group] took up an
experiment on East Bay Municipal Utility District (EBMUD) forestland west of Grizzly Peak. The goal was to help manage the invasive eucalyptus trees, which have to be culled to reduce fire risk”
(https://edibleeastbay.com/2021/11/09/fungi-tackle-theeucalyptus/). 6 Anonymous Mixed-use, self-sustaining Information/Education/Research Center-Resource:

Perhaps where the HNA serves as mixed-use open space –
from off-leash dog park, to ADA accessible pathways for community respite and recreation; an ethnobotanical
educational Edible Fire Buffer in support of tribal research partnerships (indigenous agroforestry, food security and sovereignty,
https://www.nal.usda.gov/events/transdisciplinaryapproaches-webinar-may2024) to enhance soil health, reduce erosion; while serving as an education center and “living laboratory” where nearby University of California researchers collaborate (includes UCANR, where Integrated Pest
Management, Pyrogeography, Landscape Architecture,
Environmental Management, Restorative Practices, Urban
Food Forests, Wildland-urban interface (WUI) planning
intersect), and the city schools engage youth to participate or implement programming. Maybe one day a visitor center,
with access to water for firefighting, potable water for visitors, grey/rainwater collected passively and diverted to sustain California Native Plant Nursery collaborative
cooperative, to grow plants for the HNA and sell to the community as part of conservation and education efforts.

This is outside the scope for the Plan. The City may consider this in the future.
7 Laura Lent -
Board
member, El
Cerrito Trail
Trekkers
The plan represents needed advances for our community to manage its fire risk and improve our outcomes. I'm chiming in with other Trail Trekkers to ask the City to have a clear feedback loop to ensure ongoing channels for citizen back and forth to ensure that the plan can adapt to community City staff will lead implementation of the Plan as approved by the El Cerrito City Council. To address the comment and effectively monitor and report on progress, Action 8 of the Plan has been amended to include: update the Council and Park & Recreation Commission (or other advisory body designated by City Council) on Agenda Packet Page 531 of 740

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#
Commenter
Name
Comment Response
requests to the degree that it is sensible to do so. We ask the City to add these to the HNA plan to improve its
implementation: An advisory body for the implementation of the plan. This can be an existing Commission. A process for the community to submit feedback (via email, website, etc.) to the City during the implementation of the plan. For
example, community members may have feedback about
annual maintenance, vegetation management, impact on
trails, and protecting native wildlife and habitats. A process for the City to report implementation progress to the
community on its website. A process for how volunteer
groups can or should communicate and coordinate with the City.
implementation challenges, successes, and overall progress at least every 2 years; periodically update the HNA Plan website to keep the community informed about the HNA Plan; review the Plan every 5 years and evaluate the need for an update (changed from 10 years in the Plan). The City invites public comment during the City Council and Park and Recreation Commission updates.
8 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Introduction (Plan page i/PDF page #5)
"We also support the vision of highlighting defensible space and home hardening, an essential element of effective fire resilience by acting 'from the house out.' Therefore, we recommend that the introduction be specific by reinforcing this approach – such as: 'At the same time, it is important to recognize that addressing fire risks must also include actions residents can take in their homes and neighborhoods by
doing home hardening and creating defensible space to make infrastructure and buildings more fire resilient.'"
The respective sentence in the Introduction has been changed to better reflect the need for individual homeowner accountability for creating defensible space.
9 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
8: Monitor Key Performance Indicators - Objectives 3.1 – 3.3 (Page v/PDF page #9)
"Monitoring at the HNA will include the key indicators of Resiliency, Biodiversity, Recreation, Plan Review, and Public Relations. Recommend including the following in bold: Use monitoring to adapt management practices for each of
these key indicators."
"Fire Behavior: Inspect fuel breaks at the HNA annually.

Inspections of defensible space are another metric of
neighborhood resilience."
"Plan Review:…"
"Public Relations:…"
Added requested sentence to Summary table and in Part 3, Table E.

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Comment
#
Commenter
Name
Comment Response
10 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Prolog – (plan pg. 1/pdf 15)
"Please reiterate the points from comment 1. above in the Prolog."
Added "such as home hardening by making structures less prone to ignition, and creating defensible space around structures to prevent a fire from reaching the structure." (Page 1)
11 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Introduction (page 3/pdf 17)
"Other cities (Berkeley) and fire departments (Marin Wildfire Prevention Agency) are providing a perspective on fire that helps the public understand that, besides the tragic fires that have occurred, fire is a part of the natural cycle in the East Bay and thus plans like this, combined with neighborhood home hardening and Firewise landscaping, are effective ways for homes to become much more resilient to fire. We
recommend that this perspective be represented in the
introduction so that the public knows that what is outlined in this plan, including what homeowners do, makes a
difference."
Added two sentences to the Introduction stating that "fire is considered a natural part of the ecosystem of the East Bay" and that "home hardening and Firewise landscaping are the most effective ways to increase the fire resilience of neighborhoods." (Page 5) 12 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 1. Establish Defensible Space – Capturing What’s Been Learned?
-"It’s important to note that areas of defensible space have already been established in the HNA. Maps of already treated areas and any pre- and post-treatment observations and
photographs from the defensible space treatments, are an invaluable aid to refine the vegetation treatment
prescriptions that best realizes the fire risk reduction, biodiversity enhancement, oak retention, and invasive weed control goals valued by members of the public and the City." -"El Cerrito is not starting from scratch. We recommend that maps of already treated areas, photographs, and
observations of pre- and post-HNA treatments be assembled and included as an appendix to this plan. City fire, parks, and public works staff and the many volunteers who have worked at the HNA are the best sources for this information."
-"Also, since more scientific documentation is needed to Currently, the Draft Plan states that the City has previously done work in the HNA. Providing maps and photos are not part of this Plan scope but may be incorporated in future documents, e.g. grant documents.

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guide California cities on the specific prescriptions to fulfill the goals clearly stated in this plan, capturing the experience and observations of the staff and community members in the Planning Team and Stakeholder Advisory Group would be a valuable addition to the plan. See Action 7 also for a
recommendation to compile and maintain a digital file of photographs and reports to evaluate performance toward
each of the goals in this plan."
13 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 1. Defensible Space - Prescription (pg. 65/pdf 79) -"Regarding the draft prescription to 'remove dead plants and dry vegetation (combustible material),' directions to 'remove all dry vegetation' can lead to treatments that leave acres of bare mineral soil. That's because all ground-level vegetation looks dry during the long dry periods in California, and excessive complete removal of ground-level vegetation
conflicts with the plan's biodiversity, fire risk reduction, and invasive weed prevention and control goals."
-"Second, the direction 'to remove all dead plants' has led some municipalities to call for removing lone tree snags that serve as active woodpecker granaries. The wood pile
structures that dusky wood rats use as homes can be
interpreted as dead plant material that needs to be removed.

A biologist cannot be everywhere on a project site. Lastly, all plants, dead, dry, or living, are '(combustible material),' so this is not a helpful descriptor."
-"Therefore, we recommend the following modification:
remove all dead vegetation (except as noted by the biologist in the pre-work survey) and reduce dry vegetation."
Added a removal threshold of 4 inches and included a footnote in the respective section to warn against excessive removal of ground cover to expose mineral soil. Also included protective measures for snags and woodrat nests. These species are also covered in the mitigation measures of the ISMND. (Page 67)
14 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 2. Shaded Fuel Breaks and Managed Vegetation
Areas (pg. 66/pdf 80)
"Regarding the statement, 'The desired fire behavior is a surface fire, burning grass, and leaf duff,' please reexamine the notion that the primary surface vegetation cover for fuel breaks and managed vegetation areas is 'grass and leaf duff.'" "This prescription indicates that all low-growing green tree understory plants, such as forbs and other sub-shrubs, would Modified the sentence to read “The desired fire behavior is a surface fire, burning low vegetation and leaf duff.” (Page 70) Agenda Packet Page 534 of 740

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be eliminated to leave only grass and leaves. Also, projects could eliminate all trimmable native pollinator shrubs in favor of 'grass.' Since sites subject to this level of vegetation clearance often convert to highly-flammable annual weedy grasses and flammable, invasive French broom, we
recommend that the desired fuel break plant cover be
described as: 'The desired fire behavior is a surface fire, burning low vegetation and leaf duff.'"
15 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 2. Shaded Fuel Breaks - Prescription for tree
understories (pg. 67/pdf 81)
"Following up on the point above, sentences in the
prescription give contradictory directions and could result in undesirable fire behavior, biodiversity impacts, and promote invasive and undesirable weed cover:"
"Larger overstory trees (> 6-inches DBH) do count as residual trees and, in order to reduce ladder fuels, will have most vegetation within their drip lines removed."
"Larger native overstory trees (> 6-inches DBH) count as residual trees and, in order to reduce ladder fuels, shall have vegetation within their drip lines removed."
"Understory fuels over 1 foot in height are to be removed creating vertical separation and low horizontal continuity of fuels."
"We recommend that these prescriptions be coordinated,
such as: 'Larger overstory trees (> 6-inches DBH) do count as residual trees and, to reduce ladder fuels, low growing native vegetation will be retained and kept to a height stipulated by the state fire code.'"
Reworded the section to reflect this concern: “Larger overstory trees (> 6-inches DBH) count as residual trees. To reduce ladder fuels, low growing native vegetation will be retained and kept to a height of 5 feet or less, provided that there is horizontal separation between plants of 3 to 5 times the height of the residual plants and the residual plants are not within the drip lines of an overstory tree." (Page 70)
16 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 2. Shaded Fuel Breaks - Prescription for grasses (pg. 67/pdf 81)
"The draft plan directs that 'All grasses be maintained below four (4) inches in height near the access points, trails, and public recreation spots (picnic sites, benches, etc.). However, sites re-vegetated with native perennials or those containing native perennial grasses (e.g., needle grasses) should not be mowed frequently.'"
Added this sentence: “Mowing heights for grasslands should not be lower than 4 inches to prevent 'scalping' of native perennial bunchgrasses and desirable forbs. Mowing heights may need to be adjusted on a site-specific basis. Generally, they should range from 4 to 6 inches above ground level to favor native plants.” (Page 71) Agenda Packet Page 535 of 740

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"Directing all grasses to be maintained below four (4) inches can lead to mowing, mastication, or goat-grazing to bare dirt level. This is unfortunately a common outcome where this type of direction is used."
"The East Bay Regional Park District's Wildfire Hazard
Vegetation and Resource Management Plan has, since 2010, stipulated that all grasses, both naturalized annuals and native perennials, be grazed to 4'-6' to maintain habitat, control erosion, and support fire risk reduction objectives.

Native perennial grasses are not adapted to mowing or
grazing to bare mineral soil. Also, the cut annual grasses have been observed to 'lay down' flat over the soil over summer season, providing an erosion control cover when winter
comes and likely helping sustain soil moisture longer into the summer."
"It's not easy for most people to recognize native bunchgrass populations during the summer dry dormancy period. To help sustain and expand these deep-rooted native perennial
grasses and provide 'natural' erosion control on the hillsides, we recommend reexamining this prescription to a standard similar to the Regional Park District, as follows:"
"Mowing heights for grasslands should not be lower than 4 inches to prevent 'scalping' of native perennial bunchgrasses and desirable forbs. Mowing heights may need to be adjusted on a site-specific basis. Generally, they should range from 4 to 6 inches above ground level to favor native plants while removing non-native annual seedheads."
17 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
6: Remove Invasives (Objective 2.2) – (Page v/PDF page #9) "We recommend including the following recognized
standards for invasives in bold: Prevent the spread and strategically remove invasives throughout the HNA. Early detected, new infestations are targeted first, followed by spot treatments and follow-up maintenance projects."
"Develop and apply best practices to prevent the spread of invasives, including from vegetation treatment activities.

Remove invasive plants mostly by hand. Mechanical
treatments (grinding, shredding, chipping, mulching, or Added these bullet points to Objective 2.2. (Pages 58-59):
• Prevent the spread and strategically remove invasive plants throughout the HNA. Early detected, new infestations are targeted first, followed by spot treatments and follow-up maintenance projects.
• Develop and apply best practices to prevent the spread of invasive plants, including from vegetation treatment activities. • Remove invasive plants mostly by hand. Mechanical treatments (grinding, shredding, chipping, mulching, or mowing) of understory shrubs or small trees in some places.

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mowing) of understory shrubs or small trees in some places.

Prioritize invasive species removal in healthy native plant communities, fuel breaks, and recently cleared Eucalyptus areas."
• Prioritize invasive plant species removal in healthy native plant communities, fuel breaks, and recently cleared Eucalyptus areas. 18 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Forest Conservation (pg. 6/pdf 20)
"Since severe and excessive vegetation treatment
management is documented and observed to cause intensive site disturbance and loss to biodiversity, we request that you add this caution to the following sentence: 'This Plan aims to avoid or reduce long-term, large-magnitude, or broad-scale biodiversity losses through management actions intended to decrease HNA-wide natural disturbance frequency, extent, intensity, or severity, as well as to guide management actions so that they retain and support biodiversity in the HNA.'" Added the requested sentence on page 8.
19 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Vegetation Communities (pg. 23/pdf 37)
-"The draft plan does not provide adequate information on sensitive natural plant communities in the HNA. In addition, the goal of 'restore sensitive natural communities,' listed on page v of the plan, is not addressed by action items. We recommend that this goal of the plan to 'restore sensitive natural communities' be listed as a performance objective, with a project plan and monitoring component developed by an advisory committee, as one of the key indicators in the key performance indicators section."
-"We recommend including a goal and objective for the
retention and enhancement of native oak woodlands in the HNA."
The Plan has no goal of restoring sensitive communities. It does have a goal to restore and re-establish native species (Objective

2.3). The planning team agrees that the Plan does not provide adequate information on sensitive natural communities, as they have been surveyed very incompletely, but a section about sensitive natural communities was added on page 39. The reviewer
requested adding a goal of retaining and enhancing native oak woodlands. Goal 2 (increase Forest health) addresses this issue through Actions 5 (manage threats to native oaks), Action 6 (Remove Invasive Species) and Action 7 (restore and er-establish native species) addresses this request. No new objective is therefore needed. The role of an advisory committee in plan implementation is provided in response to a previous comment on comment #7.
20 Jim Hanson,
Conservation
Chair,
California
Native Plant
Society, East
Bay
Action 4. Retain Trees – (Pg. 68/pdf 82)
-"With this standard: 'Retain dead or declining trees (snags) that provide habitat for wildlife, except where their condition constitutes a fire risk.'"
-"While this goal is mentioned as a standard, it is rarely practiced in the field. From our observations of field practice, this standard is not followed in most management plans
because biologists or fire ecologists cannot be present in all The reviewer requests that snag removal be governed by an advisory committee, because "biologists or fire ecologists cannot be present in all circumstances, and the contractors doing the vegetation work remove most snags". Retention of snags will be considered as part of a project-specific prescription. The mitigation measures outlined in the Biological Resources Report (see pages A19-20) clearly state that a qualified biologist or biological monitor shall be present to observe fuel reduction treatment activities. In addition, worker training is required. Both mitigation measures Agenda Packet Page 537 of 740

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Comment Response
circumstances, and the contractors doing the vegetation work remove most snags."
-"Therefore, we recommend that a project plan and
monitoring component be developed by an advisory
committee to guide the removal of any dead trees."
ensure that snags are not removed when they do not present a fire risk.
21 Resident of El
Cerrito for
multiple
decades, with
deep
understanding
of HNA and
efforts done
over that
time.

Fire protection

1. The fire danger from the Hillside Natural Area can not be unstated, however it is in this document. Specifically the Executive Summary at the start of this document completely understates these hazards and overstates what the city of El Cerrito has been doing to mitigate these ongoing hazards.

This is NOT a recent problem as the summary implies.

2. Chronically under maintained hazardous vegetation,
misrepresentations in public reports on progress, and falsely claiming adherence to previous plans, such as the 1994 EL

CERRITO HILLSIDE NATURAL AREA FIRE HAZARD REDUCTION
PLAN, are well documented examples of this failure. These actions warrant GROSS NEGLIGENCE by the city of El Cerrito and the persons charged with responsibility for implementing vegetation management for this area for approximately the past 11 years will be held responsible in the event of any catastrophic event as a result of their inaction. A number of long time residents have historical knowledge and photo documentation that specifically contradicts the claims in this executive summary and the city of El Cerritos attempts to white wash its failure to maintain the city’s property and endanger the residents of El Cerrito.

3. The city of El Cerrito must take immediate drastic action to greatly improve its efforts surrounding these vegetation management efforts for the reduction of fire hazards in the HNA. Failure to do so will result in extensive public review of these past and current failures.

Noted
22 Kay
Starkweather,
El Cerrito, CA
-Overall the plan hit some of my major concerns re vegetation management, shaded fuel breaks within 100 foot clearance from property lines, and defensible space within 100 feet of structures; removal of all eucalyptus and Monterey pine.

Include a map showing areas for shaded fuel breaks and
annual maintenance areas. Ongoing annual maintenance
Maps are included where possible. All shaded fuel breaks will be located along the perimeter. Areas where shaded fuel breaks cannot be implemented due to existing regulatory constraints (wetlands, riparian habitat) will need to be surveyed and delineated in pre-activity surveys. The current mapping of these areas is not sufficient to create the requested maps. The process for Agenda Packet Page 538 of 740

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before seed drop and cutting grasses and non-natives is mandatory. What is the process for implementation? How
will reporting and feedback be given? Who/what will be the overseer (person or committee). Include reference to El Cerrito vegetation management standard. Increase use of words fire safety, not just fire resilience. Note 2021 City Resolution that wildfire prevention and safety a top priority. implementing the plan is to be determined by the city, depending on funding. Most shaded fuel break creation and maintenance is anticipated to be implemented by outside contractors upon a public bidding process. The Plan includes safety where appropriate, however this plan addresses the HNA's ability to sustain a fire, and not be completely safe from it. Fire safety is more appropriate for homes and infrastructure that should be protected from fire under all circumstances. The HNA cannot be protected from fire, but it can be managed to ensure that it can sustain a fire without complete destruction or excessive risk to nearby structures. 23 Kay
Starkweather,
El Cerrito, CA
Recommend assignment to a person or body and regular
updates on website.

City staff will lead implementation of the Plan as approved by the El Cerrito City Council. To address the comment and effectively monitor and report on progress, Action 8 of the Plan has been amended to include: update the Council and Park & Recreation Commission (or other advisory body designated by City Council) on implementation challenges, successes, and overall progress at least every 2 years and periodically update the HNA Plan website to keep the community informed about the HNA Plan.
24 Anonymous Overall, we agree with the focus of the plan on fire resilience and safety. The top priorities should be:
-Defensible space within 100 feet of dwelling structures adjacent to the HNA
-Shaded fuel break within 100 ft of property boundaries -Removal of all eucalyptus and Monterey pines
-Ongoing annual maintenance including cutting grass and invasive weeds, once before setting seeds, and once after they have dried out.

We ask the City to add these to the HNA plan to improve its implementation:
-An advisory body for the implementation of the plan. This can be an existing Commission.
-A process for the community to submit feedback (via email, website, etc.) to the City during the implementation of the plan. For example, community members may have feedback
about annual maintenance, vegetation management, impact on trails, and protecting native wildlife and habitats. -A process for the City to report implementation progress to City staff will lead implementation of the Plan as approved by the El Cerrito City Council. To address the comment and effectively monitor and report on progress, Action 8 of the Plan has been amended to include: update the Council and Park & Recreation Commission (or other advisory body designated by City Council) on implementation challenges, successes, and overall progress at least every 2 years; periodically update the HNA Plan website to keep the community informed about the HNA Plan; and review the Plan and evaluate the need for an update every 5 years (changed from 10 years in the Plan). The City invites public comment during the City Council and Park and Recreation Commission updates. The City will continue to work with the community volunteer groups to develop communication and coordination methods.

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Comment Response
the community on its website.
-A process for how volunteer groups can or should
communicate and coordinate with the City.
25 Brian
Richmond
Overall, we agree with the focus of the plan on fire resilience and safety. The top priorities should be:
- Defensible space within 100 feet of dwelling structures adjacent to the HNA
- Shaded fuel break within 100 ft of property boundaries - Removal of all eucalyptus and Monterey pines
- Ongoing annual maintenance including cutting grass and invasive weeds, once before setting seeds, and once after they have dried out.

This comment has been addressed above (see comment #24). 26 Anonymous Living next to HNA, I look out and see the overgrowth of the eucalyptus trees and they need to be thinned out. Please move on the recommendation of HNA action plan. Create
defensible space, establish shaded fuel breaks, and thinning of eucalyptus trees. Thank you for your work on this
important city project.

Noted. No changes to the Plan are deemed needed. The City hopes to receive funding to implement the final Plan.
27 Fred Bialy Page iv: Objective 1.4: Kind Court should be King Court.

Where on Motorcycle Hill would service access be added? I see that this would be along the Lower Snowden Trail from Snowden Way to the access stairs at Blake/Navellier (Figure 10). This is a very narrow foot path on the southern end on a The misspelling has been corrected. See Figure 10 for trail and road improvements.

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steep slope. Turning this into a fire road with vehicular access would be a major project.
28 Fred Bialy

Page 3 ends

wildfire planning. Should this be The history of fire wildfire planning?
Corrected
29 Fred Bialy Introduction (comment): what strikes me is that El Cerrito has developed numerous assessments related to reducing fire risk and managing natural areas in the Hillside Natural Area and these plans have identified common issues. The problem is the follow-up and not doing what is identified as priorities.

Will this plan be different? Does it identify why previous plans have not led to these priorities being addressed?
The major difference is that this Plan provides CEQA clearance and a clear connection to future funding and grant opportunities based on updated technical analyses and on current industry practices.

Previous fuel reduction work has been based on past plans and available funding and resources. Many of the actions listed in this Plan will be dependent on outside funding, specifically grants and a major purpose of this Plan is to support the City’s applications for grant funding. The City is already actively applying for grants to implement the goals and prioritized actions.
30 Erin Reiche It seems that some of this plan has not truly considered what will happen to these cleared areas once you remove the flammable trees. All you have to do is look at where these trees were removed in the Berkeley hills to see that non-native invasive plants infill rapidly, e.g. French Broom. Do you plan to cart out the felled flammable trees and/or the chipped remains? Otherwise you are leaving behind super flammable fuel litter, a host for invasive plant species to sprout. You need to make sure you budget for annual
removal of stuff you don’t want there or your efforts will be wasted.

The prescription for fuel reduction after the removal of eucalyptus will be developed as part of each tree removal project. In general, the goal is to prevent a significant invasion of non-native trees, shrubs and herbaceous species post removal.
31 Erin Reiche Also, what are your plans for homeowner properties that do not include a 30 foot distance to the Hillside area? I think you should amend this plan to make the 100 foot perimeter completely *inside* the perimeter of the Hillside area, not trying to share the burden and cost with homeowners living adjacent. This unfairly burden those few homeowners for a project benefitting us all. Last, I hope you have consulted with the various experts available to us from the University of California both at Berkeley and Davis, where studying these issues have been going in for decades.

The individual homeowner is responsible for defensible space on their properties, pursuant to PRC 4192, which states: "A person who owns, leases, controls, operates, or maintains a building or structure in, upon, or adjoining a mountainous area, forest-covered lands, shrub-covered lands, grass-covered lands, or land that is covered with flammable material, shall at all times do all of the following:
(1)(A) Maintain defensible space of 100 feet from each side and from the front and rear of the structure, but not beyond the property line, ...." The Plan recommendations are based on current best management practices, published peer reviewed studies and guidance from academia and forest management professionals.

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Commenter
Name
Comment Response
32 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"I appreciate the efforts to provide an assessment-based framework, strategy, and priorities for creating and
maintaining a more fire-resistant vegetation complex that protects human and property values at risk while also
protecting native vegetation communities, sensitive species, and wildlife habitats."
Noted
33 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Sections on wildfire risks and threats (p41-48) and actions 1-4 to create defensible space & fuel breaks, reduce
eucalyptus, and manage fire roads seem reasonable if
attention is paid to sensitive resources on site."
There are numerous avoidance, minimization and mitigation measures that will ensure that no significant impacts occur to sensitive species.
34 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"This document (in various sections) should also estimate how many acres of broom, etc. have been removed per year by F5C and others and integrate that into projections of fire hazard risk changes with and without that level of volunteer effort, either quantitatively or qualitatively."
The acreage estimates are not part of the Plan scope. The City depends on volunteers to provide this information and may make it available in the future as provided.
35 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"INCREASE PRIORITY FOR REMOVING INVASIVES: Action 6,
Remove Invasives, currently listed as Medium priority, is at least - if not more - critical to fire hazard and ecosystem health than oak management (listed as Medium-High) at this time."
The City agrees that this is a priority but the actions had to be ranked in order. Medium priority is appropriate, given that there is a) no legal mandate for removal of invasives (in contrast to activities prescribed under PRC 4291) and b) the implementation of other activities provides a bigger "lift" in terms of fire resilience. 36 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Maintenance is critical to the success of initial treatments." Agreed, maintenance resources and funding will be evaluated per treatment by the City as implementation of the Plan moves forward. 37 Cathy Bleier,
Urban Forest
Committee
"Broom presents a pretty significant fire hazard if allowed to reoccupy site. RECOMMEND HIGHER PRIORITY, AT LEAST A
MEDIUM-HIGH."
See above response (comment #35).

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Commenter
Name
Comment Response
Chair,
submitting
comments as
individual.
38 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Actions 5, Actively manage threats to native oak species: p 81-2 ESTIMATE OR DESCRIBE RISKS OF MITIGATING SOD VS
SPREADING IT BY REMOVING BAYS OR OAKS."
The SOD actions are accepted standard practices. Estimating the risk of any action is not in the scope of this Plan, as it draws from multiple science-based documents and best practice
recommendations.
39 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"SOD occurrences are on the northern edge along the
stream corridor. Any guidance or comments about that?"
"Recommend a very cautious approach at this stage, coupled with a commitment to continued annual SOD survey. Very
doable with a couple of volunteers."
"Control of invasives is critical right now and into the future, while oak stands are mostly healthy (despite their density) and SOD is still limited."
SOD surveys are on-going. The Plan recommends a tree inventory that will identify the location and spread of SOD within the HNA.

The project team agrees that control of invasives is important. 40 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Measure Progress Goal 3: p 59. 'It is recommended that the City continues to engage in inventory and monitoring
programs within the limits imposed by available funds and resources.' No! MEASURING PROGRESS, WHICH DEPENDS ON
MONITORING, IS A MUST-HAVE, with or without adaptive
management."
The City will seek funding to implement adequate monitoring. 41 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Eucalyptus and invasives' growth and spread should
probably be monitored annually, or RECOMMEND A
FREQUENCY SUPPORTED BY science/research."
Added to Action 8 that the City will annually monitor eucalyptus regrowth as resources permit. (Page 91) 42 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
"Community engagement for monitoring and measurement
could be added to committee charters."
"My comments address biological assessment, management
options, and prioritizations, and strategy for integrating the public into implementation/administration."
Collaboration, citizen scientist involvement, and activities of others are welcome, but not a focus of this Plan, which is limited to City staff and programs. Additions to Committee charters is at the discretion of the City Council and may be considered by request of the Committees
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Commenter
Name
Comment Response
comments as
individual.
"The City should consider including collaboration with
volunteers on HNA activities in Urban Forest, EQC, and Parks and Rec committee/commission charters." Cathy Bleier,
Urban Forest Committee Chair, submitting comments as
individual.
"Volunteers may be willing to help with passive restoration efforts."
43 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"REVIEW PLAN EVERY 5 YEARS. 10 years is too long, given changes in Council and Committee membership, etc."
The City amended the Draft Plan to recommend that the City review the Plan every 5 years and evaluate if an update is necessary. 44 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Part 3: Action Plan p 60: Add 'maintain, maintaining' or 'maintenance' to almost every sentence in this paragraph." The City agrees maintenance is important and added the following sentence: “The success of these actions will be enhanced with ongoing maintenance activities after each project is completed.” 45 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Part 3, Action Plan, Table E, P 61-63 (also in exec summary), and also detailed discussions in the report: INCLUDE ONE TIME AND ONGOING COST COLUMNS - While more
quantitative cost estimates would be nice, this table should at the very least provide both a column each for one-time and ongoing costs, with text indicating the period of recurring costs. THIS IS CRITICAL TO EUCALYPTUS SPROUT

MANAGEMENT AND CONTROLLING INVASIVES FOR BOTH
FIRE HAZARD AND ECOLOGICAL HEALTH."
This Plan is a planning-level document. Cost estimates will be developed as the Plan is implemented on a project basis. We have added a sentence on page 11 to state: ”While the City recognizes the importance of on-going maintenance to the successful Plan implementation, this Plan does not contain descriptions of maintenance activities or intervals. It is anticipated that future maintenance will be subject to funding and resource availabilities”.

In addition, Table E has been updated to show relative one-time and ongoing costs and the following language has been added on Page 61: “The success of these actions will be enhanced with ongoing maintenance activities after each project is completed. In order to adequately plan for maintenance funding, it is recommended that the City develop a maintenance program which includes the relative costs of each action (e.g. per acre cost to maintain a fuel break).” 46 Cathy Bleier,
Urban Forest
Committee
"CLARIFY COST OPTIONS OF RESTORING/ESTABLISHING
NATIVE SPECIES: See also p 87. The document recognizes
that costs depend on what you do. Passive restoration
The Plan has been amended so the Cost category is $ -$$$ to reflect the highly variable costs.

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#
Commenter
Name
Comment Response
Chair,
submitting
comments as
individual.
(though not well-defined in the report) doesn’t have to be $$$, so this cost should reflect a range, since a high acrossthe-board restoration price tag may unnecessarily discourage all efforts by the City."
47 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Forest Conservation, p 6. Add wildlife habitat to this paragraph. Biodiversity is not just about plants."
Biodiversity includes both plants and animals. No change needed. 48 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Please correct mistakes in taxonomic names in Native
Grassland and Coast live oak descriptions (P 24): - Stipa lepida not lipid; Cryptantha not Cryptand sp. p; Platystemon caifornicus NOT Platycnemic californica; Chloragalum NOT Chioragalum; M; Polystichum NOT polvistichum."
Corrected. Cryptantha and Platystemon californicus were deleted from this section as they were not verified during the recent survey but they are listed in Appendix E.
49 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Local groups like Friends of 5 Creeks that have worked on HNA and know where those are should be consulted and
their input should be used to avoid impacts!!!"
The City welcomes input from volunteer groups. To continue engaging the community including volunteer organizations, the City will periodically update the HNA Plan website to share information about the HNA Plan and invite public comment during the City Council and Park and Recreation Commission updates. Action 8 has been amended to clarify these points.
50 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"'What this document doesn’t include': p 9. SINCE THIS

DOCUMENT PROVIDES A 'STRATEGY,' IT ABSOLUTELY SHOULD

INCLUDE IDEAS ABOUT HOW TO INTEGRATE DATA, LOCAL

KNOWLEDGE, AND VOLUNTEER WORK FOR CONTINUING
CITIZEN SCIENCE EFFORTS."
Although this is out of the scope for the Plan, the City agrees that future projects will need to incorporate local knowledge and data. 51 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
"The critical contributions of Friends of Five Creeks, local experts, academics, and others in these areas is well known." The City acknowledges these contributions.

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#
Commenter
Name
Comment Response
comments as
individual.
52 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"The City should dedicate at least a partial staff position to working with interested groups to remove invasives, restore natives, conduct bioblitzes, and contribute to monitoring and assessment."
The City appreciates the on-going efforts of community
organizations that conduct volunteer work in the HNA. The Plan provides a framework for funding and strategic allocation of resources, which includes staff. The City, to the extent possible with existing resources, continues important maintenance activities and coordinates activities of community organizations in the HNA.

However, many of the actions listed in this Plan will be dependent on outside funding, specifically grants and a major purpose of this Plan is to support the City’s applications for grant funding. The City is already actively applying for grants to implement the goals and prioritized actions.
53 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"More aggressive attempts to establish native bunchgrasses all over the annual grass-dominated hillside would be costly and probably unsuccessful, according to most experts."
Agreed
54 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Efforts should be focused on protecting or facilitating regeneration where they are now (often tied to microsite soil conditions such as serpentine) or on select areas where vegetation will be removed (expertise should be sought)." Agreed
55 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"For all Actions related to vegetation management, PLEASE

EMPHASIZE AND REITERATE NEED FOR TRAINING AND

OVERSIGHT OF WORKERS SO THEY DO NOT DISTURB
SENSITIVE RESOURCES."
See General Avoidance and Minimization Measures section on pages A19-20 of the Biological Resources Assessment (Appendix A of the Plan).
56 Cathy Bleier,
Urban Forest
Committee
Chair,
"NESTING BIRD SURVEYS NEED TO BE DONE WHEN BIRDS

NEST, IE FROM EARLY SPRING TO EARLY SUMMER, NOT LATE
SUMMER OR EARLY FALL."
Agreed. Measures to avoid and minimize impacts to nesting birds will be presented as part of the CEQA process. Nesting bird surveys will be performed prior to project implementation.

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#
Commenter
Name
Comment Response
submitting
comments as
individual.
57 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Raptor nesting in eucalyptus, including Great Horned Owl, should be investigated more closely in the eucalyptus and any oaks or other trees targeted for management."
Agreed. See response to comment #56.
58 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Include Bioblitz findings somewhere. LSA study cited for grasslands but no mention of recent bioblitzes in which I participated with experts (PhDs) in various fields."
Up-to-date Bioblitz data needs to be provided to the City to inform pre-construction biological surveys.
59 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Fix citation: (Simler-Williamsson et al. 200). P 61." Addressed 60 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Action 7, Restore and Establish Native Species, p 87 (and other sections) CONSULT WITH LOCAL UC EXTENSION RANGE
SPECIALIST (Sheila Barrie) OR OTHER EXPERT TO DEVELOP
PERENNIAL GRASS RESTORATION PLANS."
This is part of the effort to develop a restoration project for native perennial grasses. The City will consider this recommendation when developing restoration plans.
61 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Opinions about optimal site prep and management differ." Agreed Agenda Packet Page 547 of 740

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#
Commenter
Name
Comment Response
62 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"This document suggests early grazing over several years (p 67, Shaded fuel breaks) to reduce annual seed production; however, according to Dr. Lynn Huntsinger (UCB Range and Ecology Mgmt professor), annual seed production is so
abundant that reduction benefits would likely be
insignificant."
Early, heavy grazing is only recommended where appropriate, to reduce the overall seed drop by annuals and control competition with native perennials. This type of targeted herbivory requires careful planning and acute observation of the plants’ developmental stage.
63 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Reducing thatch/biomass (i.e. heavy mowing of annual
grass), however, may be helpful, and it should be done AFTER perennial grasses produce seed (e.g. after later spring) to benefit following season’s growth, maybe in May or June." This Plan does not advocate for heavy mowing due to the risk of scalping. See also response to comment #16.
64 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Biomass growth and seed production calendar dates will vary annually with rain and weather, SO EXPERTISE IS REALLY

NEEDED TO ASSESS OPPORTUNITIES, CONDITIONS, AND
MGMT FOR PERENNIAL GRASS RESTORATION."
Agreed. Restoration project will include consultants who specialize in this type of work.
65 Cathy Bleier,
Urban Forest
Committee
Chair,
submitting
comments as
individual.
"Perennial bunchgrasses seem to succeed better against
annuals on poorer soils, so DON’T FERTILIZE new plantings." The Plan does not advocate for fertilization.
66 Nick
Zamorano
100 ft fire break from existing property markers; ongoing maintenance; removal of all invasive plants; removal of all eucalyptus and Monterey pines
Noted
67 Anonymous Overall, I agree with the focus of the plan on fire resilience and safety. The top priorities should be:
-Defensible space within 100 feet of dwelling structures adjacent to the HNA
-Shaded fuel break within 100 ft of property boundaries -Removal of all eucalyptus and Monterey pines
-Ongoing annual maintenance including cutting grass and See response to comment #24.

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Commenter
Name
Comment Response
invasive weeds, once before setting seeds, and once after they have dried out.

I also ask the City to add these to the HNA plan to improve its implementation:
-An advisory body for the implementation of the plan. This can be an existing Commission.
-A process for the community to submit feedback (via email, website, etc.) to the City during the implementation of the plan. For example, community members may have feedback
about annual maintenance, vegetation management, and
native wildlife and habitats.
-A process for the City to report implementation progress to the community on its website.
-A process for how volunteer groups can or should
communicate and coordinate with the City.
68 Jan and Bob
Fabini
As residents whose property is adjacent to Motorcycle Hill, we would value some (a few?) water sources integrated into the trails crossing the hillside above us, like there are along the fire road crossing from above the quarry and recycling center over toward the Madera open space. They could be installed as the improved access is provided for firefighting on Motorcycle Hill. If this has to be coordinated with EBMUD (it would seem so?) then EBMUD should also explore the
adequacy of water supply in this area for actual fire-fighting.

There has been a lot of work reconfiguring (eliminating some sites and increasing capacities of others) water storage.

Making sure water storage is able to handle emergencies should be a very high priority in an area such as this. We certainly experienced severe (complete?) loss of water
pressure during and after the fire adjacent to Potrero Avenue in October of 2023, and we are at the lower part of the hill.

ECFD supports the addition of fire hydrants within the HNA if and where feasible. Coordination with EBMUD, and other governmental agencies would be required. ECFD supports and performs hydrant testing to ensure adequate pressure is available for emergency response. ECFD encourages residents to contact local EBMUD authorities to raise concerns regarding the availability and effectiveness of our firefighting water supply.
69 Marlene Keller This is a sound plan for preventing a fire catastrophe that will destroy El Cerrito. There is great urgency in making this plan happen asap. Because of the urgency, I urge the city to focus on a specific timeline for removal of the dangerous eucalyptus that will create embers destroying homes,
schools, businesses and likely loss of life.

Agreed. This Plan will help to qualify the City for grants to implement eucalyptus removal projects.

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#
Commenter
Name
Comment Response
70 Anonymous Overall, we agree with the focus of the plan on fire resilience and safety. The top priorities should be:
- Defensible space within 100 feet of dwelling structures adjacent to the HNA
- Shaded fuel break within 100 ft of property boundaries - Removal of all eucalyptus and Monterey pines
- Ongoing annual maintenance including cutting grass and invasive weeds, once before setting seeds, and once after they have dried out. Overall, the plan has many strengths.

For example, community members may have feedback about
annual maintenance, vegetation management, impact on
trails, and protecting native wildlife and habitats.
- A process for the City to report implementation progress to the community on its website.
- A process for how volunteer groups can or should
communicate and coordinate with the City.

See response to comment #24.
71 Mark Mespelt Looking forward to reduce the risks of severe fire here in El Cerrito. The recommendation to remove the eucalyptus
trees on Motorcycle Hill, and other non-native is welcome. As with the creation of a defensible space 100ft within dwelling adjacent to HNA. Let's move forward to implementation of the plan!
Agreed
72 Gary Prost This plan is comprehensive and a good thing. The top priorities should be 1) a fire break all the way around the HNA extending 100 ft from the property lines; 2) removing the fireprone eucalyptus and Monterey Pines; 3) ongoing annual maintenance including cutting grass and invasive weeds, once before setting seeds, and once after they have dried out.

Noted
73 Susan
Schwartz
"Action is urgently needed to reduce the danger of
catastrophic wildfire in the Hillside Natural Area."
Noted
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Commenter
Name
Comment Response
Nevertheless, the city, consultants, and Coastal Conservancy should not ground plans or permits, or spend taxpayers
money, on work that is claims to be based on science, but lacks foundation or evidence, and is inconsistent, incorrect, or misleading.
74 Susan
Schwartz

1. The current forest and non-forested habitats at the HNA are heavily dominated by invasive species (especially
Eucalyptus, covering over 38% of the site).(emphasis mine; p. 6 and repeated or rephrased elsewhere). This is untrue. The details in the plan make clear that grassland covers about 33 acres, oak forest about 29 acres, eucalyptus around 18 acres, and willows something over 6 acres (p. 27). That would leave pines about the same area as eucalyptus (36.2/18). Counting another way, p. 27 says, "Approximately 25% of all trees at the HNA belong to highly flammable species (e.g., pines, eucalyptus)."
Addressed. The total area of eucalyptus and pine cover is 36.2 acres.
75 Susan
Schwartz
Eucalyptus is a real danger, but this does not justify
exaggerating its prevalence. P. 24 says Eucalyptus and Pine Groves are the most prevalent vegetation community at the project site, totaling over 36.2 acres. This would be about 35% of the site for eucalyptus and pines combined (36.2/102) . (Actual acreage is 107 acres, according to staff, but the draft uses 102 acres consistently.)
This comment is based on a previous version of the Draft Plan and the current version has the 107.18 acres listed on Page 18. 76 Susan
Schwartz
Calling eucalyptus and pines a "community” is misleading.

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Commenter
Name
Comment Response
77 Susan
Schwartz
"Approximately 29 acres of remnant stands of oak woodlands remain (p. 6)." The oak forest is not "remnant" As the plan makes clear (pp. 31-2), oaks have been expanding for at least close to 100 years, since fires were suppressed, and grazing ended. Consultants should be aware of this; their 1987 plan, used as a source in other parts of the plan, called for maintaining a grassy fire break on a ridge that is now
overgrown with oak forest.

The Plan has been revised to remove "remnant".
78 Susan
Schwartz
See also P. 27 on the overall expansion of tree cover since the 1930s. Going back farther in time, the plans material on history and culture makes clear that oak forest today almost certainly covers far more area than it did in the 19th and 20th Centuries, the period of Spanish-Mexican grazing, or the many centuries that Susan Schwartz comments on draft El Cerrito Hillside Natural Area plan, Aug. 5, 2024 2 Native Americans burned regularly. More generally, current
ecological understanding of local foothill areas is that they can switch fairly rapidly between forest, scrub, and grassland, with no natural, dominant, or climax. I know of no evidence of oak forest being a long-term dominant since the end of the last Ice Age. If this evidence exists, it should be cited. If the desire is to favor oak forest, the plan should say that. A science-based plan should say why, with evidence.

Based on community input, the City has a desire to maintain and conserve the oak woodlands where feasible for multiple
environmental benefits, including Carbon sequestration. 79 Susan
Schwartz

3. "North Franciscan Coastal Scrub has been encroaching into adjacent grassland, changing the species composition and fuel distribution of those areas. This encroachment is due mainly to fire suppression and the termination of
historic livestock grazing" (p. 25) By the same logic as in (2), scrub isn't "encroaching" due to lack of grazing and fire, unless the same is true of oak forest. Scrub's 2.6 acres today is less than 3% of the site.

On p. 27, all shrubs are estimated at about 6%, vs. about 30% for herbaceous vegetation, mostly grass). Using other figures, scrub's acreage is less than 10% of either the 33 acres of grassland or 29 acres of oak forest (pp. 23-4). The
consultants' 1987 plan called for maintaining about 25% of Noted. The Plan was revised to delete: "This community has been encroaching into adjacent grassland, changing the species composition and fuel distribution of those areas. This
encroachment is due mainly to fire suppression and the termination of historic livestock grazing." This statement came from the 1987 LSA report but was not re-stated in recent biological reports.

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#
Commenter
Name
Comment Response
the area as grassland and scrub; it seems safe to say that more was scrub at that time. No evidence for the spread of scrub is offered. By personal observation, shrubland has been shrinking due to fire-control mowing and removal of
eucalyptus understory vibrant communities of monkeyflower and sage. The only conspicuous expansion of shrubs of any kind is where city has allowed invasive cotoneaster to take over large areas north of Schmidt. Where oak-forest canopy is closing in, one finds understory coastal-scrub plants such as bracken, California sage, monkeyflower, honeysuckle, and ceanothus, often scattered. LSAs1987 plan (p.27) pointed out that a number of units have isolated patches of oak trees scattered though brushy areas. These are not described in the current document, presumably because they no longer exist.

Thus, available evidence indicates that over the past 50 years or so, coastal scrub has lost significant ground to oak-forest expansion. The remaining pockets also are among the
relatively few places where one tends to see pollinators such as bees and butterflies. If the object is to eliminate the tiny remainder of this major component of foothill ecosystem and biodiversity, the plan should say that. A science-based plan should provide evidence and reasons.
80 Susan
Schwartz
P. 25 also says, "French broom and localized Crofton Weed (Ageratina adenophora) is also a major constituent
throughout the HNA. This is incorrect. Crofton weed is a major constituent of scrub on (foggier) Mt. Tamalpais, but in the Hillside Natural Area it appears to have spread down from gardens into an area of native shrubs with scattered large buckeyes, below Regency Court. From there, it appears to have spread south into oaks and north and west down the shady riparian drainages, which are not coastal scrub. French broom similarly is not a major constituent of the few
remaining pockets of Northern coastal scrub. Broom is more common in oak groves and grasslands. Brooms true
prevalence is difficult to assess, because after volunteers removed most of the stands of large plants, they have
continued to pull out seedlings year-round. A significant longlasting seed bank remains, however, so that without these Some of this comment including reference to Page 25, appears to be based on a previous version of the Draft Plan. In reference to word choices, the Plan is updated to replace the word "encroaching" with "frequent". In reference to the volunteer work, on Page 84 of the Plan it states: "The local stakeholder group “Friends of Five Creeks” has used volunteer efforts incorporating hand labor treatment with considerable effectiveness, especially for French broom." Agenda Packet Page 553 of 740

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#
Commenter
Name
Comment Response
frequent sweeps by volunteer labor, broom sprouts would again rapidly take over large areas. For this reason, the following statement on p. 25 is misleading: "French broom is Susan Schwartz comments on draft El Cerrito Hillside Natural Area plan, Aug. 5, 2024, 3 encroaching into the grassland on the east-west ridges above Navellier Street, along the west border above Navellier Street, and in the grassland around the Madera connector (emphasis mine)." This gives a false picture of dynamics. Broom in the main, 75-acre portion of the Hillside Natural Area is visible mainly on areas volunteers don’t reach often enough, or at all: steep slopes, dense poison oak, areas at the far ends of volunteers customary forays, and areas that seem unlikely to get sparks from vehicles or cigarette ash. Brooms occurrence in the northern areas similarly reflects volunteer efforts, but the histories are different. Describing this as "encroachment" conceals the true challenge of containment and maintenance. Authors of this plan have declined to acknowledge this reality.
81 Susan
Schwartz

5. The summary table of objectives, p. v and 63, under
Objective 8, Monitor Key Performance Objectives, says:
"Biodiversity: Regularly monitor the HNA for the abundance and presence of key special status species, including
Monarch butterfly, San Francisco Dusky Woodrat, and other species. “This is misleading and should be removed.

Monitoring of special-status species is not an indicator of biodiversity. The lead consultant clearly stated this in the August 3 public meeting on this draft, pointing out that this monitoring is a CEQA requirement unrelated to any measure of biodiversity. The text nowhere acknowledges this. The goals or objectives in regarding biodiversity found in the text are as follows: "P. 6: This Plan aims to avoid or reduce longterm, large-magnitude, or broad-scale biodiversity losses through management actions intended to decrease HNAwide natural disturbance frequency, extent, intensity, or severity. "That is, avoiding wildfires will boost biodiversity. P. 57, Goal 2, increasing forest health will enhance biodiversity, and P. 58, Objective 2, Removing invasive species will aid biodiversity. "P. 90, Action 8, Monitor Key Performance This comment suggests that the recommended surveys for special status species cannot be used as indicators of biodiversity. The Planning team concludes that while these species are of special interest from a conservation perspective, their unique habitat requirements also comprise a variety of biodiversity elements, such as pollinator habitat, etc. The Plan acknowledges the value of general biodiversity surveys, such as Christmas bird counts, plant lists, and bio-blitzes. This Plan aims at a low-cost monitoring to ensure that special status species are considered and that vegetation mapping is conducted in 10 year intervals to keep track of changes as management and succession takes place.

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#
Commenter
Name
Comment Response
Indicators: "Biodiversity conservation, one of the "pillars of landscape resilience,“ is to be monitored as follows:
"Monitoring: It is recommended that the City contracts with a qualified biologist to periodically monitor the abundance and presence of key special status species, including Monarch butterfly, and San Francisco Dusky Woodrat. Every ten years, the vegetation communities of the HNA should be mapped
according to the CalVeg standards (1/4 acre minimum
mapping unit). In addition, general biodiversity surveys, such as Christmas bird counts, plant lists, and bio-blitzes are encouraged to monitor the biological diversity of the HNA.

The plan contemplates no baseline against which to map the vegetation communities 10 years from now. It explicitly does not provide a means for considering general biodiversity surveys (such as those citizens or volunteers might conduct).

Thus, besides removing false claims that special-status species are indicators of biodiversity, this plan's statements regarding monitoring regarding biodiversity should be reexamined and justified, or eliminated. 82 Susan
Schwartz

6. Conclusion: The end does not justify the means. Plans need not meet standards of refereed scientific papers, but they should be objective and accurate, with appropriate evidence. Misleading phrasing and sub-standard work
cloaked in a cloud of verbiage and outdated assumptions can harm, from wasting citizens' hard-earned money to harming our earth. Local governments, consultants, and the Coastal Conservancy face perverse incentives:. Cities want broad latitude in a costly permit system. Overstating their case may help them compete. Consultants want to do the work
cheaply; non-standard ideas may also lead to doubts or even harm reputations. The Conservancy wants to get money out the door and projects done. These comments are a reminder that we also need to seek truth.

Noted
83 Mary D.

Ghidella
Need to address the engagement of citizens to include
communication between the city and private property
owners through neighborhood groups.

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Comment
#
Commenter
Name
Comment Response
community engagement and is willing to increase our visibility during city wide events.
84 Liz Bittner,
lizbittner@gm
ail.com
Hello! I am providing comment on Section 7. When/if planting out nursery grown plant stock, I highly recommend working with a nursery that has adopted BMPs for the prevention of introducing Phytophthora species, nurseries that participate in the AIR program, such as the Watershed Nursery in
Richmond. Here is more info about the AIR
program:https://www.suddenoakdeath.org/welcome-tocalphytos-org-phytophthoras-in-nativehabitats/accreditation/ Also in regards to the plant list of pioneer species, Lupinus albifrons is more appropriate that Lupinus arboreus. L. arboreus is native to coastal habitats, dunes, etc. while L. albifrons is native to our East Bay Hills, oak woodlands, chaparral, etc.

There are no plans for planting nursery stock oak seedlings. The commentor's recommendations have been added as a footnote and included suggestions for silver lupine as a more site-adapted pioneer species.
85 Friends of Five
Creeks
"Action is urgently needed to reduce the danger of
catastrophic wildfire in the Hillside Natural Area.

Nevertheless, the city, consultants, and Coastal Conservancy should not ground plans or permits, or spend taxpayers' money, on work that claims to be based on science, but lacks foundation or evidence, and is inconsistent, incorrect, or misleading." (Page 14)
Noted
86 Friends of Five
Creeks
"The current forest and non-forested habitats at the HNA are heavily dominated by invasive species (especially Eucalyptus, covering over 38% of the site)... This is untrue. The details in the plan make clear that grassland covers about 33 acres, oak forest about 29 acres, eucalyptus around 18 acres, and
willows something over 6 acres." (Page 2)
All acreages and percentages have been checked and where necessary have been corrected. Acreages are only estimates for Eucalyptus and Pine Groves, Ruderal/Non-Native Grassland, Coast Live Oak Woodland and North Franciscan Coastal Scrub, as these communities are large enough to be determined on aerial imagery. 87 Friends of Five
Creeks
"Calling eucalyptus and pines a 'community' is misleading.

Eucalyptus is mainly in the Oak Forest vegetation type and Monterey pines are generally scattered to isolated, often in oak forest." (Page 2)
The Plan has been revised to replace "community" with "type" for eucalyptus and non-native pine to address the commenter's concerns.
88 Friends of Five
Creeks
"French broom and localized Crofton Weed (Ageratina
adenophora) is also a major constituent throughout the HNA, with heaviest infestations along the fringes of forested areas.

This is incorrect. Ageratina, restricted to California, is entirely absent. Describing this as 'encroachment' conceals the true challenge of containment and maintenance." (Page 3)
Crofton weed (Ageratina adenophora) is present and spreading in several, scattered HNA locations.

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#
Commenter
Name
Comment Response
89 Friends of Five
Creeks
"The oak forest is not 'remnant.' In most areas, oaks have been expanding for at least close to 100 years, since fires were suppressed, and grazing ended. Going back farther in time, the plan's material on history and culture makes clear that oak forest today almost certainly covers far more area than it did in the 19th and 20th Centuries." (Page 6)
The Plan has been revised to remove "remnant".
90 Friends of Five
Creeks
"North Franciscan Coastal Scrub, the dominant native
vegetation community within the HNA, has been encroaching into adjacent grassland, changing the species composition and fuel distribution of those areas. This encroachment is due mainly to fire suppression and the termination of historic livestock grazing. Grassland is a consequence of historic burning and grazing, not a natural vegetation type.

Vegetation classification in the draft plan should distinguish Coastal Scrub from Oak Forest with scattered Monterey Pine and small patches of Maritime Chaparral." (Page 3)
Noted. The Plan was revised to delete: "This community has been encroaching into adjacent grassland, changing the species composition and fuel distribution of those areas. This
encroachment is due mainly to fire suppression and the termination of historic livestock grazing." This statement came from the 1987 LSA report but was not re-stated in recent biological reports. 91 Friends of Five
Creeks
"The text repeatedly inaccurately describes what really grows in the Hillside Natural Area. The description of native grasslands, in particular, contains this sentence: 'Needlegrass grassland within the HNA is dominated by native perennial bunchgrasses such as purple needlegrass (Stipa pulchra), nodding needlegrass (Stipa cernua), and California oatgrass (Danthonia californica), intermixed with forbs including white forget-me-not (Cryptand sp.), tidy tips (Layia platyglossa)...' No doubt there are other grassland areas but these examples are rare." (Page 6) "The authors of the draft have refused requests to acknowledge native Melica species, common
along trails and likely to be harmed by mowing along trails.

Sword fern, if it really exists, should be acknowledged as rare.

Wood fern is very common but sword fern is exceedingly rare in the Hillside Natural Area." (Page 6)
The planning team edited this section to reflect that native grasslands are rare, that sword fern is rare and that Melica species are common along trails.
92 Friends of Five
Creeks
"The city, consultants, and Coastal Conservancy should not ground plans or permits, or spend taxpayers' money, on work that claims to be based on science, but lacks foundation or evidence, and is inconsistent, incorrect, or misleading." (Page 14)
Noted
93 Friends of Five
Creeks
Going back farther in time, the plan's material on history and culture makes clear that oak forest today almost certainly See response to comment #77.

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Comment
#
Commenter
Name
Comment Response
covers far more area than it did in the 19th and 20th
Centuries, hence, the text's statement that the oak forest is 'remnant' is inaccurate." (Page 6) "If the desire is to favor oak forest, the plan should say that. A science-based plan should say why, with evidence." (Page 6) "Thus, present phrasing misleads readers regarding the true challenge. A plan based on science also should get its numbers straight and use accurate categories." (Page 6)
94 Friends of Five
Creeks
"The summary table of objectives (page 9) under Objective 8, Monitor Key Performance Objectives, says: 'Biodiversity:

Regularly monitor the HNA for the abundance and presence of key special status species, including Monarch butterfly, San Francisco Dusky Woodrat, and other species of concern such as the Alameda Whipsnake, as funding and time allows.'" (Page 9)
This Plan does not recommend monitoring of Alameda whipsnake.

The likelihood that Alameda whipsnake occurs at the project site is low. Measures to avoid and minimize impacts to Alameda
whipsnake and its foraging habitat will be presented as part of the CEQA process.
95 Friends of Five
Creeks
Counting another way, p. 27 says, “Approximately 25% of all trees at the HNA belong to highly flammable species (e.g., pines, eucalyptus)." Eucalyptus is a real danger, but this does not justify exaggerating its prevalence. P. 24 says “Eucalyptus and Pine Groves are the most prevalent vegetation
community at the project site, totaling over 36.2 acres.” This would be about 35% of the site for eucalyptus and pines combined (36.2/102) .

Correct, they are the most prevalent vegetation community at the project site, totaling over 36.2 acres.
96 Friends of Five
Creeks
Broom’s occurrence in the northern areas similarly reflects volunteer efforts, but the histories are different. Describing this as “encroachment” conceals the true challenge of
containment and maintenance. Authors of this plan have
declined to acknowledge this reality. If the desire is to favor oak forest, the plan should say that. A science-based plan should say why, with evidence.

Broom is one of the highest priorities for containment and control (listed in the Cal-IPC invasive plant priority database). Please see

Page 84 ends

97 Friends of Five
Creeks
The summary table of objectives, p. v and 63, under Objective 8, Monitor Key Performance Objectives, says: “Biodiversity:

Regularly monitor the HNA for the abundance and presence of key special status species, including Monarch butterfly, San Francisco Dusky Woodrat, and other species...

Removed "and other species", as this is implied by the sentence " Regularly monitor the HNA for the abundance and presence of key special status species, including…."
98 Friends of Five
Creeks
“The current forest and non-forested habitats at the HNA are heavily dominated by invasive species (especially Eucalyptus, This citation is based on a previous version of the Draft Plan. The correct percentage for Eucalyptus is 33.8 percent.

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Comment
#
Commenter
Name
Comment Response
covering over 38% of the site).” (emphasis mine; p. 6 and repeated or rephrased elsewhere). This is untrue.
99 Friends of Five
Creeks
The details in the plan make clear that grassland covers about 33 acres, oak forest about 29 acres, eucalyptus around 18 acres, and willows something over 6 acres (p. 27). That would leave pines about the same area as eucalyptus (36.2 – 18).

Actual acreage is 107 acres, according to staff, but the draft uses 102 acres consistently.

The Plan uses 107 acres. The percentage of eucalyptus and pine cover is 33.8 percent.
100 Friends of Five
Creeks
Calling eucalyptus and pines a “community” is misleading.

Aside from being highly flammable non-native trees, they have almost nothing in common. Most eucalyptus are in
groves, as the plan points out. Monterey pines are generally scattered to isolated, often in oak forest. The largest area of pines probably is the swath of widely spaced, varied nonnatives planted north of Schmidt; this is never described. If eucalyptus and pines are a “community” so are oaks and
willows – both native and not highly flammable (and together occupying about the same area). Thus, present phrasing
misleads readers regarding the true challenge. A plan based on science also should get its numbers straight and use accurate categories – as is done on p. 46, which distinguishes “coniferous, eucalyptus stands, and oak forest.”
See response to comments #76 and 87.
101 Friends of Five
Creeks
“Approximately 29 acres of remnant stands of oak woodlands remain (p. 6).” The oak forest is not “remnant.” As the plan makes clear (pp. 31-2), oaks have been expanding for at least close to 100 years, since fires were suppressed, and grazing ended. Consultants should be aware of this; their 1987 plan, used as a source in other parts of the plan, called for maintaining a grassy fire break on a ridge that is now
overgrown with oak forest. See also P. 27 on the overall expansion of tree cover since the 1930s. Going back farther in time, the plan’s material on history and culture makes clear that oak forest today almost certainly covers far more area than it did in the 19th and 20th Centuries, the period of Spanish-Mexican grazing, or the many centuries that Native Americans burned regularly.

More generally, current ecological understanding of local See response to comment #77.

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Comment
#
Commenter
Name
Comment Response
foothill areas is that they can switch fairly rapidly between forest, scrub, and grassland, with no “natural” dominant” or “climax.” I know of no evidence of oak forest being a longterm dominant since the end of the last Ice Age. If this evidence exists, it should be cited. If the object is to eliminate the tiny remainder of this major component of foothill
ecosystem and biodiversity, the plan should say that. A science-based plan should provide evidence and reasons. 102 Friends of Five
Creeks
P. 25 also says, “French broom and localized Crofton Weed (Ageratina adenophora) is also a major constituent
throughout the HNA.” This is incorrect. Crofton weed is a major constituent of scrub on (foggier) Mt. Tamalpais, but in the Hillside Natural Area it appears to have spread down from gardens into an area of native shrubs with scattered large buckeyes, below Regency Court. From there, it appears to have spread south into oaks and north and west down the shady riparian drainages, which are not coastal scrub. French broom similarly is not a major constituent of the few
remaining pockets of Northern coastal scrub. Broom is more common in oak groves and grasslands. Broom’s true
prevalence is difficult to assess, because after volunteers removed most of the stands of large plants, they have
continued to pull out seedlings year-round. A significant longlasting seed bank remains, however, so that without these frequent sweeps by volunteer labor, broom sprouts would again rapidly take over large areas.

See response to comment #80.
103 Friends of Five
Creeks
By personal observation, shrubland has been shrinking due to fire-control mowing and removal of eucalyptus understory’s vibrant communities of monkeyflower and sage. The only
conspicuous expansion of shrubs of any kind is where city has allowed invasive cotoneaster to take over large areas north of Schmidt. Where oak-forest canopy is closing in, one finds understory coastal-scrub plants such as bracken, California sage, monkeyflower, honeysuckle, and ceanothus, often
scattered. LSA’s 1987 plan (p.27) pointed out that “a number of units have isolated patches of oak trees scattered though brushy areas.” These are not described in the current
document, presumably because they no longer exist. Thus, Noted. This Plan is concerned with managing fire behavior in the HNA, and does not intend to provide a thorough analysis on shrub community dynamics in response to landscape change. Please see responses to similar comments above.

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Comment
#
Commenter
Name
Comment Response
available evidence indicates that over the past 50 years or so, coastal scrub has lost significant ground to oak-forest expansion. The remaining pockets also are among the
relatively few places where one tends to see pollinators such as bees and butterflies.
104 Friends of Five
Creeks
The text repeatedly inaccurately describes what really grows in the Hillside Natural Area. The description of native grasslands (p. 24) contains this sentence: “Needlegrass grassland within the HNA is dominated by native perennial bunchgrasses such as purple needle grass, foothill
needlegrass (Stipa lipid), oatgrass (Danthonia californica), June grass (Koeleria cristata), red fescue (Festuca rubra), and bent grass (Agrostis diegoensis), intermixed with forbs including white forget-me-not (Cryptand sp.), tidy tips (Layia platy glossa), popcorn flower (Plagiobothrys spp.), California cream cups (Platycnemic californica), wild onion (Allium spp.), gilia (Gilia sp.), and common jewel flower (Streptanthus glandulosus) (LSA 1987).” Danthonia and June grass are rare in the Hillside Natural Area today, and in my observation not strongly correlated with needlegrass.

In 2012, LSA shared with me what I understood to be its plant list from its 1987 vegetation management plan. This did not list any of the wildflowers above. They were not listed in earlier herbarium or Calflora observations, or the
observations compiled by UC Berkeley professor Rudi Schmid, who in the 1990s and early 2000s yearly had students in his class in native vegetation survey the area. A few of these wildflowers, including tidy tips, have been planted from commercial wildflower-seed mixes by groups including
children in the last year or so. The sentence quoted above, listing wildflowers, is immediately followed by another sentence accurately listing common wildflowers of Hillside Natural Area grasslands. Perhaps material was cut and
pasted. The authors of the draft have refused requests to acknowledge native Melica species, common along trails and likely to be harmed by mowing along trails. The same pattern is true for ferns.

Please see response to a similar comment (comment #91). This section has been updated based on the provided information.

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Comment
#
Commenter
Name
Comment Response
105 Friends of Five
Creeks
The section on Coast Live Oak Woodland (p. 24) says:
“Common herbaceous species include wood fern (Dryopteris arguta), sword fern (Polystichum munitum)… (and other nonferns). As has been pointed out repeatedly, and is evident with any degree of observation, wood fern is very common but sword fern is exceedingly rare in the Hillside Natural Area.

The plan’s authors have ignored requests to include two ferns that are common in the oak woodlands: California polypody (Polypodium californicum) and goldback fern (Pentagramma triangularis). These are impossible to miss on walks, and likely to be harmed by mowing along trails.

The Plan has been revised to include California polypody (Polypodium californicum) and goldback fern (Pentagramma triangularis) in the text.
106 Concerned El
Cerrito
resident
Can you hire goats to eat the hillside grass? Seriously even the city of El Sobrante does it.

Prescribed herbivory is one of the potential management actions that could be implemented under this Plan (see Pages 72-73). 107 Anonymous Overall, looks good. I'm especially hopeful about the removal of eucalyptus trees, but concerned that oaks may be
collateral damage. I didn't see how the potential loss of oaks is being mitigated. Also there will be many tall trees removed.

It seems there needs to be a plan to get larger oaks into the mix. They take a long time to grow. During pandemic the hillside area was covered with California poppies and lupine for a couple of spring/early summers. As pandemic eased, the city started mowing, but too early. As a result, the poppies and lupines hadn't gone to seed and didn't come back. Now there are catspaw all over and lots of grass and foxtails.

Please look to restore the poppies and lupines and other natives in the open hillside areas.

The Plan states that "No removal of oaks or other native trees is anticipated unless they pose a hazard to logging crews or recreationists" on Page 75. When feasible, the City will work to time vegetation management activities to be beneficial to the life cycle of native species.
108 Anonymous I applaud the efforts the City will be making to remove eucalyptus and other invasive species, and to restore these areas with native plants. I hope the fuel breaks will be cleared of flammable invasives, but that a healthy understory of native plants will be encouraged. Something will grow in the fuel breaks - it would be better to have a healthy
understory of low-growing, fire-resistant native plants than a constantly resprouting field of weeds. Here is a list of Fire Resistant Plants for Bayside Areas in Alameda and Contra Costa Counties, California
https://www.bringingbackthenatives.net/wpPlease refer to the prescription of Shaded Fuel Breaks which states (Page 70): "A shaded fuel break does not remove all vegetation in the treatment area. Instead, it retains a portion of the canopy of native tree species.” The Plan was revised to add the following: “To reduce ladder fuels, low growing native vegetation will be retained and kept to a height of 5 feet or less, provided that there is horizontal separation between plants of tree to five times the height of the residual plants and the residual plants are not within the drip lines of an overstory tree.” On Page 71, was further revised to add the following: “Site specific prescriptions may be developed for individual sections of the HNA. In non-forested areas (i.e., Coastal Agenda Packet Page 562 of 740

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Comment
#
Commenter
Name
Comment Response
content/uploads/2024/07/Fire-Resistant-Plants-for-BaysideAreas-in-Alameda-and-Contra-Costa-Counties-CaliforniaSheet1.pdf I hope the City continues to remove invasives such as
eucalyptus and pampas grass until the Hillside Natural Area really is a natural area, and not a place covered with weeds, as it is now.

Scrub), it is desirable to remove as much brush as possible within the fuel break area (see standards for expanded Defensible Space, Appendix G). However, if individual plants are desired to be left, leave plants with the following characteristics: young Plants less than 5 feet tall and individual or pairs of plants that are no more than 5 feet wide. The distance between residual plants shall be 3 to 5 times the height of the residual plants; three (3) times the height distance for slopes less than 30%, five (5) times for slopes equal to or greater than 30%. The width of the fuel break shall be 100-300 feet, where feasible.” The commenter’s suggested reference was added in a footnote, referring to restoration of native plant communities (Page 88). The City is committed to maintaining native species of the HNA and is currently not considering fire-resistant species from outside this area to be planted.

Agenda Packet Page 563 of 740
HNA Fire Resilience and
Forest Conservation
Management Plan
Karineh Samkian, Stephen Prée, & Battalion Chief Beckman June 3, 2025 - City Council Meeting
1 Agenda Item No. 8.A.

Attachment 7
Agenda Packet Page 564 of 740
Overview
2 Prioritized Actions
CEQA Review
Plan Development
Agenda Packet Page 565 of 740
Background
3 • Hillside Natural Area (HNA) is
~107 acres
• City has implemented fire fuel
reduction activities
• Volunteers have identified native
plants and removed invasive plants
Agenda Packet Page 566 of 740
Funding
4 • The State Coastal Conservancy awarded the
City a grant to:

1. Develop HNA Plan for fire fuel reduction
and forest conservation

2. Conduct a CEQA review
Agenda Packet Page 567 of 740
Plan Development Process
• City Council authorized contract with LSA Associates, Inc. • Reviewed City plans and policies
• Coordinated with other City departments
• Conducted Assessments:

1. Biological

2. Cultural

3. Fuel and fire hazard

4. Trails
5 Agenda Packet Page 568 of 740
Plan Phases
6 Throughout the process:
 City webpage
 City newsletters
Phase 1: Studies
and Input
Oct 2023-Jan 2024
Phase 2: Draft
Development &
Review
Jan-Sep 2024
Phase 3: CEQA
Review and Final
Plan
Sep 2024-June 2025
• SAG meeting #1
• Public workshop #1
• Community survey
• Committees &
commission update
• SAG meeting #2
• 45-day comment period
• Public workshop #2
• Committees &
commission update
• 30-day CEQA
comment period
• City Council
Engagement
touchpoints
Agenda Packet Page 569 of 740
Public Process
• Established Stakeholder Advisory
Group (SAG) and had 2 meetings
• Met with Confederated Villages of
Lisjan Nation
• Hosted 2 public workshops
• Released a Community Survey
• Presented recommended actions to
City Council
7 Agenda Packet Page 570 of 740
Public Process (continued)
• 45-day public comment period
oReceived 108 comments
oReviewed all comments
oUpdated the Plan as applicable
• Consulted with Park & Recreation
Commission, Urban Forest Committee, &
Environmental Quality Committee
oRecommend Plan with minor additions
8 Agenda Packet Page 571 of 740
Prioritized Recommendations
9 1. HIGHEST Create Defensible Space

2. HIGH Establish Shaded Fuel Break

3. HIGH/MEDIUM Remove Eucalyptus & Non-Native Conifers

4. HIGH/MEDIUM Create System of Fire Roads & Trails

5. HIGH/MEDIUM Manage Threats to Oak

6. MEDIUM Remove Invasive Plants

7. MEDIUM Restore and Re-establish Native Plants

8. MEDIUM Monitor Key Performance Indicators
Agenda Packet Page 572 of 740
Highest Priority
10 1. Create Defensible Space
• Within 100-ft of structures
adjacent to HNA
Agenda Packet Page 573 of 740
High Priority
11 2. Establish Shaded Fuel Break
• 100 feet along HNA perimeter from
property line
Agenda Packet Page 574 of 740
High/Medium Priority
12 3. Remove Eucalyptus & Non-Native
Conifers
a. Motorcycle Hill b. Quarry Hill c. Kent Drive &
Buckingham d. Madera property e. Ken Smith grove

4. Create System of Fire Roads & Trails
a. Improvements at Potrero Ave & King Ct. b. add
access to Motorcycle Hill c. improve other roads

5. Manage Threats to Oak
Agenda Packet Page 575 of 740
Medium Priority
13 6. Remove Invasive Plants

7. Restore and Re-establish Native Plants

8. Monitor Key Performance Indicators
Agenda Packet Page 576 of 740
CEQA
• Initial Study determined Mitigated Negative Declaration appropriate
• 30-day comment period
oResponded to comments
oDeveloped Mitigated Monitoring and Reporting Plan
• Future projects will not require additional CEQA review 14 Agenda Packet Page 577 of 740
Council Consideration

1. Conduct Public Hearing

2. Consider adopting:
a. Initial Study/Mitigated Negative
Declaration and Mitigation Monitoring
and Reporting Program
b. Hillside Natural Area Fire Resilience and
Forest Conservation Management Plan
15 Agenda Packet Page 578 of 740
Questions?
16 Agenda Packet Page 579 of 740

AGENDA BILL
Agenda Item No. 9.A.

Date: June 3, 2025
To: El Cerrito City Council
From: Karen Pinkos, City Manager; Crystal Reams, Finance Director/City Treasurer, Finance Department
Subject: CITY COUNCIL/PUBLIC FINANCING AUTHORITY ITEM
Fiscal Year 2025-26 Budget - Midcycle Summary and Addendum

ACTION PROPOSED
Receive and file a presentation on the draft Fiscal Year 2025-2026 Budget Midcycle Summary and Addendum

BACKGROUND
On June 18, 2024, the City Council adopted the Biennial Budget for Fiscal Years 2024-25 and 2025-26 by Resolution No. 2024-46. The budget included the operating and capital budgets for the City of El Cerrito, the Public Financing Authority, and the Employee Pension Board.

The 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 City Council adopted a biennial budget beginning in FY 2024-25 that encompassed two fiscal years. The biennial budget allowed staff to provide a high emphasis on long-term planning and forecasting and provided a greater opportunity to focus on how the City's programs and services are working and complying with the Strategic Plan. The biennial budget also reduced resources associated with annual budgeting, allowing staff the ability to focus on pressing priorities rather than producing a budget book.

The previously approved budget document provides a plan that outlines how resources will be utilized to achieve the City's goals; however, adoption of the spending authority provides the legal authority to expend City revenues to realize these objectives. While the budget document incorporates two fiscal years, the City Council is required per the El Cerrito Municipal Code to adopt and appropriate an annual budget for each fiscal year.

Staff is presenting an updated budget for FY 2025-26 based on actual financial performance to date, current levels of service, and recommendations for the next fiscal year. The Employee Pension Board has no surviving members and has no budget for Fiscal Year 2025-

26. The City's Strategic Plan continues to provide the foundation for developing the updated Budget for Fiscal Year 2025-26.

On May 27, 2025, Staff discussed the FY 2025-26 Budget with the Financial Advisory Board (FAB) at their regular meeting. The City Council is receiving a presentation on the FY 2025-26 Budget on June 3, 2025 and will consider adoption of the FY 2025-26 Budget spending authority and Gann Limit by resolution at their regular meeting on June 17, 2025.

Agenda Packet Page 580 of 740
Agenda Item No. 9.A.

The FAB and City Council may choose to have additional special meetings to review the budget if they feel it is necessary. The City Council must approve the budget by June 30, 2025.

ANALYSIS
General Fund Projected Fiscal Year 2024-25 and Proposed 2025-26 Budget In May 2025, staff presented the third quarter budget update for FY 2024-25 to the City Council and projected a General Fund reserve balance of $21.8 million. Table 1 below shows that the adopted FY 2025-26 General Fund budget has a $15,775 surplus with a year-end reserve ratio of 40.5%. There are no proposed updates to the General Fund budget for expenditures or revenue, only transfers between departments to absorb increased cost projections.

Table 1: Summary of General Fund Revenues, Expenses and Fund Balance General Fund Summary
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Projected
FY 2025-26
Adopted
Budget
(June 2024)
Beginning Fund Balance $16,214,375 $23,143,081 $22,893,338 $21,764,918 Total Revenues

50,968,276

52,123,574

51,696,979

53,779,792
Total Expenses & Other Financing
Sources (Uses)

44,039,570

52,373,317

52,825,399

53,764,017
Net Change in Fund Balance

6,928,706

(249,743)

(1,128,420)

15,775
Projected/Actual Total Fund Balance $23,143,081 $22,893,338 $21,764,918 $21,780,693 Fund Balance Reserve % 52.6% 43.7% 41.2% 40.5%
Capital Improvement Program (CIP)
The CIP currently has 33 identified projects, including about 20 active projects that are either in construction, design, or on-going planning. Estimated FY 2025-26 expenditures total approximately $7.8 million for all projects. A variety of projects for transportation, recreation facilities, greenway, and storm drain repairs are underway. The largest projects include Swim Center repairs and modifications, Annual Street Improvement Program, Street & Sidewalk Access Modifications, and the Richmond Streets Complete Streets Improvement Project (led by the Contra Costa Transportation Authority).

The CIP Budget table identifies the appropriation of expenditures in various funds. The table also lists the projects to be funded by the City’s Measure A Street Improvement Fund (Fund 211), which constitutes the Annual Program of Maintenance and Improvement pursuant to Measure A approved by the votes in 2008, which is updated annually.

The proposed expenditures for the FY 2025-26 CIP Budget are shown in Table 2. The CIP is proposed to increases in expenditures by $5,003,759, with an increase in revenue of $1,620,000.

Agenda Packet Page 581 of 740
Agenda Item No. 9.A.

Table 2:Capital Improvement Program Budget
Fund Project # Category FY 2025-26
204 Measure J Return to Source (CCTA-Transportation)
Ohlone Greenway Improvements - Uptown C3069/C3084 CR $47,000 Smart & Safe Signals C3086 ST 50,000
SUBTOTAL Measure J Return to Source 97,000
205 Measure J Storm Drain
Storm Drain Program C5036 SD 225,000
SUBTOTAL Measure J Storm Drain 225,000
207 Measure H Parks & Recreation Facilities
Swim Center Enhancements C3050 FA 200,000
SUBTOTAL Measure H Parks & Rec 200,000
211 Measure A Street Improvements**
Annual Street Improvement Program C3027 ST 3,415,000
Traffic Safety & Management Program C3070 ST 160,000
Richmond Street Improvements C3080 ST 475,000
SUBTOTAL Measure A Street
Improvements
4,050,000
212 SB 1 - Road Maintenance and Rehabilitation Account Fund Access Modifications - Streets & Sidewalks C3024 ST 1,070,000 Active Transportation Program (ATP) tbd ST 75,000
Richmond Street Improvements C3080 ST 225,000
SUBTOTAL SB 1 - Road Maintenance and
Rehabilitation Account Fund 1,370,000
30X Capital Improvement Fund (Grant Sources - Secure)
Ohlone Greenway Improvements - Uptown C3069/C3084 CR 180,000 Richmond Street Improvements C3080 ST 1,400,000
EC Plaza BART to Bay Trail Connection/TOD
ATP tbd ST 300,000
SUBTOTAL Capital Improvement Fund
(Grant Sources - Secure)

1,880,000
TOTAL Capital Improvement Program
Budget Appropriations $7,822,000
Special Revenue and Debt Service and Enterprise Funds
Table 3 provides a summary of the change in fund balance for all other Special Revenue, Debt Service and Enterprise Funds. The revenue and expenditure estimates for each of these funds are as per the adopted budget, except where minor revisions were needed due to timing of purchases or projects. Total increases in expenditures of $1,011,612, and a $40,000 increase in revenue in fund 227 for grant revenue. Increases are due to SEIU labor agreement increases and various updates due to the timing of purchases or projects. The attached Budget Summary outlines all changes on a line-item basis by Department.

Agenda Packet Page 582 of 740
Agenda Item No. 9.A.

Table 3: Summary of Special Revenue and Other Funds
Fund Fund Description
Beginning
Fund
Balance
FY 2025
Projected
Increase
(Decrease)
FY 2025
Projected
Ending Fund
Balance
FY 2025
Original
Change in
FB
FY 2026
Proposed
Increase
(Decrease) FY
2026
Ending
Projected
Fund
Balance
201 Gas Tax Fund $361,965 $(33,441) $328,524 $(34,250) $(8,648) $285,626 202 Nat'l Pollut Dis Elim Sys 368,864 (130,423) 238,441 (142,181) (103) 96,156 203 Land & Light Assess Distr 213,297

(117,635)

95,662

(20,639) (5,814) 69,209
204
Measure J-Return to Source
Fund 658,426

(302,622)

355,804

6,287

(117,465)

244,626
205 Measure J Storm Drain 1,094,638 (858,436) 236,202 (165,670) (776) 69,756 206 Measure A Parcel Tax 3,793 (3,793) - - -
-

207
Measure H Park & Rec
Facilities 454,063

(291,431)

162,632

56,619 (150,000) 69,251
208 Asset Seizure Fund 322,298

(75,000) 247,298 (75,000) - 172,298
209 Vehicle Abatement Fund 395,030

(199,890) 195,140

(32,000) (138,000) 25,140
211 Street Improvement & Maint 3,868,662 - 3,868,662 86,084 (2,638,759) 1,315,987 212
SB1-Road Repair &
Accountability 1,379,868

(250,000) 1,129,868

(336,984) (595,000) 197,884
213 Public Art Fund 142,329 (50,000) 92,329 (50,000) - 42,329 214 Measure J-Paratransit Fund 610,949 (88,960) 521,989 49,619 (136,945) 434,663 221 Grants 46,039 (24,139) 21,900 - - 21,900
222 C.O.P.S. Grant Fund 424,003 (208,003) 216,000 (166,000) (90,000) (40,000) 230 Municipal Services Corp 48,573 (41,178) 7,395 35,737 1,333 44,465 231 City Housing Trust 2,985,000 - 2,985,000 - - 2,985,000 232 City LMI Housing Fund 5,281,952 (35,033) 5,246,919 (385,000) - 4,861,919 3* Capital Improvement Funds 104,631 - 104,631 40,000 - 144,631 501 Integrated Waste Mgmt 3,387,603 - 3,387,603 163,972 (430,194) 3,121,381 601 Vehicle/Equip Replacement 581,323 45,000 626,323 (108,535) (45,000) 472,788 835 City Hall Bond D/S 19,531- 19,531 55,673 - 75,204
836 Street Imp Bond D/S 4,997 - 4,997 - - 4,997
Total $22,757,835 $(2,664,984) $20,092,851 $(1,022,270) $(4,355,371) $14,715,210 Agenda Packet Page 583 of 740
Agenda Item No. 9.A.

Gann Appropriations Limit
Included in the recommended actions for adoption of the FY 2025-26 budget is the approval of the calculation and to establish the City's FY 2025-26 Gann Appropriation Limit as $195,961,530. Approved in 1979 and amended in 1990, the Gann Initiative sets an annual appropriation limit on City expenditures based on the amount of tax proceeds received. This amount is adjusted each year based on changes in population and inflation. The California Government Code requires that the City adopt the Gann appropriations limit by resolution on an annual basis. In FY 2025-26, the respective State and County offices have provided the City with the following factors to establish the Gann limit computation:

Cost of Living
California Per Capita Personal Income = 6.44%
Population
Population Change, City of El Cerrito = 1.06%
Population Change, County of Contra Costa = 0.00%
Summary
With all funds combined, the Proposed FY 2025-26 Budget recommends total expenditures of $74,859,180, an increase of $6,015,388 from the previous fiscal year, and provides funding for all City services, including Police, Fire, Recreation, Community Development, Public Works, and City Management. At this time, total revenues are projected to be $69,497,298, which is an increase of $1,660,000 from the previous fiscal year. These funds will continue to be monitored and updated as the impacts of inflation and uncertain economic conditions continue.

For FY 2025-26, staff proposes a General Fund budget with revenues of $53,779,792 and expenditures of $53,764,018, resulting in a surplus of $15,775; no change from the originally adopted budget presented on June 18, 2024.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• High Performing Organization by ensuring the City maintains a strong financial position - and will allow the City Manager to develop a plan to ensure the Citywide revenues meet the cost of providing Citywide services, including adequate reserves in the face of significant unanticipated revenue shortfalls. It further ensures procedures that represent best practices in financial management.

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

Agenda Packet Page 584 of 740
Agenda Item No. 9.A.

FINANCIAL CONSIDERATIONS
The Proposed FY 2025-26 Budget recommends total citywide expenditures of $74,859,180, an increase of $6,015,388 from the previous fiscal year. Total citywide revenues are projected to be $69,497,298, which is an increase of $1,660,000 from the previous fiscal year. For FY 2025-26, staff proposes a General Fund budget with revenues of $53,779,792 and expenditures of $53,764,018, resulting in a surplus of $15,775; no change from the originally adopted budget presented on June 18, 2024.

These funds will continue to be monitored and the City Council will be regularly updated as the impacts of inflation and uncertain economic conditions continue.

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

Reviewed by:

Karen Pinkos, City Manager

1. Fiscal Year 2025-26 Proposed Budget Addendum

2. Presentation
Agenda Packet Page 585 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments 101-00-00 40010 Property Tax-Cur Secured 10,536,113.00 10,949,311.56 10,949,311.56 - 101-00-00 40020 Property Tax-Supplemental 230,000.00 230,000.00 230,000.00 - 101-00-00 40030 Property Tax-Unitary 111,944.00 111,944.00 111,944.00 - 101-00-00 40040 Property Tax-Cur Unsec 344,930.00 358,456.24 358,456.24 - 101-00-00 40080 Property Tax-Homeowners' 62,000.00 62,000.00 62,000.00 - 101-00-00 40085 Property Tax-RPTTF Pass Through Pmts 420,000.00 - - - 101-00-00 40090 Property Tax-RPTFF Residual Pmts 1,125,264.00 2,600,000.00 2,600,000.00 - 101-00-00 40095 Property Tax In-Lieu VLF 3,631,684.00 3,768,598.03 3,768,598.03 - 101-00-00 40710 Real Property County Transfer Tx 3,000,000.00 3,200,000.00 3,200,000.00 - 101-00-00 40210 Sales Tax-1% Bradley-Burns Local Share 3,591,458.00 3,690,049.00 3,690,049.00 - 101-00-00 40220 Sales Tax-1/2% Prop 172 426,332.00 426,332.00 426,332.00 - 101-00-00 40230 Sales & Use Tax In-Lieu 500,000.00 500,000.00 500,000.00 - 101-00-00 40240 Sales Tax - District Tax - Measure R 4,459,000.00 4,581,000.00 4,581,000.00 - 101-00-00 40410 Transient Occupancy Tax 100,000.00 100,000.00 100,000.00 - 101-00-00 40510 Franchise Fees 1,350,000.00 1,350,000.00 1,350,000.00 - 101-00-00 40515 IN KIND/PEG FEES 30,000.00 30,000.00 30,000.00 - 101-00-00 40610 Business License Taxes 1,182,817.00 1,206,473.14 1,206,473.14 - 101-00-00 40811 Utility Users' Tax - Energy 2,204,260.00 2,250,000.00 2,250,000.00 - 101-00-00 40812 Utility Users' Tax - Water 590,000.00 550,000.00 550,000.00 - 101-00-00 40813 Utility Users' Tax - Telecom 900,000.00 900,000.00 900,000.00 - 34,795,802.00 36,864,163.97 36,864,163.97 -
101-00-00 42285 Tobacco Retailer License 7,000.00 7,280.00 7,280.00 - 7,000.00 7,280.00 7,280.00 -
101-00-00 43925 Penalties-BLT 30,000.00 30,000.00 30,000.00 - 30,000.00 30,000.00 30,000.00 -
101-00-00 44010 Interest Income 560,000.00 420,000.00 420,000.00 - 101-00-00 44220 Rentals-Facilities 7,000.00 7,000.00 7,000.00 - 567,000.00 427,000.00 427,000.00 -
101-00-00 45020 VLF In Lieu 30,000.00 30,000.00 30,000.00 - 30,000.00 30,000.00 30,000.00 -
101-00-00 46510 Successor Agency Admin Allowance 250,000.00 - - - 250,000.00 - - -
101-00-00 48997 Cannabis Revenue 440,000.00 550,000.00 550,000.00 - 440,000.00 550,000.00 550,000.00 -
101-00-00 49990.501 Operating Xfer In-IWM 3,671.00 3,671.00 3,671.00 - 101-00-00 49991.201 Indirect Xfer In-Gas 108,048.00 109,337.00 109,337.00 - 101-00-00 49991.202 Indirect Xfer In-NPDES 75,000.00 75,000.00 75,000.00 - 101-00-00 49991.203 Indirect Xfer In-LLAD 163,200.00 163,200.00 163,200.00 - 101-00-00 49991.204 Indirect Xfer In-MEAS J 68,209.00 69,546.00 69,546.00 - 101-00-00 49991.205 Indirect Xfer In-Storm Drain 74,000.00 74,000.00 74,000.00 - 101-00-00 49991.207 Indirect Xfer In-Measure H Park & Facilities 50,000.00 50,000.00 50,000.00 - 101-00-00 49991.501 Indirect Xfer In-IWM 422,034.00 447,356.00 447,356.00 - 964,162.00 992,110.00 992,110.00 -
37,083,964.00 38,900,553.97 38,900,553.97 -
37,083,964.00 38,900,553.97 38,900,553.97 -
101-10-10 46520 Program Fees - 6,000.00 6,000.00 -
- 6,000.00 6,000.00 -
- 6,000.00 6,000.00 -
101-10-40 46520 Program Fees 1,500.00 - - -
1,500.00 - - -
1,500.00 - - -
101-10-50 48995 Cal Card Rebate Revenue 10,000.00 10,000.00 10,000.00 - 10,000.00 10,000.00 10,000.00 -
10,000.00 10,000.00 10,000.00 -
11,500.00 16,000.00 16,000.00 -
101-20-11 45540 POST Reimbursement 15,000.00 15,000.00 15,000.00 - 15,000.00 15,000.00 15,000.00 -
101-20-11 46210 Fingerprinting Services 15,000.00 15,000.00 15,000.00 - 101-20-11 46520 Program Fees 52,000.00 54,080.00 54,080.00 - 101-20-11 46910 Reproduction Fees 4,000.00 4,000.00 4,000.00 - 71,000.00 73,080.00 73,080.00 -
86,000.00 88,080.00 88,080.00 -
101-20-12 43010 Moving Vehicle Citations 50,000.00 50,000.00 50,000.00 - 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 11 - Police Administration
Division: 12 - Police Operations
4300-Fines/Forf - Fines & Forfeitures
Division Total: 50 - Finance Department
Department Total: 10 - Administration
Department: 20 - Police
Division: 11 - Police Administration
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 40 - City Clerk
Division: 50 - Finance Department
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Department: 10 - Administration
Division: 10 - City Council
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 10 - City Council
Division: 40 - City Clerk
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue 4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property 4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services 4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes 4200-Lic & Perm - Licenses & Permits
Account Classification Total: 4200-Lic & Perm - Licenses & Permits 4300-Fines/Forf - Fines & Forfeitures
Account Classification Total: 4300-Fines/Forf - Fines & Forfeitures City of El Cerrito 2025-26 PROPOSED BUDGET
Fund: 101 - General Fund

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
DRAFT
Agenda Packet Page 586 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-20-12 43020 Parking Citations/Fines 50,000.00 50,000.00 50,000.00 - 100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
186,000.00 188,080.00 188,080.00 -
101-25-10 45550 OES Reimbursement 700,000.00 700,000.00 700,000.00 - 101-25-10 45570 Fire Inspection Fees 90,000.00 100,000.00 100,000.00 - 101-25-10 45720 Kensington Fire District 4,394,901.00 4,601,543.49 4,601,543.49 - 101-25-10 45792 Measure H EMS Reimbursements 80,000.00 80,000.00 80,000.00 - 5,264,901.00 5,481,543.49 5,481,543.49 -
101-25-10 46010 Plan Check Fees 104,000.00 108,160.00 108,160.00 - 101-25-10 46250 Weed Abatement 10,000.00 10,000.00 10,000.00 - 101-25-10 46520 Program Fees 5,200.00 5,408.00 5,408.00 - 119,200.00 123,568.00 123,568.00 -
5,384,101.00 5,605,111.49 5,605,111.49 -
5,384,101.00 5,605,111.49 5,605,111.49 -
101-30-20 46520 Program Fees 553,000.00 575,120.00 575,120.00 - 553,000.00 575,120.00 575,120.00 -
553,000.00 575,120.00 575,120.00 -
101-30-30 45590 Other State Reimbursement 24,500.00 24,500.00 24,500.00 - 24,500.00 24,500.00 24,500.00 -
101-30-30 46520 Program Fees 21,632.00 22,497.28 22,497.28 - 21,632.00 22,497.28 22,497.28 -
46,132.00 46,997.28 46,997.28 -
599,132.00 622,117.28 622,117.28 -
101-40-10 46520 Program Fees 194,464.00 202,222.28 202,222.28 - 101-40-10 46930 Business License Admin 105,000.00 105,000.00 105,000.00 - 299,464.00 307,222.28 307,222.28 -
299,464.00 307,222.28 307,222.28 -
101-40-30 46010 Plan Check Fees 207,792.00 216,103.68 216,103.68 - 101-40-30 46520 Program Fees 300,560.00 312,582.40 312,582.40 - 508,352.00 528,686.08 528,686.08 -
508,352.00 528,686.08 528,686.08 -
101-40-40 40910 Construction Tax 1,500.00 1,500.00 1,500.00 - 1,500.00 1,500.00 1,500.00 -
101-40-40 42210 Building Permits 850,000.00 916,000.00 916,000.00 - 101-40-40 42220 Building Issuance Fee 50,000.00 50,000.00 50,000.00 - 101-40-40 42230 Electrical Permits 50,000.00 50,000.00 50,000.00 - 101-40-40 42240 Mechanical Permits 30,000.00 30,000.00 30,000.00 - 101-40-40 42260 Plumbing Permits 20,000.00 20,000.00 20,000.00 - 1,000,000.00 1,066,000.00 1,066,000.00 -
101-40-40 46010 Plan Check Fees 640,000.00 648,960.00 648,960.00 - 101-40-40 46040 Rental Inspection Fees 30,000.00 30,000.00 30,000.00 - 101-40-40 46190 Other Planning/Insp Fees 10,000.00 10,000.00 10,000.00 - 101-40-40 46520 Program Fees 2,080.00 2,163.20 2,163.20 - 101-40-40 46920 Document Imaging Fee 26,000.00 27,040.00 27,040.00 - 708,080.00 718,163.20 718,163.20 -
1,709,580.00 1,785,663.20 1,785,663.20 -
2,517,396.00 2,621,571.56 2,621,571.56 -
101-50-10 46520 Program Fees 16,640.00 17,305.60 17,305.60 - 101-50-10 46542 Restroom Key Fees 8,320.00 8,652.80 8,652.80 - 101-50-10 46543 Tennis Permit Fees 200.00 200.00 200.00 - 25,160.00 26,158.40 26,158.40 -
101-50-10 48990 Other Misc Revenue 180,000.00 187,200.00 187,200.00 - 180,000.00 187,200.00 187,200.00 -
205,160.00 213,358.40 213,358.40 -
101-50-20 46520 Program Fees 94,261.00 98,032.00 98,032.00 - 101-50-20 46521.1 Teeter Tots Fees 70,000.00 72,800.00 72,800.00 - 101-50-20 46521.3 Harding Childcare 528,320.00 549,452.00 549,452.00 - 101-50-20 46521.5 Madera Childcare 877,300.00 854,880.00 854,880.00 - 101-50-20 46521.6 Fairmount Childcare 451,500.00 323,752.00 323,752.00 - 101-50-20 46522.1 Arlington Daycamp 173,800.00 180,752.00 180,752.00 - 101-50-20 46522.2 Daycamp VIP 3,000.00 3,000.00 3,000.00 - 101-50-20 46522.3 Harding Daycamp 231,300.00 213,200.00 213,200.00 - 4600-Chg for Svc - Charges for Services
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services 4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Division Total: 10 - Recreation-Admin
Division: 20 - Recreation-Chldcr Admin
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 40 - Comm Dev-Building Svcs
Department Total: 40 - Community Development
Department: 50 - Recreation
Division: 10 - Recreation-Admin
Division Total: 30 - Comm Dev-Planning
Division: 40 - Comm Dev-Building Svcs
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes 4200-Lic & Perm - Licenses & Permits
Account Classification Total: 4200-Lic & Perm - Licenses & Permits 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 10 - Comm Dev-Econ Developmt
Division: 30 - Comm Dev-Planning
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 10 - Fire Administration
Department Total: 25 - Fire
Department: 30 - Public Works
Division: 20 - Public Works Engineering
Division Total: 12 - Police Operations
Department Total: 20 - Police
Department: 25 - Fire
Division: 10 - Fire Administration
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Account Classification Total: 4300-Fines/Forf - Fines & Forfeitures DRAFT
Agenda Packet Page 587 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-50-20 46522.4 Mix & Match Camp 40,000.00 41,600.00 41,600.00 - 101-50-20 46522.6 Discover Summer Camp 192,000.00 199,680.00 199,680.00 - 2,661,481.00 2,537,148.00 2,537,148.00 -
2,661,481.00 2,537,148.00 2,537,148.00 -
101-50-30 44227 Rentals-Swim Ctr 55,000.00 57,200.00 57,200.00 - 55,000.00 57,200.00 57,200.00 -
101-50-30 46520 Program Fees 18,000.00 18,720.00 18,720.00 - 101-50-30 46525 Recreation Swim 116,480.00 121,139.20 121,139.20 - 101-50-30 46526 Lap Swim 373,000.00 387,920.00 387,920.00 - 101-50-30 46526.1 Water Aerobics 21,000.00 21,840.00 21,840.00 - 101-50-30 46527 Swim Teams 176,800.00 183,872.00 183,872.00 - 101-50-30 46530 Training/Class Fees 2,600.00 2,704.00 2,704.00 - 101-50-30 46537 Lesson Fees 290,000.00 301,600.00 301,600.00 - 101-50-30 46550 Taxable Sales 1,000.00 1,000.00 1,000.00 - 998,880.00 1,038,795.20 1,038,795.20 -
1,053,880.00 1,095,995.20 1,095,995.20 -
101-50-40 44220 Rentals-Facilities 10,000.00 10,400.00 10,400.00 - 10,000.00 10,400.00 10,400.00 -
101-50-40 46520 Program Fees 52,000.00 54,080.00 54,080.00 - 101-50-40 46532 Excursions/Trips 5,200.00 5,408.00 5,408.00 - 57,200.00 59,488.00 59,488.00 -
101-50-40 49991.214 Indirect Xfer In-Paratransit 37,877.00 39,392.00 39,392.00 - 37,877.00 39,392.00 39,392.00 -
105,077.00 109,280.00 109,280.00 -
101-50-50 44221 Rentals-Comm Center 60,000.00 62,400.00 62,400.00 - 101-50-50 44222 Rentals-Field Reserv 65,000.00 67,600.00 67,600.00 - 101-50-50 44223 Rentals-Clubhouse 40,000.00 41,600.00 41,600.00 - 101-50-50 44224 Rentals-Picnic 50,000.00 50,000.00 50,000.00 - 101-50-50 44226 Rentals-Tennis Crt 110,000.00 114,400.00 114,400.00 - 325,000.00 336,000.00 336,000.00 -
101-50-50 46531 General Activities 248,000.00 257,920.00 257,920.00 - 248,000.00 257,920.00 257,920.00 -
573,000.00 593,920.00 593,920.00 -
101-50-60 46520.2 Ravencliff Prgrm 85,000.00 88,400.00 88,400.00 - 101-50-60 46531 General Activities 275,000.00 286,000.00 286,000.00 - 101-50-60 46533 Special Programs 739,833.00 720,547.00 720,547.00 - 101-50-60 46534 Sports Programs 216,455.00 181,709.00 181,709.00 - 1,316,288.00 1,276,656.00 1,276,656.00 -
1,316,288.00 1,276,656.00 1,276,656.00 -
5,914,886.00 5,826,357.60 5,826,357.60 -
51,696,979.00 53,779,791.90 53,779,791.90 -
101-10-10 51110 Regular Salaries & Wages 39,000.00 39,000.00 39,000.00 - 101-10-10 51210 PERS Contributions 1,739.00 1,738.80 1,738.80 - 101-10-10 51211 PERS UAL 7,559.00 7,767.52 7,767.52 -
101-10-10 51220 FICA/Medicare 2,840.00 2,839.92 2,839.92 - 101-10-10 51150 Special Pay 250.00 250.00 250.00 -
51,388.00 51,596.24 51,596.24 -
101-10-10 52100 Budget Only - One Time Adjustments - - (5,000.00) (5,000.00) GF Adj between departments - - (5,000.00) (5,000.00)
101-10-10 54210 Telephone Expenses 192.00 182.00 182.00 - 101-10-10 54220 Mobile/Wireless Expenses 9,000.00 4,360.00 4,360.00 - 101-10-10 54410 Printing & Binding 500.00 500.00 500.00 - 101-10-10 54610 Travel & Training 35,000.00 35,000.00 35,000.00 - 101-10-10 54910 Dues & Subscriptions 47,332.00 48,477.00 48,477.00 - 101-10-10 54920 Events & Field Trips 7,500.00 14,500.00 14,500.00 - 101-10-10 54990 Other Administrative Svcs 38,528.00 40,157.00 40,157.00 - 138,052.00 143,176.00 143,176.00 -
101-10-10 55110 General Office Supplies 1,500.00 1,500.00 1,500.00 - 1,500.00 1,500.00 1,500.00 -
190,940.00 196,272.24 191,272.24 (5,000.00)
101-10-20 51110 Regular Salaries & Wages 538,527.21 554,683.02 554,683.02 - 101-10-20 51210 PERS Contributions 59,979.03 61,760.05 61,760.05 - 101-10-20 51211 PERS UAL 124,197.57 131,419.92 131,419.92 - 101-10-20 51220 FICA/Medicare 34,105.22 35,509.86 35,509.86 - 101-10-20 51230 Medical Benefits 74,496.62 76,359.03 76,359.03 - 101-10-20 51235 Life & LTD Insurance 4,213.99 4,244.19 4,244.19 - 101-10-20 51240 Workers Compensation Premiums 16,978.18 17,827.09 17,827.09 - 5100-Persn - Personnel
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 10 - City Council
Division: 20 - City Manager
Department: 10 - Administration
Division: 10 - City Council
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 60 - Recreation-Youth Services
Department Total: 50 - Recreation
REVENUES Total

EXPENSES
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 50 - Recreation-Adult/Commnty
Division: 60 - Recreation-Youth Services
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services 4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 40 - Recreation-Senior Svcs
Division: 50 - Recreation-Adult/Commnty
4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 30 - Recreation-Swim Center
Division: 40 - Recreation-Senior Svcs
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 20 - Recreation-Chldcr Admin
Division: 30 - Recreation-Swim Center
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property DRAFT
Agenda Packet Page 588 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-10-20 51237 Allowances & Other Benefits 4,725.00 4,725.00 4,725.00 - 857,222.81 886,528.16 886,528.16 -
101-10-20 52100 Budget Only - One Time Adjustments 50,000.00 - 3,450.00 3,450.00 GF Adj between departments 101-10-20 52120 Legal & Financial Svcs 15,000.00 15,000.00 15,000.00 - 101-10-20 52190 Miscellaneous Prof Svcs 172,445.00 98,959.00 98,959.00 - 101-10-20 52230 Other Technical Services 98,927.00 98,927.00 98,927.00 - 101-10-20 52240 Miscellaneous Services 15,914.00 15,914.00 15,914.00 - 352,286.00 228,800.00 232,250.00 3,450.00
101-10-20 54210 Telephone Expenses 8,057.00 7,500.00 7,500.00 - 101-10-20 54220 Mobile/Wireless Expenses 4,500.00 4,500.00 4,500.00 - 101-10-20 54230 Internet Services 19,500.00 19,500.00 19,500.00 - 101-10-20 54410 Printing & Binding 5,000.00 5,000.00 5,000.00 - 101-10-20 54610 Travel & Training 10,000.00 10,000.00 10,000.00 - 101-10-20 54910 Dues & Subscriptions 5,314.00 5,314.00 5,314.00 - 52,371.00 51,814.00 51,814.00 -
101-10-20 55110 General Office Supplies 946.00 946.00 946.00 - 101-10-20 55120 Postage & Delivery 568.00 568.00 568.00 - 101-10-20 55130 Photocopying Charges 473.00 473.00 473.00 - 101-10-20 55140 Recognition-EE/Volunteer 6,624.00 6,624.00 6,624.00 - 101-10-20 55210 Fuel 220.00 231.00 231.00 -
8,831.00 8,842.00 8,842.00 -
101-10-20 56410 Office Equipment <$10K 4,647.00 4,647.00 4,647.00 - 4,647.00 4,647.00 4,647.00 -
1,275,357.81 1,180,631.16 1,184,081.16 3,450.00
101-10-30 52120 Legal & Financial Svcs 350,000.00 350,000.00 350,000.00 - 350,000.00 350,000.00 350,000.00 -
350,000.00 350,000.00 350,000.00 -
101-10-40 51110 Regular Salaries & Wages 261,105.00 268,937.96 268,937.96 - 101-10-40 51210 PERS Contributions 29,240.00 30,114.41 30,114.41 - 101-10-40 51211 PERS UAL 63,182.00 66,851.47 66,851.47 - 101-10-40 51220 FICA/Medicare 19,402.00 20,198.81 20,198.81 - 101-10-40 51230 Medical Benefits 49,960.00 51,208.38 51,208.38 - 101-10-40 51235 Life & LTD Insurance 2,541.00 2,564.82 2,564.82 - 101-10-40 51240 Workers Compensation Premiums 13,061.00 13,713.14 13,713.14 - 101-10-40 51150 Special Pay 1,300.00 1,300.00 1,300.00 - 101-10-40 51237 Allowances & Other Benefits 721.00 720.20 720.20 - 101-10-40 51990 Salary Savings 1,706.00 - - -
442,218.00 455,609.19 455,609.19 -
101-10-40 52100 Budget Only - One Time Adjustments - - 7,286.00 7,286.00 GF Adj between departments 101-10-40 52110 Collect & Admin Services 17,015.00 17,695.00 17,695.00 - 101-10-40 52190 Miscellaneous Prof Svcs 77,230.00 55,000.00 55,000.00 - 94,245.00 72,695.00 79,981.00 7,286.00
101-10-40 54210 Telephone Expenses 948.00 940.00 940.00 - 101-10-40 54220 Mobile/Wireless Expenses 720.00 720.00 720.00 - 101-10-40 54240 Software Licenses & Maintenance 13,089.00 13,743.00 13,743.00 - 101-10-40 54310 Legal Notices & Advertise 3,000.00 3,000.00 3,000.00 - 101-10-40 54610 Travel & Training 5,000.00 5,000.00 5,000.00 - 101-10-40 54910 Dues & Subscriptions 1,300.00 575.00 575.00 - 101-10-40 54990 Other Administrative Svcs 8,000.00 - - - 32,057.00 23,978.00 23,978.00 -
101-10-40 55110 General Office Supplies 1,000.00 1,000.00 1,000.00 - 101-10-40 55120 Postage & Delivery 100.00 100.00 100.00 - 1,100.00 1,100.00 1,100.00 -
101-10-40 56410 Office Equipment <$10K 1,650.00 1,715.00 1,715.00 - 1,650.00 1,715.00 1,715.00 -
571,270.00 555,097.19 562,383.19 7,286.00
101-10-50 51110 Regular Salaries & Wages 730,273.58 763,614.12 763,614.12 - 101-10-50 51210 PERS Contributions 47,175.01 49,281.86 49,281.86 - 101-10-50 51211 PERS UAL 164,477.27 176,331.69 176,331.69 - 101-10-50 51220 FICA/Medicare 54,486.36 57,202.73 57,202.73 - 101-10-50 51230 Medical Benefits 101,608.78 104,149.00 104,149.00 - 101-10-50 51235 Life & LTD Insurance 7,151.07 7,413.39 7,413.39 - 101-10-50 51240 Workers Compensation Premiums 39,180.40 41,139.42 41,139.42 - 101-10-50 51140 Overtime Pay 4,413.55 4,545.96 4,545.96 - 101-10-50 51150 Special Pay 4,699.76 4,699.76 4,699.76 - 101-10-50 51155 One-Time Payouts 34,021.51 34,021.51 34,021.51 - 101-10-50 51237 Allowances & Other Benefits 2,880.80 2,880.80 2,880.80 - 101-10-50 51990 Salary Savings 4,879.00 - - -
1,195,247.09 1,245,280.24 1,245,280.24 -
101-10-50 52100 Budget Only - One Time Adjustments (50,000.00) - (57,932.00) (57,932.00) GF Adj between departments 101-10-50 52110 Collect & Admin Services 123,000.00 118,000.00 118,000.00 - 101-10-50 52120 Legal & Financial Svcs 100,000.00 100,000.00 100,000.00 - 101-10-50 52190 Miscellaneous Prof Svcs 60,000.00 60,000.00 60,000.00 - 5200-Prof Svcs - Purchased Professional & Technical Services 5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 40 - City Clerk
Division: 50 - Finance Department
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 30 - City Attorney
Division: 40 - City Clerk
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 20 - City Manager
Division: 30 - City Attorney
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services DRAFT
Agenda Packet Page 589 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
233,000.00 278,000.00 220,068.00 (57,932.00)
101-10-50 54210 Telephone Expenses 4,518.00 4,120.00 4,120.00 - 101-10-50 54220 Mobile/Wireless Expenses 825.00 825.00 825.00 - 101-10-50 54230 Internet Services 500.00 500.00 500.00 - 101-10-50 54240 Software Licenses & Maintenance 145,000.00 145,000.00 145,000.00 - 101-10-50 54310 Legal Notices & Advertise 309.00 309.00 309.00 - 101-10-50 54410 Printing & Binding 600.00 600.00 600.00 - 101-10-50 54610 Travel & Training 15,000.00 15,000.00 15,000.00 - 101-10-50 54910 Dues & Subscriptions 2,575.00 2,575.00 2,575.00 - 169,327.00 168,929.00 168,929.00 -
101-10-50 55110 General Office Supplies 2,000.00 2,000.00 2,000.00 - 101-10-50 55120 Postage & Delivery 2,000.00 2,000.00 2,000.00 - 4,000.00 4,000.00 4,000.00 -
101-10-50 56410 Office Equipment <$10K 10,000.00 10,000.00 10,000.00 - 10,000.00 10,000.00 10,000.00 -
101-10-50 58920 Bank & Credit Card Fees 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
1,661,574.09 1,756,209.24 1,698,277.24 (57,932.00)
101-10-60 51110 Regular Salaries & Wages 206,646.00 215,250.90 215,250.90 - 101-10-60 51210 PERS Contributions 27,103.00 28,216.91 28,216.91 - 101-10-60 51211 PERS UAL 48,495.00 51,813.27 51,813.27 - 101-10-60 51220 FICA/Medicare 15,901.00 16,558.49 16,558.49 - 101-10-60 51230 Medical Benefits 25,175.00 25,803.59 25,803.59 - 101-10-60 51235 Life & LTD Insurance 2,127.00 2,208.57 2,208.57 - 101-10-60 51240 Workers Compensation Premiums 13,061.00 13,713.14 13,713.14 - 101-10-60 51150 Special Pay 1,200.00 1,199.90 1,199.90 - 101-10-60 51237 Allowances & Other Benefits 1,441.00 1,440.40 1,440.40 - 341,149.00 356,205.17 356,205.17 -
101-10-60 52100 Budget Only - One Time Adjustments - - 261,623.00 261,623.00 GF Adj between departments 101-10-60 52110 Collect & Admin Services 43,000.00 43,000.00 43,000.00 - 101-10-60 52210 Lab & Investigative Svcs 600.00 600.00 600.00 - 43,600.00 43,600.00 305,223.00 261,623.00
101-10-60 54110 Insurance Premiums 1,899,900.00 2,089,890.00 2,089,890.00 - 101-10-60 54120 Settlements & Judgements 50,000.00 50,000.00 50,000.00 - 101-10-60 54130 Insurance-Workers Comp 8,000.00 8,000.00 8,000.00 - 101-10-60 54210 Telephone Expenses 1,800.00 1,800.00 1,800.00 - 101-10-60 54220 Mobile/Wireless Expenses 990.00 990.00 990.00 - 101-10-60 54610 Travel & Training 5,000.00 5,000.00 5,000.00 - 101-10-60 54910 Dues & Subscriptions 530.00 530.00 530.00 - 101-10-60 54990 Other Administrative Svcs 291,000.00 231,000.00 231,000.00 - 2,257,220.00 2,387,210.00 2,387,210.00 -
101-10-60 55110 General Office Supplies 946.00 946.00 946.00 - 101-10-60 55120 Postage & Delivery 487.00 487.00 487.00 - 101-10-60 55130 Photocopying Charges 717.00 717.00 717.00 - 101-10-60 55140 Recognition-EE/Volunteer 3,000.00 3,000.00 3,000.00 - 101-10-60 55290 Other Operating Supplies 20,000.00 20,000.00 20,000.00 - 25,150.00 25,150.00 25,150.00 -
101-10-60 56410 Office Equipment <$10K 4,000.00 4,000.00 4,000.00 - 4,000.00 4,000.00 4,000.00 -
2,671,119.00 2,816,165.17 3,077,788.17 261,623.00
101-10-70 51110 Regular Salaries & Wages 377,097.69 396,834.20 396,834.20 - 101-10-70 51200 PARS Contribution 500.00 500.00 500.00 - 101-10-70 51210 PERS Contributions 39,509.72 41,491.21 41,491.21 - 101-10-70 51211 PERS UAL 91,531.00 98,575.55 98,575.55 - 101-10-70 51220 FICA/Medicare 28,939.77 30,449.61 30,449.61 - 101-10-70 51230 Medical Benefits 76,439.66 78,350.65 78,350.65 - 101-10-70 51235 Life & LTD Insurance 3,804.86 3,974.77 3,974.77 - 101-10-70 51240 Workers Compensation Premiums 19,590.20 20,569.71 20,569.71 - 101-10-70 51150 Special Pay 1,199.90 1,199.90 1,199.90 - 101-10-70 51155 One-Time Payouts 18,364.29 18,364.29 18,364.29 - 101-10-70 51237 Allowances & Other Benefits 720.20 720.20 720.20 - 657,697.27 691,030.09 691,030.09 -
101-10-70 52100 Budget Only - One Time Adjustments - - 2,528.00 2,528.00 GF Adj between departments 101-10-70 52230 Other Technical Services 26,360.00 18,000.00 18,000.00 - 101-10-70 54250 Hardware Maintenance & Support 45,000.00 45,000.00 45,000.00 - 71,360.00 63,000.00 65,528.00 2,528.00
101-10-70 53250 Vehicle & Equip Maint Svc 515.00 515.00 515.00 - 101-10-70 53290 Miscellaneous R&M Svcs 500.00 500.00 500.00 - 1,015.00 1,015.00 1,015.00 -
101-10-70 54210 Telephone Expenses 3,297.00 3,200.00 3,200.00 - 101-10-70 54220 Mobile/Wireless Expenses 3,745.00 3,745.00 3,745.00 - 101-10-70 54230 Internet Services 19,906.00 19,906.00 19,906.00 - 101-10-70 54240 Software Licenses & Maintenance 303,277.48 312,375.80 312,375.80 - 5400-Other Svcs - Other Purchased Services
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 60 - Human Resources
Division: 70 - Information Systems Div
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 50 - Finance Department
Division: 60 - Human Resources
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
DRAFT
Agenda Packet Page 590 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
330,225.48 339,226.80 339,226.80 -
101-10-70 55110 General Office Supplies 500.00 500.00 500.00 - 101-10-70 55210 Fuel 440.00 462.00 462.00 -
940.00 962.00 962.00 -
101-10-70 56420 Office Equipment >$10K 71,179.18 72,000.00 72,000.00 - 71,179.18 72,000.00 72,000.00 -
1,132,416.93 1,167,233.89 1,169,761.89 2,528.00
7,852,677.84 8,021,608.89 8,233,563.89 211,955.00
101-20-11 51110 Regular Salaries & Wages 1,478,859.57 1,530,074.22 1,530,074.22 - 101-20-11 51120 Part-Time Permanent Salaries & Wages 75,692.64 77,963.42 77,963.42 - 101-20-11 51200 PARS Contribution 50.00 50.00 50.00 -
101-20-11 51210 PERS Contributions 240,209.19 247,624.08 247,624.08 - 101-20-11 51211 PERS UAL 546,472.24 582,167.67 582,167.67 - 101-20-11 51220 FICA/Medicare 60,266.05 62,592.46 62,592.46 - 101-20-11 51230 Medical Benefits 227,287.52 232,969.71 232,969.71 - 101-20-11 51235 Life & LTD Insurance 11,656.28 11,913.08 11,913.08 - 101-20-11 51240 Workers Compensation Premiums 71,830.73 75,422.27 75,422.27 - 101-20-11 51140 Overtime Pay 36,050.00 37,131.50 37,131.50 - 101-20-11 51150 Special Pay 80,532.94 82,876.94 82,876.94 - 101-20-11 51155 One-Time Payouts 31,019.49 31,019.49 31,019.49 - 101-20-11 51237 Allowances & Other Benefits 82,398.28 83,833.75 83,833.75 - 101-20-11 51990 Salary Savings 304,197.00 - - -
3,246,521.93 3,055,638.59 3,055,638.59 -
101-20-11 52100 Budget Only - One Time Adjustments - - (167,740.00) (167,740.00) GF Adj between departments 101-20-11 52110 Collect & Admin Services 1,345,000.00 1,466,050.00 1,466,050.00 - 101-20-11 52190 Miscellaneous Prof Svcs 120,000.00 100,000.00 100,000.00 - 101-20-11 52210 Lab & Investigative Svcs 10,000.00 10,000.00 10,000.00 - 1,475,000.00 1,576,050.00 1,408,310.00 (167,740.00)
101-20-11 53110 Utilities-Energy 12,000.00 13,200.00 13,200.00 - 101-20-11 53230 Building Maint Services 40,000.00 40,000.00 40,000.00 - 101-20-11 53290 Miscellaneous R&M Svcs 16,000.00 16,000.00 16,000.00 - 68,000.00 69,200.00 69,200.00 -
101-20-11 54210 Telephone Expenses 16,312.00 15,000.00 15,000.00 - 101-20-11 54220 Mobile/Wireless Expenses 10,000.00 10,000.00 10,000.00 - 101-20-11 54230 Internet Services 20,500.00 20,500.00 20,500.00 - 101-20-11 54240 Software Licenses & Maintenance 156,000.00 162,240.00 162,240.00 - 101-20-11 54310 Legal Notices & Advertise 2,600.00 2,600.00 2,600.00 - 101-20-11 54410 Printing & Binding 10,000.00 10,000.00 10,000.00 - 101-20-11 54610 Travel & Training 110,000.00 110,000.00 110,000.00 - 101-20-11 54910 Dues & Subscriptions 3,500.00 3,500.00 3,500.00 - 101-20-11 54990 Other Administrative Svcs 20,000.00 20,000.00 20,000.00 - 348,912.00 353,840.00 353,840.00 -
101-20-11 55110 General Office Supplies 15,000.00 15,000.00 15,000.00 - 101-20-11 55120 Postage & Delivery 4,000.00 4,000.00 4,000.00 - 101-20-11 55130 Photocopying Charges 5,000.00 5,000.00 5,000.00 - 101-20-11 55290 Other Operating Supplies 10,000.00 10,000.00 10,000.00 - 34,000.00 34,000.00 34,000.00 -
101-20-11 56410 Office Equipment <$10K 20,000.00 20,000.00 20,000.00 - 101-20-11 56710 Other Equipment <$10K 10,000.00 10,000.00 10,000.00 - 30,000.00 30,000.00 30,000.00 -
101-20-11 58920 Bank & Credit Card Fees 1,000.00 1,000.00 1,000.00 - 1,000.00 1,000.00 1,000.00 -
5,203,433.93 5,119,728.59 4,951,988.59 (167,740.00)
101-20-12 51110 Regular Salaries & Wages 4,020,354.11 4,200,368.18 4,200,368.18 - 101-20-12 51210 PERS Contributions 665,955.30 693,676.11 693,676.11 - 101-20-12 51211 PERS UAL 1,681,616.23 1,810,888.83 1,810,888.83 - 101-20-12 51220 FICA/Medicare 71,527.47 74,802.94 74,802.94 - 101-20-12 51230 Medical Benefits 720,379.10 738,388.58 738,388.58 - 101-20-12 51235 Life & LTD Insurance 32,925.59 34,083.83 34,083.83 - 101-20-12 51240 Workers Compensation Premiums 195,901.99 205,697.09 205,697.09 - 101-20-12 51140 Overtime Pay 400,000.00 400,000.00 400,000.00 - 101-20-12 51150 Special Pay 97,193.30 99,893.12 99,893.12 - 101-20-12 51155 One-Time Payouts 101,241.61 101,241.61 101,241.61 - 101-20-12 51237 Allowances & Other Benefits 183,449.13 188,230.10 188,230.10 - 101-20-12 51990 Salary Savings (516,634.09) (288,474.80) (288,474.00) 0.80 7,653,909.75 8,258,795.59 8,258,796.39 0.80
101-20-12 52190 Miscellaneous Prof Svcs 2,000.00 2,000.00 2,000.00 - 101-20-12 52230 Other Technical Services 2,500.00 2,500.00 2,500.00 - 4,500.00 4,500.00 4,500.00 -
101-20-12 53250 Vehicle & Equip Maint Svc 100,000.00 100,000.00 100,000.00 - 100,000.00 100,000.00 100,000.00 -
101-20-12 54990 Other Administrative Svcs 6,000.00 6,000.00 6,000.00 - 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Division Total: 11 - Police Administration
Division: 12 - Police Operations
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 70 - Information Systems Div
Department Total: 10 - Administration
Department: 20 - Police
Division: 11 - Police Administration
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital DRAFT
Agenda Packet Page 591 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
6,000.00 6,000.00 6,000.00 -
101-20-12 55210 Fuel 130,000.00 130,000.00 130,000.00 - 101-20-12 55220 Safety Supplies 55,000.00 55,000.00 55,000.00 - 101-20-12 55290 Other Operating Supplies 9,000.00 9,000.00 9,000.00 - 194,000.00 194,000.00 194,000.00 -
101-20-12 56520 Vehicles >$10K 322,624.00 150,000.00 150,000.00 - 101-20-12 56710 Other Equipment <$10K 10,000.00 10,000.00 10,000.00 - 332,624.00 160,000.00 160,000.00 -
8,291,033.75 8,723,295.59 8,723,296.39 0.80
101-20-13 51110 Regular Salaries & Wages 726,717.39 756,284.15 756,284.15 - 101-20-13 51210 PERS Contributions 121,990.12 126,685.81 126,685.81 - 101-20-13 51211 PERS UAL 301,099.10 323,343.45 323,343.45 - 101-20-13 51220 FICA/Medicare 10,991.77 11,433.59 11,433.59 - 101-20-13 51230 Medical Benefits 111,347.97 114,131.67 114,131.67 - 101-20-13 51235 Life & LTD Insurance 5,845.33 6,002.92 6,002.92 - 101-20-13 51240 Workers Compensation Premiums 32,650.33 34,282.85 34,282.85 - 101-20-13 51140 Overtime Pay 93,000.00 94,000.00 94,000.00 - 101-20-13 51150 Special Pay 21,618.04 22,230.59 22,230.59 - 101-20-13 51155 One-Time Payouts 29,296.70 29,296.70 29,296.70 - 101-20-13 51237 Allowances & Other Benefits 21,217.47 21,509.02 21,509.02 - 1,475,774.23 1,539,200.75 1,539,200.75 -
101-20-13 52190 Miscellaneous Prof Svcs 7,500.00 8,500.00 8,500.00 - 101-20-13 52210 Lab & Investigative Svcs 70,000.00 70,000.00 70,000.00 - 77,500.00 78,500.00 78,500.00 -
101-20-13 54990 Other Administrative Svcs 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
1,558,274.23 1,622,700.75 1,622,700.75 -
15,052,741.91 15,465,724.93 15,297,985.73 (167,739.20)
101-25-10 51110 Regular Salaries & Wages 6,177,492.00 6,381,312.51 6,381,312.51 - 101-25-10 51120 Part-Time Permanent Salaries & Wages 54,637.00 56,275.44 56,275.44 - 101-25-10 51148 Back Fill Costs 955,000.00 1,087,000.00 1,087,000.00 - 101-25-10 51210 PERS Contributions 1,214,261.00 1,253,027.70 1,253,027.70 - 101-25-10 51211 PERS UAL 2,660,443.00 2,837,285.03 2,837,285.03 - 101-25-10 51220 FICA/Medicare 106,371.00 109,829.84 109,829.84 - 101-25-10 51230 Medical Benefits 1,148,592.00 1,177,305.93 1,177,305.93 - 101-25-10 51235 Life & LTD Insurance 46,187.00 46,946.62 46,946.62 - 101-25-10 51240 Workers Compensation Premiums 246,657.00 258,989.47 258,989.47 - 101-25-10 51145 FLSA Overtime Pay 111,030.00 114,360.78 114,360.78 - 101-25-10 51146 Fire Non-Supp OT 50,000.00 50,000.00 50,000.00 - 101-25-10 51147 Fire OES Response 600,000.00 600,000.00 600,000.00 - 101-25-10 51155 One-Time Payouts 79,871.00 79,870.57 79,870.57 - 101-25-10 51237 Allowances & Other Benefits 299,246.00 300,406.89 300,406.89 - 101-25-10 51242 Workers Compensation Pay (In Lieu of Salary) 103,000.00 103,000.00 103,000.00 - 101-25-10 51990 Salary Savings 50,663.00 - - -
13,903,450.00 14,455,610.78 14,455,610.78 -
101-25-10 52100 Budget Only - One Time Adjustments - - 201,102.00 201,102.00 GF Adj between departments 101-25-10 52190 Miscellaneous Prof Svcs 274,200.00 274,200.00 274,200.00 - 101-25-10 52220 Medical Services 35,000.00 35,000.00 35,000.00 - 101-25-10 52230 Other Technical Services 26,700.00 26,700.00 26,700.00 - 101-25-10 52260 OES Equipment & Apparatus 100,000.00 100,000.00 100,000.00 - 435,900.00 435,900.00 637,002.00 201,102.00
101-25-10 53110 Utilities-Energy 33,866.00 37,252.60 37,252.60 - 101-25-10 53230 Building Maint Services 20,000.00 20,000.00 20,000.00 - 101-25-10 53240 Landscape/Park Maint Svcs 5,000.00 5,000.00 5,000.00 - 101-25-10 53250 Vehicle & Equip Maint Svc 322,044.00 175,000.00 175,000.00 - 101-25-10 53270 Weed Abatement 5,000.00 5,000.00 5,000.00 - 101-25-10 53290 Miscellaneous R&M Svcs 65,655.00 63,100.00 63,100.00 - 101-25-10 53330 Vehic Replcmt Rental Chrg 151,000.00 151,000.00 151,000.00 - 101-25-10 53910 Solid Waste Services 9,600.00 10,584.00 10,584.00 - 612,165.00 466,936.60 466,936.60 -
101-25-10 54210 Telephone Expenses 23,415.00 22,000.00 22,000.00 - 101-25-10 54220 Mobile/Wireless Expenses 13,000.00 13,000.00 13,000.00 - 101-25-10 54230 Internet Services 15,750.00 15,750.00 15,750.00 - 101-25-10 54240 Software Licenses & Maintenance 17,500.00 17,500.00 17,500.00 - 101-25-10 54310 Legal Notices & Advertise 2,500.00 2,500.00 2,500.00 - 101-25-10 54410 Printing & Binding 10,000.00 10,000.00 10,000.00 - 101-25-10 54610 Travel & Training 50,000.00 50,000.00 50,000.00 - 101-25-10 54910 Dues & Subscriptions 9,000.00 9,000.00 9,000.00 - 101-25-10 54990 Other Administrative Svcs 8,500.00 8,500.00 8,500.00 - 149,665.00 148,250.00 148,250.00 -
101-25-10 55110 General Office Supplies 3,000.00 3,000.00 3,000.00 - 101-25-10 55120 Postage & Delivery 500.00 500.00 500.00 - 101-25-10 55130 Photocopying Charges 100.00 100.00 100.00 - 101-25-10 55210 Fuel 66,066.00 69,369.30 69,369.30 -
101-25-10 55230 Medical Supplies 30,975.00 32,523.00 32,523.00 - 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Department: 25 - Fire
Division: 10 - Fire Administration
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 13 - Police Investigations
Department Total: 20 - Police
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 12 - Police Operations
Division: 13 - Police Investigations
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
DRAFT
Agenda Packet Page 592 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-25-10 55240 Clothing & Uniform Supply 75,000.00 75,000.00 75,000.00 - 101-25-10 55250 Vehicle & Equip Supplies 8,000.00 8,000.00 8,000.00 - 101-25-10 55290 Other Operating Supplies 7,000.00 7,000.00 7,000.00 - 101-25-10 55520 Building Supplies 6,000.00 6,000.00 6,000.00 - 196,641.00 201,492.30 201,492.30 -
101-25-10 56310 Improvements, not Bldgs 15,000.00 15,000.00 15,000.00 - 101-25-10 56410 Office Equipment <$10K 8,000.00 8,000.00 8,000.00 - 101-25-10 56710 Other Equipment <$10K 7,100.00 7,100.00 7,100.00 - 101-25-10 56720 Other Equipment >$10K 17,825.00 - - -
47,925.00 30,100.00 30,100.00 -
101-25-10 58220 Licenses & Permits 2,500.00 2,500.00 2,500.00 - 2,500.00 2,500.00 2,500.00 -
101-25-10 59990.601 TRANSFER OUT-I/S 85,000.00 85,000.00 85,000.00 - 85,000.00 85,000.00 85,000.00 -
15,433,246.00 15,825,789.68 16,026,891.68 201,102.00
15,433,246.00 15,825,789.68 16,026,891.68 201,102.00
101-30-10 52100 Budget Only - One Time Adjustments - - (71,672.00) (71,672.00) GF Adj between departments - - (71,672.00) (71,672.00)
- - (71,672.00) (71,672.00)
101-30-20 51110 Regular Salaries & Wages 185,467.77 195,023.11 195,023.11 - 101-30-20 51210 PERS Contributions 10,746.65 11,303.80 11,303.80 - 101-30-20 51211 PERS UAL 42,206.35 45,457.28 45,457.28 - 101-30-20 51220 FICA/Medicare 14,004.74 14,744.64 14,744.64 - 101-30-20 51230 Medical Benefits 29,937.85 30,686.30 30,686.30 - 101-30-20 51235 Life & LTD Insurance 1,860.91 1,944.81 1,944.81 - 101-30-20 51240 Workers Compensation Premiums 10,872.58 11,416.21 11,416.21 - 101-30-20 51150 Special Pay 364.00 364.00 364.00 -
101-30-20 51155 One-Time Payouts 2,674.85 2,674.85 2,674.85 - 101-30-20 51237 Allowances & Other Benefits 954.46 954.46 954.46 - 101-30-20 51990 Salary Savings 526.00 - - -
299,616.17 314,569.46 314,569.46 -
101-30-20 52190 Miscellaneous Prof Svcs 97,653.00 95,000.00 95,000.00 - 101-30-20 52230 Other Technical Services 1,090.00 1,090.00 1,090.00 - 101-30-20 52240 Miscellaneous Services 13,630.00 16,630.00 16,630.00 - 112,373.00 112,720.00 112,720.00 -
101-30-20 53250 Vehicle & Equip Maint Svc 4,000.00 4,000.00 4,000.00 - 101-30-20 53320 Vehicle & Equipment Lease 4,160.00 4,160.00 4,160.00 - 8,160.00 8,160.00 8,160.00 -
101-30-20 54210 Telephone Expenses 5,399.00 5,200.00 5,200.00 - 101-30-20 54220 Mobile/Wireless Expenses 9,680.00 9,680.00 9,680.00 - 101-30-20 54240 Software Licenses & Maintenance 1,680.00 1,680.00 1,680.00 - 101-30-20 54610 Travel & Training 4,160.00 4,160.00 4,160.00 - 101-30-20 54910 Dues & Subscriptions 1,300.00 1,300.00 1,300.00 - 101-30-20 54920 Events & Field Trips 440.00 440.00 440.00 - 22,659.00 22,460.00 22,460.00 -
101-30-20 55110 General Office Supplies 840.00 840.00 840.00 - 101-30-20 55120 Postage & Delivery 940.00 940.00 940.00 - 101-30-20 55130 Photocopying Charges 630.00 630.00 630.00 - 101-30-20 55220 Safety Supplies 520.00 520.00 520.00 -
101-30-20 55290 Other Operating Supplies 110.00 110.00 110.00 - 3,040.00 3,040.00 3,040.00 -
101-30-20 56410 Office Equipment <$10K 11,900.00 13,900.00 13,900.00 - 101-30-20 56710 Other Equipment <$10K 320.00 320.00 320.00 - 12,220.00 14,220.00 14,220.00 -
458,068.17 475,169.46 475,169.46 -
101-30-30 51110 Regular Salaries & Wages 322,449.00 336,696.02 336,696.02 - 101-30-30 51120 Part-Time Permanent Salaries & Wages 57,751.00 59,482.54 59,482.54 - 101-30-30 51200 PARS Contribution 150.00 150.00 150.00 - 101-30-30 51210 PERS Contributions 29,099.00 30,314.68 30,314.68 - 101-30-30 51211 PERS UAL 79,053.00 84,545.15 84,545.15 - 101-30-30 51220 FICA/Medicare 24,361.00 25,472.74 25,472.74 - 101-30-30 51230 Medical Benefits 73,200.00 75,029.01 75,029.01 - 101-30-30 51235 Life & LTD Insurance 3,279.00 3,412.77 3,412.77 - 101-30-30 51240 Workers Compensation Premiums 24,815.00 26,054.93 26,054.93 - 101-30-30 51140 Overtime Pay 4,414.00 4,545.96 4,545.96 - 101-30-30 51142 Straight OT 6,620.00 6,818.40 6,818.40 - 101-30-30 51150 Special Pay 2,898.00 2,897.18 2,897.18 - 101-30-30 51155 One-Time Payouts 4,377.00 4,376.04 4,376.04 - 101-30-30 51237 Allowances & Other Benefits 487.00 486.20 486.20 - 632,953.00 660,281.62 660,281.62 -
101-30-30 52190 Miscellaneous Prof Svcs 4,160.00 4,160.00 4,160.00 - 101-30-30 52230 Other Technical Services 4,610.00 4,610.00 4,610.00 - 5200-Prof Svcs - Purchased Professional & Technical Services 5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 10 - Public Works Admin
Division: 20 - Public Works Engineering
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 10 - Fire Administration
Department Total: 25 - Fire
Department: 30 - Public Works
Division: 10 - Public Works Admin
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Account Classification Total: 5500-Supplies - Supplies
DRAFT
Agenda Packet Page 593 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-30-30 52240 Miscellaneous Services 8,510.00 8,510.00 8,510.00 - 17,280.00 17,280.00 17,280.00 -
101-30-30 53110 Utilities-Energy 134,330.00 147,763.00 147,763.00 - 101-30-30 53111 Utilities-Water & Sewer 125,600.00 125,600.00 125,600.00 - 101-30-30 53210 Infrastructure Maint Svc 148,050.00 148,050.00 148,050.00 - 101-30-30 53230 Building Maint Services 122,225.00 128,830.00 128,830.00 - 101-30-30 53240 Landscape/Park Maint Svcs 518,672.00 644,780.00 644,780.00 - 101-30-30 53250 Vehicle & Equip Maint Svc 59,106.00 58,630.00 58,630.00 - 101-30-30 53260 Janitorial Services 26,610.00 29,610.00 29,610.00 - 101-30-30 53290 Miscellaneous R&M Svcs 12,810.00 12,810.00 12,810.00 - 101-30-30 53320 Vehicle & Equipment Lease 4,090.00 4,090.00 4,090.00 - 101-30-30 53910 Solid Waste Services 41,110.00 41,110.00 41,110.00 - 101-30-30 53990 Other Property Services 6,060.00 6,060.00 6,060.00 - 1,198,663.00 1,347,333.00 1,347,333.00 -
101-30-30 54210 Telephone Expenses 13,976.00 13,010.00 13,010.00 - 101-30-30 54220 Mobile/Wireless Expenses 10,690.00 10,690.00 10,690.00 - 101-30-30 54230 Internet Services 7,690.00 7,690.00 7,690.00 - 101-30-30 54240 Software Licenses & Maintenance 2,400.00 2,400.00 2,400.00 - 101-30-30 54610 Travel & Training 6,970.00 6,970.00 6,970.00 - 101-30-30 54910 Dues & Subscriptions 8,960.00 8,960.00 8,960.00 - 101-30-30 54920 Events & Field Trips 3,960.00 3,960.00 3,960.00 - 54,646.00 53,680.00 53,680.00 -
101-30-30 55110 General Office Supplies 2,670.00 2,670.00 2,670.00 - 101-30-30 55120 Postage & Delivery 810.00 810.00 810.00 - 101-30-30 55130 Photocopying Charges 550.00 550.00 550.00 - 101-30-30 55210 Fuel 20,977.00 22,025.85 22,025.85 -
101-30-30 55220 Safety Supplies 7,090.00 7,090.00 7,090.00 - 101-30-30 55250 Vehicle & Equip Supplies 7,790.00 7,790.00 7,790.00 - 101-30-30 55290 Other Operating Supplies 9,710.00 9,710.00 9,710.00 - 101-30-30 55520 Building Supplies 16,920.00 16,920.00 16,920.00 - 66,517.00 67,565.85 67,565.85 -
101-30-30 56410 Office Equipment <$10K 14,490.00 14,490.00 14,490.00 - 101-30-30 56620 Heavy Equipment >$10K 23,000.00 23,000.00 23,000.00 - 101-30-30 56710 Other Equipment <$10K 7,770.00 8,770.00 8,770.00 - 45,260.00 46,260.00 46,260.00 -
101-30-30 58220 Licenses & Permits 7,700.00 7,700.00 7,700.00 - 101-30-30 58920 Bank & Credit Card Fees 760.00 760.00 760.00 - 8,460.00 8,460.00 8,460.00 -
2,023,779.00 2,200,860.47 2,200,860.47 -
2,481,847.17 2,676,029.93 2,604,357.93 (71,672.00)
101-40-10 51110 Regular Salaries & Wages 438,836.07 452,001.15 452,001.15 - 101-40-10 51120 Part-Time Permanent Salaries & Wages 1,750.00 1,750.00 1,750.00 - 101-40-10 51200 PARS Contribution 100.00 100.00 100.00 - 101-40-10 51210 PERS Contributions 41,246.28 42,480.33 42,480.33 - 101-40-10 51211 PERS UAL 100,292.54 106,109.81 106,109.81 - 101-40-10 51220 FICA/Medicare 32,558.58 33,643.73 33,643.73 - 101-40-10 51230 Medical Benefits 59,602.18 61,092.24 61,092.24 - 101-40-10 51235 Life & LTD Insurance 4,282.33 4,371.10 4,371.10 - 101-40-10 51240 Workers Compensation Premiums 24,161.25 25,369.32 25,369.32 - 101-40-10 51150 Special Pay 260.00 260.00 260.00 -
101-40-10 51237 Allowances & Other Benefits 1,440.40 1,440.40 1,440.40 - 101-40-10 51990 Salary Savings 10,824.11 16,988.78 16,989.00 0.22 715,353.75 745,606.86 745,607.08 0.22
101-40-10 52100 Budget Only - One Time Adjustments 35,000.00 - (15,364.00) (15,364.00) GF Adj between departments 101-40-10 52120 Legal & Financial Svcs 1,000.00 1,000.00 1,000.00 - 101-40-10 52190 Miscellaneous Prof Svcs 51,047.00 25,000.00 25,000.00 - 101-40-10 52230 Other Technical Services 30,000.00 30,000.00 30,000.00 - 117,047.00 56,000.00 40,636.00 (15,364.00)
101-40-10 54210 Telephone Expenses 1,048.00 1,000.00 1,000.00 - 101-40-10 54220 Mobile/Wireless Expenses 1,000.00 2,000.00 2,000.00 - 101-40-10 54410 Printing & Binding 1,000.00 1,000.00 1,000.00 - 101-40-10 54610 Travel & Training 8,000.00 8,000.00 8,000.00 - 101-40-10 54910 Dues & Subscriptions 5,500.00 5,500.00 5,500.00 - 101-40-10 54920 Events & Field Trips 5,000.00 5,000.00 5,000.00 - 21,548.00 22,500.00 22,500.00 -
101-40-10 55110 General Office Supplies 1,000.00 1,000.00 1,000.00 - 101-40-10 55120 Postage & Delivery 2,500.00 2,500.00 2,500.00 - 101-40-10 55130 Photocopying Charges 900.00 900.00 900.00 - 101-40-10 55240 Clothing & Uniform Supply 600.00 600.00 600.00 - 5,000.00 5,000.00 5,000.00 -
101-40-10 56410 Office Equipment <$10K 4,000.00 4,000.00 4,000.00 - 4,000.00 4,000.00 4,000.00 -
101-40-10 58925 Credit Card Processing Fees 35,000.00 35,000.00 35,000.00 - 35,000.00 35,000.00 35,000.00 -
897,948.75 868,106.86 852,743.08 (15,363.78)
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 10 - Comm Dev-Econ Developmt
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services DRAFT
Agenda Packet Page 594 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-40-30 51110 Regular Salaries & Wages 455,486.81 478,602.02 478,602.02 - 101-40-30 51210 PERS Contributions 41,055.10 43,212.09 43,212.09 - 101-40-30 51211 PERS UAL 112,066.08 120,509.42 120,509.42 - 101-40-30 51220 FICA/Medicare 34,467.83 36,275.16 36,275.16 - 101-40-30 51230 Medical Benefits 108,024.30 110,724.91 110,724.91 - 101-40-30 51235 Life & LTD Insurance 4,530.51 4,718.02 4,718.02 - 101-40-30 51240 Workers Compensation Premiums 23,834.75 25,026.49 25,026.49 - 101-40-30 51150 Special Pay 1,820.00 1,820.00 1,820.00 - 101-40-30 51155 One-Time Payouts 5,643.76 5,643.76 5,643.76 - 101-40-30 51237 Allowances & Other Benefits 720.20 720.20 720.20 - 787,649.34 827,252.07 827,252.07 -
101-40-30 52130 Architect/Engineering Svc 8,000.00 8,000.00 8,000.00 - 101-40-30 52190 Miscellaneous Prof Svcs 180,599.00 20,000.00 20,000.00 - 101-40-30 52230 Other Technical Services 20,000.00 22,000.00 22,000.00 - 101-40-30 52240 Miscellaneous Services 2,000.00 2,000.00 2,000.00 - 210,599.00 52,000.00 52,000.00 -
101-40-30 54210 Telephone Expenses 1,148.00 1,051.00 1,051.00 - 101-40-30 54220 Mobile/Wireless Expenses 250.00 250.00 250.00 - 101-40-30 54240 Software Licenses & Maintenance 298.00 298.00 298.00 - 101-40-30 54310 Legal Notices & Advertise 6,500.00 6,500.00 6,500.00 - 101-40-30 54410 Printing & Binding 2,060.00 2,060.00 2,060.00 - 101-40-30 54610 Travel & Training 6,000.00 6,000.00 6,000.00 - 101-40-30 54910 Dues & Subscriptions 1,766.00 1,766.00 1,766.00 - 18,022.00 17,925.00 17,925.00 -
101-40-30 55110 General Office Supplies 473.00 473.00 473.00 - 101-40-30 55120 Postage & Delivery 1,893.00 1,893.00 1,893.00 - 101-40-30 55130 Photocopying Charges 2,500.00 2,500.00 2,500.00 - 4,866.00 4,866.00 4,866.00 -
101-40-30 56410 Office Equipment <$10K 2,000.00 2,000.00 2,000.00 - 2,000.00 2,000.00 2,000.00 -
1,023,136.34 904,043.07 904,043.07 -
101-40-40 51110 Regular Salaries & Wages 803,433.00 840,096.65 840,096.65 - 101-40-40 51210 PERS Contributions 63,572.00 66,342.93 66,342.93 - 101-40-40 51211 PERS UAL 200,815.00 214,947.56 214,947.56 - 101-40-40 51220 FICA/Medicare 61,063.00 63,906.58 63,906.58 - 101-40-40 51230 Medical Benefits 219,958.00 225,456.55 225,456.55 - 101-40-40 51235 Life & LTD Insurance 8,229.00 8,558.70 8,558.70 - 101-40-40 51240 Workers Compensation Premiums 49,955.00 52,452.74 52,452.74 - 101-40-40 51140 Overtime Pay 2,207.00 2,272.45 2,272.45 - 101-40-40 51150 Special Pay 1,520.00 1,519.96 1,519.96 - 101-40-40 51155 One-Time Payouts 10,662.00 10,661.34 10,661.34 - 101-40-40 51990 Salary Savings (157,133.00) (151,885.08) (151,885.00) 0.08 1,264,281.00 1,334,330.38 1,334,330.46 0.08
101-40-40 52130 Architect/Engineering Svc 300,000.00 300,000.00 300,000.00 - 101-40-40 52130.4 Solar Plan Review 9,506.00 - - -
101-40-40 52190 Miscellaneous Prof Svcs 495,000.00 495,000.00 495,000.00 - 101-40-40 52190.1 Temp Staff in City Hall 61,692.00 - - - 101-40-40 52230 Other Technical Services 25,000.00 25,000.00 25,000.00 - 891,198.00 820,000.00 820,000.00 -
101-40-40 53250 Vehicle & Equip Maint Svc 4,500.00 4,500.00 4,500.00 - 4,500.00 4,500.00 4,500.00 -
101-40-40 54210 Telephone Expenses 4,168.00 4,000.00 4,000.00 - 101-40-40 54220 Mobile/Wireless Expenses 1,000.00 1,000.00 1,000.00 - 101-40-40 54230 Internet Services 1,448.00 1,448.00 1,448.00 - 101-40-40 54240 Software Licenses & Maintenance 2,000.00 2,000.00 2,000.00 - 101-40-40 54410 Printing & Binding 500.00 500.00 500.00 - 101-40-40 54610 Travel & Training 4,000.00 4,000.00 4,000.00 - 101-40-40 54910 Dues & Subscriptions 6,000.00 6,000.00 6,000.00 - 101-40-40 54990 Other Administrative Svcs 1,843.00 1,843.00 1,843.00 - 20,959.00 20,791.00 20,791.00 -
101-40-40 55110 General Office Supplies 1,419.00 1,419.00 1,419.00 - 101-40-40 55120 Postage & Delivery 946.00 946.00 946.00 - 101-40-40 55130 Photocopying Charges 2,000.00 2,000.00 2,000.00 - 101-40-40 55210 Fuel 3,300.00 3,465.00 3,465.00 -
101-40-40 55220 Safety Supplies 331.00 331.00 331.00 -
101-40-40 55240 Clothing & Uniform Supply 709.00 709.00 709.00 - 101-40-40 55290 Other Operating Supplies 4,000.00 4,000.00 4,000.00 - 12,705.00 12,870.00 12,870.00 -
101-40-40 56410 Office Equipment <$10K 4,000.00 4,000.00 4,000.00 - 4,000.00 4,000.00 4,000.00 -
101-40-40 58920 Bank & Credit Card Fees 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
2,247,643.00 2,246,491.38 2,246,491.46 0.08
4,168,728.09 4,018,641.31 4,003,277.61 (15,363.70)
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 40 - Comm Dev-Building Svcs
Department Total: 40 - Community Development
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 30 - Comm Dev-Planning
Division: 40 - Comm Dev-Building Svcs
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division: 30 - Comm Dev-Planning
DRAFT
Agenda Packet Page 595 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-50-10 51110 Regular Salaries & Wages 361,758.00 374,852.56 374,852.56 - 101-50-10 51120 Part-Time Permanent Salaries & Wages 15,914.00 16,390.90 16,390.90 - 101-50-10 51200 PARS Contribution 50.00 50.00 50.00 -
101-50-10 51210 PERS Contributions 45,768.00 47,362.81 47,362.81 - 101-50-10 51211 PERS UAL 87,157.00 92,685.40 92,685.40 - 101-50-10 51220 FICA/Medicare 25,831.00 26,990.83 26,990.83 - 101-50-10 51230 Medical Benefits 62,802.00 64,371.67 64,371.67 - 101-50-10 51235 Life & LTD Insurance 3,373.00 3,440.09 3,440.09 - 101-50-10 51240 Workers Compensation Premiums 20,570.00 21,598.20 21,598.20 - 101-50-10 51140 Overtime Pay 531.00 546.36 546.36 -
101-50-10 51150 Special Pay 1,950.00 1,950.00 1,950.00 - 101-50-10 51155 One-Time Payouts 9,572.00 9,571.89 9,571.89 - 101-50-10 51237 Allowances & Other Benefits 1,009.00 1,008.28 1,008.28 - 101-50-10 51990 Salary Savings 4,415.00 - - -
640,700.00 660,818.99 660,818.99 -
101-50-10 52100 Budget Only - One Time Adjustments - - (169,281.00) (169,281.00) GF Adj between departments 101-50-10 52190 Miscellaneous Prof Svcs 18,000.00 18,000.00 18,000.00 - 101-50-10 52230 Other Technical Services 15,000.00 15,000.00 15,000.00 - 101-50-10 52240 Miscellaneous Services 10,000.00 10,000.00 10,000.00 - 43,000.00 43,000.00 (126,281.00) (169,281.00)
101-50-10 53110 Utilities-Energy 16,419.00 18,060.90 18,060.90 - 101-50-10 53111 Utilities-Water & Sewer 2,310.00 2,310.00 2,310.00 - 101-50-10 53230 Building Maint Services 21,000.00 21,000.00 21,000.00 - 101-50-10 53240 Landscape/Park Maint Svcs 5,000.00 5,000.00 5,000.00 - 101-50-10 53250 Vehicle & Equip Maint Svc 4,000.00 4,000.00 4,000.00 - 101-50-10 53990 Other Property Services 60,000.00 62,400.00 62,400.00 - 108,729.00 112,770.90 112,770.90 -
101-50-10 54210 Telephone Expenses 15,353.00 14,049.00 14,049.00 - 101-50-10 54220 Mobile/Wireless Expenses 2,080.00 2,080.00 2,080.00 - 101-50-10 54230 Internet Services 25,000.00 25,000.00 25,000.00 - 101-50-10 54240 Software Licenses & Maintenance 18,000.00 18,000.00 18,000.00 - 101-50-10 54310 Legal Notices & Advertise 1,000.00 1,000.00 1,000.00 - 101-50-10 54410 Printing & Binding 32,136.00 33,421.00 33,421.00 - 101-50-10 54610 Travel & Training 5,150.00 5,150.00 5,150.00 - 101-50-10 54910 Dues & Subscriptions 2,575.00 2,575.00 2,575.00 - 101-50-10 54990 Other Administrative Svcs 14,000.00 14,000.00 14,000.00 - 115,294.00 115,275.00 115,275.00 -
101-50-10 55110 General Office Supplies 3,000.00 3,000.00 3,000.00 - 101-50-10 55120 Postage & Delivery 25,000.00 25,000.00 25,000.00 - 101-50-10 55130 Photocopying Charges 3,500.00 3,500.00 3,500.00 - 101-50-10 55140 Recognition-EE/Volunteer 2,500.00 2,500.00 2,500.00 - 101-50-10 55210 Fuel 2,750.00 2,887.50 2,887.50 -
101-50-10 55290 Other Operating Supplies 8,000.00 8,000.00 8,000.00 - 101-50-10 55520 Building Supplies 5,000.00 5,000.00 5,000.00 - 49,750.00 49,887.50 49,887.50 -
101-50-10 56410 Office Equipment <$10K 18,000.00 18,000.00 18,000.00 - 101-50-10 56710 Other Equipment <$10K 18,000.00 18,000.00 18,000.00 - 36,000.00 36,000.00 36,000.00 -
101-50-10 58220 Licenses & Permits 3,000.00 3,000.00 3,000.00 - 101-50-10 58920 Bank & Credit Card Fees 195,000.00 200,850.00 200,850.00 - 198,000.00 203,850.00 203,850.00 -
101-50-10 59990.225 Operating Xfer Out-Donations 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
1,241,473.00 1,271,602.39 1,102,321.39 (169,281.00)
101-50-20 51110 Regular Salaries & Wages 445,995.89 459,375.76 459,375.76 - 101-50-20 51120 Part-Time Permanent Salaries & Wages 780,600.00 764,400.00 764,400.00 - 101-50-20 51200 PARS Contribution 6,200.00 6,200.00 6,200.00 - 101-50-20 51210 PERS Contributions 67,696.23 69,679.08 69,679.08 - 101-50-20 51211 PERS UAL 122,166.04 129,119.21 129,119.21 - 101-50-20 51220 FICA/Medicare 34,700.07 35,723.63 35,723.63 - 101-50-20 51230 Medical Benefits 140,769.81 144,289.05 144,289.05 - 101-50-20 51235 Life & LTD Insurance 4,692.47 4,826.29 4,826.29 - 101-50-20 51240 Workers Compensation Premiums 39,180.40 41,139.42 41,139.42 - 101-50-20 51140 Overtime Pay 3,182.70 3,278.18 3,278.18 - 101-50-20 51150 Special Pay 14,999.80 7,599.80 7,599.80 - 101-50-20 51155 One-Time Payouts 10,560.75 10,560.75 10,560.75 - 101-50-20 51237 Allowances & Other Benefits 2,880.80 2,880.80 2,880.80 - 101-50-20 51990 Salary Savings 9,923.00 - - -
1,683,547.95 1,679,071.97 1,679,071.97 -
101-50-20 52190 Miscellaneous Prof Svcs 75,000.00 28,000.00 28,000.00 - 101-50-20 52220 Medical Services 2,000.00 2,000.00 2,000.00 - 101-50-20 52250 Instructor Services 10,032.00 10,032.00 10,032.00 - 87,032.00 40,032.00 40,032.00 -
101-50-20 53110 Utilities-Energy 13,658.00 15,023.80 15,023.80 - 5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 10 - Recreation-Admin
Division: 20 - Recreation-Chldcr Admin
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Department: 50 - Recreation
Division: 10 - Recreation-Admin
DRAFT
Agenda Packet Page 596 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-50-20 53230 Building Maint Services 15,000.00 - - - 101-50-20 53310 Land & Building Lease 10,000.00 10,000.00 10,000.00 - 101-50-20 53990 Other Property Services 2,472.00 2,472.00 2,472.00 - 41,130.00 27,495.80 27,495.80 -
101-50-20 54210 Telephone Expenses 1,152.00 1,054.00 1,054.00 - 101-50-20 54220 Mobile/Wireless Expenses 3,500.00 3,500.00 3,500.00 - 101-50-20 54230 Internet Services 4,000.00 4,000.00 4,000.00 - 101-50-20 54310 Legal Notices & Advertise 2,500.00 2,500.00 2,500.00 - 101-50-20 54610 Travel & Training 5,000.00 5,000.00 5,000.00 - 101-50-20 54910 Dues & Subscriptions 1,000.00 1,000.00 1,000.00 - 101-50-20 54920 Events & Field Trips 48,464.00 50,403.00 50,403.00 - 65,616.00 67,457.00 67,457.00 -
101-50-20 55110 General Office Supplies 2,000.00 2,000.00 2,000.00 - 101-50-20 55120 Postage & Delivery 500.00 500.00 500.00 - 101-50-20 55130 Photocopying Charges 3,500.00 3,500.00 3,500.00 - 101-50-20 55140 Recognition-EE/Volunteer 3,000.00 3,000.00 3,000.00 - 101-50-20 55210 Fuel 2,750.00 2,887.50 2,887.50 -
101-50-20 55230 Medical Supplies 5,000.00 5,000.00 5,000.00 - 101-50-20 55240 Clothing & Uniform Supply 13,500.00 13,500.00 13,500.00 - 101-50-20 55290 Other Operating Supplies 80,000.00 80,000.00 80,000.00 - 101-50-20 55520 Building Supplies 2,000.00 2,000.00 2,000.00 - 112,250.00 112,387.50 112,387.50 -
101-50-20 56410 Office Equipment <$10K 2,000.00 2,000.00 2,000.00 - 101-50-20 56710 Other Equipment <$10K 8,000.00 8,000.00 8,000.00 - 10,000.00 10,000.00 10,000.00 -
101-50-20 58220 Licenses & Permits 2,000.00 2,000.00 2,000.00 - 2,000.00 2,000.00 2,000.00 -
2,001,575.95 1,938,444.27 1,938,444.27 -
101-50-30 51110 Regular Salaries & Wages 121,526.35 129,948.97 129,948.97 - 101-50-30 51120 Part-Time Permanent Salaries & Wages 670,000.00 644,800.00 644,800.00 - 101-50-30 51200 PARS Contribution 6,500.00 6,500.00 6,500.00 - 101-50-30 51210 PERS Contributions 12,389.20 13,207.57 13,207.57 - 101-50-30 51211 PERS UAL 30,679.12 33,446.97 33,446.97 - 101-50-30 51220 FICA/Medicare 9,296.77 9,941.10 9,941.10 - 101-50-30 51230 Medical Benefits 31,957.64 32,756.58 32,756.58 - 101-50-30 51235 Life & LTD Insurance 1,274.96 1,355.09 1,355.09 - 101-50-30 51240 Workers Compensation Premiums 8,815.59 9,256.37 9,256.37 - 101-50-30 51140 Overtime Pay 1,060.90 1,092.73 1,092.73 - 101-50-30 51155 One-Time Payouts 3,490.42 3,490.42 3,490.42 - 101-50-30 51237 Allowances & Other Benefits 432.12 432.12 432.12 - 897,423.06 886,227.92 886,227.92 -
101-50-30 52190 Miscellaneous Prof Svcs 2,080.00 2,080.00 2,080.00 - 101-50-30 52220 Medical Services 1,500.00 1,500.00 1,500.00 - 101-50-30 52250 Instructor Services 3,500.00 3,500.00 3,500.00 - 7,080.00 7,080.00 7,080.00 -
101-50-30 53110 Utilities-Energy 65,021.00 71,523.10 71,523.10 - 101-50-30 53111 Utilities-Water & Sewer 39,699.00 41,287.00 41,287.00 - 101-50-30 53990 Other Property Services 9,984.00 9,984.00 9,984.00 - 114,704.00 122,794.10 122,794.10 -
101-50-30 54210 Telephone Expenses 2,584.00 2,364.00 2,364.00 - 101-50-30 54220 Mobile/Wireless Expenses 500.00 500.00 500.00 - 101-50-30 54230 Internet Services 3,538.00 3,538.00 3,538.00 - 101-50-30 54310 Legal Notices & Advertise 1,753.00 1,753.00 1,753.00 - 101-50-30 54610 Travel & Training 5,000.00 5,000.00 5,000.00 - 101-50-30 54910 Dues & Subscriptions 3,120.00 3,245.00 3,245.00 - 101-50-30 54920 Events & Field Trips 3,000.00 3,000.00 3,000.00 - 19,495.00 19,400.00 19,400.00 -
101-50-30 55110 General Office Supplies 2,000.00 2,000.00 2,000.00 - 101-50-30 55120 Postage & Delivery 500.00 500.00 500.00 - 101-50-30 55130 Photocopying Charges 3,000.00 3,000.00 3,000.00 - 101-50-30 55140 Recognition-EE/Volunteer 3,000.00 3,000.00 3,000.00 - 101-50-30 55210 Fuel 2,500.00 2,500.00 2,500.00 -
101-50-30 55230 Medical Supplies 3,000.00 3,000.00 3,000.00 - 101-50-30 55240 Clothing & Uniform Supply 6,000.00 6,000.00 6,000.00 - 101-50-30 55290 Other Operating Supplies 24,000.00 24,000.00 24,000.00 - 101-50-30 55520 Building Supplies 2,000.00 2,000.00 2,000.00 - 101-50-30 55590 Other Maintenance Supply 6,000.00 6,000.00 6,000.00 - 52,000.00 52,000.00 52,000.00 -
101-50-30 56410 Office Equipment <$10K 2,000.00 2,000.00 2,000.00 - 101-50-30 56710 Other Equipment <$10K 5,000.00 5,000.00 5,000.00 - 7,000.00 7,000.00 7,000.00 -
101-50-30 58220 Licenses & Permits 3,500.00 3,500.00 3,500.00 - 3,500.00 3,500.00 3,500.00 -
Division Total: 30 - Recreation-Swim Center 1,101,202.06 1,098,002.02 1,098,002.02 - Division: 40 - Recreation-Senior Svcs
5100-Persn - Personnel
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 20 - Recreation-Chldcr Admin
Division: 30 - Recreation-Swim Center
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Account Classification Total: 5300-Prop Svcs - Purchased Property Services DRAFT
Agenda Packet Page 597 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-50-40 51110 Regular Salaries & Wages 41,506.51 42,751.70 42,751.70 - 101-50-40 51120 Part-Time Permanent Salaries & Wages 24,000.00 24,960.00 24,960.00 - 101-50-40 51200 PARS Contribution 100.00 100.00 100.00 - 101-50-40 51210 PERS Contributions 4,289.91 4,418.05 4,418.05 - 101-50-40 51211 PERS UAL 10,472.91 11,074.08 11,074.08 - 101-50-40 51220 FICA/Medicare 3,175.25 3,270.51 3,270.51 - 101-50-40 51230 Medical Benefits 10,652.59 10,918.90 10,918.90 - 101-50-40 51235 Life & LTD Insurance 432.05 443.62 443.62 - 101-50-40 51240 Workers Compensation Premiums 2,938.54 3,085.46 3,085.46 - 101-50-40 51140 Overtime Pay 530.45 546.36 546.36 -
101-50-40 51155 One-Time Payouts 3,014.42 3,014.42 3,014.42 - 101-50-40 51237 Allowances & Other Benefits 324.22 324.22 324.22 - 101-50-40 51990 Salary Savings 847.00 - - -
102,283.84 104,907.32 104,907.32 -
101-50-40 52220 Medical Services 500.00 500.00 500.00 - 101-50-40 52250 Instructor Services 22,000.00 22,880.00 22,880.00 - 22,500.00 23,380.00 23,380.00 -
101-50-40 53110 Utilities-Energy 2,979.00 3,276.90 3,276.90 - 101-50-40 53230 Building Maint Services 1,000.00 1,000.00 1,000.00 - 101-50-40 53990 Other Property Services 832.00 832.00 832.00 - 4,811.00 5,108.90 5,108.90 -
101-50-40 54220 Mobile/Wireless Expenses 1,269.00 1,269.00 1,269.00 - 101-50-40 54410 Printing & Binding 3,000.00 3,000.00 3,000.00 - 101-50-40 54610 Travel & Training 1,000.00 1,000.00 1,000.00 - 101-50-40 54910 Dues & Subscriptions 1,000.00 1,000.00 1,000.00 - 101-50-40 54920 Events & Field Trips 5,000.00 5,000.00 5,000.00 - 11,269.00 11,269.00 11,269.00 -
101-50-40 55110 General Office Supplies 1,000.00 1,000.00 1,000.00 - 101-50-40 55120 Postage & Delivery 5,000.00 5,000.00 5,000.00 - 101-50-40 55210 Fuel 880.00 924.00 924.00 -
101-50-40 55290 Other Operating Supplies 5,000.00 5,000.00 5,000.00 - 11,880.00 11,924.00 11,924.00 -
101-50-40 56710 Other Equipment <$10K 3,000.00 3,000.00 3,000.00 - 3,000.00 3,000.00 3,000.00 -
155,743.84 159,589.22 159,589.22 -
101-50-50 51110 Regular Salaries & Wages 143,941.56 149,064.32 149,064.32 - 101-50-50 51120 Part-Time Permanent Salaries & Wages 40,000.00 41,600.00 41,600.00 - 101-50-50 51200 PARS Contribution 100.00 100.00 100.00 - 101-50-50 51210 PERS Contributions 12,154.23 12,552.70 12,552.70 - 101-50-50 51211 PERS UAL 35,915.74 38,137.53 38,137.53 - 101-50-50 51220 FICA/Medicare 11,036.37 11,428.26 11,428.26 - 101-50-50 51230 Medical Benefits 37,098.33 38,025.79 38,025.79 - 101-50-50 51235 Life & LTD Insurance 1,504.87 1,552.15 1,552.15 - 101-50-50 51240 Workers Compensation Premiums 10,774.63 11,313.37 11,313.37 - 101-50-50 51150 Special Pay 325.00 325.00 325.00 -
101-50-50 51155 One-Time Payouts 162.59 162.59 162.59 - 101-50-50 51237 Allowances & Other Benefits 1,008.28 1,008.28 1,008.28 - 101-50-50 51990 Salary Savings 1,561.00 - - -
295,582.60 305,269.99 305,269.99 -
101-50-50 52250 Instructor Services 130,000.00 135,200.00 135,200.00 - 130,000.00 135,200.00 135,200.00 -
101-50-50 53230 Building Maint Services 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
101-50-50 54210 Telephone Expenses 4,727.00 4,325.00 4,325.00 - 101-50-50 54220 Mobile/Wireless Expenses 800.00 800.00 800.00 - 101-50-50 54230 Internet Services 4,058.00 4,058.00 4,058.00 - 101-50-50 54610 Travel & Training 2,000.00 2,000.00 2,000.00 - 101-50-50 54910 Dues & Subscriptions 500.00 500.00 500.00 - 101-50-50 54920 Events & Field Trips 5,000.00 5,000.00 5,000.00 - 17,085.00 16,683.00 16,683.00 -
101-50-50 55110 General Office Supplies 1,500.00 1,500.00 1,500.00 - 101-50-50 55120 Postage & Delivery 1,000.00 1,000.00 1,000.00 - 101-50-50 55130 Photocopying Charges 1,000.00 1,000.00 1,000.00 - 101-50-50 55290 Other Operating Supplies 10,000.00 10,000.00 10,000.00 - 13,500.00 13,500.00 13,500.00 -
101-50-50 56410 Office Equipment <$10K 3,000.00 3,000.00 3,000.00 - 101-50-50 56710 Other Equipment <$10K 10,000.00 10,000.00 10,000.00 - 13,000.00 13,000.00 13,000.00 -
474,167.60 488,652.99 488,652.99 -
101-50-60 51110 Regular Salaries & Wages 153,696.80 160,721.21 160,721.21 - 101-50-60 51120 Part-Time Permanent Salaries & Wages 65,000.00 67,600.00 67,600.00 - 101-50-60 51200 PARS Contribution 1,000.00 1,000.00 1,000.00 - 101-50-60 51210 PERS Contributions 8,639.93 9,006.05 9,006.05 - 101-50-60 51211 PERS UAL 34,705.84 37,193.84 37,193.84 - 5100-Persn - Personnel
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 50 - Recreation-Adult/Commnty
Division: 60 - Recreation-Youth Services
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 40 - Recreation-Senior Svcs
Division: 50 - Recreation-Adult/Commnty
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services DRAFT
Agenda Packet Page 598 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-50-60 51220 FICA/Medicare 11,757.82 12,295.18 12,295.18 - 101-50-60 51230 Medical Benefits 23,123.22 23,701.30 23,701.30 - 101-50-60 51235 Life & LTD Insurance 1,614.41 1,677.59 1,677.59 - 101-50-60 51240 Workers Compensation Premiums 11,427.60 11,998.98 11,998.98 - 101-50-60 51140 Overtime Pay 2,206.26 2,272.45 2,272.45 - 101-50-60 51237 Allowances & Other Benefits 1,260.22 1,260.22 1,260.22 - 101-50-60 51990 Salary Savings 1,613.00 - - -
316,045.10 328,726.82 328,726.82 -
101-50-60 52250 Instructor Services 650,000.00 613,600.00 613,600.00 - 650,000.00 613,600.00 613,600.00 -
101-50-60 53310 Land & Building Lease 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
101-50-60 54110 Insurance Premiums 5,000.00 5,000.00 5,000.00 - 101-50-60 54210 Telephone Expenses 2,584.00 2,364.00 2,364.00 - 101-50-60 54230 Internet Services 3,680.00 3,680.00 3,680.00 - 101-50-60 54310 Legal Notices & Advertise 3,000.00 3,000.00 3,000.00 - 101-50-60 54410 Printing & Binding 1,000.00 1,000.00 1,000.00 - 101-50-60 54610 Travel & Training 4,000.00 4,000.00 4,000.00 - 101-50-60 54910 Dues & Subscriptions 500.00 500.00 500.00 - 101-50-60 54920 Events & Field Trips 40,000.00 40,000.00 40,000.00 - 59,764.00 59,544.00 59,544.00 -
101-50-60 55110 General Office Supplies 1,500.00 1,500.00 1,500.00 - 101-50-60 55120 Postage & Delivery 500.00 500.00 500.00 - 101-50-60 55130 Photocopying Charges 3,000.00 3,000.00 3,000.00 - 101-50-60 55140 Recognition-EE/Volunteer 2,000.00 2,000.00 2,000.00 - 101-50-60 55210 Fuel 3,500.00 3,640.00 3,640.00 -
101-50-60 55220 Safety Supplies 2,000.00 2,000.00 2,000.00 - 101-50-60 55240 Clothing & Uniform Supply 2,000.00 2,000.00 2,000.00 - 101-50-60 55290 Other Operating Supplies 12,000.00 12,000.00 12,000.00 - 26,500.00 26,640.00 26,640.00 -
101-50-60 56710 Other Equipment <$10K 6,000.00 6,000.00 6,000.00 - 6,000.00 6,000.00 6,000.00 -
1,063,309.10 1,039,510.82 1,039,510.82 -
101-50-70 51110 Regular Salaries & Wages 278,412.64 291,748.52 291,748.52 - 101-50-70 51120 Part-Time Permanent Salaries & Wages 56,160.00 58,406.00 58,406.00 - 101-50-70 51200 PARS Contribution 150.00 150.00 150.00 - 101-50-70 51210 PERS Contributions 34,202.44 35,548.73 35,548.73 - 101-50-70 51211 PERS UAL 83,246.11 88,978.52 88,978.52 - 101-50-70 51220 FICA/Medicare 21,749.91 22,770.11 22,770.11 - 101-50-70 51230 Medical Benefits 135,740.77 139,134.29 139,134.29 - 101-50-70 51235 Life & LTD Insurance 2,932.59 3,070.55 3,070.55 - 101-50-70 51240 Workers Compensation Premiums 28,732.29 30,168.91 30,168.91 - 101-50-70 51140 Overtime Pay 1,060.90 1,092.73 1,092.73 - 101-50-70 51150 Special Pay 5,899.92 5,899.92 5,899.92 - 101-50-70 51155 One-Time Payouts 6,602.12 6,602.12 6,602.12 - 101-50-70 51237 Allowances & Other Benefits 1,008.28 1,008.28 1,008.28 - 101-50-70 51990 Salary Savings 6,504.00 - - -
662,401.98 684,578.68 684,578.68 -
101-50-70 53230 Building Maint Services 60,000.00 60,000.00 60,000.00 - 101-50-70 53250 Vehicle & Equip Maint Svc 12,000.00 12,000.00 12,000.00 - 101-50-70 53260 Janitorial Services 25,000.00 25,000.00 25,000.00 - 97,000.00 97,000.00 97,000.00 -
101-50-70 54210 Telephone Expenses 4,905.00 4,788.00 4,788.00 - 101-50-70 54220 Mobile/Wireless Expenses 4,680.00 4,680.00 4,680.00 - 101-50-70 54610 Travel & Training 3,000.00 3,000.00 3,000.00 - 12,585.00 12,468.00 12,468.00 -
101-50-70 55140 Recognition-EE/Volunteer 1,000.00 1,000.00 1,000.00 - 101-50-70 55220 Safety Supplies 4,000.00 4,000.00 4,000.00 - 101-50-70 55240 Clothing & Uniform Supply 2,000.00 2,000.00 2,000.00 - 101-50-70 55290 Other Operating Supplies 3,000.00 4,000.00 4,000.00 - 101-50-70 55520 Building Supplies 42,000.00 42,000.00 42,000.00 - 52,000.00 53,000.00 53,000.00 -
101-50-70 56520 Vehicles >$10K 79,881.00 35,000.00 35,000.00 - 101-50-70 56710 Other Equipment <$10K 12,127.00 7,000.00 7,000.00 - 92,008.00 42,000.00 42,000.00 -
915,994.98 889,046.68 889,046.68 -
6,953,466.53 6,884,848.39 6,715,567.39 (169,281.00)
101-90-00 52150 Library Services 70,000.00 70,000.00 81,000.00 11,000.00 GF Adj between departments 70,000.00 70,000.00 81,000.00 11,000.00
101-90-00 58110 Principal Payments 172,987.00 165,545.48 165,545.48 - 101-90-00 58120 Interest Payments 16,375.00 9,093.71 9,093.71 - 189,362.00 174,639.19 174,639.19 -
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5900-Oth Financ - Other Financing Uses
Division Total: 70 - Recreation-Custodial Services
Department Total: 50 - Recreation
Department: 90 - Non-Departmental
Division: 00 - Non-Departmental
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 60 - Recreation-Youth Services
Division: 70 - Recreation-Custodial Services
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services DRAFT
Agenda Packet Page 599 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
101-90-00 59990.835 Operating Xfer Out-CHALL 623,329.00 626,735.00 626,735.00 - 623,329.00 626,735.00 626,735.00 -
882,691.00 871,374.19 882,374.19 11,000.00
882,691.00 871,374.19 882,374.19 11,000.00
52,825,398.53 53,764,017.32 53,764,018.42 1.10
51,696,979.00 53,779,791.90 53,779,791.90 -
52,825,398.53 53,764,017.32 53,764,018.42 1.10
(1,128,419.53) 15,774.58 15,773.48 (1.10)
201-00-00 45310 Gas Tax (Section 2105) 160,535.15 165,000.00 165,000.00 - 201-00-00 45320 Gas Tax (Section 2106) 102,195.14 105,000.00 105,000.00 - 201-00-00 45330 Gas Tax (Section 2107) 218,782.74 220,000.00 220,000.00 - 201-00-00 45340 Gas Tax (Section 2107.5) 6,522.86 6,600.00 6,600.00 - 201-00-00 45370 Gas Tax (Section 2103) 229,846.12 230,000.00 230,000.00 - 717,882.01 726,600.00 726,600.00 -
717,882.01 726,600.00 726,600.00 -
717,882.01 726,600.00 726,600.00 -
717,882.01 726,600.00 726,600.00 -
201-30-20 51110 Regular Salaries & Wages 91,045.55 97,397.90 97,397.90 - 201-30-20 51210 PERS Contributions 5,425.36 5,815.25 5,815.25 - 201-30-20 51211 PERS UAL 20,529.45 22,454.75 22,454.75 - 201-30-20 51220 FICA/Medicare 7,004.74 7,490.69 7,490.69 - 201-30-20 51230 Medical Benefits 12,912.90 13,235.72 13,235.72 - 201-30-20 51235 Life & LTD Insurance 948.05 1,010.63 1,010.63 - 201-30-20 51240 Workers Compensation Premiums 6,530.10 6,856.60 6,856.60 - 201-30-20 51150 Special Pay 520.00 520.00 520.00 -
201-30-20 51155 One-Time Payouts 2,283.46 2,283.46 2,283.46 - 201-30-20 51237 Allowances & Other Benefits 504.40 504.40 504.40 - 201-30-20 51990 Salary Savings 3,570.00 - 8,648.00 8,648.00 Labor contract increases 151,274.01 157,569.40 166,217.40 8,648.00
201-30-20 52110 Collect & Admin Services 3,200.00 3,200.00 3,200.00 - 201-30-20 52190 Miscellaneous Prof Svcs 41,200.00 31,236.00 31,236.00 - 44,400.00 34,436.00 34,436.00 -
195,674.01 192,005.40 200,653.40 8,648.00
201-30-30 51110 Regular Salaries & Wages 105,535.00 109,601.96 109,601.96 - 201-30-30 51210 PERS Contributions 11,867.00 12,295.77 12,295.77 - 201-30-30 51211 PERS UAL 26,719.00 28,444.91 28,444.91 - 201-30-30 51220 FICA/Medicare 7,536.00 7,872.55 7,872.55 - 201-30-30 51230 Medical Benefits 27,112.00 27,789.69 27,789.69 - 201-30-30 51235 Life & LTD Insurance 979.00 1,006.30 1,006.30 - 201-30-30 51240 Workers Compensation Premiums 5,780.00 6,068.05 6,068.05 - 201-30-30 51140 Overtime Pay 4,255.00 4,382.58 4,382.58 - 201-30-30 51142 Straight OT 2,128.00 2,191.82 2,191.82 - 201-30-30 51150 Special Pay 869.00 868.92 868.92 -
201-30-30 51155 One-Time Payouts 1,462.00 1,461.38 1,461.38 - 201-30-30 51237 Allowances & Other Benefits 145.00 144.04 144.04 - 194,387.00 202,127.97 202,127.97 -
201-30-30 53120 Utilities-Street Light 166,300.00 183,120.00 183,120.00 - 201-30-30 53130 Utilities-Sign/Signal 18,900.00 22,360.00 22,360.00 - 201-30-30 53220 Sign & Signal Maint Svc 54,904.00 45,000.00 45,000.00 - 240,104.00 250,480.00 250,480.00 -
201-30-30 54240 Software Licenses & Maintenance 6,210.00 - - - 6,210.00 - - -
201-30-30 55530 Landscape & Park Supplies 6,900.00 6,900.00 6,900.00 - 6,900.00 6,900.00 6,900.00 -
201-30-30 59991.101 Indirect Xfer-GEN 108,048.00 109,337.00 109,337.00 - 108,048.00 109,337.00 109,337.00 -
555,649.00 568,844.97 568,844.97 -
751,323.01 760,850.37 769,498.37 8,648.00
751,323.01 760,850.37 769,498.37 8,648.00
717,882.01 726,600.00 726,600.00 -
751,323.01 760,850.37 769,498.37 8,648.00
(33,441.00) (34,250.37) (42,898.37) (8,648.00)
202-00-00 45710 Nat'l Pol Disch Elim Sys 298,686.00 296,960.00 296,960.00 - 298,686.00 296,960.00 296,960.00 -
298,686.00 296,960.00 296,960.00 -
298,686.00 296,960.00 296,960.00 -
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
Fund EXPENSE Total: 201 - Gas Tax Fund
Fund Total: 201 - Gas Tax Fund
Fund: 202 - Nat'l Pollut Dis Elim Sys

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
EXPENSES Total
Fund REVENUE Total: 201 - Gas Tax Fund
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 101 - General Fund
Fund EXPENSE Total: 101 - General Fund
Fund Total: 101 - General Fund
Fund: 201 - Gas Tax Fund

REVENUES
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 00 - Non-Departmental
Department Total: 90 - Non-Departmental
DRAFT
Agenda Packet Page 600 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
298,686.00 296,960.00 296,960.00 -
202-30-20 51110 Regular Salaries & Wages 19,330.77 20,063.87 20,063.87 - 202-30-20 51210 PERS Contributions 934.73 973.34 973.34 - 202-30-20 51211 PERS UAL 4,485.87 4,775.65 4,775.65 -
202-30-20 51220 FICA/Medicare 1,480.78 1,536.86 1,536.86 - 202-30-20 51230 Medical Benefits 3,790.25 3,885.01 3,885.01 - 202-30-20 51235 Life & LTD Insurance 195.91 202.54 202.54 - 202-30-20 51240 Workers Compensation Premiums 1,077.46 1,131.33 1,131.33 - 202-30-20 51150 Special Pay 26.00 26.00 26.00 -
202-30-20 51155 One-Time Payouts 675.86 675.86 675.86 - 202-30-20 51237 Allowances & Other Benefits 104.26 104.26 104.26 - 202-30-20 51990 Salary Savings 31.00 - 103.00 103.00 Labor contract increases 32,132.90 33,374.72 33,477.72 103.00
202-30-20 52190 Miscellaneous Prof Svcs 21,914.00 20,000.00 20,000.00 - 21,914.00 20,000.00 20,000.00 -
202-30-20 54990 Other Administrative Svcs 3,300.00 3,300.00 3,300.00 - 3,300.00 3,300.00 3,300.00 -
202-30-20 58220 Licenses & Permits 15,000.00 15,000.00 15,000.00 - 15,000.00 15,000.00 15,000.00 -
72,346.90 71,674.72 71,777.72 103.00
202-30-30 51110 Regular Salaries & Wages 114,526.08 120,436.18 120,436.18 - 202-30-30 51210 PERS Contributions 13,405.07 14,070.76 14,070.76 - 202-30-30 51211 PERS UAL 30,522.31 32,794.03 32,794.03 - 202-30-30 51220 FICA/Medicare 8,716.61 9,173.83 9,173.83 - 202-30-30 51230 Medical Benefits 36,803.15 37,723.23 37,723.23 - 202-30-30 51235 Life & LTD Insurance 1,173.52 1,225.84 1,225.84 - 202-30-30 51240 Workers Compensation Premiums 7,738.13 8,125.04 8,125.04 - 202-30-30 51140 Overtime Pay 3,578.49 3,862.24 3,862.24 - 202-30-30 51142 Straight OT 2,801.56 3,007.11 3,007.11 - 202-30-30 51150 Special Pay 995.28 995.28 995.28 -
202-30-30 51155 One-Time Payouts 2,430.54 2,430.54 2,430.54 - 202-30-30 51237 Allowances & Other Benefits 353.08 353.08 353.08 - 223,043.82 234,197.16 234,197.16 -
202-30-30 53210 Infrastructure Maint Svc 58,389.00 57,930.00 57,930.00 - 58,389.00 57,930.00 57,930.00 -
202-30-30 54920 Events & Field Trips 329.60 339.49 339.49 - 329.60 339.49 339.49 -
202-30-30 59991.101 Indirect Xfer-GEN 75,000.00 75,000.00 75,000.00 - 75,000.00 75,000.00 75,000.00 -
356,762.42 367,466.65 367,466.65 -
429,109.31 439,141.37 439,244.37 103.00
429,109.31 439,141.37 439,244.37 103.00
298,686.00 296,960.00 296,960.00 -
429,109.31 439,141.37 439,244.37 103.00
(130,423.31) (142,181.37) (142,284.37) (103.00)
203-00-00 40110 Special Assessments 789,300.00 789,300.00 789,300.00 - 789,300.00 789,300.00 789,300.00 -
789,300.00 789,300.00 789,300.00 -
789,300.00 789,300.00 789,300.00 -
203-30-30 45790 Other Local Reimbursement 10,500.00 10,500.00 10,500.00 - 10,500.00 10,500.00 10,500.00 -
203-30-30 46520 Program Fees 1,040.00 1,081.60 1,081.60 - 1,040.00 1,081.60 1,081.60 -
11,540.00 11,581.60 11,581.60 -
11,540.00 11,581.60 11,581.60 -
800,840.00 800,881.60 800,881.60 -
203-30-20 51990 Salary Savings 2,640.00 - 5,814.00 5,814.00 Labor contract increases 2,640.00 - 5,814.00 5,814.00
203-30-20 52110 Collect & Admin Services 4,100.00 4,100.00 4,100.00 - 203-30-20 52120 Legal & Financial Svcs 11,742.00 12,094.26 12,094.26 - 15,842.00 16,194.26 16,194.26 -
18,482.00 16,194.26 22,008.26 5,814.00
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 20 - Public Works Engineering
REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
Fund EXPENSE Total: 202 - Nat'l Pollut Dis Elim Sys
Fund Total: 202 - Nat'l Pollut Dis Elim Sys
Fund: 203 - Land & Light Assess Distr

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
EXPENSES Total
Fund REVENUE Total: 202 - Nat'l Pollut Dis Elim Sys
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services REVENUES Total

EXPENSES
DRAFT
Agenda Packet Page 601 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
203-30-30 51110 Regular Salaries & Wages 92,010.00 97,028.37 97,028.37 - 203-30-30 51200 PARS Contribution 450.00 450.00 450.00 - 203-30-30 51210 PERS Contributions 12,227.00 12,863.81 12,863.81 - 203-30-30 51211 PERS UAL 25,503.00 27,443.10 27,443.10 - 203-30-30 51220 FICA/Medicare 7,088.00 7,471.56 7,471.56 - 203-30-30 51230 Medical Benefits 33,705.00 34,547.05 34,547.05 - 203-30-30 51235 Life & LTD Insurance 969.00 1,013.30 1,013.30 - 203-30-30 51240 Workers Compensation Premiums 6,531.00 6,856.54 6,856.54 - 203-30-30 51140 Overtime Pay 4,255.00 4,382.58 4,382.58 - 203-30-30 51142 Straight OT 2,128.00 2,191.82 2,191.82 - 203-30-30 51150 Special Pay 639.00 638.82 638.82 -
203-30-30 51155 One-Time Payouts 2,540.00 2,539.18 2,539.18 - 203-30-30 51237 Allowances & Other Benefits 396.00 395.98 395.98 - 188,441.00 197,822.11 197,822.11 -
203-30-30 52230 Other Technical Services 2,190.00 500.00 500.00 - 2,190.00 500.00 500.00 -
203-30-30 53110 Utilities-Energy 25,200.00 27,720.00 27,720.00 - 203-30-30 53111 Utilities-Water & Sewer 155,500.00 160,165.00 160,165.00 - 203-30-30 53210 Infrastructure Maint Svc 12,360.00 12,730.80 12,730.80 - 203-30-30 53240 Landscape/Park Maint Svcs 235,181.00 122,003.50 122,003.50 - 428,241.00 322,619.30 322,619.30 -
203-30-30 54610 Travel & Training 1,100.00 1,100.00 1,100.00 - 1,100.00 1,100.00 1,100.00 -
203-30-30 55530 Landscape & Park Supplies 20,000.00 20,000.00 20,000.00 - 20,000.00 20,000.00 20,000.00 -
203-30-30 59991.101 Indirect Xfer-GEN 163,200.00 163,200.00 163,200.00 - 163,200.00 163,200.00 163,200.00 -
803,172.00 705,241.41 705,241.41 -
821,654.00 721,435.67 727,249.67 5,814.00
203-50-70 51110 Regular Salaries & Wages 53,698.18 55,309.13 55,309.13 - 203-50-70 51210 PERS Contributions 3,811.37 3,923.01 3,923.01 - 203-50-70 51211 PERS UAL 13,228.33 13,979.80 13,979.80 - 203-50-70 51220 FICA/Medicare 4,207.36 4,330.60 4,330.60 - 203-50-70 51230 Medical Benefits 11,960.91 12,259.93 12,259.93 - 203-50-70 51235 Life & LTD Insurance 568.45 585.50 585.50 - 203-50-70 51240 Workers Compensation Premiums 6,530.07 6,856.57 6,856.57 - 203-50-70 51140 Overtime Pay 796.19 820.08 820.08 -
203-50-70 51150 Special Pay 1,300.00 1,300.00 1,300.00 - 203-50-70 51237 Allowances & Other Benefits 720.20 720.20 720.20 - 96,821.06 100,084.82 100,084.82 -
96,821.06 100,084.82 100,084.82 -
96,821.06 100,084.82 100,084.82 -
918,475.06 821,520.49 827,334.49 5,814.00
800,840.00 800,881.60 800,881.60 -
918,475.06 821,520.49 827,334.49 5,814.00
(117,635.06) (20,638.89) (26,452.89) (5,814.00)
204-00-00 40310 Measure J-1/2% Transport 600,000.00 612,000.00 612,000.00 - 600,000.00 612,000.00 612,000.00 -
600,000.00 612,000.00 612,000.00 -
600,000.00 612,000.00 612,000.00 -
600,000.00 612,000.00 612,000.00 -
204-30-20 51110 Regular Salaries & Wages 57,410.00 61,030.04 61,030.04 - 204-30-20 51210 PERS Contributions 4,286.00 4,530.70 4,530.70 - 204-30-20 51211 PERS UAL 13,019.00 14,159.46 14,159.46 - 204-30-20 51220 FICA/Medicare 4,251.00 4,534.57 4,534.57 - 204-30-20 51230 Medical Benefits 7,894.00 8,090.60 8,090.60 - 204-30-20 51235 Life & LTD Insurance 567.00 597.95 597.95 - 204-30-20 51240 Workers Compensation Premiums 3,559.00 3,736.86 3,736.86 - 204-30-20 51150 Special Pay 325.00 325.00 325.00 -
204-30-20 51155 One-Time Payouts 1,209.00 1,208.81 1,208.81 - 204-30-20 51237 Allowances & Other Benefits 328.00 327.86 327.86 - 204-30-20 51990 Salary Savings 139.00 - 465.00 465.00 Labor contract increases 92,987.00 98,541.85 99,006.85 465.00
204-30-20 52190 Miscellaneous Prof Svcs 10,800.00 10,800.00 10,800.00 - 10,800.00 10,800.00 10,800.00 -
204-30-20 54220 Mobile/Wireless Expenses 1,000.00 1,000.00 1,000.00 - 204-30-20 54910 Dues & Subscriptions 57,225.00 60,086.25 60,086.25 - 5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5400-Other Svcs - Other Purchased Services
REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 203 - Land & Light Assess Distr
Fund EXPENSE Total: 203 - Land & Light Assess Distr
Fund Total: 203 - Land & Light Assess Distr
Fund: 204 - Measure J-Return to Source Fund

REVENUES
Department: 50 - Recreation
Division: 70 - Recreation-Custodial Services
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Division Total: 70 - Recreation-Custodial Services
Department Total: 50 - Recreation
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division: 30 - Public Works Maintenance
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
DRAFT
Agenda Packet Page 602 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
58,225.00 61,086.25 61,086.25 -
204-30-20 59991.101 Indirect Xfer-GEN 68,209.00 69,546.00 69,546.00 - 68,209.00 69,546.00 69,546.00 -
230,221.00 239,974.10 240,439.10 465.00
204-30-30 51110 Regular Salaries & Wages 32,153.75 33,896.16 33,896.16 - 204-30-30 51120 Part-Time Permanent Salaries & Wages 11,600.00 12,296.00 12,296.00 - 204-30-30 51210 PERS Contributions 3,912.16 4,093.84 4,093.84 - 204-30-30 51211 PERS UAL 8,785.29 9,447.72 9,447.72 -
204-30-30 51220 FICA/Medicare 2,511.81 2,645.11 2,645.11 - 204-30-30 51230 Medical Benefits 11,052.14 11,328.45 11,328.45 - 204-30-30 51235 Life & LTD Insurance 340.38 358.83 358.83 - 204-30-30 51240 Workers Compensation Premiums 2,742.61 2,879.74 2,879.74 - 204-30-30 51140 Overtime Pay 3,783.19 3,896.69 3,896.69 - 204-30-30 51142 Straight OT 1,893.14 1,949.93 1,949.93 - 204-30-30 51150 Special Pay 680.16 680.16 680.16 -
204-30-30 51155 One-Time Payouts 746.14 746.14 746.14 - 80,200.77 84,218.77 84,218.77 -
204-30-30 53120 Utilities-Street Light 143,200.00 157,520.00 157,520.00 - 204-30-30 53210 Infrastructure Maint Svc 94,000.00 84,000.00 84,000.00 - 237,200.00 241,520.00 241,520.00 -
204-30-30 55510 Infrastructure Supplies 18,000.00 - 20,000.00 20,000.00 To continue address backlog of street name & other street sign replacement, available fund balance
18,000.00 - 20,000.00 20,000.00
204-30-30 59990.301 Operating Xfer Out-CIP 40,000.00 40,000.00 40,000.00 - 40,000.00 40,000.00 40,000.00 -
375,400.77 365,738.77 385,738.77 20,000.00
605,621.77 605,712.87 626,177.87 20,465.00
204-90-50 52190 Miscellaneous Prof Svcs 100,000.00 - - - 100,000.00 - - -
204-90-50 53810 Construction Services 197,000.00 - 97,000.00 97,000.00 Projects carried forward from FY25 to FY26 due to current number of active projects
197,000.00 - 97,000.00 97,000.00
297,000.00 - 97,000.00 97,000.00
297,000.00 - 97,000.00 97,000.00
902,621.77 605,712.87 723,177.87 117,465.00
600,000.00 612,000.00 612,000.00 -
902,621.77 605,712.87 723,177.87 117,465.00
(302,621.77) 6,287.13 (111,177.87) (117,465.00)
205-00-00 40150 Parcel Tax-Local Approved 709,400.00 709,400.00 709,400.00 - 709,400.00 709,400.00 709,400.00 -
709,400.00 709,400.00 709,400.00 -
709,400.00 709,400.00 709,400.00 -
709,400.00 709,400.00 709,400.00 -
205-30-20 51110 Regular Salaries & Wages 27,699.86 29,265.16 29,265.16 - 205-30-20 51210 PERS Contributions 1,598.78 1,697.49 1,697.49 - 205-30-20 51211 PERS UAL 6,426.68 6,948.34 6,948.34 -
205-30-20 51220 FICA/Medicare 2,124.03 2,243.77 2,243.77 - 205-30-20 51230 Medical Benefits 5,170.13 5,299.38 5,299.38 - 205-30-20 51235 Life & LTD Insurance 286.25 301.92 301.92 - 205-30-20 51240 Workers Compensation Premiums 1,958.99 2,056.94 2,056.94 - 205-30-20 51150 Special Pay 65.00 65.00 65.00 -
205-30-20 51155 One-Time Payouts 777.96 777.96 777.96 - 205-30-20 51237 Allowances & Other Benefits 107.90 107.90 107.90 - 205-30-20 51990 Salary Savings 232.00 - 776.00 776.00 Labor contract increases 46,447.59 48,763.86 49,539.86 776.00
205-30-20 52110 Collect & Admin Services 6,695.00 6,695.00 6,695.00 - 205-30-20 52120 Legal & Financial Svcs 7,004.00 7,004.00 7,004.00 - 13,699.00 13,699.00 13,699.00 -
205-30-20 59991.101 Indirect Xfer-GEN 74,000.00 74,000.00 74,000.00 - 74,000.00 74,000.00 74,000.00 -
134,146.59 136,462.86 137,238.86 776.00
205-30-30 51110 Regular Salaries & Wages 175,491.78 183,086.42 183,086.42 - 205-30-30 51120 Part-Time Permanent Salaries & Wages 11,600.00 12,296.00 12,296.00 - 205-30-30 51210 PERS Contributions 20,821.10 21,644.97 21,644.97 - 205-30-30 51211 PERS UAL 47,063.94 50,241.70 50,241.70 - 205-30-30 51220 FICA/Medicare 13,282.30 13,877.30 13,877.30 - Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
5100-Persn - Personnel
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 20 - Public Works Engineering
Fund: 205 - Measure J Storm Drain

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
EXPENSES Total
Fund REVENUE Total: 204 - Measure J-Return to Source Fund Fund EXPENSE Total: 204 - Measure J-Return to Source Fund Fund Total: 204 - Measure J-Return to Source Fund
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Account Classification Total: 5400-Other Svcs - Other Purchased Services 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses DRAFT
Agenda Packet Page 603 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
205-30-30 51230 Medical Benefits 57,421.04 58,856.56 58,856.56 - 205-30-30 51235 Life & LTD Insurance 1,771.41 1,842.33 1,842.33 - 205-30-30 51240 Workers Compensation Premiums 12,635.67 13,267.46 13,267.46 - 205-30-30 51140 Overtime Pay 4,040.00 4,161.20 4,161.20 - 205-30-30 51142 Straight OT 3,220.00 3,316.60 3,316.60 - 205-30-30 51150 Special Pay 2,475.20 2,475.20 2,475.20 - 205-30-30 51155 One-Time Payouts 3,712.19 3,712.19 3,712.19 - 205-30-30 51237 Allowances & Other Benefits 79.30 79.30 79.30 - 353,613.93 368,857.23 368,857.23 -
205-30-30 53210 Infrastructure Maint Svc 82,101.00 79,150.00 79,150.00 - 82,101.00 79,150.00 79,150.00 -
205-30-30 55510 Infrastructure Supplies 15,600.00 15,600.00 15,600.00 - 15,600.00 15,600.00 15,600.00 -
451,314.93 463,607.23 463,607.23 -
585,461.52 600,070.09 600,846.09 776.00
205-90-50 52190 Miscellaneous Prof Svcs 192,374.00 50,000.00 50,000.00 - 192,374.00 50,000.00 50,000.00 -
205-90-50 53810 Construction Services 790,000.00 225,000.00 225,000.00 - 790,000.00 225,000.00 225,000.00 -
982,374.00 275,000.00 275,000.00 -
982,374.00 275,000.00 275,000.00 -
1,567,835.52 875,070.09 875,846.09 776.00
709,400.00 709,400.00 709,400.00 -
1,567,835.52 875,070.09 875,846.09 776.00
(858,435.52) (165,670.09) (166,446.09) (776.00)
207-00-00 40150 Parcel Tax-Local Approved 647,000.00 647,000.00 647,000.00 - 647,000.00 647,000.00 647,000.00 -
647,000.00 647,000.00 647,000.00 -
647,000.00 647,000.00 647,000.00 -
647,000.00 647,000.00 647,000.00 -
207-30-30 53210 Infrastructure Maint Svc 11,358.00 9,850.00 9,850.00 - 207-30-30 53240 Landscape/Park Maint Svcs 162,914.20 154,403.39 154,403.39 - 174,272.20 164,253.39 164,253.39 -
174,272.20 164,253.39 164,253.39 -
174,272.20 164,253.39 164,253.39 -
207-50-30 53110 Utilities-Energy 85,799.00 94,378.90 94,378.90 - 207-50-30 53210 Infrastructure Maint Svc 65,479.00 65,479.00 65,479.00 - 207-50-30 53290 Miscellaneous R&M Svcs 50,000.00 50,000.00 50,000.00 - 201,278.00 209,857.90 209,857.90 -
207-50-30 55295 Chemicals 56,270.00 56,270.00 56,270.00 - 56,270.00 56,270.00 56,270.00 -
257,548.00 266,127.90 266,127.90 -
207-50-70 53290 Miscellaneous R&M Svcs 56,454.00 50,000.00 50,000.00 - 56,454.00 50,000.00 50,000.00 -
207-50-70 55530 Landscape & Park Supplies 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
207-50-70 56710 Other Equipment <$10K 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
66,454.00 60,000.00 60,000.00 -
324,002.00 326,127.90 326,127.90 -
207-90-50 52190 Miscellaneous Prof Svcs 1,635.00 - - -
1,635.00 - - -
207-90-50 53810 Construction Services 388,522.00 50,000.00 200,000.00 150,000.00 $200,000 budgeted for parking lot improvements will not be spent this year, holding back $100,000 in FY25 for slide project and Lap Pool conceptual design and cost estimating. Allocating additional $50,000 from anticipated fund balance
388,522.00 50,000.00 200,000.00 150,000.00
207-90-50 59991.101 Indirect Xfer-GEN 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
440,157.00 100,000.00 250,000.00 150,000.00
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 50 - Capital Outlay
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 70 - Recreation-Custodial Services
Department Total: 50 - Recreation
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 30 - Recreation-Swim Center
Division: 70 - Recreation-Custodial Services
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 50 - Recreation
Division: 30 - Recreation-Swim Center
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 205 - Measure J Storm Drain
Fund EXPENSE Total: 205 - Measure J Storm Drain
Fund Total: 205 - Measure J Storm Drain
Fund: 207 - Measure H Park & Rec Facilities

REVENUES
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
Account Classification Total: 5100-Persn - Personnel
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services DRAFT
Agenda Packet Page 604 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
440,157.00 100,000.00 250,000.00 150,000.00
938,431.20 590,381.29 740,381.29 150,000.00
647,000.00 647,000.00 647,000.00 -
938,431.20 590,381.29 740,381.29 150,000.00
(291,431.20) 56,618.71 (93,381.29) (150,000.00)
208-20-11 55290 Other Operating Supplies 75,000.00 75,000.00 75,000.00 - 75,000.00 75,000.00 75,000.00 -
75,000.00 75,000.00 75,000.00 -
75,000.00 75,000.00 75,000.00 -
75,000.00 75,000.00 75,000.00 -
75,000.00 75,000.00 75,000.00 -
(75,000.00) (75,000.00) (75,000.00) -
209-20-11 45510 Abandoned Vehicle Abatem 8,000.00 8,000.00 8,000.00 - 8,000.00 8,000.00 8,000.00 -
8,000.00 8,000.00 8,000.00 -
8,000.00 8,000.00 8,000.00 -
8,000.00 8,000.00 8,000.00 -
209-20-11 52240 Miscellaneous Services - - 8,000.00 8,000.00 EBRCS Account Due Payoff - billing inconsistency in 2017 & 2018 $4k and On-going EBRCS Radio Payments $4k
- - 8,000.00 8,000.00
- - 8,000.00 8,000.00
209-20-12 53250 Vehicle & Equip Maint Svc 10,000.00 10,000.00 10,000.00 - 10,000.00 10,000.00 10,000.00 -
209-20-12 54240 Software Licenses & Maintenance 30,000.00 30,000.00 30,000.00 - 30,000.00 30,000.00 30,000.00 -
209-20-12 56510 Vehicles <$10K 7,890.00 - - -
209-20-12 56520 Vehicles >$10K 160,000.00 - 130,000.00 130,000.00 Project delays, may be reduced to $95k if project is executed within current FY (in process)
167,890.00 - 130,000.00 130,000.00
207,890.00 40,000.00 170,000.00 130,000.00
207,890.00 40,000.00 178,000.00 138,000.00
207,890.00 40,000.00 178,000.00 138,000.00
8,000.00 8,000.00 8,000.00 -
207,890.00 40,000.00 178,000.00 138,000.00
(199,890.00) (32,000.00) (170,000.00) (138,000.00)
211-00-00 40240 Sales Tax - District Tax - Measure R 2,229,000.00 2,291,000.00 2,291,000.00 - 2,229,000.00 2,291,000.00 2,291,000.00 -
211-00-00 44010 Interest Income 45,831.00 45,831.00 45,831.00 - 45,831.00 45,831.00 45,831.00 -
211-00-00 48990 Other Misc Revenue 5,000.00 5,000.00 5,000.00 - 5,000.00 5,000.00 5,000.00 -
2,279,831.00 2,341,831.00 2,341,831.00 -
2,279,831.00 2,341,831.00 2,341,831.00 -
2,279,831.00 2,341,831.00 2,341,831.00 -
211-10-50 52120 Legal & Financial Svcs 6,570.00 6,570.00 6,570.00 - 6,570.00 6,570.00 6,570.00 -
211-10-50 59990.836 Operating Xfer Out-ST IMP 702,500.00 703,000.00 703,000.00 - 702,500.00 703,000.00 703,000.00 -
709,070.00 709,570.00 709,570.00 -
709,070.00 709,570.00 709,570.00 -
211-30-20 51110 Regular Salaries & Wages 47,719.45 49,872.07 49,873.00 0.93 211-30-20 51210 PERS Contributions 2,201.84 2,304.23 2,305.00 0.77 211-30-20 51211 PERS UAL 10,796.64 11,565.43 11,566.00 0.57 211-30-20 51220 FICA/Medicare 3,650.57 3,815.24 3,816.00 0.76 5100-Persn - Personnel
5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 50 - Finance Department
Department Total: 10 - Administration
Department: 30 - Public Works
Division: 20 - Public Works Engineering
REVENUES Total

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property 4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
Fund: 211 - Street Improvemt & Maint

EXPENSES
Fund EXPENSE Total: 208 - Asset Seizure Fund
Fund Total: 208 - Asset Seizure Fund
Fund: 209 - Vehicle Abatement Fund

REVENUES
Department: 20 - Police
Division: 11 - Police Administration
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 11 - Police Administration
Department Total: 20 - Police
EXPENSES Total
Fund REVENUE Total: 208 - Asset Seizure Fund
Fund EXPENSE Total: 207 - Measure H Park & Rec Facilities Fund Total: 207 - Measure H Park & Rec Facilities
Fund: 208 - Asset Seizure Fund

EXPENSES
Department: 20 - Police
Division: 11 - Police Administration
Department Total: 90 - Non-Departmental
EXPENSES Total
Fund REVENUE Total: 207 - Measure H Park & Rec Facilities DRAFT
Agenda Packet Page 605 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
211-30-20 51230 Medical Benefits 7,938.57 8,137.03 8,138.00 0.97 211-30-20 51235 Life & LTD Insurance 483.84 502.29 503.00 0.71 211-30-20 51240 Workers Compensation Premiums 2,611.99 2,742.59 2,743.00 0.41 211-30-20 51155 One-Time Payouts 310.58 310.58 311.00 0.42 211-30-20 51237 Allowances & Other Benefits 251.68 251.68 252.00 0.32 211-30-20 51990 Salary Savings 77.00 - 259.00 259.00 Labor contract increases 76,042.14 79,501.14 79,766.00 264.86
211-30-20 54220 Mobile/Wireless Expenses 329.60 339.49 340.00 0.51 329.60 339.49 340.00 0.51
76,371.74 79,840.63 80,106.00 265.37
211-30-30 51110 Regular Salaries & Wages 24,905.74 26,037.83 26,038.00 0.17 211-30-30 51210 PERS Contributions 3,412.96 3,550.43 3,551.00 0.57 211-30-30 51211 PERS UAL 7,064.45 7,547.26 7,548.00 0.74 211-30-30 51220 FICA/Medicare 1,940.54 2,027.15 2,028.00 0.85 211-30-30 51230 Medical Benefits 9,745.17 9,988.80 9,989.00 0.20 211-30-30 51235 Life & LTD Insurance 263.65 275.63 276.00 0.37 211-30-30 51240 Workers Compensation Premiums 2,122.40 2,228.52 2,229.00 0.48 211-30-30 51140 Overtime Pay 1,507.92 1,553.16 1,554.00 0.84 211-30-30 51142 Straight OT 458.35 472.10 473.00 0.90
211-30-30 51150 Special Pay 462.28 462.28 463.00 0.72
211-30-30 51155 One-Time Payouts 693.68 693.68 694.00 0.32 52,577.13 54,836.84 54,843.00 6.16
52,577.13 54,836.84 54,843.00 6.16
128,948.87 134,677.47 134,949.00 271.53
211-90-50 52190 Miscellaneous Prof Svcs 20,800.00 - - - 20,800.00 - - -
211-90-50 53810 Construction Services 3,125,000.00 1,411,500.00 4,050,000.00 2,638,500.00 Richmond Complete Streets Construction moved from FY25 to FY26; and 2025 Street Resurfacing Project needing to be rebid so award moved from FY25 to FY26, include adjusted cost estimates and planning for FY27 project
3,125,000.00 1,411,500.00 4,050,000.00 2,638,500.00
3,145,800.00 1,411,500.00 4,050,000.00 2,638,500.00
3,145,800.00 1,411,500.00 4,050,000.00 2,638,500.00
3,983,818.87 2,255,747.47 4,894,519.00 2,638,771.53
2,279,831.00 2,341,831.00 2,341,831.00 -
3,983,818.87 2,255,747.47 4,894,519.00 2,638,771.53
(1,703,987.87) 86,083.53 (2,552,688.00) (2,638,771.53)
212-00-00 45810 SB-1 Road Repair - Revenue 663,891.00 700,000.00 700,000.00 - 663,891.00 700,000.00 700,000.00 -
663,891.00 700,000.00 700,000.00 -
663,891.00 700,000.00 700,000.00 -
663,891.00 700,000.00 700,000.00 -
212-30-30 53210 Infrastructure Maint Svc 87,000.00 87,000.00 87,000.00 - 212-30-30 53220 Sign & Signal Maint Svc 138,712.00 135,754.00 135,754.00 - 225,712.00 222,754.00 222,754.00 -
212-30-30 55510 Infrastructure Supplies 38,730.00 38,730.00 38,730.00 - 38,730.00 38,730.00 38,730.00 -
264,442.00 261,484.00 261,484.00 -
264,442.00 261,484.00 261,484.00 -
212-90-50 52190 Miscellaneous Prof Svcs 36,611.00 - - - 36,611.00 - - -
212-90-50 53810 Construction Services 1,084,302.00 775,000.00 1,370,000.00 595,000.00 Richmond Complete Streets Construction moved from FY25 to FY26
1,084,302.00 775,000.00 1,370,000.00 595,000.00
212-90-50 54410 Printing & Binding 500.00 500.00 500.00 - 500.00 500.00 500.00 -
1,121,413.00 775,500.00 1,370,500.00 595,000.00
1,121,413.00 775,500.00 1,370,500.00 595,000.00
1,385,855.00 1,036,984.00 1,631,984.00 595,000.00
663,891.00 700,000.00 700,000.00 -
1,385,855.00 1,036,984.00 1,631,984.00 595,000.00
(721,964.00) (336,984.00) (931,984.00) (595,000.00)
Fund: 213 - Public Art Fund

EXPENSES
Department: 10 - Administration
Division: 20 - City Manager
5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
EXPENSES Total
Fund REVENUE Total: 212 - SB1-Road Repair & Accountability Fund EXPENSE Total: 212 - SB1-Road Repair & Accountability Fund Total: 212 - SB1-Road Repair & Accountability
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
REVENUES Total

EXPENSES
Department: 30 - Public Works
Division: 30 - Public Works Maintenance
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 211 - Street Improvemt & Maint
Fund EXPENSE Total: 211 - Street Improvemt & Maint
Fund Total: 211 - Street Improvemt & Maint
Fund: 212 - SB1-Road Repair & Accountability

REVENUES
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
Account Classification Total: 5100-Persn - Personnel
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
DRAFT
Agenda Packet Page 606 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
213-10-20 52190 Miscellaneous Prof Svcs 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
50,000.00 50,000.00 50,000.00 -
50,000.00 50,000.00 50,000.00 -
50,000.00 50,000.00 50,000.00 -
50,000.00 50,000.00 50,000.00 -
(50,000.00) (50,000.00) (50,000.00) -
214-50-40 40320 Measure J-Paratransit 261,720.00 269,572.00 269,572.00 - 261,720.00 269,572.00 269,572.00 -
214-50-40 46532 Excursions/Trips 2,500.00 2,575.00 2,575.00 - 214-50-40 46532.1 Fare Box Revenue 5,000.00 5,000.00 5,000.00 - 214-50-40 46532.2 Nutrion Rides 2,500.00 2,500.00 2,500.00 - 10,000.00 10,075.00 10,075.00 -
271,720.00 279,647.00 279,647.00 -
271,720.00 279,647.00 279,647.00 -
271,720.00 279,647.00 279,647.00 -
214-50-40 51110 Regular Salaries & Wages 15,775.00 16,248.00 16,248.00 - 214-50-40 51120 Part-Time Permanent Salaries & Wages 61,800.00 63,654.00 63,654.00 - 214-50-40 51200 PARS Contribution 500.00 500.00 500.00 - 214-50-40 51210 PERS Contributions 1,116.00 1,148.52 1,149.00 0.48 214-50-40 51211 PERS UAL 4,823.00 5,093.96 5,094.00 0.04 214-50-40 51220 FICA/Medicare 1,232.00 1,267.85 1,268.00 0.15 214-50-40 51230 Medical Benefits 9,187.00 9,416.21 9,417.00 0.79 214-50-40 51235 Life & LTD Insurance 167.00 172.00 172.00 - 214-50-40 51240 Workers Compensation Premiums 1,633.00 1,714.13 1,715.00 0.87 214-50-40 51140 Overtime Pay 531.00 546.36 547.00 0.64
214-50-40 51150 Special Pay 325.00 325.00 325.00 -
214-50-40 51990 Salary Savings 714.00 - 1,945.00 1,945.00 Labor contract increases 97,803.00 100,086.03 102,034.00 1,947.97
214-50-40 52220 Medical Services 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
214-50-40 53250 Vehicle & Equip Maint Svc 10,000.00 10,000.00 10,000.00 - 10,000.00 10,000.00 10,000.00 -
214-50-40 54220 Mobile/Wireless Expenses 1,000.00 1,000.00 1,000.00 - 214-50-40 54410 Printing & Binding 5,000.00 5,000.00 5,000.00 - 214-50-40 54920 Events & Field Trips 1,000.00 1,000.00 1,000.00 - 7,000.00 7,000.00 7,000.00 -
214-50-40 55110 General Office Supplies 3,000.00 3,000.00 3,000.00 - 214-50-40 55120 Postage & Delivery 2,000.00 2,000.00 2,000.00 - 214-50-40 55210 Fuel 11,000.00 11,550.00 11,550.00 -
214-50-40 55250 Vehicle & Equip Supplies 3,000.00 3,000.00 3,000.00 - 214-50-40 55290 Other Operating Supplies 2,000.00 2,000.00 2,000.00 - 21,000.00 21,550.00 21,550.00 -
214-50-40 56510 Vehicles <$10K - - 135,000.00 135,000.00 Purchase of electric paratransit van 214-50-40 56520 Vehicles >$10K 135,000.00 - - -
214-50-40 56710 Other Equipment <$10K 2,000.00 2,000.00 2,000.00 - 137,000.00 2,000.00 137,000.00 135,000.00
214-50-40 59991.101 Indirect Xfer-GEN 37,877.00 39,392.00 39,392.00 - 37,877.00 39,392.00 39,392.00 -
360,680.00 230,028.03 366,976.00 136,947.97
360,680.00 230,028.03 366,976.00 136,947.97
360,680.00 230,028.03 366,976.00 136,947.97
271,720.00 279,647.00 279,647.00 -
360,680.00 230,028.03 366,976.00 136,947.97
(88,960.00) 49,618.97 (87,329.00) (136,947.97)
221-40-10 45440 State Grant-Operating 1,085,000.00 150,000.00 150,000.00 - 221-40-10 45790 Other Local Reimbursement 117,000.00 - - - 1,202,000.00 150,000.00 150,000.00 -
1,202,000.00 150,000.00 150,000.00 -
1,202,000.00 150,000.00 150,000.00 -
REVENUES Total 1,202,000.00 150,000.00 150,000.00 -

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5200-Prof Svcs - Purchased Professional & Technical Services Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 10 - Comm Dev-Econ Developmt
Department Total: 40 - Community Development
EXPENSES Total
Fund REVENUE Total: 214 - Measure J-Paratransit Fund
Fund EXPENSE Total: 214 - Measure J-Paratransit Fund
Fund Total: 214 - Measure J-Paratransit Fund
Fund: 221 - Grants

REVENUES
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 40 - Recreation-Senior Svcs
Department Total: 50 - Recreation
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
Department: 50 - Recreation
Division: 40 - Recreation-Senior Svcs
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Division Total: 40 - Recreation-Senior Svcs
Department Total: 50 - Recreation
REVENUES Total

EXPENSES
Fund: 214 - Measure J-Paratransit Fund

REVENUES
Department: 50 - Recreation
Division: 40 - Recreation-Senior Svcs
4000-Taxes - Property and Other Taxes
Account Classification Total: 4000-Taxes - Property and Other Taxes Division Total: 20 - City Manager
Department Total: 10 - Administration
EXPENSES Total
Fund REVENUE Total: 213 - Public Art Fund
Fund EXPENSE Total: 213 - Public Art Fund
Fund Total: 213 - Public Art Fund
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services DRAFT
Agenda Packet Page 607 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
221-40-10 52190 Miscellaneous Prof Svcs 331,139.00 150,000.00 150,000.00 - 331,139.00 150,000.00 150,000.00 -
221-40-10 54990 Other Administrative Svcs 895,000.00 - - - 895,000.00 - - -
1,226,139.00 150,000.00 150,000.00 -
1,226,139.00 150,000.00 150,000.00 -
1,226,139.00 150,000.00 150,000.00 -
1,202,000.00 150,000.00 150,000.00 -
1,226,139.00 150,000.00 150,000.00 -
(24,139.00) - - -
222-20-12 45440 State Grant-Operating 100,000.00 100,000.00 100,000.00 - 100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
222-20-11 54240 Software Licenses & Maintenance 136,000.00 136,000.00 186,000.00 50,000.00 Radio Systems/Payoff for billing inconsistency in 2017 & 2018 EBRCS
136,000.00 136,000.00 186,000.00 50,000.00
136,000.00 136,000.00 186,000.00 50,000.00
222-20-12 53250 Vehicle & Equip Maint Svc 140,000.00 100,000.00 100,000.00 - 140,000.00 100,000.00 100,000.00 -
222-20-12 55220 Safety Supplies 32,003.00 30,000.00 30,000.00 - 32,003.00 30,000.00 30,000.00 -
222-20-12 56520 Vehicles >$10K - - 40,000.00 40,000.00 Patrol Vehicle Purchase - - 40,000.00 40,000.00
172,003.00 130,000.00 170,000.00 40,000.00
308,003.00 266,000.00 356,000.00 90,000.00
308,003.00 266,000.00 356,000.00 90,000.00
100,000.00 100,000.00 100,000.00 -
308,003.00 266,000.00 356,000.00 90,000.00
(208,003.00) (166,000.00) (256,000.00) (90,000.00)
225-00-00 48120.4 Donations - July 4th 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
225-00-00 49990.101 Operating Xfer In-GEN 50,000.00 50,000.00 50,000.00 - 50,000.00 50,000.00 50,000.00 -
100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
225-50-00 52185.4 July 4th Expenses 145,184.00 100,000.00 100,000.00 - 145,184.00 100,000.00 100,000.00 -
145,184.00 100,000.00 100,000.00 -
145,184.00 100,000.00 100,000.00 -
145,184.00 100,000.00 100,000.00 -
100,000.00 100,000.00 100,000.00 -
145,184.00 100,000.00 100,000.00 -
(45,184.00) - - -
227-10-80 45440 State Grant-Operating 75,000.00 - 40,000.00 40,000.00 Grant revenue 75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
227-10-80 52185 Program Expense 75,000.00 - 40,000.00 40,000.00 SB1383 Grant Program Expenditures not expensed in FY25 75,000.00 - 40,000.00 40,000.00
Division Total: 80 - Environmental Services 75,000.00 - 40,000.00 40,000.00 REVENUES Total

EXPENSES
Department: 10 - Administration
Division: 80 - Environmental Services
5450 - Programs
Account Classification Total: 5450 - Programs
Department: 10 - Administration
Division: 80 - Environmental Services
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 80 - Environmental Services
Department Total: 10 - Administration
EXPENSES Total
Fund REVENUE Total: 225 - Donations
Fund EXPENSE Total: 225 - Donations
Fund Total: 225 - Donations
Fund: 227 - Grants - Environmental Services

REVENUES
Department: 50 - Recreation
Division: 00 - Non-Departmental
5450 - Programs
Account Classification Total: 5450 - Programs
Division Total: 00 - Non-Departmental
Department Total: 50 - Recreation
4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
REVENUES Total

EXPENSES
Fund: 225 - Donations

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Division Total: 12 - Police Operations
Department Total: 20 - Police
EXPENSES Total
Fund REVENUE Total: 222 - C.O.P.S. Grant Fund
Fund EXPENSE Total: 222 - C.O.P.S. Grant Fund
Fund Total: 222 - C.O.P.S. Grant Fund
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Department: 20 - Police
Division: 11 - Police Administration
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 11 - Police Administration
Division: 12 - Police Operations
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 12 - Police Operations
Department Total: 20 - Police
REVENUES Total

EXPENSES
Fund EXPENSE Total: 221 - Grants
Fund Total: 221 - Grants
Fund: 222 - C.O.P.S. Grant Fund

REVENUES
Department: 20 - Police
Division: 12 - Police Operations
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 10 - Comm Dev-Econ Developmt
Department Total: 40 - Community Development
EXPENSES Total
Fund REVENUE Total: 221 - Grants
Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services DRAFT
Agenda Packet Page 608 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
75,000.00 - 40,000.00 40,000.00
- - - -
230-40-10 48997 Cannabis Revenue 150,000.00 150,000.00 150,000.00 - 150,000.00 150,000.00 150,000.00 -
150,000.00 150,000.00 150,000.00 -
150,000.00 150,000.00 150,000.00 -
150,000.00 150,000.00 150,000.00 -
230-40-10 52240 Miscellaneous Services 108,822.00 114,263.00 112,930.00 (1,333.00) Approved adjustment for FY25-26 MSC Budget 108,822.00 114,263.00 112,930.00 (1,333.00)
108,822.00 114,263.00 112,930.00 (1,333.00)
108,822.00 114,263.00 112,930.00 (1,333.00)
108,822.00 114,263.00 112,930.00 (1,333.00)
150,000.00 150,000.00 150,000.00 -
108,822.00 114,263.00 112,930.00 (1,333.00)
41,178.00 35,737.00 37,070.00 1,333.00
232-40-10 52120 Legal & Financial Svcs 20,000.00 20,000.00 20,000.00 - 232-40-10 52190 Miscellaneous Prof Svcs 15,000.00 15,000.00 15,000.00 - 35,000.00 35,000.00 35,000.00 -
232-40-10 59110 Loans & Grants - 350,000.00 350,000.00 - - 350,000.00 350,000.00 -
35,000.00 385,000.00 385,000.00 -
35,000.00 385,000.00 385,000.00 -
232-60-20 54210 Telephone Expenses 33.00 - - -

33.00 - - -

33.00 - - -
35,033.00 385,000.00 385,000.00 -
35,033.00 385,000.00 385,000.00 -
(35,033.00) (385,000.00) (385,000.00) -
301-00-00 49990.204 Operating Xfer In-Meas J Return to Source 40,000.00 40,000.00 40,000.00 - 40,000.00 40,000.00 40,000.00 -
40,000.00 40,000.00 40,000.00 -
40,000.00 40,000.00 40,000.00 -
40,000.00 40,000.00 40,000.00 -
301-90-50 52190 Miscellaneous Prof Svcs 164,845.00 - - - 164,845.00 - - -
301-90-50 53810 Construction Services 10,270.00 - - -
10,270.00 - - -
175,115.00 - - -
175,115.00 - - -
175,115.00 - - -
40,000.00 40,000.00 40,000.00 -
175,115.00 - - -
(135,115.00) 40,000.00 40,000.00 -
303-00-00 48610 Transportation Impact Fees 200,000.00 - - - 200,000.00 - - -
200,000.00 - - -
200,000.00 - - -
200,000.00 - - -
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Division Total: 00 - Non-Departmental Revenue
Department Total: 00 - Non-Departmental Revenue
REVENUES Total
Fund EXPENSE Total: 301 - Capital Improvement Fund
Fund Total: 301 - Capital Improvement Fund
Fund: 303 - CIP Del Norte Complete Streets

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental Revenue
5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
EXPENSES Total
Fund REVENUE Total: 301 - Capital Improvement Fund
REVENUES Total

EXPENSES
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 232 - City LMI Housing Fund
Fund EXPENSE Total: 232 - City LMI Housing Fund
Fund Total: 232 - City LMI Housing Fund
Fund: 301 - Capital Improvement Fund

REVENUES
Department: 60 - Economic Development
Division: 20 - Economic Development
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services Division Total: 20 - Economic Development
Department Total: 60 - Economic Development
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 10 - Comm Dev-Econ Developmt
Department Total: 40 - Community Development
Fund EXPENSE Total: 230 - Municipal Services Corp
Fund Total: 230 - Municipal Services Corp
Fund: 232 - City LMI Housing Fund

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services Division Total: 10 - Comm Dev-Econ Developmt
Department Total: 40 - Community Development
EXPENSES Total
Fund REVENUE Total: 230 - Municipal Services Corp
Division Total: 10 - Comm Dev-Econ Developmt
Department Total: 40 - Community Development
REVENUES Total

EXPENSES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
Fund: 230 - Municipal Services Corp

REVENUES
Department: 40 - Community Development
Division: 10 - Comm Dev-Econ Developmt
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Department Total: 10 - Administration
EXPENSES Total
Fund REVENUE Total: 227 - Grants - Environmental Services Fund EXPENSE Total: 227 - Grants - Environmental Services Fund Total: 227 - Grants - Environmental Services
DRAFT
Agenda Packet Page 609 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
303-90-50 52190 Miscellaneous Prof Svcs 1,397,367.00 - - - 1,397,367.00 - - -
303-90-50 53810 Construction Services 9,512,445.00 - - - 9,512,445.00 - - -
10,909,812.00 - - -
10,909,812.00 - - -
10,909,812.00 - - -
200,000.00 - - -
10,909,812.00 - - -
(10,709,812.00) - - -
304-00-00 45450 State Grant-Capital 1,750,000.00 - - -
304-00-00 45460 Local Agency Grants 180,000.00 260,000.00 1,880,000.00 1,620,000.00 Project delivery changes from FY25 to FY26 1,930,000.00 260,000.00 1,880,000.00 1,620,000.00
1,930,000.00 260,000.00 1,880,000.00 1,620,000.00
1,930,000.00 260,000.00 1,880,000.00 1,620,000.00
1,930,000.00 260,000.00 1,880,000.00 1,620,000.00
304-90-50 52190 Miscellaneous Prof Svcs 182,834.00 - - - 182,834.00 - - -
304-90-50 53810 Construction Services 1,883,179.00 260,000.00 1,880,000.00 1,620,000.00 Project delivery changes from FY25 to FY26 1,883,179.00 260,000.00 1,880,000.00 1,620,000.00
2,066,013.00 260,000.00 1,880,000.00 1,620,000.00
2,066,013.00 260,000.00 1,880,000.00 1,620,000.00
2,066,013.00 260,000.00 1,880,000.00 1,620,000.00
1,930,000.00 260,000.00 1,880,000.00 1,620,000.00
2,066,013.00 260,000.00 1,880,000.00 1,620,000.00
(136,013.00) - - -
501-00-00 44010 Interest Income 28,969.00 28,969.00 28,969.00 - 28,969.00 28,969.00 28,969.00 -
28,969.00 28,969.00 28,969.00 -
28,969.00 28,969.00 28,969.00 -
501-10-80 45440 State Grant-Operating 20,000.00 20,000.00 20,000.00 - 501-10-80 45460 Local Agency Grants 2,000.00 2,000.00 2,000.00 - 22,000.00 22,000.00 22,000.00 -
501-10-80 46310 IWM Fees 4,180,265.89 4,431,081.84 4,431,081.84 - 501-10-80 46320 Recycling Revenues 92,664.00 96,370.56 96,370.56 - 501-10-80 46321.1 Recycling Sales-CFL/Flourescent Tubes 1,880.00 1,880.00 1,880.00 - 501-10-80 46321.5 Recycling Sales-Sharps 160.00 160.00 160.00 - 501-10-80 46321.9 Recycling Sales-Event Stands 400.00 400.00 400.00 - 4,275,369.89 4,529,892.40 4,529,892.40 -
501-10-80 48990 Other Misc Revenue 3,000.00 3,000.00 3,000.00 - 3,000.00 3,000.00 3,000.00 -
4,300,369.89 4,554,892.40 4,554,892.40 -
4,300,369.89 4,554,892.40 4,554,892.40 -
4,329,338.89 4,583,861.40 4,583,861.40 -
501-00-00 56910 Depreciation Expense 179,491.39 179,491.39 179,491.39 - 179,491.39 179,491.39 179,491.39 -
179,491.39 179,491.39 179,491.39 -
179,491.39 179,491.39 179,491.39 -
501-10-20 51110 Regular Salaries & Wages 59,541.14 61,327.38 61,327.38 - 501-10-20 51210 PERS Contributions 7,798.00 8,029.32 8,029.32 - 501-10-20 51211 PERS UAL 13,569.08 14,360.74 14,360.74 - 501-10-20 51220 FICA/Medicare 3,541.75 3,702.50 3,702.50 - 501-10-20 51230 Medical Benefits 6,244.92 6,401.05 6,401.05 - 501-10-20 51235 Life & LTD Insurance 430.05 430.05 430.05 - 501-10-20 51240 Workers Compensation Premiums 1,632.51 1,714.14 1,714.14 - Department: 10 - Administration
Division: 20 - City Manager
5100-Persn - Personnel
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
4800-Oth Revenu - Other Revenue
Account Classification Total: 4800-Oth Revenu - Other Revenue Division Total: 80 - Environmental Services
Department Total: 10 - Administration
REVENUES Total

EXPENSES
Department: 10 - Administration
Division: 80 - Environmental Services
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues 4600-Chg for Svc - Charges for Services
Account Classification Total: 4600-Chg for Svc - Charges for Services Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
EXPENSES Total
Fund REVENUE Total: 304 - Capital Improvement Fund Master Fund EXPENSE Total: 304 - Capital Improvement Fund Master Fund Total: 304 - Capital Improvement Fund Master
Fund: 501 - Integrated Waste Mgmt

EXPENSES
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
Fund: 304 - Capital Improvement Fund Master

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental Revenue
4500-Intergov'l - Intergovernmental Revenues
Account Classification Total: 4500-Intergov'l - Intergovernmental Revenues Division Total: 50 - Capital Outlay
Department Total: 90 - Non-Departmental
EXPENSES Total
Fund REVENUE Total: 303 - CIP Del Norte Complete Streets Fund EXPENSE Total: 303 - CIP Del Norte Complete Streets Fund Total: 303 - CIP Del Norte Complete Streets
Department: 90 - Non-Departmental
Division: 50 - Capital Outlay
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services

EXPENSES
DRAFT
Agenda Packet Page 610 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
501-10-20 51237 Allowances & Other Benefits 675.00 675.00 675.00 - 93,432.46 96,640.18 96,640.18 -
93,432.46 96,640.18 96,640.18 -
501-10-80 51110 Regular Salaries & Wages 984,313.00 1,016,361.87 1,016,361.87 - 501-10-80 51120 Part-Time Permanent Salaries & Wages 54,364.00 55,994.30 55,994.30 - 501-10-80 51200 PARS Contribution 1,000.00 1,000.00 1,000.00 - 501-10-80 51210 PERS Contributions 95,470.00 98,479.52 98,479.52 - 501-10-80 51211 PERS UAL 266,114.00 281,828.31 281,828.31 - 501-10-80 51220 FICA/Medicare 74,695.00 77,190.69 77,190.69 - 501-10-80 51230 Medical Benefits 359,574.00 368,562.70 368,562.70 - 501-10-80 51235 Life & LTD Insurance 10,088.00 10,383.17 10,383.17 - 501-10-80 51240 Workers Compensation Premiums 75,749.00 79,536.20 79,536.20 - 501-10-80 51140 Overtime Pay 37,132.00 38,245.44 38,245.44 - 501-10-80 51150 Special Pay 5,900.00 5,899.92 5,899.92 - 501-10-80 51155 One-Time Payouts 11,470.00 11,469.82 11,469.82 - 501-10-80 51237 Allowances & Other Benefits 4,214.00 4,213.04 4,213.04 - 501-10-80 51990 Salary Savings 96,726.00 - 214,194.00 214,194.00 labor contract increases 95,194 Admin position approved FY25 119k
2,076,809.00 2,049,164.98 2,263,358.98 214,194.00
501-10-80 52190 Miscellaneous Prof Svcs 247,100.00 60,000.00 150,000.00 90,000.00 For consultant services related to franchise fee study and postcollection services; 501-10-80 52210 Lab & Investigative Svcs 8,200.00 8,200.00 8,200.00 - 501-10-80 52230 Other Technical Services 2,400.00 2,400.00 2,400.00 - 501-10-80 52240 Miscellaneous Services 55,900.00 5,900.00 45,900.00 40,000.00 For services related to solid waste/environmental-related work; unused budget FY25 so in IWM 10-year plan
313,600.00 76,500.00 206,500.00 130,000.00
501-10-80 53110 Utilities-Energy 4,800.00 5,280.00 5,280.00 - 501-10-80 53111 Utilities-Water & Sewer 6,970.00 7,179.10 7,179.10 - 501-10-80 53210 Infrastructure Maint Svc 60,400.00 60,400.00 60,400.00 - 501-10-80 53230 Building Maint Services 19,380.00 19,380.00 19,380.00 - 501-10-80 53250 Vehicle & Equip Maint Svc 274,724.00 239,120.00 239,120.00 - 501-10-80 53320 Vehicle & Equipment Lease 6,000.00 6,000.00 6,000.00 - 501-10-80 53910 Solid Waste Services 269,627.00 240,000.00 240,000.00 - 501-10-80 53990 Other Property Services 2,297.00 2,365.81 2,365.81 - 644,198.00 579,724.91 579,724.91 -
501-10-80 54110 Insurance Premiums - 25,000.00 25,000.00 - 501-10-80 54210 Telephone Expenses 3,322.00 3,080.00 3,080.00 - 501-10-80 54220 Mobile/Wireless Expenses 4,870.00 4,870.00 4,870.00 - 501-10-80 54230 Internet Services 2,260.00 2,260.00 2,260.00 - 501-10-80 54310 Legal Notices & Advertise 520.00 520.00 520.00 - 501-10-80 54410 Printing & Binding 20,000.00 20,000.00 20,000.00 - 501-10-80 54610 Travel & Training 19,000.00 19,000.00 25,000.00 6,000.00 Significant changes in staff requires investment in training/certifications
501-10-80 54910 Dues & Subscriptions 16,060.00 16,060.00 16,060.00 - 501-10-80 54920 Events & Field Trips 5,410.00 5,410.00 5,410.00 - 71,442.00 96,200.00 102,200.00 6,000.00
501-10-80 55110 General Office Supplies 2,080.00 2,080.00 2,080.00 - 501-10-80 55120 Postage & Delivery 410.00 410.00 410.00 - 501-10-80 55130 Photocopying Charges 1,740.00 1,740.00 1,740.00 - 501-10-80 55210 Fuel 83,677.00 87,860.85 87,860.85 -
501-10-80 55220 Safety Supplies 16,410.00 5,410.00 5,410.00 - 501-10-80 55240 Clothing & Uniform Supply 6,830.00 6,830.00 6,830.00 - 501-10-80 55250 Vehicle & Equip Supplies 61,278.00 61,040.00 61,040.00 - 501-10-80 55290 Other Operating Supplies 10,920.00 10,920.00 10,920.00 - 501-10-80 55520 Building Supplies 200.00 200.00 200.00 - 183,545.00 176,490.85 176,490.85 -
501-10-80 56410 Office Equipment <$10K 18,769.00 15,000.00 15,000.00 - 501-10-80 56620 Heavy Equipment >$10K 749,000.00 250,000.00 250,000.00 - 501-10-80 56710 Other Equipment <$10K 123,000.00 45,750.00 125,750.00 80,000.00 Roll PO from FY25 501-10-80 56910 Depreciation Expense 7,000.00 7,000.00 7,000.00 - 897,769.00 317,750.00 397,750.00 80,000.00
501-10-80 58110.1 Principal Payments-Facilities 298,300.00 151,900.00 151,900.00 - 501-10-80 58110.4 Principal Pymt - Sideloader Recycling Truck 77,895.00 - - - 501-10-80 58110.6 Principal Pymt - Rearloader Recycling Truck 81,788.00 84,685.00 84,685.00 - 501-10-80 58120.1 Interest Payments-Facilities 8,235.00 1,385.00 1,385.00 - 501-10-80 58120.4 Interest Payment - Sideloader Recycling Truck 1,632.00 - - - 501-10-80 58120.6 Interest Payment - Rearloader Recycling Truck 12,218.00 9,321.00 9,321.00 - 501-10-80 58220 Licenses & Permits 8,790.00 8,790.00 8,790.00 - 501-10-80 58920 Bank & Credit Card Fees 410.00 410.00 410.00 - 489,268.00 256,491.00 256,491.00 -
501-10-80 59991.101 Indirect Xfer-GEN 422,034.00 447,356.00 447,356.00 - 501-10-80 59990.101 Operating Xfer Out-GEN 3,671.00 3,671.00 3,671.00 - 425,705.00 451,027.00 451,027.00 -
5,102,336.00 4,003,348.74 4,433,542.74 430,194.00
5,195,768.46 4,099,988.92 4,530,182.92 430,194.00
501-30-20 51110 Regular Salaries & Wages 3,513.65 3,794.74 3,794.74 - 501-30-20 51210 PERS Contributions 243.51 262.99 262.99 - 501-30-20 51211 PERS UAL 819.38 902.95 902.95 -
Department: 30 - Public Works
Division: 20 - Public Works Engineering
5100-Persn - Personnel
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs 5900-Oth Financ - Other Financing Uses
Account Classification Total: 5900-Oth Financ - Other Financing Uses Division Total: 80 - Environmental Services
Department Total: 10 - Administration
5400-Other Svcs - Other Purchased Services
Account Classification Total: 5400-Other Svcs - Other Purchased Services 5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
5600-Prop & Cap - Property & Capital
Account Classification Total: 5600-Prop & Cap - Property & Capital 5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
5200-Prof Svcs - Purchased Professional & Technical Services Account Classification Total: 5200-Prof Svcs - Purchased Professional & Technical Services 5300-Prop Svcs - Purchased Property Services
Account Classification Total: 5300-Prop Svcs - Purchased Property Services Account Classification Total: 5100-Persn - Personnel
Division Total: 20 - City Manager
Division: 80 - Environmental Services
DRAFT
Agenda Packet Page 611 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
501-30-20 51220 FICA/Medicare 268.81 290.32 290.32 -
501-30-20 51230 Medical Benefits 660.76 677.28 677.28 - 501-30-20 51235 Life & LTD Insurance 37.20 40.17 40.17 - 501-30-20 51240 Workers Compensation Premiums 326.48 342.81 342.81 - 501-30-20 51155 One-Time Payouts 38.92 38.92 38.92 -
5,908.72 6,350.18 6,350.18 -
5,908.72 6,350.18 6,350.18 -
501-30-30 51110 Regular Salaries & Wages 65,627.68 69,885.19 69,885.19 - 501-30-30 51210 PERS Contributions 6,574.25 6,937.39 6,937.39 - 501-30-30 51211 PERS UAL 16,925.04 18,362.74 18,362.74 - 501-30-30 51220 FICA/Medicare 5,149.20 5,474.89 5,474.89 - 501-30-30 51230 Medical Benefits 17,851.50 18,297.78 18,297.78 - 501-30-30 51235 Life & LTD Insurance 694.73 739.80 739.80 - 501-30-30 51240 Workers Compensation Premiums 5,713.80 5,999.49 5,999.49 - 501-30-30 51140 Overtime Pay 2,994.31 3,537.44 3,537.44 - 501-30-30 51142 Straight OT 2,200.42 2,299.73 2,299.73 - 501-30-30 51150 Special Pay 1,681.94 1,681.94 1,681.94 - 501-30-30 51155 One-Time Payouts 842.00 842.00 842.00 - 126,254.86 134,058.39 134,058.39 -
126,254.86 134,058.39 134,058.39 -
132,163.58 140,408.57 140,408.57 -
5,507,423.43 4,419,888.88 4,850,082.88 430,194.00
4,329,338.89 4,583,861.40 4,583,861.40 -
5,507,423.43 4,419,888.88 4,850,082.88 430,194.00
(1,178,084.54) 163,972.52 (266,221.48) (430,194.00)
601-00-00 44240 Departmental Rental Chgs 136,591.00 136,590.23 136,590.23 - 136,591.00 136,590.23 136,590.23 -
601-00-00 49990.101 Operating Xfer In-GEN 85,000.00 85,000.00 85,000.00 - 85,000.00 85,000.00 85,000.00 -
221,591.00 221,590.23 221,590.23 -
221,591.00 221,590.23 221,590.23 -
221,591.00 221,590.23 221,590.23 -
601-10-70 55250 Vehicle & Equip Supplies - - 45,000.00 45,000.00 IT equipment purchases, transferred into ISF FY25. - - 45,000.00 45,000.00
- - 45,000.00 45,000.00
- - 45,000.00 45,000.00
601-25-10 58110 Principal Payments 190,028.10 193,534.99 193,534.99 - 601-25-10 58120 Interest Payments 31,562.10 136,590.20 136,590.20 - 221,590.20 330,125.19 330,125.19 -
221,590.20 330,125.19 330,125.19 -
221,590.20 330,125.19 330,125.19 -
221,590.20 330,125.19 375,125.19 45,000.00
221,591.00 221,590.23 221,590.23 -
221,590.20 330,125.19 375,125.19 45,000.00

0.80 (108,534.96) (153,534.96) (45,000.00)
835-00-00 49990.101 Operating Xfer In-GEN 623,329.00 626,735.00 626,735.00 - 623,329.00 626,735.00 626,735.00 -
623,329.00 626,735.00 626,735.00 -
623,329.00 626,735.00 626,735.00 -
623,329.00 626,735.00 626,735.00 -
835-10-50 58110 Principal Payments 330,000.00 345,000.00 345,000.00 - 835-10-50 58120 Interest Payments 242,562.50 226,062.50 226,062.50 - 572,562.50 571,062.50 571,062.50 -
572,562.50 571,062.50 571,062.50 -
572,562.50 571,062.50 571,062.50 -
572,562.50 571,062.50 571,062.50 -
623,329.00 626,735.00 626,735.00 -
572,562.50 571,062.50 571,062.50 -
50,766.50 55,672.50 55,672.50 -
Fund EXPENSE Total: 835 - City Hall Bond D/S
Fund Total: 835 - City Hall Bond D/S
Fund: 836 - Street Imp Bond D/S

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 50 - Finance Department
Department Total: 10 - Administration
EXPENSES Total
Fund REVENUE Total: 835 - City Hall Bond D/S
Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
REVENUES Total

EXPENSES
Department: 10 - Administration
Division: 50 - Finance Department
Fund: 835 - City Hall Bond D/S

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 10 - Fire Administration
Department Total: 25 - Fire
EXPENSES Total
Fund REVENUE Total: 601 - Vehicle/Equip Replacement
Fund EXPENSE Total: 601 - Vehicle/Equip Replacement
Fund Total: 601 - Vehicle/Equip Replacement
Division Total: 70 - Information Systems Div
Department Total: 10 - Administration
Department: 25 - Fire
Division: 10 - Fire Administration
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs REVENUES Total

EXPENSES
Department: 10 - Administration
Division: 70 - Information Systems Div
5500-Supplies - Supplies
Account Classification Total: 5500-Supplies - Supplies
4400-Use of Prp - Use of Money and Property
Account Classification Total: 4400-Use of Prp - Use of Money and Property 4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
Fund EXPENSE Total: 501 - Integrated Waste Mgmt
Fund Total: 501 - Integrated Waste Mgmt
Fund: 601 - Vehicle/Equip Replacement

REVENUES
Department: 00 - Non-Departmental Revenue
Division: 00 - Non-Departmental
5100-Persn - Personnel
Account Classification Total: 5100-Persn - Personnel
Division Total: 30 - Public Works Maintenance
Department Total: 30 - Public Works
EXPENSES Total
Fund REVENUE Total: 501 - Integrated Waste Mgmt
Account Classification Total: 5100-Persn - Personnel
Division Total: 20 - Public Works Engineering
Division: 30 - Public Works Maintenance
DRAFT
Agenda Packet Page 612 of 740
G/L Account Number Account Description
2025 Amended
Budget 2026 Original 2026 Proposed 2026 Adjustments Department Proposed Comments City of El Cerrito 2025-26 PROPOSED BUDGET
836-00-00 49990.211 Operating XferIN-STREETS 702,500.00 703,000.00 703,000.00 - 702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
836-10-50 58110 Principal Payments 390,000.00 410,000.00 410,000.00 - 836-10-50 58120 Interest Payments 312,500.00 293,000.00 293,000.00 - 702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
702,500.00 703,000.00 703,000.00 -
- - - -
68,367,987.90 67,837,298.13 69,497,298.13 1,660,000.00
86,449,635.40 68,843,792.87 74,859,180.47 6,015,387.60
(18,081,647.50) (1,006,494.74) (5,361,882.34) (4,355,387.60)

16.60 Rounding
Grand Totals:

EXPENSES Total
Fund REVENUE Total: 836 - Street Imp Bond D/S
Fund EXPENSE Total: 836 - Street Imp Bond D/S
Fund Total: 836 - Street Imp Bond D/S
REVENUE GRAND Totals:

EXPENSE GRAND Totals:

Department: 10 - Administration
Division: 50 - Finance Department
5800-Financing - Financing Costs
Account Classification Total: 5800-Financing - Financing Costs Division Total: 50 - Finance Department
Department Total: 10 - Administration
4900-Oth Source - Other Financing Sources
Account Classification Total: 4900-Oth Source - Other Financing Sources Division Total: 00 - Non-Departmental
Department Total: 00 - Non-Departmental Revenue
REVENUES Total

EXPENSES
DRAFT
Agenda Packet Page 613 of 740
June 3, 2025
Fiscal Year 2025-26
Proposed Budget
City of El Cerrito
El Cerrito Public Financing Authority
Agenda Item No. 9.A.

Agenda Packet Page 614 of 740
Agenda
2 • Budget Overview
• Proposed Budget – All Funds
• Proposed Budget – General Fund
• General Fund Balance and Forecast
• Summary
• Next Steps
Agenda Packet Page 615 of 740
Budget Overview
3 • Adopted annually per El Cerrito Municipal Code
 July 1 – June 30 fiscal calendar
• 3 Types of Funds
 General Fund – supports general governmental
functions, unrestricted dollars
 Special Revenue Fund – funds restricted for a
specific program or use
• E.g., Gas Tax Fund must be used for streets and roadrelated programs  Enterprise Fund – self-supporting activities funded
by fees on a user-charge basis
• Integrated Waste Management Fund is supported by user charges for the City’s solid waste program
Agenda Packet Page 616 of 740
Budget Guiding Principles
• Annual budgets should balance and avoid deficit
spending.

Fiscal Sustainability
• General Fund revenue is a shared resource across all
departments.

One City, One General Fund
• Provide City Council, Finance, the City Manager and
the public with the information they need to make
informed decisions and support the City’s objectives.

Transparency
• Fund balance and one-time revenue should be used
for one-time costs, not ongoing programmatic or
staffing needs.

One-Time Uses for One-Time Revenue
• Departments have the discretion to allocate
spending among line items within a division for nonpersonnel expenses. • The use of salary savings for other expenses must be
approved by City Manager and Finance Director.

Budget to the Bottom Line (Division Level)
• Staff will develop asset replacement plans and
internal service funds to prepare for long-term
needs.

Plan and Prepare for Long-Term Needs
Agenda Packet Page 617 of 740
El Cerrito Strategic Plan 2024-2029
• Budget process and
recommendations guided by
Strategic Plan
• Department workplans aligned to
Strategic Plan goals
 Detailed strategic alignment
information for each department
included in biennial budget
document
Agenda Packet Page 618 of 740
City Organization
6 Residents of
El Cerrito
City Council
Boards and
Commissions City Manager
City
Management
Community
Development Fire Finance Police Public Works Recreation City Attorney
Agenda Packet Page 619 of 740
Overall Position Listing
7 Department FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 City Council 5 5 5 5 5
City Management 9 10 10.5 10 10
14 15 15 15 15 Community
Development
Finance 6 6 6.5 6 6
Fire 37 37 37.5 37.5 38
Police 48 48 48 48 48
Public Works 24.2 27.3 27.3 27.3 28.3
Recreation 18 18 20 20 20
TOTAL 161.2 166.3 169.8 168.8 170.3
Agenda Packet Page 620 of 740
Biennial Budget
Public
Engagement
Process in 2024
8 • 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 & Adoption
Agenda Packet Page 621 of 740
Midcycle
Budget Process –
FY 2025-26
9 • Feb 4: FY 2023-24 Audit presented to City
Council
• March 4: Mid-year update to City Council on
Fiscal Year (FY) 2024-25
• April 15: City Council study session on General
Fund for FY 2025-26
• May 20: City Council discussion and direction
on one-time appropriations
• May 27: FAB Discussion of Proposed Midcycle
Budget and One-time Appropriations
• June 3: Review of Proposed Midcycle Budget
• Prior to June 30: Formal adoption of FY 2025-
26 Budget
Agenda Packet Page 622 of 740
Updates to FY 2024-25 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
10 Agenda Packet Page 623 of 740
Adjustments
required for
FY 2025-26
11 • Updated personnel estimates
 SEIU, PSMA, PEA and City Manager contracts
 Position reclassifications
 Conversion of Fire Inspector to full-time
• Updated General Liability and Worker’s
Compensation insurance estimates
• Updated utilities cost estimates
• Increased costs for Library additional hours
• Unbilled expenses from County for East Bay
Regional Communications System Authority
(EBRCS) for 2017-2018
• All adjustments incorporated into proposed
FY 2025-26 budget - no change to General
Fund Expenditure totals
Agenda Packet Page 624 of 740
All Funds
12 $69,497,298
$74,859,180
Revenue Expenditures
Proposed Budget All Funds,
FY 2025-26
Agenda Packet Page 625 of 740
All Funds - Revenues
13 Agenda Packet Page 626 of 740
All Funds - Expenditures
14 Agenda Packet Page 627 of 740
All Funds
Overview
15 • Increase in total expenditures of
$6,015,388 from the previous fiscal year,
with total revenues projected to increase
$1,660,000
• Driven largely by Capital Improvement
Program’s proposed increase in
expenditures of $5,003,759, with an
increase in revenue of $1,620,000
• Otherwise, revenue and expenditure
estimates for all “Special Funds” are per
the Adopted Biennial Budget, except
where minor revisions were needed due
to timing of purchases or projects
Agenda Packet Page 628 of 740
Capital Improvement Program
 Five-Year CIP includes 33 Identified Projects
 FY 2025-26 includes 20 Active Projects
 FY 2025-26 Proposed Budget - $7.8 Million
 Includes: • Transportation Improvements
• Greenway Improvements
• Swim Center Repairs and Modifications
• Storm Drain Repairs
• Annual Street Improvement Program
• Street and Sidewalk Access Improvements
• Richmond Street Complete Streets
16 Agenda Packet Page 629 of 740
General Fund
Budget
17 $53,779,792 $53,764,017
Revenue Expenditures
Proposed General Fund Budget,
FY 2025-26
Agenda Packet Page 630 of 740
General Fund Revenue
18 Agenda Packet Page 631 of 740
FY
2025-26
Adopted
FY
2024-25
Adopted
FY
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
Adopted
FY
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
Adopted
FY
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 632 of 740
General Fund Expenditures
20 Agenda Packet Page 633 of 740
Key Highlights for General Fund
• Second year of Biennial Budget
• No changes recommended to total General Fund revenues and expenditures
 Proposed shifts among departments to ensure expenses do not exceed authority
• Little to no capacity for unbudgeted projects and initiatives • Impacts to departments may change, with possible readjustments at midyear depending on economic conditions and revenue and expenditure trends in each department
21 Agenda Packet Page 634 of 740
Proposed One-Time Appropriations
+ Transfer to Section 115 Trust
22 $1 million in One-time Appropriations & $1.5 million EDRF Transfer General Fund Appropriations
Swim Center Pool Replaster $500,000
Fire Engine and Equipment Replacement 380,000
Service Delivery Study 120,000
Total General Fund Appropriation $1,000,000
Transfer from the EDRF
Section 115 Trust (Reduction in EDRF) 1,500,000
Total General Fund Appropriation & EDRF Transfer $2,500,000 Agenda Packet Page 635 of 740
General Fund Balance
If City Council takes action to
appropriate one-time funding/EDRF
transfer:
• Projected Ending Fund Balance of
$20.8M (39% reserve ratio), includes:
 EDRF - $7.5M
 Section 115 Trust - $2.9M
 Unrestricted – $10.3M
• Projected discretionary funds
remaining for FY 2025-26 of $1.1M
 Doesn’t include any potential surplus
from FY25
23 Agenda Packet Page 636 of 740
General Fund Forecast – Updated May 2025
24 • Forecast includes: • Conservative revenue and expenditure growth assumptions
• Labor increases from existing contracts and
historic averages
• Approval of $1 million in one-time fund
balance use/$1.5 million EDRF transfer to
Section 115 Trust
• Forecast does not include: • Assumption of a recession • Section 115 Trust smoothing payments
• Issuance of new debt or uses of fund balance
• Equipment or vehicle purchases beyond those budgeted • Additional contributions to Internal Service Funds Agenda Packet Page 637 of 740
Strategies for General Fund Long-Term Sustainability
• Ongoing structural changes for ensuring long-term fiscal sustainability • Completing studies using independent experts to improve operations:
 Classification and Compensation Study
 Citywide Cost Allocation Plan and Fee Study
 Service Delivery Study (proposed for FY 2025-26)
• Provide information, strategies, and options to City Council for future fiscal years
• Next Biennial Budget Process to begin in late fall/winter 25 Agenda Packet Page 638 of 740
Proposed Budget Summary
The FY 2025-26 Proposed Budget:
• Reflects City Council priorities, including feedback from Biennial Budget process and input received during this current fiscal year • Aligns with the City's Strategic Plan
• Balanced Has revenues exceeding expenditures; doesn’t use any reserves for ongoing costs
• Maintains reserves above 17%, not including $7.5M in EDRF • Enables the City to continue providing key services without service delivery impacts, while making thoughtful decisions about longterm adjustments 26 Agenda Packet Page 639 of 740
Gann Limit
27 $195,961,530
Gann Limit
Included in the recommended actions for adopting the FY 2025- 26 Budget is the approval of the calculation and establishing the City’s FY 2025-26 Gann Appropriation Limit
The California Government Code requires that the City adopt the Gann appropriations limit by resolution on an annual basis Agenda Packet Page 640 of 740
Next Steps
• Questions, Comments, Direction
• Potential FAB Meeting
• Regular City Council Meeting June 17, 2025
• Additional Special Meetings as needed
• Adoption of Budget by June 30, 2025
28 Agenda Packet Page 641 of 740
FY 2025-26 Proposed Budget:

Thanks to…..
• Residents, businesses, and community members for all their input during the biennial budget process
• City Council for their leadership and diligence
• Financial Advisory Board for their review and feedback • City Staff for their hard work and commitment
• Executive Team for their leadership and dedication
• Special thanks to Finance Director Crystal Reams, Assistant to the City Manager Will Provost, Budget Manager Claire Coleman for their work to improve the City’s long-term financial sustainability 29 Agenda Packet Page 642 of 740
Thank you!
Agenda Packet Page 643 of 740

AGENDA BILL
Agenda Item No. 9.B.

Date: June 3, 2025
To: El Cerrito City Council
From: Crystal Reams, Finance Director/City Treasurer, Finance Department Subject: Approval of Fiscal Year 2024-25 One-Time Uses of General Fund Balance

ACTION PROPOSED
Adopt a resolution approving one-time expenditures and transfers from General Fund balance in Fiscal Year 2024-25.

BACKGROUND/ANALYSIS
The City ended Fiscal Year (FY) 2023-24 with a General Fund balance of $22.89 million. This total includes:
• $9,000,000 in the Emergency Disaster Relief Fund (EDRF) (internally restricted) • $1,372,890 in the Section 115 Trust (restricted)
• $126,751 in prepaid/inventory (non-spendable)
During the course of FY 2024-25, the City Council has approved a total use of fund balance of $1.09 million. The projected ending General Fund balance total is $21.8 million, representing a 40% fund balance ratio. Per the Comprehensive Financial Policy adopted in 2024, the City's General Fund reserve ratio requirement totals 30%, including a minimum 17% of unassigned fund balance and a minimum EDRF reserve of 13%.

For FY 2025-26, the General Fund expenditure budget is proposed to total $53.76 million. Per the Policy, similar to the previous fiscal year numbers, this would mean the following minimum requirements for the General Fund reserve balance:
• General Fund (17%): $9.14 million
• EDRF (13%) $6.99 million
• Total reserve minimum requirement: $16.13 million
With a projected General Fund balance that exceeds the minimum requirements, staff identified a discretionary total of $2.1 million as well as $2 million in additional funding available in the EDRF in excess of the City's Financial Policy Requirements. The current projected fund balance is shown in Table 1:

Agenda Packet Page 644 of 740
Agenda Item No. 9.B.

Table 1: Projected General Fund Balance
On April 15, 2025, the City Council held a study session to discuss the potential use of the discretionary fund balance to address one-time expenditure needs including vehicles, equipment and time-sensitive projects. The City Council reviewed the various proposed expenditures and discussed priorities, and directed staff to return with options using $1,000,000 of the discretionary total.

On May 20, 2025, City staff presented options for the City Council's consideration, prioritizing the most urgent needs across the organization, including the Swim Center Pool Replaster project, replacing a Fire Engine and Self-Contained Breathing Apparatus (SCBA) equipment, completing a Service Delivery Study, and increasing funding of the City's Section 115 Trust.

Following the presentation, the City Council directed staff by motion to return with a resolution for Council action that would make $1 million in General Fund Appropriations, specifically for the aforementioned projects, while also transferring $1.5 million from the EDRF into the City's Section 115 Trust, as outlined in Table 2 below.

Agenda Packet Page 645 of 740
Agenda Item No. 9.B.

Table 2:
$1 million in One-time Appropriations and $1.5 million transfer from EDRF Based on the City Council's direction on May 20, City staff have prepared the attached resolution for the City Council's consideration, Notably, after this action is taken, the City will continue to maintain, and exceed, the minimum reserve requirements totaling 30% of General Fund expenditures (17% for unassigned fund balance and 13% for EDRF). The table below displays an updated General Fund projected fund balance, should the City Council approve this action.

Table 3: Projected General Fund Balance Following $1 million in One-time Appropriations and $1.5 million transfer from EDRF

Agenda Packet Page 646 of 740
Agenda Item No. 9.B.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City's Strategic Plan Goal(s) of:
• 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 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 CONSIDERATIONS
This section is not applicable to this agenda item.

FINANCIAL CONSIDERATIONS
After taking this action, the General Fund discretionary balance will be reduced from $2.13 million to $1.13 million, while the balance in the EDRF will be reduced from $9 million to $7.5 million. The City's estimated total reserve balance will be 39%, with a total Section 115 Trust balance of $2.9 million.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution
Agenda Packet Page 647 of 740
RESOLUTION NO. 2025-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO APPROVING

ONE-TIME GENERAL FUND APPROPRIATIONS AND A TRANSFER FROM THE EMERGENCY DISASTER RELIEF FUND IN FISCAL YEAR 2024-25
WHEREAS, the City Council has established a Comprehensive Financial Policy that requires a minimum General Fund reserve ratio of 30%, consisting of a 17% unassigned fund balance and a 13% EDRF balance; and
WHEREAS, the City of El Cerrito ended Fiscal Year 2023-24 with a General Fund balance of $22.89 million, including $9,000,000 in the Emergency Disaster Relief Fund (EDRF), $1,372,890 in the Section 115 Trust; and prior to making any one-time appropriations the projected ending General Fund balance for Fiscal Year 2024-25 is $21.8 million, representing a 40% General Fund reserve ratio, which exceeds the City's minimum reserve requirements; and
WHEREAS, staff identified a discretionary General Fund balance of $2.1 million and an additional $2 million in the EDRF in excess of the City's Financial Policy minimum reserve requirements; and
WHEREAS, on April 15, 2025, the City Council held a budget study session and discussed potential one-time expenditures from fund balance for vehicles, equipment, and time-sensitive projects; and
WHEREAS, at the May 20, 2025, City Council meeting, staff presented options for the City Council's consideration, prioritizing urgent needs including the Swim Center Pool Replaster project, Fire Engine and Self-Contained Breathing Apparatus (SCBA) replacement, a Service Delivery Study, and increased funding for the City's Section 115 Trust; and
WHEREAS, at the May 20, 2025, meeting, the City Council directed staff to return with a resolution for City Council consideration to appropriate $1 million from the discretionary General Fund balance to fund the aforementioned urgent needs as well as to transfer $1.5 million from the EDRF to the City's Section 115 Trust; and WHEREAS, the proposed one-time appropriations will address the most urgent and critical needs in the organization, while the transfer to the Section 115 Trust will bolster the City’s funding for future pension costs, helping smooth and mitigate sharp increases in the annual payments requested by CalPERS in the coming years; and WHEREAS, even after these actions, the City will continue to maintain and exceed the minimum reserve requirements for the General Fund and the EDRF.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito, that it hereby approves the following one-time appropriations from General Fund Balance in the amount of $1,000,000:

1. $500,000 for the Swim Center Pool Replaster project to be placed in the Capital Improvement Program (CIP) fund.

Agenda Packet Page 648 of 740

2. $380,000 for the Fire Engine and Equipment Replacement to be placed in the Vehicle and Equipment Replacement fund.

3. $120,000 for the Service Delivery Study.

BE IT FURTHER RESOLVED that the City Council of the City of El Cerrito hereby approves the transfer of $1,500,000 from the Emergency Disaster Relief Fund to the City's Section 115 Trust.

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

I CERTIFY that at a regular meeting on June 3, 2025, the City Council of the City of El Cerrito passed this Resolution by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

AGENDA BILL
Agenda Item No. 9.C.

Date: June 3, 2025
To: El Cerrito City Council
From: Shannon Bassi, Human Resources Manager, City Management Subject: Adopt resolution modifying the Salary, Benefits, and Terms of Employment for Management and Confidential Employees

ACTION PROPOSED
Adopt a resolution modifying salaries, benefits, and conditions of employment for Management and Confidential Employees.

BACKGROUND/ANALYSIS
The salaries, benefits, and conditions of employment for the City's Management and Confidential employees (Management/Confidential) are governed by resolution of the City Council. The most recent update to the Management/Confidential Employees Resolution was Resolution 2023-48, approved by the City Council on June 20, 2023.

For many years, the City has utilized a salary structure for Management/Confidential employees based on a control point and pay-for-performance system. Under this structure, each classification had a designated salary grade, consisting of a minimum (bottom), a control point, and a maximum (top) monthly salary amount. The minimum represented the base salary for the classification, while the control point - established by surveying the median top step of comparable agencies - functioned as the de facto "top step" for tenured employees. The maximum, set at 25% above the established control point, was intended to recognize employees' exceptional performance for those who had already reached the control point.

Upon review, City staff determined that the current control point system no longer serves the City effectively for several reasons. Primarily, the current system creates confusion for many individuals, particularly job candidates who are in the recruitment/job offer stage as well as current employees. The last column in the salary schedule, labeled "top step," advertises an inflated salary range that is rarely attainable in practice. As such, this creates a disconnect between the control point (the City's intended top step) and the inflated "top step" that is listed in the salary schedule showing 25% above the control point. As a result, this confusion directly impacts the City's recruitment and retention efforts. Additionally, the current system makes it challenging to accurately budget and forecast personnel costs without a clear-cut salary system to operate from. It also creates confusion for outside agencies, such as CalPERS, when analyzing the City's salary structure and compensation data reported through payroll.

Agenda Packet Page 650 of 740
Agenda Item No. 9.C.

City staff proposes to eliminate the control point system in the attached resolution, and adopt a simplified structure that establishes a range with a minimum and maximum salary for each grade. This proposed salary structure is common in various local government agencies, particularly for management positions, and allows greater flexibility to place employees within an open salary range based on experience and qualifications.

In conjunction with proposing this structural change, the City also took the opportunity to review and propose the market adjustment recommendations from Koff and Associates, based on findings from the City's Classification and Compensation Study, which was completed and presented at the March 5, 2024 City Council Meeting. The study found that several Management/Confidential classifications were significantly below the market and required a market adjustment to remain competitive. This gap is largely due to the Management/Confidential Employee group not receiving a cost of living adjustment (COLA) for multiple years during the pandemic and the City's previous financial challenges.

The study's recommended market adjustments have been incorporated into the proposed salary grade ranges within the salary schedule included in the proposed resolution. Additionally, staff reviewed internal alignment between classifications and recommended one-time salary grade changes to better reflect the roles and responsibilities of certain positions in relation to similar classifications. Staff is confident that these changes will improve recruitment and retention issues, support future succession planning efforts, and enhance the City's ability to budget and forecast personnel costs with more precision and detail. Overall, the proposed salary system is competitive and will help the City attract and retain talented staff, ensuring continued delivery of excellent services to the community.

Summary of Proposed Changes
Below is a summary of the following proposed changes within the Management and Confidential Employees resolution:
• The proposed changes will be effective the first full pay period of July 2025 and remain in place through June 30, 2028.
• Restructure the salary schedule to remove the control point, incorporate necessary market adjustments, and internally align the salary grades. • Provide a 3% cost of living adjustment (COLA) for all employees in Management/Confidential in each of the following fiscal years (FY): FY 2025-26, FY 2026-27 and 2027-28.
• Formally incorporate new classifications in the Management/Confidential group, as already approved and adopted by the City Council.
o Facilities & Maintenance Manager
o Maintenance Operations Supervisor
o Senior Management Analyst
o Environmental Services Manager
Agenda Packet Page 651 of 740
Agenda Item No. 9.C.
• Revise language regarding Floating Holidays to prorate accruals for new hires and separated employees to more accurately distribute accrued/earned hours. • Increase bilingual pay from $100 per month to $100 per payroll to align with other MOUs.
• Establish language to address the 40-hour work schedule for employees in the Public Safety Executive Assistant classification.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• High Performing Organization; and
• Community Safety; and
• Livability and Belonging

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this item.

FINANCIAL CONSIDERATIONS
The proposed Cost of Living Adjustments (COLAs) have a financial impact of approximately $107,093, which is included in the FY 2024-26 Budget that was adopted on June 18, 2024.

The proposed action of restructuring the salary schedule has no financial impact on current incumbents at this time; market adjustments will be considered for employees on a case-by-case basis over the fiscal year(s). Increasing bilingual pay for those incumbents who currently receive the pay will have an annual financial impact of approximately $9,800, which can be absorbed in the current FY 2025-26 proposed budget. Fiscal Year 2026-27 and 2027-28 COLAs have been factored into the long-term forecast and will be included in the next biennial budget.

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Resolution (redline)
Agenda Packet Page 652 of 740
RESOLUTION NO. 2025-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO

ESTABLISHING SALARIES, BENEFITS AND CONDITIONS OF EMPLOYMENT FOR MANAGEMENT AND CONFIDENTIAL EMPLOYEES EFFECTIVE JULY 1, 2025; AND RESCINDING RESOLUTION 2023-46
WHEREAS, it is in the City’s best interest to recruit and retain high quality, talented employees for the City to fulfill the Strategic Goal of a High Performing Organization; and WHEREAS, an effective means for achieving this objective is to provide competitive salaries, benefits, and conditions of employment for management and confidential employees.

NOW, THEREFORE, BE IT RESOLVED that the El Cerrito City Council hereby establishes the salaries, benefits, and conditions of employment for the City’s management and confidential employees, as follows:

CHAPTER 1

EMPLOYEES

1.1 Management employees are, for purposes of this section, those actively involved in the following classifications:
• Assistant City Manager
• Assistant to the City Manager
• Associate Engineer
• Building Official
• Budget/Financial Services Manager
• City Clerk
• Community Development Director
• Environmental Services Manager
• Facilities and Maintenance Manager Finance Director/City Treasurer • Human Resources Manager
• Information Technology Manager
• Maintenance Operations Supervisor
• Management Analyst I,II,III
• Network Security Engineer
• Operations and Environmental Services Manager
• Planning Manager
• Program Manager
• Public Works Director/City Engineer
• Recreation Director
• Recreation Supervisor
• Recycling Operations Supervisor
• Senior Accountant
• Senior Engineer
• Senior Human Resources Analyst
• Senior Management Analyst
• Senior Planner
• Senior Program Manager
Agenda Packet Page 653 of 740

1.2 Confidential employees are, for the purposes of this section, those actively involved in the following classifications:
• Accountant II
• Human Resources Specialist
• Information Technology Specialist
• Public Safety Executive Assistant
CHAPTER 2

SALARIES AND BENEFITS

2.1 Effective the first full pay period in July 2025, a revised salary system and salary schedule are established, as shown in Exhibit A. This system creates a salary grade range with a bottom and a top monthly salary, and employees may be placed within this range based on experience, performance, and other factors as determined by the City Manager. The system includes market adjustments based on the Koff & Associates Compensation study completed in 2024, one-time internal alignment adjustments, and a 3% cost of living adjustment.

A. Effective the first full pay period in July 2025, the salary grade ranges as listed in Exhibit A shall apply to all management classifications.

B. Effective the first full pay period in July 2025, the salary grade ranges as listed in Exhibit A shall apply to all confidential classifications.

2.2 The following cost of living adjustments (COLA) shall be implemented for the salaries of management and confidential employees for Fiscal Years 2026-27 and 2027-28:

A. Effective the first full pay period in July 2026, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit B.

B. Effective the first full pay period in July 2027, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit C.

C. Effective July 1, 2021, no salary adjustments or merit increases shall be implemented unless approved by the City Manager.

2.3 Bilingual Pay
The City shall pay one hundred dollars $100.00 per pay period to management/confidential employees who are bilingual and who have passed a proficiency test provided and approved by the City.

2.4 Pension Plan Benefits
A. Employees are members of the California Public Employees Retirement System (CalPERS) plan, with a 2.7% at 55 retirement formula integrated with Social Security, which has an eight percent (8%) employee contribution, the PERS single highest year option and service credit for unused sick leave option.

Agenda Packet Page 654 of 740
B. Effective January 1, 2013, newly hired employees that are considered “new members” in accordance with the Public Employees’ Pension Reform Act (PEPRA), will be enrolled under the CalPERS Miscellaneous Employee 2% at 62 retirement formula integrated with Social Security, average of highest three (3) years compensation earnable, in accordance with applicable law and PEPRA.

C. In accordance with City Council Resolution 2020-32, effective the first full pay period in July 2020, all Management and Confidential employees will pay an additional one percent (1%) into the required employer CalPERS contribution; effective the first full pay period in July 2021, all Management and Confidential employees will pay an additional two percent (2%) into the required employer CalPERS contribution, for a total of 3%.

2.5 Flexible Benefits Plan
The City has a Flexible Benefits Plan that provides for the following:

A. The City will contribute the equivalent of the cost of the lowest cost medical plan rate, according to dependent status, regardless of which medical plan is chosen. "According to dependent status" means that if an employee is single, they shall receive the lowest cost single premium in their flexible spending account. If an employee and a dependent are enrolled in a City medical plan, the employee shall receive the lowest cost two party premium in their flexible spending account. If an employee and more than one dependent are enrolled in a City medical plan, the employee shall receive the lowest cost family premium in his or her flexible spending account.

B. In the event that an employee has alternate comprehensive group medical coverage through a spouse's medical plan or some other group medical plan, the employee may elect to receive “cash in-lieu” of medical coverage after they provide proof of such medical coverage to Human Resources. In this event, the City shall contribute $793.18 to the employee's Flexible Benefits Plan and the employee may receive this amount in cash, in which case the amount is treated as taxable income; or the employee may reallocate it toward the purchase of other benefits in the Plan; or a combination of both. The “cash in-lieu” benefit amount shall be $350 per month for: a) Employees hired after December 31, 2020 or b) existing employees who discontinue the City’s medical coverage and opt for “cash in lieu” of medical coverage at a later date as long as they meet the requirements as described above.

C. Employees may contribute salary of up to the maximum by law on a pre-tax basis in order to purchase the following benefits:
• Medical premiums, co-payments, and deductibles
• Dental premiums, co-payments, and deductibles
• Unreimbursed medical and dental expenses
• Dependent care Mental health counseling services
Agenda Packet Page 655 of 740
Rules governing the allocation and distribution of such funds shall conform to applicable sections of State and Federal tax codes and the City of El Cerrito's Flexible Benefits Plan.

D. Health plans will become effective the first of the month following the date of hire.

E. Health benefit programs recognize the participation of domestic partners of eligible employees. Please refer to the City’s Citiflex document for details.

2.6 Dental Plan
The City will pay the full cost of family coverage under the Delta Dental Plan.

2.7 Life Insurance
The City will provide a term life insurance policy for management and confidential employees. The principal sum shall be equal to the annual salary rounded to the nearest $1,000 (up to a maximum of $100,000), effective the first day of the month following City Council adoption of any changes in the salary schedule.

2.8 Auto Allowance
The City will supply an automobile to management employees who, in the opinion of the City Manager, require a City vehicle as an integral part of their work.

Management and Confidential employees required to use their own automobiles for City business shall be reimbursed at the Internal Revenue Service allowable rate.

2.9 Short-term/Long term Disability Insurance
The City shall provide employees with short-term/long term disability insurance with coverage of two-thirds salary up to the maximum monthly salary limit of $10,000 and a thirty-day elimination period. Like regular wages, this benefit is taxable.

2.10 Benefit Status
A. The salary and benefits contained within this Resolution are granted only to employees who are in a current pay status. The City shall incur no cost, nor shall benefits accrue, for retirees, survivors, or employees in a non-pay status. Family and Medical Leave Act (FMLA), California Family Rights Act (CFRA), and Military Leave, however, shall be granted in accordance with the applicable provisions of state and federal law.

B. In the event an employee is in a non-pay status because of a disputed workers’ compensation claim, benefits under this article shall be continued upon written agreement of the affected employee to repay to the City the amount of any premiums paid by the City during the non-pay status period if the employee's claim is denied by the Workers Compensation Appeals Board or withdrawn by the employee prior to a decision by the Board.

Agenda Packet Page 656 of 740
CHAPTER 3

HOLIDAYS

3.1 Holidays
The following holidays are recognized as municipal holidays for pay purposes:

New Year's Day
Dr. M.L. King Jr. Birthday
President’s Day
Memorial Day
Juneteenth
Independence Day (July 4)
Labor Day
Veteran’s Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve Day
Christmas Day
½ Day New Year’s Eve
In the event that any of the aforementioned days falls on a Sunday, the following Monday shall be considered a holiday for pay purposes. In the event that any of the aforementioned days fall on a Saturday, the preceding Friday shall be considered a holiday for pay purposes. (Department Directors may make changes in the above schedule in accordance with the needs of their departments.) The afternoon of New Year’s Eve, shall be considered a holiday for pay purposes, equaling 3.75 holiday pay hours for 37.5-hour employees and 4 holiday pay hours for 40-hour employees. In the event New Year’s Eve falls on a Sunday or a Monday, the preceding Friday afternoon shall be considered a holiday for pay purposes. Some adjustments may be made if necessitated by an alternative work schedule.

3.2 Birthday and Floating Holidays
In addition to the recognized municipal holidays, full-time employees (37.5 hours per week or greater) shall receive annually three (3) floating holidays, subject to the same requirements for scheduling vacation under Section 5.2 of this agreement.

Employees hired during the fiscal year shall receive floating holiday credit in accordance with the following table:

Hire Date: Prorated Hours:

July 1 to September 30 22.5 hours
October 1 to December 31 15 hours
January 1 to March 31 7.5 hours
April 1 to June 30 0 hours
Floating holidays shall be prorated (bi-weekly) for employees who separate before June 30th each fiscal year, based on time worked within that fiscal year. Floating holidays must be taken within the fiscal year they are received and may not be carried over and accumulated.

Full-time employees (37.5 hours per week or greater) are allowed an additional holiday in recognition of their birthday. This birthday holiday shall be posted upon appointment to City service and at the beginning of each fiscal year thereafter.

Agenda Packet Page 657 of 740
Regular Part-Time employees will earn prorated birthday and floating holidays based on the number of hours worked and applying the full-time equivalent percentage to the accrual rate listed above based on three Floating Holidays and one Birthday Holiday for full-time employees.

3.3 Compensation for Municipal Holidays
A. An employee on leave of absence without pay shall not receive any compensation for holidays occurring during such leave.

B. Regular employees must be in a pay status on the workday preceding a holiday to be eligible to be compensated for the holiday.

CHAPTER 4
SICK LEAVE, WORKERS’ COMPENSATION, FAMILY SICK LEAVE,

AND OTHER LEAVES

4.1 Accrual of Sick Leave Rate
A. Sick leave shall accrue at the rate of eight hours and 45 minutes per calendar month worked, providing the employee has worked or been authorized leave with pay for at least ten working days in the month.

B. Employees with 20 or more years of service shall accrue sick leave at the rate of 11 hours and 25 minutes per calendar month worked, provided the employee has worked or been authorized leave with pay for at least ten working days in the month.

C. Regular Part-Time employees shall be eligible to accrue sick leave in the same proportion as their scheduled work hours per week related to the standard work week.

4.2 Sick Leave Maximum Accrual
Accumulation of sick leave is unlimited.

4.3 Activity During Sick Leave
No employee who is absent from work on sick leave shall engage in any work or other activity that would interfere with the employee’s ability to return to work to perform regular duties.

4.4 Retirement Benefit
Upon retirement from City service, an employee shall be entitled to compensation for one fourth of the accumulated sick leave on the books at the time of such retirement, with a maximum payment equivalent to twenty-five (25) days pay, at the employee’s option. Actual sick leave remaining on the books will be reported to CalPERS in accordance with CalPERS regulations governing the sick leave credit contract option. In no case will unearned sick leave be reported for the purpose of increasing the member’s retirement as prohibited by CalPERS.

4.5 On the Job Injury
When an employee is off work as a result of an on-the-job injury, the City shall continue to pay full salary for up to 90 calendar days.

Agenda Packet Page 658 of 740

4.6 Workers’ Compensation Disability Payments
An employee receiving disability payments under the Workers’ Compensation laws may use accumulated sick leave and vacation leave in order to maintain regular income. Under these circumstances, the employee shall be paid the difference between full salary and the disability payments received. Such sick leave and vacation leave shall be drawn in proportion to the salary payments required to provide the employee with their regular income.

The maximum “family sick leave” allowed each calendar year that is subject to this provision is one-half (1/2) of the employee’s annual accrual of sick leave.

Additional family sick leave may be taken subject to departmental regulations and the approval of the Department Director and City Manager.

4.8 Bereavement Leave
Employees are entitled to time off with pay when there is a death or anticipated death in the immediate family. Bereavement leave shall not exceed five (5) consecutive days when death is anticipated. Bereavement leave after death shall not exceed that period of time between death and the day of the funeral, providing the funeral is held within five days following death. Additional time may be granted and charged as sick leave when, in the opinion of the Department Director, unusual circumstances identify the need for additional time off.

Immediate family is defined as spouse, domestic partner, child, parent, parent-inlaw, sister, brother, aunt, uncle, sister-in-law, brother-in-law, grandparent, spouse's grandparent, grandchild, son-in-law, daughter-in-law, or any other relative of the employee or employee's spouse residing in the same household, or who has resided with the employee in the same household for three or more years.

In cases where death has occurred involving someone other than the immediate family, the Department Director shall make the decision as to qualification for bereavement leave.

4.9 Administrative Leave
Management employees shall receive administrative leave in recognition of extraordinary working hours and conditions. The City Manager will annually approve the number of leave days by individual employee, based on the amount of overtime performed and the quality of work produced. The annual amount of time assigned shall not exceed ten days or 75 hours per fiscal year. For new hires, Administrative Leave will be pro-rated (biweekly) based on the start date. Unused administrative leave cannot be carried over from year to year or cashed out at year end or upon separation.

Agenda Packet Page 659 of 740

4.10 Family and Medical Leave
Pursuant to State and Federal law, the City will provide family and medical care leave for eligible employees. The City Family Care and Medical Leave policy sets forth employees’ rights and obligations with respect to such leave. Rights and obligations which are not specifically set forth in the City's policy are set forth in the Department of Labor regulations implementing the Federal Family and Medical Leave Act of 1993 ("FMLA") and the regulations of the California State Pregnancy Disability Act and the California Fair Employment and Housing Commission implementing the California Family Rights Act ("CFRA") (Government Code Section 12945.2). Unless otherwise provided by the City's policy or this resolution, "Leave" under this article shall mean leave pursuant to the FMLA.

CHAPTER 5

VACATION

5.1 Eligibility
Regular and probationary employees shall be eligible to take a paid vacation upon accrual of vacation hours, unless otherwise provided by the City Manager.

5.2 Scheduling
The scheduling of annual vacation leave and the amount to be taken at any one time shall be determined by the Department Head in accordance with departmental regulations and with regard for the needs of the City and the preference of the employee.

5.3 Vacation at Termination
Employees leaving the municipal service with accrued vacation leave shall be paid the amount of accrued vacation to the date of termination. Payment for accrued vacation shall be at the employee's current rate of pay.

5.4 Effect of Extended Military Leave
A management employee who interrupts their City service because of extended military leave shall be compensated for accrued vacation at the time the leave becomes effective.

5.5 Sick Leave During Vacation
Vacation leave may be converted to sick leave subject to the review and approval of the Department Head and the City Manager if an employee is injured or sick during the vacation for a period in excess of 24 hours.

5.6 Vacation Cap
The vacation cap shall be two (2) times the employee’s annual vacation accrual rate. Any time an employee reaches the maximum accrual, the employee will cease accruing vacation hours until such time the balance falls below the cap. No employee will be allowed to accrue vacation hours above the cap.

5.7 Vacation Cash-Out
Employees may annually cash-out up to 16 days (120 hours) of vacation provided that they have taken a minimum of 8 vacation days (or administrative leave for management employees) in the previous fiscal year and maintain a vacation Agenda Packet Page 660 of 740
balance of 37.5 hours at the time of vacation cash out. Employees may elect to cash-out a maximum of two (2) times annually and each cash-out request must be a minimum of 8 days (60 hours).

All irrevocable vacation cash-out requests must be in writing and submitted to Human Resources no later than December 15 of the calendar year before the calendar year in which the employee wishes to cash-out vacation leave. The notice shall indicate how many vacation leave hours the employee wishes to cash-out the following year. The amount requested cannot exceed the amount stated above.

An employee can cash-out during the months of May and December. The Human Resources Manager has final approval.

5.8 Accrual
Unless otherwise provided by the City Manager, vacation leave will be accrued from the first day of employment when a management employee is in a pay status and will be credited on a monthly basis. Municipal holidays shall not be counted during vacation. The vacation schedule is based on the years of service with the City.

VACATION ACCRUAL – MANAGEMENT AND CONFIDENTIAL
Years of Service Days Hrs Earned/Yr
(37.5 hrs/wk)
Hrs Earned/Yr
(40 hrs/wk)
During 1st Year 11 82.50 87.99
2-3 12 90.00 95.99
4 13 97.50 103.99
5 15 112.50 119.99
6-7 16 120.00 127.99
8-9 17 127.50 135.99
10-11 18 135.00 143.99
12-13 19 142.50 151.99
Years of Service Days Hrs Earned/Yr
(37.5 hrs/wk)
Hrs Earned/Yr
(40 hrs/wk)
14-15 20 150.00 159.99
16-17 21 157.50 167.99
18-19 22 165.00 175.99
20-21 23 172.50 183.99
22-23 24 180.00 191.99
24-25 25 187.50 199.99
26-27 26 195.00 207.99
28-29 27 202.50 215.99
30-31 28 210.00 223.99
32-33 29 217.50 231.99
34-35 30 225.00 239.99
36-37 31 232.50 247.98
38-39 32 240.00 255.98
40 33 247.50 263.98
Agenda Packet Page 661 of 740
CHAPTER 6

WORK SCHEDULE

6.1 Workweek
The number of hours worked in the workweek for management and confidential employees is as required by the City. The normal workday schedule varies by department and classification depending upon the standard or designated alternative work schedule. The workweek for those assigned to the nine-day schedule in a two-week period begins the mid-point on Friday and concludes immediately before the mid-point the following Friday.

6.2 Hours per Week
All classifications included in this resolution are designated as 37.5 hours per week, except the Public Safety Executive Assistant which is designated as 40 hours per week.

CHAPTER 7

EDUCATION BENEFITS

7.1 Tuition Refund Plan
Management and confidential employees are eligible for educational cost reimbursement up to a maximum of $1,000 per fiscal year for work related studies at a recognized college, university or professional school. The City will reimburse management and confidential employees up to a limit of $3,500 per fiscal year while pursuing a master's degree. These reimbursement limits are not compounding. Course content should relate to one of the following:
• Knowledge or skills needed by an employee in their present job. • Preparation for promotional opportunities or advancement in the same or different field within the City organization.
• The requirements of a program leading to a degree, at an approved institution, which enhances the employee's job knowledge or on the job skills.

Procedures for obtaining reimbursement and limitations regarding reimbursement may be found in the City of El Cerrito administrative procedure on educational expense reimbursement.

CHAPTER 8

MISCELLANEOUS POLICIES FOR MANAGEMENT EMPLOYEES

8.1 Continuing Education
It is the policy of the City that management employees take part in some educational or training course each year, and the City Council will attempt to provide funds in each budget for such purpose.

Agenda Packet Page 662 of 740

8.2 Membership
It is the policy of the City to provide paid membership in approved professional associations for management employees. This policy shall include publications associated with membership and other educational materials as may be approved.

8.3 Conferences
It is the policy of the City that each management employee attend (as a member) a professional conference of their peers each year at City expense dependent upon budget availability; however, travel outside the state of California is discouraged due to budgetary restraints.

CHAPTER 9

MISCELLANEOUS POLICIES FOR CONFIDENTIAL EMPLOYEES

9.1 Overtime
A. Policy – Definition
Management employees are exempt and not eligible for overtime. For confidential employees, it is the policy of the City that overtime work is to be kept at a minimum consistent with the protection of the lives and property of El Cerrito community members and the efficient operation of the departments and activities of the City. Overtime must be authorized by both the supervisor and Department Director and is subject to such other rules and procedures as the City Manager may prescribe.

Overtime shall be defined as time worked beyond the hours worked in the normal workweek, defined in Section 6.1 herein as 37.5 hours for full-time confidential employees and 40 hours for full-time Public Safety Executive Assistants. Hours worked are defined as all time during which an employee is necessarily required to be on the employer’s premises, on duty or at a prescribed workplace. Sick leave, vacation, holidays, and other paid leave are considered to be part of the normal workweek and unpaid leave shall not be included as time worked. Overtime shall commence at the time an employee is released or the work is completed, whichever is earlier.

B. Overtime Compensation

1. For hours worked in excess of the normal workweek, but not in excess of forty hours in a workweek, one of the following shall occur at the discretion of the department manager and in consultation with the employee:
a. Employee shall accrue compensatory time off on a time-and-one-half basis (this will not count toward the FLSA compensatory time ceiling of 240 hours, but will count toward the City’s 40-hour compensatory time cap)
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

2. For hours worked in excess of forty (40) in any workweek, one of the following shall occur at the discretion of the employee:
a. Employee shall accrue compensatory time off on a time-and-one-half basis (this will count toward the FLSA compensatory time ceiling of 240 hours as well as the City’s 40-hour compensatory cap); or Agenda Packet Page 663 of 740
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

C. Maximum Accumulation of Compensatory Time
Confidential employees may not accrue more than 40 hours of compensatory time-off without permission of the Department Head. Time off for compensatory time must be approved by the Department Head or City Manager.

9.2 Uniform Allowance
The City shall provide uniforms in accordance with department procedures and subject to approval by the Department Director and City Manager for management and confidential employees required to wear one.

BE IT FURTHER RESOLVED that Resolution 2023-46 is hereby rescinded and this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a regular meeting on June 3, 2025 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 .
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Carolyn Wysinger, Mayor
Agenda Packet Page 664 of 740
Exhibit A
Management Salary Schedule (2025-2026)
Confidential Salary Schedule (2025-2026)
JOB CODE JOB CLASS Bottom Top
935 ASSISTANT CITY MANAGER 16,849 22,113
545 ASSISTANT TO THE CITY MANAGER 11,575 15,193
912 ASSOCIATE ENGINEER 9,320 12,233
690 BUDGET/FINANCIAL SERVICES MANAGER 11,575 15,193
926 BUILDING OFFICIAL 11,932 15,660
551 CITY CLERK 12,944 16,989
950 COMMUNITY DEVELOPMENT DIRECTOR 15,273 20,045
913 FACILITIES AND MAINTENANCE MANAGER 9,282 13,110
924 FINANCE DIRECTOR/CITYTREASURER 16,046 21,060
921 HUMAN RESOURCES MANAGER 12,534 16,451
910 INFORMATION TECHNOLOGY MANAGER 12,534 16,451
550 MAINTENANCE OPERATIONS SUPERVISOR 7,426 9,746
546 MANAGEMENT ANALYST I 7,103 9,323
547 MANAGEMENT ANALYST II 7,841 10,291
548 MANAGEMENT ANALYST III 8,115 10,651
544 SENIOR MANAGEMENT ANALYST 8,625 11,029
903 NETWORK SECURITYENGINEER 8,439 11,076
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,575 15,193 915 PLANNING MANAGER 11,932 15,660
549 PROGRAM MANAGER 9,094 11,935
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 16,046 21,060
949 RECREATION DIRECTOR 14,537 19,079
650 RECREATION SUPERVISOR 8,115 10,651
682 RECYCLING OPERATIONS SUPERVISOR 7,464 9,796
688 SENIOR ACCOUNTANT 8,238 10,813
914 SENIOR ENGINEER 11,356 14,905
902 SENIOR HUMAN RESOURCES ANALYST 9,014 11,830
905 SENIOR PLANNER 8,655 11,359
900 SENIOR PROGRAM MANAGER 10,038 13,174
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 18.89 139.05 JOB CODE JOB CLASS Bottom Top
543 ACCOUNTANT II 6,799 8,925
529 HUMAN RESOURCES SPECIALIST 6,930 9,096
539 INFORMATION TECHNOLOGYSPECIALIST 6,930 9,096
716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,388 8,941 Agenda Packet Page 665 of 740
Exhibit B
Management Salary Schedule (2026-2027)
Confidential Salary Schedule (2026-2027)
JOB CODE JOB CLASS Bottom Top
935 ASSISTANT CITY MANAGER 17,354 22,776
545 ASSISTANT TO THE CITY MANAGER 11,922 15,649
912 ASSOCIATE ENGINEER 9,600 12,600
690 BUDGET/FINANCIAL SERVICES MANAGER 11,922 15,649
926 BUILDING OFFICIAL 12,290 16,130
551 CITY CLERK 13,332 17,499
950 COMMUNITY DEVELOPMENT DIRECTOR 15,731 20,647
913 FACILITIES AND MAINTENANCE MANAGER 9,561 13,503
924 FINANCE DIRECTOR/CITYTREASURER 16,527 21,692
921 HUMAN RESOURCES MANAGER 12,910 16,945
910 INFORMATION TECHNOLOGY MANAGER 12,910 16,945
550 MAINTENANCE OPERATIONS SUPERVISOR 7,648 10,039
546 MANAGEMENT ANALYST I 7,316 9,603
547 MANAGEMENT ANALYST II 8,076 10,600
548 MANAGEMENT ANALYST III 8,359 10,970
544 SENIOR MANAGEMENT ANALYST 8,884 11,360
903 NETWORK SECURITYENGINEER 8,692 11,408
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,922 15,649 915 PLANNING MANAGER 12,290 16,130
549 PROGRAM MANAGER 9,366 12,293
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 16,527 21,692
949 RECREATION DIRECTOR 14,973 19,652
650 RECREATION SUPERVISOR 8,359 10,970
682 RECYCLING OPERATIONS SUPERVISOR 7,688 10,090
688 SENIOR ACCOUNTANT 8,485 11,137
914 SENIOR ENGINEER 11,697 15,352
902 SENIOR HUMAN RESOURCES ANALYST 9,284 12,185
905 SENIOR PLANNER 8,914 11,700
900 SENIOR PROGRAM MANAGER 10,339 13,569
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 19.46 143.22 JOB CODE JOB CLASS Bottom Top
543 ACCOUNTANT II 7,003 9,193
529 HUMAN RESOURCES SPECIALIST 7,138 9,369
539 INFORMATION TECHNOLOGYSPECIALIST 7,138 9,369
716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,610 9,210 Agenda Packet Page 666 of 740
Exhibit C
Management Salary Schedule (2027-2028)
Confidential Salary Schedule (2027-2028)
JOB CODE JOB CLASS Bottom Top
935 ASSISTANT CITY MANAGER 17,875 23,459
545 ASSISTANT TO THE CITY MANAGER 12,280 16,118
912 ASSOCIATE ENGINEER 9,888 12,978
690 BUDGET/FINANCIAL SERVICES MANAGER 12,280 16,118
926 BUILDING OFFICIAL 12,658 16,614
551 CITY CLERK 13,732 18,024
950 COMMUNITY DEVELOPMENT DIRECTOR 16,203 21,266
913 FACILITIES AND MAINTENANCE MANAGER 9,847 13,908
924 FINANCE DIRECTOR/CITYTREASURER 17,023 22,343
921 HUMAN RESOURCES MANAGER 13,298 17,453
910 INFORMATION TECHNOLOGY MANAGER 13,298 17,453
550 MAINTENANCE OPERATIONS SUPERVISOR 7,878 10,340
546 MANAGEMENT ANALYST I 7,536 9,891
547 MANAGEMENT ANALYST II 8,318 10,918
548 MANAGEMENT ANALYST III 8,610 11,299
544 SENIOR MANAGEMENT ANALYST 9,150 11,701
903 NETWORK SECURITYENGINEER 8,953 11,750
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 12,280 16,118 915 PLANNING MANAGER 12,658 16,614
549 PROGRAM MANAGER 9,647 12,662
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 17,023 22,343
949 RECREATION DIRECTOR 15,422 20,241
650 RECREATION SUPERVISOR 8,610 11,299
682 RECYCLING OPERATIONS SUPERVISOR 7,918 10,393
688 SENIOR ACCOUNTANT 8,740 11,471
914 SENIOR ENGINEER 12,047 15,812
902 SENIOR HUMAN RESOURCES ANALYST 9,562 12,551
905 SENIOR PLANNER 9,182 12,051
900 SENIOR PROGRAM MANAGER 10,649 13,977
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 20.04 147.52 JOB CODE JOB CLASS Bottom Top
543 ACCOUNTANT II 7,213 9,468
529 HUMAN RESOURCES SPECIALIST 7,352 9,650
539 INFORMATION TECHNOLOGYSPECIALIST 7,352 9,650
716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,838 9,486 Agenda Packet Page 667 of 740
1 RESOLUTION NO. 20235-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO

ESTABLISHING SALARIES, BENEFITS AND CONDITIONS OF EMPLOYMENT FOR MANAGEMENT AND CONFIDENTIAL EMPLOYEES EFFECTIVE JULY 1, 20235; AND RESCINDING RESOLUTION 20223-468
WHEREAS, it is in the City’s best interest to recruit and retain high quality, talented employees for the City to fulfill the Strategic Goal of a High Performing Organization; and WHEREAS, an effective means for achieving this objective is to provide competitive salaries, benefits, and conditions of employment for management and confidential said employees.

CHAPTER 1

EMPLOYEES

1.1 Management employees are, for purposes of this section, those actively involved in the following classifications:
• Assistant City Manager
• Assistant to the City Manager
• Associate Engineer
• Building Official
• Budget/Financial Services Manager
• City Clerk
• Community Development Director
• Environmental Services Manager
• Facilities and Maintenance Manager
• Finance Director/City Treasurer
• Human Resources Manager
• Information Technology Manager
• Maintenance Services SuperintendentOperations Supervisor • Management Analyst I,II,III
• Network Security Engineer
• Operations and Environmental Services Manager
• Planning Manager
• Program Manager
• Public Works Director/City Engineer
• Recreation Director
• Recreation Supervisor
• Recycling Operations Supervisor
• Senior Accountant
• Senior Engineer
Agenda Packet Page 668 of 740
2 • Senior Human Resources Analyst
• Senior Management Analyst
• Senior Planner
• Senior Program Manager

SALARIES AND BENEFITS

2.1 Effective the first full pay period in July 20235, a revised salary system and salary schedule are established, as shown in Exhibit A. This system creates a salary grade range with a bottom and a top monthly salary, and employees may be placed within this range based on experience, performance, and other factors as determined by the City Manager. The system includes market adjustments based on the Koff & Associates Compensation study completed in 2024, one-time internal alignment adjustments, and a 3% cost of living adjustment.

A. Effective the first full pay period in July 2025, the following control pointssalary grade ranges as listed in Exhibit A shall apply to all shall apply for management classificationsemployees.

B. Effective the first full pay period in July 2025, the salary grade ranges as listed in Exhibit A shall apply to all confidential classifications.

2.2 The following cost of living adjustments (COLA) shall be implemented for the salaries of management and confidential employees for Fiscal Years 2026-27 and 2027-28:

A. For Effective the first full pay period in July 2026, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit B.

B. Effective the first full pay period in July 2027, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit C.

A.C. Effective July 1, 2021, no salary adjustments or merit increases shall be implemented unless approved by the City Manager.

Only those employees whose performance, over time, far exceeds expectations will achieve and maintain a salary that is above control point.

Agenda Packet Page 669 of 740
3 2.3 Bilingual Pay
The City shall pay one hundred dollars $100.00 per month pay period ($46.15 per payroll) to management/confidential employees who are bilingual and who have passed a proficiency test provided and approved by the City.

B. Effective January 1, 2013, newly hired employees that are considered “new members” in accordance with the Public Employees’ Pension Reform Act (PEPRA), will be enrolled under the CalPERS Miscellaneous Employee 2% at 62 retirement formula integrated with Social Security, average of highest three (3) years compensation earnable, in accordance with applicable law and PEPRA.

E.C. Eeffective the first full pay period in July 2021, all Management and Confidential employees will pay an additional two percent (2%) into the required employer CalPERS contribution, for a total of 3%.

2.5 Flexible Benefits Plan
The City has a Flexible Benefits Plan that provides for the following:

Effective January 2022, the lowest cost medical plan rate is Kaiser HMO.

B. In the event that an employee has alternate comprehensive group medical coverage through a spouse's medical plan or some other group medical plan, the employee may elect to receive “cash in-lieu” of medical coverage Agenda Packet Page 670 of 740
4 after they provide proof of such medical coverage to Human Resources. In this event, the City shall contribute $793.18 to the employee's Flexible Benefits Plan and the employee may receive this amount in cash, in which case the amount is treated as taxable income; or the employee may reallocate it toward the purchase of other benefits in the Plan; or a combination of both. The “cash in-lieu” benefit amount shall be $350 per month for: a) Employees hired after December 31, 2020 or b) existing employees who discontinue the City’s medical coverage and opt for “cash in lieu” of medical coverage at a later date as long as they meet the requirements as described above.

C. Employees may contribute salary of up to the maximum by law on a pre-tax basis in order to purchase the following benefits:
 Medical premiums, co-payments, and deductibles
 Dental premiums, co-payments, and deductibles
 Unreimbursed medical and dental expenses
 Dependent care Mental health counseling services
Rules governing the allocation and distribution of such funds shall conform to applicable sections of State and Federal tax codes and the City of El Cerrito's Flexible Benefits Plan.

D. Health plans will become effective the first of the month following the date of hire.

E. Health benefit programs recognize the participation of domestic partners of eligible employees. Please refer to the City’s Citiflex document for details.

F. The City may establish a Citywide task force for the purpose of exploring alternate health plans, including PERS Health, for both active and retired employees. The City will include members of the unrepresented management group.

2.6 Dental Plan
The City will pay the full cost of family coverage under the Delta Dental Plan.

2.8 Auto Allowance
The City will supply an automobile to management employees who, in the opinion of the City Manager, require a City vehicle as an integral part of their work.

Management and Confidential employees required to use their own automobiles Agenda Packet Page 671 of 740
5 for City business shall be reimbursed at the Internal Revenue Service allowable rate.

CHAPTER 3

HOLIDAYS

3.1 Holidays
The following holidays are recognized as municipal holidays for pay purposes:

New Year's Day
Dr. M.L. King Jr. Birthday
President’s Day
Memorial Day
Juneteenth
Independence Day (July 4)
Labor Day
Veteran’s Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve Day
Christmas Day
½ Day New Year’s Eve
In the event that any of the aforementioned days falls on a Sunday, the following Monday shall be considered a holiday for pay purposes. In the event that any of the aforementioned days fall on a Saturday, the preceding Friday shall be considered a holiday for pay purposes. (Department DirectorHeads may make changes in the above schedule in accordance with the needs of their departments.) The afternoon of New Year’s Eve, commencing at 12 noon, shall be considered a holiday for pay purposes, equaling 3.75 holiday pay hours for 37.5-hour employees and 4 holiday pay hours for 40-hour employees. In the event New Year’s Eve falls Agenda Packet Page 672 of 740
6 on a Sunday or a Monday, the preceding Friday afternoon shall be considered a holiday for pay purposes. Some adjustments may be made if necessitated by an alternative work schedule.

Employees hired during the fiscal year shall receive floating holiday credit in accordance with the following table:

Hire Date: Prorated Hours:

July 1 to September 30 22.5 hours
October 1 to December 31 15 hours
January 1 to March 31 7.5 hours
April 1 to June 30 0 hours
For new employees, the floating holidays are pro-rated monthly based on date-ofhire. For employees separating from service, the floating holidays are pro-rated monthly based on the separation date. Floating holidays shall be prorated (biweekly) for employees who separate before June 30th each fiscal year, based on time worked within that fiscal year. Floating holidays must be taken within the fiscal year they are received and may not be carried over and accumulated.

Full-time employees (37.5 hours per week or greater) Employees are allowed an additional holiday in recognition of their birthday. This birthday holiday shall be posted upon appointment to City service and at the beginning of each fiscal year thereafter.

Permanent Regular Part-Time employees will earn prorated birthday and floating holidays based on the number of hours worked and applying the full-time equivalent percentage to the accrual rate listed above based on (three3 Floating Holidays and one1 Birthday Holiday for full-time employees).

3.3 Compensation for Municipal Holidays
A. An employee on leave of absence without pay shall not receive any compensation for holidays occurring during such leave.

B. Regular employees must be in a pay status on the workday preceding a holiday to be eligible to be compensated for the holiday.

Agenda Packet Page 673 of 740
7 CHAPTER 4
SICK LEAVE, WORKERS’ COMPENSATION, FAMILY SICK LEAVE,

AND OTHER LEAVES

C. Permanent Regular Part-Time employees shall be eligible to accrue sick leave in the same proportion as their scheduled work hours per week related to the standard work week.

4.2 Sick Leave Maximum Accrual
Accumulation of sick leave is unlimited.

4.5 On the Job Injury
When an employee is off work as a result of an on-the-job injury, the City shall continue to pay full salary for up to 90 calendar days.

4.6 Workers’ Compensation Disability Payments
An employee receiving disability payments under the Workers’ Compensation laws may use accumulated sick leave and vacation leave in order to maintain regular income. Under these circumstances, the employee shall be paid the difference between full salary and the disability payments received. Such sick leave and Agenda Packet Page 674 of 740
8 vacation leave shall be drawn in proportion to the salary payments required to provide the employee with their regular income.

4.7 Family Sick Leave
Under Labor Code Section 233, employees may utilize accrued sick leave to care for an ill or injured child, spouse, or parent. The City has extended this provision to include domestic partners and their dependent children. There is no requirement that the illness or injury reach the level of seriousness provided for under the Family and Medical Leave Acts. However, if the illness or injury qualifies under the Family and Medical Leave Act, it also satisfies the “family sick leave” criteria. The maximum “family sick leave” allowed each calendar year that is subject to this provision is one-half (1/2) of the employee’s annual accrual of sick leave. Additional family sick leave may be taken subject to departmental regulations and the approval of the Department DirectorHead and City Manager.

4.8 Bereavement Leave
Employees are entitled to time off with pay when there is a death or anticipated death in the immediate family. Bereavement leave shall not exceed five (5) consecutive days when death is anticipated. Bereavement leave after death shall not exceed that period of time between death and the day of the funeral, providing the funeral is held within five days following death. Additional time may be granted and charged as sick leave when, in the opinion of the Department DirectorHead, unusual circumstances identify the need for additional time off.

In cases where death has occurred involving someone other than the immediate family, the Department DirectorHead shall make the decision as to qualification for bereavement leave.

Unused administrative leave cannot be carried over from year to year or cashed out at year end or upon separation.

4.10 Family and Medical Leave
Pursuant to State and Federal law, the City will provide family and medical care leave for eligible employees. The City Family Care and Medical Leave policy sets Agenda Packet Page 675 of 740
9 forth employees’ rights and obligations with respect to such leave. Rights and obligations which are not specifically set forth in the City's policy are set forth in the Department of Labor regulations implementing the Federal Family and Medical Leave Act of 1993 ("FMLA") and the regulations of the California State Pregnancy Disability Act and the California Fair Employment and Housing Commission implementing the California Family Rights Act ("CFRA") (Government Code Section 12945.2). Unless otherwise provided by the City's policy or this resolution, "Leave" under this article shall mean leave pursuant to the FMLA.

CHAPTER 5

VACATION

5.1 Eligibility
Regular and probationary employees shall be eligible to take a paid vacation upon accrual of vacation hours, unless otherwise provided by the City Manager.

5.7 Vacation Cash-Out
Employees may annually cash-out up to 16 days (120 hours) of vacation provided that they have taken a minimum of 8 vacation days (or administrative leave for Agenda Packet Page 676 of 740
10 management employees) in the previous fiscal year and maintain a vacation balance of 37.5 hours at the time of vacation cash out. Employees may elect to cash-out a maximum of two (2) times annually and each cash-out request must be a minimum of 8 days (60 hours).

An employee can cash-out during the months of May and December. The Human Resources Manager has final approval.

VACATION ACCRUAL – MANAGEMENT AND CONFIDENTIAL
Years of Service Days Hrs Earned/Yr
(37.5 hrs/wk)
Hrs Earned/Yr
(40 hrs/wk)
During 1st Year 11 82.50 87.99
2-3 12 90.00 95.99
4 13 97.50 103.99
5 15 112.50 119.99
6-7 16 120.00 127.99
8-9 17 127.50 135.99
10-11 18 135.00 143.99
12-13 19 142.50 151.99
14-15 20 150.00 159.99
16-17 21 157.50 167.99
18-19 22 165.00 175.99
20-21 23 172.50 183.99
22-23 24 180.00 191.99
24-25 25 187.50 199.99
26-27 26 195.00 207.99
28-29 27 202.50 215.99
30-31 28 210.00 223.99
32-33 29 217.50 231.99
34-35 30 225.00 239.99
36-37 31 232.50 247.98
Agenda Packet Page 677 of 740
11 38-39 32 240.00 255.98
40 33 247.50 263.98
CHAPTER 6

WORK SCHEDULE

6.1 Workweek
The number of hours worked in the workweek for management and confidential employees is as required by the City. The normal workday schedule varies by department and classification depending upon the standard or designated alternative work schedule. The workweek for those assigned to the nine-day schedule in a two-week period begins at the mid-point noon on Friday and concludes immediately before noon the mid-point the following Friday.

6.2 Hours per Week
All classifications included in this resolution are designated as 37.5 hours per week, except the Public Safety Executive Assistant which is designated as 40 hours per week.

CHAPTER 7

EDUCATION BENEFITS

Procedures for obtaining reimbursement and limitations regarding reimbursement may be found in the City of El Cerrito administrative procedure on educational expense reimbursement.

CHAPTER 8

MISCELLANEOUS POLICIES FOR MANAGEMENT EMPLOYEES

8.1 Continuing Education
Agenda Packet Page 678 of 740
12 It is the policy of the City that management employees take part in some educational or training course each year, and the City Council will attempt to provide funds in each budget for such purpose.

CHAPTER 9

MISCELLANEOUS POLICIES FOR CONFIDENTIAL EMPLOYEES

9.1 Overtime
A. Policy – Definition
Management employees are exempt and not eligible for overtime. For confidential employees, it is the policy of the City that overtime work is to be kept at a minimum consistent with the protection of the lives and property of El Cerrito community members citizens and the efficient operation of the departments and activities of the City. Overtime must be authorized by both the supervisor and Ddepartment manager Director and is subject to such other rules and procedures as the City Manager may prescribe.

B. Overtime Compensation

Agenda Packet Page 679 of 740
13 a. Employee shall accrue compensatory time off on a timeand-one-half basis (this will not count toward the FLSA compensatory time ceiling of 240 hours, but will count
toward the City’s 40-hour compensatory time cap)
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

2. For hours worked in excess of forty (40) in any workweek, one of the following shall occur at the discretion of the employee:
a. Employee shall accrue compensatory time off on a timeand-one-half basis (this will count toward the FLSA compensatory time ceiling of 240 hours as well as the
City’s 40-hour compensatory cap); or
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

C. Maximum Accumulation of Compensatory Time
Confidential employees may not accrue more than 40 hours of compensatory time-off without permission of the Department Headdepartment manager. Time off for compensatory time must be approved by the dDepartment manager Head or delegateCity Manager.

9.2 Uniform Allowance
The City shall provide uniforms in accordance with department procedures and subject to approval by the Department DirectorHead and City Manager for management and confidential employees required to wear one.

BE IT FURTHER RESOLVED that Resolution 20232-486 is hereby rescinded and this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a specialregular meeting on June 320, 20235 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 3, 20235.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Lisa MotoyamaCarolyn Wysinger, Mayor
Agenda Packet Page 680 of 740
14 Exhibit A
Management Salary Schedule (2025-2026)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 16,358 16,849 21,469 22,113
545 ASSISTANT TO THE CITY MANAGER 11,238 11,575 14,750 15,193 912 ASSOCIATE ENGINEER 9,049 9,320 11,876 12,233
690 BUDGET/FINANCIAL SERVICES MANAGER 11,238 11,575 14,750 15,193 926 BUILDING OFFICIAL 11,584 11,932 15,204 15,660
551 CITY CLERK 12,567 12,944 16,494 16,989
950 COMMUNITY DEVELOPMENT DIRECTOR 14,828 15,273 19,462 20,045 913 FACILITIES AND MAINTENANCE MANAGER 9,012 9,282 12,728 13,110 924 FINANCE DIRECTOR/CITY TREASURER 15,579 16,046 20,447 21,060 921 HUMAN RESOURCES MANAGER 12,169 12,534 15,972 16,451 910 INFORMATION TECHNOLOGY MANAGER 12,169 12,534 15,972 16,451 550 MAINTENANCE OPERATIONS SUPERVISOR 7,209 7,426 9,462 9,746 546 MANAGEMENT ANALYST I 6,896 7,103 9,051 9,323
547 MANAGEMENT ANALYST II 7,613 7,841 9,991 10,291
548 MANAGEMENT ANALYST III 7,879 8,115 10,341 10,651
544 SENIOR MANAGEMENT ANALYST 8,374 8,625 10,708 11,029 903 NETWORK SECURITY ENGINEER 8,193 8,439 10,753 11,076 916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,238 11,575 14,750 15,193 915 PLANNING MANAGER 11,584 11,932 15,204 15,660
549 PROGRAM MANAGER 8,829 9,094 11,588 11,935
948 PUBLIC WORKS DIRECTOR/CITY ENGINEER 15,579 16,046 20,447 21,060 949 RECREATION DIRECTOR 14,113 14,537 18,524 19,079
650 RECREATION SUPERVISOR 7,879 8,115 10,341 10,651
682 RECYCLING OPERATIONS SUPERVISOR 7,246 7,464 9,511 9,796 688 SENIOR ACCOUNTANT 7,998 8,238 10,498 10,813
914 SENIOR ENGINEER 11,025 11,356 14,470 14,905
902 SENIOR HUMAN RESOURCES ANALYST 8,751 9,014 11,486 11,830 905 SENIOR PLANNER 8,403 8,655 11,028 11,359
900 SENIOR PROGRAM MANAGER 9,745 10,038 12,791 13,174
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 18.34 18.89 135.00 139.05 Agenda Packet Page 681 of 740
15 Exhibit A ContinuedConfidential Salary Schedule (2025-2026) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 6,601 6,799 8,665 8,925
529 HUMAN RESOURCES SPECIALIST 6,728 6,930 8,831 9,096
539 INFORMATION TECHNOLOGY SPECIALIST 6,728 6,930 8,831 9,096 716 PUBLIC SAFETY EXECUTIVE ASSISTANT (40 hrs wk) 7,173 7,388 8,681 8,941 Agenda Packet Page 682 of 740
16 Exhibit B
Management Salary Schedule (2026-2027)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 16,849 17,354 22,113 22,776
545 ASSISTANT TO THE CITY MANAGER 11,575 11,922 15,193 15,649 912 ASSOCIATE ENGINEER 9,320 9,600 12,233 12,600
690 BUDGET/FINANCIAL SERVICES MANAGER 11,575 11,922 15,193 15,649 926 BUILDING OFFICIAL 11,932 12,290 15,660 16,130
551 CITY CLERK 12,944 13,332 16,989 17,499
950 COMMUNITY DEVELOPMENT DIRECTOR 15,273 15,731 20,045 20,647 913 FACILITIES AND MAINTENANCE MANAGER 9,282 9,561 13,110 13,503 924 FINANCE DIRECTOR/CITY TREASURER 16,046 16,527 21,060 21,692 921 HUMAN RESOURCES MANAGER 12,534 12,910 16,451 16,945 910 INFORMATION TECHNOLOGY MANAGER 12,534 12,910 16,451 16,945 550 MAINTENANCE OPERATIONS SUPERVISOR 7,426 7,648 9,746 10,039 546 MANAGEMENT ANALYST I 7,103 7,316 9,323 9,603
547 MANAGEMENT ANALYST II 7,841 8,076 10,291 10,600
548 MANAGEMENT ANALYST III 8,115 8,359 10,651 10,970
544 SENIOR MANAGEMENT ANALYST 8,625 8,884 11,029 11,360 903 NETWORK SECURITY ENGINEER 8,439 8,692 11,076 11,408 916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,575 11,922 15,193 15,649 915 PLANNING MANAGER 11,932 12,290 15,660 16,130
549 PROGRAM MANAGER 9,094 9,366 11,935 12,293
948 PUBLIC WORKS DIRECTOR/CITY ENGINEER 16,046 16,527 21,060 21,692 949 RECREATION DIRECTOR 14,537 14,973 19,079 19,652
650 RECREATION SUPERVISOR 8,115 8,359 10,651 10,970
682 RECYCLING OPERATIONS SUPERVISOR 7,464 7,688 9,796 10,090 688 SENIOR ACCOUNTANT 8,238 8,485 10,813 11,137
914 SENIOR ENGINEER 11,356 11,697 14,905 15,352
902 SENIOR HUMAN RESOURCES ANALYST 9,014 9,284 11,830 12,185 905 SENIOR PLANNER 8,655 8,914 11,359 11,700
900 SENIOR PROGRAM MANAGER 10,038 10,339 13,174 13,569
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 18.89 19.46 139.05 143.22 Agenda Packet Page 683 of 740
17 Exhibit B ContinuedConfidential Salary Schedule (2026-2027) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 6,799 7,003 8,925 9,193
529 HUMAN RESOURCES SPECIALIST 6,930 7,138 9,096 9,369
539 INFORMATION TECHNOLOGY SPECIALIST 6,930 7,138 9,096 9,369 716 PUBLIC SAFETY EXECUTIVE ASSISTANT (40 hrs wk) 7,388 7,610 8,941 9,210 Agenda Packet Page 684 of 740
18 Exhibit C
Management Salary Schedule (2027-2028)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 17,354 17,875 22,776 23,459
545 ASSISTANT TO THE CITY MANAGER 11,922 12,280 15,649 16,118 912 ASSOCIATE ENGINEER 9,600 9,888 12,600 12,978
690 BUDGET/FINANCIAL SERVICES MANAGER 11,922 12,280 15,649 16,118 926 BUILDING OFFICIAL 12,290 12,658 16,130 16,614
551 CITY CLERK 13,332 13,732 17,499 18,024
950 COMMUNITY DEVELOPMENT DIRECTOR 15,731 16,203 20,647 21,266 913 FACILITIES AND MAINTENANCE MANAGER 9,561 9,847 13,503 13,908 924 FINANCE DIRECTOR/CITY TREASURER 16,527 17,023 21,692 22,343 921 HUMAN RESOURCES MANAGER 12,910 13,298 16,945 17,453 910 INFORMATION TECHNOLOGY MANAGER 12,910 13,298 16,945 17,453 550 MAINTENANCE OPERATIONS SUPERVISOR 7,648 7,878 10,039 10,340 546 MANAGEMENT ANALYST I 7,316 7,536 9,603 9,891
547 MANAGEMENT ANALYST II 8,076 8,318 10,600 10,918
548 MANAGEMENT ANALYST III 8,359 8,610 10,970 11,299
544 SENIOR MANAGEMENT ANALYST 8,884 9,150 11,360 11,701 903 NETWORK SECURITY ENGINEER 8,692 8,953 11,408 11,750 916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,922 12,280 15,649 16,118 915 PLANNING MANAGER 12,290 12,658 16,130 16,614
549 PROGRAM MANAGER 9,366 9,647 12,293 12,662
948 PUBLIC WORKS DIRECTOR/CITY ENGINEER 16,527 17,023 21,692 22,343 949 RECREATION DIRECTOR 14,973 15,422 19,652 20,241
650 RECREATION SUPERVISOR 8,359 8,610 10,970 11,299
682 RECYCLING OPERATIONS SUPERVISOR 7,688 7,918 10,090 10,393 688 SENIOR ACCOUNTANT 8,485 8,740 11,137 11,471
914 SENIOR ENGINEER 11,697 12,047 15,352 15,812
902 SENIOR HUMAN RESOURCES ANALYST 9,284 9,562 12,185 12,551 905 SENIOR PLANNER 8,914 9,182 11,700 12,051
900 SENIOR PROGRAM MANAGER 10,339 10,649 13,569 13,977
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 19.46 20.04 143.22 147.52 Agenda Packet Page 685 of 740
19 Exhibit C ContinuedConfidential Salary Schedule (2027-2028) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 7,003 7,213 9,193 9,468
529 HUMAN RESOURCES SPECIALIST 7,138 7,352 9,369 9,650
539 INFORMATION TECHNOLOGY SPECIALIST 7,138 7,352 9,369 9,650 716 PUBLIC SAFETY EXECUTIVE ASSISTANT (40 hrs wk) 7,610 7,838 9,210 9,486 Agenda Packet Page 686 of 740
1 RESOLUTION NO. 20235-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO

CHAPTER 1

EMPLOYEES

1.1 Management employees are, for purposes of this section, those actively involved in the following classifications:
• Assistant City Manager
• Assistant to the City Manager
• Associate Engineer
• Building Official
• Budget/Financial Services Manager
• City Clerk
• Community Development Director
• Environmental Services Manager
• Facilities and Maintenance Manager
• Finance Director/City Treasurer
• Human Resources Manager
• Information Technology Manager
• Maintenance Services SuperintendentOperations Supervisor • Management Analyst I,II,III
• Network Security Engineer
• Operations and Environmental Services Manager
• Planning Manager
• Program Manager
• Public Works Director/City Engineer
• Recreation Director
• Recreation Supervisor
• Recycling Operations Supervisor
• Senior Accountant
• Senior Engineer
Agenda Packet Page 687 of 740
2 • Senior Human Resources Analyst
• Senior Management Analyst
• Senior Planner
• Senior Program Manager

SALARIES AND BENEFITS

A. Effective the first full pay period in July 2025, the following control pointssalary grade ranges as listed in Exhibit A shall apply to all shall apply for management classificationsemployees.

B. Effective the first full pay period in July 2025, the salary grade ranges as listed in Exhibit A shall apply to all confidential classifications.

2.2 The following cost of living adjustments (COLA) shall be implemented for the salaries of management and confidential employees for Fiscal Years 2026-27 and 2027-28:

A. For Effective the first full pay period in July 2026, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit B.

B. Effective the first full pay period in July 2027, a 3% cost of living adjustment (COLA) shall be implemented. See Exhibit C.

A.C. Effective July 1, 2021, no salary adjustments or merit increases shall be implemented unless approved by the City Manager.

Only those employees whose performance, over time, far exceeds expectations will achieve and maintain a salary that is above control point.

Agenda Packet Page 688 of 740
3 2.3 Bilingual Pay
The City shall pay one hundred dollars $100.00 per month pay period ($46.15 per payroll) to management/confidential employees who are bilingual and who have passed a proficiency test provided and approved by the City.

2.5 Flexible Benefits Plan
The City has a Flexible Benefits Plan that provides for the following:

Effective January 2022, the lowest cost medical plan rate is Kaiser HMO.

B. In the event that an employee has alternate comprehensive group medical coverage through a spouse's medical plan or some other group medical plan, the employee may elect to receive “cash in-lieu” of medical coverage Agenda Packet Page 689 of 740
4 after they provide proof of such medical coverage to Human Resources. In this event, the City shall contribute $793.18 to the employee's Flexible Benefits Plan and the employee may receive this amount in cash, in which case the amount is treated as taxable income; or the employee may reallocate it toward the purchase of other benefits in the Plan; or a combination of both. The “cash in-lieu” benefit amount shall be $350 per month for: a) Employees hired after December 31, 2020 or b) existing employees who discontinue the City’s medical coverage and opt for “cash in lieu” of medical coverage at a later date as long as they meet the requirements as described above.

C. Employees may contribute salary of up to the maximum by law on a pre-tax basis in order to purchase the following benefits:
• Medical premiums, co-payments, and deductibles
• Dental premiums, co-payments, and deductibles
• Unreimbursed medical and dental expenses
• Dependent care Mental health counseling services
Rules governing the allocation and distribution of such funds shall conform to applicable sections of State and Federal tax codes and the City of El Cerrito's Flexible Benefits Plan.

D. Health plans will become effective the first of the month following the date of hire.

E. Health benefit programs recognize the participation of domestic partners of eligible employees. Please refer to the City’s Citiflex document for details.

2.6 Dental Plan
The City will pay the full cost of family coverage under the Delta Dental Plan.

2.8 Auto Allowance
The City will supply an automobile to management employees who, in the opinion of the City Manager, require a City vehicle as an integral part of their work.

Management and Confidential employees required to use their own automobiles Agenda Packet Page 690 of 740
5 for City business shall be reimbursed at the Internal Revenue Service allowable rate.

CHAPTER 3

HOLIDAYS

3.1 Holidays
The following holidays are recognized as municipal holidays for pay purposes:

New Year's Day
Dr. M.L. King Jr. Birthday
President’s Day
Memorial Day
Juneteenth
Independence Day (July 4)
Labor Day
Veteran’s Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve Day
Christmas Day
½ Day New Year’s Eve
In the event that any of the aforementioned days falls on a Sunday, the following Monday shall be considered a holiday for pay purposes. In the event that any of the aforementioned days fall on a Saturday, the preceding Friday shall be considered a holiday for pay purposes. (Department DirectorHeads may make changes in the above schedule in accordance with the needs of their departments.) The afternoon of New Year’s Eve, commencing at 12 noon, shall be considered a holiday for pay purposes, equaling 3.75 holiday pay hours for 37.5-hour employees and 4 holiday pay hours for 40-hour employees. In the event New Year’s Eve falls Agenda Packet Page 691 of 740
6 on a Sunday or a Monday, the preceding Friday afternoon shall be considered a holiday for pay purposes. Some adjustments may be made if necessitated by an alternative work schedule.

Employees hired during the fiscal year shall receive floating holiday credit in accordance with the following table:

Hire Date: Prorated Hours:

3.3 Compensation for Municipal Holidays
A. An employee on leave of absence without pay shall not receive any compensation for holidays occurring during such leave.

B. Regular employees must be in a pay status on the workday preceding a holiday to be eligible to be compensated for the holiday.

Agenda Packet Page 692 of 740
7 CHAPTER 4
SICK LEAVE, WORKERS’ COMPENSATION, FAMILY SICK LEAVE,

AND OTHER LEAVES

C. Permanent Regular Part-Time employees shall be eligible to accrue sick leave in the same proportion as their scheduled work hours per week related to the standard work week.

4.2 Sick Leave Maximum Accrual
Accumulation of sick leave is unlimited.

4.5 On the Job Injury
When an employee is off work as a result of an on-the-job injury, the City shall continue to pay full salary for up to 90 calendar days.

4.6 Workers’ Compensation Disability Payments
An employee receiving disability payments under the Workers’ Compensation laws may use accumulated sick leave and vacation leave in order to maintain regular income. Under these circumstances, the employee shall be paid the difference between full salary and the disability payments received. Such sick leave and Agenda Packet Page 693 of 740
8 vacation leave shall be drawn in proportion to the salary payments required to provide the employee with their regular income.

4.8 Bereavement Leave
Employees are entitled to time off with pay when there is a death or anticipated death in the immediate family. Bereavement leave shall not exceed five (5) consecutive days when death is anticipated. Bereavement leave after death shall not exceed that period of time between death and the day of the funeral, providing the funeral is held within five days following death. Additional time may be granted and charged as sick leave when, in the opinion of the Department DirectorHead, unusual circumstances identify the need for additional time off.

In cases where death has occurred involving someone other than the immediate family, the Department DirectorHead shall make the decision as to qualification for bereavement leave.

Unused administrative leave cannot be carried over from year to year or cashed out at year end or upon separation.

4.10 Family and Medical Leave
Pursuant to State and Federal law, the City will provide family and medical care leave for eligible employees. The City Family Care and Medical Leave policy sets Agenda Packet Page 694 of 740
9 forth employees’ rights and obligations with respect to such leave. Rights and obligations which are not specifically set forth in the City's policy are set forth in the Department of Labor regulations implementing the Federal Family and Medical Leave Act of 1993 ("FMLA") and the regulations of the California State Pregnancy Disability Act and the California Fair Employment and Housing Commission implementing the California Family Rights Act ("CFRA") (Government Code Section 12945.2). Unless otherwise provided by the City's policy or this resolution, "Leave" under this article shall mean leave pursuant to the FMLA.

CHAPTER 5

VACATION

5.1 Eligibility
Regular and probationary employees shall be eligible to take a paid vacation upon accrual of vacation hours, unless otherwise provided by the City Manager.

5.7 Vacation Cash-Out
Employees may annually cash-out up to 16 days (120 hours) of vacation provided that they have taken a minimum of 8 vacation days (or administrative leave for Agenda Packet Page 695 of 740
10 management employees) in the previous fiscal year and maintain a vacation balance of 37.5 hours at the time of vacation cash out. Employees may elect to cash-out a maximum of two (2) times annually and each cash-out request must be a minimum of 8 days (60 hours).

An employee can cash-out during the months of May and December. The Human Resources Manager has final approval.

VACATION ACCRUAL – MANAGEMENT AND CONFIDENTIAL
Years of Service Days Hrs Earned/Yr
(37.5 hrs/wk)
Hrs Earned/Yr
(40 hrs/wk)
During 1st Year 11 82.50 87.99
2-3 12 90.00 95.99
4 13 97.50 103.99
5 15 112.50 119.99
6-7 16 120.00 127.99
8-9 17 127.50 135.99
10-11 18 135.00 143.99
12-13 19 142.50 151.99
14-15 20 150.00 159.99
16-17 21 157.50 167.99
18-19 22 165.00 175.99
20-21 23 172.50 183.99
22-23 24 180.00 191.99
24-25 25 187.50 199.99
26-27 26 195.00 207.99
28-29 27 202.50 215.99
30-31 28 210.00 223.99
32-33 29 217.50 231.99
34-35 30 225.00 239.99
36-37 31 232.50 247.98
Agenda Packet Page 696 of 740
11 38-39 32 240.00 255.98
40 33 247.50 263.98
CHAPTER 6

WORK SCHEDULE

6.1 Workweek
The number of hours worked in the workweek for management and confidential employees is as required by the City. The normal workday schedule varies by department and classification depending upon the standard or designated alternative work schedule. The workweek for those assigned to the nine-day schedule in a two-week period begins at the mid-point noon on Friday and concludes immediately before noon the mid-point the following Friday.

6.2 Hours per Week
All classifications included in this resolution are designated as 37.5 hours per week, except the Public Safety Executive Assistant which is designated as 40 hours per week.

CHAPTER 7

EDUCATION BENEFITS

Procedures for obtaining reimbursement and limitations regarding reimbursement may be found in the City of El Cerrito administrative procedure on educational expense reimbursement.

CHAPTER 8

MISCELLANEOUS POLICIES FOR MANAGEMENT EMPLOYEES

8.1 Continuing Education
Agenda Packet Page 697 of 740
12 It is the policy of the City that management employees take part in some educational or training course each year, and the City Council will attempt to provide funds in each budget for such purpose.

CHAPTER 9

MISCELLANEOUS POLICIES FOR CONFIDENTIAL EMPLOYEES

9.1 Overtime
A. Policy – Definition
Management employees are exempt and not eligible for overtime. For confidential employees, it is the policy of the City that overtime work is to be kept at a minimum consistent with the protection of the lives and property of El Cerrito community members citizens and the efficient operation of the departments and activities of the City. Overtime must be authorized by both the supervisor and Ddepartment manager Director and is subject to such other rules and procedures as the City Manager may prescribe.

B. Overtime Compensation

Agenda Packet Page 698 of 740
13 a. Employee shall accrue compensatory time off on a timeand-one-half basis (this will not count toward the FLSA compensatory time ceiling of 240 hours, but will count
toward the City’s 40-hour compensatory time cap)
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

2. For hours worked in excess of forty (40) in any workweek, one of the following shall occur at the discretion of the employee:
a. Employee shall accrue compensatory time off on a timeand-one-half basis (this will count toward the FLSA compensatory time ceiling of 240 hours as well as the
City’s 40-hour compensatory cap); or
b. Overtime shall be paid at time-and-one-half the regular hourly rate of pay.

BE IT FURTHER RESOLVED that Resolution 20232-486 is hereby rescinded and this resolution shall become effective immediately upon passage and adoption.

I CERTIFY that at a specialregular meeting on June 320, 20235 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 3, 20235.
________________________
Holly M. Charléty, City Clerk
APPROVED:
________________________
Lisa MotoyamaCarolyn Wysinger, Mayor
Agenda Packet Page 699 of 740
14 Exhibit A
Management Salary Schedule (2025-2026)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 16,358 16,849 21,469 22,113
545 ASSISTANT TO THE CITY MANAGER 11,238 11,575 14,750 15,193 912 ASSOCIATE ENGINEER 9,049 9,320 11,876 12,233
690 BUDGET/FINANCIAL SERVICES MANAGER 11,238 11,575 14,750 15,193 926 BUILDING OFFICIAL 11,584 11,932 15,204 15,660
551 CITY CLERK 12,567 12,944 16,494 16,989
950 COMMUNITY DEVELOPMENT DIRECTOR 14,828 15,273 19,462 20,045 913 FACILITIES AND MAINTENANCE MANAGER 9,012 9,282 12,728 13,110 924 FINANCE DIRECTOR/CITYTREASURER 15,579 16,046 20,447 21,060 921 HUMAN RESOURCES MANAGER 12,169 12,534 15,972 16,451 910 INFORMATION TECHNOLOGY MANAGER 12,169 12,534 15,972 16,451 550 MAINTENANCE OPERATIONS SUPERVISOR 7,209 7,426 9,462 9,746 546 MANAGEMENT ANALYST I 6,896 7,103 9,051 9,323
547 MANAGEMENT ANALYST II 7,613 7,841 9,991 10,291
548 MANAGEMENT ANALYST III 7,879 8,115 10,341 10,651
544 SENIOR MANAGEMENT ANALYST 8,374 8,625 10,708 11,029 903 NETWORK SECURITYENGINEER 8,193 8,439 10,753 11,076
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,238 11,575 14,750 15,193 915 PLANNING MANAGER 11,584 11,932 15,204 15,660
549 PROGRAM MANAGER 8,829 9,094 11,588 11,935
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 15,579 16,046 20,447 21,060 949 RECREATION DIRECTOR 14,113 14,537 18,524 19,079
650 RECREATION SUPERVISOR 7,879 8,115 10,341 10,651
682 RECYCLING OPERATIONS SUPERVISOR 7,246 7,464 9,511 9,796 688 SENIOR ACCOUNTANT 7,998 8,238 10,498 10,813
914 SENIOR ENGINEER 11,025 11,356 14,470 14,905
902 SENIOR HUMAN RESOURCES ANALYST 8,751 9,014 11,486 11,830 905 SENIOR PLANNER 8,403 8,655 11,028 11,359
900 SENIOR PROGRAM MANAGER 9,745 10,038 12,791 13,174
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 18.34 18.89 135.00 139.05 Agenda Packet Page 700 of 740
15 Exhibit A ContinuedConfidential Salary Schedule (2025-2026) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 6,601 6,799 8,665 8,925
529 HUMAN RESOURCES SPECIALIST 6,728 6,930 8,831 9,096
539 INFORMATION TECHNOLOGYSPECIALIST 6,728 6,930 8,831 9,096 716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,173 7,388 8,681 8,941 Agenda Packet Page 701 of 740
16 Exhibit B
Management Salary Schedule (2026-2027)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 16,849 17,354 22,113 22,776
545 ASSISTANT TO THE CITY MANAGER 11,575 11,922 15,193 15,649 912 ASSOCIATE ENGINEER 9,320 9,600 12,233 12,600
690 BUDGET/FINANCIAL SERVICES MANAGER 11,575 11,922 15,193 15,649 926 BUILDING OFFICIAL 11,932 12,290 15,660 16,130
551 CITY CLERK 12,944 13,332 16,989 17,499
950 COMMUNITY DEVELOPMENT DIRECTOR 15,273 15,731 20,045 20,647 913 FACILITIES AND MAINTENANCE MANAGER 9,282 9,561 13,110 13,503 924 FINANCE DIRECTOR/CITYTREASURER 16,046 16,527 21,060 21,692 921 HUMAN RESOURCES MANAGER 12,534 12,910 16,451 16,945 910 INFORMATION TECHNOLOGY MANAGER 12,534 12,910 16,451 16,945 550 MAINTENANCE OPERATIONS SUPERVISOR 7,426 7,648 9,746 10,039 546 MANAGEMENT ANALYST I 7,103 7,316 9,323 9,603
547 MANAGEMENT ANALYST II 7,841 8,076 10,291 10,600
548 MANAGEMENT ANALYST III 8,115 8,359 10,651 10,970
544 SENIOR MANAGEMENT ANALYST 8,625 8,884 11,029 11,360 903 NETWORK SECURITYENGINEER 8,439 8,692 11,076 11,408
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,575 11,922 15,193 15,649 915 PLANNING MANAGER 11,932 12,290 15,660 16,130
549 PROGRAM MANAGER 9,094 9,366 11,935 12,293
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 16,046 16,527 21,060 21,692 949 RECREATION DIRECTOR 14,537 14,973 19,079 19,652
650 RECREATION SUPERVISOR 8,115 8,359 10,651 10,970
682 RECYCLING OPERATIONS SUPERVISOR 7,464 7,688 9,796 10,090 688 SENIOR ACCOUNTANT 8,238 8,485 10,813 11,137
914 SENIOR ENGINEER 11,356 11,697 14,905 15,352
902 SENIOR HUMAN RESOURCES ANALYST 9,014 9,284 11,830 12,185 905 SENIOR PLANNER 8,655 8,914 11,359 11,700
900 SENIOR PROGRAM MANAGER 10,038 10,339 13,174 13,569
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 18.89 19.46 139.05 143.22 Agenda Packet Page 702 of 740
17 Exhibit B ContinuedConfidential Salary Schedule (2026-2027) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 6,799 7,003 8,925 9,193
529 HUMAN RESOURCES SPECIALIST 6,930 7,138 9,096 9,369
539 INFORMATION TECHNOLOGYSPECIALIST 6,930 7,138 9,096 9,369 716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,388 7,610 8,941 9,210 Agenda Packet Page 703 of 740
18 Exhibit C
Management Salary Schedule (2027-2028)
JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top (3%
COLA)
935 ASSISTANT CITY MANAGER 17,354 17,875 22,776 23,459
545 ASSISTANT TO THE CITY MANAGER 11,922 12,280 15,649 16,118 912 ASSOCIATE ENGINEER 9,600 9,888 12,600 12,978
690 BUDGET/FINANCIAL SERVICES MANAGER 11,922 12,280 15,649 16,118 926 BUILDING OFFICIAL 12,290 12,658 16,130 16,614
551 CITY CLERK 13,332 13,732 17,499 18,024
950 COMMUNITY DEVELOPMENT DIRECTOR 15,731 16,203 20,647 21,266 913 FACILITIES AND MAINTENANCE MANAGER 9,561 9,847 13,503 13,908 924 FINANCE DIRECTOR/CITYTREASURER 16,527 17,023 21,692 22,343 921 HUMAN RESOURCES MANAGER 12,910 13,298 16,945 17,453 910 INFORMATION TECHNOLOGY MANAGER 12,910 13,298 16,945 17,453 550 MAINTENANCE OPERATIONS SUPERVISOR 7,648 7,878 10,039 10,340 546 MANAGEMENT ANALYST I 7,316 7,536 9,603 9,891
547 MANAGEMENT ANALYST II 8,076 8,318 10,600 10,918
548 MANAGEMENT ANALYST III 8,359 8,610 10,970 11,299
544 SENIOR MANAGEMENT ANALYST 8,884 9,150 11,360 11,701 903 NETWORK SECURITYENGINEER 8,692 8,953 11,408 11,750
916 OPERATIONS & ENVIRONMENTAL SERVICES MANAGER 11,922 12,280 15,649 16,118 915 PLANNING MANAGER 12,290 12,658 16,130 16,614
549 PROGRAM MANAGER 9,366 9,647 12,293 12,662
948 PUBLIC WORKS DIRECTOR/CITYENGINEER 16,527 17,023 21,692 22,343 949 RECREATION DIRECTOR 14,973 15,422 19,652 20,241
650 RECREATION SUPERVISOR 8,359 8,610 10,970 11,299
682 RECYCLING OPERATIONS SUPERVISOR 7,688 7,918 10,090 10,393 688 SENIOR ACCOUNTANT 8,485 8,740 11,137 11,471
914 SENIOR ENGINEER 11,697 12,047 15,352 15,812
902 SENIOR HUMAN RESOURCES ANALYST 9,284 9,562 12,185 12,551 905 SENIOR PLANNER 8,914 9,182 11,700 12,051
900 SENIOR PROGRAM MANAGER 10,339 10,649 13,569 13,977
982 EXTRA HELP RETIRED ANNUITANT (HOURLY RATE)*** 19.46 20.04 143.22 147.52 Agenda Packet Page 704 of 740
19 Exhibit C ContinuedConfidential Salary Schedule (2027-2028) JOB CODE JOB CLASS Bottom
Bottom
(3%COLA) Top
Top
(3%COLA)
543 ACCOUNTANT II 7,003 7,213 9,193 9,468
529 HUMAN RESOURCES SPECIALIST 7,138 7,352 9,369 9,650
539 INFORMATION TECHNOLOGYSPECIALIST 7,138 7,352 9,369 9,650 716 PUBLIC SAFETYEXECUTIVE ASSISTANT (40 hrs wk) 7,610 7,838 9,210 9,486 Agenda Packet Page 705 of 740
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

CITY COUNCIL MEETING
June 3, 2025
(revised 6/4/2025)
REGULAR CITY COUNCIL MEETING (6:00 PM)
Public Comments (Not on the Agenda and Consent Calendar) Agenda Item No. 7.A. – Environmental Quality Committee Recommendation Public comments
Agenda Item No. 8.A. – Approval of the Hillside Natural Area Fire Resilience and Forest Conservation Management Plan
a. Revised Presentation
b. Public Comments
Agenda Item No. 9.A. – CITY COUNCIL/PUBLIC FINANCING AUTHORITY ITEM Fiscal Year 2025-26 Budget - Midcycle Summary and Addendum Public Comments
Agenda Packet Page 706 of 740
From: Cordell Hindler
To: City Clerk
Subject: Public Comments
Date: Friday, May 30, 2025 2:19:02 PM
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Hello Mayor Wysinger, Council Members and Staff,
I am submitting the Following Comments into the Record:

1. for a future Agenda, the Council Should Consider Revisiting the idea of having the Public to Participate Remotely

2. Also to Invite Sophia Skoda to Present on Investing the Future for EBMUD Sincerely
Cordell
General Public Comments
Agenda Packet Page 707 of 740
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From: Ira Sharenow
To: Holly Charléty; City Clerk
Cc: Lisa Motoyama; William Ktsanes; Rebecca Saltzman
Subject: June 3, 2025 council meeting: Items Not on the Agenda Date: Monday, June 2, 2025 7:54:50 PM
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El Cerrito recently completed a library survey that the taxpayers paid for. Now the government needs to
release the raw survey data and all associated reports.

Ira Sharenow
El Cerrito, CA
Agenda Packet Page 708 of 740
From:

To: City Clerk
Subject: June 3, 2025 council meeting: Items Not on the Agenda Date: Tuesday, June 3, 2025 5:50:26 PM
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Sorry for the late entry, never done this before.

I did a survey about the library and would like to see the results of that survey. The most I can find is a reference in the city managers report. It would be nice to be able to see the actual data from the entire survey.

Tom Kelly
Born and raised in El Cerrito.

Agenda Packet Page 709 of 740
From:

To: City Clerk
Subject: Public Comments Agenda Item 7A
Date: Saturday, May 31, 2025 3:26:51 PM
EQC, I appreciate the recommendation.

I urge the City Council to approve the recommendation with amendments.

We must take a more aggressive approach and be specific for the future generations. What is shocking to me, after reading multiple Bay Area cities’ Climate Action Plan or Policy, is that almost none of them mention animal agriculture (factory farming) as a major threat to the climate and environment. Food systems and diet are among the top three sectors that contribute to (human caused) climate change.

Sure we can reduce our environmental impact by recycling, driving less, riding bicycles, but the single most powerful way is to cut out meat and dairy consumption. A study by University of Oxford published in 2016 estimated that a global switch to diets that rely less on meat and more on fruit and vegetables could save up to 8 million lives by 2050, reduce greenhouse gas emissions by two thirds, and lead to healthcare-related savings. It could also avoid climate-related damages of $1.5 trillion (US).

City of Berkeley is the only city in the Bay Area adopted a resolution in 2021 to cut its consumption of animal-based foods such as meat and dairy in half by 2024 and banned factory farming in 2024.

The school district and the city need to launch educational campaigns promoting the health and climate benefits plant-based eating, and encourage reduction of meat and dairy. As a part of the educational campaign, it must clarify "climate friendly foods" to be foods derived from plants. Simply stating “healthy food” is just too vague.

The City should offer incentives for restaurants or small businesses to expand plantbased offerings and make plant-based the default in city institutions. The schools should make plant-based the default in school meals. Consult with organizations like Greener By Default which has conducted numerous behavior studies; NYC public hospitals have implemented this with great success. This strategy allows people the choice to opt in to traditional foods.

I urge you to endorse the Plant-Based Treaty as a city, joining 41 other cities and towns across the world.

We shall all follow global leaders like Amsterdam, which promotes citizens moving toward 60% plant-based diets, and offers plant-based food in public institutions and events--really putting food front and center in climate discussion where it belongs.

Thank you,
Jennifer P.

El Cerritos Resident
Agenda Item No. 7.A.

Agenda Packet Page 710 of 740
HNA Fire Resilience and
Forest Conservation
Management Plan
Karineh Samkian, Stephen Prée, & Battalion Chief Beckman June 3, 2025 - City Council Meeting
1 Agenda Item No. 8.A.

Agenda Packet Page 711 of 740
Overview
2 Prioritized Actions
CEQA Review
Plan Development
Agenda Packet Page 712 of 740
Background
3 • Hillside Natural Area (HNA) is
~107 acres
• City has implemented fire fuel
reduction activities
• Volunteers have identified native
plants and removed invasive plants
Agenda Packet Page 713 of 740
Funding
4 • The State Coastal Conservancy awarded the
City a grant to:

1. Develop HNA Plan for fire fuel reduction
and forest conservation

2. Conduct a CEQA review
Agenda Packet Page 714 of 740
Plan Development Process
• City Council authorized contract with LSA Associates, Inc. • Reviewed City plans and policies
• Coordinated with other City departments
• Conducted Assessments:

1. Biological

2. Cultural

3. Fuel and fire hazard

4. Trails
5 Agenda Packet Page 715 of 740
Plan Phases
6 Throughout the process:
 City webpage
 City newsletters
Phase 1: Studies
and Input
Oct 2023-Jan 2024
Phase 2: Draft
Development &
Review
Jan-Sep 2024
Phase 3: CEQA
Review and Final
Plan
Sep 2024-June 2025
• SAG meeting #1
• Public workshop #1
• Community survey
• Committees &
commission update
• SAG meeting #2
• 45-day comment period
• Public workshop #2
• Committees &
commission update
• 30-day CEQA
comment period
• City Council
Engagement
touchpoints
Agenda Packet Page 716 of 740
Public Process
• Established Stakeholder Advisory
Group (SAG) and had 2 meetings
• Met with Confederated Villages of
Lisjan Nation
• Hosted 2 public workshops
• Released a Community Survey
• Presented recommended actions to
City Council
7 Agenda Packet Page 717 of 740
Public Process (continued)
• 45-day public comment period
oReceived 108 comments
oReviewed all comments
oUpdated the Plan as applicable
• Consulted with Park and Recreation
Commission, Urban Forest Committee, &
Environmental Quality Committee
oRecommend Plan with minor additions
8 Agenda Packet Page 718 of 740
Prioritized Recommendations
9 1. HIGHEST Create Defensible Space

2. HIGH Establish Shaded Fuel Break

3. HIGH/MEDIUM Remove Eucalyptus & Non-Native Conifers

4. HIGH/MEDIUM Create System of Fire Roads & Trails

5. HIGH/MEDIUM Manage Threats to Oak

6. MEDIUM Remove Invasive Plants

7. MEDIUM Restore and Re-establish Native Plants

8. MEDIUM Monitor Key Performance Indicators
Agenda Packet Page 719 of 740
Highest Priority
10 1. Create Defensible Space
• Within 100-ft of structures
adjacent to HNA
Agenda Packet Page 720 of 740
High Priority
11 2. Establish Shaded Fuel Break
• 100 feet along HNA perimeter from
property line
Agenda Packet Page 721 of 740
High/Medium Priority
12 3. Remove Eucalyptus & Non-Native
Conifers
a. Motorcycle Hill b. Quarry Hill c. Kent Drive &
Buckingham d. Madera property e. Ken Smith
grove

4. Create System of Fire Roads & Trails
a. Improvements at Potrero Ave & King Ct. b. add
access to Motorcycle Hill c. improve other roads

5. Manage Threats to the Oak Woodland
Agenda Packet Page 722 of 740
Medium Priority
13 6. Remove Invasive Plants

7. Restore and Re-establish Native Plants

8. Monitor Key Performance Indicators
Agenda Packet Page 723 of 740
CEQA
• Initial Study determined Mitigated Negative Declaration appropriate
• 30-day comment period
oResponded to comments
oDeveloped Mitigated Monitoring and Reporting Plan
• Future projects will not require additional CEQA review 14 Agenda Packet Page 724 of 740
Council Consideration

1. Conduct Public Hearing

2. Consider adopting:
a. Initial Study/Mitigated Negative
Declaration and Mitigation Monitoring
and Reporting Program
b. Hillside Natural Area Fire Resilience and
Forest Conservation Management Plan
15 Agenda Packet Page 725 of 740
Questions?
16 Agenda Packet Page 726 of 740
Public Comments – Agenda Item 8.A.

Mayor Carolyn Wysinger June 2, 2025
Mayor Pro Tem Gabe Quinto
Councilmember William Ktsanes
Councilmember Lisa Motoyama
Councilmember Rebecca Saltzman
Re: Approval of the Hillside Natural Area Fire Resilience and Forest Conservation Management Plan .Dear Mayor, Mayor Pro Tem and Councilmembers,
We strongly recommend your approval of the HNA Fire Resilience and Forest Conservation Management Plan, along with adoption of a resolution approving the Initial Study/Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program.

The Plan involved significant community engagement. The Plan’s proposed actions and priorities are sound and long overdue--and importantly the Plan includes critically needed improvements for fire and emergency access. The Plan supports the City’s Strategic Plan goals of community safety, livability, belonging, and environmental sustainability. Above all, the HNA Plan is the best balancing of prudent action to address the city’s vulnerability to catastrophic fire danger while making progress on preserving the HNA as a resilient habitat that El Cerrito can enjoy as a beautiful, restful location for walks, hikes, environmental education, and vistas.

Your Vision for the City
Each of you has eloquently described a heartwarming vision for El Cerrito as a destination city that is safe, welcoming, and that values and respects all of us. However, El Cerrito cannot become a destination city if the city is destroyed by fire.

Work by El Cerrito volunteers in the HNA
Volunteers with Trail Trekkers, Five Creeks and the Friends of the Hillside (lead by Audrey Liese) have worked countless hours yearly to remove invasive species, highly flammable plants, and dead wood from the HNA. However, this work counts on the city to increase its stewardship of the HNA.

We ask you to approve this urgently needed Plan that will help return the HNA to a thriving habitat for native species and will begin to make our HNA a destination nature area for the city and the region.

Sincerely,
Christian G. Fritz and Marlene Keller, , El Cerrito
Agenda Packet Page 727 of 740
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From: Brian Richmond
To: City Clerk
Subject: Public comments - Agenda Item 8
Date: Tuesday, June 3, 2025 9:43:38 AM
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Dear Members of the El Cerrito City Council,
I am writing regarding the “Hillside Natural Area Fire Resilience and Forest Conservation Management Plan" (HNA Plan) to express my support and urge the city council to vote to adopt it and the Initial Study/Mitigated Negative Declaration (IS/MND) and Mitigation Monitoring and Reporting Program (MMRP).

I am a citizen of El Cerrito, the HNA Plan stakeholder representative for the Make El Cerrito Fire Safe group, Co-President of the El Cerrito Trail Trekkers, and Co-Founder of the Friends of the Hillside Natural Area. I care deeply about the safety of our community and being a responsible steward of the HNA to improve it as a public resource and conserve the native habitats and its wildlife.

I have read the final draft of the HNA Plan, participated in the stakeholder and public meetings for earlier drafts of the HNA Plan, and spoken with many El Cerrito residents about their concerns.

I strongly support the HNA Plan and encourage you to approve this plan, work on a budget needed to carry it out, and complete the actions detailed in the plan.

Sincerely,
Brian
--
Brian Richmond, PhD
El Cerrito Trail Trekkers, Co-President
El Cerrito Fire Safe Council, Board Member
Friends of the Hillside Natural Area, Co-Founder
Agenda Packet Page 728 of 740
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From: Gary Prost
To: City Clerk
Subject: Public Comments - Agenda Item 8A, City Council Meeting June 3, 2025 Date: Tuesday, June 3, 2025 12:43:42 PM
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Honorable Mayor Wysinger and City Council:

I have read the LSA report “Hillside Natural Area Fire Resilience and Forest Conservation Management Plan” and the accompanying memo by City Planning Manager Sean Moss. It has been a long time since the 1987 HNA Vegetation Management Plan by LSA. Community groups like Make El Cerrito Fire Safe urged Council to adopt that plan, in conjunction with the 2017 El Cerrito-Kensington Wildfire Action Plan and Community Wildfire Protection Plan, since 2018 and before. It has been four years since Council approved a resolution (in May 2021) making Wildfire Prevention and Safety a top city priority.

I participated in the community outreach and feedback meetings for early drafts of this plan.

As a resident living adjacent to the HNA, I encourage you to 1) approve this plan, 2) approve the budget needed to carry it out, and 3) assign measurable actions, detailed in the plan, and corresponding timing to Public Works and other departments needed to carry out the plan.

This is just the beginning. Now you need to make a start on vegetation management as the current fire season gets underway.

Sincerely,
Gary Prost
, El Cerrito
------------
Gary L. Prost PhD
Agenda Packet Page 729 of 740
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From: Scott Tipping
To: City Clerk
Cc: Scott Tipping
Subject: Public Comment - Agenda item 8, A; hillside natural area fire resilience and forest conservation management plant
Date: Tuesday, June 3, 2025 1:25:22 PM
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Mayor and city Council Members;
At a minimum the City of El Cerrito must immediately increase its FUNDING and WORK in the HNA to create and maintain a 100’ fuel break from property lines into the HNA for the safety of our citizens. This largely means string trimming of dry grass and brush within those areas at least twice a year. Take a walk out from King Ct. Entrance to HNA and look for yourself south and north of the entrance at the dry grass near fence lines of homes. A few folks have cleared the first few feet near homes, and north there is a crude road made by EBMUD doing recent sewer improvements.

If the new hillside natural area fire resilience and forest conservation management plan is to be approved, it should be with the caveat that CEQA and environmental regulations will be implemented as may be required at time of implementation of work. Or similar language.

These projects may be currently exempt from CEQA (see emergency order from Gov.) and were previously exempt for a period starting in 2019.

Myself and another citizens of El Cerrito were able to secure county funded work crews to perform over $400,000 + in work to start a shaded fuel break for the eastern slope of the HNA, over the past few years, via measure X. The hard work has been started simply mowing and string trimming the grass and brush a few times a year, in areas adjacent to homes is the minimum the city should be doing. For example the area immediately behind our home has only been cut once by the City of El Cerrito in the last 5 years.

In my opinion and based on my observations, the City of El Cerrito has been negligent in maintaining vegetation for fire safety in these areas for years.

Time is of the essence. The time is now to dedicate staff and funds to diligently pursue grant funding for hazardous fuel reduction in El Cerritos HILLSIDE NATURAL AREA.

Ask your staff to show you exactly what they have applied for over the past 5 years? What was the response for funding agencies? Compare what El Cerrito submitted vs. municipalities that were awarded funds.

In March 2025 Governor Newsom exempted fire safety vegetation management/ hazardous fuel reduction projects related to fire safety, from CEQA and other environmental requirements.

El Cerrito can immediately apply for the plan under the existing 1994 Hillside Natural Area Fire Reduction plan (page below of fuel breaks). Implement fuel breaks outlined in that plan that were never done and maintain shaded fuel breaks started by El Cerrito citizens applying for measure X-funds. Also the city’s 2017 El Cerrito- Kensington Wild Fire Action Agenda Packet Page 730 of 740
plan, part of the CWPP, can be used.

Additionally, the city could apply for exemption for newly developed “hillside natural area fire resilience and forest conservation management plan” and not be constrained by the overly complicated regulations required under CEQA, but instead use any funds and these criteria, in addition to common sense and best practices as a guideline while doing the important work of decreasing vegetation and the danger that exists in the HNA.

And as time passes the danger is only growing.
( see excerpt from Californias wildfire task force and link below ).

A project is eligible to operate under the suspension of state laws if it meets all four of the following requirements:

1. The primary objective of the project is at least one of these activities:

Removal of hazardous, dead, and/or dying trees
Removal of vegetation for the creation of strategic fuel breaks as identified by approved fire prevention plans, including without limitation, CAL FIRE Unit Fire Plans or Community Wildfire Preparedness Plans
Removal of vegetation for community defensible space
Removal of vegetation along roadways, high-ways, and freeways for the creation of safer ingress and egress routes for the public and responders and/or to reduce roadside ignitions
Removal of vegetation using cultural traditional ecological knowledge for cultural burning and/or prescribed fire treatments for fuels reduction Maintenance of previously established fuel breaks or fuels modification projects

2. The request for suspension is submitted in the 2025 calendar year.

3. Work will be performed or supervised by qualified responsible parties, such as Registered Professional Foresters, Certified Rangeland Managers, qualified vegetation management contractors, qualified incident commanders, certified arborists, certified burn bosses and authorized cultural burners.

Agenda Packet Page 731 of 740
Requests to Suspend State Statutes and
Regulations - California Wildfire & Forest
Resilience
wildfiretaskforce.org
Respectfully,
Scott Tipping
El Cerrito resident for over 20 years
Sent from my iPad
Agenda Packet Page 732 of 740
From: Sue Duncan
To: City Clerk
Subject: Agenda item 8
Date: Tuesday, June 3, 2025 1:26:11 PM
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Honorable Mayor and City Council Members,
We strongly encourage you to approve the Hillside Natural Area Fire Resilience and Forest Conservation Management Plan. After approving, the city must find funding to not only perform the management jobs within the plan, but to also maintain the work already done by Measure X crews and the dedicated volunteers and all future work. I understand that this will be difficult especially now with the current chaotic and uncertain financial picture due to certain people working in the nations’s capital. The city must be aggressive in applying for grants.

Thank you,
Sue and Paul Duncan
El Cerrito
Agenda Packet Page 733 of 740
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From: Audrey Liese
To: City Clerk
Cc: Christian Fritz; Eric Saylors; Chase Beckman; EC firesafe; Marlene Keller; Stephen Prée; Brian Richmond Subject: Re: Public Comments - Agenda Item # 8. A.

Date: Tuesday, June 3, 2025 2:00:08 PM
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Please find attached our public comments in support of tomorrow night's Agenda Item # 8. A. re the HNA Plan.

Thanks
Audrey LIESE
Public Comment for the Record – Audrey Liese
Good evening Mayor and Councilmembers,
My name is Audrey Liese. I moved with my family to El Cerrito three years ago because of how much I loved the Hillside Natural Area.

I'm the co-founder of Friends of the Hillside, a volunteer-led group that has been working twice a week in the HNA for over a year. We’re building on the efforts of Trail Trekkers and Friends of Five Creeks—joining forces to clear invasive broom, prepare burn piles, and protect native plants—reviving the land through collective care.

We’re writing to express strong support for the Plan. It reflects the kind of forward-thinking El Cerrito needs—addressing fire safety, ecological restoration, and community involvement together.

While we’re not here to place blame, it’s important to recognize that past fire-reduction efforts have too often been insufficient and poorly planned. This is our chance to do better—through thoughtful planning, transparency, and true collaboration between the City, the Fire Department, and the local community.

Yes, we want to be actively involved in its implementation.

The Hillside Natural Area is more than an open space; it’s a living landscape that connects us, teaches us, and offers hope for a more resilient future.

Respectfully,
Audrey Liese
Co-founder, Friends of the Hillside
Agenda Packet Page 734 of 740
Agenda Packet Page 735 of 740
Agenda Packet Page 736 of 740
Agenda Packet Page 737 of 740
Agenda Packet Page 738 of 740
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From: Ira Sharenow
To: Holly Charléty; City Clerk
Cc: Lisa Motoyama; William Ktsanes; Rebecca Saltzman
Subject: June 3, 2025 council meeting: Item 9A Budget Midcycle Date: Monday, June 2, 2025 8:17:58 PM
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Before the council votes on a midyear budget
adjustment, the government should provide clear
explanations for the following.

1. How the city is going to get the CalPERS UAL under
control

2. How the city is going to pay for all of the swimming pool repairs

3. How the city is going to pay for the new fire truck

4. How the city is going to pay for the fire safety
equipment

5. The general fund implications of the above

6. When the community can expect to have a senior
center

7. When the Ohlone Greenway will be repaved (not just
a few feet)

8. When the Pavement Condition Index (PCI) will
improve

9. El Cerrito’s long range budget situation
Agenda Packet Page 739 of 740

10.Fiscal transparency

11.El Cerrito’s failing grades from the following site:
https://californiapolicycenter.org/fiscal-healthdashboard/#el-cerrito a. Net Worth Grade F: Not Addressed
b. Pension Costs F: Not Addressed
c. Pension Obligations F: Not Addressed

12.The need to engage the public and FAB and to
consider FAB’s 2% proposal
Ira Sharenow
El Cerrito, CA
Agenda Packet Page 740 of 740

El Cerrito City CouncilJune 3, 2025

El Cerrito City Council
June 3, 2025