Agenda packet — El Cerrito City Council, July 15, 2025

Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman

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This information can be interpreted for you free of charge. Visit City Hall at 10890 San Pablo Ave., El Cerrito, CA 94530 or learn more at www.el-cerrito.org/LanguageAccess

Esta información se puede interpretar gratuitamente. Visite el Ayuntamiento en 10890 San Pablo Ave., El Cerrito, CA 94530 o obtenga más información en www.el-cerrito.org/LanguageAccess
这些信息可免费为您解释。请访问位于 10890 San Pablo Ave., El Cerrito, CA 94530 的市政厅，或访问 www.el-cerrito.org/LanguageAccess 了解更多信息

TUESDAY, JULY 15, 2025
REGULAR CITY COUNCIL MEETING (6:00 PM)
Council Chambers - 10890 San Pablo Ave, El Cerrito
Closed Captions Available Via Zoom:
https://us06web.zoom.us/j/82359405953?pwd=vD7wBhq9KYJ8MMdnXWIM3nRmtRBLk9.1 Meeting ID: 823 5940 5953 Passcode: 347044 Dial in: 1-408-638-0968 View (Regular Meeting Only):

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

2. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials Accommodations: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at 510-215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable accommodations. Closed Captions available via zoom.

Conduct: This meeting shall be conducted pursuant to the El Cerrito City Council Rules of Order and Procedure, including adjourning by 11:00 PM unless extended to a specific time determined by a majority of the Council.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

Written comments received by 2:00 p.m. the day of the meeting will be provided to the City Council and posted online in advance of the meeting. Comments received after the deadline will be provided to the City Council and will be posted after the meeting. 6:00 PM ROLL CALL – CONVENE REGULAR CITY COUNCIL MEETING

1. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A

COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449
Agenda Packet Page 1 of 339
Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman

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2. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

3. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS

4. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

5. ORAL COMMUNICATIONS FROM THE PUBLIC
Remarks are typically limited to 3 minutes per person. The Mayor may reduce the time limit per speaker depending upon the number of speakers and may limit the total time for public comment to facilitate the completion of business on the agenda.

Comments regarding non-agenda, presentation and consent calendar items will be heard first. Comments related to items appearing on the Public Hearing or Policy Matter portions of the Agenda will be heard prior to the City Council taking action on each item.

6. PRESENTATIONS

7. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

A. Approval of Minutes
Action Proposed: Approve the City Council Meeting minutes from May 20, June 3, and June 17, 2025.

Contact: Holly M. Charléty, City Clerk, City Management B. Board, Commission, and Committee Workplan(s) and/or
Accomplishments
Action Proposed: Receive and file adopted workplan(s) and accomplishments from applicable Boards, Commissions, and Committees of the City.
• Urban Forest Committee
• Community Safety Committee
• Committee on Aging
• Economic Development Committee
Contact: Holly M. Charléty, City Clerk, City Management Agenda Packet Page 2 of 339
Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman

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C. Adoption of Ordinance regarding Defensible Space and Home Hardening Inspections within the High and Very High Fire Hazard Severity Zones as Designated by CalFire and Designating Fire Hazard Severity Zones.

Introduced on 6/17/2025
Action Proposed: Adopt Ordinance 2025-02: AN ORDINANCE OF THE CITY OF EL CERRITO AMENDING CHAPTER 8.30 OF THE EL

CERRITO MUNICIPAL CODE TO DESIGNATE FIRE HAZARD

SEVERITY ZONES PURSUANT TO GOVERNMENT CODE SECTION
51179 AND TO ESTABLISH PROCEDURES FOR DEFENSIBLE

SPACE AND HOME HARDENING INSPECTIONS WITHIN THE HIGH
AND VERY HIGH FIRE HAZARD SEVERITY ZONES.

Contact: Holly M. Charléty, City Clerk, City Management D. Consulting Services Agreements for On-Call Construction Management Services
Action Proposed: Adopt a resolution authorizing the City Manager to execute consulting services agreements with 4leaf, Avila Project Management, Consor PMCM, Consolidated CM, CSG Consultants, Dabri., Inc, Kellman Construction, Mack5, Shiels Sowko Consultants, Swinerton Management & Consulting, and Zoon Engineering to provide On-Call Construction Management Services for three years with options to extend for an additional two years in an amount not to exceed $350,000 per fiscal year for each agreement.

Contact: A’shanti Coleman, Management Assistant Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer E. Consulting Services Agreement for Service Delivery Study Action Proposed: Adopt a resolution authorizing the City Manager to execute a consulting services agreement with Citygate Associates, LLC, to complete a citywide Service Delivery Study in an amount not to exceed $149,891.

Contact: Will Provost, Assistant to the City Manager, City Management F. Resolution in Support of the El Cerrito Plaza Station TransitOriented Development, Parcel A South Agenda Packet Page 3 of 339
Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman

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Action Proposed: Adopt a resolution supporting the issuance of Multifamily Housing Revenue Bonds or Notes (Bonds) by the County of Contra Costa to finance the construction of 70 affordable housing units located at 515 Richmond Street (Project) for ECP Parcel A South Housing Partners, L.P. (Developer), an affiliate of the Related Companies of California, LLC.

Contact: Aissia Ashoori, Housing-Economic Development Manager; Melanie Mintz, Community Development Director, Community Development Department
G. Financial Advisory Board Recommendation
Action Proposed: Receive and file recommendations from the Financial Advisory Board.

Contact: David Carvel, Vice-Chair, Financial Advisory Board; Crystal Reams, Finance Director/Staff Liaison, Finance Department

8. PUBLIC HEARINGS
A. Fire Hazard Abatement Hearing and Declaration
Exempt from California Environmental Quality Act review (CEQA Guidelines Sections 15304 and 15308), Notice published on 7/5/2025 Action Proposed: Staff requests that the City Council:

1. Adopt a resolution declaring weeds, rubbish, litter, or other flammable material on certain real property identified in the resolution constitutes a public nuisance; and 2. Conduct a public hearing and upon conclusion, adopt a resolution overriding objections by property owners and ordering the City Manager or their designee to abate certain public nuisances pursuant to El Cerrito Municipal Code Chapter 16.26.

Contact: Thomas Wade, Fire Prevention Officer; Chase Beckman, Fire Marshal, Fire Department
B. Public Nuisance Abatement Hearing for 6327 Conlon Avenue Property Notice posted on 07/03/2025, Notice Published on 07/05/2025 Action Proposed: Conduct a public hearing and, upon conclusion, adopt a resolution confirming the cost of abatement of public nuisance conditions resulting from the presence of weeds, rubbish, litter, or other flammable material on private property at 6327 Conlon Avenue, as authorized by El Cerrito Municipal Code Chapter 8.34 - Nuisance Abatement.

Agenda Packet Page 4 of 339
Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto AGENDA Rebecca Saltzman

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Contact: Steven Mello, Neighborhood Preservation Program Coordinator; Aissia Ashoori, Housing-Economic Development Manager; Melanie Mintz, Community Development Director

9. POLICY MATTERS
A. Active Transportation Plan and Complete Streets Policies Study Session
Action Proposed: Conduct a study session on the City's Active Transportation Plan and Complete Streets policies and provide possible direction to City staff regarding these policies.

Contact: Jarrett Mullen, Sustainable Transportation Program Manager, Community Development Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department

10. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS
Mayor and City Council communications regarding local and regional liaison assignments, committee reports, and any required reporting under AB 1234 for meetings (as defined by the Brown Act) attended at the public's expense.

11. ADJOURN REGULAR CITY COUNCIL MEETING
The next regularly scheduled City Council meeting is Tuesday, August 19, 2025 at 6:00 p.m.

The City of El Cerrito serves our diverse community by providing exceptional services that create a safe and resilient future for all.

Agenda Packet Page 5 of 339

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Agenda Item No. 7.A.

Mayor Councilmembers
Carolyn Wysinger William Ktsanes
Mayor Pro Tem Lisa Motoyama
Gabe Quinto Rebecca Saltzman
This information can be interpreted for you free of charge. Visit City Hall at 10890 San Pablo Ave., El Cerrito, CA 94530 or learn more at www.el-cerrito.org/LanguageAccess Esta información se puede interpretar gratuitamente. Visite el Ayuntamiento en 10890 San Pablo Ave., El Cerrito, CA 94530 o obtenga más información en www.el-cerrito.org/LanguageAccess
这些信息可免费为您解释。请访问位于 10890 San Pablo Ave., El Cerrito, CA 94530 的市政厅，或访问 www.el-cerrito.org/LanguageAccess 了解更多信息

DRAFT MINUTES
TUESDAY, MAY 20, 2025
View:

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

2. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials Accommodations: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at 510- 215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable accommodations. Closed Captions available via zoom.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

REGULAR CITY COUNCIL MEETING (6:00 PM)
Council Chambers - 10890 San Pablo Ave, El Cerrito
Closed Captions Available Via Zoom:
https://us06web.zoom.us/j/85688489748?pwd=YdbaGKs9hdfudyuVa7b4bQVLwJIzK4.1 Meeting ID: 856 8848 9748 Passcode: 891309 Dial in: 1-408-638-0968 Agenda Packet Page 6 of 339

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6:00 PM ROLL CALL – CONVENE REGULAR CITY COUNCIL MEETING Mayor Wysinger called the meeting to order at 6:00 PM.

Present: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember
Saltzman Absent: None

1. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A

COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449

2. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

3. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS

4. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

City Manager Pinkos - reported on the City hosting a delegation from the National Association of Towns and Villages of Japan.

Councilmember Motoyama - announced 6/7 Summer Kick-off Festival and Makers Fair at Hana Gardens and City Hall parking lot.

Mayor Wysinger - reported on signing letters of support for SB63, AB382, AB650, AB1026, SB456, SB239 in alignment with the City Council's adopted legislative platform; as Mayor signed on to a joint letter of support requesting a $30M dollar state budget appropriation for the Bay Area Housing Finance Authority; reported on attendance at a career fair at El Cerrito High School; and reported on ad-hoc work to revised Council Rules of procedure.

Elaine Fielding, Lynn Watkins, Mark Mespelt, Terrance Sims, Linda Cain - spoke in opposition to the Richmond Street Complete Streets project.

Surendra Kandel - commented on an incident with a car accident involving his residence and safety concerns at the intersection.

Henry Symons - representative of BART, spoke in support of consent item 7F.

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Janet Byron - spoke in support of consent item 7G.

Andrew Raphael, Louis Chico - spoke in support of the Richmond Street Complete Streets project.

Ryan Lau - representative of AC Transit, spoke in support of consent item 7F.

Buddy Akacic - spoke regarding vegetation at the Community Center.

Michael McDougall - commented regarding consent item 7H and the need to consider rebidding for better pricing.

Pamela W. - spoke regarding street sweeping and on street parking concerns, and parking limitations signage at the BART station.

6. PRESENTATIONS
A. CalPERS Pension Costs Update
Action Proposed: Receive and file an update on the City's pension costs and liabilities from the City's financial advisors.

Contact: Michael Meyer, Vice President, NHA Advisors; Crystal Reams, Finance Director/City Treasurer, Finance Department Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding Fresh Start Amortization and shielding of variance on CalPERS rate of return, projected future discount rates, increasing allocations, and rate of return for Section 115 Trust versus CalPERS.

Action: Received and filed

7. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

Moved/Seconded: Councilmember Motoyama/Councilmember Saltzman Action: Approved items A, B, and D-H on the consent calendar as indicated below. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None A. Approval of Minutes
Action Proposed: Approve the City Council Meeting minutes from April 15 and May 6, 2025.

Contact: Holly M. Charléty, City Clerk, City Management Action: Approved minutes
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B. Financial Advisory Board Recommendation
Action Proposed: Receive and file recommendations from the Financial Advisory Board.

Contact: Kimberly White, Chair, Financial Advisory Board; Crystal Reams, Finance Director/Staff Liaison, Finance Department Councilmember Ktsanes made a motion to agendize the item for a future city council meeting. Motion failed due to lack of a second.

Action: Received and filed
C. LGBTQIA+ Pride Month Proclamation
Action Proposed: Approve a proclamation declaring the month of June as Lesbian, Gay, Bi-Sexual, Transgender/Transsexual, Queer/Questioning, Intersex and Agender/Asexual (LGBTQIA+) Pride month in the City of El Cerrito and recognize Pride Month by flying the Progress Pride flag at City Hall during the month of June.

Contact: Shannon Bassi, Human Resources Manager, City
Management
Pulled from Consent by Councilmember Ktsanes.

Moved/Seconded: Mayor Wysinger/Councilmember Saltzman
Action: Approved proclamation, revising the third paragraph to remove the word "some." Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama,
Councilmember Saltzman Noes: None
D. Recognition of the 5th Anniversary of the Death of George Floyd Proclamation
Action Proposed: At the request of Mayor Wysinger, approve a Proclamation in recognition of the 5th anniversary of the death of George Floyd.

Contact: Holly M. Charléty, City Clerk, City Management Action: Approved proclamation
E. Monthly Disbursement and Check Register Report for April 2025 Action Proposed: Receive and file the Monthly Disbursement and Check Register Report for the month of April 2025.

Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department
Action: Received and filed
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F. Resolution of Support for State and Federal Funding for Bay Area Public Transit
Action Proposed: At the request of Councilmember Saltzman, adopt a resolution supporting state and regional funding for Bay Area public transit.

Contact: Holly M. Charléty, City Clerk, City Management Action: Approved Resolution No. 2025-30
G. Acceptance of Transit Oriented Communities (TOC) Grant and related scope of work from the Metropolitan Transportation Commission (MTC)
Action Proposed: Adopt a resolution committing to take steps toward achieving compliance with the Metropolitan Transportation Commission’s (MTC's) Transit-Oriented Communities (TOC) Policy as a condition for MTC to allocate regional discretionary funding.

Contact: Jeff Ballantine, Senior Planner; Sean Moss, Planning Manager; Melanie Mintz, Community Development Director, Community Development Department
Action: Approved Resolution No. 2025-31
H. Approve Spending Authority with SSP Data in an amount not-toexceed $178,000 in Fiscal Year 2024-25 Action Proposed: Adopt a resolution approving spending authority with the vendor SSP Data in an amount not-to-exceed $178,000 in Fiscal Year 2024-25.

Contact: Eric Ng, Information Technology Manager, City
Management
Action: Approved Resolution No. 2025-32

8. PUBLIC HEARINGS
A. Annual Public Hearing on Vacancies, Recruitment and Retention Efforts
Action Proposed: Conduct a public hearing to receive and file a report on workforce vacancies, recruitment, and retention efforts in compliance with Assembly Bill 2561.

Contact: Shannon Bassi, Human Resources Manager, City
Management
Public Hearing: Mayor Wysinger opened the public hearing.

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Public Comments:

Local 1230 representative Gary Williams spoke regarding paramedic positions and challenges in recruitment and hiring efforts.

SEIU 1021 representative Eddie Nodal commented on current vacancies and ongoing recruitments.

Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Motoyama Action: Closed the public hearing. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
Action: Received and filed
B. Presentation of 2025 Cost Allocation User Fee Study; and Public Hearing and Approval of Fiscal Year 2025-26 Master Fee Schedule Notice Published 5/10/25 and 5/16/25
Action Proposed: Receive and file a presentation on the 2025 Cost Allocation User Fee study; hold a public hearing and, upon conclusion, adopt a resolution approving the Fiscal Year 2025-26 Master Fee Schedule.

Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department; Tony Thrasher, Principal Consultant, Wildan Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding decreased percentage of cost recovery in Recreation, need to include certain unused categories under business licenses, and emergency medical response fees for service.

Public Hearing: Mayor Wysinger opened the public hearing.

No public comments
Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Ktsanes Action: Closed the public hearing. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
Moved/Seconded: Councilmember Motoyama/Mayor Pro Tem Quinto Action: Approved Resolution No. 2025-33 Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
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9. POLICY MATTERS
A. Consideration of Fiscal Year 2024-25 One-Time Uses of General Fund Balance
Action Proposed: Consideration and direction on potential one-time expenditures from General Fund balance in Fiscal Year 2024-25.

Contact: Karen Pinkos, City Manager; Crystal Reams, Finance Director/City Treasurer, Finance Department
Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding effect of drawing down reserves on potential borrowing options and discussed different scenarios.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Moved/Seconded: Councilmember Ktsanes/Mayor Pro Tem Quinto Action: Provided staff direction to proceed with $500K to the Swim Center, $120K to a Service Delivery Study, and $380K to a new Fire Engine from the General Fund Balance; and $1.5M from the Emergency Disaster Reserve Fund overage to the Section 115 Trust for retirement obligation, for a total of $2.5M allocation Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes,
Councilmember Motoyama, Councilmember Saltzman Noes: None

10. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS Mayor and City Council communications regarding local and regional liaison assignments, committee reports, and any required reporting under AB 1234 for meetings (as defined by the Brown Act) attended at the public's expense.

Councilmember Saltzman - reported on attendance at AC Transit briefing meeting in Oakland.

Councilmember Motoyama - reported on attendance at two separate Council Policy Ad-Hoc meetings, JPA Tom Bates meeting, Association of Bay Area Governments (ABAG) Housing Committee meeting, and ABAG Executive Board meeting.

Councilmember Ktsanes - reported on attendance at the Design Review Board meeting, Urban Forest Committee meeting, and announced the continuation of office hours on Saturdays.

Mayor Pro Tem Quinto - reported on attendance at Community Safety Committee meeting, Bay Area Air District Board meeting, Stationary Source Committee meeting of the Bay Area Air District, Marine Clean Energy (MCE) Board meeting, MCE Executive Committee meeting, and upcoming attendance at Hydrogen Conference representing MCE.

Agenda Packet Page 12 of 339

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Mayor Wysinger - reported on attendance at two separate Council Policy AdHoc meetings, JPA Tom Bates meeting, Cal Cities LGBTQ Local officials meeting, Japanese Delegation event, Human Relations Committee meeting, Green Empowerment Zone meeting, AC Transit State of Transit meeting, and career fair at El Cerrito High School.

11. ADJOURN REGULAR CITY COUNCIL MEETING
The regular meeting adjourned at 9:58 PM in honor of Former District 5 Board of Supervisor member Federal Glover.

Carolyn Wysinger, Mayor
This is to certify that the foregoing is a true and correct copy of the minutes of the City Council meeting of May 20, 2025 as approved by the El Cerrito City Council.

Holly M. Charléty, MMC, City Clerk
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DRAFT MINUTES
TUESDAY, JUNE 3, 2025
View:

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

2. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials Accommodations: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at 510- 215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable accommodations. Closed Captions available via zoom.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

CONCURRENT PUBLIC FINANCING AUTHORITY SPECIAL MEETING AND REGULAR CITY COUNCIL MEETING (6:00 PM)
Council Chambers - 10890 San Pablo Ave, El Cerrito
Closed Captions available via zoom:
https://us06web.zoom.us/j/87851494523?pwd=pZ08akKm7voNZLnwiICRMYVD3pEnix.1 Meeting ID: 878 5149 4523 Passcode: 018498 Dial in: 1-408-638-0968 Agenda Packet Page 14 of 339

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6:00 PM ROLL CALL – CONVENE CONCURRENT PUBLIC FINANCING

AUTHORITY SPECIAL MEETING AND REGULAR CITY COUNCIL

MEETING
Mayor Wysinger called the meeting to order at 6:00 PM.

Present: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama (arrived at 7:02 PM and left at 8:53 PM), Councilmember Saltzman

1. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A

COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449

2. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

3. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS

4. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

City Manager Karen Pinkos - reported on recent community survey results, announced upcoming 6/25 Richmond Streets Open House, and 7/15 study session with City Council.

Mayor Wysinger - announced the Human Relations Commission is hosting a Loving Day screening at El Cerrito High School on 6/12, remarked on the Pride Flag raising ceremony held on 6/2, and reported on the presentation of the George Floyd proclamation to his family.

Comments related to items appearing on the Public Hearing or Policy Matter portions of the Agenda will be heard prior to the City Council taking action on each item.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Phil Young, Ed Colucci, - spoke in opposition to the Richmond Street Complete Streets project.

Luke Wallace, Duncan Robinson, Janet Byron - spoke in support of the Richmond Street Complete Streets project.

Sue Duncan - spoke regarding restricted parking on red flag warning days.

Bill Barish - spoke in support of consent item 7A.

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Pam Austin - announced an upcoming open house for a new water conservation garden at the prior Portola School site.

Brian Richmond - reported on the recent Hillside Festival event hosted by Trail Trekkers.

Janos Szlatenyi - spoke regarding the City's financial status and shared recommendations for ways to address.

Buddy Akacic - commented on resident garden vegetation removed from the Community Center, and alternative to conflicting views regarding Richmond Street.

6. PRESENTATIONS

7. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

A. Environmental Quality Committee Recommendation
Action Proposed: Receive and file recommendations from the Environmental Quality Committee.

Contact: Fred Bialy, Chair, Environmental Quality Committee; Christina Leard, Management Analyst III/Staff Liaison, Public Works Department Pulled from Consent by Councilmember Saltzman
Moved/Seconded: Councilmember Saltzman/Councilmember Ktsanes Action: Received and filed. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Saltzman Noes: None

Absent: Councilmember Motoyama
C. National Night Out Proclamation
Action Proposed: Approve a proclamation calling upon all residents of the City of El Cerrito to participate in “National Night Out” on Tuesday, August 5, 2025.

Contact: Emily Graham, Executive Assistant, Police Department (Heard out of Order)
Pulled from Consent by Councilmember Salzman.

Moved/Seconded: Councilmember Saltzman/Councilmember Ktsanes Action: Motion failed to modify the proclamation by editing the first clause to read "WHEREAS, National Night Out takes place on August 5, 2025."; and replace the third clause with the following language "WHEREAS, National Night Out is an annual community-building campaign that promotes police-community partnerships and neighborhood camaraderie to make our neighborhoods safer, more caring places to live; and WHEREAS, National Night Out enhances the relationship between neighbors and law enforcement while bringing back a true sense of community." Agenda Packet Page 16 of 339

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Ayes: Councilmember Ktsanes, Councilmember Saltzman Noes: Mayor Wysinger, Mayor Pro Tem Quinto
Moved/Seconded: Mayor Pro Tem Quinto/Mayor Wysinger
Action: Approved proclamation as presented Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes Noes: None
Abstain: Councilmember Saltzman Absent: Councilmember Motoyama B. Loving Day Proclamation
Action Proposed: Approve a proclamation declaring June 12, 2025 as Loving Day in the City of El Cerrito and encourage people to reflect on the Loving family and all of the pioneers who have and will continue to fight for the civil right to love.

Contact: Shannon Bassi, Human Resources Manager, City Management Moved/Seconded: Mayor Wysinger/Councilmember Saltzman
Action: Approved the proclamation Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember
Saltzman Noes: None Absent: Councilmember Motoyama

8. PUBLIC HEARINGS
NOTICE OF RESCHEDULING: The public hearing on an Ordinance regarding Defensible Space Inspections within the Fire Hazard Severity Zones as Designated by CalFire and Designating Fire Hazard Severity Zones has been rescheduled from June 3, 2025 to June 17, 2025
A. Approval of the Hillside Natural Area Fire Resilience and Forest Conservation Management Plan
Notice Published 5/24/2025. CEQA Determination: The City has prepared an Initial Study and Mitigated Negative Declaration.

Action Proposed: Conduct a public hearing and, upon conclusion 1) Adopt a resolution approving the Initial Study/Mitigated Negative Declaration (IS/MND) and Mitigation Monitoring and Reporting Program (MMRP) and 2) Adopt a resolution approving the Hillside Natural Area (HNA) Fire Resilience and Forest Conservation Management Plan.

Contact: Stephen Prée, Environmental Programs Manager; Karineh Samkian, Senior Program Manager; Amelia Timbers, Operations and Environmental Services Division Manager, Public Works Department; Chase Beckman, Battalion Chief, Fire Department
Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding identification of funding, plans to update the City Council on implementation progress, available resources and grant opportunities, and methods of removing invasive species.

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Public Hearing: Mayor Wysinger opened the public hearing.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Sue Duncan - spoke in support of approval of the plan and identifying funding to implement the plan.

Nick Zamorano - spoke in support of approval of the plan, particularly the defensible space requirements.

Mark Mespelt - commented on experience with previous fires in the Hillside Area, and the need to thin and remove trees.

Robert Fabini - spoke regarding importance of managing combustibles, and issues of lost water pressure during previous fires, and community involvement.

Audrey Liese - spoke regarding the importance of community involvement, collaboration and support of the plan.

Isadora Tran - commented on importance of the long-term vision of the plan and short-term actions that can be achieved now including burning piles and protection of native plants.

Brian Richmond - commented on the collaborative community process, and the cost to implement outweighs the cost of inaction.

Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Saltzman Action: Closed the public hearing. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
Moved/Seconded: Councilmember Ktsanes/Councilmember Motoyama Action: Approved Resolution No. 2025-34 and Resolution No. 2025-35 Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None

9. POLICY MATTERS
A. 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
Contact: Karen Pinkos, City Manager; Crystal Reams, Finance Director/City Treasurer, Finance Department
Agenda Packet Page 18 of 339

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Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding one-time expenditures and forecasting for needs, Section 115 Trust funds, evaluation of long-term funding needs, increasing investment returns, and current projections for revenues.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Michael McDougall - spoke in support of budget adoption.

Action: Received and Filed
B. 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.

Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department
Moved/Seconded: Councilmember Saltzman/Councilmember Motoyama Action: Approved Resolution No. 2025-36. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
C. 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.

Contact: Shannon Bassi, Human Resources Manager, City Management Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding financial impacts in future years.

Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Saltzman Action: Approved Resolution No. 2025-37. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Saltzman Noes: None Absent: Councilmember Motoyama

10. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS Mayor and City Council communications regarding local and regional liaison assignments, committee reports, and any required reporting under AB 1234 for meetings (as defined by the Brown Act) attended at the public's expense.

Mayor Pro Tem Quinto - reported on attendance at Supervisor Glover's memorial service, and Hydrogen Conference in Sacramento.

Agenda Packet Page 19 of 339

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Councilmember Saltzman - reported on attendance at the West Contra Costa Transportation Advisory Committee, Park and Recreation Commission meeting, and local Pride events.

Councilmember Ktsanes - reported on holding office hours for meetings with residents, and attendance at RecycleMore meeting.

Mayor Wysinger - reported on meeting with West Contra Costa County Unified School District (WCCUSD), and WCCUSD schools collaborative meeting.

11. ADJOURN CONCURRENT PUBLIC FINANCING AUTHORITY SPECIAL

MEETING AND REGULAR CITY COUNCIL MEETING
The meeting adjourned at 9:14 PM
Carolyn Wysinger, Mayor
This is to certify that the foregoing is a true and correct copy of the minutes of the City Council meeting of June 3, 2025 as approved by the El Cerrito City Council.

Holly M. Charléty, MMC, City Clerk
Agenda Packet Page 20 of 339

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DRAFT MINUTES
TUESDAY, JUNE 17, 2025
View (Regular Meeting Only):

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

2. Livestream Online at www.el-cerrito.org/CouncilMeetingMaterials Accommodations: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at 510- 215-4305. Notification 48 hours prior to the meeting will enable the City to make reasonable accommodations. Closed Captions available via zoom.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

SPECIAL CITY COUNCIL MEETING (5:00 PM)
Hillside Conference Room - 10890 San Pablo Ave, El Cerrito

CONCURRENT PUBLIC FINANCING AUTHORITY SPECIAL MEETING AND REGULAR CITY COUNCIL MEETING (6:00 PM)
Council Chambers - 10890 San Pablo Ave, El Cerrito
Closed Captions Available Via Zoom:
https://us06web.zoom.us/j/83313959926?pwd=uaPsyWTYYx74NGLUlUoZnjaWoUM5T8.1 Meeting ID: 833 1395 9926 Password: 879411 Dial in: 1-408-638-0968 Agenda Packet Page 21 of 339

Page 2 of 11 ends

5:00 PM ROLL CALL - CONVENE SPECIAL CITY COUNCIL MEETING Mayor Wysinger called the meeting to order at 5:02 PM.

Present: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember
Saltzman Absent: None

1. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A

COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449

2. ORAL COMMUNICATIONS FROM THE PUBLIC
All persons wishing to speak should sign up with the City Clerk. Remarks are typically limited to 3 minutes per person and to items on the special meeting agenda only.

3. CLOSED SESSION CONFERENCE WITH NEGOTIATORS
Pursuant to Government Code Section 54957.6
Agency Designated Representatives: Karen Pinkos, City Manager; Alexandra Orologas, Assistant City Manager; Shannon Bassi, Senior Human Resources Analyst; Glenn Berkheimer, Labor Negotiator; and Sky Woodruff, City Attorney.

Employee Organizations: Public Safety Management Association; and United Professional Firefighters Local 1230.

Contact: Sky Woodruff, City Attorney, City Management
City Council convened to closed session at 5:03 PM, no reportable action.

4. ADJOURN SPECIAL CITY COUNCIL MEETING
The special meeting adjourned at 5:40 PM
6:00 PM ROLL CALL – CONVENE CONCURRENT PUBLIC FINANCING

AUTHORITY SPECIAL MEETING AND REGULAR CITY COUNCIL

MEETING
Mayor Wysinger called the meeting to order at 6:04 PM.

Present: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Absent:

None

1. CONSIDER AND TAKE ACTION ON ANY REQUEST FROM A

COUNCILMEMBER TO PARTICIPATE IN THE MEETING REMOTELY DUE TO EMERGENCY CIRCUMSTANCES PURSUANT TO AB 2449

2. PLEDGE OF ALLEGIANCE TO THE FLAG OR OBSERVATION OF A

MOMENT OF SILENCE

3. TELECONFERENCE AND PUBLIC COMMENT INSTRUCTIONS
Agenda Packet Page 22 of 339

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4. COUNCIL/STAFF COMMUNICATIONS
Reports of closed session, commission appointments and informational reports on matters of general interest which are announced by the City Council and staff.

City Manager Pinkos - commented on recent community events and upcoming transition of the city to elcerrito.org.

Councilmember Motoyama - announced Kensington Park Summer Field Day for Karo-Echo, and donation opportunities for July 4th event.

Mayor Wysinger - reported on letter sent to the first elected black Mayor, Michael Harris, of DeRiddor Louisiana; issued Mayoral Proclamation for the El Cerrito Tennis Club in recognition of the Arlington Park Tennis Center; and recognition of Centenarians Esther Tanizawa and Ruby Adachi Hiramoto with Mayoral Proclamations; commented on recent actions and opposition to the President's actions regarding immigration and enforcement response.

Comments related to items appearing on the Public Hearing or Policy Matter portions of the Agenda will be heard prior to the City Council taking action on each item.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Inge Brust, Elaine Fielding, Kerri Langbehn, Clifford Nuzman, Kathy Nuzman, Ann Baugh, Diane Sanford, Margaret Cohea, Linda Cain - spoke in opposition or concern regarding the Richmond Street Complete Streets project.

Stuart Sonatina, Gaia Sonatina, Henry Pinkard, Steve Price, Allison Rutland - spoke in support of the Richmond Street Complete Streets project.

Sue Duncan - commented on concerns about weeds and brushes in the Hillside Natural area and fireworks concerns.

Buddy Akacic - spoke regarding policy for public comments, and concern regarding Richmond Street.

Sean O'Connor - spoke regarding concern about light pollution from city streetlights.

Meredith McGuire - spoke regarding cyclist safety and indifference of the City Council regarding concerns.

6. PRESENTATIONS
Agenda Packet Page 23 of 339

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7. ADOPTION OF THE CONSENT CALENDAR
All items on the consent calendar shall be acted upon in one motion, unless a member of the City Council or staff request separate consideration.

Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Motoyama Action: Approved items B-D and F-J on the consent calendar as indicated below Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None A. Financial Advisory Board Recommendation
Action Proposed: Receive and file recommendations from the Financial Advisory Board.

Contact: Kimberly White, Chair, Financial Advisory Board; Crystal Reams, Finance Director/Staff Liaison, Finance Department Pulled from consent by Councilmember Motoyama
Moved/Seconded: Councilmember Motoyama/Councilmember Ktsanes Action: Passed a motion directing staff to agendize a discussion item on the recommendation at a future City Council meeting. Ayes: Mayor Wysinger, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: Mayor Pro Tem Quinto
B. Board, Commission, and Committee Workplan(s) and/or
Accomplishments
Action Proposed: Receive and file adopted workplan(s) and accomplishments from applicable Boards, Commissions, and Committees of the City.
• Arts and Culture Commission
• Human Relations Commission
• Environmental Quality Commission
• Committee on Aging
Contact: Holly M. Charléty, City Clerk, City Management Action: Received and filed
C. Economic Development Committee Appointment
Action Proposed: Approve an Economic Development Committee recommendation to appoint Ahmed Qureshi, effective June 1, 2025.

Contact: Aissia Ashoori, Housing-Economic Development Manager, Community Development Department
Action: Approved appointment
Agenda Packet Page 24 of 339

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D. Monthly Disbursement and Check Register Report for May 2025 Action Proposed: Receive and file the Monthly Disbursement and Check Register Report for the month of May 2025.

Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department
Action: Received and filed
E. Juneteenth Proclamation
Action Proposed: Approve a proclamation in support and recognition of Juneteenth on Thursday, June 19, 2025 and further recognize Juneteenth by flying the flag at City Hall June 18-20, 2025.

Contact: Shannon Bassi, Human Resources Manager, City
Management
Pulled by Mayor Wysinger.

Moved/Seconded: Mayor Wysinger/Mayor Pro Tem Quinto
Action: Approved a revised proclamation, removing the 8th whereas clause. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
F. Parks Make Life Better Month Proclamation
Action Proposed: Approve a proclamation recognizing the importance of equitable access to local parks, trails, open space, and recreation facilities for the positive development of El Cerritans and all Californians.

Contact: Chris Jones, Recreation Director, Recreation Department Action: Approved proclamation
G. Revisions to Citywide Records Retention Schedule
Action Proposed: Adopt a Resolution to approve an update to the Citywide Records Retention Schedule and rescind Resolution No. 2023-

33. Contact: Holly M. Charléty, City Clerk, City Management Action: Approved Resolution No. 2025-38
H. SB 1 - The Road Repair and Accountability Act, List of Projects for Fiscal Year 2025-26
Action Proposed: Approve a resolution adopting a list of projects for Fiscal Year 2025-26 to receive funding from Senate Bill 1 – The Road Repair and Accountability Act of 2017 through the Local Streets and Roads Program.

Agenda Packet Page 25 of 339

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Contact: Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Action: Approved Resolution No. 2025-39
I. Designate One On-Street Parking Space for Zipcar on Kearney Street South of Manila Avenue
Action Proposed: Adopt a resolution designating one on-street parking space for Zipcar on the east side of Kearney Street south of Manila Avenue, fronting the California Department of Motor Vehicles.

Contact: Jarrett Mullen, Sustainable Transportation Program Manager, Community Development Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Action: Approved Resolution No. 2025-40
J. Amendment to Agreement with Napa Recycling and Waste Services, LLC (NRWS) for Commingled Recyclable Materials Processing Services
Action Proposed: Adopt a resolution authorizing the City Manager to amend the agreement with Napa Recycling and Waste Services, LLC (NRWS) for commingled recyclable materials processing services to extend the contract term by six months through December 31, 2025, in an amount not to exceed $110,000.

Contact: Christina Leard, Management Analyst III; Amelia Timbers, Operations and Environmental Services Division Manager; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department Action: Approved Resolution No. 2025-41
K. Amendment to Agreement with East Bay Sanitary Company, Inc. for Street Sweeping Services
Action Proposed: Adopt a resolution approving and authorizing the City Manager to execute an amendment to the agreement with East Bay Sanitary Company, Inc. for street sweeping services to extend the contract term by one additional year through June 30, 2026, in an amount not to exceed $112,716.19.

Contact: Christina Leard, Management Analyst III; Amelia Timbers, Operations & Environmental Services Division Manager; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department Pulled from consent by Councilmember Saltzman
Moved/Seconded: Councilmember Saltzman/Mayor Wysinger
Action: Approved Resolution No. 2025-42; and directed staff to return no later than January 2026 with an update to City Council on what is being done to improve the program. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama,
Councilmember Saltzman Noes: None
Agenda Packet Page 26 of 339

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8. PUBLIC HEARINGS
A. Fire Hazard Abatement Hearing and Declaration Action Proposed:

Staff requests that the City Council:

1. Adopt a resolution declaring weeds, rubbish, litter, or other flammable material on certain real property identified in the resolution constitutes a public nuisance; and

2. Conduct a public hearing and upon conclusion, adopt a resolution overriding objections by property owners and ordering the City Manager or their designee to abate certain public nuisances pursuant to El Cerrito Municipal Code Chapter 16.26.

Contact: Thomas Wade, Fire Prevention Officer; Chase Beckman, Fire Marshal, Fire Department
Moved/Seconded: Councilmember Motoyama/Councilmember Saltzman Action: Approved Resolution No. 2025-43 (Declaring Public Nuisances) with the revised Exhibit A. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama,
Councilmember Saltzman Noes: None
Public Hearing: Mayor Wysinger opened the public hearing.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Nick Zamorano - spoke in support of approving the item and importance of the program in reducing fire hazards.

Kay Starkweather -spoke in support of approving the item.

Moved/Seconded: Councilmember Motoyama/Mayor Pro Tem Quinto Action: Closed the Public Hearing Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
Moved/Seconded: Councilmember Motoyama/Councilmember Ktsanes Action: Approved Resolution No. 2025-44 (Overriding Objections) Ayes:

Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None B. An Ordinance regarding Defensible Space and Home Hardening Inspections within the High and Very High Fire Hazard Severity Zones as Designated by CalFire and Designating Fire Hazard Severity Zones
Exempt from review under the California Environmental Quality Act (CEQA Guidelines Section15061(b)(3)) Notice published 5/24/2025 Agenda Packet Page 27 of 339

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Action Proposed: Conduct a public hearing and, upon conclusion, introduce an Ordinance titled:

AN ORDINANCE OF THE CITY OF EL CERRITO AMENDING CHAPTER

8.30 OF THE EL CERRITO MUNICIPAL CODE TO DESIGNATE FIRE

HAZARD SEVERITY ZONES PURSUANT TO GOVERNMENT CODE
SECTION 51179 AND TO ESTABLISH PROCEDURES FOR DEFENSIBLE

SPACE AND HOME HARDENING INSPECTIONS WITHIN THE HIGH

AND VERY HIGH FIRE HAZARD SEVERITY ZONES
Contact: Chase Beckman, Fire Marshal; Eric Saylors, Fire Chief, Fire Department
Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding local standards, Insurance Services Office score for El Cerrito, Firewise community insurance reductions, process for issuance of certificate of compliance.

Public Hearing: Mayor Wysinger opened the public hearing.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Sue Duncan - spoke in support of the ordinance and commented on fire hazards throughout the city.

Tyra Wright - spoke in support of efforts to protect homes and businesses, and request to consider including a process to extend the certificate of compliance requirements.

Kay Starkweather - spoke in support of the ordinance and need for home hardening efforts.

Heather Schiffman - Contra Costa Association of Realtors, spoke in support of ordinance and request to consider revisions to modify the certificate of compliance requirements to change to close of escrow.

Moved/Seconded: Mayor Pro Tem Quinto/Councilmember Motoyama Action: Closed the public hearing. Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama,
Councilmember Saltzman Noes: None
Moved/Seconded: Councilmember Motoyama/Councilmember Saltzman Action: Waived the first reading and introduced an Ordinance AMENDING CHAPTER 8.30 OFTHE EL CERRITO MUNICIPAL CODE TO DESIGNATE

FIRE HAZARD SEVERITY ZONES PURSUANT TO GOVERNMENT
CODE SECTION 51179 AND TO ESTABLISH PROCEDURES FOR

DEFENSIBLE SPACE AND HOME HARDENING INSPECTIONS WITHIN
Agenda Packet Page 28 of 339

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THE HIGH AND VERY HIGH FIRE HAZARD SEVERITY ZONES
Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None City Council recessed from 7:53 to 8:05 PM.

9. POLICY MATTERS
A. CITY COUNCIL/PUBLIC FINANCING AUTHORITY ITEM
Approval of the City's Fiscal Year 2025-26 Budget Update and Spending Authority by Fund for the City, Public Financing Authority, and Approval of the FY 2025-26 Annual Gann Appropriation Limit.

Action Proposed: Staff requests that the City Council:

1. Adopt a City Council resolution authorizing Fiscal Year 2025-26 spending authority by fund for the City of El Cerrito

2. Adopt an El Cerrito Public Financing Authority resolution authorizing Fiscal Year 2025-26 spending authority by fund

3. Adopt a City Council resolution approving the calculation and establishing the FY 2025-26 annual Gann appropriation limit Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department
Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding review by the Financial Advisory Board, Richmond Streets funding, format of budget information provided, Measure H fund balance and allocations for upcoming pool maintenance, C.O.P.S grant fund balance, ending balance for Integrated Waste fund, reserve level projections, and council budget priorities.

Public Comments: Written comments submitted prior to and during the meeting are posted online as supplemental materials and incorporated into the official meeting record.

Moved/Seconded: Councilmember Saltzman/Mayor Pro Tem Quinto Action: Approved City Resolution No. 2025-45, Public Financing Authority Resolution No. 2025-01, and City Resolution No. 2025-46.

Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Motoyama, Councilmember Saltzman Noes: Councilmember Ktsanes B. Spending Authority for Certain Vendors Expected to Exceed $45,000 for FY 2025-26
Action Proposed: Adopt a resolution approving spending authority for vendors expected to exceed $45,000 in Fiscal Year 2025-26.

Contact: Crystal Reams, Finance Director/City Treasurer, Finance Department
Agenda Packet Page 29 of 339

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Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding evaluation for consideration of increasing spending limits.

Moved/Seconded: Councilmember Motoyama/Councilmember Saltzman Action: Approved Resolution No. 2025-47 Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
C. Construction Contract Award for 2025 Surface Seal Project, City Project No. C3027.24
Action Proposed: Adopt a resolution approving plans and specifications for the 2025 Surface Seal Project, City Project No. C3027.24 (Project); acknowledging the sole bidder, Pavement Coating Co. (Pavement Coatings), as the lowest responsive and responsible bidder; accepting the negotiated price from Pavement Coatings; and authorizing the City Manager to execute a contract with Pavement Coatings in the amount of $2,400,898.27 and to approve potential change orders in an amount not to exceed $240,100.

Contact: Roland Lambert, Associate Engineer, Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer
Moved/Seconded: Councilmember Motoyama/Councilmember Ktsanes Action: Approved Resolution No. 2025-48 Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
D. Consulting Services Agreement with Rogers Stringer & McClelland, Inc. for Swim Center Design Services
Action Proposed: Adopt a resolution approving and authorizing the City Manager to execute a professional services agreement with Rogers Stringer & McClelland, Inc. (RSM) for the design of the Emery G. Weed, III Lap Pool's replaster, deck replacement, accessibility and egress improvements, parking lot electric vehicle charging infrastructure, and associated work in an amount not to exceed $220,000.

Contact: Christopher Jones, Recreation Director, Recreation Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Presentation and Discussion: Presenters and staff responded to comments and questions raised by members of the council regarding the cost of the installation of the slide, and the consequences of leaving in the current condition if construction were to start in 2026, patching options, and if funding is borrowed what the repayment plan would look like.

Moved/Seconded: Councilmember Motoyama/Councilmember Saltzman Action: Approved Resolution No. 2025-49 Ayes: Mayor Wysinger, Mayor Pro Tem Quinto, Councilmember Ktsanes, Councilmember Motoyama, Councilmember Saltzman Noes: None
Agenda Packet Page 30 of 339

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10. CITY COUNCIL LOCAL & REGIONAL LIAISON ASSIGNMENTS Mayor and City Council communications regarding local and regional liaison assignments, committee reports, and any required reporting under AB 1234 for meetings (as defined by the Brown Act) attended at the public's expense.

Councilmember Motoyama - reported on attendance at Contra Costa Mayors Conference, reappointment to Association of Bay Area Governments Executive Board, attendance at the City's Advisory Body member recognition dinner, and Arlington Tennis Center dedication.

Councilmember Ktsanes - reported on attendance at RecycleMore meeting, Urban Forest Committee meeting, Arlington Tennis Center dedication, and participation in the No Kings event in El Cerrito.

Mayor Pro Tem Quinto - reported on attendance at the Air Quality Board Stationary Resource Committee meeting.

Mayor Wysinger - reported on attendance at Contra Costa Mayors Conference.

Councilmember Saltzman - reported on attendance at orientation for the El Cerrito Star Interns

11. ADJOURN CONCURRENT PUBLIC FINANCING AUTHORITY SPECIAL

MEETING AND REGULAR CITY COUNCIL MEETING
The concurrent meeting adjourned at 9:28 PM
Carolyn Wysinger, Mayor
This is to certify that the foregoing is a true and correct copy of the minutes of the City Council meeting of June 17, 2025 as approved by the El Cerrito City Council.

Holly M. Charléty, MMC, City Clerk
Agenda Packet Page 31 of 339

AGENDA BILL
Agenda Item No. 7.B.

Date: July 15, 2025
To: El Cerrito City Council
From: Holly M. Charléty, City Clerk, City Management
Subject: Board, Commission, and Committee Workplan(s) and/or Accomplishments

ACTION PROPOSED
Receive and file adopted workplan(s) and accomplishments from applicable Boards, Commissions, and Committees of the City.
• Urban Forest Committee
• Community Safety Committee
• Committee on Aging
• Economic Development Committee

BACKGROUND/ANALYSIS
Resolution 2024-16, Section 3, adopted by the City Council on March 21, 2024, implemented procedures by which City of El Cerrito Boards, Commissions, and Committees (Advisory Bodies) adopt a two-year workplan. The workplan shall be developed within the Advisory Body's scope of responsibility and be aligned with the City's adopted Strategic Plan. The workplan shall be adopted by the Advisory Body (and posted on the Advisory Body website) no later than July 1st of applicable years. The workplan shall also include a section to provide annual accomplishments of the Advisory Body which shall be updated and posted annually by July 1st. Subsequent to adoption by the Advisory Body, the workplan and/or accomplishments shall be transmitted to the City Council on consent as a received and file item. The applicable advisory body chair(s) or designee(s) shall be in attendance at the meeting.

This item includes transmission of the following item(s):
• Urban Forest Committee Workplan (FY25/26-26/27)
and Accomplishments (FY24/25)
o Chair: Robin Mitchell
o Staff Liaison: Stephen Prée, City Arborist
• Community Safety Committee Workplan (FY25/26-26/27)
and Accomplishments (FY24/25)
o Chair: William Cedrick Cobb
o Staff Liaison: Aaron Leone, Police Sergeant
• Committee on Aging Workplan (FY25/26-26/27)
o Chair: Dr. Pansy Wong
o Staff Liaison: Bridget Cooney, Recreation Supervisor
Agenda Packet Page 32 of 339
Agenda Item No. 7.B.
• Economic Development Committee Accomplishments (FY24-25) o Chair: Jean Shrem
o Staff Liaison: Aissia Ashoori, Housing-Economic Development Manager

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• High Performing Organization.

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

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

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. UFC Workplan and Accomplishments

2. CommSC Workplan and Accomplishments

3. COA WorkPlan

4. EDC Accomplishments
Agenda Packet Page 33 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 1 of 6
Adopted: June 9, 2025E
Staff Liaison
Stephen Prée | 510-559-7685
[email protected]
Public Works Department

BIENNUAL WORK PLAN
FISCAL YEAR 2025/2026-2026/2027

URBAN FOREST COMMITTEE
Chair: Robin Mitchell; Vice-Chair: Randi Jiménez; Members: Robert Hrubes, Jennifer Kaczor, Yan Linhart, Akhil Iyer
MISSION STATEMENT:

Resolution No. 2007-96:

The Urban Forest Committee serves in an advisory capacity to the City Council, other commissions, and the citizens of the City with regard to the growth, maintenance, and location of trees within the City:
● To recommend programs, policies, and ordinances to implement and promote the City's Master Street Tree Plan and Urban Forest Management Plan and coordinate with Public Works Department staff regarding management and maintenance efforts; ● To promote and foster public awareness, education, interest and support for urban forestry efforts, foster volunteer opportunities for tree planting and irrigation along the city's streets and in residential front yards, and educate El Cerrito residents regarding selecting, planting and maintaining trees; and
● Promote and foster public awareness and education about potential hazards of trees near underground and above ground utilities and the appropriate tree species for avoiding such hazards.

HISTORICAL BACKGROUND: (Brief discussion regarding when the commission/committee was established and how it has changed over time) The Tree Committee (later renamed to Urban Forest Committee) was established by Council Resolution 2007-96. The Committee’s first five members (Ralph Boniello, Sheauchi Cheng, Janet Hittle, Steve Price and Mike Srago) were appointed to terms starting 9/11/12 through 1/1/2016. Since that time, additional members have included Karen Christian, Shannon Lee-Rutherford, Cathy Agenda Item 7.B.

Attachment 1
Agenda Packet Page 34 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 2 of 6
Adopted: June 9, 2025
Bleier, Michael Charlton, Akhil Iyer, Randi Jiménez, Yan Linhart, Robert Hrubes, Mary Torrusio, Robin Mitchell, Jennifer Kaczor, Catherine (Cassie) Hughes, and Melissa Feudi.

FISCAL YEAR (2025/2026-2026/2027)
Items listed in priority order
Goal or
Objective
Proposed
Activities
Estimated Staff time needed Timeline For
Completion
A. Increase awareness
and support of the El
Cerrito urban forest,
and participation in
urban forest activities
by El Cerrito residents

1. Improve communication about the UFC and the
El Cerrito urban forest
a) Develop an outreach campaign to educate
residents about the Public Tree Ordinance,
and the roles of the city and residents in
maintaining city street trees. Consider
various communication options, including
city publications, printed materials, and
social media.
b) Develop and follow a monthly editorial
calendar to plan and submit postings to
Green Happenings and other prioritized
communications about UF topics.
c) Provide content for updates to the UFC
website as needed to provide more
information about the UFC, tree planting
activities, etc.

Staff time for articles 2-8
hours/month

1. FY 25/26

2. Annually for planning,
monthly for review and
submission

3. As prioritized

2. Evaluate annual UFC Arbor Week events and
adjust to continually seek high impact on
community
a) Continue to work with schools (Fairmont
Elementary, Prospect Sierra)
Each may require additional
24-48 hours staff time. All
would be initiated by UFC and
Agenda Packet Page 35 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 3 of 6
Adopted: June 9, 2025
b) Continue to involve the El Cerrito Garden
Club when practical
c) Add a fall tree planting event in addition to
the spring Arbor Day event
d) Organize an Urban Street Tree Tour
co-managed with staff with
potential EQC participation.
a.). As prioritized
b.) Ongoing/as prioritized
c.) 2-3 months
d.). 2-3 months

3. Develop, evaluate, and hold public activities
based on estimated needed resources and impact
a) Tree planting workshops
b) Tree care workshops
c) Library events to educate children and
adults about trees
d) Work with EC school environmental classes
/ clubs to present information on trees
(elementary and high school)
e) Develop and implement an outreach
strategy to recruit more UFC members
a)- e.) Any one of these could
impact staff time by 24-28
hours each event. All would be
initiated by UFC and comanaged with staff with
potential EQC participation.
a.) -e.) As prioritized
B. Increase revenue
streams and make
recommendations for
how funds should be
used to advance
Urban Forest priorities

1. El Cerrito Urban Tree Fund – this fund can be
used to plant more urban trees as well as fund
their maintenance (initial watering, etc.)
a) Pursue the re-opening of the existing city
tree fund
b) Determine how the funds would be used,
based in part on input from the public
c) Help develop management guidelines for
the fund
d) Develop a set of proposed projects to be
implemented in the next FY, based on
public feedback from 2. above
a.)- d.). This will require staff
creation of an outline (16 - 32
hours), review and refinement
by Finance, City Manager’s
Office (CMO) and legal review,
60-80 hours over 6-10 weeks.

Possible adoption by City
Council.

a.). 4-6 months
b.). 4-6 months
c.) 4-6 months
d.). 4-6 months
Agenda Packet Page 36 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 4 of 6
Adopted: June 9, 2025
e) Start a public campaign to accept
contributions, once the projects are
determined
e.)“Donations Page on City
Website” (City Manager’s
suggestion) 24-36 hours
e.) 6-12 months

2. Review and allocate the annual UFC budget,
appropriated by the El Cerrito City Council
July 1 of each year

3. Research grant opportunities to support city
urban forestry goals and HNA management plan
activities
Uncertain how to assign staff
time here without consultants.
2-4 hours/month staff time,
UFC can research and suggest
too.

Ongoing

4. Explore opportunities for financial support from
city organizations (such as the El Cerrito Rotary
Club) and businesses, including members of EC
Chamber of Commerce
UFC, not staff time 6-12 months
C. Grow and sustain El
Cerrito’s urban forest

1. Identify and support the implementation of
opportunities to increase and maintain El Cerrito’s
urban forest inventory, potentially using funds
from the El Cerrito Urban Tree Fund
a) Pursue and support efforts to exceed the
number of trees planted by the city and
avoid reduction of the tree inventory, year
over year
b) Improve reporting to understand the nature
and trends of removal and mortality of
trees; check inventory database
periodically to assess growth or reduction
of tree inventory
a.) Additional staff time as
needed to facilitate grants and
funding mechanisms for more
tree planting
b.) 24-48 hours annually
a.). Plan annually, review
quarterly
b). At least every 2 years
Agenda Packet Page 37 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 5 of 6
Adopted: June 9, 2025
c) Geolocate street tree planting opportunities
to prepare for grant opportunities, such as
EEMP (Environmental Enhancement and
Mitigation Program)
d) Review relevant existing city plans, identify
goals and projects to prioritize, work with
the city to implement
e) Update El Cerrito’s Urban Forest
Management Plan (from 2007)
f) Revise El Cerrito Master Tree List as
needed
g) Consider community groups as potential
resources for EC UF projects, funded via
grants or city funds: Urban Tilth, Watershed
Project, Groundwork Richmond
h) Encourage development of a “Friends of
EC Urban Forest” group to support the
awareness and implementation of UF
projects
c.) 12-24 hours annually with
assistance from database
contractor
d.) Staff to prep and present:
8 hours/ plan; UFC to review
and comment.
e.) May require a grant for
consultants to draft and
complete. Requires City
Council adoption. 140-180
staff hours.
f.) The most recent list was a
collaborative effort with UFC
members and City staff which
required 40+ hours of each
participant. Periodic revisions
could be completed with less
intensity.
g.) This would be led by the
UFC but may require staff
and CAO time.
c.) As needed
d.) At least annually
e.) Ongoing
f.) As prioritized, estimate
1-2 years to complete
g.) As needed
h.) As prioritized
D. Review and give
input on city plan
documents

1. Provide ongoing UFC input, facilitate public
review, and advocate for upcoming projects,
including:
a) Implementation and funding of the HNA
Management Plan
b) Street tree planting for the Richmond
Complete Streets project
No additional staff time
required
a.) Ongoing
b.) As requested
Agenda Packet Page 38 of 339
Urban Forest Committee
FY 2025/2026 - 2026/2027 Work Plan Page 6 of 6
Adopted: June 9, 2025

ONGOING PROJECTS
Project Activities Funding and other Resources
requested
Estimated Staff
time needed
Maintain El Cerrito’s Tree
City USA status
Meet Tree City USA requirements
● Arbor Day event
● Arbor Day proclamation
● Maintain Tree Board (UFC)
● Investigate Growth Award
Annual UFC budget is $1,000 Annual TC USA
application requires
8-12 hours
Events: 16-48 hours
Proclamation: 3
hours
UFC maintenance:
96-112 hours/year
TC USA Growth
Awards: 24-64
hours/year
2025/26-2026/27 UFC Work Plan Adopted on June 9, 2025
Moved/Second: Kaczor/Mitchell
Ayes: Hrubes, Jiménez, Kaczor, Linhart, Mitchell
Noes: None

Absent: None
Agenda Packet Page 39 of 339
Urban Forest Committee
FY 2024/2025 Accomplishments Page 1 of 2 Adopted: 6/9/2025

URBAN FOREST COMMITTEE
Staff Liaison
Stephen Prée | 510-559-7685
[email protected]
Public Works

ACCOMPLISHMENTS
FISCAL YEAR 2024/2025

URBAN FOREST COMMITTEE
Chair Robin Mitchel; Vice-Chair Randi Jiménez; Members: Robert Hrubes, Akhil Iyer, Jennifer Kaczor, Yan Linhart
Pursuant to Resolution 2024-16
MISSION STATEMENT: Resolution No. 2007-96:

Agenda Packet Page 40 of 339
Urban Forest Committee
FY 2024/2025 Accomplishments

Page 2 of 2 ends

Maintain El Cerrito’s Tree City USA status UFC meetings and Arbor Week activities contribute towards maintaining Tree City
designation
Complete
Provide UFC related input on City plans - Provided input on HNA Fire Resilience and Forest Conservation Management
Plan drafts in meetings and public
workshops
- Provided input on Richmond Complete
Streets project
Ongoing
Increase awareness and support of the El
Cerrito urban forest
- Planned and participated in Arbor week
activities
- Represented UFC at July 4th festival
- Outreach to local schools
Complete for FY 2025
Collaborate and coordinate with other
City of El Cerrito committees, boards
and commissions, as well as other
cities
- Collaborate with the Environmental
Quality Committee
- Collaborate with the Park and Recreation
Commission
Complete for FY 2025
Accomplishments adopted on June 9, 2025 by the following vote:

Moved/Second: Kaczor/ Linhart
Ayes: Hrubes, Jiménez, Kaczor, Linhart, Mitchell
Noes: None

Absent: None
Goal/Objective Activites Supporting Goal Status
Agenda Packet Page 41 of 339
Community Safety Committee
FY 2025-2026 2026-2027 Work Plan Page 1 of 3
Adopted: 6-16-25
Community Safety Committee
Staff Liaison
Sergeant Aaron Leone
(510)215-4418
[email protected]
Police Department

BIENNUAL WORK PLAN
FISCAL YEAR 2025-2026 2026-2027
Community Safety Committee
Chair William Cobb; Vice-Chair James Dolgonas; Members Richard Ehara, Rosa Esquivel, George Gager, and Howard Hickman
MISSION STATEMENT: The community Safety Committee is charged with developing and promoting community safety programs and promoting cooperation with public safety entities. City Council Resolution 2024-38.

HISTORICAL BACKGROUND: The Community Safety Committee held its first meeting on July 1st, 2024. The newly formed committee grew out of the Crime Prevention Committee which had been a city advisory body for many years. In 2024 the El Cerrito City Council re-imagined the Crime Prevention Committee and expanded its mission and re-named the committee as the Community Safety Committee.

FISCAL YEAR 2025-2026
Items listed in priority order
Goal or
Objective
Proposed
Activities
Funding and other Resources
requested
Estimated Staff
time needed
Timeline For
Completion
Vegetation management
standards
See what guidelines are out
there for vegetation
management (distance away
from structures). Identify
how the city educates,
notices, and what the
timeline is to comply with
vegetation management.

None 1 hour 2027
Red Flag Day restricted
parking
Expanding program to more
streets
May request signage None 2026
Agenda Item 7.B.

Attachment 2
Agenda Packet Page 42 of 339
Community Safety Committee
FY 2025-2026 2026-2027 Work Plan Page 2 of 3
Adopted: 6-16-25
Rule 20A PG&E
underground power lines
Speak to PG&E and explore
the possibility of converting
to underground power lines
Funding from PG&E None 2027
E-bikes on Ohlone
Greenway
Look into what kind of
signage should be added to
slow E-bikes down
May request signage None 2026
Look at Police Department
crime blotter
Look for trends in crimes None 1 hour 2027
FISCAL YEAR 2026-2027
Items listed in priority order
Goal or
Objective
Proposed
Activities
Funding and other Resources
requested
Estimated Staff
time needed
Timeline For
Completion
Vegetation management
standards
See what guidelines are out
there for vegetation
management (distance away
from structures). Identify how
the city educates, notices,
and what the timeline is to
comply with vegetation
management.

None None 2027
Rule 20A PG&E
underground power lines
Speak to PG&E and explore
the possibility of converting to
underground power lines
Funding from PG&E None 2027
Look at Police Department
crime blotter
Look for trends in crimes None 1 hour 2027

ONGOING PROJECTS
Project Activities Funding and other Resources
requested
Estimated Staff
time needed
Scam awareness outreach EC senior resource fair, 4th of July, West County Safety Day
Copies made by Police
Department, one ream of paper
1 hour
National Night Out Ride along with the Police Department to the block parties in the city
None 5 hours
Agenda Packet Page 43 of 339
Community Safety Committee
FY 2025-2026 2026-2027 Work Plan Page 3 of 3
Adopted: 6-16-25
Have a yearly meeting on
report of Police Department
use of military equipment
Yearly report on military equipment None 1 hour
Continue getting
presentations from
community groups
Core, Fire Wise, EBMUD, El Cerrito Fire
Chief, El Cerrito Police Chief, Mosquito and
Vector Control, etc.

None 1 hour
Workplan adopted on June 16, 2025 by the following vote:

Moved/Second: Member (Dolgonas/Hickman)
Ayes: Members (Cobb, Dolgonas, Gager, Esquivel, Hickman, Ehara) Noes: Members (None)

Absent: Members (None)
Agenda Packet Page 44 of 339
Community Safety Committee
FY (2024-2025) Accomplishments Page 1 of 2 Adopted: 6-16-25 Community Safety Committee
Staff Liaison
Sergeant Aaron Leone | 510-215-4418
[email protected]
Police Department

ACCOMPLISHMENTS
FISCAL YEAR 2024-2025
Community Safety Committee
Chair William Cobb; Vice-Chair James Dolgonas; Members George Gager, Rosa Esquivel, Howard Hickman, and Richard Ehara
Pursuant to Resolution 2024-16
MISSION STATEMENT: The community Safety Committee is charged with developing and promoting community safety programs and promoting cooperation with public safety entities. City Council Resolution 2024-38.

June Updated annually by July 1 and provided to City Council on Consent Goal/Objective Activities Supporting Goal Status
Community outreach (scams and
crime prevention)
Participated in the city fourth of July festival Completed but will be on going Community outreach (scams and
crime prevention)
Participated in Tri City Safety Day Completed but will be on going Community outreach (scams and
crime prevention)
Participated in El Cerrito Senior Resource
Fair
Completed but will be on going
Crime reduction Listened to presentation from police chief and police captain about facial recognition
software being used to solve crimes
Voted to endorse the purchase and use of
the technology
Educated themselves on community
programs and projects
Listened to a presentation from the
Coordinated Outreach Referral, Engagement
(CORE) program
Completed
Agenda Packet Page 45 of 339
Community Safety Committee
FY (2024-2025) Accomplishments

Page 2 of 2 ends

Educated themselves on community
programs and projects
Listened to a presentation from Make El
Cerrito Fire Safe
Completed
Educated themselves on community
programs and projects
Listened to a presentation on the Richmond
Street improvement project
Completed
Educated themselves on community
programs and projects
Listened to a presentation from the
American Red Cross
Completed
Committee recruitment Added two new members to the committee On going Accomplishments adopted on June 16, 2025 by the following vote:

Moved/Second: Member (Gager/Cobb)
Ayes: Members (Cobb, Dolgonas, Gager, Esquivel, Hickman) Noes: Members (None)
Abstain: Members (Ehara)
Agenda Packet Page 46 of 339
Committee on Aging
FY 2025-2026 – 2026-2027 Work Plan Page 1 of 5
Adopted: 06/18/2025

COMMITTEE ON AGING
Staff Liaison
Bridget Cooney | 510-559-7008
[email protected]
Recreation

BIENNUAL WORK PLAN
FISCAL YEAR 2025-2026 – 2026-2027

COMMITTEE ON AGING
Chair Dr. Pansy Kwong; Vice-Chair Mark Watson; Members Buddy Akacic, Linda Cain, Katherine Cesa, Carol Kehoe, Steve Lipson, Lisa Martinengo, Pamela Wagner, Bruce Yow
Pursuant to Resolution 2024-16
MISSION STATEMENT: The El Cerrito Committee on Aging was formed by City Council Resolution 3559 in June 1973 to advise the Council about the needs of older and/or disabled adult residents. The Committee on Aging addresses immediate concerns and issues concerning senior residents and adults with disabilities and addresses and supports the improvement of their quality of life. When appropriate, recommendations for action are made to the City Council.

The primary duties and purposes for which the Committee on Aging was established are as follows:
• To identify and establish regular communication with El Cerrito’s older and/or disabled adults. • To document needs of older and/or disabled adults living in El Cerrito and identify resources and benefits available from all agencies.
• To develop plans for programs that utilize the resource of talents among El Cerrito’s older and/or disabled adults through volunteer opportunities for inclusion in the General Plan and other plans and programs as may be developed. • To review and evaluate existing and proposed programs within their responsibility and make recommendations to the Council on City action and funding.
• To serve as liaisons with other interested and concerned groups.

HISTORICAL BACKGROUND: The members of the Committee on Aging are appointed by the City Council upon recommendation by the Committee. Membership is open to all interested adult residents of El Cerrito. Anyone wishing to join the Committee is encouraged to attend meetings so that they may become familiar with the members and activities of the Committee before making their decision to join.

The Committee’s regular meeting date is the third Wednesday of the month. The meetings start at 3 p.m. The Committee meets at the El Cerrito City Hall, Council Chambers, 10890 San Pablo Ave. The public is invited to attend the meetings. The Chairperson and ViceChairperson are elected annually. The Committee on Aging does not meet in July, August, and December.

Agenda Item 7.B.

Attachment 3
Agenda Packet Page 47 of 339
Committee on Aging
FY 2025-2026 – 2026-2027 Work Plan Page 2 of 5
Adopted: 06/18/2025
FISCAL YEAR 2025 - 2026
Items listed in priority order.

Goal or
Objective
Proposed
Activities
Funding and Other
Resources Requested
Estimated Staff
Time Needed
Timeline For
Completion
Advocate for improved
safety and comfort for
seniors in public spaces in
El Cerrito.

Strategic Plan Goal:

Community Safety,
Livability and Belonging.

Conduct Park Assessments using
the Age-Friendly Park Evaluation
Checklist. Identify trip hazards,
insufficient seating, poor signage,
and other issues.

COA members will visit City parks
to evaluate features impacting
senior safety and comfort including:
• Trip hazards (e.g., uneven
pavement, raised sidewalks)
• Signage visibility
• Handrail placement
• Availability and condition of
seating, drinking fountains
and restrooms.

Compile findings and submit
recommendations to the Parks &
Recreation Commission and City
Council.

None
5-6 hours
Summer 2025 –
COA members
conduct park
evaluations.

September 2025
– COA members
report findings to
committee and
consider a
motion to submit
a
recommendation
to City Council
and the Parks
and Rec
Commission.

Increase awareness of local
programs and services for
seniors and disabled adults.

Advocate and support
educational opportunities for
older adults in El Cerrito.

In partnership with the Area
Agency on Aging, the
Compile and update a list of local
organizations in El Cerrito and
Contra Costa and Alameda
Counties that offer free or low-cost
services to seniors and disabled
adults living in El Cerrito.

Format list for print and website
distribution.

Print materials for
distribution.
10-15 hours June 2026
Agenda Packet Page 48 of 339
Committee on Aging
FY 2025-2026 – 2026-2027 Work Plan Page 3 of 5
Adopted: 06/18/2025
Advisory Council on Aging,
the West County Senior
Coalition, City and County
leaders, and the County
Public Health Department,
work to increase awareness
of programs and resources
available to older adults in El
Cerrito and Contra Costa
County.

Strategic Plan Goal:

Livability and belonging.

Share list with seniors living in El
Cerrito through on-going outreach
and sharing of information of
programs and resources for seniors
using standard media channels.

Partner with the City Recreation
Department, St. John’s, Christ
Lutheran, and Sakura Kai Senior
Programs as well as Senior Living
Facilities (Eskaton Hazel Shirley
Manor, El Cerrito Royale, and
Hana Gardens).

Increase awareness of
transportation options for
seniors.

Strategic Plan Goal:

Livability and belonging.

Plan and host a Transportation
Fair.

Secure participation from local
transportation providers.

Promote through flyers, email,
social media, and partner
organizations.

Partner with the City to provide
space to hold the Transportation
Fair.

Outreach includes distributing
flyers, sending emails, announcing,
inviting, and encouraging seniors in
El Cerrito to attend the
Transportation Fair.

Print materials to promote
the Transportation Fair.
20-25 hours June 2026
FISCAL YEAR 2026 - 2027
Items listed in priority order.

Agenda Packet Page 49 of 339
Committee on Aging
FY 2025-2026 – 2026-2027 Work Plan Page 4 of 5
Adopted: 06/18/2025
Goal or
Objective
Proposed
Activities
Funding and Other Resources
Requested
Estimated Staff
Time Needed
Timeline For
Completion
Continue supporting agefriendly initiatives through
ongoing projects. No
additional projects identified
for Fiscal Year 2026/2027.

See ongoing projects listed
below.

ONGOING PROJECTS
Project Activities Funding and Other Resources
Requested
Estimated Staff
Time Needed
Promote awareness of
programs, services, and
volunteer opportunities that
benefit seniors and disabled
adults in El Cerrito.

Strategic Plan Goal:

Livability and Belonging
Community Safety
Environmental
Sustainability
• Recommend speakers/vendors for Senior
Presentations and Senior Resource Fair.
• Promote via flyers, postings, and direct
invitation/outreach.
• Volunteer at events at Christ Lutheran, St.

John’s, Sakura Kai Senior Centers, and
the City of El Cerrito Adult Programs &
Senior Services.
• Raise awareness of senior programs,
services, and volunteer opportunities in El
Cerrito.
• Printed marketing
materials (flyers/posters,
tape, paper, etc.)
• Promotional giveaways
with the city logo for
volunteers and attendees
• Refreshments for
volunteers and attendees
25-30hours
Recognize and celebrate
Centenarians in the
Community. (Quarterly)
Strategic Plan Goal:

Livability and Belonging
• Identify residents turning one hundred or
older through community networks (senior
centers, local contacts, word of mouth,
etc.)
• Submit names, birth dates, and contact
info to staff liaison to initiate Mayoral
Certificate process.
• Verify residency and age quarterly and
share updates with staff liaison.
• None requested. 2-4 hours
Improve accessibility and
inclusions in City facilities and
programs for seniors and
people with disabilities.
• Engage seniors and disabled residents to
identify accessibility barriers in public
spaces and services (e.g., parks,
sidewalks, signage, entrances).
• None requested 2-4 hours
Agenda Packet Page 50 of 339
Committee on Aging
FY 2025-2026 – 2026-2027 Work Plan Page 5 of 5
Adopted: 06/18/2025
Strategic Plan Goal:

Community Safety,
Livability and Belonging
• Document feedback and suggestions
based on real-world use and accessibility
observations.
• Share compiled input with staff liaison to
support City planning and improvement
efforts.
• Submit formal recommendations to the
City Council when appropriate.

Workplan adopted on June 18, 2025, by the following vote:

Moved/Second: Vice Chair Watson / Member Wagner
Ayes: Members Akacic, Cain, Cesa, Kehoe, Dr. Kwong, Lipson, Martinengo, Wagner, Watson, Yow Noes: None

Absent: None
Agenda Packet Page 51 of 339
Economic Development Committee
FY (2024-2025) Accomplishments Page 1 of 1 Adopted: 6/16/2025 Economic Development Committee
Staff Liaison
Aissia Ashoori | 510-215-4361
[email protected]
Community Development

ACCOMPLISHMENTS
FISCAL YEAR 2024/2025

ECONOMIC DEVELOPMENT COMMITTEE
Chair Jean Shrem; Vice-Chair Eric Wright Members Mark Figone, George Gager, Isaac Mankita, Sandra Mayithara, Kevin Schenthal, Patrick Swen Pursuant to Resolution 2024-16
MISSION STATEMENT: The Economic Development Committee acts in an advisory capacity to perform tasks and duties identified by the Economic Development Strategy and Action Plan. Advises the Council on economic development matters, makes recommendations on the annual economic development work plan, and oversees the work of subcommittees established to concentrate on creating plans for high-priority areas. Provides input to other City boards and commissions on economic development matters and reviews progress towards achieving the annual work plan goals and long range economic development goals. Encourages community involvement in economic development.

HISTORICAL BACKGROUND: Resolution 2013-66 and Resolution 2021-54 Updated annually by July 1 and provided to City Council on Consent Goal/Objective Activites Supporting Goal Status
Encourage community involvement
and bolster economic development
activites that spotlight local makers
Co-Sponsoed
Winter Makers Faire (12/8/2024)
Completed
Encourage community involvement
and bolster economic development
activites that spotlight local makers
Co-Sponsoed
Summer Makers Faire (6/7/2025)
Completed
Aroud the World Food Bingo Drafted marketing collateral, instructions, list of restaurants and social media tools to
ramp up for launch in Fall 2025.

In progress
Accomplishments adopted on 06/16/2025 by the following vote:

Moved/Second: Member Shrem/Mankita
Ayes: Members Gager, Mankita, Mayithara, Schenthal, Shrem Noes: N/A Absent: Members Figone, Swen, Wright
Agenda Item 7.B.

Attachment 4
Agenda Packet Page 52 of 339
Agenda Item No. 7.C.

ORDINANCE 2025-02
AN ORDINANCE OF THE CITY OF EL CERRITO AMENDING CHAPTER 8.30 OF THE

EL CERRITO MUNICIPAL CODE TO DESIGNATE FIRE HAZARD SEVERITY ZONES PURSUANT TO GOVERNMENT CODE SECTION 51179 AND TO ESTABLISH

PROCEDURES FOR DEFENSIBLE SPACE AND HOME HARDENING INSPECTIONS

WITHIN THE HIGH AND VERY HIGH FIRE HAZARD SEVERITY ZONES WHEREAS, California continues to experience increasingly severe and frequent wildfires that threaten lives, property, infrastructure, and ecosystems, particularly in Wildland-Urban Interface (WUI) and classified Fire Hazard Severity Zones (FHSZs); and WHEREAS, pursuant to Government Code Section 51178, the State Fire Marshal identifies areas in the state as moderate, high, and very high fire hazard severity zones based on consistent statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas; and
WHEREAS, Government Code Section 51179 requires the City to designate, by ordinance, moderate, high and very high fire severity zones in its jurisdiction within 120 days of receiving recommendations from the State Marshal pursuant to Section 51178.

WHEREAS, defensible space is an area where flammable material is removed or reduced to help protect people, homes, and communities from wildfire.

WHEREAS, Assembly Bill 38 (AB 38), effective January 1, 2021, promotes wildfire resilience by requiring sellers of real property located in high or very high FHSZs to provide buyers with documentation regarding compliance with applicable defensible space standards prior to the sale of the home.

WHEREAS, the City of El Cerrito (“City”) has further advanced fire risk mitigation through the promotion of home hardening strategies, which involve retrofitting buildings with ignition-resistant materials and design features proven to reduce structural loss during wildfires; and
WHEREAS, Government Code Section 51182, Public Resources Code Section 4291, and 14 Cal. Code Regs. Sections 1299.01-1299.05 establish defensible space standards for the 5-30 feet surrounding a property (“Zone 1”) to reduce wildfire risk by minimizing flammable materials and maintaining vegetation in a way that slows fire spread as well as standards for the 30-100 feet surrounding a property (“Zone 2”) to slow the spread of wildfire by reducing the amount of vegetation that could fuel flames.

WHEREAS, scientific research and post-fire assessments have demonstrated that the 0-5 feet immediately surrounding a property (“Zone Zero”) is the most vulnerable area to windborne embers and flame contact, and that keeping this area free of combustible material significantly reduces the risk of structural ignition; and WHEREAS, the California Board of Forestry and Fire Protection will adopt regulations providing standards for Zone Zero by December 31, 2025 focusing on ember resistance and the removal of combustible materials adjacent to or touching a structure.

Agenda Packet Page 53 of 339
WHEREAS, the City supports proactive wildfire risk reduction and seeks to align local regulations with state law by adopting defensible space and home hardening measures that include Zone Zero standards; and
WHEREAS, the City will issue a certificate of compliance to owners of real property upon successful completion of a defensible space and home hardening inspection, providing formal documentation of fire safety compliance as required under AB 38; and WHEREAS, establishing the City’s authority to conduct AB 38 inspections and issuance of certificates of compliance will streamline real estate transactions, enhance public safety, and promote community wide wildfire resilience.

WHEREAS, the City will coordinate with CAL FIRE, the California State Fire Marshal and other relevant agencies to ensure consistency with state programs and to share data, best practices, and compliance information as needed.

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

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

Section 2: Amendment of Municipal Code. Chapter 8.30 of the El Cerrito Municipal Code is hereby amended and restated to read as follows:

Chapter 8.30 FIRE HAZARD SEVERITY ZONES; DEFENSIBLE SPACE AND HOME

HARDENING REQUIREMENTS

8.30.010 Designation of fire hazard severity zones.

The Fire Hazard Severity Zones located within the City of El Cerrito are hereby designated as recommended by the California Director of Forestry and Fire Protection pursuant to Government Code Section 51182. The maps of the Fire Hazard Severity Zones are hereby incorporated by reference and entitled “City of El Cerrito Fire Hazard Severity Zones.” The official maps are available on the City’s website. A copy of these maps shall be kept on file in the office of the fire chief and will also be made accessible through the building department.

8.30.020 Vegetation management standards.

A. Any person who owns, leases, controls, operates or maintains a building or structure shall maintain such building or structure in conformance with the vegetation maintenance standards established by the applicable defensible space and home hardening requirements of Public Resources Code Section 4291, Government Code Section 51182, 14 CCR Sections 1299.01-1299.05 and any other state regulations adopted pursuant to Public Resources Code Section 4291 or Government Code Section 51182, and any regulations adopted by the City, as each is amended from time to time B. The El Cerrito Fire Department, through the Fire Chief, is hereby authorized and directed to increase defensible space requirements and implement a home hardening program for buildings or structures within the City.

Agenda Packet Page 54 of 339

8.30.030 Inspection and issuance of certificates of compliance.

A. Prior to the sale of any real property that is within a high or very high fire hazard severity zone as designated by the City of El Cerrito Fire Hazard Severity Zones map, the owner of the property must request a defensible space and home hardening inspection from the El Cerrito Fire Department and provide to the buyer a certificate of compliance or noncompliance report provided by the El Cerrito Fire Department pursuant to Section

8.30.030(C).

B. An owner of any real property that is within a high or very high fire hazard severity zone as designated by the City of El Cerrito Fire Hazard Severity Zones map may voluntarily request a defensible space and home hardening inspection from the El Cerrito Fire Department. Upon completion of the inspection, the El Cerrito Fire Department shall issue a certificate of compliance or a noncompliance report as described in Section

8.30.030(C).

C. Upon completion of a defensible space and home hardening inspection confirming full compliance with Public Resources Code Section 4291 and 14 CCR Sections 1299.01- 1299.05 and Section 8.30.020(A), as each is amended from time to time, the El Cerrito Fire Department shall issue a certificate of compliance valid for a period of up to six (6) months. Upon completion of an inspection confirming noncompliance with Public Resources Code Section 4291 and 14 CCR Sections 1299.01-1299.05 and Section

8.30.020(A), as each is amended from time to time, the El Cerrito Fire Department shall issue a written noncompliance report summarizing each area of noncompliance.

D. The City may, by resolution of the City Council, adopt a fee to recover the costs required to implement this Section 8.30.030, including the costs of inspections, issuance of certificates of compliance, and preparation of noncompliance reports.

8.30.040 Violations and penalties.

A. A violation of this chapter shall constitute an infraction punishable by a fine of not less than one hundred dollars nor more than five hundred dollars.

B. Conviction of a second violation of this chapter within five years shall be punished by a fine of not less than two hundred dollars nor more than five hundred dollars.

C. Conviction of a third violation of this chapter within five years shall constitute a misdemeanor punishable by a fine of not less than five hundred dollars.

8.30.050 Public nuisance.

Any violation of this chapter shall constitute a public nuisance which may be abated, and abatement costs recovered, in the manner provided in Chapter 8.34, Chapter 16.26 relating to fire hazard abatement, or such other manner as authorized by state or local law.

Agenda Packet Page 55 of 339
Section 3: Severability. If any section, subsection, sentence, clause or phrase of this chapter is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this chapter. The city council hereby declares that it would have passed the ordinance codified in this chapter, and each and every section, subsection, sentence, clause or phrase not declared invalid or unconstitutional without regard to whether any portion of this chapter would be subsequently declared invalid or unconstitutional.

Section 4: Effective Date. This Ordinance shall take effect and be enforced thirty days after the date of its adoption. Prior to the expiration of fifteen days from the passage thereof, the ordinance or a summary thereof shall be posted or published as may be required by law, and thereafter the same shall be in full force and effect.

THE FOREGOING ORDINANCE was introduced at a regular meeting of the City Council on June 17, 2025 and passed by the following vote:

AYES: Mayor Wysinger; Mayor Pro Tem Quinto; Councilmembers Ktsanes, Motoyama, and Saltzman
NOES: None
ABSENT: None
ABSTAIN: None
ADOPTED AND ORDERED published at a regular meeting of the City Council held on July 15, 2025 and passed by the following vote:

AYES: Councilmembers
NOES: Councilmembers
ABSENT: Councilmembers
ABSTAIN: Councilmembers
APPROVED:

Carolyn Wysinger, Mayor
ATTEST:

Holly M. Charléty, City Clerk
Agenda Packet Page 56 of 339

ORDINANCE CERTIFICATION
I, Holly M. Charléty, City Clerk of the City of El Cerrito, do hereby certify that this Ordinance is the true and correct original Ordinance No. 2025-02 of the City of El Cerrito; that said Ordinance was duly enacted and adopted by the City Council of the City of El Cerrito at a meeting of the City Council held on July 15, 2025; and that said Ordinance has been published and/or posted in the manner required by law.

WITNESS my hand and Official Seal of the City of El Cerrito on . ________________________
Holly M. Charléty, City Clerk
Agenda Packet Page 57 of 339

AGENDA BILL
Agenda Item No. 7.D.

Date: July 15, 2025
To: El Cerrito City Council
From: A’shanti Coleman, Management Assistant Public Works Department; Yvetteh Ortiz, Public Works Director/City Engineer
Subject: Consulting Services Agreements for On-Call Construction Management Services

ACTION PROPOSED
Adopt a resolution authorizing the City Manager to execute consulting services agreements with 4leaf, Avila Project Management, Consor PMCM, Consolidated CM, CSG Consultants, Dabri., Inc, Kellman Construction, Mack5, Shiels Sowko Consultants, Swinerton Management & Consulting, and Zoon Engineering to provide On-Call Construction Management Services for three years with options to extend for an additional two years in an amount not to exceed $350,000 per fiscal year for each agreement.

BACKGROUND/ANALYSIS
The City requires the services of consulting firms to provide construction management services for a range of maintenance and capital projects. The type of work performed by these firms will vary in scope and duration based on the size of the project and support needed by City staff. As a result, on-call agreements with multiple firms are appropriate to allow for prompt procurement of services as needs arise and to cover a variety of specialties including facilities, parks, transportation, and storm drains.

For the past five years, the City has had on-call agreements with five firms, including Anchor CM, Ghirardelli Associates, Mack 5, Park Engineering, and Zoon Engineering (Resolution No. 2020-15). The contract terms with these firms expired in April 2025. A new set of on-call agreements is needed to deliver current and planned projects over the next few years.

City staff released a Request for Qualifications (RFQ) for On-Call Construction Management Services on April 23, 2025. Consultants were invited to submit a Statement of Qualifications (SOQ) demonstrating their ability to perform services in the following areas: providing administration of the construction contract in accordance with the project documents, Caltrans Local Assistance Procedures Manual, City procedures and the California Public Contract code; administering meetings with the contractor and City representatives; monitoring project schedule and budget; maintaining and submitting organized project files for record tracking and auditing; reporting on project’s progress and on any issues requiring City’s resolution; assuring that all applicable safety measures are in place; monitoring labor compliance including prevailing wage requirements; reviewing construction progress invoices for accuracy; administering Agenda Packet Page 58 of 339
Agenda Item No. 7.D.
project close-out process; public outreach and notification; and construction inspection and engineering.

The availability of the RFQ was posted on the City’s website and emailed to 52 firms on the City’s consultant list. Twenty firms submitted SOQs by the due date of May 15, 2025. City staff reviewed the SOQs based on the following evaluation criteria as listed in the RFQ:
• Presentation, completeness, clarity, organization, and conformance to the RFQ content and format requirements (10%)
• Understanding and approach (30%)
• Qualifications and experience (40%)
• References (20%)
Many firms demonstrated that they were highly qualified to provide the required services. Given the high demand for a variety of upcoming projects, City staff recommend that the City enter into agreements with the following 11 top-ranked firms:
4leaf, Avila Project Management, Consor PMCM, Consolidated CM, CSG Consultants, Dabri., Inc, Kellman Construction, Mack5, Shiels Sowko Consultants, Swinerton Management & Consulting, and Zoon Engineering. These firms possess a wide range of relative expertise and have demonstrated experience in providing on-call services for public agencies.

Each agreement will be based on the City’s standard agreement and crafted as a master agreement, with specific scope of services, schedule, and fee to be determined on a task order basis. As project needs arise, one or more of the firms will be asked to propose on a task's scope, schedule, and fee, depending on the complexity and specialty required. Once a proposal is agreed upon, the Public Works Director will issue a task order and work will begin.

As in prior years, each agreement will have an initial three-year term with an option to extend for up to two additional years. This length of time allows the City and the respective consultants to develop and implement projects, efficiently and effectively, to better serve residents, businesses, and other stakeholders. Each firm has submitted billing rate sheets for the various skill levels listed in their SOQs along with other charge conditions such as direct costs and mileage, which will be incorporated into their respective agreements.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• Infrastructure and Amenities by investing in maintenance, rehabilitation and development of sustainable, climate-adapted infrastructure and community assets.

Agenda Packet Page 59 of 339
Agenda Item No. 7.D.

ENVIRONMENTAL CONSIDERATIONS
This proposed action will not result in a project as defined by the California Environmental Quality Act, (CEQA). No further environmental review is needed.

FINANCIAL CONSIDERATIONS
Each on-call agreement will have a not-to-exceed limit of $350,000 per fiscal year.

However, an executed agreement does not guarantee any task orders will be issued. A firm will only perform work that has been approved in a task order. Each task order will be subject to the funding available for a specific project as allocated in the Capital Improvement Program or in department operating budgets, both of which are approved by the City Council as part of the biennial budget process.

LEGAL CONSIDERATIONS
The City Attorney has reviewed the proposed action and found that legal considerations have been addressed. In addition, the City Attorney will review and approve the final consulting services agreements.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution
Agenda Packet Page 60 of 339
RESOLUTION 2025-XX

RESOLUTION OF THE EL CERRITO CITY COUNCIL AUTHORIZIING THE CITY MANAGER TO EXECUTE CONSULTING SERVICES AGREEMENTS WITH 4LEAF,

AVILA PROJECT MANAGEMENT, CONSOR PMCM, CONSOLIDATED CM, CSG CONSULTANTS, DABRI, INC., KELLMAN CONSTRUCTION, MACK5, SHIELS SOWKO

CONSULTANTS, SWINERTON MANAGEMENT & CONSULTING, AND ZOON

ENGINEERING TO PROVIIDE ON-CALL CONSTRUCTION MANAGEMENT

SERVICES
WHEREAS, the City regularly requires the services of consulting firms to provide construction management services; and
WHEREAS, it is customary for a city to enter into one or more agreements for these services on an as-needed basis; and
WHEREAS, the City released a Request for Qualifications (RFQ) for On-Call Construction Management Services on April 23, 2025; and WHEREAS, the RFQ was posted on the City's website and emailed to 52 firms on the City's consultant list; and
WHEREAS, 20 firms submitted Statement of Qualifications (SOQs) by the due date of May 15, 2025; and
WHEREAS, City staff evaluated the SOQs based on the criteria listed in the RFQ, and ranked 4leaf, Avila Project Management, Consor PMCM, Consolidated CM, CSG Consultants, Dabri, Inc., Kellman Construction, Mack5, Shiels Sowko Consultants, Swinerton Management & Consulting, and Zoon Engineering as the top eleven firms to provide the services anticipated to be needed by the City; and WHEREAS, City Staff recommends that the City enter into agreements with these eleven consulting firms due to the high demand of a variety of upcoming projects; and WHEREAS, once agreements are executed and needs arise, one or more firms will be asked to propose on the scope, schedule, and fee for an individual task and, once a proposal is agreed upon, the Public Works Director will issue a task order and work will begin; and
WHEREAS, the agreed upon proposal for each task order will be subject to funding available in the Capital Improvement Program or department operating budgets.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby authorizes the City Manager to execute consulting services agreements with 4leaf, Avila Project Management, Consor PMCM, Consolidated CM, CSG Agenda Packet Page 61 of 339
Consultants, Dabri, Inc., Kellman Construction, Mack5, Shiels Sowko Consultants, Swinerton Management & Consulting, and Zoon Engineering to provide on-call construction management services for three years with options to extend for an additional two years in an amount not to exceed $350,000 per fiscal year for each agreement.

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

I CERTIFY that at a regular meeting on July 15, 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 62 of 339

AGENDA BILL
Agenda Item No. 7.E.

Date: July 15, 2025
To: El Cerrito City Council
From: Will Provost, Assistant to the City Manager, City Management Subject: Consulting Services Agreement for Service Delivery Study

ACTION PROPOSED
Adopt a resolution authorizing the City Manager to execute a consulting services agreement with Citygate Associates, LLC, to complete a citywide Service Delivery Study in an amount not to exceed $149,891.

BACKGROUND
Over the past fiscal year, the City Council has reviewed the General Fund revenues, expenditures, and fund balance projections prepared by City staff. The most recent projections that were provided to the City Council on June 17, 2025 indicated that operating expenses would exceed revenues starting in Fiscal Year 2026-27 and continuing for a total of six fiscal years. While the City is currently in overall strong financial health, the City will need to take steps to maintain an unrestricted General Fund operating reserve of 17% in future fiscal years as outlined in the City’s Comprehensive Financial Policies.

Following the fiscal challenges experienced by the City in 2020, numerous actions were taken to build up the City’s reserves, including establishing and funding an Emergency Disaster Relief Fund (EDRF) and a Section 115 Trust for pension costs. Currently, the projected ending General Fund balance for Fiscal Year 2024-25 totals $20.8 million equating to a 39% reserve ratio, the EDRF has a balance of $7.5 million, the Section 115 Trust has a balance of $2.9 million, and City’s unrestricted reserves are in excess of $10 million. These actions have provided a solid foundation for long-term sustainability.

However, as noted in a presentation to the City Council from NHA Advisors on May 20, 2025, cities across the state including El Cerrito are experiencing rapidly rising annual CalPERS costs, stemming primarily from pension obligations of CalPERS “Classic” employees. Classic employees are defined as those who joined the CalPERS system prior to January 1, 2013. As shown in the presentation, the City's annual CalPERS Unfunded Accrued Liability (UAL) costs which were approximately $3 million in 2018 are estimated to approach $10 million by 2031, and 98% of these costs are from “Classic” plans. Projections show the annual UAL costs will begin to decline in 2036 and approach $0 by 2046. Nevertheless, in the short-term, the City will have to plan for substantial CalPERS costs through 2035 in addition to managing escalating costs in other areas.

Agenda Packet Page 63 of 339
Agenda Item No. 7.E.

Concurrently, the City is also working to address infrastructure needs, deferred maintenance, and other capital priorities, and is exploring proposing long-term funding strategies in the next biennial budget to proactively plan for and manage these obligations. To support these efforts, staff recommends engaging a consultant to complete a Citywide Service Delivery Study that will assess the efficiency, effectiveness, and sustainability of the City's operations and services. The Service Delivery Study would build on recent organizational studies that were designed to be an in-depth review of certain areas, including the Classification and Compensation Study and the Cost Allocation and Fee Study. Together, these efforts support the City's broader goal of delivering high-quality services to residents in a manner that is financially sustainable.

ANALYSIS
On March 3, 2025, City staff released a Request for Proposals for the Citywide Service Delivery Study and received seven responsive proposals by the March 27, 2025, deadline. As shown in Table 1, the proposals varied considerably both in scope and cost, ranging from $94,900 to $198,660. After thorough review of materials and participation in an interview process, the selection panel composed of the City Manager, Police Chief, Fire Chief, and Public Works Director identified Citygate Associates as the most qualified firm. While Citygate Associates provided the most expensive initial proposal, it stood out among other proposals with its depth of expertise, proven experience, and strong understanding of the City's needs.

Table 1: Proposal Cost Comparison
Consultant Proposed Fee
Baker Tilly $114,900
Berry Dunn $118,600
Citygate Associates* $149,891
CPS HR $94,900
Matrix Consulting Group $109,800
MGT Impact Solutions $148,933
Raftelis $179,625
*Citygate Associates' initial proposal totaled $198,660, prior to discussion and scope refinement with City Staff After interviewing the top identified firms, City staff proceeded to negotiate with Citygate Associates as the top identified firm to refine the scope and budget for the project, finalizing a proposal at a cost of $149,891 (Attachment 2). Citygate Associates' project team consists of numerous retired local government and public safety officials who have successfully completed similar projects for other cities, and their focus will be on developing tailored recommendations unique to the City of El Cerrito. Citygate Associates will review operations and service levels, conduct an organizational assessment, and identify opportunities for improvement in service delivery and potential cost savings. A key component of the study will be robust employee engagement.

Through interviews, a confidential survey, and site visits, Citygate Associates will work directly with staff from all levels of the organization to understand challenges, strengths, Agenda Packet Page 64 of 339
Agenda Item No. 7.E.
and opportunities for improvement. This inclusive approach is intended to ensure the recommendations reflect El Cerrito's priorities as stated in the 2024-2029 El Cerrito Strategic Plan, which was a result of an extensive community outreach process. Once completed, the study will serve as a valuable tool for the City Council and City staff in evaluating the budget in relation to service delivery through a long-term, structural lens.

Staff recommends that the City Council approve a resolution authorizing the City Manager to execute a consulting services agreement with Citygate Associates to complete a Citywide Service Delivery Study in an amount not to exceed $149,891. Upon approval, staff will begin working with Citygate Associates immediately with a goal of producing actionable options in time for the development of the Fiscal Year 2026-27 & Fiscal Year 2027-28 Biennial Budget.

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

ENVIRONMENTAL CONSIDERATIONS
This section is not applicable to this item.

FINANCIAL CONSIDERATIONS
On June 3, 2025, the City Council approved of a one-time appropriation from General Fund Balance of $120,000 for the Service Delivery Study. The remaining cost of $29,891 will be absorbed into the City’s budget for Fiscal Year 2025-26 approved by City Council on June 17, 2025. No additional appropriations are being requested and no amendments to the budget are required.

LEGAL CONSIDERATIONS
The City Attorney has reviewed this action and all legal considerations have been addressed.

Reviewed by:

Karen Pinkos, City Manager
Agenda Packet Page 65 of 339
Agenda Item No. 7.E.

Attachments:

1. Resolution

2. Proposal
Agenda Packet Page 66 of 339
RESOLUTION 2025-XX

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

AND AUTHORIZING THE CITY MANAGER TO EXECUTE A CONSULTING

SERVICES AGREEMENT WITH CITYGATE ASSOCIATES, LLC TO COMPLETE A CITYWIDE SERVICE DELIVERY STUDY IN AN AMOUNT NOT TO EXCEED $149,891 WHEREAS, the City seeks to ensure it continues to maintain an unrestricted General Fund operating reserve of 17% as outlined in the City’s Comprehensive Financial Policies; and
WHEREAS, with CalPERS Unfunded Accrued Liability (UAL) payments estimated to increase through 2031, and the need to begin allocating funding toward deferred maintenance, capital costs, and other long-term expenses, an in-depth review of the City’s organization is needed to identify opportunities for improvement in service delivery and potential cost savings; and
WHEREAS, to support these efforts, staff recommend engaging a consultant to complete a Citywide Service Delivery Study that will assess the efficiency, effectiveness and sustainability of the City's operations and services; and WHEREAS, a key component of the Study will be robust employee engagement, including soliciting input from staff at all levels of the organization; and WHEREAS, this inclusive approach is intended to ensure the recommendations reflect El Cerrito's priorities as stated in the 2024-2029 El Cerrito Strategic Plan, which was a result of a robust community outreach process; and WHEREAS, once completed, the Study will serve as a valuable tool for the City Council and Staff in evaluating the budget in relation to service delivery through a longterm, structural lens; and WHEREAS, to complete this work, City staff released a Request for Proposals for the Citywide Service Delivery Study, receiving seven responsive proposals by the March 27, 2025, deadline; and
WHEREAS, after a thorough review of proposals, interviews, and a negotiations process, Citygate Associates, LLC, was selected as the most qualified firm to provide meaningful, actionable proposals to the City of El Cerrito, with a final negotiated proposal cost of $149,891; and
WHEREAS, on June 3, 2025, the City Council approved of a one-time appropriation from General Fund Balance of $120,000 for the Service Delivery Study, and there are funds available in the City’s Adopted Budget for Fiscal Year 2025-26 to pay the remaining cost of $29,891.

Agenda Packet Page 67 of 339
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that the City Manager is hereby approved and authorized to execute a consulting services agreement with Citygate Associates, LLC, to complete a Citywide Service Delivery Study in an amount not to exceed $149,891.

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

I CERTIFY that at a regular meeting on July 15, 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:

CITYOFELCERRITO,CA

PROPOSALTOCONDUCTA

CITYWIDESERVICEDELIVERYSTUDY
JUNE24,2025

A S S O C I A T E S

A S S O C I A T E S
Agenda Packet Page 69 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Table of Contents Page i

TABLE OF CONTENTS
Section Page
Cover Letter......................................................................................................................Precedes Table of Contents Section 2—Citygate General Information..................................................................................................................3

2.1 Citygate Introduction..........................................................................................................................3 Section 3—Citygate’s Experience and Qualifications ...............................................................................................5

3.1 Why Select Citygate? .........................................................................................................................5

3.2 Unmatched Local Government Experience .......................................................................................6

3.3 Citygate Project Team........................................................................................................................9

3.4 “Virtual City Hall” Panel of Consultants.........................................................................................18

3.5 Similar Projects Completed..............................................................................................................19

3.5.1 General Government Project Experience...........................................................................19

3.5.2 Public Safety Project Experience.......................................................................................27 Section 4—Citygate Cost Proposal............................................................................................................................32

4.1 Proposal Cost....................................................................................................................................32

4.1.1 Fees by Task ......................................................................................................................32

4.1.2 Hourly Rates......................................................................................................................33

4.1.3 Hours by Task and Team Member.....................................................................................33

4.1.4 Billing Schedule.................................................................................................................34 Section 5—Citygate Approach, Scope, and Timelines.............................................................................................35

5.1 Understanding of Project Scope of Work.........................................................................................35

5.1.1 Project Context...................................................................................................................35

5.2 Highlights of Project Approach........................................................................................................37

5.3 Profile of Assessment Factors..........................................................................................................39

5.4 Fire and Police Department Project Approach.................................................................................39

5.5 External Stakeholder Engagement ...................................................................................................40

5.6 Work Plan.........................................................................................................................................40 Task 1: Initiate and Manage the Project.........................................................................................41 Task 2: Communicate with and Involve Internal Stakeholders......................................................42 Task 3: Conduct Initial Operational and Process Review ..............................................................43 Task 4: Conduct In-depth Organizational and Operational Analysis.............................................44 Task 5: Present Draft Findings and Recommendations and Prepare Draft Report ........................44 Task 6: Prepare and Present Final Report.......................................................................................46

5.8 Proposed Project Schedule ...............................................................................................................46 Section 6—Citygate References.................................................................................................................................48

6.1 Firm References ...............................................................................................................................48 Section 7—Consulting Services Agreement..............................................................................................................50 Agenda Packet Page 70 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Table of Contents Page ii

7.1 Statement..........................................................................................................................................50 Section 8—Other Information...................................................................................................................................51

8.1 What Makes Citygate Unique ..........................................................................................................51

8.2 Data Collection and Analysis Techniques........................................................................................51 Appendices
Appendix A Code of Ethics
Appendix B Project Team Resumes
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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 2—Citygate General Information Page 3
SECTION 2—CITYGATE GENERAL INFORMATION

2.1 CITYGATE INTRODUCTION
Citygate is dedicated to providing consulting and
improvement services for public sector agencies.

Citygate’s mission is “The Business of Better
Government.” We provide operational studies for
local government agencies, and through our “Virtual
City Hall” model, we provide consulting services
across the full array of municipal functions,
including every function in the City’s scope of work.

Our firm has conducted over 700 consulting reviews
for over 400 government agencies throughout the
United States. (Please visit our website at
www.citygateassociates.com for further
information.)
Citygate Associates is staffed with retired city
managers, finance directors, police and fire chiefs,
and other department heads such as public works,
community development, economic development,
parks and recreation, finance, human resources, and
IT, most with 30+ years of local government
experience. We also have a headquarters support
team providing oversight and project support to all
consultants, including a rigorous quality control and
production team to assure all documents provided to clients exceed Citygate’s and clients’ standards. Citygate has over 45 employees on our payroll. Citygate also has an extensive network of subcontractors, although no subcontractors are included on this project.

WHO ARE WE?
Citygate is…
◆ A Virtual City Hall team of senior
public executives that are
dedicated to helping communities
improve
◆ A firm with 35 Years of history
exclusively serving over 400 local
governments with an unblemished
track record of no cancelled
projects or litigation
◆ A storyteller who recognizes each
client and project is unique that
warrants a customized report, not
one written from a standard
template
◆ Built with an emphasis on values
and character—our team
members are chosen for more than
the expertise conveyed through
their resumes
◆ Motivated to coach clients and
transfer our experiences
◆ A trusted partner who performs
the project with you, not to you
Agenda Packet Page 72 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 2—Citygate General Information Page 4
Citygate Associates was established on January 1, 1990, as a sole proprietorship. The company incorporated in May 1991 as a Chapter S Corporation and was reincorporated as a Limited Liability Corporation (LLC) in January 2000. Chad Jackson is Citygate’s President and sole owner.

NAME, ADDRESS, AND CONTACT INFORMATION
Citygate Associates, LLC
600 Coolidge Drive, Suite 150
Folsom, CA 95630
Primary Contact
Chad Jackson
President
[email protected]
(916) 458-5100 ext. 205
Secondary Contact
Lisa Shaffer
Project Manager/Local Government Specialist
[email protected]
(801) 918-0879
Agenda Packet Page 73 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 5 SECTION 3—CITYGATE’S EXPERIENCE AND QUALIFICATIONS

3.1 WHY SELECT CITYGATE?
Citygate’s qualifications to perform a Citywide Service Delivery Study are exceptional, based on the following:
 El Cerrito will not find a team with
more expertise in the key functions of
local government. We are unique in that
our proposal relies on a team of
practitioners with over 350 years of
combined experience in local government,
most as high-level managers, including
city managers/administrators and department head specialists across all City functions, including significant Bay Area expertise.
 Citygate has extensive experience with service delivery studies. We have completed numerous successful citywide operational, service delivery, efficiency, and staffing reviews throughout the western U.S. including for the cities of Albany, Angels, Colton, Corona, Covina, Delano, Glendale, Novato (currently), Pinole, and West Hollywood to name several. Also valuable to the City is our experience in Contra Costa County, where we have served many cities on related studies covering every function in the City’s scope of work. In working for these and other local governments, we have developed an extensive database of standards and best practices for benchmarking and comparing performance between jurisdictions.  Citygate has strong experience with public safety department service delivery reviews. Citygate has performed over 500 public safety reviews, many for California and Bay Area cities, including many recently and currently as shown in Section 3.5 where project descriptions are shown.
◆ Citygate has deep experience reviewing the operations of every function in the City’s scope, with recent and current reviews focusing on public works, parks and recreation, community and economic development, city administration, human resources, information technology, and finance.
◆ We produce results, not just reports. We pride ourselves in crafting recommendations that are scaled, contextual, responsive, and achievable. We want our recommendations to be implemented and successful, and we track that as a measure of our own success. Leaving clients with a fancy report that is not Citygate has completed
over 700 consulting
contracts for over 400
government agencies.

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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 6 implementable is not our goal. We are not successful unless our clients achieve their goals. Our recommendations have a high rate of successful implementation; just ask any of our clients!
◆ We are committed to our clients’ future success. When Citygate commits to a client, we commit to that client’s long-term success, far beyond the scope of an initial project. Our goal is not to serve 1,000 clients once, but rather to serve a small number of clients many times over. We are proud to say that 70 percent of Citygate’s revenue results from repeat business, referrals, and sole source procurements. Our clients are happy and we strongly encourage the City to contact our project references. As the County of San Diego former CAO stated: “We work with consultants, obviously, all the time, but the work that Citygate did on this report is some of the best I’ve seen in my tenure here.”

3.2 UNMATCHED LOCAL GOVERNMENT EXPERIENCE
Several highlights of our experience include:
 Citygate’s citywide study for West Hollywood included an in-depth analysis of the City’s current staffing and operations, including the creation of a detailed organizational staffing optimization plan, with the strategic objective of assisting City officials when making important decisions related to services and programs provided to residents. The study was well received, and West Hollywood since engaged Citygate to develop an Aquatic and Recreation Center staffing and operations plan for the City’s state-of-the-art 75,000-square-foot facility.

Citygate’s Project Interest – Public Service…
The challenges facing the City exceed what can be managed by a less experienced team. We are not just researchers and academics. We are senior public executives and analysts committed to public service—rooted in real needs and real economics. This continues to be our motivation.

Our Project Team has the depth of experience to communicate the project results in a way that all stakeholders can understand.

A project cannot succeed with just great data. The story has to be told in a compelling way to bring clarity and build momentum toward major policy decisions and needed change.

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Section 3—Citygate’s Experience and Qualifications Page 7  Citygate’s recent citywide staffing study for the City of Novato was well received and led to the City retaining Citygate for two additional studies—a Citywide outsourcing opportunities review and a Public Works Department staffing and operational review, both of which are currently nearing completion.  We have successfully conducted studies related to public works, engineering, parks and recreation, and community and economic development for cities such as Albany, Atwater, Carlsbad, Colton, Corona, Delano, Glendale, Goleta, Healdsburg, Los Altos, Modesto, Novato, Ojai, Pittsburg, Salinas, San Luis Obispo, Stockton, Vista, and West Hollywood, CA; Salt Lake City and Ogden City, UT; and Grants Pass, Beaverton, and West Linn, OR. Our engagements for counties have included Monterey County, Sacramento County, San Diego County, and Solano County, CA; Jackson County, OR; Clark County, WA; and Lee County, FL.

Many of these agencies experienced a demanding number of project reviews, plans examinations, and construction inspections along with corresponding high demands for capital improvement project management and daily operational responsibilities. These clients all shared significant stakeholder demands for transparency, efficiency, and participation while agency staff members reported feeling overwhelmed by the complexity, diversity, and volume of project demands.  Citygate has performed many operational reviews of human resources and administration functions. Citygate recently performed an organizational review of human resources functions for the City of Hercules, California. Citygate previously conducted an organizational analysis of the Human Resources Division of the Administrative Services Department in the City of Vista, California. Citygate also assisted the Salt Lake City Housing Authority with a Human Resources review of employee selection and performance review processes. Additionally, as one of seven service level assessments for the Orange County Fire Authority, Citygate performed a review of the Human Resources Department, examining operations and staffing in place to deliver services both internally to this large and complex organization and externally to the public it serves.
 Citygate has also performed many operational reviews of finance departments. We routinely provide extensive financial analysis and recommendations while assessing the feasibility and long-term cost projections of making changes to service delivery across the full range of government functions.

We conducted financial and organizational analyses for the City of South Pasadena, the Town of Windsor, the Western Riverside Council of Governments (WRCOG), and the San Gabriel Valley Council of Governments (SGVCOG). Citygate also completed citywide organizational reviews and budget stabilization studies for the Agenda Packet Page 76 of 339
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Section 3—Citygate’s Experience and Qualifications Page 8 cities of Angels, Sonora, and San Juan Bautista. We performed an organizational and process review of the Finance Department for the City of Vista, California, followed by a review of the City’s MUNIS Software System to improve its functionality. Citygate also completed an operational review of the Finance Department for the City of Folsom. We then worked with the City Manager and Finance Director to link and integrate the City’s Strategic Plan with the formulation of the operating budget. We have performed an operational and organization structure review of the Finance Department for the City of Surprise, Arizona. And we have performed many other financial reviews and analyses as part of citywide studies.

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Section 3—Citygate’s Experience and Qualifications Page 9

3.3 CITYGATE PROJECT TEAM
Citygate’s Project Team serving the City has approximately 350 years of experience in local government leadership across each of the functions being assessed.

Each Citygate consultant adheres to the Code of Ethics adopted by the Institute of Management Consultants (IMC) found in Appendix A. Project Team bios are below and resumes for core consultants are included in Appendix B.

TEAM OVERVIEW
Citygate’s team
includes…
◆ Multiple City
Managers/Administrators
from different agencies and
states
◆ Multiple Bay Area local
government executives
◆ Department Head expertise
across all City functions
◆ Editors and survey
technicians
◆ Approximately 350 years of
experience in local government
leadership
◆ The bench depth of a Virtual
City Hall with team redundancy
in all functions
Agenda Packet Page 78 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 10 Lisa Shaffer, Project Manager / Primary Contact and Local Government Specialist Ms. Shaffer is a dedicated public servant with 18 years of progressive experience in local government, most recently as Chief Administrative Officer for Salt Lake City. As the City’s CAO, she managed day-to-day government operations, appointed personnel, set strategic direction to achieve the City’s goals, and led a cross-departmental team that managed the City’s annual budget of $2 billion. Ms. Shaffer is adept at organizational and fiscal optimization, including succession planning. Her facilitation, vision, and project execution skills enabled her to create the City’s first Innovations Team, which implemented Citywide Enterprise Resource Planning solutions for Finance and Human Resources functions. She also collaborated with the Fire Chief to implement an alternative response team to respond to public safety calls for service. Before serving as CAO, she was the City’s Public Services/Works Department Director and transitioned the City to a mobile platform for asset management, which facilitated the creation of a comprehensive asset management plan.

Utilizing gathered data, she formed the City’s first capital projects team. She also served many roles within the City’s Community and Economic Development Department, including as Project Manager responsible for implementing a database to track building permit processes, which required her to maximize current functions and recommend process changes. She was the City’s single point of contact for complex development projects, which required collaborative teambuilding among external partners and internal stakeholders. With a background that enables her to understand and influence every function and operation of local government, Ms. Shaffer is eager to help cities, counties, and districts improve. She is most proud of her ability to identify current issues, assemble collaborative teams, responsively enact a relevant and timely vision (including technological implementation), and work productively among stakeholders with disparate interests.

Connie Jackson, Local Government Specialist
Ms. Jackson has over 32 years of local government management experience.

She served as City Manager of the Mendocino County coastal community of Fort Bragg, California, for four years and as City Manager of San Bruno, California, for 15 years, where she led the City’s work on establishment of the YouTube and Walmart.com world headquarter campuses. She previously served for over 13 years in the Office of the City Manager in the City of Hercules, California, as Assistant City Manager, as Budget, Redevelopment, and Economic Development Manager, and as Parks and Recreation Director.

At the time, Hercules was one of the fastest growing communities in the state, and Ms. Jackson played key roles with development of the City’s office park, which is home to the world headquarters of Bio-Rad Laboratories. Ms. Jackson has extensive experience developing and implementing successful fiscal, organizational, and operational strategies to improve operational Agenda Packet Page 79 of 339
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Section 3—Citygate’s Experience and Qualifications Page 11 effectiveness and resolve serious financial deficit situations, developing and implementing longterm community development strategic plans, addressing complex development-related issues, and developing public engagement strategies and programs. Ms. Jackson is a member of the ICMA. She was recognized by the League of California Cities City Manager’s Department as the 2012 City Manager of Distinction. She has presented before a wide variety of audiences nationally on San Bruno’s response to the devastating natural gas pipeline explosion and on pipeline safety.

Ms. Jackson holds a bachelor of arts degree in Social and Cultural Anthropology from the University of California, Berkeley, where she also completed all coursework for a master’s degree in Business Administration.

Andy Okoro, MSA, CPA, Local Government and Fiscal Specialist An accomplished former City Manager and finance official, Andy Okoro has more than 32 years of diverse experience in the administration and management of local government functions and programs. He spent 20 years with the City of Norco, CA, serving nine years as the Deputy City Manager and Director of Fiscal and Support Services before serving eleven years as the City Manager. During his tenure in the finance role, he effectively administered the day-to-day tasks of the Fiscal and Support Services Department and led in the development and implementation of policies and guidelines. These resulted in effective budgeting, long-term financial planning, and award-winning external financial reports. As City Manager, Mr. Okoro led the City of Norco through strategic organizational restructuring and long-term financial and operational decisions that resulted in a more than tenfold increase in the City’s General Fund reserves while building resilient enterprise and internal service funds. Mr. Okoro also significantly reduced unfunded pension and other post-retirement liabilities. Two of the most impactful initiatives he implemented in Norco were contracting out the City’s fire department services and passing a onecent add-on general revenue measure. As of June 30, 2022, the revenue measure was generating $8.8 million annually for the City, while over $3 million in annual savings were being realized as a result of the fire protection and emergency services contract with Cal Fire.

Prior to joining the City of Norco, Mr. Okoro held various high-level fiscal management positions with the City of Pasadena, the Southern California Regional Rail Authority (Metrolink Trains), and the Alameda Corridor Transportation Authority. At the City of Pasadena, he successfully managed the City’s accounting, financial reporting, internal audit, and procurement functions. At the Alameda Corridor Transportation Authority, he implemented and administered systems for controlling and monitoring the agency’s $2.5 billion program and operating budgets. These resulted in the on-time, under-budget, and successful completion of a $2.5-billion major rail project in Southern California.

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Section 3—Citygate’s Experience and Qualifications Page 12 Mr. Okoro is a licensed California CPA with a master’s degree in accounting from the University of Houston and a bachelor’s degree in business administration from Wichita State University, Kansas.

Andrew Green, MBA, Local Government Fiscal Specialist
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and fine-tuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green has extensive experience with all aspects of the operations of a municipal finance department including, but not limited to, financial reporting/accounting and analysis, accounts payable/receivable, debt issuance/management, payroll, investments, business licensing, risk management, purchasing, grant management, labor relations, and budgeting. Additionally, Mr. Green has developed and implemented finance department strategic plans in several jurisdictions. He has also served a variety of roles on many government finance organizations, including California Society of Municipal Finance Officers Chapter Co-chair, League of California Cities Employee Relations Department representative, and the State of Nevada Committee on Local Government Finance committee member.

Chief Richard Word, MPA, Police Services Senior Associate Chief Word formally began his law enforcement career at the Oakland Police Department in 1984. He rapidly rose through the ranks to become Oakland’s youngest Chief of Police in 1999. He commanded a force of approximately 1,200 total personnel with a budget exceeding $160 million. In his first year as Chief, the Department underwent a department-wide reorganization that led to the decentralization of patrol, investigative, and traffic resources to three police service areas. This effort entailed broad community and key stakeholder outreach to ultimately develop 57 organized community policing neighborhood groups, which each were assigned a Problem-Solving Officer and a civilian Neighborhood Services Coordinator. In his first year as Chief, the City saw its lowest number of homicides in over 30 years. After a 20-year career at Oakland, Chief Word joined the Vacaville Police Department as its Chief of Police in 2004. In 2014, Chief Word served as the interim Chief of Police for the Pinole Police Department.

Agenda Packet Page 81 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 13 Deputy Chief Jack Serier, MA, EdD, Police Services Senior Associate Dr. Serier has served as a law enforcement officer for 32 years. He served in two other city police departments before joining the Saint Paul Police Department, where he rose to the rank of Commander. He then became an administrator at the Ramsey County Sheriff’s Office and later became County Sheriff. As Sheriff, he was responsible for a $57 million budget and 450 employees. He recently retired as the Assistant Chief of Police from the Saint Paul Police Department, where he managed daily operations and was responsible for a $122 million budget. Additionally, he is the author of the 2019 Organizational Study of the Saint Paul Police Department.

Dr. Serier has worked with government at the city, county, and state levels, as well as with federal agencies, on an array of issues as an executive. He holds a bachelor’s degree from Hamline University and earned both a master’s and a doctoral degree in Leadership, Policy, and Administration from the University of Saint Thomas in Saint Paul, Minnesota. He is also a graduate of the FBI National Academy in Quantico, Virginia, and is past board chair of a regional nonprofit serving those in need of mental health services.

Chief Stewart Gary, MPA, Public Safety Principal
Chief Gary is the Public Safety Principal for Citygate Associates and is the retired Fire Chief of the Livermore-Pleasanton Fire Department in Alameda County, California. For the past 14 years, he has been a lead instructor, program content developer, and consultant for the Standards of Coverage process. For many years, he annually taught a 40-hour course on this systemsbased approach for fire deployment at the California Fire Academy, and he teaches and consults across the United States and Canada on the Standards of Coverage process. Over the last 24 years, he has performed more than 500 organizational and deployment studies for departments as varied as Minneapolis, Minnesota; San Diego, California; San Diego County; the Sacramento Metropolitan Fire District; and Los Angeles County. He has conducted many fire service delivery studies throughout the Bay Area.

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Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 14 Thomas Breyer, MSHS, Senior Fire Services Specialist
With over 25 years of deep and wide-ranging executive-level expertise in the Fire and EMS industry, Thomas Breyer has served with the Union Township Fire Department, OH as a firefighter-paramedic, the City of Forest Park Fire Department, OH as a firefighter-paramedic, Lieutenant, and EMS Coordinator, and the International Association of Fire Fighters as a FireBased EMS Specialist, Director, and Division Head (Assistant to the General President). He is driven by his passion to reduce risk in the community and supporting the needs of the public.

While at Forest Park, he restructured and supervised a complete overhaul of the department’s EMS capabilities and capacity for response and was responsible for providing continuing education. Mr.

Breyer has now moved to the private sector where he can continue his career long passion for using analytics to improve response and safety efforts in the fire service.

Mr. Breyer holds an associate’s degree from Hocking Technical College in Fire and Emergency Services, a bachelor’s degree from Xavier University, and a master’s degree from the George Washington University in Emergency Medical Services Leadership. He has served on several committees and boards that are responsible for shaping the quality of the fire and EMS industry, including: NFPA 1750 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Providing Fire and Emergency Services to the Public, NFPA 1022 Standard for Fire and Emergency Services Analyst Professional Qualifications, NFPA 3000 Standard for Active Shooter/Hostile Event Response, the Center for Public Safety Excellence Board of Directors, and the Committee on Accreditation for the EMS Professions Board of Directors.

Armando Ornelas, MSCRP, Community and Economic Development Specialist Mr. Ornelas has over 26 years of local government experience with the cities of Sparks, Nevada, and Albuquerque, New Mexico. Mr. Ornelas has also worked in higher education, the nonprofit affordable housing field, and for a private planning consulting firm. He has extensive experience and skills related to city planning, real estate development, economic development, affordable housing, and capital projects. Most recently, Mr. Ornelas served the City of Sparks, Nevada, for 23 years as Grants Administrator, Advance Planning Manager, Redevelopment Manager, City Planner, Assistant Community Services Director, and Community Services Director, retiring in 2023. As Community Services Director, Mr. Ornelas led a department of nearly 200 full-time positions that provides planning, code enforcement, building, redevelopment, engineering, capital projects, public works maintenance, and wastewater treatment services. Mr. Ornelas was also a member of the City’s Agenda Packet Page 83 of 339
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Section 3—Citygate’s Experience and Qualifications Page 15 executive leadership team. He routinely interacted with and presented to elected and appointed officials, citizens, stakeholders, and the media.

Mr. Ornelas has broad experience managing people, programs, and projects. Prior to his service for the City of Sparks, Ms. Ornelas provided consulting services to affordable housing developers for the Affordable Housing Resource Council in Reno, Nevada, as the Director of Grants and Contracts and Title III programs for Western New Mexico University in Silver City, New Mexico, as a planner for the redevelopment agency and the Mayor’s Office of Economic Development for the City of Albuquerque, and as a planner for Architectural Research Consultants, Incorporated, an Albuquerque facilities planning and programming consulting firm.

A proficient Spanish speaker, Mr. Ornelas earned both a Master of Science in Community and Regional Planning degree and a Bachelor of Arts in History degree from the University of Texas at Austin.

Cyrus Abhar, PE, LS, Public Works and Local Government Specialist Cyrus Abhar has more than 30 years of local government management experience and 10 years of private-sector experience. He recently retired after serving as the City Manager for the City of Rancho Cordova for eight years, where he was instrumental in growing the City into the vibrant and thriving community it is today—an award-winning organization focused on serving a diverse population and dynamic community. He managed a $120-million annual budget for the City and, among many accomplishments, successfully led the efforts in the passage of a ½-cent Sales Measure (Measure R) in 2020 which provides $12 million annually to the City’s General Fund for economic development initiatives and infrastructure projects.

Prior to serving as the City Manager, Mr. Abhar served as Rancho Cordova’s first Public Works Director and was recognized as the “Public Works Manager of the year” by the American Public Works Association in 2010. He also served as the City’s Chief Building Official and Assistant City Manager. Prior to joining the City of Rancho Cordova, Mr. Abhar served as the Chief of Operations and Maintenance Division for Sacramento County’s Department of Transportation.

Prior to working for Sacramento County, Mr. Abhar worked as a senior engineer and project manager for several private consulting and engineering firms in Texas and California. With strong critical thinking and problem-solving skills, Mr. Abhar has worked collaboratively with private developers, nonprofit organizations, and advocacy groups in developing and successfully implementing a variety of projects and programs that have created positive change for the communities in which they were implemented.

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Section 3—Citygate’s Experience and Qualifications Page 16 Mr. Abhar is a Registered Civil Engineer, Licensed Land Surveyor, Licensed Traffic Engineer, and Certified Chief Building Official. Mr. Abhar received his Bachelor of Science degree in Civil Engineering from the University of Texas at Austin.

Dr. Nicholas Pinhey, MPA, DPA, Public Works and Municipal Utilities Specialist Dr. Pinhey has over 33 years of experience in the management of public works and municipal utility departments and has served as a Director of Public Works or Assistant Public Works Director for most of his career. He recently served as Interim General Manager for the Stanislaus Regional Water Authority. Dr.

Pinhey has managed full-service public works departments in cities serving populations ranging in size from 45,000 to 215,000. Dr. Pinhey has experience in water and wastewater utility operation and management, has direct experience in all aspects of public works maintenance activities, and has directed engineering functions and major capital projects. He is certified by the State of California as a wastewater treatment plant operator Grade IV, surface water treatment plant operator Grade 3, and a water distribution system operator Grade 3. He is also certified as a wastewater collection systems maintenance technician Grade 3 and an environmental compliance inspector Grade 1 by the California Water Environment Association. He has extensive experience in the training of professional and technical competencies in public utilities.

Dr. Pinhey received as Master of Public Administration degree and doctorate from the University of Southern California, Price School of Public Policy. He also serves as an adjunct teacher in the Graduate Public Administration Program at California State University, Stanislaus.

Marc Fox, Human Resources Specialist
Marc Fox has 29 years of municipal human resources experience, including 23 years of human resources management experience, culminating as the Human Resources Director of a medium-sized California Bay Area County.

Included in this management experience is almost four years as an assistant City Manager with oversight of human resources, parks and recreation, information technology, maintenance services, housing rehabilitation loans, and funding of local nonprofits. Mr. Fox has extensive experience in recruitment and employee selection, training and staff development, risk management, benefits, and labor negotiations. Labor negotiations included simultaneous negotiations with 19 represented bargaining units across 12 negotiation tables.

Mr. Fox’s professional affiliations include President of California Bay Area City Personnel Manager’s group, President of the County Personnel Administrators of California, and member of the League of California Cities Board of Directors. Mr. Fox believes in community participation Agenda Packet Page 85 of 339
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Section 3—Citygate’s Experience and Qualifications Page 17 and served multiple terms on his community’s civil service commission. He chaired the city’s charter review committee, which resulted in the adoption of a significant charter amendment.

Mr. Fox earned a bachelor’s degree in business administration with a concentration on personnel and industrial relations from Western Washington University.

Julee Conway, MBA, CPRP, Parks and Recreation Specialist Ms. Conway has over 25 years of local government experience in California, Oregon, and Nevada. Her career focus has been the professional management of service-oriented municipal and county recreation, parks, and community service departments. Drawing on her prior career experience in commercial banking and her post-graduate business degree, she has applied knowledge of how to successfully utilize sound fiscal management practices in the government setting. These practical skills proved invaluable during the 2008– 11 recession as she, serving as Director, resourcefully guided the City of Reno Parks, Recreation, and Community Services Department, which resulted in a more sustainable service model. In addition, her nationwide involvement and awareness of fitness and wellness trends in the parks and recreation industry led to the City of Reno receiving regional and national recognition for its programs, services, and creative funding and program service initiatives.

Having worked for numerous local government parks and recreation agencies, she has extensive local, regional, and national exposure and insight related to all facets of community engagement and consensus building associated with creating, developing, managing, and promoting a sustainable and nimble recreation, parks, and community services agency. Specifically in her role as Director, her departments successfully oversaw the open space bond measure initiatives implementation for the cities of Gresham and Corvallis. Ms. Conway graduated with distinction with a master’s degree in Business Administration from California State University, Fresno and a bachelor of science degree in Park Administration from California Polytechnic University, Pomona. She is a member of the National Parks and Recreation Association and maintains her national certification as a Certified Park and Recreation Professional-#35101.

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Section 3—Citygate’s Experience and Qualifications Page 18 Chad Jackson, MBA, Citygate President
Mr. Jackson is Citygate’s President and has approximately 20 years of experience in local government consulting. Having previously served as Citygate’s Vice President, Mr. Jackson has served over 500 clients since joining Citygate, and has provided leadership to all aspects of the firm’s operations for over a decade. Mr. Jackson is passionate about supporting and empowering local government leaders, with a focus on building executivelevel consulting teams that are driven to tackle the most complex issues and challenges across every local government function. Proficient in all aspects of Citygate’s many service lines to cities, counties, and districts—as well as their diverse organizational cultures—he is also a certified MERIT Profile consultant and trainer, specializing in helping organizations connect their values and culture to key recruitment decisions.

Mr. Jackson earned his master’s degree in business administration from the University of California, Davis, with a focus on organizational management and entrepreneurship. He earned his bachelor’s degree in communication studies from California State University, Sacramento.

3.4 “VIRTUAL CITY HALL” PANEL OF CONSULTANTS
Through our “Virtual City Hall” model, Citygate is staffed with consultants possessing deep, executive-level expertise in nearly every local government function including:
 City Management
 Public Works
 Engineering
 Community Development
 Economic Development
 Homelessness and Housing
Services
 Diversity, Equity, and
Inclusion Services
 Parks and Recreation
 Library
 Arts and Culture
 Local Government Finance
 Human Resources
 Fire, EMS, and Police Services
 Animal Services
 Clerk
 Information Services and
Technology
 Other key functions.

This broad bench of specialists is available to support every engagement Citygate performs and offer executive-level performance and professional coaching specific to each function.

Agenda Packet Page 87 of 339
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Section 3—Citygate’s Experience and Qualifications Page 19

3.5 SIMILAR PROJECTS COMPLETED
Citygate has conducted over 700 consulting reviews for
over 400 government agencies primarily in the West.

For purposes of this proposal, Citygate will only
highlight a brief selection of related projects to
demonstrate our experience. Citygate first highlights
general government and citywide experience followed
by public safety experience.

3.5.1 General Government Project Experience
City of Novato, CA – Multiple
Reviews
Citywide Staffing Review of All
Departments – Citygate conducted
a Citywide staffing analysis for the City of Novato’s
Administration (including the City Manager’s Office,
IT, City Clerk, Economic Development, Homeless
Services, Communications, and Sustainability);
Community Development; Finance; Human Resources
(including Risk Management); Parks, Recreation, and
Community Services; Police; and Public Works
departments. Through document reviews,
questionnaires, interviews, and detailed analysis, Citygate evaluated whether the existing staffing and structure aligned with the City’s priorities, providing recommendations on staffing levels and organizational structure, including specific position counts per function, as needed.

Citywide Outsourcing Opportunities Review – As a follow-on engagement to our Citywide Staffing Review, Citygate is currently performing an Outsourcing Opportunities Review for the City to fulfill the City of Novato’s Strategic Plan requirement to “Authorize a study of potential outsourcing opportunities that would improve service delivery and reduce short- and long-term costs.” This review will identify any areas of operations that would be most suitable for outsourcing to a third party as opposed to the City providing the services by existing staff or identify how outsourcing a portion of existing services is the most efficient or lower-cost method to augment or assist with the existing services. This review will also identify alternative service delivery methods, such as public-private partnerships, contracting, and collaborative agreements for sharing resources between public agencies. Citygate is also conducting a Public Works Department Organizational Review in parallel with this study.

OUR RELATED PROJECTS
INCLUDE…
◆ Citywide studies throughout the
Bay Area including Novato,
Pinole, and Albany
◆ Department-specific reviews
covering the functions in El
Cerrito’s scope of work
◆ Many service delivery,
efficiency, and organizational
reviews
◆ Over 700 projects, including over
500 focusing on fire and police
departments
◆ Many Citywide and department
financial and budget
stabilization studies
Agenda Packet Page 88 of 339
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Section 3—Citygate’s Experience and Qualifications Page 20 Public Works Department Organizational Review – As a follow-on engagement to our Citywide Staffing Review, Citygate is currently performing a Public Works Department Organizational Review for the City of Novato. For this review, Citygate will utilize internal and external stakeholder engagement to bolster an in-depth organizational analysis, provide performance benchmarks, and offer coaching and mentoring to Public Works personnel.

City of West Hollywood, CA – Multiple Reviews
Citywide Staffing Analysis and Optimization Plan – Citygate completed a citywide staffing analysis and optimization plan for the City of West Hollywood, California. The scope of the study included an in-depth analysis of the City’s current staffing and operations across all City departments, including the creation of a detailed organizational staffing optimization plan, with the strategic objective of assisting City officials when making important decisions related to services and programs provided to citizens.

City of West Hollywood, CA – Staffing and Operations Plan for Aquatic and Recreation Center – Citygate developed a staffing and operations plan for the City of West Hollywood’s Aquatic and Recreation Center (ARC). This project was divided into two phases. Phase 1 was focused on the Center’s staffing and human resources needs and any other proposed contracts predicted to be required for operation. Phase 2 added the related and complementary components to support the overall administration of the ARC facility. This included review, assessment, and evaluation of the City-generated key facility operational policies and procedures and supported the City’s effort to secure a qualified firm to prepare an Emergency Operations and Procedures Plan for the ARC facility.

City of Albany, CA – Multiple Reviews
Citywide Organizational Review – Citygate Associates conducted a citywide organizational review for the City of Albany, CA. The study provided a thirdparty review of the City’s organizational structure to identify potential cost savings, service improvements, and other efficiencies to improve the effectiveness of the City organization. In addition, the study provided strategies and options for providing services in a tighter fiscal environment over the long term. The following departments were included in the study: City Administrator’s Office; Recreation and Community Services Department; City Clerk’s Office; Fire Department; Police Department; Finance and Administrative Services Department; and Community Development Department.

Public Works Department Operational and Organizational Assessment – Citygate Associates conducted an Operational and Organizational Assessment of the Public Works Department for the City of Albany, CA. The assessment recommended operational efficiencies, organizational Agenda Packet Page 89 of 339
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Section 3—Citygate’s Experience and Qualifications Page 21 structures, and performance measures to ensure the Department functions at a high level of efficiency and effectiveness.

City of Pinole, CA – Citywide Management Audit
Citygate performed a citywide management audit of the City of Pinole. The project was conducted at the initiative of the City Council and emphasized the establishment of performance measures for each department and division of the City, including Administration, Personnel, Police, Fire, Finance, Community Development, Planning, Building, Public Works, and Sewer Treatment. Citygate also formulated recommendations to improve the efficiency and effectiveness of the City. Included in the project was the evaluation of the City’s financial stability, and measures to improve the health and vigor of the City’s finances. As part of this analysis, Citygate also reviewed the adequacy of the City’s cost recovery methodology.

City of Hercules, CA – Organizational and Operations Review of the Human Resources Function
Citygate performed an organizational and operations review of the Human Resources function in the City of Hercules, California. This comprehensive review will assess the effectiveness of the current Human Resources functions, policies, procedures, and operations and, based on the study findings, identify areas of operational success and provide a set of recommendations to enhance operations and effectiveness of the Human Resources function where indicated.

City of Sonora, CA – Organizational Review and Budget Stabilization Study Citygate conducted a citywide strategic plan and budget stabilization study for the City of Sonora, California, with the purpose of developing a strategic, goalfocused, sustainable budget strategy. The project included Steering Committee participation, strategic goal-setting facilitation with the City Council, community participation including Citygate’s facilitation of a Community Town Hall meeting, an organizational review, a budget stabilization study, an alternative analysis, and an implementation plan.

City of San Juan Bautista, CA – Citywide Review and Budget Stabilization Study Including Strategic Planning and Facilitation Session Citygate performed a strategic planning and facilitation session for the City of San Juan Bautista, including a high-level organizational review to identify current issues and develop recommendations for workload management. After conducting varied stakeholder interviews and community and employee surveys, Citygate assisted in a Citywide update to establish vision and mission statements and identified key strategic goals Agenda Packet Page 90 of 339
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Section 3—Citygate’s Experience and Qualifications Page 22 and core priorities alongside developing new processes to monitor progress and update the Strategic Plan.

City of Covina, CA – Citywide Management Assessment
Citygate Associates conducted a citywide management assessment of the nonsafety departments of the City of Covina. The municipal departments included in this assessment were: the City Manager’s office including Public Information and Information Technology divisions; Parks and Recreation; the City Clerk office; Personnel and Risk Management; Development Services including the Planning, Building, Code Enforcement and Transportation divisions; Public Works including the Engineering, Environmental Services, Streets, Water, and Equipment divisions; Finance; Redevelopment and Housing; and the City Library.

In a follow-on engagement, Citygate was asked to evaluate Covina’s contracted fire services with Los Angeles County. This analysis resulted in a savings of $400,000 annually with no decrease in service levels, as well as an improved information reporting and communication process to better manage the contract on an ongoing basis. Later, Citygate was asked to facilitate a goal-setting session of the City Council, to assess the City’s financial condition, and to identify objectives to focus the Council’s and staff’s attention during the upcoming year.

City of Corona, CA – Rotating Management and Staffing Audits Citygate Associates conducted rotating departmental management and staffing studies for the City of Corona, including Management Services, Fire, Police, Public Works, Utility Services, Housing and Development, Building and Planning, and Public Library. Each study evaluated management, staffing, organization structure, resource deployment, maintenance service levels, operations, equipment, technology, human resource management, training, management information systems, performance measurement, and policies and procedures. We recommended specific performance measures for use in several departments. As a part of each management audit, we surveyed a number of comparable cities to develop comparative data and to identify best practices. In a followup analysis, Citygate found that 99 percent of our 300 recommendations had been implemented.

City of Glendora, CA – Citywide Management and Staffing Audit Citygate performed a citywide management and staffing audit for the City of Glendora. The study culminated with recommended ways in which the City organizational structure can better serve the community and be more “user friendly.” The study further determined the extent to which the members of the City employee structure take advantage of appropriate training, equipment, and technology, and whether there might be more efficient implementation of technological advances. The study also recommended cost savings and restructuring to permit funding of capital requirements. The Agenda Packet Page 91 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 23 following departments were included in the study: Administration; City Clerk; Community Services; Police; Finance; Public Works; Planning; and Public Library.

South Pasadena, CA – Organizational Review of the Finance Department
Citygate performed an organizational review of the Finance Department for the City of South Pasadena, California, including reviewing the Department’s operational functions and workflow processes and identifying strengths and areas of improvement within key management staff administrative functions and overall Departmental procedures and processes.

City of Goleta, CA – Operational and Organizational Assessment for the City Manager and Neighborhood Services and Public Safety Departments Citygate performed an organizational and operational review of Goleta’s City Manager and Neighborhood Services and Public Safety Departments, including all divisions within both Departments, with the strategic objective of enhancing organizational operations for current and future needs. This review includes recommendations that address best practices, staffing ratios, organizational needs, performance measures, optimal organizational model based on available budget, streamlining procedures and processes, costsaving technologies for current and future programs and operations, training and succession planning, current and future staffing requirements, and best management practices that complement the City’s codes and ordinances.

Salt Lake City, UT – Multiple Management Reviews
Over the past twenty years, Citygate has performed many studies for Salt Lake City, all of which have been executed through the Office of the City Council, including:
◆ Leadership and Succession Planning Consulting for Office of City Council ◆ Review of Building Services Process
◆ Review of Planning Process
◆ Management Audit of the Engineering Division
◆ Review of General Fund Capital Improvement Program
◆ Management and Performance Audit of the Redevelopment Agency ◆ Management and Performance Audit of the Housing Authority ◆ Management Audits of Development Services, Redevelopment, and Housing Authority (Conducted by David DeRoos while with Ernst & Young) ◆ Facilitation of Fire Department Executive Team Strategic Planning Session.

Agenda Packet Page 92 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 24 Each departmental review focused on organizational restructuring as needed; improved allocation of resources and staffing based on workload and the priority of services provided; improved customer, business, and resident services; productivity and cost reduction measures; process streamlining; revenue generation; and comparison of operations to best practices.

City of Ogden, UT – Rotating Management and Staffing Audits (Including Police)
Citygate completed general management and staffing studies for eight City of Ogden departments, including Police. Each study analyzed the management, operations, policies, performance measurement, and procedures of the Department.

Citygate examined issues related to the philosophy and mission; organizational structure and management systems; organizational relationships; relationships with citizens; allocation of employees and other resources; personnel management and training; data management; records management, communications, and information systems; facilities and equipment; management methodologies; maintenance functions; and fiscal management of each Department. Other departments reviewed by Citygate include Community Development, Community Services, Public Works, Animal Services, Redevelopment Agency, Code Enforcement, and Fire.

City of Goleta, CA – Independent Operational and Organizational Assessment for the Planning and Environmental Review Department Citygate performed an organizational and operational review of Goleta’s Planning and Environmental Review (PER) Department, with the strategic objective of enhancing organizational operations for current and future needs. Additionally, to help guide the incoming PER Director once that position was filled, the review was also designed to make strategic recommendations that were the most urgent and most achievable given the many pressures and time constraints experienced by the Department and City during that time.

City of Delano, CA – Citywide Organizational Review
Citygate conducted a citywide organizational review for the City of Delano, CA.

This study included the following functional areas: City Manager, Administration/Human Resources, City Clerk, Community Services, Police, Community Development, Finance, Public Works, Information Technology, and Community Correctional Facility. As part of this review, Citygate conducted web-based employee and citizen surveys to supplement findings and gain a comprehensive understanding of citizen perspectives regarding City services.

Agenda Packet Page 93 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 25 City of Colton, CA – Citywide Organizational Review
Citygate performed a citywide organizational review for the City of Colton. The following departments were included in the study: City Manager; City Clerk; Human Resources; Community Services; Finance; Fire; Purchasing; Information Services; Treasurer; Redevelopment and Economic Development; Community Development; and Public Works. The organizational review assessed the City’s management systems, organization structure, productivity, service delivery, staffing levels, and budget comparisons, in terms of its overall economy, effectiveness and efficiency.

Monterey County, CA – Review of the Resource Management Agency and Additional Program Reviews
Citygate conducted a review of the Resource Management Agency (RMA) of Monterey County, California. The objective of the study was to review current conditions, analyze opportunities for organizational changes and process improvements that can further enhance customer service, evaluate future service demands, and develop a Strategic Action Plan with a prioritized implementation schedule. Included in this objective was an emphasis on assessing the adequacy and currency of underlying land use and related policies, the allocation and assignment of long-range planners versus current planners, and how the current situation and practices may compound difficulties in the backlog of application and permit processing, consistency, reliability, timeliness, and overall customer and stakeholder service delivery and satisfaction. Also included was an analysis of the functions included under the structure of the RMA to determine if there are too many or too few functions. Ultimately, this review resulted in Citygate’s recommendation to reorganize the RMA into separate Community Development and Public Works departments, in which Citygate provided strategies and detailed recommendations regarding organizational alignment, staffing, classifications, and business processes. Monterey County completed the reorganization within six months of Citygate’s Final Report delivery.

Additional Program Reviews (Cannabis and Homeless Programs) – Citygate performed an organizational review of Monterey County’s current Cannabis Program, including funding, organization, permitting, staffing, and workload. Citygate also performed an organizational review and analysis of Monterey County’s current homeless programs, funding, and coordination services.

San Luis Obispo, CA – Multiple Reviews
Organizational Assessment of the Community Development Department – Citygate completed an organizational assessment of the San Luis Obispo Community Development Department including a review of Administration, Development Review, Long-Range Planning and Building and Safety, and a Agenda Packet Page 94 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 26 review of the key elements of the City’s Economic Development Program. The Community Development Department has already implemented 90 percent of the recommendations and credits these efforts to maintaining and achieving high levels of service.

Customer Service Consulting for the Community Development Department’s Building and Safety Division – Citygate provided customer service consulting services for the Community Development Department’s Building and Safety Division, and in so doing Citygate identified opportunities for improvement and ongoing performance management.

Technical Assistance for Implementation of the Community Development Department’s Strategic Action Plan – Citygate was selected to assist the City on this two-phase effort. This project consists of a review of the “Road Map for Implementation,” integration of the Public Works Department permitting processes, and identification of opportunities to improve efficiency.

Fire Department Deployment Study and Master Plan – Citygate performed a fire department planning study, which included a Standards of Response Coverage planning analysis to examine the levels of fire department services by occupancy type and land use classifications.

Comprehensive Police Services Delivery and Staffing Review – Citygate performed a comprehensive services delivery and staffing review of the San Luis Obispo Police Department.

Regional Police/Fire Dispatch Merger Analysis – Citygate assessed the feasibility of merging some of the County’s police and fire dispatch centers into one shared center located at the San Luis Obispo Police Department dispatch center.

City of Angels Camp, CA – Organizational Review and Budget Stabilization Study
Citygate conducted an organizational review and budget stabilization assessment for the City of Angels Camp, California, with the purpose of developing a strategic, goal-focused, sustainable budget strategy. The Work Plan addresses the following areas: steering committee participation, strategic goal setting, community and council participation, an organizational review, a budget stabilization study, an alternative analysis, and an implementation plan.

City of Folsom, CA – Operational Review of the Finance Department and Integration of Strategic Plan into Departmental Budgeting, with Staff Training Citygate first completed an operational review of the Finance Department and then worked with the City of Folsom’s City Manager and Finance Director to link and integrate the City’s Strategic Plan with the formulation of the operating budget. This project included working with Folsom’s line departments to identify their respective roles in the achievement of the City’s Strategic Plan, presenting those roles, projects, and goals in Agenda Packet Page 95 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 27 departmental budgets, and identifying performance indicators to measure accomplishment of each component of the Strategic Plan.

3.5.2 Public Safety Project Experience
City of Berkeley, CA – Standards of Coverage Analysis
Citygate performed a Standards of Coverage analysis for the Berkeley Fire Department in the City of Berkeley, California. This analysis defined the appropriate level of service based on a comprehensive study of historical performance; community risk factors; expectations; an evaluation of existing and projected risks, hazards, population growth and aging, topography, density and vertical growth of the build environment; and proposed deployment strategies. This study considered changing landscape and population density within the City and how they impact service delivery, response times, and overall capacity to respond to emergent and non-emergent incidents. This study also helped determine whether the Department should transition from dual-function (firefighter/paramedic) to single-function (EMT or Paramedic) ambulance service and whether enhanced staffing or deployment of suppression resources are needed in key areas of the City to mitigate increasing density and vertical growth.

City of Berkeley, CA – Workload Organizational Study for the Berkeley Police Department
Citygate conducted a Workload Organizational Study to assess the organizational structure, resource allocation, and geographical patrol boundaries of the Berkeley Police Department and determine whether they are adequate to provide the highest level of service within the City.

The study leveraged a community survey administered by Citygate, explored the efficiency of the Mobile Crisis Team as a means of operational efficiency, and offered robust consideration of the Department’s role and deployment related to Homelessness Services. Citygate’s report included future projections and goals regarding staffing and geographical boundaries with a comprehensive, data-driven analysis of workload. Citygate considered how the City’s growth in population and development will impact future services, with recommendations that empower the City to improve and enhance the overall safety, security, and satisfaction of City residents.

City of San Mateo, CA – Staffing Assessment and Organizational Analysis of the Police Department
Citygate conducted a comprehensive Staffing Assessment and Organizational Analysis of the San Mateo Police Department. This engagement served to both analyze current capabilities and project future needs for the Department, with actionable recommendations and strategies provided for implementation over the next 10 years based on growth and development in the City. In forecasting the appropriate Agenda Packet Page 96 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 28 measures to sustain adequate staffing levels, Citygate’s assessment classified both immediate needs and future milestones, identifying priorities, costs associated with implementation, potential alternatives, and the consequences of inaction.

Central Marin Fire Authority, CA – Fire Services Master Plan Citygate conducted a Fire Services Master Plan study for the Central Marin Fire Department (Department). Citygate evaluated and formulated recommendations for appropriate staffing and deployment of firefighting, emergency medical service, and specialized resources consistent with state and national best practices and generally conforming with recommendations of the Center for Public Safety Excellence (CPSE). The study also (1) included analysis and recommendations for the location of fire stations to minimize emergency incident response time, and (2) incorporated relevant data analysis and benchmarking to national standards as well as Department-established performance goals.

Southern Marin Fire Protection District, CA – Fire Services Master Plan Citygate conducted an update to our prior Standards of Cover study the Southern Marin Fire Protection District, including reviews of the District’s current headquarters management services program staffing, capital assets plans, facilities adequacy, future demand for services, and future delivery system models. Woven together, these components culminated in a Fire Services Master Plan from which to manage immediate and longer-term fire service programs in the District. The Master Plan included full assessments of headquarters services and facilities.

Alameda County Fire Department, CA – Fire Department Standards of Coverage Analysis
Citygate conducted a fire services Standards of Coverage analysis for the Alameda County Fire Department. This study included reviewing the adequacy of the current fire station resource deployment system, the risks to be protected, and the emergency incident outcomes desired by the community.

City of Elk Grove, CA – Police Staffing and Efficiency Study Citygate performed a police staffing and efficiency study for the City of Elk Grove, California. This study determined an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, and Departmental organization. In addition, this study forecasted future needs, taking into consideration both shortand long-term objectives, community growth, and any other factors that could impact staffing requirements.

Agenda Packet Page 97 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 29 Redwood City, CA – Fire Department Community Risk Assessment / Standards of Cover Study
Citygate conducted a Community Risk Assessment / Standards of Cover study for Redwood City, California. This study served as a guide for the City regarding future planning relative to the provision of fire and emergency medical services using local risk and demographics to determine the level of protection best fitting the City’s needs.

City of San Luis Obispo, CA – Police Department Comprehensive Services Delivery and Staffing Efficiency Review
Citygate performed a comprehensive services delivery and staffing efficiency review of the San Luis Obispo Police Department. The study included a review of the adequacy of the existing deployment system, scheduling, and staffing.

Citygate’s report included a detailed analysis of the response time, crime, and call data that drives the recommendations for staffing in Patrol, as well as an assessment of the staffing of the support functions in the Department.

The Police Master Plan was very well received by executive management and then the City Council. The plan continues to drive annual budget decisions in a very tough environment to fund improvements.

City of San Mateo, CA – Fire Department Standards of Coverage Analysis Citygate conducted a Standards of Coverage planning analysis for the City of San Mateo Fire Department, which included fire station and company deployment. Existing deployment systems of the various stations were reviewed and assessed.

City of Oceanside, CA – Independent Operational and Organizational Assessment for the Police Department
Citygate performed an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans. This review examined current and future service delivery, quality of service, service delivery expectations, community engagement, community priorities, Departmental organization, and staffing and deployment feasibility to maintain current and future organizational efficiency. This study assisted with establishing efficiencies to ensure City, Department, and community needs are met by reviewing programming, infrastructure, operational efficiency, and fiscal impacts of associated findings and recommendations across the entire organization, as well as identifying planned Agenda Packet Page 98 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 30 service delivery systems and staffing allocation models to best serve the community and achieve City Council and Department goals and objectives.

City of Santa Clara, CA – Fire Department Standards of Coverage and Headquarters Staffing Adequacy Review
Citygate assisted the City of Santa Clara Fire Department with a comprehensive Standards of Coverage and headquarters staffing adequacy review. The efficacy and efficiency of fire and emergency medical service delivery models were assessed, and a forecast for headquarters staffing and services was developed.

Los Angeles County, CA – After Action Review of the Woolsey Fire Incident; Development, Implementation, and Monitoring of an After-Action Plan for the Woolsey Fire Incident
Citygate assisted the Los Angeles County Office of Emergency Management in preparing a comprehensive and neutral external After-Action Review (AAR) of the Woolsey Fire Incident on behalf of the County and inclusive of the major agencies that interacted with and assisted the County during the historic event. Specifically, the Citygate law enforcement team reviewed the Sheriff’s Department’s actions leading up to, during, and after the disaster which included a rapid, large-scale evacuation and later repopulation of the area involving several cities and an unincorporated area. The law enforcement review included multiple agencies and a large volume of incident data, oral interviews, and photographic and public testimony. This AAR was completed over 11 months, incorporating all the best practice elements as recommended by the California Governor’s Office of Emergency Services. The 25-member County’s Woolsey Task Force and then the Board of
Supervisors unanimously accepted Citygate’s Woolsey Fire AAR Final Report. The Board also retained Citygate for
neutral oversight implementation support related to the report’s recommendations. The Final AAR Report can be
viewed at this link:
https://www.citygateassociates.com/fire/after-action-reviewfor-la-county/.

As a follow-up, Citygate was retained to assist with the development, implementation, and monitoring of an AfterAction Plan (AAP). The AAP addressed each recommendation from the AAR, determined the subdeliverables and individual tasks necessary to implement each recommendation, identified the County departments
responsible for each deliverable and task, and estimated macro costs and a feasible timeline for implementation.

We were the vendor quickly
selected by the Los Angeles
County Chief Executive
Officer to conduct the
Woolsey Fire Disaster AAR.

The County’s Task Force and
Board of Supervisors
unanimously accepted
Citygate’s Woolsey Fire AAR
Final Report. The Board also
passed a motion to retain
Citygate for implementation
support related to the report’s
recommendations.

Agenda Packet Page 99 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 3—Citygate’s Experience and Qualifications Page 31 City of West Sacramento, CA – Comprehensive Police Department Operations and Staffing Assessment
Citygate performed a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.

This assessment analyzed staffing needs and service demands to determine an optimal staffing model, appropriately considering workload, performance measures, service delivery expectations, operating budgets, community priorities, and Departmental organization.

City of Surprise, AZ – Public Safety Master Plan Including Comprehensive Review of Police and Fire Departments
Citygate assisted the City of Surprise by developing a comprehensive Public Safety Master Plan that will enable the Police and Fire-Medical Departments to complete their organizational and programmatic goals while falling in line with the City of Surprise General Plan 2035 and City Council Strategic Plan. We developed an organizational strategy that serves as a blueprint for public safety’s 15-year goals, but also details specific three-year implementation steps. To accomplish these objectives, Citygate comprehensively assessed all facets of the current public safety operations, including mission, goals, policies, practices, deployment, facilities, equipment, programming, organizational structure, and staffing levels. Animal services was included within the scope of the Police Department review. Both the Police and Fire Master Plans were very well received by executive management and then the City Council. The plans continue to drive annual budget decisions Agenda Packet Page 100 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 4—Citygate Cost Proposal Page 32
SECTION 4—CITYGATE COST PROPOSAL

4.1 PROPOSAL COST
Our charges are based on actual time spent by our consultants at their established billing rates, plus reimbursable expenses incurred in conjunction with travel, printing, clerical, and support services related to the engagement. We will undertake this study for a “not-to-exceed” total as follows:

4.1.1 Fees by Task
Task Consulting Fees
of Project Team
Administration
(7.5% of Hourly Fees)
Reimbursable
Expenses
Total Citygate
Core Fees
1 – Initiate and Manage the Project $13,530 $1,015 $0 $14,545 2 – Communicate with and Involve Internal
Stakeholders $25,505 $1,913 $2,580 $29,998
3 – Conduct Initial Operational and Process Review $19,225 $1,442 $2,580 $23,247 4 – Conduct In-depth Organizational and
Operational Analysis $22,625 $1,697 $0 $24,322
5 – Present Draft Findings, Recommendations and
Prepare Draft Report $34,700 $2,603 $0 $37,303
6 – Prepare and Present Final Report $18,333 $1,375 $770 $20,477 Total $133,918 $10,044 $5,929 $149,891
This cost proposal reflects our best effort to be responsive to the City’s needs for this study at a reasonable cost, while providing specific functional expertise to address each City Department’s scope. This includes an on-site visit for a specialist per Department to conduct interviews and walk-throughs.

Agenda Packet Page 101 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 4—Citygate Cost Proposal Page 33

4.1.2 Hourly Rates
Classification Rate Consultant
Citygate President $260 per hour Chad Jackson
Project Manager / Primary Contact and Local
Government Specialist $195 per hour Lisa Shaffer
Local Government Specialist $205 per hour Connie Jackson Police Services Senior Associate $195 per hour Richard Word Police Services Senior Associate $195 per hour Jack Serier Public Safety Principal $260 per hour Stewart Gary
Senior Fire Services Specialist $195 per hour Thomas Breyer Community and Economic Development Specialist $195 per hour Armando Ornelas Public Works Specialist $225 per hour Cyrus Abhar
Public Works and Municipal Utilities Specialist $225 per hour Nicholas Pinhey Parks and Recreation Specialist $225 per hour Julee Conway Local Government Fiscal Specialist $225 per hour Andrew Green Local Government and Fiscal Specialist $205 per hour Andy Okoro Human Resources | IT Specialist $225 per hour Marc Fox
Report Project Administrator $140 per hour Various
Administrative Support $100 per hour Various

4.1.3 Hours by Task and Team Member
Task
Shaffer, LJackson, ConnieOkoro, AGreen, AWord, RSerier, JGary, SBreyer, TOrnelas, AAbhar, CPinhey, NFox, MConway, JJackson, ChadReport Project / SurveyAdminTotal 1 – Initiate and Manage the Project 8 4 3 4 4 1 4 1 4 4 1 4 4 6 4 16 72 2 – Communicate with and Involve
Internal Stakeholders 23 4 5 9 9 2 9 2 9 9 1 5 9 2 30 4 132 3 – Conduct Initial Operational and
Process Review 16 4 4 6 6 6 6 8 8 8 1 6 8 2 0 4 93
4 – Conduct In-depth
Organizational and Operational
Analysis
16 4 8 8 8 8 4 8 8 8 1 12 8 4 0 4 109
5 – Present Draft Findings and
Recommendations / Draft Report 29 5 6 6 10 8 10 8 10 10 0 12 10 2 55 4 185 6 – Prepare and Present Final
Report 26 3 2.5 4.5 4.5 2 4.5 2 5 5 1 5 5 2 20 4 96
Total 118 24 28.5 37.5 41.5 27 37.5 29 44 44 5 44 44 18 109 36 687 Agenda Packet Page 102 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 4—Citygate Cost Proposal Page 34

4.1.4 Billing Schedule
Citygate offers two payment schedule options to meet the City’s needs:

One option is a fixed monthly fee across the project schedule, which creates clarity and predictability for the City. The first monthly invoice would be issued upon contract execution.

The other option is a time-and-materials monthly billing schedule up to the not-to-exceed cost, including a 10 percent (10%) project advance that would be credited to our last invoice. Either billing method includes the first invoice being sent upon execution of the contract.

Our invoices are payable within thirty (30) days. Citygate’s billing terms are net thirty (30) days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter. Our practice is to send both our monthly status report and invoice electronically. If we are selected for this project, we will request the email for the appropriate recipients of the electronic documents.

Hard copies of these documents will be provided only upon request. We prefer to receive payment through ACH Transfer, if available.

Agenda Packet Page 103 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 35 SECTION 5—CITYGATE APPROACH, SCOPE, AND TIMELINES
This section includes a discussion of Citygate’s project approach to conduct the Citywide Service Delivery
Study followed by a single integrated Work Plan fully
addressing the required scope of work items for each
department.

5.1 UNDERSTANDING OF PROJECT SCOPE OF
WORK

5.1.1 Project Context
Citygate understands the City seeks valuable information and insights on how to best provide services to the
community you serve. We understand that the City has
limited financial resources and is projecting an annual structural deficit of over $0.6 million over the next ten years. Balancing the City’s desire to maintain high
service levels and to adhere to the City’s Strategic Plan with the financial realities you face requires a thorough analysis of all City functions. This analysis will seek to find long-term sustainable cost saving measures and
eliminate redundancies, waste, and inefficient or
unnecessary operations. Citygate also recognizes that a Cost Allocation and Master Fee Study is being
conducted and the results will be available for the
Service Delivery Study. Similarly, the results of a
recently completed study of the curbside recycling
operation will be made available. We commend the City
of El Cerrito for undertaking this important project!

5.1.2 Project Scope, Overview, and Objectives
Citygate proposes to perform a Service Delivery Study of City departments for the City of El Cerrito.

The objective of the study is to provide valuable information for City decisionmakers on how to best provide services to the community given the City’s limited financial resources. Citygate will evaluate current conditions, analyze opportunities for organizational changes and process improvements that can further enhance service to customers and stakeholders, evaluate future service demands, and develop a Strategic Action Plan with a prioritized implementation schedule of recommendations and

HIGHLIGHTS OF
OUR APPROACH…
◆ We know that no single measure
(listening, documents, or data) tells
the entire story
◆ 360-degree listening is essential, and
is tailored to each audience
◆ We listen carefully, compare what is
heard to data, and work closely with
City team to close gaps
◆ We provide ongoing communication,
including monthly status reports
◆ Recommendations must be
regulatory compliant and feasible
given your culture and fiscal
constraints
◆ We will look beyond data to learn of
other operational demands that
consume staff time
◆ “Quick win” recommendations are
identified early in study
◆ When listening and data align but the
results are surprising, we spend the
time with you to reach
understanding
Agenda Packet Page 104 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 36 options for how to adjust services and operations to ensure long-term fiscal sustainability and maintain the high quality of life in your community.

Included in this objective is an emphasis on identifying opportunities for cross-functional collaboration and more efficient sharing of resources among City departments; and developing service delivery performance measures and benchmarks to measure progress.

For each department, Citygate will perform the following:
 Comprehensively analyze performance to identify the optimal operating efficiency and service delivery effectiveness by evaluating:
➢ Organizational structure
➢ Staffing levels and skill sets
➢ Policies, processes, and procedures
➢ Historical workload data and projections
➢ Budgets and revenue sources
➢ Opportunities for technological advancement
➢ Feedback from internal stakeholders.
 Engage with internal stakeholders including staff in all departments and elected officials, to gather feedback regarding potential opportunities for improvements to efficiency, customer service, and organizational culture.  Frame recommendations that present the most cost-effective and strategic way to meet current and future needs, while promoting a culture of high performance, accountability, transparency, and community engagement, and ensuring consistency in the application of laws, codes, and other regulations.  Recommend practical and achievable solutions that:
➢ Clarify roles, responsibilities, and authority of staff ➢ Eliminate duplication and overlap of responsibilities within each department and between other City departments
➢ Improve the delivery time and quality of services provided by each department
➢ Improve communications within and between departments ➢ Improve communications with customers and stakeholders Agenda Packet Page 105 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 37 ➢ Identify opportunities for new technology that would reduce resource demands
➢ Evaluate future service demands and evaluate staffing levels, funding, and revenue sources to meet that demand
➢ Outline a variety of cost reduction strategies within both present and future scenarios to align service delivery goals with available resources. ➢ In addition to these general tasks, the City has also outlined a series of additional tasks more specific to each department. Citygate will complete each of these tasks as well, as outlined in the Scope of Services section.

5.2 HIGHLIGHTS OF PROJECT APPROACH
Citygate will address all requested scope elements
and complete the project in six to eight months. Our
proposed methodology is built around the
following core elements:

Technical Analysis
Citygate will work with staff to gather all available
documentation regarding organizational structure,
staffing, policies, procedures, performance data, budgets, and technology. Our subject matter experts will review and analyze the documentation to create a broad understanding of each department’s operational strengths and weaknesses. Our technical analysis will also include the following core elements:

Internal Procedures
We will evaluate each department’s service levels and standards, performance measures, performance reporting, and the employee performance management system for alignment with stakeholder expectations. We will review, at a high level, the current operating policies and procedures, workflows, organizational structure and management systems, spans of control, organizational relationships, interdivisional and interdepartmental coordination, communications, information systems, administration and supervision, job duties, opportunities for outsourcing or insourcing, risk management coordination and practices, overtime management practices, labor agreements, and related aspects to make findings and determine recommendations.

Employee Learning and Development
We will focus on assessing existing and future service demand, allocation of staff to meet these demands, staff retention and recruitment, training needs and resources, professional development Project highlights by the numbers:
• 13 seasoned consultants across every
project discipline
• 350 years of practitioner expertise
• 6 core tasks across 6 months
• 2 Project Briefings (1 Mid-Project
Briefing and 1 Final Report Briefing)
Agenda Packet Page 106 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 38 approaches to support succession, planning tools and technology available to staff, and the overall staffing strategy.

Finance
We will evaluate the current budget and funding levels, including an assessment of the ability to maintain and/or enhance service levels, attract and retain staff, and implement new technology.

We will provide recommendations on alternative approaches to funding if appropriate given current funding, projected demand, technology needs, and/or changes in service scope or levels.

Stakeholder Engagement
Stakeholder engagement is perhaps the most important step in an efficiency study. Nobody knows better where opportunities lie than the people who execute the processes every day or who are dependent on those services for their livelihood. The best solutions often come from brainstorming with stakeholders. While there may be different perspectives from a variety of participants, it is always rewarding to find how people on different sides of the table seek the same solutions. Our team will encourage honest feedback, asking for stakeholder input before offering ours for their critique. We will then synthesize the feedback with benchmarking standards, performance data, and available resources to frame recommendations.

Project Customization
Boilerplate recommendations are not our goal at Citygate. After completing technical analysis and stakeholder engagement, our team will meet with staff to filter potential solutions for context and culture specific to the City of El Cerrito. Our goal is to provide recommendations that are achievable not only financially, but politically and culturally as well. We find the best way to do that is to work in tandem with staff to understand the broader framework within which our recommendations must work. Following a Mid-Project Review with staff, we will move forward to finalize recommendations.

Citygate offers additional beneficial elements such as an orientation meeting with City leadership, distribution of a Project Orientation Brochure at the initial kick-off meeting and during our on-site visit in Task 2, and a Mid-Project Review to discuss initial findings and recommendations with the City Manager and Department Heads. These elements will ensure that all internal and external stakeholders have the chance to participate in Citygate’s review in a constructive manner which is essential to ensure the project’s success.

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Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 39

5.3 PROFILE OF ASSESSMENT FACTORS
For simplicity we have organized our assessment factors into the following broad themes:

5.4 FIRE AND POLICE DEPARTMENT PROJECT APPROACH
While the study of the City’s Fire and Police Departments will be conducted within the overall Citywide Service Delivery Study, there are enough project considerations applicable to only public safety that we identify them here.

At Citygate, we strongly value our independence, as we believe it provides a significant benefit to both our analyses and our clients. Because we are not bound to any particular standards-setting organization—nor beholden to an exclusive methodological framework—we are free to design options and recommendations based on what will be most effective for your agency.

There is no “one-size-fits-all” formula to address public safety staffing, utilization, deployment performance metrics, etc. Thus, to accurately assess your specific agency and provide coordinated best practice standards and recommendations that are attuned to your unique needs, we leverage our deep familiarity with national standards and best practices to design options based on the local context, culture, values, and scale of your agency.

Agenda Packet Page 108 of 339
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Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 40 Having assessed your community’s unique local context and fact pattern, Citygate will assess the Fire and Police Departments’ performance against local, state, and federal mandates and regulations, as well as other standards-setting sources. Specific to fire services, sources include:
the National Fire Protection Association (NFPA), Insurance Services Office (ISO), the Commission on Fire Accreditation International (CFAI. Specific to police services, sources include: the International City/County Management Association (ICMA), the International Association of Chiefs of Police (IACP), the Police Executive Research Forum (PERF), the National Policing Institute (NPI), the National Emergency Number Association (NENA), the Association of Public-Safety Communications Officials-International (APCO), and the International Academies of Emergency Dispatching (IAED). For both departments, we also rely Citygate’s broad experience with hundreds of departments having performed over 500 public safety reviews in California, the Bay Area, and across the country, to ensure our recommendations best fit your specific public safety model and needs.

5.5 EXTERNAL STAKEHOLDER ENGAGEMENT
We recognize that engagement with external stakeholders is not expected for this study, therefore we have not made it a core part of our proposal. However, Citygate has found that there is sometimes a disconnect between what a jurisdiction’s elected officials and/or staff perceive to be major issues, and what stakeholders and the public believe to be important issues and needs. An important principle of (and essential prerequisite to) community-centered public service is listening to members of the public—really hearing them—and then actively and strategically responding to what is heard, seen, and learned. Listening is the first and most important step that local governments can take to become more relevant, trusted, and valued by members of their community. Citygate has significant experience working with external stakeholders and community groups. This experience allows the City-Citygate team to establish, build, and maintain trust, confidence, and support in the City’s assessment initiative. If at any point during the study the City desires to engage with external stakeholders, we will work with you to design a solution that fits your needs. Whether it is through a community-wide survey, targeted interviews, focus groups, open houses, or other methods, we stand ready to serve you.

5.6 WORK PLAN
Citygate’s Work Plan to address the scope of work identified is comprised of six core tasks, each with clear task objectives, detailed sub-tasks, and key milestones/deliverables. This Work Plan was designed specifically to address the scope of work focused on citywide service delivery.

Our recommendations, which will be developed through our highly iterative, transparent, and collaborative approach to analysis, will lay the groundwork for interdepartmental efficiency, effectiveness, and esprit de corps.

Agenda Packet Page 109 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 41 Task 1: Initiate and Manage the Project

1.1 Meet with the City to Initiate Study:

A key to a successful review is a mutual understanding of the project’s scope and objectives. The members of our team will meet by video conference call with the City Manager and Department Heads to correlate our understanding of the study’s scope and ensure that our Work Plan and project schedule are mutually agreeable. We will prepare a Project Orientation Brochure that can be used to inform staff and stakeholders of the project objectives and approach. This early effort to clearly define expectations, roles, and lines of communication should result in better focus on substantive issues as the engagement progresses.

For us to be most effective, we will continuously communicate throughout the duration of the study, beginning with our first contact with City staff. Our key message must be that our role is not an adversarial one. Our role is to provide an independent review of the City Departments. We believe our ability to initiate and maintain positive, two-way communication as the study proceeds will result in not only well-supported findings but also a consensus and buy-in among City personnel concerning the acceptance of our work and the benefit of implementing our recommendations. It is crucial that the project be viewed by the City staff and officials as a valuable and worthwhile endeavor.

1.2 Obtain and Review Documentation:

To fully understand operations, we need to obtain and review a number of documents, including the following: the mission statement; overall work plan; departmental goals related to staff and applicants; organization charts; process flowcharts; Comprehensive Plan; City Ordinances; budgeted vs. filled vs. assigned positions by work unit; performance targets and measures; position descriptions; plan check procedures; staff training data; inspection scheduling; occupancy permits; staff reports and minutes; applications and forms; operating and workload statistics; fees and charges; expansion design plans; contracts; specialized reports such as environmental and engineering reports; other policies and procedures; and pertinent City, state, and federal regulations and guidelines.

For each Department, we will review City studies being conducted concurrently with the Service Delivery Study to avoid duplication or to identify any gaps that could affect the assessment and to align findings.

The initial interviews and document review will help us understand the core workflow processes and procedures of the Departments. We will also conduct unit walk-throughs, document where processes are functioning well, and where opportunities for improvement exist.

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Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 42

1.3 Monitor Engagement Progress and Completion of Tasks:

We have combined the initial task of starting the project with the ongoing task of monitoring, directing, and administering the project. In addition to ongoing oral progress reports with assigned City Executives, we will provide monthly written status reports.

Key Milestones/Deliverables:
◆ Orientation Brochure.
◆ Document Request List.
◆ Ongoing oral progress reports and monthly written status reports.

Task 2: Communicate with and Involve Internal Stakeholders

2.1 Conduct Interviews with City Leadership and Key City Personnel:

To enhance our understanding of the issues at stake in this review, we will meet with and interview the City’s project leadership team as necessary. A goal of the interviews is to orient the consultant team to the history and current context in which the study is taking place. These meetings will also enable us to identify key staff and stakeholders to gain their insights in subsequent tasks.

We will conduct on-site meetings with City personnel identified from each of the following Departments. Interviews will be conducted during one on-site day using a mix of individual and group formats to connect with a broad array of staff from each Department. Citygate may also supplement our interviews with an electronic questionnaire provided to key staff with oversight of program and division areas to obtain specific feedback about staffing, service delivery, and cost of service.
 City Clerk
 City Manager’s Office
 Community Development
 Finance
 Fire
 Human Resources
 Information Technology
 Police
 Public Works
➢ Including Recycling
 Recreation
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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 43

2.2 Conduct Interviews with the City Council:

Citygate’s Project Manager will be on-site for a second day to meet with City Council members. These interviews will permit us to gain their insights at the start of the review process and provide direction regarding specific issues needing focus.

As necessary, pre-meeting information will be provided to interviewees by email or hard copy to allow for sufficient preparation. Assistance from City staff will be required in scheduling these meetings and providing interview/meeting rooms.

2.3 Conduct Focused Employee Survey:1
Citygate proposes to conduct a confidential, internet-based Employee Survey designed in coordination with City management. This will allow all impacted employees the opportunity to participate in the review process in a constructive, confidential manner, and to obtain the most specific input relevant to the themes of this project. The survey will provide opinions and perceptions about mission; goals; objectives; sense of belonging; workload; staffing, including organizational and individual talent necessary for success; employee engagement; customer service; training and culture of professional development; morale and job satisfaction; supervision; technology, etc. Questions will be primarily closed-ended for efficient and effective tabulation, with a maximum of two open-ended questions.

Key Milestones/Deliverables:
 Employee Survey instrument.
 Employee Survey findings and analysis (for inclusion in Draft Report).

Task 3: Conduct Initial Operational and Process Review

3.1 Assess Operational Issues:

In the course of our process analysis and focus groups, surveys, and interviews, we anticipate developing findings and conclusions regarding the responsiveness and knowledgeableness of staff and the quality and timeliness of services provided to the public.
1 The Employee Survey will be internet-based. The City will be responsible for photocopying, distribution, and any other charges relating to hard copy versions of the survey, should that be needed. We assume that the survey will be created and launched in English only. If the City desires the survey to be available in other languages, the extra time necessary to build the additional surveys would be an additional cost.

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Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 44

3.2 Develop Findings of Operational and Survey Issues:

At the conclusion of this task, we will have a working understanding of the major systems, policies, and processes of the Departments. In addition, we will develop and catalog our findings and conclusions.

Key Milestones/Deliverables:
 Initial operational findings and conclusions.

Task 4: Conduct In-depth Organizational and Operational Analysis

4.1 Assess Organizational Structure, Roles, and Decision Authorities:
a. Clarity of roles and accountability for decisions.
b. Organizational structures and their capacity to support departmental mission priorities.
c. Alignment of roles, functions, divisions, and programs within the organization with service delivery requirements and strategic priorities. d. Assessment of mandated vs. discretionary programming decisions.

4.2 Assess Service Delivery, Workflow, and Continuous Improvement:
a. Efficient and equitable service delivery with an emphasis on customer service. b. Execution of program level workflows and processes.
c. Effective and efficient support processes and systems. d. Coordination across programs and services within each department and with other departments.
e. Culture of continuous improvement.
f. Performance measures aligned to objectives and data driven-decision processes.

Key Milestones/Deliverables:
 Findings and recommendations on each department of the City.

Task 5: Present Draft Findings and Recommendations and Prepare Draft Report

5.1 Review Preliminary Findings with the City:

We will share a summary of preliminary findings and recommendations during a MidProject Review with the City Manager and Department leadership and discuss key service delivery and efficiency strategies before preparing the Draft Report. Since our Agenda Packet Page 113 of 339
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Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 45 recommendations may include changes to support and maintain new processes and procedures, it is important to create mutual understanding by involving City Executives and Department leaders before writing the Draft Report.

5.2 Prepare Draft Reports and Review with City:

We will then prepare a Draft Report that includes recommendations and the proposed implementation strategy for each Department. The report will be provided to appropriate City personnel, as determined by the City, to allow sufficient time for review and discussion of any areas that require further clarification or amplification. The written report will detail organizational capabilities; challenges; goals and objectives for maintaining and improving services; opportunities to decrease costs or increase revenues; and development of performance measures to quantify progress.

The report will outline an Action Plan for implementation that addresses each of the areas discussed in our Work Plan, including:
 Recommendations for how available management, administrative and other City policies can adhere to best practices.
 Potential cost savings and potential revenue growth that could help to close the structural budget deficit.
 Identification of policies which accelerate and/or hinder departmental service delivery.
 Cost/benefit analysis and anticipated fiscal impact, where applicable.  Short-term and long-term actions and recommendations to optimize existing resources to meet service objectives and to align budget, revenues, and General Fund support with City priorities.
 Opportunities for cross-functional collaboration and more efficient sharing of resources among City departments, where applicable.
 Service delivery performance measures, and benchmarks to measure progress.

Our report will emphasize and focus on implementation. Our specific recommendations will be presented as a summarized Strategic Action Plan in tabular form beginning with a description of each proposed recommendation, followed by a priority ranking of their importance, a specific timeline for implementation, the benefits that are anticipated from implementing the recommendations, and then the identification of the individual or the entity that is to be held responsible and accountable for implementing the recommendation.

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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 46 Citygate Associates does not work off a long list of preconceived recommendations that are recycled from project to project. Each project is unique and approached with a clean slate. Citygate emphasizes the quality and implementability of its recommendations and the ability of our clients to use the recommendations in the report to improve their efficiency and effectiveness and satisfy their customers, residents, stakeholders, and interest groups.

Key Milestones/Deliverables:
 Preliminary Findings and Recommendations.
 Draft Report.

Task 6: Prepare and Present Final Report

6.1 Revise Draft, As Necessary.

Once we receive feedback on the Draft Report
from the City we will make the necessary
changes to finalize the report.

6.2 Produce and Present Final Report:

Citygate will present the Final Report to the
City to an audience of the City’s choosing. It
will identify proposed process improvements,
appropriate organizational structures, and recommended steps to implement change.

Key Milestones/Deliverables:
 Final Report.
 Strategic Action Plan.

5.7 PROPOSED PROJECT SCHEDULE
Citygate proposes to perform this project in approximately six to eight months from contract execution. While a sample six-month schedule is shown below, our experience with hundreds of similar reviews suggests that the City may need to slightly extend the timeline to accommodate time to provide requested documents and data across all departments, attend interviews and key briefing meetings, complete surveys, and thoughtfully review mid-project findings and recommendations as well as the Draft Report.
“We work with consultants,
obviously, all the time, but the
work that Citygate did on this
report is some of the best I’ve
seen in my tenure here.”
-Mr. Walt Ekard
Former San Diego County CAO
Agenda Packet Page 115 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 5—Citygate Approach, Scope, and Timelines Page 47 Task Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
1: Initiate & Manage the Project
2: Communicate with & Involve Internal
Stakeholders
3: Conduct Initial Operational & Process
Review
4: Conduct In-depth Organizational &
Operational Analysis
5:Present Draft Findings & Recommendations
& Prepare Draft Reports
6: Prepare & Present Final Reports
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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 6—Citygate References Page 48
SECTION 6—CITYGATE REFERENCES

6.1 FIRM REFERENCES
As the City will learn from our references, Citygate has an outstanding track record with our clients, as evidenced by the many follow-on engagements they hire us to perform. We strongly encourage the City to contact our key project references—they are golden! City of Novato, CA
Citywide Staffing Review – Citygate conducted a Citywide staffing analysis for the City of Novato’s Community Development; Public Works; Administration (including the City Manager’s Office, IT, City Clerk, Economic Development, Homeless Services, Communications, and Sustainability); Finance; Human Resources (including Risk Management); Parks, Recreation, and Community Services; and Police departments. Through document reviews, questionnaires, interviews, and detailed analysis, Citygate evaluated whether the existing staffing and structure aligned with the City’s priorities, providing recommendations on staffing levels and organizational structure, including specific position counts per function, as needed.

Public Works Department Organizational Review – As a follow-on engagement to our Citywide Staffing Review, Citygate is currently performing a Public Works Department Organizational Review for the City of Novato. For this review, Citygate will utilize internal and external stakeholder engagement to bolster an in-depth organizational analysis, provide performance benchmarks, and offer coaching and mentoring to Public Works personnel. Citygate is also conducting an Outsourcing Opportunities Review in parallel with this study.

Outsourcing Opportunities Review – As a follow-on engagement to our Citywide Staffing Review, Citygate is currently performing an Outsourcing Opportunities Review for the City to fulfill the City of Novato’s Strategic Plan requirement to “Authorize a study of potential outsourcing opportunities that would improve service delivery and reduce short- and long-term costs.” This review will identify any areas of operations that would be most suitable for outsourcing to a third party as opposed to the City providing the services by existing staff or identify how outsourcing a portion of existing services is the most efficient or lower-cost method to augment or assist with the existing services. This review will also identify alternative service delivery methods, such as public-private partnerships, contracting, and collaborative agreements for sharing resources between public agencies.

Contact: Amy Cunningham, City Manager | [email protected] | (415) 899-8918 | 901 Sherman Ave., Novato, CA 94945
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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 6—Citygate References Page 49
Sonora, CA
Citywide Organizational Review and Budget Stabilization Study – Citygate conducted a citywide strategic plan and budget stabilization study for the City of Sonora, California, with the purpose of developing a strategic, goal-focused, sustainable budget strategy. The project included Steering Committee participation, strategic goal-setting facilitation with the City Council, community participation including Citygate’s facilitation of a Community Town Hall meeting, an organizational review, a budget stabilization study, an alternative analysis, and an implementation plan.

Contact: Melissa Eads, City Administrator | [email protected] | (209) 532-4541 | 94 North Washington Street, Sonora, CA 95370 Salt Lake City, UT
Multiple Management Reviews
Over the past twenty years, Citygate has performed many studies for Salt Lake City, all of which have been executed through the Office of the City Council, including:
◆ Leadership and Succession Planning Consulting for Office of City Council ◆ Review of Building Services Process
◆ Review of Planning Process
◆ Management Audit of the Engineering Division
◆ Review of General Fund Capital Improvement Program
◆ Management and Performance Audit of the Redevelopment Agency ◆ Management and Performance Audit of the Housing Authority ◆ Management Audits of Development Services, Redevelopment, and Housing Authority (Conducted by David DeRoos while with Ernst & Young) ◆ Facilitation of Fire Department Executive Team Strategic Planning Session.

Each departmental review focused on organizational restructuring as needed; improved allocation of resources and staffing based on workload and the priority of services provided; improved customer, business, and resident services; productivity and cost reduction measures; process streamlining; revenue generation; and comparison of operations to best practices.

Contact: Jennifer Bruno, Executive Director, Salt Lake City Council | [email protected] | (801) 535-7600 | 451 S. State St., Room 304, Salt Lake City, UT 84111 Agenda Packet Page 118 of 339
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Section 7—Consulting Services Agreement Page 50
SECTION 7—CONSULTING SERVICES AGREEMENT

7.1 STATEMENT
Citygate has read the Consulting Services Agreement and will meet the prerequisite insurance requirements. If selected, Citygate Associates agrees to enter into such an agreement.

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City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 8—Other Information Page 51
SECTION 8—OTHER INFORMATION

8.1 WHAT MAKES CITYGATE UNIQUE
Beyond the scope of this specific proposal, for the City’s optional consideration, we have also included two clickable links to videos explaining more about what makes Citygate unique among local government consulting firms.

8.2 DATA COLLECTION AND ANALYSIS TECHNIQUES
Beyond what is conveyed in Citygate’s project approach and Work Plan tasks, the City may benefit from a more complete understanding of our data collection and analysis techniques. A variety of data types must be collected and analyzed to evaluate performance, efficiency, service delivery, and alignment with strategic goals. It is especially important to gather quantitative and qualitative data to confirm that the story told through stakeholder feedback is justified with data. We know from hundreds of studies that no single data measure tells the entire story. We have given considerable thought to the various types of data needed for a study like this so the City understands the data and information we will need to obtain, and it may wish to even start gathering some of the information now so it is more easily available at the start of the project.

Here are some of the categories of data and information we like to analyze.

Organizational and Staffing Data
 Organizational structure
 Staffing levels
 Workload distribution
Video #1 – How Can We Serve You? Video #2 – Citygate Understands Agenda Packet Page 120 of 339
City of El Cerrito, CA
Proposal to Conduct a Citywide Service Delivery Study
Section 8—Other Information Page 52
Budget and Financial Data
 Department budget allocations
 Expenditures and revenue trends
 Grant funding and external funding sources
 Cost recovery and fee structures
Service Delivery and Performance Metrics
 Key Performance Indicators (KPIs)
 Service demand indicators, including workload activity, case volume  Customer satisfaction surveys
Community and Demographic Data
 Population trends, housing and land use data (affordable housing, zoning trends, vacancy rates), and employment and economic data
Technology and Software
 Is software being utilized correctly and consistently? Is reporting easy and effective?
Public Engagement and Stakeholder Feedback
 Data from interviews, focus groups, and surveys
Comparative & Benchmarking
 Peer agency comparisons (staffing ratios, efficiency measures)  State and national benchmarks (best practices within each industry)  Previous department assessments and audits (findings from prior evaluations) Agenda Packet Page 121 of 339

APPENDIX A

CODE OF ETHICS
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Code of Ethics page 1

CODE OF ETHICS

CLIENTS

1. We will serve our clients with integrity, competence, and objectivity.

2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client’s permission.

3. We will not take advantage of confidential client information for ourselves or our firms.

4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor’s permission.

ENGAGEMENTS

5. We will accept only engagements for which we are qualified by our experience and competence.

6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise.

7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity or integrity may be impaired.

FEES

8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept.

9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients.

PROFESSION

10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission.

11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners.

12. We will report violations of this Code of Ethics.

The Council of Consulting Organizations, Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations, Inc.

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APPENDIX B

PROJECT TEAM RESUMES
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Project Team Resumes Page 1

CITYGATE ASSOCIATES, LLC LISA SHAFFER
Lisa Shaffer is a dedicated public servant with 18 years of progressive experience in local government, most recently as Chief Administrative Officer for Salt Lake City (SLC). With a background that enables her to understand and influence every function and operation of local government, she is eager to help municipalities, counties, and districts improve. Ms. Shaffer is most proud of her ability to identify current issues, assemble collaborative teams, and responsively enact a relevant and timely vision (including technological implementation). Through her insatiable curiosity and commitment to continuous improvement, she has both deeply understood and improved processes in each position she has held.

Ms. Shaffer is adept at organizational and fiscal optimization, including succession planning. Her facilitation, vision, and project execution skills enabled her to create SLC’s first Innovations Team, which implemented City-Wide Enterprise Resource Planning solutions for Finance and HR functions. She transitioned SLC to a mobile platform for asset management, which facilitated the creation of a comprehensive asset management plan. Utilizing gathered data, she formed SLC’s first capital projects team. Additionally, Shaffer created and led a cross-departmental team that managed SLC’s annual budget of $2 billion. She also served as the Project Manager to implement a database to track building permit processes, which required her to maximize current functions and recommend process changes. She was SLC’s single point of contact for complex development projects, which required collaborative team-building among external partners and internal stakeholders.

Ms. Shaffer’s ability to work productively among entities with disparate interests is the key to her success. Through hard work, transparency, and accountability, she has earned the trust and respect of both her associates and the citizens served throughout her career in public service.

Relevant Citygate Experience:

The following is a selection of Ms. Shaffer’s experience since joining Citygate:
◆ Currently serving as the Assistant Project Manager and General Government Specialist for an Outsourcing Opportunities Review for the City of Novato, California.
◆ Currently serving as a Local Government Specialist for a Public Works Operational Review for the City of Novato, California.
◆ Served in a supportive role as Local Government Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Local Government Specialist for a Review of Options for the Provision of Fire Services for the City of Beaumont, CA. ◆ Currently serving as Project Manager and Development Review Specialist to conduct an independent staffing and development review study of the Community Development Department, the Public Works / Engineering Department, and the Department of Life Safety for the City of Hemet, CA.
◆ Currently serving as General Government Specialist for a Financial Analysis of Fire Services for the City of Sebastopol, CA to provide a comparison of service options and near and long-term fiscal impacts.

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◆ Currently serving as Local Government Specialist for a Comprehensive Master Planning Services engagement for the Truckee-Donner Recreation & Parks District.
◆ Served in a supportive role as a Local Government Specialist to perform a staffing and operations review for the Town of Windsor Administrative Services Department.

Employment:

The City of Salt Lake City, UT
Chief Administrative Officer January 2020 – December 2023 ◆ Responsible for managing the day-to-day business of the City government, appointing personnel, setting strategic direction to achieve the City’s goals, and supervising the work of and coordinating issues among the City’s 16 departments.

Responsible for communicating with elected officials and partners about the business, goals, and needs of the City.
◆ Emphasized organizational effectiveness—encouraged and set the tone for collaboration, identified opportunities for cross-departmental partnerships, and leveraged the knowledge and power of the team to bring greater impact to City initiatives.
◆ Created Functional Teams within the departments to encourage collaboration and communication, further driving efficiency.
◆ Overhauled City’s department budget process and presentations toward a focus on clarity and transparency.
◆ Serve as the Executive Sponsor on a complex project to update the City’s financial and human resources platforms into one integrated Enterprise Resource Planning (ERP) system.
◆ Championed an engaged and innovative environment—promoted an equitable and inclusive culture, built trust, nurtured collaboration, and encouraged learning. ◆ Created the City’s first Innovations Team to lead change and improve processes city-wide.
◆ Developed mid to long-term strategic and departmental plans to optimize the organization.
◆ Allowed for flexibility to adapt to an emerging environment and retained the talent required to execute on strategies.
◆ Collectively drove change to meet the needs of the community at large—always mindful in determining why and how to drive organizational change while maintaining employee morale, building strong teams, and retaining a great workforce.
◆ Actively championed and provided support for the City’s ongoing diversity, equity and inclusion work. Collaborated to ensure City staff fully understood and Agenda Packet Page 126 of 339
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appreciated the value of an equity lens and applied one to all communication, projects, and initiatives.
◆ Established Employee Advisory Boards in each of the 16 departments as well as the City’s first city-wide employee advisory board.

Public Services Department
Director March 2016 – January 2020
◆ Provided direction to all Public Services programs, contributed to the development of the department budgets, maintained communication between the department and the Mayor’s office, and coordinated citizen issues.
◆ Direction: Listened to and assessed the needs of Program Directors (Facilities, Streets, Fleet, Parks & Public Lands, Youth & Family, Gallivan, Golf, Compliance).
◆ Organizational Optimization: Assessed long-range needs to shape the future of all departments including personnel, succession planning, business analyses, structural changes, etc.
◆ Fiscal Optimization: Coordinated among departments to ensure efficiencies in program overlap.
◆ Procured services and equipment.
◆ Department Budgets: Coordinated with and communicated with all programs in Public Services to understand their needs. Balanced the needs of the individual programs against the needs of the overall Department and work with Finance and the Mayor’s office to recommend the appropriate budget for the Department. ◆ Communication: Clearly communicated Mayor’s vision to each program. Clearly communicated needs of each program to the Mayor’s office. ◆ Citizen Issues: Responded to inquiries and complaints related to Public Services operations. Provided information and research solutions.

Administrative Services Director May 2014–March 2016
◆ Directed programs, activities, and staff in all departmental areas including policy development, procedures, technology, youth programs, community events, special projects, compliance, and customer service. I provided leadership, direction and support to all department divisions and programs. I served as the department liaison/expert contact for all issues related to AFSCME Union, government affairs, and related matters.
◆ Supervise/Lead: Lead, directed and supervised the Administrative Services Division of the City’s Public Services Department. Directly administered the Compliance, Youth & Family, and Gallivan programs. Provided leadership and direction by empowering Program Directors and their staff and by removing barriers standing in the way of their success.

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◆ Policy Development: Supported ordinance revisions to more closely align with the customer service mission of the Department. Developed internal policies and procedures to support Department-wide equity and efficiency. ◆ Analysis: Administered business analyses for all department programs including needs assessments and operations analyses. Recommended a shift in business processes, where appropriate.
◆ Strategic Planning: Collaborated with Program Directors, other Departments, and the Administration to plan future projects and maximize limited City resources. ◆ Performance Measures: Coordinated with each Program Director to develop and implement meaningful and consistent performance measures. ◆ Developed a project tracking module to make current and future project planning more transparent and reportable.

Development Review Supervisor 2010–2014
◆ Supervise/Lead: Managed development review AFSCME Union and Non-Union staff.
◆ Policy Development: Assisted in the development and implementation of policies and procedures.
◆ Analysis: Continually utilized Business Process Modeling techniques to increase productivity and effectiveness of our services.
◆ Strategic Planning: Developed and analyzed on-going comprehensive reports with organizational improvement recommendations that aligned with Department goals. ◆ Performance Measures: Established performance and behavior standards, evaluated staff, and initiated personnel actions
◆ Program Development/Direction: Supervised complex development and construction permitting issues. Developed new programs that met Department goals and customer service objectives.
◆ Technology: Was responsible for technology improvements and management of technology projects to enhance employee effectiveness and improve customer experience.
◆ Financial Planning and Analysis: Assisted in preparation and administration of budget and other financial activities. Collaborated with Division personnel to monitor and track the Division budget.
◆ Organizational Improvement: Ensured that staff received proper training, supervision, and instruction in City policy, technology, and stipulated codes.

Development Review Administrator 2007–2010
◆ Intra and inter-government liaison: Served as the initial point of contact for developers, engineers, architects, and residents in order to provide guidance through the development review process from pre-application through completion of the project. Acted as the liaison between the City and the City Creek Agenda Packet Page 128 of 339
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Development, 222 South Main high-rise, and other politically sensitive and/or highprofile projects. This coordination involved clear communication and collaborative team-building skills in order to obtain “sign-off” from 7 different divisions within in the City on every project. Coordinated public/private interaction between the City, Rocky Mountain Power, Questar Gas, and UTA.
◆ Leadership: Facilitated the resolution of inter-city department conflicts. ◆ Assembled and managed the City’s Development Review Team (DRT), which provides multidisciplinary plan review.
◆ Directed Programs: Prioritized and expedited the work of staff to ensure timely and efficient completion of proposed projects.

Accela Implementation
Project Manager 2007–2008
◆ Technology/Leadership: Acted as Project Manager for the successful consolidation and implementation of a complex database to track City processes; implementation only took 1 year and is currently used by 13 City Divisions with nearly 500 internal users.
◆ Analysis: Analyzed and documented the business processes in 7 different City Divisions.
◆ Organizational Improvement: Maximized current processes and recommended process changes through Business Process Modeling (BPM) and Business Intelligence (BI) techniques.
◆ Communication: Effectively communicated highly technical ideas to non-technical members of the team, conversely, communicated business processes and needs to highly technical team members.
◆ Financial: Tracked billing and spending on this $1.65M project.

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CITYGATE ASSOCIATES, LLC CONSTANCE JACKSON
Ms. Jackson has over 32 years of local government management experience. She served as City Manager for the City of San Bruno in the San Francisco Bay Area for 15 years and the City of Fort Bragg in the coastal Mendocino County for four years. She also served for more than a decade in the Office of the City Manager in the City of Hercules, California, which was at the time one of the fastest growing communities in the state, where she held the positions of Assistant City Manager, Parks and Recreation Director, and manager for the City’s Budget, Redevelopment, and Economic Development functions. Ms. Jackson has extensive experience developing and implementing successful fiscal, organizational, and operational strategies to resolve serious financial deficit situations, including the sharing of core municipal services with other local agencies, restructuring of service delivery systems, and development of public engagement strategies and programs.

Throughout her career, Ms. Jackson established agreements and worked with public- and privatesector partners to ensure community interests in the completion of major development and redevelopment projects, including acquisition of prime ocean bluffs property for public open space, planning for redevelopment of a 400-acre oceanfront property following closure of a lumber mill, development of a new train station, redevelopment of a regional mall and a former navy base, and establishment of a multiple-agency regional groundwater storage and recovery program.

As Director of Emergency Services for the City of San Bruno, California, Ms. Jackson led the City’s acclaimed response to the devastating 2010 PG&E high-pressure gas pipeline explosion and resulting fire that killed eight residents and destroyed 38 homes. That response included negotiation of a $70 million community restitution fund and establishment of the San Bruno Community Foundation to administer the funds for the long-term benefit of the community. Over the course of several years following the explosion, Ms. Jackson and her team developed and successfully pursued advocacy for pipeline safety and utility regulation improvements that ultimately resulted in major legislative, regulatory, and operational reform at the state and national levels.

Ms. Jackson is a member of the International City/County Management Association. She was recognized by the League of California Cities City Manager’s Department as the 2012 City Manager of Distinction. She has presented before a wide variety of audiences on the City of San Bruno experience and pipeline safety. Ms. Jackson holds a bachelor of arts degree in Social and Cultural Anthropology from the University of California, Berkeley, where she also completed coursework for a master’s degree in Business Administration.

Relevant Experience:

The following is a selection of Ms. Jackson’s consulting experience since joining Citygate:
◆ Served as Local Government Specialist and Project Manager for a Citywide Staffing Review for Novato, California.
◆ Currently serving as the Project Manager and Local Government Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as Local Government Specialist and Lead Consultant for an organizational and operations review of the Human Resources function in the City of Hercules, California.

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◆ Served as Local Government Specialist for an organizational review of the Planning Department for the Midpeninsula Regional Open Space District in the Bay Area. ◆ Served as Local Government Specialist for a review of the Resource Management Agency of Monterey County, California. The objective of the study was to review current conditions, analyze opportunities for organizational changes and process improvements that can further enhance customer service, evaluate future service demands, and develop a Strategic Action Plan with a prioritized implementation schedule.
◆ Served as City Management / Policy Specialist for a service delivery and staffing study for Portland Fire and Rescue in the City of Portland, Oregon. ◆ Served as Local Government Specialist to provide specialty assistance to San Bernardino County in exploring various options for the development of a joint venture partnership agreement between area fire agencies, the contract ambulance provider, and the County.
◆ Served as Local Government Specialist for a citywide organizational review and budget stabilization study for the City of Sonora, CA, including a review of homelessness.
◆ Served as Local Government Specialist for a staffing analysis and optimization plan for the City of West Hollywood, California.
◆ Served as and Local Government Specialist to perform a staffing and operations review for the Town of Windsor Administrative Services Department.

Employment:

San Bruno, California
City Manager 2003–2018
◆ Managed municipal operations and support development and implementation of City Council policy for this full-service urban community adjacent to San Francisco International Airport with a residential population of 43,000; oversaw 250 full-time employees, a $43 million General Fund annual operating budget, and over $150 million all funds budget, including City operations that entailed water production/distribution and wastewater enterprises and a full-service incumbent cable television / internet technology enterprise.
◆ Managed City response to catastrophic September 2010 PG&E high-pressure gas transmission line explosion that devastated a neighborhood, destroying 38 homes, seriously damaging 17, and killing eight people.
➢ Represented the City and led its participation in the comprehensive yearlong National Transportation Safety Board investigation and three subsequent investigative proceedings before the California Public Utilities Commission, wherein the City’s initiative and advocacy were instrumental in bringing about extensive reform of the state utility regulatory system and safety improvements at PG&E.

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➢ Negotiated a $50 million trust fund to cover City costs for community rebuilding and recovery; developed the strategy and managed the team that negotiated a separate $70 million community restitution fund; established the San Bruno Community Foundation to administer the $70 million community restitution funds.
➢ Provided oversight and leadership to the City’s comprehensive program of support services to assist affected residents and the City’s capital program to replace all public infrastructure in the 375-unit neighborhood. ➢ Represented the City and presented at numerous government and industry conferences, legislative hearings, and other events on pipeline safety, utility/regulatory reform, and disaster response.
◆ Led development and implementation of fiscal and operational strategies that resulted in the City weathering the multiple-year recession that began in 2008, with limited service reductions, balanced annual budgets, and establishment of new reserve funds totaling over $15 million.
◆ Provided leadership in a Countywide review of shared service options and instituted one of the County’s first shared service arrangements by fully integrating Fire Department command staff with an adjacent city.
◆ Completed comprehensive community visioning and planning process for development of a new recreation center and swimming pool. ◆ Ensured successful redevelopment of 20-acre former US Navy site to 1,090 new transit-oriented apartments and a commercial center with the City’s first fullservice fine dining restaurant; ensured redevelopment/transformation of the former aged Tanforan Mall to The Shops at Tanforan, a modern regional shopping destination.
◆ Coordinated the City’s role with Caltrain in planning, design development, and delivery of the San Bruno Caltrain grade separation and new station in San Bruno’s downtown.
◆ Coordinated with the San Francisco Public Utilities Commission and two other local water producers to negotiate and implement a regional groundwater storage and recovery agreement to ensure cooperative management of the regional groundwater supply and drought response.
◆ Completed comprehensive General Plan update.
◆ Completed development of master plans for the City’s water, wastewater, and stormwater utilities; established utility rate programs; developed a comprehensive 20-year capital improvements work program to replace and rehabilitate the City’s entire aging utility infrastructure; and successfully completed over $20 million of necessary improvements in the first several years of the program. ◆ Ensured successful municipal operation of the San Bruno Cable Television enterprise in an era of rapid technology change and intense competitive pressure, adding high-speed internet and other technology services to ensure the enterprise maintained a majority market share.

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◆ Coordinated with YouTube to initiate preparation of a Specific Plan to guide redevelopment of the 90-acre Bayhill Office Park to expand YouTube’s headquarters campus.

Fort Bragg, California
City Manager 2000–2003
◆ Supported the City Council and managed municipal operations for oceanfront tourist destination community of 7,500 residents and 25,000 service population in a full-service city with an all-funds budget of $9 million, including water production, wastewater treatment, public safety, community development, and administrative services.
◆ Initiated master planning for 400-acre oceanfront property following closure of former lumber mill.
◆ Completed strategic planning and initiated implementation of downtown revitalization program.
◆ Established fiscal stability with elimination of over $600,000 General Fund deficit; established reserves and paid off $1 million inter-fund debt. ◆ Developed and initiated the City’s first long-term capital improvements program; initiated comprehensive $3.8 million grant-funded street improvement program and water system upgrade.
◆ Coordinated community volunteer playground renovation project. ◆ Negotiated acquisition of prime ocean bluffs property for public open space in coordination with the California State Coastal Conservancy. ◆ Facilitated long-range strategic planning for transition of community economy from traditional industries with completion of eight-year process for comprehensive General Plan, Local Coastal Plan, and Housing Element Update.

Hercules, California
Assistant City Manager August 1997–December 1999
Interim City Manager December 1996–August 1997
Deputy City Manager July 1991–November 1996
Assistant to the City Manager July 1988–June 1991
Administrative Analyst July 1986–June 1988
Education:
◆ Master of Business Administration – Haas School of Business at the University of California, Berkeley
◆ Bachelor of Arts in Social and Cultural Anthropology – University of California, Berkeley
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Honors and Awards:
◆ League of California Cities City Managers’ Department Career Achievement Award – 2012
◆ Women Leading Government Career Achievement Award – 2011 ◆ Special Recognition for Emergency Response from the San Mateo City Managers Group – 2010
◆ International City/County Management Association Community Innovation Award – 2007
Presentations and Publications:
◆ “California’s Mutual Aid System Provides Invaluable Support during San Bruno Disaster,” Western City (February 2011).
◆ “Leadership in Crisis,” Women’s Leadership Summit (2011). ◆ Shared Services Panel Presenter, League of California Cities City Managers Department Conference (2010).
◆ “Courage in Action,” Cal-ICMA Webinar, (2011).
◆ Presenter on San Bruno’s Experience, National Pipeline Safety Trust Annual Conference (2011).

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CITYGATE ASSOCIATES, LLC ANDY OKORO, MSA, CPA
An accomplished former City Manager and finance official, Andy Okoro has more than 32 years of diverse experience in the administration and management of local government functions and programs. He spent 20 years with the City of Norco, CA, serving nine years as the Deputy City Manager and Director of Fiscal and Support Services before serving eleven years as the City Manager. During his tenure in the finance role, he effectively administered the day-to-day tasks of the Fiscal and Support Services Department and led in the development and implementation of policies and guidelines. These resulted in effective budgeting, long-term financial planning, and award-winning external financial reports. As City Manager, Mr. Okoro led the City of Norco through strategic organizational restructuring and long-term financial and operational decisions that resulted in a more than tenfold increase in the City’s General Fund reserves while building resilient enterprise and internal service funds. Mr. Okoro also significantly reduced unfunded pension and other post-retirement liabilities. Two of the most impactful initiatives he implemented in Norco were contracting out the city’s fire department services and passing a one-cent add-on general revenue measure. As of June 30, 2022, the revenue measure was generating $8.8 million annually for the city, while over $3 million in annual savings were being realized as a result of the fire protection and emergency services contract with Cal Fire.

Prior to joining the City of Norco, Mr. Okoro held various high-level fiscal management positions with the City of Pasadena, the Southern California Regional Rail Authority (Metrolink Trains), and the Alameda Corridor Transportation Authority. At the City of Pasadena, he successfully managed the city’s accounting, financial reporting, internal audit, and procurement functions by developing and implementing policies and procedures to ensure efficiency and effectiveness—as well as compliance with professional accounting standards, laws, rules, and regulations. At the Alameda Corridor Transportation Authority, he implemented and administered systems for controlling and monitoring the agency’s $2.5 billion program and operating budgets. These resulted in the on-time, under-budget, and successful completion of a $2.5 billion major rail project in Southern California.

Mr. Okoro is a licensed California CPA with a master’s degree in accounting from the University of Houston and a bachelor’s degree in business administration from Wichita State University, Kansas.

Relevant Experience:

City of Norco
City Manager 2013–2022
◆ Administered the day-to-day business of city government and services. ◆ Recommended and implemented city council policies and strategic priorities. ◆ Recruited, hired, trained, mentored, supervised, and evaluated staff at all levels of the city.
◆ Managed commissions, committees, and advisory groups; attended related meetings.
◆ Prepared and presented operating and capital budgets to commissions and city council.

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◆ Represented the city on various boards and technical advisory committees of membership and related organizations.
◆ Organized and led stakeholders in the development of strategic plans. ◆ Managed preparation of city council, commission and committee agenda and staff reports.
◆ Managed citywide communications with press, city council, residents, other governments, and agencies.
◆ Reviewed city programs, services, and organizations; recommended and implemented changes and reorganizations, as necessary.

Deputy City Manager/Director of Fiscal and Support Services: 2003–2013 ◆ Managed fiscal and support services including accounting and financial reporting, capital and operating budget preparation, debt and asset management, financial services, human resources and risk management, information technology, procurement, administration of special districts (CFDs & LMDs), treasury and investments.
◆ Assisted the City Manager in the day-to-day management of city functions and programs.
◆ Developed and implemented short-term and long-term financial forecasts and strategies.
◆ Selected and implemented fiscal management and other monitoring and reporting systems.
◆ Managed re-financing and issuance of new debt, managed cash, and investments consistent with city policies and legal requirements.
◆ Recommended options for risk financing activities, and compensation design. ◆ Oversaw and/or conducted utilities rate studies, cost of services, cost allocation. ◆ Coordinated external audits and prepared Annual Comprehensive Financial Reports that earned excellency in financial reporting from GFOA for nineteen straight years.
◆ Developed policies and procedures as necessary to ensure strong internal controls and achievement of goals and objectives.

Alameda Transportation Authority, Los Angeles
Controller 1999–2003
◆ Prepared and monitored project and program budget of a major public rail project totalling $2.5 billion.
◆ Helped select and implement rate calculation, monitoring, and collection systems. ◆ Supervised accounting, budgeting, information technology and human resources functions.

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◆ Prepared GAAP based external financial statements and internal budget-actual financial reports.
◆ Ensured compliance with grants and debt requirements. ◆ Prepared cost allocation and indirect rate calculations consistent with OMB Circulars.
◆ Assisted Investment Advisors in managing over $1 billion average investment portfolio consistent with government code and adopted investment policy.

City of Pasadena, CA
Accounting & Financial Services Administrator 1990–1997 ◆ Supervised financial services and accounting functions including general, utility and enterprise, grants, and redevelopment agency accounting. ◆ Supervised preparation of Annual Comprehensive Financial Reports. ◆ Managed the implementation of GASB 34 including valuation of city infrastructure and other capital assets; obtained auditor’s unqualified opinion regarding fixed assets.
◆ Supervised internal audit function and developed audit program for auditing Transient Occupancy Tax - TOT.

Education:
◆ Master of Science in Accountancy from the University of Houston (Houston, TX) – 1985
◆ Bachelor of Business Administration / Accounting from Wichita State University (Wichita, KS) – 1983
Awards and Licenses:
◆ California Active CPA License
◆ 30+ years of Government Finance Officers Association (GFOA) membership ◆ 15+ years of CalCPA membership
◆ 10+ years California City Management Association membership ◆ Awarded GFOA Certificate of Excellency in Financial Reporting – 19 consecutive years
◆ Completion of numerous CPE courses
◆ FINRA – Securities Industry Essentials Certificate
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CITYGATE ASSOCIATES, LLC ANDREW GREEN, MBA
Mr. Green has over 35 years of experience in all aspects of municipal finance, including as a professional manager. He has had primary responsibility for the development and monitoring of citywide budgets for four municipalities, with total budgets ranging from $70 million to $680 million. He developed and fine-tuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus. Mr. Green has extensive experience with all aspects of the operations of a municipal finance department including, but not limited to, financial reporting/accounting and analysis, accounts payable/receivable, debt issuance/management, payroll, investments, business licensing, risk management, purchasing, grant management, labor relations, and budgeting. Additionally, Mr. Green has developed and implemented finance department strategic plans in several jurisdictions. He has also served a variety of roles on many government finance organizations, including California Society of Municipal Finance Officers Chapter Co-chair, League of California Cities Employee Relations Department representative, and the State of Nevada Committee on Local Government Finance committee member. Mr. Green also has a master’s degree in Business Administration with honors.

Relevant Citygate Experience:

The following is a selection of Mr. Green’s consulting experience since joining Citygate:
◆ Served as Local Government Fiscal Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Local Government Fiscal Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as Local Government Finance Specialist for an organizational review and budget stabilization assessment for the City of Angels Camp, California, with the purpose of developing a strategic, goal-focused, sustainable budget strategy. ◆ Served as Local Government Fiscal Specialist and Assistant Project Manager for a citywide organizational review and budget stabilization study for the City of Sonora, CA, including a review of homelessness.
◆ Served as Fiscal Specialist for a staffing analysis and optimization plan for the City of West Hollywood, California.
◆ Served as Municipal Finance Specialist to develop a staffing and operations plan for the City of West Hollywood’s Aquatic and Recreation Center. Phase 1 of this project focused on the Center’s staffing and human resources needs and any other proposed contracts predicted to be required for operation. Phase 2 completed the Center’s operational policies, procedures, and guidelines. ◆ Served as Local Government Finance Specialist and Project Manager to provide strategic planning and facilitation assistance for the City of Angels, California. ◆ Served as Local Government Finance Specialist for a follow-on engagement to provide implementation support to the City of Angels in the establishment of a formal strategic plan implementation, monitoring, reporting, and updating process.

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◆ Served as Local Government Finance Specialist and Project Manager to develop an action plan for the City of Angels Camp, California, to provide financial strategies in response to the COVID-19 pandemic.
◆ Served as Local Government Finance Specialist and Project Manager for a review of the proposed tax sharing agreement between Contra Costa County and one incorporated city within the County.
◆ Served as Project Manager for an organizational and operations review of the Human Resources function in the City of Hercules, California. ◆ Served as Municipal Finance Specialist and Project Manager for an independent operational assessment of the outstanding sponsorship fees that are owed and collectable for Foster City, California.
◆ Currently serving as Local Government Fiscal Specialist for an Independent Review of the Metro Transit Security Public Safety Department Feasibility Study for the Los Angeles County Metropolitan Transit Authority. ◆ Served as Local Government Finance Specialist for an organizational review and analysis of Monterey County’s current homeless programs, funding, and coordination services.
◆ Served as Local Government Finance Specialist to perform an organizational review of Monterey County’s current Cannabis Program, including funding, organization, permitting, staffing, and workload.
◆ Served as Fiscal Specialist for a review of the Resource Management Agency of Monterey County, California. The objective of the study was to review current conditions, analyze opportunities for organizational changes and process improvements that can further enhance customer service, evaluate future service demands, and develop a Strategic Action Plan with a prioritized implementation schedule.
◆ Served as Local Government Fiscal Specialist for a Comparative Deployment and Organizational Analysis of the Redondo Beach Fire Department, providing an analysis, evaluation, and cost comparisons related to deployment options for fire, EMS, and harbor operations as compared to the Consolidated Fire Protection District of the County of Los Angeles.
◆ Served as Local Government Finance Specialist for a peer review study of the emergency ground ambulance and interfacility transport services procurement documents and process for San Bernardino County, California. ◆ Served as Local Government Finance Specialist for a high-level observational organizational and financial review for the City of San Juan Bautista, California. ◆ Served as Local Government Finance Specialist for a follow-on engagement related to the 2023 Strategic Plan for the City of San Juan Bautista, California, in which Citygate facilitated sessions with the City Council, City staff, and other key stakeholders to develop Organizational Service and Organizational Hiring philosophies.

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◆ Served as Financial Analyst for an organizational and staffing review of the Finance Department for the City of South Pasadena, California, including reviewing the Department’s operational functions and workflow processes. ◆ Currently serving as Local Government Fiscal Specialist to conduct an Operational Assessment and Multi-Year Strategic Plan for the Verdugo Fire Communications Center.
◆ Served as Local Government Fiscal Specialist to perform operational review and provide mentoring for the Western Riverside Council of Governments’ Finance Department.
◆ Served as Local Government Fiscal Specialist for a follow-on engagement to update and assess progress in relation to the previous operational review. ◆ Served as Fiscal Specialist for a comprehensive operations and staffing assessment of the City of West Sacramento’s Police Department.
◆ Served as Project Manager and Local Government Fiscal Specialist to perform a staffing and operations review for the Town of Windsor Administrative Services Department.

Relevant Non-Citygate Experience:
◆ Completed the Comprehensive Annual Financial Report on time and with clean audit opinions for four municipalities during more than 30 years of being primarily responsible for developing and monitoring the citywide budgets, with total budgets ranging from $70 million to $680 million.
◆ Developed and fine-tuned long-range financial plans for multiple municipalities, including playing a lead role in taking the City of Pasadena, California, from a $10 million General Fund operating deficit to a $5 million General Fund operating surplus.
◆ Served as financing team lead for numerous multi-million debt issuances, including the $282 million ReTRAC, a $108 million event center, and $35 million in Cabela’s projects in Reno, Nevada, and the $156 million Rose Bowl renovation in Pasadena. ◆ Appointed to the Employee Relations Committee by the League of California Cities’ Fiscal Officers Department and voted in as the second Vice President of the League’s Executive Committee. (Change of employment prevented serving in this role).
◆ Served as Chief Negotiator for the Cities of Rialto, California, and Reno, Nevada, for various police and fire labor units, achieving successful multiple-year agreements in both Cities.
◆ Developed a strategic action plan to improve the motor pool operation of the City of Rialto.
◆ Developed a review, monitoring, and evaluation process for the worker’s compensation program for the City of Rialto, which resulted in a 15 percent savings in costs.

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◆ Served in the lead role in four different, successful financial system conversions. ◆ Appointed by the League of Nevada Cities to be a member of the Committee on Local Government Finance, which monitors and makes recommendations on statewide operations of local governments.
◆ Served as a board member and executive committee member of risk-sharing pool for the City of Rialto’s liability function.
◆ Developed and implemented a cross-functional work-team concept in the finance departments of the Cities of Rialto and Reno, which improved operational efficiency and effectiveness, as well as department morale. ◆ Successfully motivated and directed staff to implement the various internal audit recommendations given to the finance departments for the Cities of Reno and Pasadena.
◆ Significantly increased the level of professionalism and education among the senior management staff of the finance departments of the Cities of Reno and Pasadena. ◆ Developed the first vision statements for the finance departments for the Cities of Reno and Pasadena, which served to maintain departmental focus on achieving the Citywide vision.
◆ Developed and implemented annual senior management staff retreats to ensure that department senior managers remained focused on the department and the Citywide vision.

Employment:

Director of Finance
City of Pasadena, California 2009–2015
Finance Director
City of Reno, Nevada 2001–2009
Director of Finance / Director of Administrative Services City of Rialto, California 1992–2001
Director of Finance
City of San Bernardino, California 1986–1992
Assistant Director of Finance
City of San Bernardino, California 1985–1986
Internal Auditor / Budget Officer
City of San Bernardino, California 1984–1985
Honors and Awards:
◆ Pasadena NAACP Government Sector Honoree
◆ San Bernardino Management Association Manager of the Year Agenda Packet Page 141 of 339
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◆ San Bernardino NAACP Pioneer Award
◆ Government Finance Officer Association Certificate of Achievement in Outstanding Financial Reporting: eight years in Reno, nine years in Rialto, and six years in Pasadena
◆ Government Finance Officer Association Distinguished Budgeting Award: eight years in Reno and six years in Pasadena
◆ Fontana Branch Derby Club Outstanding Achievement Award Agenda Packet Page 142 of 339
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CITYGATE ASSOCIATES, LLC RICHARD WORD, MPA
Chief Word has 30 years of law enforcement experience. He formally began his law enforcement career at the Oakland Police Department in 1984 and rapidly rose through the ranks to become Oakland’s youngest Chief of Police in 1999. As Chief, he commanded a force of approximately 1,200 total personnel, including over 700 sworn members, with a budget exceeding $160 million.

In his first year as Chief, Oakland saw its lowest number of homicides in over 30 years. In 2004, Chief Word joined the Vacaville Police Department as its Chief of Police, where he served until his retirement in 2013. In 2014, Chief Word served as the interim Chief of Police for the Pinole Police Department. He also served as President of the California Police Chiefs Association in 2007, and he continues to teach both the Commission on Peace Officer Standards and Training certified Basic Internal Affairs Course and the Supervisors Course at the Sacramento Regional Public Safety Training Center. Chief Word has conducted several police misconduct investigations, and he has served as a police procedures consultant for several law enforcement agencies.

Throughout Chief Word’s career, he has responded to, participated in, supervised, and reviewed major crowd control and protest/civil unrest events. He has also continually endeavored to build community trust, support, and confidence in the agencies he has commanded. Some of these efforts include the establishment of a police and corrections team at the Oakland Police Department. Such a team worked closely with State Parole, meeting with newly released prison inmates to direct them to local services to ensure their successful reentry into the community. In Oakland, Chief Word also included community members on police hiring and promotional panels, and he maintained several minority community police advisory groups. In Vacaville, the Police Department employed a number of Master Social Workers and Family Support Workers who worked closely with police detectives assigned to a Family Investigative Response Services Team and police officers assigned to Vacaville’s public schools.

Chief Word holds a bachelor’s degree in Business Administration from John F. Kennedy University and a master’s degree in Public Administration from Golden Gate University. Chief Word is also a graduate of the FBI National Academy and the FBI National Executive Institute.

Relevant Experience:
◆ Served as Project Manager and Police Services Senior Associate for an organizational workload study of the Police Department for the City of Berkeley, CA.
◆ Served as Police Services Senior Associate to perform a comprehensive operations and staffing assessment for the Police Department in the City of West Sacramento, California.
◆ Served as Police Services Senior Associate to assist the City Council in the City of Coachella, California, in a workshop discussion to consider the methods of studying policing services.
◆ Served as Police Services Senior Associate and Project Manager for a police staffing and efficiency study for the City of Elk Grove, California. ◆ Served as Police Services Senior Associate for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas.

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◆ Served as Police Services Senior Associate for a police workload and staffing study for the City of Los Altos, California, in partnership with COAR Design Group (formerly Jeff Katz Architecture).
◆ Served as Police Services Senior Associate for a Police Department facilities review and headquarters/facilities siting study for the City of Riverside, California, with the goal of developing a new police headquarters facility within the City that optimizes operational services to the community.
◆ Contracted by Sonoma County to review the policies, procedures, training, supervision, and patrol practices of the Sonoma’s County Sheriff’s Office in light of an officer-involved shooting.
◆ Contracted by the City of Antioch, California, to review the Antioch Police Department’s policies, procedures, training, supervision, and practices of a specialized Antioch Police patrol team whose focus was crime in public housing units.
◆ Contracted by Union City, California, to investigate a complaint by a former Union City police officer who alleged retaliation for reporting misconduct. The investigation reviewed the policies, procedures, training, supervision, practices, and culture of the Union City Police Department.

Employment:

Interim Chief of Police
Pinole, California May 2014–September 2014
◆ Served this city of approximately 18,000 residents located in Contra Costa County.

In this role, Chief Word was tasked by the City Manager to review and assess all departmental operations, including its staffing, structure, policies, training, hiring practices, and culture.

Chief of Police
Vacaville, California November 2004–November 2013
◆ Served this city of 100,000 residents located in Solano County:
➢ Created the Crime-Free Multi-Housing Program, a partnership between the Police Department, the Department of Housing and Redevelopment, and local property owners and property managers. Following the program’s inception in 2006, calls for police service to the involved properties dropped 15 percent.
➢ Launched a Compstat (comparative statistics) process in which key Police Department staff met weekly to review crime and criminal case summaries.

The process enabled the Department to more quickly and efficiently deploy resources to address any emerging crime trends.
➢ Oversaw a consistent reduction in serious Part 1 crime despite a significant reduction in staffing and cuts to employee pay and benefits as a result of the recession of 2008.

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➢ Served on the Solano County Community Corrections Partnership, the overall objective of which is to reduce the recidivism rate of adult offenders in the local criminal justice system.

Chief of Police
Oakland, California August 1999–November 2004
◆ Served this city of approximately 400,000 people on the east side of San Francisco Bay:
➢ Reorganized the Bureau of Field Operations, eliminating a separate Community Policing Unit and assigning command-level officers as police service area commanders. The reorganization included the training of all personnel and many community leaders in police problem-solving principles.
➢ Established a Police and Corrections Team, a prisoner reentry partnership between local police, state parole, and county probation officers. ➢ Established a school policing unit responsible for full policing responsibilities in the Oakland Unified School District. ➢ Launched Oakland’s first Youth Citizens Police Academy, comprised of youth from Oakland’s high schools.
➢ Established the Oakland Police Foundation, a non-profit board established to raise funds for Police Department programs not otherwise funded in the City’s General Fund.
➢ Established an Office of Inspector General, responsible for audits and inspections of key departmental operations, including overtime expenditures and use of force incidents.

Patrol Officer to Captain
Oakland, California October 1984–August 1999
◆ Achieved the rank of Captain in a career that included the following:
➢ As Area Commander, responsible for implementing community policing and providing overall leadership and direction for approximately 100 total personnel, including patrol, traffic enforcement and investigation, crime reduction teams, and neighborhood service coordinators. ➢ As a Lieutenant, oversaw all City jail operations, including staffing, training, budget preparation, labor matters, equipment purchases, and compliance with all provisions of Division 3 of Title 15, the Rule and Regulations of Adult Institutions, Programs, and Parole of the California Code of Regulations.
➢ As a Lieutenant, also served as a Patrol Watch Commander, which involved a myriad of duties, including the supervision of field supervisors and the management of major crime scenes and critical incidents.

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➢ As a sergeant, Chief Word served as a supervisor in the Communications Division, the City’s 9-1-1 answering point. Chief Word also served in this role during the Oakland firestorm of 1991 and the Loma Prieta earthquake of 1989.
➢ As a police officer, served as a patrol officer, as well as an undercover officer for a street-level drug enforcement unit, and worked as a Narcotics Investigator in the Department’s Vice Crimes Section.

Education and Advanced Training:
◆ Golden Gate University – Master of Public Administration ◆ John F. Kennedy University – Bachelor of Science in Business Administration – cum laude
◆ Federal Bureau of Investigation, National Executive Institute – Session 24 ◆ Federal Bureau of Investigation, National Academy – Class 184 Professional Affiliations:
◆ International Association of Chiefs of Police – 2000–2013 ◆ Board President of the California Police Chiefs Association – 2007 ◆ Police Executive Research Forum
◆ Solano County Law Enforcement Executives Association
◆ Alameda County Law Enforcement Executives Association ◆ Solano County Community Corrections Partnership – 2010–2013 Community Leadership:

As an active member in many charitable and service organizations, Chief Word’s community relationships were vital to building the community’s trust, confidence, and support of police efforts:
◆ Board Member of the Oakland Police Activities League
◆ Board Member of the Vacaville Police Activities League ◆ Board Member of the Vacaville Neighborhood Boys and Girls Club ◆ Board Member of Opportunity House, a Vacaville homeless shelter for women and children
◆ Board Member of Pace Solano, which serves over 400 individuals with developmental disabilities in Solano County
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CITYGATE ASSOCIATES, LLC JACK SERIER, EDD
Dr. Serier has served as a law enforcement officer for 32 years. He served in two other city police departments before joining the Saint Paul Police Department, where he rose to the rank of Commander. He then became an administrator at the Ramsey County Sheriff’s Office and later became County Sheriff. As Sheriff, he was responsible for a $57 million budget and 450 employees. He recently retired as the Assistant Chief of Police for the Saint Paul Police Department, where he managed daily operations and was responsible for a $122 million budget.

Additionally, he is the author of the 2019 Organizational Study of the Saint Paul Police Department.

Relevant Experience:

The following is a selection of Dr. Serier’s consulting experience since joining Citygate:
◆ Served as Police Services Senior Associate for a comprehensive management study for the Lawrence Police Department in Lawrence, Kansas. ◆ Currently serving as Police Services Senior Associate and Police Team Lead for an Operational Study of the Public Safety Department for the City of Lino Lakes, MN. ◆ Served as Police Services Senior Associate and Lead Consultant for a comprehensive operations and staffing assessment of the Police Department for the City of Minnetonka, Minnesota.
◆ Served as Police Services Senior Associate for an independent operational and organizational assessment for the City of Oceanside Police Department, affecting current, future, and long-term organizational, strategic, and operational plans.

Employment:

Saint Paul Police Department in Saint Paul, Minnesota
Assistant Chief 2022–2024
◆ Leads the Support Services and Administration Division.

Commander 2020–2022
◆ Served as Director of Training.
◆ Led all training functions of the Department and its Professional Development Institute.

Ramsey County Sheriff’s Office in Ramsey County, Minnesota County Sheriff 2017–2019
◆ Served as Chief Executive Officer over 450 employees.

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◆ Directed the priorities for a budget of $57 million.
◆ Provided strategic direction for all Sheriff's Office operations. ◆ Connected with community priorities to increase the level of service and transparency of the Sheriff's Office. Engaged in community, policy, and legislative initiatives to reflect the needs and interests of residents countywide. ◆ Created entry-level and promotional opportunities that made Ramsey County the most diverse Sheriff’s Office in Minnesota, including a Detention Center with over 53 percent of the staff made up of women and people of color.

Inspector / Undersheriff / Chief Deputy 2011–2017
◆ As Chief Deputy:
➢ Served as chief operating officer for a Sheriff's Office of over 420 employees.
➢ Responsible for the fiscal direction of a $54 million budget. ➢ Managed the strategic direction of all Sheriff's Office operations. ➢ Led labor negotiations with nine unions.
➢ Administered professional standards.
➢ Oversaw investigations and the disciplinary process for all five divisions of the agency.
◆ As Undersheriff:
➢ Led Patrol Operations Division of 100 full-time personnel and 300 volunteers, which served as the police department for seven contract communities through its Patrol Unit, Criminal Investigation Unit, and Community Support Services Unit.
➢ Developed an increased presence of Sheriff's Office youth services in suburban Ramsey County.
➢ Worked with six city managers from seven municipalities to deliver services.
◆ As Inspector:
➢ Conducted the writing and managing implementation of a new policy manual.
➢ Managed the reorganization of the Water Patrol Unit, the K-9 Unit, and the Dive Team, consisting of full-time and part-time employees and volunteers. ➢ Developed a new Mobile Field Force with an all-hazards model to support Emergency Management field functions.
➢ Served as team commander of 50 Deputies and Correctional Officers.

Saint Paul Police Department in Saint Paul, Minnesota 2000–2011 ◆ Began service as Patrol Officer and rose through the ranks to Commander.

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◆ Conducted a four-phase organizational study of the Department over a 12-month period, analyzing functionality, workloads, and recommended process improvements for the Chief of Police.
◆ Worked in conjunction with other members of the administrative team on change initiatives within the organization.
◆ Managed operations of the Traffic Enforcement Team, Traffic Accident Investigators, and the Parking Enforcement Unit.
◆ Commanded the FORCE Unit, which is involved in special operations, search warrants, street-level narcotics interdiction, and problem property remediation. ◆ Supervised crime prevention civilian staff and worked with them on innovations to the departmental approach to community education and crime analysis. ◆ Served as executive officer to an assistant chief.
◆ Managed division budgets.
◆ Supervised patrol district operations.
◆ Served as Academy Commandant for Saint Paul Police Academy. ◆ Worked as investigator in Property Crimes.
◆ Served as a training officer and program manager.

Eagan Police Department in Eagan, Minnesota
Police Patrol Officer 1990–2000
Education and Certificates:
◆ Doctor of Education from University of Saint Thomas in Saint Paul, Minnesota – 2011
◆ Master of Arts from University of Saint Thomas in Saint Paul, Minnesota – 2003 ◆ Bachelor of Arts from Hamline University in Saint Paul, Minnesota – 1990 ◆ FBI National Academy Class #253 – 2013
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CITYGATE ASSOCIATES, LLC STEWART W. GARY, MPA
Until his retirement, Mr. Gary was the Fire Chief of the Livermore–Pleasanton Fire Department.

Now in his 50th year in the Fire Service, Mr. Gary began as a volunteer and worked his way up through the ranks, including his service as a Paramedic for five years.

Mr. Gary started his career with the City of Poway in San Diego County, attaining the rank of Battalion Chief / Fire Marshal. He subsequently served as the Administrative Battalion Chief for the Carlsbad Fire Department in San Diego County. He was appointed Fire Chief for the City of Livermore, California, in January 1994, and two years later, he successfully facilitated the peerto-peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department, from which he retired as Chief. This successful consolidation was awarded the esteemed Helen Putnam Award for Excellence by the California League of Cities in 1999.

Mr. Gary has both a bachelor’s and master’s degree in Public Administration from San Diego State University. He holds an associate degree in fire science from Miramar Community College in San Diego and a certificate in fire protection administration from San Diego State, and he has attended hundreds of hours of seminar course work in fire protection.

Mr. Gary has served in elected professional positions, including: President of the California League of Cities, Fire Chiefs Department and Chairperson of the San Diego County Paramedic Agencies. He has been involved in progressive responsibility for creating or implementing fire protection policy on the local, state, and national levels. He has served as a board member representing cities on the California Office of Emergency Services-FIRESCOPE Board and served two terms as the fire chief representative on the California League of Cities Board of Directors.

Mr. Gary served on the Livermore School District Board and served as an elected official on the City of Livermore City Council.

Relevant Experience:

Since starting his consulting career with Citygate Associates in 2001, Chief Gary has successfully worked on, managed, or directed over 500 consulting projects. Some of the highlights and recent projects include:
◆ Served as Public Safety Principal for a community risk assessment and Standards of Coverage analysis for the City of Santa Monica Fire Department. ◆ Served as Public Safety Principal and Project Director for a Standards of Coverage update for the San Diego Fire-Rescue Department.
◆ Served as Project Director for Citygate’s Standards of Coverage study for the City of San Diego, California.
◆ Served as Project Director and Standards of Coverage Specialist for Citygate’s regional fire services deployment study for the County of San Diego, including 57 fire agencies in the County region. Citygate outlined a process designed to establish a blueprint for improving the County’s regional fire protection and emergency medical system.
◆ Served as Public Safety Principal and Project Director for a fire department Standards of Coverage plan for the City of San Marcos.

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◆ Served as Public Safety Principal and Project Manager for an update of Citygate’s 2017 Community Risk Assessment / Standards of Coverage study for the City of San Marcos Fire Department.
◆ Served as Public Safety Principal and Project Manager for a Comparative Deployment and Organizational Analysis of the Redondo Beach Fire Department, providing an analysis, evaluation, and cost comparisons related to deployment options for fire, EMS, and harbor operations as compared to the Consolidated Fire Protection District of the County of Los Angeles.
◆ Currently serving as Public Safety Principal for a Financial Analysis of Fire Services for the City of Sebastopol, CA to provide a comparison of service options and near and long-term fiscal impacts.
◆ As part of a Master Services Agreement, served as Public Safety Principal / OCFA Project Manager for seven organizational service level assessments for the Orange County Fire Authority, including assessments of the Emergency Command Center, the Executive Leadership Team and Human Resources functions, the Emergency Medical Services Department, Field Deployment services, the Fleet Services Division, Business Services functions, and the Community Risk Reduction Department.
◆ Served as Project Manager for a Standards of Coverage deployment analysis and fire Master Plan for the City of Oceanside, California. This analysis included a review of distribution of fire stations, deployment times, and firefighter staffing. ◆ Served as Public Safety Principal to refresh and brief stakeholders on the Port multihazard firefighting study for the Port of Long Beach, California. ◆ Completed a study for San Diego County and the Santa Ysabel Band of Diegueno Mission Indians to determine the appropriate fire service / firefighting response needs for the Santa Ysabel Casino facility.
◆ Served as Public Safety Principal for a study of Paramedic Ambulance Services throughout the Unified Service Area of San Diego County, CA.

Relevant Non-Citygate Experience:
◆ In 2002, Mr. Gary led a seminar that taught the Standards of Coverage (SOC) methodology to members of the Clark County Fire Department. ◆ In 2005 and into 2006, Mr. Gary coached and assisted the Clark County Fire Department with the initial draft of their rural SOC documents. He advised County GIS on how to prepare the necessary mapping and response statistics analysis. He then coached the project manager on collecting risk assessment information on each rural area, which he then wove into an integrated draft set of risk statements and proposed response policies for each rural area.
◆ In 2000, Mr. Gary was the lead deployment consultant on a team that developed a new strategic plan for the San Jose Fire Department. The final plan, which used the accreditation system methods and SOC tools, was well received by the Department and City Council, which accepted the new strategic plan on a 9–0 vote.

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◆ In 1996, Mr. Gary successfully studied and then facilitated the peer-to-peer merger of the Livermore and Pleasanton Fire Departments into one seamless 10-company department for which he served as Chief. The LPFD represents one of the few successful city-to-city fire mergers in California. The LPFD consisted of 128 total personnel with an operating budget for fiscal year 2000/2001 of $18 million.

Service was provided from eight stations and a training facility, with two additional stations under construction.
◆ In 1995, Mr. Gary began working with the International Association of Fire Chiefs and International City Management Association Accreditation project on the SOC system for fire service deployment. He reworked the material into a California manual and annually taught a 40-hour course for the California Fire Academy for many years. He conducts seminars on this deployment methodology for the International Fire Chiefs across the United States and Canada. ◆ In 1994, Mr. Gary effectively led the Livermore Fire Department’s addition of paramedic firefighters on all engines to increase service. Previously the Alameda County regional system was under-serving Livermore, and the local hospital emergency room was closing. Residents and the City Council approved a local EMS supplemental property tax assessment (successfully revoted after Proposition 218) to help pay for this increased service. In 1995, Mr. Gary assisted the City Council and the firefighters’ union in reaching a new understanding on staffing, and a fifth Fire Company was added to better serve the northwest area of Livermore. ◆ During his tenure in Carlsbad, he successfully master-planned and opened two additional fire stations and developed the necessary agreements between the development community and the City Council.
◆ Mr. Gary has developed fire apparatus replacement plans; procured fire apparatus; supervised the development of community disaster preparedness and public education programs; facilitated permit streamlining programs in the Fire Prevention and Building Departments; improved diversity in the Livermore Fire Department by hiring the first three female firefighters in the City; supervised the Livermore City Building Department, including plan check and inspection services for two years; and master-planned future growth in the north Livermore area for an additional 30,000 people in a “new town” area.
◆ Mr. Gary facilitated a successful regional dispatch consolidation between Poway and the City of San Diego Fire Department. He developed and implemented fire department computer records systems for Carlsbad and Livermore. ◆ Mr. Gary has been a speaker on the proper design of information systems at several seminars for Fire Chiefs, the California League of Cities, and the Fortune 100. He has authored articles on technology and deployment for national fire service publications.
◆ Mr. Gary is experienced as an educator in teaching firefighting, paramedicine, and citizen CPR programs. As a community college instructor, he taught management and fire prevention. He has been an instructor for State Fire Training and the San Diego Paramedic program.

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Instructor and Lecturer:
◆ Instructor and lecturer on fire service deployment for the Commission on Fire Accreditation SOC methodology. Over the last five years, Mr. Gary has presented one-day workshops across the US and Canada to fire chiefs. Presentations have included:
➢ The International Association of Fire Chiefs Convention ➢ US Navy Fire Chiefs in Norfolk, Virginia
➢ US Air Force Fire Chiefs at the USAF Academy in Colorado Springs, Colorado
➢ Seattle-area Fire Chiefs
➢ Fire Chiefs Association of British Columbia in Vancouver ➢ The Michigan/Indiana Fire Chiefs Association School at Notre Dame University
➢ The California Fire Training Officers annual workshop ◆ Developed and taught the 40-hour course in fire deployment methods for the California Fire Academy for seven years. Over 250 fire officers have been trained in this course.

Presentations:
◆ “Mapping the Future of Fire.” First-ever fire service technology conference, October 2000, Dallas, Texas. Outlined fire service needs, especially for GIS mapping and mobile data technologies in the fire service.

Publications:
◆ Edited, partially wrote, and co-developed the second, third, and fourth editions of the Commission on Fire Accreditation Standards of Response Cover Manual. ◆ “System of Cover: Using the Accreditation Commission’s SOC systems approach for deployment,” Fire Chief, February 2001.
◆ “Data to Go: Designing and implementing wireless data technologies for the fire service,” Fire Chief, December 2000.

Memberships:
◆ International Association of Fire Chiefs – Fairfax, Virginia ◆ California Fire Chiefs Association – Rio Linda, California ◆ National Fire Protection Association – Quincy, Massachusetts Agenda Packet Page 153 of 339
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CITYGATE ASSOCIATES, LLC THOMAS BREYER, MSHS
With over 25 years in the Fire and EMS industry, Thomas Breyer has served with the Union Township Fire Department as a firefighter-paramedic, the City of Forest Park Fire Department as a firefighter-paramedic, Lieutenant, and EMS Coordinator, and the International Association of Fire Fighters as a Fire-Based EMS Specialist, Director, and Division Head (Assistant to the General President).

Mr. Breyer started in the fire and EMS service with the Union Township Fire Department before transitioning to the City of Forest Park Fire Department, where he spent the formative years of his career. After promoting to Lieutenant, he enrolled at Xavier University with a focus on pre-med coursework and completed a Bachelor of Liberal Arts degree in 2008. Shortly after he graduated, he assumed the role of the Department’s EMS Coordinator. With a deep passion for EMS, he was well-suited for this position and contributed significantly to the program’s growth. His work included managing supply requisitions for both capital and perishable EMS supplies and equipment, maintaining the ambulance fleet, restructuring the department’s EMS response and capabilities, and coordinating with the physician medical director to perform continuous quality improvement. It was in this role that Mr. Breyer first leveraged qualitative and quantitative data to reduce operational costs by changing the types of ambulances used by the department and maintaining a conservative supply of perishables.

In 2012, Mr. Breyer began employment with the International Association of Fire Fighters (IAFF) as the Fire-Based EMS Specialist. In this role Mr. Breyer was able to apply his skillset to create proposals, which included revenue projections, for fire departments to integrate EMS first response and patient transport to better meet the needs of the community. In this role, he also developed the IAFF’s early resources for Community Paramedic and Mobile Integrated Health and Ebola preparedness. In 2014, he was promoted to the Director of Fire and EMS Operations, overseeing the organization’s geographic information system (GIS) and data analytics department that performed fire department response evaluations. In this position he restructured the department’s reports to include an evaluation of risk, as well as an explanation on fire and EMS operations to better inform decision makers on critical task performance. Over the next several years he grew the size of the department from 6 to 15 personnel, increased the department’s analytical capabilities, and developed the organization’s resources for response to active shooter and the opioid epidemic. Despite the department’s high volume of work, he was able to earn a Master of Science in Health Science from the George Washington University in EMS Leadership. In 2021, Mr. Breyer was promoted to be the Division Head (Assistant to the General President) for Technical Assistance and Information Resources. In this capacity, he provided oversight to the Departments of Fire and EMS Operations, Collective Bargaining, and Field Services. He led the creation of an EMS Physician Medical Director program to assist the IAFF and its affiliates with matters relevant to direct patient care and EMS industry policy work. He also led a redesign of how the Collective Bargaining Department performs wage comparisons, saving the organization an estimated $25,000 per year.

Relevant Non-Citygate Experience:
◆ In 2008, as the EMS Coordinator for the City of Forest Park Fire Department, performed a manual collection and review of patient transport destinations, total miles travelled per day of ambulances, and coordinated with vehicle maintenance staff to validate the need for different ambulance chassis. Subsequent to this Agenda Packet Page 154 of 339
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evaluation he led a specification committee to transition the department from van chassis to medium duty chassis. This change reduced operational costs and reduced the turnaround time of maintenance.
◆ In 2009, manually collected and analyzed data related to the administration of medications versus the department supply to develop a balance of supply to demand, which reduced operational costs.
◆ In 2012, developed EMS proposals that were adopted by the City of Key West, FL and Murfreesboro, TN fire departments.
◆ In 2013, developed an EMS integration proposal for the City of Jersey City that resulted in the elimination of a tax-payer paid, multi-million-dollar subsidy to the hospital-based EMS provider.
◆ In 2017, became a committee member of the second provisional standard in the history of the NFPA, NFPA 3000 Standard for an Active Shooter/Hostile Event Response (ASHER) Program, and in the absence of data, used logic and reason to successfully advocate for cross-functional training and adequate personal protective equipment for fire and EMS responders.

Employment:

Division Head (Assistant to the General President) for Technical Assistance and Information Resources
◆ International Association of Fire Fighters, Washington, DC (2021-2025) ◆ Director of Fire & EMS Operations
◆ International Association of Fire Fighters, Washington, DC (2015-2021) Fire-Based EMS Specialist
◆ International Association of Fire Fighters, Washington, DC (2012-2015) EMS Coordinator
◆ City of Forest Park Fire Department, Forest Park, OH (2008-2012) Lieutenant
◆ City of Forest Park Fire Department, Forest Park, OH (2005-2008) Firefighter-Paramedic
◆ City of Forest Park Fire Department, Forest Park, OH (2002-2005) Firefighter-Paramedic
◆ Union Township Fire Department, Union Township, OH (2000-2002) Education:
◆ Master of Science in Health Science in EMS Leadership, George Washington University – 2017
◆ Bachelor of Liberal Arts, Xavier University – 2008
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◆ Associate of Technical Studies in Fire and Emergency Services, Hocking Technical College - 2000
Relevant Training:
◆ Firefighter I and II
◆ Paramedic
◆ Fire Safety Inspector
◆ Hazardous Materials Technician
◆ Rope Rescue
◆ Curriculum Development
Certificates:
◆ NIMS 100, 200, 700, 800
Publications:
◆ Active Shooter, Pulse Emergency Medical Update, December 2009 ◆ An Analysis of Rules, Regulations, and Policies to Identify Opportunities and Limitations for Fire-Based EMS Systems to Integrate into Healthcare Using a Community Paramedic Model, International Fire Services Journal of Leadership and Management, 2015
◆ Community Coverage, NFPA Journal, January/February 2016 ◆ Fire Department Response Capability, Performance and System Resilience, International Public Safety Data Institute, September 2018 Memberships:
◆ IAFF Local 3024
◆ International Association of Fire Chiefs
◆ National Fire Protection Association
➢ NFPA 1750 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Providing Fire and Emergency Services to the Public. (2024-2025)
➢ NFPA 1022 Standard for Fire and Emergency Services Analyst Professional Qualifications (2020-2025)
➢ NFPA 3000 Standard for Active Shooter/Hostile Event Response (2017- 2025)
➢ NFPA 450 & 451 (now incorporated into NFPA 455) Guide for Emergency Medical Services and Systems (2015-2021)
➢ NFPA 1917 (now incorporated into 1900) Standard for Automotive Ambulance (2013-2024)
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CITYGATE ASSOCIATES, LLC ARMANDO ORNELAS, MSCRP
Mr. Ornelas has over 26 years of local government experience with the cities of Sparks, Nevada, and Albuquerque, New Mexico. Mr. Ornelas has also worked in higher education, the nonprofit affordable housing field, and for a private planning consulting firm. He has extensive experience and skills related to city planning, real estate development, economic development, affordable housing, and capital projects.

Most recently, Mr. Ornelas served the City of Sparks, Nevada, for 23 years as Grants Administrator, Advance Planning Manager, Redevelopment Manager, City Planner, Assistant Community Services Director, and Community Services Director, retiring in 2023. Mr. Ornelas served Sparks in key planning roles during a period of significant growth as the city’s population grew from 64,210 (1999) to 111,735 (2022). As Community Services Director, Mr. Ornelas led a department of nearly 200 full-time positions that provides planning, code enforcement, building, redevelopment, engineering, capital projects, public works maintenance, and wastewater treatment services. Mr. Ornelas was also a member of the City’s executive leadership team that leads the city’s strategic planning work. He routinely interacted with and presented to elected and appointed officials, citizens, stakeholders, and the media. He is a proficient Spanish speaker.

Mr. Ornelas has broad experience managing people, programs, and projects. To advance redevelopment projects, he coordinated multi-disciplinary teams comprised of city staff and consulting professionals including financial advisors, market analysts, attorneys, private planners, urban designers, architects, and engineers. Based on extended, and ultimately successful, efforts in Sparks and Albuquerque, Mr. Ornelas understands that city plans and revitalization initiatives can only be implemented if there is effective demand and projects are economically feasible. He also recognizes the multifaceted nature of land use planning—including the roles private capital; infrastructure investments; and federal, state, and local policy play in shaping the built environment, social and economic equity, and a community’s sustainability and resiliency.

Prior to his service for the City of Sparks, Ms. Ornelas provided consulting services to affordable housing developers for the Affordable Housing Resource Council in Reno, Nevada, as the Director of Grants and Contracts and Title III programs for Western New Mexico University in Silver City, New Mexico, as a planner for the redevelopment agency and the Mayor’s Office of Economic Development for the City of Albuquerque, and as a planner for Architectural Research Consultants, Incorporated, an Albuquerque facilities planning and programming consulting firm.

Mr. Ornelas earned both a Master of Science in Community and Regional Planning degree and a Bachelor of Arts in History degree from the University of Texas at Austin.

Relevant Experience:
◆ Served as Community and Economic Development Specialist to provide commercial and multi-family property entitlement/permitting program engagement and program evaluation services for the City of Oregon City, OR. ◆ Served as Community and Economic Development Specialist for a departmental process and improvement assessment of the Community and Economic Development Department for the City of Santa Paula.
◆ As Community Services Director for Sparks, Mr. Ornelas oversaw a department with five major divisions providing a diverse but interrelated range of services. Mr.

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Ornelas was responsible for periodic assessment and improvement of the department’s functions. This included converting building permit submittal, review, and issuance to a digital process on the Accela platform. ◆ Mr. Ornelas was responsible for preparation and management of the Sparks Community Services Department’s General Fund budget and over twenty enterprise and other funds, as well as a Capital Improvement Plan that in fiscal year 2022 included 139 projects for which $32,786,509 was budgeted. ◆ Mr. Ornelas managed the Sparks Development Services Enterprise Fund (DSEF), capitalized with fees for current planning, building plan review and inspection, and engineering review and inspection services for development and construction projects. Mr. Ornelas also served on and staffed the Sparks Enterprise Fund Advisory Committee, whose members include representatives of the development and construction sectors. The committee advises the City on management of the DSEF as a self-supporting function.
◆ In 2015–2016, in his roles as City Planner and Assistant Community Services Director, Mr. Ornelas supervised the in-house preparation of a new comprehensive plan for Sparks. Those were still “lean years” for the public sector in northern Nevada, where the Great Recession was especially severe and lengthy, and a consultant was hired to assist only with soliciting, gathering, and analyzing public participation and input for development of the new plan. ◆ In his role as Redevelopment Manager for Sparks, Mr. Ornelas led the development of a new plan for Sparks’ downtown redevelopment area. As part of this effort, he solicited and obtained public and key stakeholder participation and input, prepared the policy and implementation sections of the plan, obtained input from the City’s executive-level managers and elected officials, and guided the plan through the formal adoption process.
◆ Mr. Ornelas has served on numerous boards of directors for nonprofit organizations. He has also been a speaker on the subjects of planning and redevelopment for numerous professional organizations, including commercial and residential realtors, construction industry associations, and community groups.

Employment:

City of Sparks, Nevada
Community Services Director 2021–2023
◆ Led the Community Services Department, with an authorized complement of 198 full-time positions and three primary functional areas:
➢ The “City Hall” divisions of planning, redevelopment, engineering, capital projects, and building
➢ Public Works Maintenance, responsible for maintaining City buildings, parks, trails, roads, sanitary sewer lines, storm drainage facilities, vehicles, and heavy equipment fleet
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➢ Operation of the Truckee Meadows Water Reclamation Facility, the RenoSparks region’s primary sewage treatment facility. Directly supervised the City Planner, City Engineer, Building Official, Wastewater Treatment Plant Manager, and Public Works Maintenance Manager.

Assistant Community Services Director 2016–2021
◆ Directly supervised the Building Official, Development Services Manager, and Planning Manager, with responsibilities related to two main areas:
➢ Direction of development services, planning, building, redevelopment, housing, and code enforcement functions
➢ General administrative and departmental management responsibilities, including budget preparation and management of several funds.

City Planner 2004–2008
◆ Managed the Community Services Department division responsible for redevelopment, planning (current and advance), housing, code enforcement and grant-funded community development activities. Participated in various regional initiatives and committees on housing issues, transit-oriented development corridor planning, homelessness, and the regional plan. Directly supervised 7–9 FTE personnel.

Redevelopment Manager 2002–2008
◆ Managed the City’s redevelopment and economic development programs.

Responsibilities included project planning, acquiring property to assemble project sites, coordinating interdepartmental and consultant teams, engaging private developers, negotiating development agreements, obtaining or facilitating land use entitlements, assembling project financing, and working with developers through construction.

Advance Planning Manager 2001–2002
◆ Managed the City’s long-range planning activities and served as Sparks’ staff representative to the Truckee Meadows Regional Planning Agency during a statutorily required regional plan update. Assisted with redevelopment projects as assigned.

Grants Administrator 1999–2001
◆ Primary duties were administration and implementation of the City’s Community Development Block Grant program and housing rehabilitation activities.

Affordable Housing Resource Council, Reno, Nevada
Development Specialist 1998–2020
◆ AHRC, a (no longer in existence) nonprofit consultant, provided technical assistance to affordable housing developers. Conducted feasibility analyses, assembled and structured project financing for both nonprofit and for-profit developer clients, and undertook affordable housing policy analyses.

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Western New Mexico University, Silver City, New Mexico
Director, Grants and Contracts and Title III Programs 1996–1999 ◆ Reestablished the grants and contracts office to review grant proposals and applications prepared by faculty and staff. As Title III Director, administered a $1.5 million federally-funded program for institutional development and minority student retention. Supervised six professional and support staff.

City of Albuquerque, New Mexico
Planner, Albuquerque Development Services 1995–1996
◆ Administered a $10 million neighborhood development fund, including solicitation, award, negotiation and oversight of contracts for housing, business development, and education projects for economically disadvantaged neighborhoods. Oversaw the City’s 300-unit, mixed-income rental housing portfolio and associated trust funds. Provided technical assistance to community development organizations.

Planner and Associate Planner, Mayor’s Office of Economic Development 1993–1995 ◆ Authored a city/county economic development plan and participated in subsequent implementation activities. Commissioned studies and conducted policy research.

Supervised four professional positions.

Architectural Research Consultants, Incorporated, Albuquerque, New Mexico Planner, Grants and Contracts and Title III Programs 1990–1993 ◆ ARC specializes in capital improvements planning and programming for local governments, school districts, higher education institutions, tribal governments, and state and federal agencies. Responsibilities included policy research, economic analyses, demographic analyses and projections, and preparing for economic development.

Education:
◆ Master of Science in Community and Regional Planning, University of Texas at Austin
◆ Bachelor of Arts with Honors, History major / Sociology minor, University of Texas at Austin
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CITYGATE ASSOCIATES, LLC CYRUS ABHAR, PE, LS
Cyrus Abhar has more than 30 years of local government management experience and 10 years of private-sector experience. He recently retired after serving as the City Manager for the City of Rancho Cordova for eight years, where he was instrumental in growing the City into the vibrant and thriving community it is today—an award-winning organization focused on serving a diverse population and dynamic community. He managed a $120-million annual budget for the City and, among many accomplishments, successfully led the efforts in the passage of a ½ cent Sales Measure (Measure R) in 2020 which provides $12 million annually to the City’s General Fund for economic development initiatives and infrastructure projects.

Mr. Abhar is a Registered Civil Engineer, Licensed Land Surveyor, Licensed Traffic Engineer, and Certified Chief Building Official. Mr. Abhar received his Bachelor of Science degree in Civil Engineering from the University of Texas at Austin. He also completed the Executive Program at both the University of California Davis and Harvard University’s Kennedy School of Government.

Relevant Citygate Experience:

The following is a selection of Ms. Shaffer’s experience since joining Citygate:
◆ Currently service as Project Manager and Public Works and Local Government Specialist for a Public Works Department Organizational Review for the City of Novato, California.
◆ Currently serving as Public Works and Local Government Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as Public Works and Local Government Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Public Works and Local Government Specialist to conduct an independent staffing and development review study of the Community Development Department, the Public Works / Engineering Department, and the Department of Life Safety for the City of Hemet, CA.
◆ Served as Public Works and Local Government Specialist for a Staffing Study of the Public Works Department of the City of Ridgefield, WA.

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Relevant Experience:
◆ Managed a $120-million annual budget at the City of Rancho Cordova.

Successfully led the efforts in the passage of a .5-cent sales tax measure (Measure R) in 2020 which provides $12 million annually to the City’s General Fund for economic development initiatives and infrastructure projects. Also played a key role in the passage of Measure H, an initiative which provides $12 million annually for community enhancement projects and programs.
◆ Worked closely with the City’s Police Department in developing an innovative policing model focused on intelligence-led policing in collaboration with community partners. Rancho Cordova experienced a 34 percent decline in violent crime rates during Mr. Abhar’s tenure as City Manager.
◆ Served as the President of the Sacramento Valley City Managers Group from 2020 to 2022.
◆ Served on the Executive Committee of the City Managers Department of the League of California Cities.
◆ Served on a variety of community advisory boards and councils and convened and led several regional forums focused on education, economic development and multi-agency cooperation and collaboration.
◆ Developed a strong partnership with the Greater Sacramento Economic Council (GSEC) and Rancho Cordova Chamber of Commerce to promote economic development and business recruitment and retention opportunities. Rancho Cordova is currently the second largest employment center in the Sacramento Region.
◆ Successfully negotiated and brought Solidigm, a U.S.-based leading global provider of innovative NAND flash memory solutions to Rancho Cordova. In 2022, Solidigm named the City of Rancho Cordova as the company’s new global headquarters that will bring 2,000 high-wage, high-tech jobs to the region. ◆ Initiated several workforce development programs to provide educational and training opportunities for Rancho Cordova residents who are unemployed or underemployed or want to upskill to compete for higher-paying jobs. ◆ Worked closely with several major land developers and successfully negotiated complex development agreements for planning, financing, designing, and constructing several significant development projects in the growth area of Rancho Cordova.
◆ Worked collaboratively with a faith-based organization and negotiated the dedication of an old church building for a Youth Center in the City of Rancho Cordova. The state-of-the-art facility opened its doors in the Fall of 2022 as the City’s first Youth Center.
◆ Worked collaboratively with a community nonprofit organization and Sacramento Regional Transit to convert a historic building (Mills Station) into a center for art, culture, and history (MACC).

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◆ Played the lead role in the planning, design, and construction of the community’s first City Hall and Police Department facility. Also led the effort in purchasing and renovating the historic Kilgore Cemetery.
◆ Led the effort to create a 150-unit permanent supportive housing for homeless veterans, the three initial phases of which were completed in 2019. Secured funding and land for expansion of the facility in 2022. This project received an innovation award from the “Transforming Local Governments” Institute in April 2019. ◆ Collaborated with the Rancho Cordova Recreation and Park District to develop a vision and funding agreement for a modern community pool complex at Hagan Park. Construction was completed in 2020.
◆ Facilitated an agreement with the School District for construction of a state-of-theart girls’ softball facility. Construction was completed in 2021. ◆ Developed the vision and secured funding for complete renovation and revitalization of a major commercial corridor (Folsom Boulevard) in Rancho Cordova. Construction of this complex multi-year project was completed in 2018. ◆ Successfully developed and implemented the Rancho Cordova Promise program in collaboration with Folsom Lake College. This program enables every high school student in Rancho Cordova to attend community college at no cost for the first year through a grant from the City.
◆ Received Helen Putnam Award for playing a key role in the “Highway 50 Mobility Partnership.” The Partnership was formed to develop a comprehensive transportation network including roadways, transit services, and pedestrian and bicycle facilities for a large geographic area in Sacramento and El Dorado counties. ◆ Recognized as the “Public Works Manager of the Year” by the American Public Works Association in 2010.
◆ Led several major initiatives to modernize all facets of the City’s information technology infrastructure including land development, finance, City Council agenda management, and permitting and licensing systems. ◆ In recognition of the City’s innovative programs and strong partnerships, Rancho Cordova received the prestigious All-America City Award from the National Civic League in 2010 and again in 2019.

Employment:

City of Rancho Cordova, California
City Manager 2015–2023
Public Works Director, Chief Building Official 2003–2015 ◆ Served as the City’s Chief Executive Officer, responsible for policy and vision recommendations and implementation, strategic planning, and overseeing all aspects of the City’s functions and operations.
◆ As a founding team member when the City incorporated on July 1, 2003, played a key role in growing Rancho Cordova into a vibrant and thriving community, and Agenda Packet Page 163 of 339
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led the City in achieving numerous awards and recognitions for creating an innovative and positive work culture, building strong partnerships, and improving the community’s overall quality of life.

MMD Inc., Brea, California
Partner August 2001–June 2003
◆ As a managing partner in a start-up contracting and commercial construction management firm that is still thriving, helped develop the vision and strategy for a solid business plan focused on marketing, business development, and client relations. Also led contract management and quality control.

Sacramento County Department of Transportation, California Chief of Operations/Maintenance Division & Senior Project Manager March 1991–August 2001 ◆ Directly responsible for leading, organizing, coordinating, and directing the work of a diverse team of engineers, technicians, and field crews in design, operation and maintenance of several transportation and municipal improvement programs and projects.
➢ Led a diverse staff of over 350 employees and managed an annual budget of $85 million.
➢ Directed a major reorganization effort utilizing experienced organizational development consultants to achieve significant operational efficiency and streamlining.
➢ Managed a diverse transportation system including streets, bridges, sidewalks, signs and markings, traffic signals, and trees and landscaping. ➢ Developed long- and short-range planning and budget control and review, addressed labor and employee relations issues, managed public relations, and ensured response in natural disasters and other emergencies. ➢ Presented or communicated issues and challenges to the County Board of Supervisors.

Brian Kangas Foulk Engineers, Redwood City, California
Senior Project Manager 1987–1991
◆ Planned and designed municipal improvements and land development projects; prepared engineering reports and designs for water, wastewater, transportation, and flood control systems. Project management duties included initial client contact and coordination, budget control, supervision of technical staff, preparation of permit applications, coordination of approval processes, and administration of construction contracts.

Espey, Huston and Associates, Inc. Austin, Texas
Project Engineer and Senior Project Manager 1982–1987
◆ Performed geotechnical and structural analyses of roads, bridges, and building foundations; prepared engineering reports; planned and designed municipal Agenda Packet Page 164 of 339
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improvements; conducted FHWA transportation research studies; performed material testing; and directed teams of field and laboratory personnel.

Leadership:
◆ Sacramento Valley City Managers Group – President, 2020–2022 ◆ American Leadership Forum, 2018
◆ Leadership Rancho Cordova, 2008
Education:
◆ Bachelor of Science in Civil Engineering – University of Texas at Austin, 1982 ◆ University of California Davis Executive Program, 1998 ◆ Harvard Kennedy School of Government Executive Program, 2012 ◆ Continuing Education for Public Officials (CEPO), 2009 Certifications:
◆ Registered Civil Engineer, California 45424
◆ Licensed Land Surveyor, California 7723
◆ Licensed Traffic Engineer, California 2050
Select Honors and Awards:
◆ National Dean’s List, 1982
◆ Public Works Manager of the Year – The American Public Works Association, 2010
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CITYGATE ASSOCIATES, LLC NICHOLAS PINHEY, MPA, DPA
Dr. Pinhey has over 33 years’ experience in the management of municipal utility and public works departments, and he has served as a Director of Public Works or Assistant Public Works Director for the majority of his career. Dr. Pinhey has managed full-service public works departments in cities serving populations ranging in size from 45,000 to 215,000. He also served as Interim General Manager for the Stanislaus Regional Water Authority. Dr. Pinhey has experience in water and wastewater utility operation and management, has direct experience in all aspects of public works maintenance activities, and has directed engineering functions and major capital projects.

He is certified by the State of California as a wastewater treatment plant operator Grade IV, surface water treatment plant operator Grade 3, and a water distribution system operator Grade 3. He is also certified as a wastewater collection systems maintenance technician Grade 3 and an environmental compliance inspector Grade 1 by the California Water Environment Association.

He has extensive experience in the training of professional and technical competencies in public utilities. Dr. Pinhey received as Master of Public Administration degree and doctorate from the University of Southern California, Price School of Public Policy. He also serves as an adjunct teacher in the Graduate Public Administration Program at California State University, Stanislaus.

Relevant Experience:

The following is a selection of Dr. Pinhey’s consulting experience since joining Citygate:
◆ Served as Public Works and Municipal Utilities Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Public Works and Municipal Utilities Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as Public Works Technical Resource on the assessment of the Public Works Department for the City of Albany, California.
◆ Served as Public Works Specialist for an operational and staffing review of the Public Works Department for the City of Brawley, California, to provide the City with a roadmap of recommendations to improve the public works processes and assure the highest level of timeliness and customer service. ◆ Currently serving as Public Works and Municipal Utilities Specialist to conduct an independent staffing and development review study of the Community Development Department, the Public Works / Engineering Department, and the Department of Life Safety for the City of Hemet, CA.
◆ Served as Planning and Permitting Specialist to provide commercial and multifamily property entitlement/permitting program engagement and program evaluation services for the City of Oregon City, OR.
◆ Served as Technical Advisor to provide wastewater, collection, and plan operations for the City of Pacifica, California.
◆ Served as Public Works Specialist for a Staffing Study of the Public Works Department of the City of Ridgefield, WA.
◆ Served as Public Works Specialist for a citywide organizational review and budget stabilization study for the City of Sonora, CA, including a review of homelessness.

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◆ Served as Public Works Specialist to assisted with the public outreach component of a regional surface water supply project for the Stanislaus Regional Water Authority, as a subcontractor under Jacobs Engineering Group. ◆ Served as Public Works Specialist and Technical Resource to develop a report identifying all City-owned real property for the City of Tracy, California. ◆ Served as Senior Associate for Citygate’s assessment of the workload, processes, and staffing needs for the Public Works Department in the Town of Windsor, California.
◆ Performed a water supply alternatives study for Shoreline Environmental Engineering on behalf of the City of Waterford, California. ◆ Served as Public Works Specialist to develop a staffing and operations plan for the City of West Hollywood’s Aquatic and Recreation Center. Phase 1 of this project focused on the Center’s staffing and human resources needs and any other proposed contracts predicted to be required for operation. Phase 2 will complete the Center’s operational policies, procedures, and guidelines.

Relevant Non-Citygate Experience:
◆ Designed and implemented three extensive reorganizations of municipal public works departments to improve efficiency and effectiveness in the delivery of services and ensure alignment with City goals and strategic initiatives. ◆ As the Director of Utility Planning and Projects for the City of Modesto, California, was responsible for regional water, wastewater, recycled water, and stormwater utility planning; capital improvement project development, funding, and implementation; water resources development; water resources strategic development; and multi-agency coordination.
➢ Led efforts to regionalize recycled water treatment and delivery, the regionalization of surface water treatment and delivery, and the regionalization of wastewater treatment for multiple public agencies. ◆ As the Director of Public Works for the City of Modesto, California, provided leadership to a full-service department that includes water, wastewater, airport, transit, fleet, street maintenance, capital projects, and engineering. ➢ Led a department of 365 employees with a $100 million operating budget and a $500 million capital budget.
➢ Initiated and implemented two reorganizations of the Modesto Public Works Department to create a mission-driven focus and develop a one-stop shop for development projects.
➢ Served as the lead staff person responsible for the development of a wastewater treatment capacity banking program to support economic development; also led the efforts to regionalize water and wastewater services for the City.

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◆ During his 10-year tenure as Director of Public Works for the City of Tracy, California, directed a full-service public works department for a rapidly growing city.
➢ Was responsible for supporting the planning, financing, and provision of infrastructure and water supplies as the City grew from a population of 45,000 to 80,000.
➢ Was also responsible for master planning, specifically for utilities and public facilities, and participated in the development of surface water treatment and tertiary wastewater treatment facilities for the City. ➢ Also initiated and implemented a reorganization of public works and community development to streamline the development process and provide a better focus for public works operations and utilities. ◆ As Director of Public Works and Assistant Director of Public Works for the City of Merced, California, provided over 10 years of leadership for a full-service public works department for a city with a population of 55,000. ➢ In addition to the utilities, traffic, and streets/roads services, also directed a full-service municipal solid waste operation service providing residential, commercial, and industrial service.
➢ Served as the Chair of the Merced County Integrated Waste Management Task Force for four years.
➢ Participated in a major reorganization of the Public Works Department, during which the principles of Total Quality Management were implemented, as were self-directed work teams and expenditure control budgeting.
◆ Served as General Manager of a community services district (wastewater) while Director of Public Works for the City of Merced, California. ➢ Responsibilities included managing the operations, budgets, and rate setting process for the district.
◆ Served as the Director of Public Works in charge of a full-service public works department for Patterson, California, a city with a population of 5,000. ➢ Developed departmental strategic plans, organizational strategic plans, and participated in community visioning processes.
◆ Teaches public agency budgeting and strategic planning at the graduate level for the Master of Public Administration program at California State University, Stanislaus.
◆ Served as a researcher for the Natural Heritage Institute, performing institutional analyses of conjunctive use water supply programs in California. ◆ Certified by the State of California as a wastewater treatment plant operator Grade 4, surface water treatment plant operator Grade 3, and a water distribution system operator Grade 3.

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◆ Certified as a wastewater collection systems maintenance technician Grade 3 and an environmental compliance inspector Grade 1 by the California Water Environment Association.

Professional Accomplishments:
◆ Currently serving on the Central Valley Salinity Coalition leadership group. ◆ Currently Chair of the State committee for the implementation of Statewide waste discharge requirements.
◆ Served a 10-year tenure as a board member and president for the California Water Environment Association.
◆ Served as a board member for the Water Environment Federation, an international utility organization.
◆ Served on the League of California Cities Environmental Quality Committee. ◆ Published researcher with the Natural Heritage Institute and the Groundwater Resources Association of California regarding California water supply issues.

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CITYGATE ASSOCIATES, LLC MARC FOX
Marc Fox has 29 years of municipal human resources experience, including 23 years in human resources management experience, culminating as the Human Resources Director of a mediumsized California County. Included in this management experience is almost four years as an assistant City Manager with oversight of human resources, parks and recreation, information technology, maintenance services, housing rehabilitation loans, and funding of local nonprofits.

Mr. Fox has extensive experience in recruitment and employee selection, training and staff development, risk management, benefits, and labor negotiations. Labor negotiations included simultaneous negotiations with 19 represented bargaining units across 12 negotiation tables.

Mr. Fox’s professional affiliations include President of California Bay Area City Personnel Manager’s group, President of the County Personnel Administrators of California, and member of the League of California Cities Board of Directors. Mr. Fox believes in community participation and served multiple terms on his community’s civil service commission. He chaired the city’s charter review committee, which resulted in the adoption of a significant charter amendment.

Mr. Fox earned a bachelor’s degree in business administration with a concentration on personnel and industrial relations from Western Washington University.

Relevant Experience:

The following is a selection of Mr. Fox’s consulting experience since joining Citygate:
◆ Served as Human Resources Specialist and Project Manager to perform a compensation study related to Contra Costa County’s Chief of Labor Relations and Labor Relations Analyst II classifications and provide salary recommendations for the positions based on the median level of comparable agencies, with recommendations related to the number of pay steps for each classification. ◆ Served as Local Government and Human Resources Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Local Government and Human Resources Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as and Local Government and Human Resources Specialist to perform a staffing and operations review for the Town of Windsor Administrative Services Department.

Employment:

City of Vallejo, CA February 2021–Present
Skelly Officer
◆ Independent, objective review of employer-initiated proposed disciplinary actions (suspension or dismissal from employment) including all materials for which the employer was relying upon and review of the employee’s response. Provide the employer a written report of findings and a recommendation as to whether the proposed disciplinary action should be sustained, modified in some specific way, or revoked.

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City of Calistoga, CA September 2022–May–2023
Acting Director of Administrative Services
◆ Temporary assignment as Director of Administrative Services for northern California city (remote worker), tasked with the full range of human resources’ responsibilities with primary focus on recruitment and selection, employee and labor relations, classification and compensation, and responsible and complex support to the City Manager.

City of Richmond, California April 2021–December 2021
Interim Director of Human Resources
◆ Temporary assignment as Director of Human Resources for northern California city (remote worker). Planned, organized, staffed, and directed and reviewed the activities of the department including employee and labor relations, recruitment and selection, workers’ compensation, benefits administration, classification and compensation, training, employee assistance, liability claims, safety, insurance, risk management, personnel transactions, and records.

Solano County, CA March 2012–April 2020
Director of Human Resources
◆ Planned, organized, and directed human resources and risk management activities which includes recruitment and selection, employee and labor relations, classification and compensation, benefits, training and employee assistance, workplace safety, and workers’ compensation claims. Executive Director to the Civil Service Commission. Managed activities with other County officials and departments; provided responsible and complex support to the County Administrator, the Board of Supervisors, and other elected and appointed officials.

City of Pittsburg, CA November 2008–March 2012
Assistant City Manager – Internal Services
◆ Continuation of Director of Human Resources duties plus management and oversight of Parks and Recreation Department, information technology, public works maintenance services, and direct supervisor of Director of Housing and Community Program (responsible for HUD Section 8 housing voucher program, housing rehabilitation loans, and Community Development Block Grant program).

Director of Human Resources
◆ Planned, managed, oversaw, and directed the operations and services of the Human Resources Department which includes recruitment and selection, employee and labor relations, workers’ compensation, classification and compensation, benefits, training, and employee assistance. Managed activities with other City officials and departments; provided responsible and complex support to the City Council and the City Manager.

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Volunteer Activities:

Special Olympics USA Games (Orlando, FL), June 2022
City of Vallejo, CA Civil Service Commission, November 1997 – June 2001; November 2005 – June 2012; July 2017 to January 2020
◆ Member of the Civil Service Commission, responsible for policy recommendations and rule- making on recruitments, classification plans, and reclassification of employees. The Commission also serves as the disciplinary action appeals board.

Chairperson of the Commission September 2006 – June 2012 and July 2017 – January 2020.

Board of Directors, County Personnel Administrators of California (CPAAC), January 2016 – April 2020
◆ CPAAC is the professional association of California counties’ human resources directors and is an information resource on current human resources issues, trends, education, and legislative and judicial activities.

City of Vallejo, CA Charter Review Committee, March 2009 – November 2009 ◆ Chairperson of the special purpose Charter Review Committee, responsible for review of the City’s constitution and recommending amendments to the City Council.

League of California Cities (Sacramento, CA), Board Member, Board of Directors, September 2007 – September 2010
◆ Appointee representing California’s municipal human resources professionals. The League Board reviews, discusses, and acts on issues of statewide significance affecting cities and is responsible for the overall supervision, control, and direction of the League. Prior member of the Pension Reform Task Force and the Administrative Services Policy Committee.

Education and Certificates:
◆ Bachelor of Arts in Business Administration with a concentration in Personnel/Industrial Relations from Western Washington University (Bellingham, WA) – 1984
Honors and Awards:
◆ Recipient of the Career Leadership Award from the Personnel and Employee Relations Department (2004).

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CITYGATE ASSOCIATES, LLC JULEE CONWAY, MBA, CPRP
Ms. Conway has over 30 years of municipal and county government experience in Oregon and Nevada. Her career focus has been the professional management of service-oriented municipal and county parks, as well as recreation and community service departments. Her application of strategic thinking and outcome-based results has been the hallmark of her leadership. Drawing on her prior career experience in commercial banking and her post-graduate business degree, she has applied knowledge of how to successfully utilize sound fiscal management practices in the government setting.

These practical skills proved invaluable during the 2008–2011 recession as she, serving as Director, resourcefully guided the City of Reno, Nevada’s Parks, Recreation and Community Services Department, which resulted in a more sustainable service model. In addition, her nationwide involvement and awareness of fitness and wellness trends in the parks and recreation industry led to the City of Reno receiving regional and national recognition for its programs, services, and creative funding initiatives. Having worked for the Cities of Corvallis and Gresham in Oregon and Washoe County and the City of Reno in Nevada, Ms. Conway has extensive exposure and insight related to all facets of community engagement and consensus building associated with creating, developing, managing, and promoting sustainable and nimble parks, recreation, and community services agencies.

Building on her lifetime work as a successful administrator and leader in the field of parks, recreation, and leisure services, she now actively serves on the Advisory Board of the Truckee Meadows Parks Foundation. Ms. Conway earned a master’s degree in Business Administration and a bachelor’s degree in Park Administration. She is a member of the National Parks and Recreation Association and holds national certification as a Certified Park and Recreation Professional.

Relevant Experience:

The following is a selection of Ms. Conway’s consulting experience since joining Citygate:
◆ Served as Parks and Recreation Specialist for an independent operational assessment of the outstanding sponsorship fees that are owed and collectable for Foster City, California.
◆ Served as Parks and Recreation Specialist for organizational and operational review of Goleta’s City Manager and Neighborhood Services and Public Safety Departments for the City of Goleta, California.
◆ Served as Parks and Recreation Specialist to perform an operations plan for community development programs for the City of Grants Pass, Oregon. ◆ Served as Parks and Recreation Specialist for an organizational review of the Planning Department for the Midpeninsula Regional Open Space District in the Bay Area.
◆ Served as Parks and Recreation Specialist for a review of the Resource Management Agency of Monterey County, California. The objective of the study was to review current conditions, analyze opportunities for organizational changes and process improvements that can further enhance customer service, evaluate Agenda Packet Page 173 of 339
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future service demands, and develop a Strategic Action Plan with a prioritized implementation schedule.
◆ Served as Parks and Recreation Specialist for a Citywide Staffing Review for the City of Novato, California.
◆ Currently serving as Parks and Recreation Specialist for an Outsourcing Opportunities Review for the City of Novato, California. ◆ Served as Project Manager and Parks and Recreation Specialist to provide commercial and multi-family property entitlement/permitting program engagement and program evaluation services for the City of Oregon City, OR. ◆ Served as Project Manager for a Staffing Study of the Public Works Department of the City of Ridgefield, WA.
◆ Served as Parks and Recreation Specialist and Project Manager to develop a staffing and operations plan for the City of West Hollywood’s Aquatic and Recreation Center. Phase 1 of this project focused on the Center’s staffing and human resources needs and any other proposed contracts predicted to be required for operation. Phase 2 completed the Center’s operational policies, procedures, and guidelines.
◆ Served as Parks and Recreation Specialist for a staffing analysis and optimization plan for the City of West Hollywood, California.

Employment:

City of Reno, Nevada
Director of Parks, Recreation, and Community Services Department 2008–2015 ◆ Managed, supervised, and administered a full-service, customer-oriented municipal leisure service department that provides a diverse and broad range of parks, recreation, and community services to the agency’s constituents; oversaw aquatic and community recreation facilities, a golf course, a ski area, a whitewater park, a nature center, arts and culture programs, a senior center, special events, 85 parks, and an extensive open space and trails system.
➢ Managed an operation budget of up to $20 million, a $15 million capital improvement program, and the associated full- and part-time staffing levels of up to 300 people.
➢ Oversaw the development of eight park improvements, the initiation and completion of the golf course redevelopment plan known as Sierra Vista Park Master Plan, and the development and implementation of the Department’s Park Maintenance Division’s first Citywide Water Conservation Plan.
➢ Initiated and completed the Department’s first Core Services Implementation Plan, a strategy to create and utilize realistic performance metrics to monitor and improve core operational functions.

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➢ Developed and updated Department services’ pricing models and fee procedures to meet organizational financial and service objectives. ➢ Initiated, monitored, and enhanced over 40 partnership and contractual agreements with area non-governmental organizations and businesses to advance the agency’s core mission.
➢ Initiated system evaluation and began implementation of the automation of recreation program and activity registrations using ACTIVE software. ➢ Established an internal system to routinely review and modify financial and budgetary processes, achieving additional operational efficiencies while meeting security and fiscal compliance guidelines.

City of Corvallis, Oregon
Director of the Parks and Recreation Department 2000–2008 ◆ Managed, supervised, and administered a customer-oriented municipal parks and recreation department for a core population of approximately 55,000 people, providing a diverse and broad range of parks, recreation, and community services. ➢ Managed 48 full-time and over 200 part-time employees with an operating budget of approximately $5.3 million and a $10 million capital improvement program budget.
➢ Implemented a progressive open space property acquisition program with proceeds from a $7.9 million citizen-approved bond measure. ➢ Managed multiple community facilities, including Chintimini Senior Center, Corvallis Art Center, Osborn Aquatic Center, Riverfront Park, and Crystal Lake Sports Field Complex.
➢ Initiated and completed the Park and Recreation Master Plan document. ➢ Enlarged the park system to approximately 2,000 acres of open space and trails and enhanced the urban forestry program.
➢ Administered robust all-age recreation services, a youth employment program, and special events.

City of Gresham, Oregon
Director of the Parks and Recreation Division 1989–2000 ◆ Responsible for the creation and administration of a new parks, recreation, open space, trails, and park maintenance service organization for the fourth largest city in Oregon.
➢ Supported the citizen passage of a $10.285 million bond measure for acquisition of open space and natural areas.
➢ Directed the successful implementation of the acquisition of nearly 500 acres of open space with bond proceeds.

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➢ Oversaw and directed the development of the agency’s first Park and Open Space Master Plan, guiding the further creation of services, park improvements, and open space enhancements.
➢ Developed the first 4.5-mile segment of the nationally recognized Springwater Trail Corridor, a rails-to-trails conversion project. ➢ Managed a $3.5 million operating budget and a capital improvement budget of up to $15 million.
➢ Responsible for management of the City’s 400,000 square footage of municipal building facilities.
➢ Developed partnership management agreement with the Police Activities League non-governmental organization to provide youth services at Cityowned recreation centers.

Union Bank in Fresno, California
Account Associate in the Commercial Lending Division 1987–1989 ◆ Directly responsible for a $4.5 million commercial loan portfolio and responsible for meeting aggressive marketing goals to support the organization’s mission; ongoing management of existing customer relationship accounts within a team environment; and preparing and presenting detailed financial analysis of selected clients to support credit service decisions.

Washoe County, Nevada
Park Planner III 1981–1985
◆ Responsible for contract administration and execution of complex park acquisition and development projects; implemented all phases of park planning, recreation programming, and administrative planning support for the Department Director and Senior Planning Manager; supported the planning and development of the recreation and open space plan, Rancho San Rafael Regional Park, and Truckee River Master Plan.
➢ Responsible to provide in-house marketing and Department-wide promotional program material preparation; directed public relation programs related to park development, grand openings, and special events for the Department; acted as Department liaison to community organizations, citizen advisory boards, and other governmental organizations related to park acquisition, development, and improvements. ➢ Researched, prepared, administered, and monitored Bureau of Land Management land lease applications, land use planning, state water right appropriation submittals, and grant applications.
➢ Coordinated and provided skilled advice to regional park ranger staff on completion of in-house renovation projects.

Education and Certification:
◆ Master of business administration from California State University, Fresno Agenda Packet Page 176 of 339
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◆ Bachelor of science in Park Administration from California State Polytechnic University, Pomona
◆ National Recreation and Parks Association Certified Park and Recreation Professional – #35101
Education and Certification:
◆ Master of business administration from California State University, Fresno Select Awards:
◆ Honorary Membership Award, Nevada Recreation and Park Society – 2015 ◆ National Recreation and Parks Association Pacific Northwest Regional Council Professional Award – 2008
◆ Special Citation Award, Oregon Recreation and Park Association – 1996 ◆ Leadership Award, Oregon Recreation and Park Association – 1995 ◆ Outstanding Service Award, Oregon Youth Sports Coaches Association – 1995 ◆ New Professional of the Year, Oregon Recreation and Park Association – 1994 ◆ Graduate Dean’s Medalist, Fresno State University Graduate Department – 1987 ◆ Outstanding Park Administration Graduate, California State Polytechnic University, Pomona – 1979
Selection Memberships:
◆ National Recreation and Parks Association Revenue and Marketing Management School Board of Regents – 1994–2000
➢ Served as Chair 1999–2000
◆ President of Oregon Recreation and Park Association – 1994–1995 ◆ Board member of Oregon Outdoor Recreation Commission – 1992–2001 ◆ Citizen board member of Urban Forestry Commission in the City of Vancouver, Washington – 2005–2008
◆ Promotions and Public Relations Committee member for Rotary International in Greater Corvallis, Oregon – 2001–2008
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AGENDA BILL
Agenda Item No. 7.F.

Date: July 15, 2025
To: El Cerrito City Council
From: Aissia Ashoori, Housing-Economic Development Manager; Melanie Mintz, Community Development Director, Community Development Department
Subject: Resolution in Support of the El Cerrito Plaza Station Transit-Oriented Development, Parcel A South

ACTION PROPOSED
Adopt a resolution supporting the issuance of Multifamily Housing Revenue Bonds or Notes (Bonds) by the County of Contra Costa to finance the construction of 70 affordable housing units located at 515 Richmond Street (Project) for ECP Parcel A South Housing Partners, L.P. (Developer), an affiliate of the Related Companies of California, LLC.

BACKGROUND
Contra Costa County, through the Department of Conservation and Development, operates a multifamily mortgage revenue bond financing program to increase or preserve the supply of affordable rental housing available to low and very low-income households. This program may be implemented within the unincorporated areas of the County, as well as in cities that have agreed to let the County operate the program in their jurisdiction. The County is authorized to issue multifamily housing revenue notes and bonds pursuant to Section 52075 of the California Health and Safety Code.

On January 21, 2025, the County Board of Supervisors adopted Resolution 2025-17, authorizing actions necessary to proceed with the bonds. An application for Private Activity Bond Authority was submitted to the California Debt Limit Allocation Committee (CDLAC). Before the bonds can be issued, the Board of Supervisors must adopt a final resolution to specifically authorize the sale of the bonds, which is anticipated to occur in October 2025.

As a reminder, the El Cerrito Plaza BART Transit-Oriented Development (TOD) Master Plan includes 743 units across six buildings on 6.48 acres and will be delivered in six phases. The TOD will provide mixed-income housing, with approximately 53% marketrate units and 47% below market-rate units, including 31% affordable (30% - 60% of Area Median Income - AMI) and 16% low-income units (up to 80% AMI). Additional information about the TOD can be viewed at el-cerrito.org/TOD.

ANALYSIS
Since 2022, the Developer has secured financing from a variety of funding sources at the City, County, Regional, State and Federal levels. On April 8, 2025, the Project received its final funding commitment from the California Debt Limit Allocation Agenda Packet Page 178 of 339
Agenda Item No. 7.F.

Committee (CDLAC). The Project will be the first phase of the El Cerrito Plaza BART TOD which is targeted to receive its building permit in September 2025 to close construction financing, with groundbreaking anticipated in October. Project completion is estimated for early 2027.

Given the Project’s proximity to transit and San Pablo Avenue, it fulfills many of the City’s housing, multimodal and economic development goals, consistent with the San Pablo Avenue Specific Plan, Housing Element, Affordable Housing Strategy, Climate Action Plan, and Economic Development Action Plan. The Project will also contribute to meeting the City’s Regional Housing Needs Allocation (RHNA), the state-mandated process for identifying the total number of housing units by affordability level that each jurisdiction must accommodate in its Housing Element over the next eight years.

Between the 2023-2031 cycle, El Cerrito is tasked with creating 1,391 new housing units at different affordability levels, including 334 very-low and 192 low-income units.

Staff would like to acknowledge the public and private partnerships that have made this TOD Project possible, including the financial contributions made by the County. Staff recommends the adoption of the resolution to demonstrate the City’s support of the County’s role as the Bond issuer. All the units, except for the manager’s unit, will be reserved for families/households earning between 30 percent and 60 percent of the AMI. This action is essential to complete the financing needed for the Project to begin construction in Fall 2025.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• Livability and Belonging;
• Infrastructure and Amenities; and
• Environmental Sustainability.

ENVIRONMENTAL CONSIDERATIONS
This action is not a project pursuant to the California Environmental Quality Act (CEQA).

FINANCIAL CONSIDERATIONS
This action has no fiscal impact to the City. The City will have no liability or responsibility for the issuance, administration or repayment of the Bonds issued by the County.

LEGAL CONSIDERATIONS
The City Attorney has reviewed the proposed action and found that legal considerations have been addressed.

Agenda Packet Page 179 of 339
Agenda Item No. 7.F.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution
Agenda Packet Page 180 of 339
RESOLUTION 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO

ACKNOWLEDGING THAT THE COUNTY OF CONTRA COSTA WILL ASSIST IN THE

FINANCING OF A NEW MULTIFAMILY RESIDENTIAL RENTAL HOUSING PROJECT KNOW AS El CERRITO PLAZA PARCEL A SOUTH LOCATED AT 515 RICHMOND STREET
WHEREAS, ECP Parcel A South Housing Partners, L.P. (“Developer”), an affiliate of Related Companies of California, LLC, has requested the Contra Costa County (“County”) to consider the issuance by the County of tax-exempt revenue bonds or the incurrence of debt (referred to in this Resolution as the “Bond”) under the provisions of Chapter 7 of Part 5 of Division 31 of the Health and Safety code (“Act”) to finance the construction of 70 affordable housing units 515 Richmond Street (“Project”) ; and WHEREAS, the County has requested that the City acknowledge that the County will be issuing the Bonds to assist in the financing of the Project, and the County seeks confirmation that the City supports the proposed financing; and WHEREAS, the Project secured a variety of funding commitments between 2022- 2025 from the City, County, Regional, State and Federal sources; and WHEREAS, the El Cerrito Affordable Housing Strategy (“Strategy”) identifies four policy pillars for implementation to produce, protect and preserve affordable housing for El Cerrito residents; and
WHEREAS, the State of California 2023-2031 Regional Housing Needs Allocation (“RHNA”) tasked the City of El Cerrito with creating 1,391 new housing units of which 526 targeted to very low- and low-income households; and
WHEREAS, the City Council is committed to providing affordable housing opportunities for the community.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it hereby acknowledges the County’s efforts in facilitating the financing of the Project through the issuance of the Bonds pursuant to the Act, and the City Council hereby expresses its support for the financing for the Project. Notwithstanding the foregoing, the City shall have no liability or responsibility whatsoever for the issuance, administration or repayment of the Bonds, and the adoption of this Resolution shall not obligate the City to take any action in connection with any planning approval, permit or other action necessary for the construction or operation of the Project.

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

Agenda Packet Page 181 of 339
I CERTIFY that at a regular meeting on July 15, 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:

Financial Advisory Board
Date:

To:

From:

Subject:

July 15, 2025
El Cerrito City Council
Financial Advisory Board
Receive and File Board Recommendation

ACTION PROPOSED
Receive and file the following recommendations from the Financial Advisory Board.

RECOMMENDATIONS
On June 24, 2025, the Financial Advisory Board adopted the following motions:

1. City Council adopted resolution 2025-36 One-Time General Fund Appropriations to contribute an additional $1.5 million to the Section 115 trust, the Financial Advisory Board (FAB) has reviewed the Section 115 investment plan and available investment portfolio options.
a. The FAB would like to make a recommendation to stay in the current investment portfolio, Moderately Conservative, knowing that the City expects to use the funds in the next several years to help smooth out the City’s CalPERS contributions.

Moved/Second: Members McDougall/Szlatenyi. Ayes: Vice-Chair Carvel; Member Szlatenyi, McDougall; Noes: None Absent: Chair White; Youth Member WatsonLamprey Singer

ASSOCIATED WORKPLAN GOAL(S)/AREA(S) OF RESPONSIBILITY

1. Work Plan Goals

2. El Cerrito Municipal Code 2.04.300 Financial Advisory Board There shall be a financial advisory board consisting of five members who reside in the city and have demonstrated expertise in financial management, accounting, fiscal analysis, computer applications, economic analysis or related skills. The financial advisory board shall have the powers and duties stated below, and such other duties and the council shall decide:

3. To conduct an annual review of the City’s comprehensive financial policy and investment policy and make recommendations regarding the managing of the City’s financial reserves to assure maximum returns on approved investments.

Agenda Packet Page 183 of 339

AGENDA BILL
Agenda Item No. 8.A.

Date: July 15, 2025
To: El Cerrito City Council
From: Thomas Wade, Fire Prevention Officer; Chase Beckman, Fire Marshal, Fire Department
Subject: Fire Hazard Abatement Hearing and Declaration

ACTION PROPOSED
Staff requests that the City Council:

1. Adopt a resolution declaring weeds, rubbish, litter, or other flammable material on certain real property identified in the resolution constitutes a public nuisance; and 2.

Conduct a public hearing and upon conclusion, adopt a resolution overriding objections by property owners and ordering the City Manager or their designee to abate certain public nuisances pursuant to El Cerrito Municipal Code Chapter 16.26.

BACKGROUND
Following the Oakland/Berkeley Hills Fire in October 1991, El Cerrito needed a comprehensive citywide program to reduce hill area fire hazards in the City. The "fire storm" in the Oakland/Berkeley Hills was in fact an urban conflagration, fueled by vegetation among homes and large acreage properties that was driven by seasonally strong dry winds from the east. The fire destroyed over 3,000 dwellings. At the time of the Oakland/Berkeley Hills Fire, El Cerrito faced similar fire hazard conditions in its hill area. The City Council was determined to reduce those fire hazards by all reasonable means.

El Cerrito's comprehensive fire hazard reduction program focused upon reducing fire hazards in four areas: (1) on City property, (2) on property owned by other agencies (3) large landowners and (4) on residential property. The City began a comprehensive planning process to reduce fire hazards on City property, other agencies’ properties and large landholders. These property owners were approached about reducing fire hazards on their properties. Prior efforts at fire hazard reduction on private residential property relied on voluntary compliance by the owners. The City Council concluded that stronger measures were necessary to enforce the laws regarding abatement of fire hazards on residential private property.

The Fire Hazard Abatement Program is designed to reduce fire hazards on a large number of private properties during the spring and early summer months. A process of advance notice and hearings for property owners is coupled with a public education program involving the promulgation of standards for vegetation management in residents’ yards and vacant lots.

Agenda Packet Page 184 of 339
Agenda Item No. 8.A.

This program seeks to remove weeds, rubbish, litter or other flammable material from private properties where such flammable material endangers the public safety by creating a public nuisance and a fire hazard.

Most property owners voluntarily abate these hazards without Fire Department involvement. However, we anticipate that a small number of owners are content to have the City do the work and place the costs on their tax bill. For 30 years, the City’s annual Fire Hazard Abatement Program has been very successful in reducing fire hazards throughout the hill neighborhoods of El Cerrito. Indeed, this program has become a model program which other fire jurisdictions have borrowed from.

ANALYSIS
Beginning in April of this year, the Fire Department conducted fire hazard inspections with a focus on the Very High Fire Hazard Severity Zone (as last adopted). The inspections began on April 9, 2025 and have continued due to re-growth and citizen complaints. As a result of the on-going inspections, a list of properties containing public nuisances was generated, which continues to be amended as additional properties are identified. Between May 7 and June 2, the identified properties determined to be in violation of El Cerrito Municipal Code Chapter 16.26 were notified in writing of the hazards on their property and to abate those hazardous conditions. The El Cerrito Vegetation Management Standards Checklist was included with the notification (Attachment 6). Additionally, these property owners were informed in the letter from the Fire Marshal of the time, date, and location of the upcoming City Council meeting where their properties would be declared a public nuisance and abatement would be ordered (Attachment 4). Property owners were directed to complete the necessary measures to bring their property into compliance prior to the second round of the re-inspection process which began on June 24 and continued through the date of the July 15, 2025 meeting. Only those properties that were not voluntarily abated with the first notice are contained within the Master Abatement List, Exhibit A to the proposed Resolution (List of Properties.)
This public hearing is the next step in the process to eliminate hazards on private properties that were identified as a public nuisance and have not voluntarily abated said violations. In order to achieve full compliance, the City Council is asked to declare the properties to be a public nuisance and direct the City Manager or their designee to abate such public nuisance conditions. Actual City-ordered abatement of fire hazards occurs only after all efforts at providing notice, information, and a public hearing have failed to induce voluntary compliance by the property owner.

The Fire Hazard Abatement process, under the direction of the Fire Department, should proceed according to El Cerrito Municipal Code Chapter 16.26, which specifies the following:

1. The Fire Department determines that hazards must be abated. Pursuant to these code sections, "hazards" are defined as weeds, rubbish, litter, or other flammable materials which create a fire hazard or are otherwise noxious or dangerous and Agenda Packet Page 185 of 339
Agenda Item No. 8.A.
which exist on specific parcels of property within the City.

2. The Fire Department shall post notice on each property or send notice /by mail that the El Cerrito Fire Department has determined the existence of a public nuisance which must be abated and that a hearing will be held to consider any objections prior to the City Council declaring the properties to be a public nuisance and ordering the City Manager or their designee to perform abatement.

3. At the July 15, 2025 City Council meeting, the City Council shall first adopt a resolution Declaring that Weeds, Rubbish, Litter, or Other Flammable Material on Certain Real Property Constitutes a Public Nuisance (Attachment 1 and 2).

4. At the same meeting, but after adoption of the first resolution, the City Council shall conduct a public hearing to hear and consider all objections to declaration of public nuisances or the procedures proposed for abatement of the same. After the hearing, the Council shall adopt a resolution Overriding Objections by Property Owners and Ordering the City Manager or their Designee to Abate Certain Public Nuisances Pursuant to Chapter 16.26 (Attachment 3).

5. At the conclusion of the July 15, 2025 hearing, a second and final notice shall be sent to each property owner prior to abatement (Attachment 7). This notice will order the immediate abatement of nuisance conditions. This notice will clearly state that if nuisance conditions are ignored, the City shall cause abatement and costs for removal will be assessed against the property as a lien and special assessment. It will also indicate that if the conditions are voluntarily abated, the property shall be removed from the process.

6. If the nuisance is not abated between July 16, 2025 and August 15, 2025, prior to the arrival of the hazard abatement crew, the City of El Cerrito shall cause the weeds, rubbish, refuse, and other flammable material to be removed and shall keep an account of the cost of abatement for each parcel of land where such work is performed according to the City Council adopted Fire Department Master Fee Schedule.

7. At the September 16, 2025 City Council meeting the City Manager or their designee shall submit to the City Council for confirmation an itemized written report showing the cost of abatement work performed. A copy of this report shall be posted for at least ten (10) days prior to its submission to the City Council.

Each property owner upon whose property abatement work was performed shall be sent written notice by mail of a hearing by the City Council to consider the cost of abatement work performed on their property.

8. At the City Council Meeting on September 16, 2025, the City Council shall receive and consider the written staff report on abatement actions taken by the City and shall hear any objections from the property owners liable to be assessed for the abatement. The City Council may modify the cost report if deemed appropriate and then confirm the report by motion or resolution.

9. After City Council confirmation of the report, a certified copy of the report shall be filed with the Contra Costa County Auditor-Tax Collector who shall add the amount of the assessment to the next regular tax bill levied against the parcel.

Agenda Packet Page 186 of 339
Agenda Item No. 8.A.

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

ENVIRONMENTAL CONSIDERATIONS
The Fire Hazard Abatement Program is exempt from California Environmental Quality Act (CEQA) pursuant to Sections 15304 and 15308 of the CEQA Guidelines. Therefore, no further CEQA review is required.

FINANCIAL CONSIDERATIONS
The abatement program will be administered by Fire Department staff with minimum costs expended for printing and mailing. Abatement work will be completed by City maintenance staff or private contract labor as appropriate. Program costs will be recovered through the special assessment and lien process.

LEGAL CONSIDERATIONS
The City Attorney has reviewed and approved the process.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution (Declaring Public Nuisance)

2. Exhibit A to Resolution (List of Properties)

3. Resolution (Overriding Objections)

4. First Letter from Fire Marshal

5. Abatement Inspection Form

6. Vegetation Management Standards Checklist

7. Second Letter from Fire Marshal
Agenda Packet Page 187 of 339
Agenda Item No. 8A
Attachment 1
RESOLUTION NO. 2025 - XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO DECLARING

THAT WEEDS, RUBBISH, LITTER OR OTHER FLAMMABLE MATERIAL ON CERTAIN

REAL PROPERTY CONSTITUTES A PUBLIC NUISANCE
WHEREAS, El Cerrito Municipal Code Chapter 16.26 provides a method by which a local legislative body may abate on private property public nuisance conditions relating to weeds, rubbish, litter or other flammable material that creates a fire hazard, a menace to the public health or which is otherwise noxious or dangerous; and WHEREAS, the City of El Cerrito Fire Marshal has identified certain real property, by street name, lot and block number, on which the presence of weeds, rubbish, litter or other flammable material creates a fire hazard, a menace to the public health or which is otherwise noxious or dangerous as defined in Chapter 16.26 of the El Cerrito Municipal Code and therefore constitutes a public nuisance; and WHEREAS, pursuant to El Cerrito Municipal Code Section 16.26.160 and Government Code Section 39560-39588, the City Council shall adopt this resolution declaring that certain real property within the City constitutes a public nuisance.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that the properties identified on Exhibit A, attached hereto, are declared to be public nuisances pursuant to El Cerrito Municipal Code Section 16.26.160.

BE IT FURTHER RESOLVED that on this same date of July 15, 2025 at 6:00 P.M., or as soon thereafter as the matter may be considered, in the City of El Cerrito, the City Council shall hold a hearing at which owners of the real property identified in Exhibit A hereto may object to the designation of their properties as public nuisances and object to the abatement actions proposed by the City.

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

I CERTIFY that at a regular meeting on July 15, 2025 the El Cerrito City Council passed this resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

IN WITNESS of this action, I sign this document and affix the corporate seal of of the City of El Cerrito on .
_________________________
Holly M. Charléty, City Clerk
APPROVED:
_________________________
Carolyn Weisinger, Mayor
Agenda Packet Page 188 of 339
EXHIBIT A (as amended) Agenda Item No. 8A
Attachment 2
As of 7/7/2025
City of El Cerrito Fire Department
List of Real Property Constituting Public Nuisance

APN STREET ADDRESS
503-302-010-7 910 Galvin Dr.
503-302-011-5 906 Galvin Dr.
503-350-005-8 925 Avis Dr.
503-322-039-2 705 Seaview Dr.
510-034-003-2 10167 San Pablo Ave.
510-034-002-4 10135 San Pablo Ave.
510-034-001-6 10163 San Pablo Ave.
513-372-015-0 11335 San Pablo Ave, #1341
503-394-028-8 10296 San Pablo Ave.
503-374-011-8 650 Everett St.
573-120-023-3 1127 Ivy Ct.
505-130-013-4 1570 Regency Ct.
503-040-001-3 6626 Manila Ave.

Agenda Packet Page 189 of 339
Agenda Item No. 8A
Attachment 3
RESOLUTION NO. 2025 - XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO OVERRIDING

OBJECTIONS BY PROPERTY OWNERS AND ORDERING THE CITY MANAGER OR

DESIGNEE TO ABATE CERTAIN PUBLIC NUISANCES PURSUANT TO CHAPTER

16.26 WHEREAS, El Cerrito Municipal Code Chapter 16.26 provides a method by which a local legislative body may abate on private property public nuisance conditions relating to weeds, rubbish, litter or other flammable material that creates a fire hazard, a menace to the public health or which is otherwise noxious or dangerous; and WHEREAS, the City of El Cerrito Fire Marshal has identified certain real property, by street name, lot and block number, on which the presence of weeds, rubbish, litter or other flammable material creates a fire hazard, a menace to the public health or which is otherwise noxious or dangerous as defined in Chapter 16.26 of the El Cerrito Municipal Code and therefore constitutes a public nuisance; and WHEREAS, on July 15, 2025, pursuant to El Cerrito Municipal Code Section

16.26.160 and Government Code Sections 39560-39588, the City Council adopted Resolution 2024-XX declaring that certain real property within the City constitutes a public nuisance; and
WHEREAS, El Cerrito Municipal Code Chapter 16.26 provides that notice shall be sent to owners of the real property declared a nuisance pursuant to Resolution 2025- XX providing those owners with the following: description of the nuisance; explanation of how the nuisance must be abated; explanation that if the nuisance is not abated; the City shall abate the public nuisance and the cost of abatement shall be assessed against the property as a special assessment; and informing the owners that the City Council shall hold a hearing at a certain date, time, and place at which the owners may present objections to the designation of their properties as public nuisances or to the proposed abatement of the nuisance; and
WHEREAS, between May 7th and June 2nd, 2025, the City’s Fire Department sent written notice to those property owners describing the weeds, rubbish, refuse, or other flammable material that presented a fire hazard and public nuisance; explaining that the Fire Department had determined a public nuisance that must be removed; informing the owners that if they did not abate by either June 23rd or June 30th, 2025, dependent upon the date of the notice, the City Council would hold a hearing on July 15, 2025 at which the owners could present objections to the declaration of the nuisance or the proposed abatement measures and further explained the City could abate the nuisance and collect the costs as an assessment on the property; and WHEREAS, on July 15, 2025, the City Council adopted Resolution 2025-XX confirming the nuisance declarations of the City Fire Department and declaring a public nuisance on certain real property pursuant to Chapter 16.26; and Agenda Packet Page 190 of 339
WHEREAS, El Cerrito Municipal Code Section 16.26.160 and Government Code Sections 39560-39588 provide that after adoption of a resolution declaring a public nuisance and notice to affected property owners of the Council's hearing of objections, the Council may overrule any objections and order the City Manager or their designee to abate the public nuisances.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that it overrides any objections by owners of that certain real property on which public nuisances were declared in Resolution 2025-XX, including Exhibit A attached thereto (adopted on the same date herewith).

BE IT FURTHER RESOLVED that the City Manager and their designee is hereby ordered to abate the public nuisances by having the weeds, rubbish, refuse, dirt, or other fire hazard or noxious or dangerous materials removed.

BE IT FURTHER RESOLVED that pursuant to El Cerrito Municipal Code Section 16.26.160 and Government Code Section 39574, the City Manager or their designee shall keep an account of the cost of abatement for each parcel of land on which work is performed. The City Manager or their designee shall then prepare an itemized written report to be presented to the City Council so that, after the notice and hearing during the City Council meeting of September 16, 2025 these abatement costs can be confirmed as a special assessment against those parcels.

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

I CERTIFY that at a regular meeting on July 15, 2025 the El Cerrito City Council passed this resolution by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: 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 191 of 339
Agenda Item No. 8A
Attachment 4

EL CERRITO-KENSINGTON FIRE DEPARTMENT
Fire Prevention Office
10900 San Pablo Avenue, El Cerrito, CA 94530
(510) 215-4457 FAX (510) 232-4917 [email protected] May 28, 2025
Parcel Number: XXX-XXX-XXX
Property Address: XXXXXXXXXXXXX EL CERRITO, CA 94530
Property Owner: XXXXXXXXXXXX
Property Owner’s Address: XXXXXXXXXXXXXX
Dear El Cerrito Property Owner:

With the State’s winter rain, the community is facing unprecedented vegetation growth as we head into peak fire danger season. To reduce the fire danger on private property and provide greater community safety, the Fire Department has been inspecting properties and checking for fire hazards. Recently your property listed above was found that it does not comply with the Vegetation Management Guidelines set forth in the City of El Cerrito Vegetation Management Standards. You are being notified now so that you may, if you have not already done so, take steps to remove those fire hazard conditions found on your property.

Enclosed is a copy of the Fire Hazard Reduction Inspection form specifying those areas that are not in compliance as well as the Fire Hazard Reduction Guidelines and Fire Hazard Reductions Checklist that can assist you in bringing your property into compliance. More information on the Vegetation Management Standards and Guidelines may be found on the City’s website at: www.el-cerrito.org under Vegetation Management Standards. Additional information is also available at www.readyforwildfire.org or www.cafiresafecouncil.org as well as many others.

If you have recently completed the work to meet these standards, no further action is required. If not, your property is required to be brought into compliance no later than June 30, 2025. There is no need to contact the Fire Department upon completion as we will be re-inspecting all properties. When the Fire Department has cleared your property, you will be removed from our non-compliant list.

On July 15, 2025 at 6:00PM the El Cerrito City Council will hold a public hearing to declare those properties still not in compliance as a public nuisance. Your property is at risk of being declared a public nuisance and subject to further abatement actions. In accordance with the Government Code, you may appear before the Board at this public hearing to dispute this declaration. The location and remote access information can be found on the City’s website: https://www.el-cerrito.org/114/City-Council-Meetings If you have not done so already, please take immediate action to remove those fire hazard conditions and we thank you for your cooperation helping us make El Cerrito a more fire safe community.

Sincerely,
Chase Beckman
Chase Beckman
Battalion Chief / Fire Marshal
Agenda Packet Page 192 of 339

EL CERRITO FIRE DEPARTMENT

KENSINGTON FIRE PROTECTION DISTRICT
10900 San Pablo Avenue, El Cerrito, Ca. 94530 (510)215-4450 Fire Hazard Reduction Inspection
Owner/Tenant Site Address City State Zip Code
Legal Propety Owner Mailing Address City State Zip Code APN #
ZONE 1
Zero to 30 feet from buildings, structures, decks,etc. in all portions within El Cerrito and Kensington ___ 1. Remove all dead plants, grass and weeds.
___ 2. Remove dead or dying leaves and pine needles from your yard, roof and rain gutters. ___
___
___
___
___ 7. Remove or prune flammable plants and shrubs near windows. ___
___
___
ZONE 2
___ 1. Cut or mow weeds and grass to a maximum height of 6 inches. ___
___ 3. Vacant lots in Zone 2 shall be maintained to be 30 feet wide along the property line.

COMMENTS:

Inspected by Inspection # Date Time

8. Remove vegetation and items that could catch fire from around and under decks.

9. Create a minimum 6-foot separation between trees, shrubs or vegetation and combustible materials.

10. Vacant lots in Zone 1 shall be maintained to be 10 feet wide along the property line.

Thirty to 100 feet from buildings, structures, decks, etc. for all parcels within the Very High Fire Hazard Severity Zone. Zone 1 requirements shall be followed in addition to Zone 2 requirements.

2. All fire hazardous vegetation except for weeds and grass shall be cleared and maintained to a height no greater than 18 inches above the ground.

YOUR PROPERTY IS NOT IN COMPLIANCE WITH THE FIRE CODE.

YOU MUST COMPLETE THE FOLLOWING REQUIREMENTS:

6. Relocate wood piles to Zone 2 if applicable.

3. Trees shall be maintained so that no portion is closer than 10 feet from any chimney opening.

4. Trees, shrubs, bushes or other vegetation adjacent to or overhanging any structure shall be maintained free of dead limbs and other combustible matter.

5. On mature trees, limbs should be removed up to 10' above the ground. Smaller trees should be limbed to 1/3 of their height up to 6' above the ground, but in no case less than 18" from the ground.

AGENDA ITEM NO. 8.A.

ATTACHMENT 5
Agenda Packet Page 193 of 339
Agenda Item No. 8.A.

Attachment 6
City of El Cerrito Fire Hazard Reduction Guidelines
Zone 1
Zone 1 extends 30 feet from buildings, structures, decks, etc.in all portions within the City of El Cerrito including the designated Very High Fire Hazard Severity (VHFHS) Zones. Vacant lots in Zone 1 shall be maintained to be 10 feet wide along the property line. • Remove all dead plants, grass and weeds (vegetation). • Remove dead or dry leaves and pine needles from your yard, roof and rain gutters. • Trees shall be maintained so that no portion is closer than 10 feet from any chimney opening. • Trees, shrubs, bushes or other vegetation adjacent to or overhanging any structure shall be maintained free of dead limbs and other combustible matter such as vines and loose papery bark. • On mature trees, limbs should be removed up to 10’ above the ground. Smaller trees should be limbed to 1/3rd of their height up to 6’ above the ground, but in no case less than 18 inches from the ground. • Relocate wood piles to Zone 2 if applicable.
• Remove or prune flammable plants and shrubs near windows. • Remove vegetation and items that could catch fire from around and under decks. • Create a minimum 6-foot separation between trees, shrubs or vegetation and combustible materials.

Zone 2
Zone 2 extends from 30 feet to 100 feet out from buildings, structures, decks, etc. in only those areas within the City of El Cerrito designated as the Very High Fire Hazard Severity (VHFHS) Zones. Vacant lots in Zone 2 shall be maintained to be 30 feet wide along the property line. NOTE: All Zone 1 requirements shall be followed in addition to the following Zone 2 requirements:
• Cut or mow weeds and grass shall be cleared to a maximum height of 6 inches. • All fire hazardous vegetation except for weeds and grass shall be cleared and maintained to a height no greater than 18 inches above the ground.

Agenda Packet Page 194 of 339
Fire Hazard Reduction Checklist
Zone 1 Requirements
Definition: Zone 1 extends 30 feet from buildings, structures, decks, etc.in all portions within the City of El Cerrito including the designated Very High Fire Hazard Severity (VHFHS) Zones
Remove all dead plants, grass and weeds within 30 feet of buildings, structures, decks, etc.

Remove dead or dry leaves and pine needles from your yard, roof and rain gutters Trees shall be maintained so that no portion is closer than 10 feet from any chimney opening Trees, shrubs, bushes or other vegetation adjacent to or overhanging any structure shall be maintained free of dead limbs and other combustible matter such as vines and loose papery bark On mature trees, limbs should be removed up to 10’ above the ground. Smaller trees should be limbed to 1/3rd of their height up to 6’ above the ground, but in no case less than 18” from the ground Relocate wood piles to Zone 2 if applicable
Remove or prune flammable plants and shrubs near windows Remove vegetation and items that could catch fire from around and under decks Create a minimum 6-foot separation between trees, shrubs or vegetation and combustible materials
Vacant lots in Zone 1 shall be maintained to be 10 feet wide along the property line Zone 2 Requirements
Definition: Zone 2 extends from 30 feet to 100 feet out from buildings, structures, decks, etc. in only those areas within the City of El Cerrito designated as the Very High Fire Hazard Severity (VHFHS) Zones. NOTE: All Zone 1 requirements shall be followed in addition to the following Zone 2 requirements
Cut or mow weeds and grass shall be cleared to a maximum height of 6 inches All fire hazardous vegetation except for weeds and grass shall be cleared and maintained to a height no greater than 18 inches above the ground
Vacant lots in Zone 2 shall be maintained to be 30 feet wide along the property line For current Fire Hazard Severity Zone information, visit: :
https://experience.arcgis.com/experience/6a9cb66bb1824cd98756812af41292a0 On the upper left hand side, click on the search icon for Address Search. El Cerrito and Kensington revised maps have yet to be adopted by the local jurisdiction.

Agenda Packet Page 195 of 339
Agenda Item No. 8A
Attachment 7

CITY OF EL CERRITO
10900 San Pablo Avenue  El Cerrito  CA  94530
(510) 215-4457  FAX (510) 232-4917  [email protected] July 16, 2025
Parcel Number: XXX-XX-XXX
Property Address: XXXXXXXXXXXXX, El Cerrito, CA 94530
Property Owner: XXXXXXXXXXXX
Property Owner’s Address: XXXXXXXXXXXXXXX

NOTICE TO DESTROY WEEDS AND REMOVE

RUBBISH, REFUSE AND OTHER FLAMMABLE MATERIAL
On July 15, 2025 the El Cerrito City Council declared that your property in the City of El Cerrito, designated above by address and parcel number, constitutes a public nuisance because of the presence of weeds, rubbish, litter or other flammable material which creates a fire hazard, a menace to the public health, or is otherwise noxious or dangerous.

A previous notice was sent to you informing you of the July 15, 2025 hearing and further informing you of your obligation to remove the weeds, rubbish, refuse and other flammable material from your property. If you do not immediately abate these nuisance conditions, the City will do so and the costs for removal of the weeds, rubbish, refuse and other flammable material will be assessed against your property as a lien and special assessment. These removal costs shall then be collected in the time and in the manner of ordinary municipal taxes.

You will not receive any further notices from the City prior to this removal. The City shall perform this removal either through its own staff or through private contract sometime between the dates of August 18, 2005 to August 31, 2025. It is impossible to predict what it will cost the City to remove these nuisance conditions from your property. The costs depend on the severity of those conditions. In past years these abatement costs have sometimes exceeded $8,000 per parcel for those parcels with severe nuisance conditions The City Council will conduct a public hearing on September 16, 2025 to confirm the cost of the abatement work performed on your property. The meeting may be held both via teleconference and in the El Cerrito City Council Chambers at 10890 San Pablo Avenue in El Cerrito at 6:00 p.m. Please refer to the agenda for meeting information at www.elcerrito.org/CouncilMeetingMaterials. During this public hearing you will be given the opportunity to voice objections regarding the report and the assessment of the abatement costs for your property. At this hearing you will also be given the opportunity to object, protest and/or present evidence to support your arguments.

If you have any questions, contact the El Cerrito Fire Department at 10900 San Pablo Avenue.

The phone number is (510) 215-4457.

Chase Beckman
Chase Beckman
Fire Marshal
Agenda Packet Page 196 of 339

AGENDA BILL
Agenda Item No. 8.B.

Date: July 15, 2025
To: El Cerrito City Council
From: Steven Mello, Neighborhood Preservation Program Coordinator; Aissia Ashoori, Housing-Economic Development Manager; Melanie Mintz, Community Development Director
Subject: Public Nuisance Abatement Hearing for 6327 Conlon Avenue

ACTION PROPOSED
Conduct a public hearing and, upon conclusion, adopt a resolution confirming the cost of abatement of public nuisance conditions resulting from the presence of weeds, rubbish, litter, or other flammable material on private property at 6327 Conlon Avenue, as authorized by El Cerrito Municipal Code Chapter 8.34 - Nuisance Abatement.

BACKGROUND
The Community Development Department, Neighborhood Preservation Program (NPP) works collaboratively to protect public health and safety, promote civic pride, and preserve both commercial and residential properties in El Cerrito. The NPP ensures that building codes and zoning ordinances are followed to ensure community preservation. NPP relies on partnerships with residents, businesses, and property owners to maintain an attractive community with a high quality of life that supports economic vibrancy.

Since August 2024, the NPP has actively responded to complaints at 6327 Conlon Avenue, Assessor Parcel Numbers 501-243-016-0 and 501-243-008-7, (collectively referred to as the “Property”), to address ongoing maintenance violations as well as public nuisance conditions. These violations include illegal dumping, unsafe conditions, and unsanitary accumulations of debris. These persistent violations include the failure to remove junk, debris, rubbish, and numerous bulky items stored on the vacant Property, as shown in Figure 1.

Figure 1: 6327 Conlon Avenue, March 13, 2025

Agenda Packet Page 197 of 339
Agenda Item No. 8.B.

The nuisance abatement procedure, set forth in Chapter 8.34 in the El Cerrito Municipal Code, provides ample due process for the affected property owner well beyond the minimum procedure statutorily required. On April 15, 2025, a Public Nuisance Abatement Hearing for the Property was held and the Irene M and James A Runions Trust (“Property Owner”) was given an opportunity at the public hearing to object to or contest the City’s determination and to abate the nuisance conditions described in City Council report. No objections were made, and the City Council adopted Resolution 2025-23, declaring the Property a public nuisance and appropriated funds to perform the abatement. A copy of the Resolution was mailed to the Property Owner on April 21, 2025, and physically posted at the Property.

ANALYSIS
Given that the Property Owner did not contest nor voluntarily abate the nuisance conditions, the City obtained an Abatement Warrant from the Contra Costa County Superior Court on May 7, 2025. On May 8, 2025, the Abatement Warrant and Notice of Abatement were posted on the Property stating that the City would commence abatement on May 12, 2025. The City, in coordination with third-party contractors, successfully completed the abatement on May 15, 2025. Upon completion, the Abatement Warrant was returned and filed with Contra Costa County Superior Court on May 28, 2025.

Figure 2, taken by NPP staff on May 15, 2025, shows the completed abatement. The removal of all accumulated junk, debris, broken concrete, overgrown vegetation, weeds, and other noxious growth was removed and a metal chain-link fence was installed to secure the Property.

Figure 2: 6327 Conlon Avenue, May 15, 2025

As required by Chapter 8.34.150 – Confirmation of Abatement Costs, when the City abates a public nuisance itself, it must “create an itemized written report showing the full actual cost of abatement, including attorney's fees if elected by the city under Section 8.34.140B, and any salvage value of material from the abatement.” Table 1 itemizes all third-party expenses as well as City Attorney and City staff time totaling $41,583.81. Within this report, Exhibit A - Cost Abatement Invoice provides the full actual costs that the Property Owner is responsible for abating the Property. There were no items of value salvaged during the abatement.

Agenda Packet Page 198 of 339
Agenda Item No. 8.B.

Table 1: 6327 Conlon Avenue, Abatement Costs

VENDOR AMOUNT NOTES
Crime Scene Cleaners $6,000 One-time cost
United Fence Service $23,491.43 One-time cost
EBSAN Debris Box $3,486.40 One-time cost
Legal Fees (City Attorney) $6,775.40 Through July 15, 2025 Administrative Costs (City staff) $1,830.58 Through July 15, 2025 Total $41,583.81
This matter appears before the City Council for the sole purpose of confirming the abatement costs already incurred by the City in abating the nuisance at the Property. At this hearing, the City Council must review the reasonableness of the abatement costs and determine the amount to be assessed. Once confirmed, the costs of abating the nuisance will be forwarded to the Contra Costa County Auditor by July 30, 2025, as a special assessment against the Property. A lien will also be recorded with the Contra Costa County Recorder. All applicable laws governing municipal tax collection and enforcement will apply to the special assessment.

Staff recommends that the City Council adopt the proposed resolution. Alternatively, the City Council may adopt a resolution with amended costs, or the City Council may choose not to adopt the proposed resolution, thereby not confirming the report of the cost of abatement and not forwarding the costs of abatement to Contra Costa County for collection. If not confirmed, the City would absorb the full cost of abating the hazardous conditions of the Property.

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

ENVIRONMENTAL CONSIDERATIONS
The California Environmental Quality Act requires analysis of agency approvals of “projects.” A project under CEQA is defined as “an activity which may cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment” (California Public Resource Code Section 21065). The proposed action does not constitute a project within the meaning of CEQA in accordance with Section 15321.

FINANCIAL CONSIDERATIONS
Funding of $35,000 for the abatement was adopted through Resolution 2025-23 from the General Fund budget for the Community Development Department.

Agenda Packet Page 199 of 339
Agenda Item No. 8.B.

The Property abatement work has been completed by third-party contractors to whom the City is obligated to pay $32,977.83 for their work. Staff administrative time and City Attorney costs, totaling $10,436.56, are budgeted expenses within the FY 2024-25 adopted budget. The total abatement cost, inclusive of staff time, is $41,583.81.

LEGAL CONSIDERATIONS
This City Attorney has reviewed this item for all legal considerations.

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Resolution

2. Exhibit A to Resolution
Agenda Packet Page 200 of 339
RESOLUTION 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO

CONFIRMING THE REPORT OF COSTS OF ABATEMENT OF PUBLIC NUISANCE CONDITIONS AT 6327 CONLON AVENUE, AS AUTHORIZED BY EL CERRITO MUNICIPAL CODE CHAPTER 8.34
WHEREAS, El Cerrito Municipal Code (ECMC) Chapter 8.34 provides the City Council with the authority to declare and abate public nuisance conditions on private property, including the accumulation of weeds, rubbish, litter, or other flammable material that poses a fire hazard, health risk, or is otherwise noxious or dangerous; and WHEREAS, the City of El Cerrito, Neighborhood Preservation Program (NPP) received numerous complaints regarding nuisance conditions on the property located at 6327 Conlon Avenue, El Cerrito, California 94530 Assessor Parcel Numbers 501-243- 016-0 and 501-243-008-7(collectively, “Property”) beginning in August 2024; and WHEREAS, public records identify the Irene M and James A Runions Trust as the property owner of the Property (“Property Owner”); and after conducting inspections to confirm the existence of the conditions complained of, the NPP issued notice of violations to the Property Owner in August 2024 describing the nuisance conditions observed including illegal dumping and unsanitary accumulations of junk, debris, rubbish, and numerous bulky items and other flammable material in violation ECMC sections 8.34.040(I), (N), and (P) and requesting abatement of the same by the Property Owner ; and
WHEREAS, the Property Owner did not appeal the citations, remit total payment of fines, or take action to abate the nuisance conditions; and WHEREAS, on April 15, 2025, the City Council adopted Resolution No. 2025-23 declaring the Property a public nuisance pursuant to ECMC Section 8.34 and to proceed with the abatement of the nuisance conditions and to keep an itemized account of all costs incurred, including administrative and legal fees; and WHEREAS, pursuant to ECMC Section 8.34 and Government Code Sections 39560 through 39588, the Property Owner was provided proper notice of the nuisance designation, and informed that failure to abate the violations would result in the City conducting the abatement and the costs being assessed as a lien against the properties; and
WHEREAS, following continued noncompliance by the Property Owner, an Abatement Warrant was obtained and posted, and abatement work was performed by City authorized contractors between May 12, 2025, and May 15, 2025; and WHEREAS, in accordance with ECMC Section 8.34, a hearing was duly noticed and held on July 15, 2025, to allow the Property Owner the opportunity to object to and contest the report of costs incurred during abatement; and Agenda Packet Page 201 of 339
WHEREAS, the City Council has reviewed all testimony, documentation, and evidence presented by City staff and any interested parties regarding the condition of the Property, the scope of abatement services rendered, and the associated costs; and WHEREAS, based on the evidence presented, the City Council finds the total abatement costs of $41,583.81, as detailed in Exhibit A, to be fair, reasonable, and necessary to address the public nuisance conditions at the Property.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito that the City Council does hereby confirms the report of the costs of abatement as contained in Exhibit A of this Resolution.

BE IT FURTHER RESOLVED that the costs of abatement shall be levied as a special assessment against the Property and that these costs shall be certified to the auditor of Contra Costa County so that the costs of abatement shall be collected at the same time and in the same manner as ordinary municipal taxes.

BE IT FURTHER RESOLVED that a certified copy of this Resolution confirming the abatement cost for the properties identified in Exhibit A shall be filed with the Contra Costa County Auditor on or before July 30, 2025.

BE IT FURTHER RESOLVED that the City Manager or designee shall take such action as may be necessary to record the abatement costs for the Property identified in Exhibit A of this Resolution with the Contra Costa County Recorder as a lien against the Property as provided for in El Cerrito Municipal Code Section 8.34.

I CERTIFY that at a regular meeting on July 15, 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:

INVOICE
10890 San Pablo Ave
El Cerrito, CA 94530
Phone (510) 215-4363
[email protected] | elcerrito.gov
CASE # CE24-0071
DATE 05/22/2025
TO

RUNIONS, IRENE EN TRUST
1700 Arlington Blvd
El Cerrito, CA 94530
FOR Abatement Cleanup at 6327 Conlon
Ave (APN#’s 501-243-016-0 & 501-243-008-7)
Description Amount
Crime Scene Cleaners, Inc. $6,000.00
United Fence Services $23,491.43
East Bay Sanitary Co Inc. $3,486.40
Redwood Public Law $6,775.40
08/14/2024 Initial Inspection & Courtesy Notice…….30 min @ $132.67/hr. $66.34 08/29/2024 Re-inspection & Compliance Order……30 min @ $132.67/hr. $66.34 10/14/2024 Re-inspection & Citation....……………….30 min @ $132.67/hr. $66.34 11/14/2024 Re-inspection & Citation…………………..30 min @ $132.67/hr. $66.34 11/25/2024 Re-inspection & Citation…………………..30 min @ $132.67/hr. $66.34 02/10/2025 Re-inspection………………………………..15 min @ $132.67/hr. $33.17 03/07/2025 Re-inspection………………………………..15 min @ $132.67/hr. $33.17 05/05/2025 Re-inspection………………………………..15 min @ $132.67/hr. $33.17 05/15/2025 Re-inspection………………………………..15 min @ $132.67/hr. $33.17 Office Work and Posting of Public Notice……………30 min @ $132.67/hr. $66.34 2-1/4 inch Stainless Combination Padlock $33.52
Recordation of Special Assessment……………………30 min @ $132.67/hr. $66.34 Title Report $1,200
Total Administrative Cost $1,830.58
Total Contractor’s Invoice $32,977.83
Total Attorney’s Cost (as of 05/13/2025) $6,775.40
Total $41,583.81
Make all checks payable to City of El Cerrito
Payment is due within 30 days.

If you have any questions concerning this invoice, contact Neighborhood Preservation | (510) 215- 4363 | [email protected]

THANK YOU
Agenda Packet Page 203 of 339

AGENDA BILL
Agenda Item No. 9.A.

Date: July 15, 2025
To: El Cerrito City Council
From: Jarrett Mullen, Sustainable Transportation Program Manager, Community Development Department; Yvetteh Ortiz, Public Works Director/City Engineer, Public Works Department
Subject: Active Transportation Plan and Complete Streets Policies Study Session

ACTION PROPOSED
Conduct a study session on the City's Active Transportation Plan and Complete Streets policies and provide possible direction to City staff regarding these policies.

BACKGROUND/ANALYSIS
Over the past 25 years, the City of El Cerrito City Council has adopted multiple plans and policies that guide the City’s approach to improving and expanding the City’s pedestrian, bicycle, and multi-modal infrastructure. The documents, informed by community input and building upon each other, include the following:
• 1999 General Plan and Amendments (2013, 2014, 2015)
• 2007 Circulation Plan for Bicyclists & Pedestrians
• 2013 Climate Action Plan
• 2014/2022 San Pablo Avenue Specific Plan
• 2016 Active Transportation Plan
• 2016 Complete Streets Policy
• 2024 Climate Action and Adaptation Plan
• 2024-2029 City of El Cerrito Strategic Plan
Following the vision and direction provided by these City Council-adopted plans and policies, City staff develops transportation projects to meet the latest and best design guidelines, practices, and standards while balancing community needs. The plans and policies also guide City staff when seeking grant funding.

As part of the project development process, the City Engineer is responsible for approving the design of all public projects in accordance with the El Cerrito Municipal Code. The City Engineer’s approval of the project design cannot be appealed. However, the City Engineer’s decisions to remove on-street parking in specific areas may be appealed to the City Manager per City Council Resolution 2008-63. The decision of the City Manager regarding parking removal may then be appealed to the City Council upon written notice and payment of the appeal fee set forth in the City's Master Fee Schedule.

Agenda Packet Page 204 of 339
Agenda Item No. 9.A.

The attached presentation provides an overview of the City Council-adopted plans and policies related to Active Transportation and Complete Streets, current bikeway planning and design guidance, multi-modal transportation networks and projects, and the project development process. Next steps include City Council consideration, discussion, and possible direction to City staff. No formal action is requested as part of this item.

STRATEGIC PLAN CONSIDERATIONS
This action supports the City’s Strategic Plan Goal(s) of:
• Infrastructure and Amenities; and
• Environmental Sustainability.

ENVIRONMENTAL CONSIDERATIONS
The proposed action is not a project under the California Environmental Quality Act (CEQA). No final actions will be taken, and the City Council will not so firmly commit to any action that CEQA review is required at this time. If Council provides any direction regarding potential amendments to existing plans or policies, any required analysis under CEQA will be conducted as part of contemplated amendments to the plans or policies. Consideration under CEQA will occur in conjunction with the contemplated amendments, if necessary.

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

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

Reviewed by:

Karen Pinkos, City Manager
Attachments:

1. Presentation
Agenda Packet Page 205 of 339
Active Transportation Plan +
Complete Streets Policy
Review
El Cerrito City Council Meeting
July 15, 2025
Agenda Packet Page 206 of 339
Outline
2 Active
Transportation
Plan
Complete Streets
Policy
Transportation +
Climate Policy
Backdrop
Project Delivery +
Implementation
Agenda Packet Page 207 of 339
Transportation + Climate
Policy Backdrop
Agenda Packet Page 208 of 339
• 1999 General Plan and Amendments
• 2007 Circulation Plan for Bicyclists &
Pedestrians
• 2013 Climate Action Plan
• 2014 / 2022 San Pablo Ave Specific Plan
• 2016 Active Transportation Plan (ATP)
• 2016 Complete Streets Policy
• 2024 Climate Action & Adaptation Plan
• 2024-2029 El Cerrito Strategic Plan
4 Local Policy Snapshot
Make
bicycling and
walking safer
and easier
Agenda Packet Page 209 of 339
25 Year Policy
Foundation
5 State and local climate
action fosters enduring
change to transportation
plans, design practices, and
funding
Mode shift needed to
meet climate goals
Make biking + walking safer
and more comfortable
New bike + walk design
standards
Build Infrastructure
Agenda Packet Page 210 of 339
1999
Blueprint for the Future
6 El Cerrito’s 1999 General
Plan calls for a complete and
balanced transportation
network with choice of
modes.
• El Cerrito adopts its land use and
transportation vision for the new
millennium
• The General Plan’s policies set a
strong foundation to address the
coming climate emergency
• The General Plan has been
amended several times to
address current needs
Agenda Packet Page 211 of 339
2000 – 2009
Emerging Climate Goals
7 State policy calls for bold
climate action.
• 2006 State Policy: momentum grows
to arrest climate change
• 2006 AB 32 California Global Warming
Solutions Act
• 2008 SB 375 Sustainable Communities and
Climate Protection Act
• 2006 Climate Endorsement: City
Council endorses U.S. Mayors Climate
Protection Agreement to implement
GHG reduction measures
• 2007 Circulation Plan for Bicyclists
and Pedestrians: El Cerrito’s first
bikeway & pedestrian networks
El Cerrito Plan / Policy
Agenda Packet Page 212 of 339
2010 – 2019
New Tools
8 New plans and
standards to make
walking and biking safer
and more comfortable,
enabling mode shift.
• 2013 Climate Action Plan
• 2014 Protected Bikeways
• AB 1193 directs Caltrans to create
protected bikeway standards
• 2016 Active Transportation Plan
• 2016 Complete Streets Policy
• 2019 Climate Emergency
Declaration
• 2019 FHWA Bikeway Selection
Guide
El Cerrito Plan / Policy
Agenda Packet Page 213 of 339
2020 – Now
Continued Progress
9 El Cerrito renews its
commitment to
addressing climate
change.
• 2024 Climate Action and
Adaptation Plan
• Build Citywide pedestrian and
bikeway network
• Increasing the area dedicated to
active modes
• 2024-2029 Strategic Plan
El Cerrito Plan / Policy
Agenda Packet Page 214 of 339
• Infrastructure and Amenities Advance climate focused, sustainable infrastructure efforts that have community
benefit
• Improve sidewalks and connections to enhance safety, accessibility, comfort, and convenience
• Complete construction of Complete Streets and Ohlone Greenway projects
• Environmental Sustainability Promote environmental
sustainability and stewardship by engaging in initiatives that reduce our carbon footprint, conserve natural resources, and foster a culture of environmental responsibility
• Update and implement the Climate Action and Adaptation Plan and infuse it in all that we do
• Promote strategies that address the climate emergency 10 2024-2029 El Cerrito Strategic Plan
Agenda Packet Page 215 of 339
Active Transportation Plan +
Complete Streets Policy
Agenda Packet Page 216 of 339
Active Transportation
Any form of human-powered
transportation, such as walking,
bicycling, using a wheelchair,
inline skating or skateboarding.
12 What is Active Transportation + Complete Streets?
Complete Streets
A comprehensive transportation
network that’s safe, comfortable,
and convenient for all ages,
abilities, and modes.

Wheelchair
Pedestrian
Emergency
Vehicles
Goods
Movement
Private
Auto
Bicycle Transit
Agenda Packet Page 217 of 339
Environment
• Support zero / low emissions modes
Health
• Incorporate movement into everyday life
• Reduce death and serious injuries from
crashes
Economy
• Low user and societal costs
• Supports housing production – less parking
Freedom + Choice
• 54% of car trips are < 5 miles
13 Why Active Transportation + Complete Streets?
Source: Alta Planning + Design, AC Transit, City of El Cerrito Agenda Packet Page 218 of 339 2016 Active
Transportation Plan
14 Goals and policies that
guide the City’s bicycle and
pedestrian programs and
infrastructure investments
• Key Goals
• Support bicycling and walking as
being practical, healthy, and
convenient in El Cerrito
• Implement a well-connected active
transportation system to attract
users of all ages and abilities
• Bikeway + Pedestrian Networks
• Priority Projects
• BART to Bay Trail Connection
• Ohlone Greenway Upgrades
Agenda Packet Page 219 of 339
2016 Complete
Streets Policy
15 Putting complete streets
into routine practice,
citywide. Active
Transportation Plan guides
infrastructure decisions.
• Climate Linkage
• AB 32 / SB 375
• 2013 Climate Action Plan
• Design Standards
• Use “latest and best” design
guidelines, practices, and standards
• Applicability
• All street projects
• All relevant City departments
Agenda Packet Page 220 of 339
16 El Cerrito’s Transportation Network
Driving Walking Transit Biking
Agenda Packet Page 221 of 339
17 2016 Bikeway Network

ACTIVE TRANSPORTATION PLAN

EXISTING

PLANNED

CLASS I CLASS II CLASS III CLASS IV
Agenda Packet Page 222 of 339
Understanding User Groups
• 2009: “The Four Types of Bicyclists”
• Strong demand for cycling, but lack
of safe, comfortable, and convenient
infrastructure holds people back
• Creating this infrastructure is key to
unlocking mode shift
18 Bikeway Evolution
60%
7%
1%
33%
Agenda Packet Page 223 of 339
19 Bikeway Evolution
5k
20 30 40 50
10k

SPEED (MPH)
AVG. DAILY TRAFFIC (ADT)
Increase bike-car
separation on high
traffic, high speed
roads
Agenda Packet Page 224 of 339
20 Bikeway Evolution
5k
20 30 40 50
10k

SPEED (MPH)
AVG. DAILY TRAFFIC (ADT)
Del Norte
Richmond Street
20k+ ADT
Agenda Packet Page 225 of 339
Project Delivery + Implementation
Agenda Packet Page 226 of 339
Project Development
Process
22 City Council-Adopted Plans & Policies
Project Initiation & Funding
Public & Stakeholder Engagement
Refine Project Goals & Objectives
Preliminary Design
Engineering Design
Final Design & City Engineer Approval
Bidding & Award
Construction
Agenda Packet Page 227 of 339
Ohlone Greenway
• 2017-2018
• Ohlone-Richmond Greenway Gap Closure Construction
• Ohlone Greenway Wayfinding and Amenities Project
Construction
• 2018-2019
• Ohlone Greenway BART Station Area Access, Safety, and Placemaking Improvements Construction
• 2023
• Ohlone Uptown District Improvements - Secured $180,000 from West Contra Costa Transportation Commission
Subregional Transportation Funding for Design
23 Projects Since 2016
Agenda Packet Page 228 of 339
Pedestrian Infrastructure Improvements
• 2020-2021
• Eureka Ave & Lexington Ave Street Improvements
Construction
• Central Ave & Carlson Blvd Street Improvements
Construction
• 2021
• San Pablo Ave & Wall St Pedestrian Safety
Improvements Construction
• Carlson Blvd & San Diego St Pedestrian Safety
Improvements Construction
• 2021-2022
• El Dorado-Gladys-B Street Improvements Project
Construction
24 Projects Since 2016
Agenda Packet Page 229 of 339
Multi-Modal/Complete Streets Improvements
• 2017
• Elm St/Key Blvd/Hill St Intersection Improvements
Construction
• 2018-2019
• Korematsu Safe Routes to School Construction
• Transportation Impact Fee Development and City Council Adoption
• 2020-2022
• San Pablo Avenue Stormwater Spine Project Construction • 2023-2025
• Central I-80 Undercrossing Ped & Bike Improvements
Design, partnering with Caltrans and City of Richmond
25 Projects Since 2016
Agenda Packet Page 230 of 339
Multi-Modal/Complete Streets Improvements -
Underway
• Del Norte Transit-Oriented Development (TOD)
Complete Streets Improvements Construction
Secured $12.7 million from various sources between
2016 – 2023
• Richmond Street Complete Streets Design,
Construction Start 2026
Secured $9 million from various sources between
2022 and 2024
• El Cerrito Plaza BART TOD East-West Bikeway Planning
Secured Affordable Housing Sustainable
Communities Funding in partnership with Related
26 California
Projects Since 2016
Agenda Packet Page 231 of 339
Project Development
Process
27 Richmond Street Complete
Streets Project
City Council-Adopted Plans & Policies
Project Initiation & Funding
Public & Stakeholder Engagement
Refine Project Goals & Objectives
Preliminary Design
Engineering Design – Current Phase
• Parking Removal Notification & Appeal
Process
Final Design & City Engineer Approval
Bidding & Award
Construction
Agenda Packet Page 232 of 339
Richmond Street Complete Streets Project
• Purpose: Serve the needs of all street
users
• Goals: Safety, Connectivity, and
Feasibility
• Strategies: Safe Speeds, Safe Walking,
Safe Bicycling, and Green Infrastructure
• Design: Balance community needs for
limited public space – improving safety
while retaining as much on-street
parking as possible
28 Agenda Packet Page 233 of 339
29 On-Street Parking Data
Richmond Street Complete Streets
October 2024: Weekday evening occupancy was about 46% on Richmond Street May 2025: Expanded study area to assess parking demand on Richmond Street and parallel corridors.

Weekday evening occupancy was about 33% (shown below)
Agenda Packet Page 234 of 339
30 Bikeway & Parking Options Considered
Richmond Street

CONSIDERED
• No on-street parking
• Separated bike lanes
on both sides

CONSIDERED
• On-street parking on
one side only.
• Buffered bike lane on
one side
• Bike lane on one side

SELECTED
• On-street parking
alternates sides on each
block
• Bike lane in each direction
• Mid-block chicane
Agenda Packet Page 235 of 339
I. Public Notification & Comment Period
• June 9: 300-ft Public Notification Initiated
• June 9 – July 9: Receive Comments, including an Open House on June 25 II. City Engineer Review & Final Determination
• July 9 – July 18 (estimated): City Engineer Review & Final Determination/Approval • July 21 (estimated): 300-ft Final Notification
III. Appeal Process
• August 4 (estimated): Appeal to City Manager within 15 days • August 14 (estimated): City Manager Decision
• August 19 (estimated): Appeal to City Council within 5 days 31 Parking Removal Notification & Appeal Process
Richmond Street Complete Streets
Agenda Packet Page 236 of 339
• Does the City Council wish to affirm the current vision and direction that is based on the Active Transportation Plan, the Complete Streets Policy, the Climate Action and Adaptation Plan, and other applicable plans/policies?
• If not, does the City Council wish to change the vision/direction and amend these plans/policies?
• In order to amend the Active Transportation Plan and Complete Streets Policy, Council would need to provide direction to City staff and amendments would come before Council at a subsequent meeting
• If the plans/policies are amended, City staff would then consider options for redesign of projects subject to the updated plans/policies 32 City Council Discussion Questions
Agenda Packet Page 237 of 339
• If the City Council wishes to continue the current vision/direction:
• No action needs to be taken
• Staff will continue the current process for the Richmond Street Complete Streets Project and initiate the next steps for parking removal
• Based on timeline, any parking removal appeals to the City Council would be heard at the September 16, 2025 Council Meeting
• If the City Council wishes to amend the current vision/direction:
• City Council should pass a motion to provide direction to City staff to amend the applicable plans/policies (Active Transportation Plan/Complete Streets Policy) • City staff would develop options and recommendations for amendments, including options that would impact the Richmond Street Complete Streets project as well as any required CEQA analysis as necessary
• Consideration of amendments to the plans/policies would be heard at the September 16, 2025 Council Meeting
• If plans/policies are amended, City staff would prioritize any necessary redesign of 33 Richmond Street Complete Streets Project following September Council Meeting Next Steps
Agenda Packet Page 238 of 339
- Questions from City Council
- Public Comment
- City Council Discussion
Agenda Packet Page 239 of 339
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
July 15, 2025
REGULAR CITY COUNCIL MEETING (6:00 PM)
Public Comments (Not on the Agenda and Consent Calendar) Agenda Item No. 7.D. - On-Call Construction Management
a. Clarification on Focus Areas for Consultants
Agenda Item No. 9.A. – Active Transportation and Complete Streets Policies Study Session
a. Public Comments
The City received several email communications from members of the public related to the Richmond Street Complete Streets project that did not indicate “Public Comments” on the subject line.

These communications were forwarded via email to the full City Council but are not included in supplemental materials. If you wish to provide public comments that will be included in the official meeting record, please follow the instructions as indicated below and on page one of the meeting agenda.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

Supplemental Materials Page 1 of 22
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From: Cordell Hindler
To: City Clerk
Subject: public comments
Date: Friday, July 11, 2025 3:24:19 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 Have Diana Becton to Present on the Updates in the District Attorney's Office Sincerely
Cordell
General Public Comments
Supplemental Materials Page 2 of 22
Agenda Packet Page 241 of 339
From: Karen Pinkos
Cc: Yvetteh Ortiz; Holly Charléty
Subject: FW: 7/15 City Council Meeting - Item 7D On-Call Construction Management Date: Monday, July 14, 2025 1:57:13 PM
Attachments: 2025 On-Call Construction Management Svs SOQ_Focus Areas.pdf Hello Councilmembers,
Staff received a question from a Councilmember regarding Item 7D as to what work the 11 consultants listed would perform. Please see the answer Director Ortiz provided, below. I believe this information would be helpful for all of you so I am forwarding it to the entire Council by bcc. If you have additional questions, please let me know. I am also forwarding to the City Clerk, so that this list can be added to the Supplemental Information for this agenda item.

Thanks,
Karen
Karen Pinkos, ICMA-CM
City Manager
City of El Cerrito
10890 San Pablo Avenue
El Cerrito CA 94530
(510) 215-4301
(she/her/hers)
www.el-cerrito.org
The City of El Cerrito serves our diverse community by providing exceptional services that create a safe and resilient future for all.

From: Yvetteh Ortiz <[email protected]>
Sent: Monday, July 14, 2025 10:55 AM
To: Karen Pinkos <[email protected]>
Subject: 7/15 City Council Meeting - Item 7D On-Call Construction Management Hi Karen,
As requested, here is a summary of focus areas for each of the consultants selected to provide on-call construction management services. There is no guaranteed minimum contract amount for each of the consultants. As project needs arise, one or more of the consultants will be asked to propose on a task's scope, schedule, and fee, depending on the complexity and specialty required. Once a proposal is agreed upon, a task order will be issued by the Public Works Department. A consultant will only perform work that has been approved in a task order Agenda Item No. 7.D.

Supplemental Materials Page 3 of 22
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and each task order will be subject to the funding previously approved by the City Council in the Capital Improvement Program or department operating budgets.

Please let me know if you have any questions.

Regards,
Yvetteh
Yvetteh Ortiz
(she/her)
Public Works Director/City Engineer
City of El Cerrito
10890 San Pablo Avenue (City Hall)
El Cerrito, CA 94530
Tel: 510.215.4382
Web: www.el-cerrito.org/publicworks
Email: [email protected]
THE CITY OF EL CERRITO is a welcoming community committed to a high quality of life with thriving businesses, active public spaces, as well as diverse cultural, educational, and recreational opportunities FOR EVERYONE.

Supplemental Materials Page 4 of 22
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2025 On-Call Construction Management Services
Consultant Focus Areas
4leaf Full range of services
APM
Street & variety of small projects, certified
mediator
Consolidated CM Buildings and infrastructure (waste, water), Consor Full range of services
CSG Full range of services
Dabri, Inc Full range of services, large projects
Kellman Construction
Full range of services, small to mid-size
projects
Mack5 Buildings & parks
Shiels Sowko Consultants Transportation
Swinerton Full range of services, large projects
Zoon Engineering Street projects
Supplemental Materials Page 5 of 22
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From: Susanna Porte
To: City Clerk
Subject: public comments – agenda item on bike lanes, 7/15/25 Date: Saturday, June 28, 2025 9:08:23 AM
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Dear Holly M. Charléty,
Reducing parking for just a few benefits the whole community WRT saving lives, air quality, and making El Cerrito a better place to live, work, and shop. ~~~~~~~~~~~~~~~
Susanna Porte
Classical-rock-jazz Cellist & Music Arranger
Berkeley, CA •
~~~~~~~~~~~~~~~
save water, gas, electricity • buy nothing new
Agenda Item No. 9.A.

Supplemental Materials Page 6 of 22
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From: Minju Cho
To: City Clerk
Subject: Public comments – not on the agenda
Date: Monday, June 30, 2025 10:16:08 AM
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Hello City Clerk:

I am an El Cerrito resident and I am submitting a public written comment for the July 15 El Cerrito City Council meeting.

I am writing IN FAVOR OF the new bike lanes on Richmond Street. There are many reasons I support increased bike lanes generally:

Safer streets for bicyclists and pedestrians, including children Less smog in the atmosphere from fewer cars
Encouraging people to bike more because they have safe roads on which to do so Bike lanes increase home values
My husband regularly bikes to and from the Richmond ferry terminal for his commute and I worry about him because there are not yet bike lanes for the entire ride. I am in favor of increasing bike lanes everywhere in our community to keep him and other bicyclists safe.

Additionally, we hope to begin taking our 15-month-old daughter to and from her daycare on a bike. The bike commute would take us on Richmond Street for about a mile. It would make us feel safer if we could take her to and from daycare on bike lanes the entire way.

Thank you for considering my comment.

Best,
Minju Cho
Supplemental Materials Page 7 of 22
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From: Rebecca Milliken
To: City Clerk
Subject: Public Comment: July 15 Richmond Street Complete Streets Improvement Project Study Session Date: Sunday, July 6, 2025 4:05:01 PM
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Dear Clerk's Office,
Please include my comments for the July 15 Agenda Packet:

July 6, 2025
Dear Councilmembers,
I'm aware that the proposed Richmond Street Complete Streets project has garnered vocal opposition from some residents who live on Richmond Street who are concerned about losing off-street parking due to the conversion of some parking for bike lanes on the public right of way. I understand that change can be hard. That said, I write in 100% support of the bike lanes and the current proposed design.

I live nearby on Norvell Street, and I have been bicycle commuting for years. I also own a car, and my 90 year old father still drives and likes to park next to my house when he visits. He has an ADA parking tag and has limited mobility. So, I've thought about the concerns of some of the Richmond residents and wanted to share what I hope is a balanced perspective. I've tried to think about the concerns I might have were bike lanes to be added to Norvell Street, to increase safety for the numerous youth biking to Korematsu or elsewhere. Here are my thoughts:

The streets are a public good, for everyone. As a homeowner I can't claim the spot in front of my house. I, like the houses on Richmond Street, have a driveway and garage that allows for off street parking. If bike lanes were to be installed in front of my home and my elderly father were to visit, I would either pull my car forward in the driveway, park it in the garage, or move it elsewhere, so that he could use my driveway in lieu of parking in front of my house. That slight inconvenience is worth it to ensure that bicyclists, pedestrians and even other drivers are safer due to bicycle lanes and slower streets.

Transportation is the largest source of greenhouse gases. We are already experiencing the devastating impacts of climate change. We have a moral imperative to support active transit in our City in order to encourage as many residents to consider modes of transportation other than driving.

The addition of bicycle lanes will increase bicycle ridership. Currently it's impossible to bike north-south around the PG&E substation and the private condominium complex to reach destinations such as the high school and middle school, pool, community center, and Cerrito Vista Park without taking Richmond Street. A bike lane on this stretch north of Moeser is critical for young people on their way to and from school, seniors on e-bikes, families on cargo bikes, and those traveling to and from the seven preschools and daycare centers that are on or within two blocks of Richmond Street north of Moeser.

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The Richmond Street Complete Streets Improvement Project is in full alignment with current city policies, including the Active Transportation Plan, Complete Streets Policy, and Climate Action and Adaptation Plan.

The redesigned Complete Street will be beautiful, with hundreds of new trees and state-of-the-art traffic calming measures. The whole city will benefit, but Richmond Street homeowners and residents will benefit most from living on a slower, calmer, prettier street.

While I understand that not everyone will be happy with the outcome, I encourage you, our elected leadership to take a long view and support the installation of bike lanes, and the current project design. It's the right choice for now, and for El Cerrito's future.

Sincerely,
Rebecca Milliken
El Cerrito
Supplemental Materials Page 9 of 22
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From: Jackie Gay Wilson
To: City Clerk
Cc: l
Subject: PUBLIC COMMENT - ON THE AGENDA?
Date: Monday, July 7, 2025 6:12:25 PM
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Hello,
I attended the June 27 meeting at City Hall, but was disappointed by the lack of interest shown to public concerns.

The agenda for July 15 is not on the City website as of yet.

I have lived on Everett Street near Schmidt Lane for 11 years. Apart from all the other observations made by others, please let me point out:

El Cerrito's aging population needs close access to their homes, not bike lanes.

The fee for appealing the loss of one's parking spots is over $600. How is that okay?
If the object is to vindictively penalize automobile drivers, this plan will work.

Bicycle riders, in my observation (11 years at this location) do not stop at stop signs, nor respect traffic rights-of-way, nor keep under reasonable speed limits, nor yield to pedestrians. If given full license to ride in their 'lanes' as they wish, it's predictable that pedestrians trying to cross the street will be increasingly harmed.

The bicyclists using Richmond street are extremely small in number. Staff has referred to the proposed plan as "fair for everyone," but giving a few bikes priority over and inconveniencing thousands of motorists every day is not "fair."
The Ohlone green path is quite nearby and should be used by bicyclists.

At the recent meeting, little to no concern was given to residents' misgivings. Staff displayed superciliousness (disdain), and seemed to indicate that no doubt of the plan going through exists.

Thank you,
Jackie Gay Wilson
Supplemental Materials Page 10 of 22
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From: Laura Levenberg
To: Public Works; City Clerk
Subject: Richmond St. Complete Streets public comment
Date: Monday, July 7, 2025 7:12:14 PM
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Hello.

I recently moved to Richmond St. and I want to provide comments in support of the Richmond St. Complete Streets project.

I frequently ride my bike to and from work and errands and increasing safe, connected bike routes near my home would be an excellent improvement to the neighborhood. The reduced traffic speeds that would result from the project would not only make my bike trips safer, but also make my home a more pleasant place to be by slowing down and quieting car traffic.

I've heard that half of our city's greenhouse gases come from transportation and if we are serious about addressing the climate crisis, we must be forward-thinking about getting people out of their cars by providing safe and pleasant opportunities to walk and bike throughout the town. I've also seen statistics posted by opponents of the complete streets project showing that very few people ride their bikes on Richmond St. While it may be true that few cyclists use Richmond St. today, it doesn't have to be that way. If Richmond St. remains a fast, cardominated street, few cyclists will use the street, but if it's made into a slower, safer, more pleasant street, more cyclists will bike on Richmond St. therefore helping the city cut greenhouse gas emissions.

Thank you for your consideration.

Best,
Laura Levenberg
Supplemental Materials Page 11 of 22
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From: Parker Day
To: City Clerk; Public Works
Subject: Public Comment: SUPPORT FOR RICHMOND STREET COMPLETE STREETS Date: Tuesday, July 8, 2025 12:29:26 PM
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Hello,
I am writing to voice my strong support for the Richmond Street Complete Streets Improvement Project. El Cerrito deserves to be a city where there is a citywide network of safe streets and bike lanes. While the Ohlone Greenway is a great piece of that network, it is not in and of itself a complete network. Richmond Street is an essential link in the network.

This project will calm Richmond Street, making it safer by design and an asset to the community that the speedway of today is not.

Please help move this project forward, and make our Richmond Street safer, greener, and calmer.

Thank you,
Parker Day
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From: Tova Feldmanstern
To: City Clerk
Subject: Public Comment for 7/15 meeting
Date: Tuesday, July 8, 2025 2:37:59 PM
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Dear El Cerrito City Clerk:

I am an El Cerrito resident and I am submitting a public written comment for the July 15 El Cerrito City Council meeting.

I am writing IN FAVOR OF the new bike lanes on Richmond Street. There are many reasons I support increased bike lanes generally:

Safer streets for bicyclists and pedestrians, including children Less smog in the atmosphere from fewer cars
Encouraging people to bike more because they have safe roads on which to do so Bike lanes increase home values
My partner, toddler and I bike almost everywhere and my partner bikes to and from bork each day. I am in favor of increasing bike lanes everywhere in our community to keep us and other bicyclists as safe as possible while also supporting us to continue protecting our precious earth through the use of fewer fossil fuels.

Thank you for considering my comment.

Sincerely,
Tova Feldmanstern
, El Cerrito
Supplemental Materials Page 13 of 22
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From: Katharine Bierce
To: City Clerk
Subject: Public Comments - Supporting complete streets + bike lanes Date: Wednesday, July 9, 2025 11:35:51 AM
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Dear El Cerrito City Council:

I am an active bicyclist and support the complete streets plan + bike lanes on Richmond St.

I care about getting more bike lanes for several reasons:

1. Safety - We need dedicated bike lanes to protect bicyclists. Cars and bikes can’t mix when travel speeds are high. Travel speeds dictate the risk of serious injury or death in collisions between road users. When travel speeds are low, bikes and cars can safely mix. As travel speeds increase, streets should provide separate spaces for people bicycling, walking and driving. Complete Streets + more bike lanes does this.

One of my friends was hit by a speeding motorcycle a few years ago and broke several ribs, requiring a hospital stay and weeks of recovery. I want everyone to be able to get around safely in El Cerrito - not just people with cars.

2. Climate action - transportation is a major source of pollution, and making biking easier and safer means people will bike more. Bicyclists need a network of streets to be safe - not just one route (e.g. Ohlone Greenway).

We don't limit cars to only San Pablo Avenue - why should bikes be limited to one route?

3. Health: Biking more helps reduce obesity.

In California, 27.7% of people are obese. By providing safer, more convenient ways to get around on a bicycle, El Cerrito is helping residents live longer, healthier lives.

Since 1980, obesity among children and adolescents have almost tripled. In 2011, the CDC reports that approximately 17% (or 12.5 million) of children and adolescents aged 2—19 years are obese. According to studies, obesity in both children and adults is not only a circumstance of eating unhealthy food, but also results from an inactive lifestyle.

Regular physical activity can reduce the risk for obesity and help people lead longer, healthy lives.

Studies show that less than 10 percent of adults get the recommended 30 minutes of moderate-tovigorous exercise per day. Walking and bicycling to and from work, school and errands is one easy way to incorporate physical activity without having to go to the gym (Source: Smart Cities Dive)

4. Home values - bike lanes increase home values making this good for homeowners along Richmond St.

The National Association of REALTORS has an article: "Bike Lanes: Build them and They will Come." The article says, "bike lanes help to increase property values. Studies have shown that having a bike path near your home is a great way to increase the selling price of the house." In 2009, CEOs for Cities, a think tank for developing ideas to boost economic success in U.S. cities, determined that “homes located in areas with above-average walkability or bikeability are worth up to $34,000 more than similar houses in areas with average walkability levels.”

5. Bikes lanes are good for business: Cyclists shop more often, which is good for small businesses and more tax revenue for the city.

6. Equity - owning a car is very expensive (averaging $1000/month) and bikes make life more affordable, given the already-high cost of Bay Area housing. More bike-friendly routes mean people may be able to live without a car, save money, and live better.

Thank you for your time and kind consideration.

Sincerely,
Katharine Bierce
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From: Matthew Drake
To: City Clerk
Subject: public comment in favor of better walk/bike access in El Cerrito Date: Wednesday, July 9, 2025 3:45:47 PM
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I'm writing as a non El Cerrito (but East Bay resident) in favor of El Cerrito plans to improve bike/walk and safe street access, since I understand there's a July 15th meeting to discuss this topic.

Since moving to the east bay about 5 years ago my family has come to El Cerrito approx 3 times. I bike through here, but almost never stop, about once every 6 months. Both myself and my family regularly visit other east bay cities.

One of the major reasons we *don't* come to El Cerrito is that it doesn't seem like a very family-friendly place due to the lack of non-car based transportation and walk/bike-ability.

There are tons of cars and roads seem designed to move cars quickly around. It's basically the opposite of Richmond or Emeryville which have made themselves extremely accessible due to forward looking adoption of non-car based transportation.

I'd encourage you to think through what you want El Cerrito to look like in twenty years and start moving in that direction.

Cheers,
Matt
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From: Amy Smolens - Sonic
To: City Clerk; Public Works
Subject: public comment of support re Richmond Street bike lanes - July 15 City Council Meeting Date: Wednesday, July 9, 2025 4:41:21 PM
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To the members of El Cerrito City Council & City Staff
I wanted to send you a brief note to remind you that the benefit of the proposed Richmond Street bike lanes extend far beyond your El Cerrito borders. I am a Senior and a longtime resident of neighboring Albany. I own a car, but prefer to ride my bike, take transit and walk for transportation whenever possible, mostly for environmental reasons. As you all know, every trip taken by other than a motor vehicle helps lessen the carbon footprint of our communities and fight Climate Change, which knows no borders. Youths need to be able to travel safely to school, after-school activities, parks, homes of friends, and just to explore. My trips and those of my neighbors aren't limited to Albany - I travel to El Cerrito, Richmond, Berkeley, Emeryville, Oakland and beyond to shop, eat out and utilize services. Although our cities are independent, they are truly interdependent. Connectivity of safe bike routes from city to city is the key to making bicycling a safer and more realistic option for people of all ages and abilities. All cities must do their part so the East Bay has a full network of safe bicycle routes.

I have heard some detractors of the Richmond Street bike lane plan state "there is a perfectly fine Ohlone Greenway - people should just ride on that." Would you tell people who prefer to drive a car that they should limit their driving to San Pablo Avenue or I-80? No, because people have different starting points, destinations and comfort levels. The Ohlone Greenway is wonderful, but it doesn't go everywhere and frankly, cannot accommodate all of El Cerrito, Albany, Berkeley and Richmond's bicyclists, pedestrians, runners and scooters.The overcrowding and conflicts would be dangerous. It is truly ridiculous it is to tell cyclists all to ride on a single path and claim that they should be happy with one safe bikeway. People who want to ride their bikes should have multiple safe roads to ride, just as drivers have many road options on which to drive.

Complete Streets accommodating all users, from kids to Seniors, are the key to a safer, healthier and far more pleasant El Cerrito and East Bay.

Half of El Cerrito's (and Albany's) Greenhouse Gas Emissions come from transportation (meaning motor vehicles) so we all must address that issue - safe bike facilities are one way to do just that. Please do the right thing and support bike lanes on Richmond Street.

Sincerely,
Amy Smolens
Albany resident since 1986
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From: J P
To: City Clerk
Subject: Comments to Support Richmond Street Complete Streets Improvement Plan Date: Friday, July 11, 2025 11:09:57 PM
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Dear City Council Members and Mayor Wysinger,
I've been a resident of El Cerrito since 2014 and love living here. A great part of my decision to continue staying is because our city has great walking/biking score. I am writing to you because I cannot attend the upcoming meeting and next week and would like to share my support for the Richmond Street Complete Streets Improvement Plan I want to live in a city where there is a citywide network of safe streets and bike lanes. We all love the Ohlone Greenway, but it does not go everywhere in town. Furthermore, the Ohlone Greenway is congested and needs to be alleviated with different bicycle/pedestrian friendly passages.

Richmond Street is currently a speedway where thousands of cars routinely exceed the speed limit on a daily basis. The redesigned Complete Street will be beautiful, with hundreds of new trees and state-ofthe-art traffic calming measures. The whole city will benefit, but Richmond Street homeowners and residents will benefit most from living on a slower, calmer, prettier street.

The Richmond Street Complete Streets Improvement Project is in full alignment with current city policies, including the Active Transportation Plan, Complete Streets Policy, and Climate Action and Adaptation Plan.

I hope that you will all consider support and having the plan move forward. Thank you very much for your time and consideration.

Jeannie Pham
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Re: agenda item #9 for 7/15/25 meeting: “ Richmond Complete Streets” Dear Councilors:

This letter to express the reasons I OPPOSE the above project as currently envisioned, for the reasons summarized below. My plea is that you suspend approval of the project until you have a chance to fully consider resident input, and make needed changes to the design.

I wrote to the City’s Public Works Engineering Department on July 2 about my concerns, and received a detailed reply on July 11, for which I thank the Engineering Department very much. Thanks to the reply, I now feel much better informed about the official position on this issue. Unfortunately, the official reply did little to alleviate my concerns about how this project will actually impact residents.

I continue to have concerns in three main areas I wrote to them about on July 2:
democracy, safety, and disability access.

DEMOCRACY CONCERNS

1.Notification versus inclusion: Richmond Street residents. I am concerned that the City Engineering Department, in their letter to me, stated that “All of the design elements included in the project are based on the community input we received during the first two workshops.” In other words, it appears that no design changes were based on Workshop #3—the one for actual residents of Richmond Street. I continue to wonder: Why did the voices of those MOST affected not count? We are talking about “approximately 70” people (as stated on the project website) who attended this workshop--apparently all for nothing (at least so far).

2. Notification versus inclusion: Committee on Aging. The project’s website states that “Between August and November 2024, the project team reached out to City committees and local stakeholder groups to share project information and gather feedback.” Stakeholders listed included the Committee on Aging. The implication seems to be that the listed groups’ concerns were addressed. Yet when I recently spoke with a member of the Committee on Aging, he said this was not the case. And in fact a couple members of the committee spoke in opposition to the project at the most recent City Council meeting (on June 17).

3.Exclusion of nearby neighbors from “affected” group. I am concerned that the “affected” area—the one that received individual mailings or notices from the City— was too narrowly defined. The City states online that individual mailings went out to Richmond Street residents. But those living on nearby streets, including Elm, Everett, and side streets, were left to discover for themselves, over time, what the project really entailed—including most recently, removal of 63% of parking on Public Comments: Agenda Item #9 for 7/15 City Council Meeting (Active Transportation Plan/ Complete Streets)
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Richmond Street. As I, a resident of Elm Street, see it, the City formally notified less than one third of the residents actually likely to be impacted by the project.

4. The City’s overall notification process is not inclusive. It is skewed towards certain groups, and systematically excludes others. It is skewed TOWARDS those who read the City Manager’s newsletter or the City’s social media. It is skewed AGAINST others, including many seniors and also those with language issues—as well as against those, including caregivers, who are already too beleaguered with daily survival to be reading these postings.

5. The bikes lanes project itself is biased towards certain groups, favoring not just bikers over residents, but more risk-tolerant bikers (often younger males) over more cautious bikers (often women or older bikers). The organized bike groups do not represent all bikers, and biking remains a heavily male-dominated activity. It is an open secret that transportation planning has historically been done by and for the “default” able-bodied male on his way to work—and this is clearly the perspective behind the current demand to place bike routes on arterials (versus more family-friendly and quieter streets, as with previously proposed biking routes). My question is, why must our diverse city buy into this trend—which is a step backwards in terms of diversity?

SAFETY CONCERNS

1. Backing out: With the planned removal of 63% of street parking spaces, way more people will be backing out of their driveways onto a street that will only become busier over time. This, plus the recent proliferation of fast electric mini motorcycle seems to be a recipe for accidents.

2. Protruding vehicles: Again, with the planned removal of 63% of street parking, the number of protruding vehicles is bound to increase. Not just from residents themselves needing to park in driveways, but also from service vehicles that can no longer park in the street. The City Engineering Department’s answer to the problem of protruding vehicles is to state that the California Vehicle Code prohibits vehicles protruding onto the sidewalk. Nice in theory, but in reality how helpful is that is for pedestrians such as myself, or for users of wheelchairs or walkers, when suddenly confronted with a blocked sidewalk? What would YOU do as a pedestrian: call the police and wait for the vehicle to be removed, or walk/wheel out onto the street because you need to get past NOW, not a few hours from now?

3. State “Three Feet for Safety” Act: On this issue, the City Engineering Department referred me to the State’s website without directly explaining how the proposed bike lanes will function in terms of allowing observance of the “three feet for safety” rule. However, it certainly appears to me as a motorist that just having a bicyclist be within the striped lane will not necessarily allow the three feet of Supplemental Materials Page 19 of 22
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distance required by state law. Rather, depending on the width of the vehicle and the position of the bicyclist(s) within the lane, the motorist may STILL have to cross into the lane for oncoming traffic in order to observe the three-foot rule.

4. Delivery vehicles and double parking: The project website’s response to this concern is to state that “California law allows drivers of commercial vehicles to double park when it is reasonably necessary to accomplish loading or unloading of merchandise or passengers.” In other words, double parking will be an increased fact of life as parking spaces are eliminated. Double parking may be legal—but we all know it is a safety risk. And there is little question that the project will drastically increase double parking.

5. Trash cans: The project’s website states that trash cans “may be placed in unoccupied on-street parking stalls or in the driveway apron.” The fact is, due to the planned removal of so many parking spaces, in most cases the driveway apron will be the ONLY available space for trash cans. Yet how is this going to work in practice? It appears that residents needing to use their vehicles on pickup days will first have to back out and double park, then wrangle up to three cans into the driveway apron, and as fast as possible? That’s a tough maneuver even for the fit—not to mention for drivers who may have mobility issues.

DISABILITY CONCERNS

1. Need for street parking options: It is just plain unrealistic to have a blanket expectation that those residents or guests with disabilities will not need access to parking on the street. Depending on things like the size and configuration of the driveway, the degree of impairment, and assistive device used, driveway parking may just not be accessible. And backing out of the driveway may not be feasible for mobility-challenged drivers.

2. Providing for future disability: The project’s website states that although the three existing blue curb parking spots on Richmond Street will be retained, there is no guarantee that those experiencing future disability will be able to park near their homes. Unfortunately, one thing that CAN be guaranteed is that there WILL be occurrences of future disability. To ignore this issue is short-sighted, to say the least, or heartless, to put it more bluntly.

3. Distance to on-street parking spots. The project’s website states that “some drivers may park one or two blocks from their destination.” We already know that the City seems to have decided that it is too much to ask able-bodied bikers to go two blocks out of their way to get to the Ohlone Greenway. Yet somehow it is OK to ask residents or visitors with mobility issues, or small children, to trek up to two blocks to access their vehicles? As a speaker at a recent City Council meeting stated, it is “not necessarily just a cinch” to make this trek with mobility impairments. And there is the additional issue of toting baggage—and, for caregivers, the likelihood of Supplemental Materials Page 20 of 22
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having to leave the caregivee unattended while wrangling with loads of groceries or supplies.

4. Rain. Wet surfaces are a hazard for the mobility-impaired. Even for short distances—not to mention long ones. Also, users of wheelchairs and walkers, and their caregivers, do not have a spare hand for an umbrella. (I know because I have been there personally.) It is already not easy for mobility-challenged elders to get to needed appointments, even in good weather. If you add in a one-or-two block trek in the rain, many will just skip needed appointments.

Thank you for the opportunity to submit comments.

With respect,
Ann Baugh
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From: Susan Hampton
To: City Clerk
Subject: public comments - on the agenda #1
Date: Monday, July 14, 2025 1:47:20 PM
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Hello,
I continue to be opposed to certain aspects of the Richmond St. proposed project. The main issue that has produced opposition and support of proposed bike lanes are well known. I will simply say I remain opposed to the bike lanes and reduced parking on RIchmond St. I think commonsense would dictate that the plan as it now stands takes away basic rights of those who have homes on Richmond St. as well as most likely negatively impacting those living close by on side streets.

The people who actually live on Richmond St., the majority of whom oppose the plan, have been basically ignored.

Sincerely,
Susan Hampton
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CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.el-cerrito.org

SUPPLEMENTAL AGENDA MATERIALS

CITY COUNCIL MEETING
July 15, 2025
REGULAR CITY COUNCIL MEETING (6:00 PM)
(2nd publication 7/15/2025)
Public Comments (Not on the Agenda and Consent Calendar) Agenda Item No. 9.A. – Active Transportation and Complete Streets Policies Study Session
a. Public Comments
The City received several email communications from members of the public related to the Richmond Street Complete Streets project that did not indicate “Public Comments” on the subject line.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

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From: Donny S
To: City Clerk
Subject: public comments not on the agenda
Date: Tuesday, July 15, 2025 12:10:26 PM
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Dear Honorable City Council Representatives
Regarding El Cerrito's status as a Sanctuary City my concern is whether or not the owned El Cerrito City's facilities and properties, departments, and employees, such as fire, public works, parks, and law enforcement departments, will continue to be under control by our sanctuary city, or by the US Border Patrol, ICE, DHS, or Federal military authorities should something similar to what is happening in Los Angeles move up to Oakland, Berkeley, El Cerrito, and Richmond. In short, what is the status of the El Cerrito City government? Will it aid the federal police in warrantless searches and detainment, or will it stand down? Will El Cerrito protect and claim jurisdiction over our public parks or surrender our facilities to outside federal authorities?
Thank You for your response
Don Simon,
El Cerrito Resident
General Public Comments
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July 15, 2025
Dear Mayor Wysinger and Members of the El Cerrito City Council, I’ve been a teacher in El Cerrito since 2012, serving TK–8th grade students, and a homeowner here since 2020. As a working mother of a 16-month-old and currently navigating a challenging pregnancy made more difficult by an ongoing nuisance case involving my neighbor’s fencing, dog enclosure, and persistent barking—an issue I feel the city has failed to adequately address.

Since November 2024, my family and I have been subjected to repeated and ongoing violations of multiple El Cerrito municipal codes due to the actions and negligence of our next-door neighbor, Gloria Chuang. These include (but are not limited to) Municipal Codes 19.06.030,

7.12.010, 7.12.020, and 7.12.040. These violations, which I have reported repeatedly since March 2025, are not only on the record but are actively disrupting the peace, safety, and emotional well-being of my growing family—most urgently, my sixteen-month-old son.

Multiple untrained, unlicensed pit bulls are kept in a cage that was deliberately constructed on our shared fence line—directly beneath our bedroom window, despite the neighbor having an entire backyard where the cage could have been placed. The constant barking, snarling, and stress this has caused has been unrelenting. We’ve suffered severe sleep deprivation, fear of backyard play, and a total loss of peace in our home. We are terrified of an escape or attack, and as of yesterday, July 14 at 11:40 a.m., those fears were realized: two pit bulls escaped Ms Chuang’s property and attacked my gardeners on my property.

This has all occurred despite my months-long documentation and outreach to multiple city and county law enforcement agencies. I’ve submitted a dog log, notarized affidavits, timestamped video and audio recordings, and security camera event logs. I’ve followed the procedures outlined by the city. I’ve shown up. I’ve been proactive. But the response I’ve received has been inadequate and, frankly, disrespectful.

My communication with Steven Mello, the Neighborhood Preservation Program Coordinator, has been particularly disheartening. I first spoke with him by phone on March 12 and again on March 19. On March 12, I was told I would receive a call from the city manager within one week.

On March 19, that timeline was changed to “up to three weeks.” I never heard from the city manager.

Here’s the timeline of how unresponsive this process has been:
● 04/16 – Jiana Ross confirmed the front fence was a violation. ● 04/24 – I contacted Planning and Community Development after no response. ● 05/02 – I followed up again; Code Enforcement was added back to the thread.

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● No response until I reached out again on 06/13.
● 07/14 – The dogs attacked my gardeners on my property. ● 07/15 I had to follow up again to be told the case has been closed despite debris (part of the citation) increase and the fence being inadequate to maintain dogs/protect my family.

Steven has repeatedly minimized my case—saying my citation inspection was just one of 37, claiming I won’t get a hearing because “the council has other matters,” and never once proactively updated me. Now, the dogs have escaped and attacked my gardeners. It could have been my toddler. After again requesting an update, I was stunned to learn today (July 15, 2025) that the case was quietly closed—no known date.

Debris on the property has worsened, yet somehow a fence clearance was issued on July 8, just days before the July 14 dog attack through that very fence. How can a case be closed when I’ve been in constant contact since March 2025 and the situation is only escalating? The neighbor’s unsightly and dangerous fence—with visible holes—was reconstructed but remains a risk. The previous set of pit bulls (Nov 2024–early 2025) already escaped multiple times, and it was only a matter of time before another incident occurred. That time was yesterday.

I need real help. This nightmare has gone on too long. I’ve served this city for over a decade—El Cerrito owes its residents better than being bounced around while our safety and quality of life collapse.

I am currently in a high-risk pregnancy, caring for a toddler who cannot play in our back/frontyard, and I am utterly exhausted and defeated by how little the city has done to protect us. We are afraid to enjoy our own home. It feels like the only path forward is civil litigation—which should not be the only outcome when I’ve worked diligently within every department (city, police, and county).

Despite my efforts and the clear municipal code violations, I’ve been passed from department to department. I’ve been ignored. I’ve been made to feel like a burden. At times, I’ve genuinely wondered if I would be treated differently if I lived in Kensington or Albany.

I’m asking this Council for accountability and action. Please investigate why my case—documented, escalated, and urgent—has led to no resolution. Please enforce the codes on the books. Please stand up for families in El Cerrito who have done everything right and still can’t feel safe at home.

Sincerely,
Rachel Seele
El Cerrito Homeowner, Mother, & Teacher
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From: Robert Prinz
To: City Clerk
Subject: Public comment: July 15, 2025 El Cerrito City Council meeting Date: Monday, July 14, 2025 5:12:19 PM
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Hello, this is a public comment to El Cerrito City Council for the July 15, 2025 meeting agenda item 9A "Active Transportation Plan and Complete Streets Policies Study Session".

I work with Bike East Bay as the organization's Advocacy Director but I'm writing in my personal capacity as a longtime East Bay resident, and an individual who bikes and walks in El Cerrito frequently.

Pages 8, 19, and 20 of the staff presentation refer to the 2019 FHWA Bikeway Selection Guide as a reference for recommended bike facilities based on the speed and volume of car traffic on a street.

I support the intent of vehicle volumes and speeds informing bikeway type selection.

However there is more recent and robust guidance available beyond the FHWA guide that El Cerrito should be referencing instead, including the following:

NACTO Urban Bikeway Design Guide second edition 2025, Guidance for Selecting All Ages & Abilities Bikeways:
https://nacto.org/publication/urban-bikeway-design-guide/designing-bikeways-for-allages-and-abilities/design-controls-for-bicycle-facilities/ Caltrans Complete Streets Contextual Design Guidance 2024 (page 23):
https://dot.ca.gov/-/media/dot-media/programs/design/documents/dib-94-010224- a11y.pdf
Some of these guidelines are already being referenced as requirements of certain funding programs, with more likely to come. So it would behoove El Cerrito to reference and use these more recent guidelines as a proactive step to stay competitive for grant funding.

Applying these standards to an entire bike plan can help to identify and commit to a "low stress network", and build towards that goal, resisting the tendency for a referendum on every project individually regardless of its impact on the whole network.

With this in mind I would also like to share my support for the Richmond Street Complete Streets Project concept as currently designed by staff, including Class II bicycle lanes north of Moeser Ln and added traffic calming throughout.

This project is already a partial compromise given that painted bike lanes are below the NACTO protected bikeway recommendation for an all ages and abilities facility on a street with the level of daily car traffic Richmond Street sees. But my hope is that with the robust treatments currently designed, the car volumes and speeds will be reduced enough to help meet the NACTO standard.

I want to acknowledge impacts on individuals with mobility constraints, who may end up needing to travel further between car parking and their residences as a result of the on-street Agenda Item No. 9.A.

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parking impacts. As such, I suggest proactively adding blue curb spaces throughout the project area to help prioritize and support this need even beyond existing conditions.

This could be implemented throughout the entire project area and not only the Moeser to Key Blvd.

I have also recently heard from individuals in El Cerrito citing concerns about young people riding ebikes on the Ohlone Greenway, and coming into conflict with other trail users. This experience is shared in other East Bay jurisdictions as well, but mostly in areas that have not built out a robust low-stress bike network, resulting in a lot of bike/walk traffic on limited and constrained facilities like the Ohlone Greenway.

One way to help reduce conflicts on the Ohlone Greenway is to build more low-stress facilities throughout town, helping to spread out the demand while also enhancing safety and increasing connections to more destinations. For this reason as well, I hope that City Council will support the staff concept for bike lanes and traffic calming on Richmond Street, as well as on other corridors throughout town.

Thank you,
-Robert Prinz
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From: Carrie Hobbs
To: City Clerk
Subject: public comments – agenda item 9A
Date: Tuesday, July 15, 2025 8:11:58 AM
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Hello,
My name is Carrie Schulman. My spouse and I have lived in El Cerrito for 15 years, and now we’re raising our two children, aged 12 and 10, in this community that we love.

I’m writing to strongly urge you to approve the addition of bike lanes on Richmond Street.

This comes down to a fundamental question: What do we want to prioritize for our city’s future?
Do we want to maximize curbside parking so that everyone can park directly in front of their homes?
Or do we want to build a safe and connected bicycle network so that people of all ages and abilities can get around without a car if they so choose?
Given the climate crisis and our city’s commitment to sustainability, this should be an easy choice. We need to make it safe and practical for people to use carbon-free transportation. This is not about taking away anyone’s ability to drive, it’s about giving people, including families like mine, the freedom to choose to ride a bike.

My kids are just starting to explore the world on their bikes. I want them — and every child, senior, and commuter — to be able to safely ride to school, the community center, Cerrito Vista Park, and the many other destinations near Richmond St. This project makes that possible.

I urge you to stand firm in supporting the Richmond Complete Streets plan. Let’s make our streets safer, healthier, and more accessible for everyone in El Cerrito, now and for generations to come.

Sincerely,
Carrie Schulman
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As a Richmond Street homeowner, I applaud El Cerrito’s plan to make Richmond a Complete Street. Although my husband and I—both seniors—own an EV, we primarily travel on foot or by BART and sometimes bus. Twice this year I was very nearly hit while crossing in a crosswalk on Richmond St., and I’ve witnessed numerous accidents on this street over the years. The volume and speed of the cars are not acceptable for a street that is 100% residential, especially as more and more families with young children move in. Although I am not a cyclist (because I never felt safe sharing the road with cars), I look forward to a new bicycle infrastructure that will enable more of us to enjoy a car-light lifestyle, something we sorely need if we’re to have any hope of addressing climate change, air and noise pollution, road and neighborhood safety, and traffic congestion, at the same time increasing our overall quality of life (as well as our property values).

Those who fear losing street parking—even though most if not all houses here have ample offstreet parking (1- to 2-car garages plus driveways)—are missing the big picture. Richmond Street has 743 new housing units coming to the Plaza BART parking lot—over a third of which will be 2- and 3-bedroom units—with 266 parking spaces. Increased bicycle access, along with improved transit connections, are imperative if we’re to enable the car-less or car-light lifestyle that more and more of us want, while also helping to preserve parking for residents with cars.

Those who argue that the Ohlone Greenway is all we need for bikes must consider that the path is used by pedestrians and cyclists of all ages; it is not well suited to e-bike traffic, given the weight and potential speed of e-bikes as well as their increasing popularity. Sales of e-bikes and e-scooters now surpass sales of electric cars; we will need new infrastructure to ensure their safe use. The bike lane on Richmond Street is a perfect solution.

Finally, driverless car services are already common in San Francisco; as their prevalence grows, the need for parking spaces (and even car ownership) will diminish. As with El Cerrito’s early adoption of recycling and its state-of-the-art recycling center, the Complete Street project on Richmond St. will serve us well, both today and in the years and decades to come.

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From: Elizabeth Bashor
To: City Clerk
Subject: Letter to the City Council re: July 15 meeting Date: Tuesday, July 15, 2025 9:08:21 AM
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July 15, 2025
Dear Mayor Wysinger and City Council members,
I have looked closely at some of your transportation policies and at the application for the $8 million Safe Streets for All grant for the Richmond Street Complete Streets improvement project.

The city’s Active Transportation Plan, prepared in 2016 after extensive public input, shows Richmond Street as a shared bike route, not a route with bike lanes. It also shows a parallel bicycle boulevard route along side streets to complement Richmond Street.

Clearly, the bike route map in this document, which city staff told me is the current map, does not give direction to add separate bike lanes, chicane or not, to Richmond Street. The Active Transportation Plan should allow the public to be informed about the city’s intent for streets where they live or where they might consider buying or renting property. If it’s disregarded, there is no transparency.

In addition, the grant application for Richmond Street funding does not state that adding bike lanes will be part of the project. Instead, it aligns with what is shown in the Active Transportation Plan.

That successful application states:
“This project will improve Richmond Street to provide safe and accessible pedestrian connections between El Cerrito’s walkable residential neighborhoods to both the Del Norte and Plaza BART stations and the city’s San Pablo Avenue PDA. The improvements will provide safe access for all modes of travel by rehabilitating the pavement and installing enhanced traffic signing, green pavement markings and signs to enhance the existing sharedlane bike facility (which complements the low-stress Ohlone Greenway just one to three blocks west) and implementing safety upgrades at the Elm/Key/Hill Streets traffic signal.”
This is the project which was described to the public early in the public engagement process and which most people expected to move forward.

The project adding chicane bike lanes was introduced to the public for the first time at a workshop in November 2024. In December 2024 the city and its consultant held a meeting especially for Richmond Street residents to show exactly how the new design plan would affect them. This meeting succeeded in showing residents how the project had been transformed. Residents were and are upset that the project was so different from what they were expecting – and what is shown in the Active Transportation Plan and city’s federal grant application. The city points out that there was a very long public engagement process.

However, the chicane bike lane plan was not made public until November 2024. And after the December meeting with residents sparked opposition, it was announced that public meetings were over.

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The next public meeting was the Open House on June 25, 2025, which again surprised residents with. a design that removed 66.6% of all Richmond Street parking instead of 50% discussed in December 2024.

There is one city policy, the 2024 Climate Action and Adaptation Plan, which does specifically support the staff’s choice to eliminate parking.

When this plan passed last summer I was not aware that it calls for:
· Reducing the area of public streets dedicated to vehicle traffic and parking and · Increasing the area dedicated to other modes and active uses.

This information about the policy is from a slide shown at the November 2024 community workshop.

At the very least, it appears that the city’s policies and plans are inconsistent and require some attention from the City Council.

Going forward, the public cannot know from these policies what is planned for any given street or neighborhood in terms of bike lanes or parking removal.

For instance, the city applied for an Affordable Housing and Sustainable Communities grant that includes funding for bike improvements on three more streets. Also funded are “traffic calming improvements.”
Grants have been awarded for:
· Class IV Protected Bikeway on Central Avenue from Carlson to Richmond Street · Class III bikeway on Lincoln Avenue from San Pablo to Ashbury plus traffic calming measures
· Class III bikeway on San Diego Street/Belmont Avenue from Carlson Blvd to Cerrito Creek Trail plus traffic calming measures
None of these are listed as proposed bicycle improvements in the Active Transportation Plan.

Instead, that Active Transportation plan proposes:
· Class II bike lanes on Central Avenue between Carlson Blvd. and San Pablo (not extending to Richmond St.)
· A bicycle boulevard on Lincoln Avenue between Norvell and Albemarle streets · There is no mention of a bikeway or traffic calming measures on San Diego St./Belmont Avenue.

How can residents and property owners of these neighborhoods know what to expect if the Active Transportation Plan and the city’s official bike route map does not list the improvements that are planned?
Will these newly funded proposals require that parking be removed? If so, where? I hope the council will act to make all of its policy documents and grant applications consistent, and to make such information readily available to the public.

Sincerely,
Elizabeth (Betsy) Bashor
El Cerrrito
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From: Lucinda Young
To: City Clerk
Subject: Agenda Item 9A, 7/15/25 Meeting--Support Complete Streets Date: Tuesday, July 15, 2025 9:57:05 AM
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Dear Council Members,
Iam writing to express my strong support for the Complete Streets Plan. I use both a bicycle and a car for transportation and use Richmond St for north-south travel a great deal by bicycle and car. Richmond St is not safe as it is currently configured. It has a lot of traffic with many speeding cars. I appreciate the plan's traffic calming measures and I look forward to a safer, calmer, and more beautiful street.

I am extremely concerned about the climate emergency and remind you that El Cerrito and Contra Costa County, as well as most of our sister cities, have declared Climate Emergencies. As I think you know, 1/2 of our greenhouse gas pollution comes from transportation, mostly private cars, as well as a significant portion of our air pollution.

Providing residents with safe and convenient transportation alternatives to private cars is a central part of our city's Climate Action & Adaptation Plan. People will not get out of their cars and bicycle unless they can do so safely.

With last year the hottest year in recorded history & 2023 the second hottest year and with the increase in frequency and intensity of climate catastrophes like the devastating floods in Texas last week & the increasing wildfires in our state, climate action must be a priority.

Our city should not be so short-sighted to prioritize overabundant parking spaces over human health & safety.

I attended the Open House on the Complete Streets Plan last month and heard some people complain that this Plan would lower their property values. Just the contrary-- A beautiful, more bike-friendly, walkable area increases property values. In fact the National Assoc of Realtors has an article, Bike Lanes: Build Them & They Will Come https://www.nar.realtor/blogs/spaces-to-places/bike-lanes-build-them-and-they-will-come, that says "bike lanes help to increase property values. Studies have shown that having a bike path near your home is a great way to increase the selling price of the house."
We do not want a tragic accident like Oakland suffered with the death of 4 year old Maia Correia less than 2 yrs ago along Lake Merrit as she was biking in a child's seat on her dad's bike. https://oaklandside.org/2023/09/07/vigiloakland-4-year-old-killed-lakeshore-bike-crash/ Please do what is right - protect lives, address the climate emergency, enhance the greater good and don't let some noisy, short-sighted NIMBYs distract you.

Thank you for the service to our community.

Lucinda Young
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From:

To: City Clerk
Subject: Public Comment - Agenda Item #9A: In support of the Richmond Street Complete Streets Improvement Project Date: Tuesday, July 15, 2025 12:07:18 PM
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My name is Corey Busay and I am vice chair of the board for Bike East Bay, although I am here today speaking in a purely personal capacity.

If this project doesn't move forward or is substantially changed, it sets a dangerous precedent that El Cerrito values overly abundant parking for residents who already have a driveway and/or garage over safer streets and an interconnected network of bike infrastructure.

Opponents sometimes ask “where are all of the bikes?” *before* bike infrastructure is built- which always strikes me as a bit odd- I could just as easily ask “where are all of the cars?” in places with no roads. The key point is that people respond to the built infrastructure, and if it is easy to drive and hard to bike, that's what will happen. On the flipside, if it's easy to bike, some people- but of course not all- will make that choice, and we should give them that option.

And for the folks who will never bike- that’s ok and no one is forcing you out of your car- bike infrastructure still benefits you. When we make it safer for people to choose an alternative to driving, that’s one less car making traffic for you and one less car to fight with over that parking spot.

And studies have shown time and time again that complete streets make the road safer for all users.

Thanks for your consideration,
Corey Busay
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From: Gaia Sonatina
To: City Clerk; William Ktsanes; Lisa Motoyama; Gabe Quinto; Rebecca Saltzman; Carolyn Wysinger Subject: Public comment July 15th
Date: Tuesday, July 15, 2025 1:04:49 PM
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I am writing to express my support for better, safer biking in El Cerrito. The Richmond Street Project will benefit the community in many ways, planned and unforeseen.

There are few things as fun as biking in a safe environment. Waving hello to friends as you go by, teaching children how to navigate their communities independently, and getting fresh air and movement. We live in a beautiful place!
The current street culture forces people into cars because anything else feels dangerous, especially with children. People will only change their habits when the environment encourages a change. Adding safe, direct routes for people to get around without cars is the best way to inspire habit change.

Think about the people who would love to bike or scoot but don’t feel safe doing so in the lane with 35 mile an hour traffic racing by. There are thousands of people who choose their cars simply because it is the only way that feels safe. We live in a city where schools, grocery stores, parks, friends, restaurants and shopping are rarely more than 2 miles from home. We should have networks that connect us to those places so that children and vulnerable populations can get around safely. There is hardly a trip you make in a car, that isn’t more fun, and actually faster on a bike.

I hope that the transportation culture in El Cerrito will reflect the future. Let’s build a citywide network that encourages friendship and joy as opposed to prioritizing parking and solitude.

Thank you for your time and dedication to the improvement of our lovely city! Thank you,
Gaia J Sonatina
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Inge Brust
El Cerrito, CA 94530
July 15th, 2025
El Cerrito City Council and City Clerk
10890 San Pablo Avenue
El Cerrito, CA 94530
Subject: Public Comments - not on the agenda.

Reconsidering the Richmond Street Complete Streets Improvement Project A plea to re-evaluate the plans for Richmond Street
On the 25th of last month, I aƩended the City’s open house regarding the Richmond Street Project. The publicity was eerily idenƟcal to 2024, as if the intense community pushback against this project does not exist. As if voters don’t exist. Or for that maƩer as if publicly known facts don’t exist. Facts such as:
1- The 8-million-dollar grant, posted on the City’s website and ours, does NOT require bike lanes, let alone bike lanes instead of parking.
2- The 2016 AcƟve TransportaƟon Plan, also posted on the City’s website, does NOT menƟon separate bike lanes. When we requested this informaƟon formally from the City, we found out that they do not appear on the plan in 2022 either. In fact, bike lanes in lieu of parking was a late 2024 addiƟon to appease one special interest group at the cost of all others.
3- The argument that Richmond Street is a preferred and necessary cycle route to Korematsu School or the Swim Center, and therefore in need of separate bike lanes is NOT true. Other routes are beƩer, safer and more direct. Being born and raised in The Netherlands, I used to ride my bike to middle and high schools every day for miles in all weather condiƟons. I have also come to know my neighborhood well in the 32 years I have lived there. The need for separate bike lanes on Richmond Street is one of many false narraƟves used in a campaign to convince the public and the City Council that this flawed project is a good idea.
4- The Richmond Street parking occupancy research conducted by the City and used as a premises to remove up to 80% of street parking, is NOT accurate, a fact immediately noƟced by residents living on the blocks stretching from Moeser Lane to Elm Street. The residents’ own research, done late at night when people were home, indicated a much denser occupancy. The research results were presented to City council and staff and have been completely ignored.

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5- During the open house, one of the residents in the 1000 block menƟoned that, in the past couple of months, their parking situaƟon has drasƟcally changed for the worse, now that the Buddhist Sera Jey FoundaƟon has bought the old St. John’s Hall on Portola Drive. The new design for Richmond Street cuts the 1000 block’s parking by 81%, leaving only 5 street parking places for 19 households, their visitors and Sara Jey’s overflow. El Cerrito has countless empty storefronts and churches. Yet this comment and the needs of a welcome new addiƟon to the neighborhood were dismissed as invalid during the open house.
6- Removing street parking on Richmond Street will lead to serious parking shortages. Up to 30% of driving can be spent searching for parking, contribuƟng to significant fuel consumpƟon and CO2 emissions. This project is NOT and will not be an asset to the neighborhood. How can it be? It disregards the needs of an enƟre, well-established community, it threatens diversity, home values, safety and the environment; it discriminates against older and disabled residents and it undermines democracy in our city.
7- Although the City’s booth at the 4 of July fesƟval last year was missed by many, residents were involved with the Richmond Street Improvement plan since the first community meeƟngs in 2024. From then to now, many members of the community have been acƟvely engaged, providing construcƟve feedback, in wriƟng, through public comments and meeƟngs with city council members and staff, and through our website www.RichmondStreetForAll.com. Our peƟƟon showed that 90% of Richmond Street residents North of Moeser are against the project, with only 6.5% in favor. The City and its consultants maintain that public input was reviewed, but the truth is that our community input was NOT at all considered.
8- While the Richmond Street community fully supports pedestrian, bike, motorist and resident safety, it must be mentioned that the City did not prioritize real usage data. It did NOT measure the number of bicyclists (or pedestrians) on Richmond Street. Research conducted by residents concluded that only 0.3% (three tenths of a percent) of Richmond Street users are bicyclists (of which most do not live on Richmond Street or even in El Cerrito), while 99.7% are drivers.

To effectively serve its community, it's crucial that our City goes beyond assumptions and truly understands the community’s actual needs. It must ensure that the prioritization process is transparent, fair, equitable, and respects the rights of all community members, especially vulnerable groups, such as older and disabled residents.

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El Cerrito does not have a good track record when it comes to its projects, such as fiscal mismanagement, project delays, lack of public input and transparent communicaƟon, and inadequately addressing the diverse needs of its populaƟon. Why conƟnue that trend and have that be the story that will be wriƩen about our beauƟful city? I am a lifelong bicyclist. Our property is unusual in the sense that it supports sufficient parking for our family. Why, you may wonder, am I on the side of the residents? When I realized that the pressure from one special interest group began to influence my great City in the worst way, I opposed it. My conscious simply cannot accept something wrong, even, or perhaps especially, if it is presented and disguised as something right.

The real quesƟon is: “Why would my City?”
I urge each member of the City Council to find the courage to stand up and vote No on this project. The current plans for Richmond Street are not aligned with the real needs of the community, and thus do not foster sustainable and posiƟve change.

I kindly ask council member Rebecca Saltzman, Bike East Bay’s current development director, to refrain from voƟng on this subject to avoid an ethical and legal conflict of interest and compromise her ability to act in the best interests of the public. Thank you.

Very truly yours,
Inge Brust
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Public Comment for item 9A on the agenda
City Council meeting 7/15/2025
Mayor Wysinger, Mayor Pro Tem Quinto, and Council Members Ktsanes, Motoyama and Saltzmanr:

I am in favor of the current Richmond Completes Streets Project.

It is based on the guidelines and recommendations in various El Cerrito Master Plans, which is appropriate for the project. That’s why those plans were developed over the years. There has been objection to using those Master Plans as the basis for the project, from people who say that they weren’t around to “vote” on those plans.

I participated in the development of several of these master plans, in particular the Urban Greening Master Plan, as a resident and as a member of community organizations that were specifically invited to participate in the development of the plans. In developing those plans, the city did an excellent job of getting public input, refining them with the help of consultants, and producing solid and progressive plans that will allow the city to move responsibly into the future, keeping in mind the residents’ needs as well as those of the environment.

The objection to reducing parking in order to have safe bicycle lanes is understandable, but we need to plan and implement infrastructure that works for the city’s future. Transportation is the biggest greenhouse gas factor in the city’s GHG emissions, and getting more people out of cars will help toward reducing those emissions. I think the increase in the number of electric bicycles and scooters is going to be transformational, and we need infrastructure to support it. I see lots of parents who have electric “cargo” bikes, taking their kids to school and other destinations, and that use is only going to increase. We need the infrastructure to support that use.

Many people point to the Ohlone Greenway as the place for bicycles, but with the increased demand that is going to come from the electric bicycle transformation, the Ohlone Greenway cannot support that traffic. My property backs onto the greenway and even now, I see how much it is used. There are serious bicyclists who want to go fast, there are more casual bicyclists with children who go slower, there are people walking their dogs, people walking for their daily exercise, people walking to BART or work, people in walkers and with canes getting exercise, and probably others that I don’t even know about. The greenway needs to continue to support the non-bicycle users, and the bicycles that are serious about getting somewhere need more alternatives, so that they don’t impact the non-bicycle users.

Therefore, it is important that the city build bicycle infrastructure that supports having a robust network of streets that support significant bicycle use, such as the Richmond Complete Streets Project will produce The Richmond Complete Streets Project is the beginning of that infrastructure.

Thank you
Robin Mitchell, El Cerrito Resident
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Allow sender | Block sender
From:

To: City Clerk
Subject: Public Comments – Agenda Item #9.A
Date: Tuesday, July 15, 2025 1:44:22 PM
Caution! This message was sent from outside your organization.

Dear City Council Members,
Bike East Bay supports the inclusion of dedicated and continuous bike lanes in the Richmond Street Complete Streets Project. We believe that this project presents a critical opportunity to enhance safety, connectivity, and livability for all residents of El Cerrito. As one of the organizations that wrote a letter of support for CCTA’s grant application to the federal Safe Streets and Roads for All program which made this project possible, we have an interest in seeing it through to construction with the best possible outcome with regard to safety and access for vulnerable road users.

The information provided on the project website highlights the dangers of high vehicle speeds on Richmond Street and the significant safety improvements that can be achieved by calming traffic. Bike lanes are a proven method of achieving this, as they create a separation between cyclists and motor vehicles, reducing the likelihood of collisions and making the street safer for everyone.

Providing safe and convenient bicycle routes will enhance connectivity throughout the community, reducing crowding on the popular Ohlone Greenway trail while also serving more local destinations. More residents would choose to cycle for short trips, errands, and recreation if they had access to safe and well-designed bike lanes. This would not only reduce traffic congestion and parking demand but also promote a healthier, more active lifestyle.

We urge you to prioritize the implementation of continuous bike lanes as a core component of the Richmond Street Complete Streets Project design.

Thank you for your time and consideration of this important matter.

Sincerely,
Logo Dani Lanis (he/him/el)
Advocacy Manager
Supplemental Materials 2 Page 18 of 22
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Trina Pierce
San Mateo, CA
July 15th, 2025
El Cerrito City Council and City Clerk
10890 San Pablo Avenue
El Cerrito, CA 94530
Subject: Public Comments - not on the agenda.

Richmond Street Complete Streets Improvement Project
Concerns about the Richmond Street Improvement Project.

My name is Trina Pierce, I live in San Mateo County. I had planned to speak before the El Cerrito City Council in person today, but a scheduling conflict occurred when my City of San Mateo was holding an important council meeting at the same time. I just wanted to express my concern and how a bike lane that is not used often has affected our neighborhood, especially the seniors and disabled.

In my neighborhood of North Central 200 Parking places were removed from my street in favor of separate bike lanes. Ever since the parking was removed, it has caused residents a lot of stress and worry. Our neighbors began to fight and have dis-respect for everyone. I watch as parents are struggling to get their children to school while they are trying to keep their other little ones safe, because their car is parked blocks away. Seniors hardly go out anymore.

Homeowners saw their property values decline without receiving any compensation.

The comments in favor of bike lanes were spoken by members of the bike organizations and others who are not part of my community. Because they have the money, they feel they have a right to control neighborhoods, they do not even reside in.

The residents and seniors have finally spoken up, because their everyday living changed. On February 5th of this year my City Council overturned the decision and 100 parking spaces will be returned. And there are other cities, that are removing bike lanes.

Please consider residents who actually live there 24/7. And not put more weight on opinions you hear, from those who only ride through every once in a while.

Yours truly,
Trina Pierce
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Allow sender | Block sender
From: Howdy Goudey
To: City Clerk
Subject: Public Comment - Agenda Item 9A , Complete Street Policy Date: Tuesday, July 15, 2025 1:59:44 PM
Caution! This message was sent from outside your organization.

Dear Mayor Wysinger and council members,
I urge you to please uphold the adopted city plans that have established policies to develop complete streets supporting active transportation. If anything, we need to strengthen the City's commitment to remaking our transportation infrastructure in a manner that will equitably support a diverse set of transportation modes, including walking, biking, micromobility and cars, with a comprehensive complete streets network across the city.

The recently adopted Climate Action Plan makes it clear that we have a tall task in front of us to reduce our transportation related carbon emissions. Vehicle miles traveled (VMT) is increasing and outpacing the gains in vehicle efficiency, such that net greenhouse gas (GHG) emissions associated with transportation are rising, instead of falling. We need to build our new transportation infrastructure to be inviting for all transportation modes to safely share the public right-of-way. This necessitates shifting some of the strong historical bias accommodating cars above other modes toward high quality infrastructure for all modes. It would be a highly damaging step backward to return to the last century approach of car-centric road design, for instance, by continuing to support excessive amounts of street parking instead of a network dedicated bike lanes. For decades we have lived with the dangers and limitations of car-centric transportation infrastructure. Now is the time to follow through on implementing the many plans identified in this agenda item that represent years of cumulative efforts of City Staff, Council and the Public to support a safer, more inclusive, and more environmentally friendly transportation infrastructure.

It is clear from parking surveys presented by the city, and my own observations of parking on Richmond St, that the current amount of street parking is consistently under utilized. Also, it appears that every house (without counting inside garages) has at least one off-street parking space and many have two or more. The off street parking appears at least as well utilized as the on street parking, which undermines the argument that the off street parking is not big enough or high quality enough. I saw several large SUVS and trucks parked in off street parking on Richmond Ave.

Many public speakers have claimed that street parking serves the accessibility needs of those with mobility limitations. I sympathize with, and hope to support, anyone with mobility limitations having safe and welcoming options for traveling to and from their home, but I think it is incorrect to think of street parking as a high quality accomodation for those with mobility needs. The driver using street parking must walk in the traffic lane, and enter and exit the car impinging on the traffic lane. The passenger side is often obstructed by poles, vegetation and the curb height means it is even harder for those who have trouble getting out of a low sitting position. It is far safer and more accommodating to transfer in and out of a car in the protected off street environment, rather than using street parking, and there appears to be an adequate supply of off street parking to accommodate those with mobility needs without relying on street parking to serve accessibility needs. Also, comprehensive complete street design will make it safer and easier to use other modes than cars that might be superior Supplemental Materials 2 Page 20 of 22
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for those with mobility issues, such as small electric micromobility options.

I understand that many people are upset about the proposed changes on Richmond St., but the answer is not to reverse course on well established policies, developed over years, to solve long standing well-documented problems. There may have been failures to communicate the complete streets vision and some on Council may feel the needs to respond by changing policy, but I think it is more important to change communication and fully explain the benefits and vision of complete streets that will better serve everyone, even if they never use a bike lane. Having better infrastructure for a diversity of modes will help everyone by improving street safety, taking more cars off the road and reducing climate harming emissions. If anyone asks "why are you taking away my street parking," the answer should be "because I want to protect your family's next generation and all the young people of the world who will have to live in a world heavily impacted by climate change and I want to reduce those impacts as much as possible."
Street parking is not a right. It is public space that should better serve the entire public than just being a spot to park a car that is mostly vacant.

Thank you for your time and consideration,
Howdy Goudey
El Cerrito
Supplemental Materials 2 Page 21 of 22
Agenda Packet Page 282 of 339
From:

To: City Clerk
Subject: Comment
Date: Tuesday, July 15, 2025 2:04:40 PM
Caution! This message was sent from outside your organization.

Hello,
Re: item#9: when a project is being considered by EC management, send an email with this information to all residents. Follow up email to include dates for upcoming meetings. This will help rebuild a sense of trust that has eroded over recent years.

Please return our democracy.

Thank you.

Margaret Cohea
Supplemental Materials 2 Page 22 of 22
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CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.el-cerrito.org

SUPPLEMENTAL AGENDA MATERIALS

CITY COUNCIL MEETING
July 15, 2025
REGULAR CITY COUNCIL MEETING (6:00 PM)
(3rd publication 7/17/2025)
Public Comments (Not on the Agenda and Consent Calendar) Received during meeting
Agenda Item No. 8.B. – Public Nuisance Abatement Hearing for 6327 Conlon Avenue Presentation
Agenda Item No. 9.A. – Active Transportation and Complete Streets Policies Study Session
a. Revised Presentation
b. Councilmember Comments
c. Public Comments
The City received several email communications from members of the public related to the Richmond Street Complete Streets project that did not indicate “Public Comments” on the subject line.

Public Comments:

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

2. By Email to [email protected] identified in the subject line as Public Comments – Agenda Item #.

Agenda Packet Page 284 of 339
RECEIVED .
^heeie^mUa^aitaJf^ ^ CITY OF a CERRITO CITY CLERK
Vol.01.No.01 El Cerrito Senior Center Action Committee 1 Join the Effort! i elcerritoseniors(a)gmail.com

SENIOR CENTERS

SAVEUVES
The Evidence is Clear:

El Cerrito Needs a Senior Center
El Cerrito Stands Alone
San Pablo Avenue Corridor
Every city along the San Pablo Avenue corridorfrom Oakland, Emeryville, Berkeley and Albany to the south, up through Richmond, San Pablo, Pinole and
Hercules to the north—has at least one senior center,
except El Cerrito.

For decades, there was a dedicated senior center in
El Cerrito in a West Contra County School District
building behind the library on Stockton Avenue. The
Open House Senior Center was open 5 days a week
for residents to gather, socialize, take classes,
access resources, enjoy meals and so much more.

In 2018, due the school district's need for space,
WCCCSD took back the building. The city relocated
the senior center and some of its services to two
leased portable buildings next to the police department on San Pablo Avenue and renamed them the
El Cerrito Midtown Activity Center.

El Cerrito permanently closed the Midtown Activity
Center in 2020 during the COVID-19 pandemic. We
are now the only city along the San Pablo corridor
that does not have a senior center.

With Senior Centers:

Oakland
Emeryville
Berkeley
Albany
This is shameful - and needs to change!
Older adults who participate in senior center programs
experience improved psychological and physical health
through the resources, activities and social engagement they offer. These are among the many benefits that were previously available to El Cerrito seniors, before the senior center was closed:

Increased social interaction
- Reduced loneliness
Community connections
Support groups
Meal programs
Transportation services
Health, fitness and wellness programs
Exercise classes
- Social security, Medicare and other public benefits
counseling
- Legal guidance and tax preparation assistance
Computer classes and technology assistance
Housing and employment assistance
Volunteer and civic engagement opportunities
Haircuts, pedicures and manicures
Books and movies
Book clubs and bridge groups
Mahjong, chess, checkers and other recreational
activities
Educational talks
- Art classes and programs
Field trips and excursions, near and far
Without:

Richmond
San Pablo
Pinole
Hercules
El Cerrito
El Cerrito Welcome to Let’s Bring the
El Cerrito Senior Center Senior Center
POIHILATION 26,20?
SFNIOn POPULATION 6,706
Action Committee - isiil No Senior Center - Back!
Supplemental Materials Page 2 of 56
General Public Comments
Agenda Packet Page 285 of 339
The seeds of the Senior Center Action Committee were planted in 2020 when city leaders chose not to reopen the Midtown Activity Center at the end of the Covid-19 lockdown.

Only a few, scattered senior programs remain. The county sponsors a few activities in El Cerrito at Christ Lutheran Church on Mondays and at St. John's Community Center on Tuesdays, while the city provides others at the Community Center on Moeser Lane. A misleading "Senior Center" sign adorns the entrance to an empty room in Hana Gardens next to City Hall.

The Senior Center Action Committee is comprised of volunteers who meet monthly to engage and educate the community, plan strategies, build partnerships, and work towards bringing back a vibrant, dedicated and much needed senior center to El Cerrito.

The Action Committee is collaborating with Contra Costa County Supervisor John Gioia with the hope of revitalizing the Veterans' Memorial Building on Stockton Avenue for potential use as a senior center and shared meeting space for other community groups. 27% of El Cerrito residents are seniors, nearly 30% higher than the state total of 21 %.

Background:

Did you know there once was a permanent Senior Center in El Cerrito? It was located behind the Stockton Avenue library in a rented building on land owned by the West Contra Costa Unified School District. Beginning in 1982, the Open House Senior Center offered a comfortable, reliable place five days a week for anyone to socialize, relax, take classes, play games, find important resources, enjoy meals, and more. In 2017, due to their need for more space, the school district took back the land and, in 2018, El Cerrito's original senior center was torn down. To partially fill the gap, the city relocated a limited selection of senior services to the then newly-formed Midtown Activity Center housed in two leased portable buildings (trailers) next to the police station on San Pablo Avenue.

In March 2020, the Covid-19 lockdown totally shut down the Midtown Activity Center.

A few virtual programs were offered online and meals were delivered to homes. When the lockdown ended in the fall, to cut costs city leaders decided not to renew the lease on one of the two portable buildings. The other building was rented to the Kensington Police Department.

The senior community was essentially given the boot. Since then, the Community Center on Moeser has become the de facto location for greatly reduced city-sponsored senior services.

Unfortunately, it does not provide anywhere near the quantity and variety of services, programs and activities that a senior center could offer.

The El Cerrito Senior Center Action Committee's founding core members are:

Buddy Akacic
Betsy Bashor
Madeline Kronenberg
William Ktsanes
Jane Brewer
Linda Cain
Lisa Martinengo
Mark Watson
Email: [email protected]
Phone: Lisa Martinengo, (510) 778-5883; Buddy Akacic, (925) 628-9325 El Cerrito retirees and seniors need a welcoming place where they can drop in, find a variety of services and activities, and meet people! Interested? Please sign up for more information and/or come to the next Committee meeting.

Supplemental Materials Page 3 of 56
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Public Hearing:

Public Nuisance Abatement for
6327 Conlon Avenue
El Cerrito City Council
July 15, 2024
Steven Mello, Neighborhood Preservation Coordinator
Agenda Item No. 8.B.

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Background:

Neighborhood Preservation Program
2 Works collaboratively to
protect public health and
safety, promote civic pride,
and preserve
commercial/residential
properties in El Cerrito;
NPP ensures that building
codes and zoning ordinances
are followed to protect public
health and safety; and
NPP relies on partnerships
with residents, businesses and
property owners to maintain
an attractive community with a
high quality of life that
supports economic vibrancy.

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Background:
6327 Conlon Avenue
3 • Property: 6327 Conlon Avenue,
Assessor Parcel Numbers 501-
243-016-0 and 501-243-008-7
• Vacant Property comprised of

0.06 acres adjacent to San Pablo
Avenue
• Property Owner: The Irene M.
and James A. Runions Trust
• Assessed Property Value: As of
Jan. 1, 2024, $36,021
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Since April 15, 2025
4 April 15, 2025
Nuisance Abatement
Hearing
April 21, 2025
Copy of
Resolution
Mailed to the
Property
Owner and
Posted on the
Property
May 7, 2025
Abatement Warrant
Obtained from Contra
Costa County Superior
Court
May 12, 2025
Abatement
Cleanup
Starts
May 28, 2025
Abatement
Warrant Returned
to the Court
July 15, 2025
Confirmation of
Abatement Costs
May 15, 2025
Abatement
Cleanup Ends
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Abatement Cleanup: May 15 – May 17, 2025
• 10.5 tons of lumber, trash, debris, litter, broken concrete, discarded furniture, and overgrown vegetation were removed.
• Approximately 200 linear feet of chain link fence installed 5 Supplemental Materials Page 8 of 56
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Abatement Costs
6 • Total cost of abatement, including Attorney Fees and City Administrative Time is $41,583.81
• No materials of value salvaged from the cleanup
Description Amount
Administrative, City Staff $1,830.58
Contractors $32,977.83
City Attorney $6,775.40
Total $41,583.81
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Next Steps
7 Case is closed.

If approved, costs will be filed
with the County Auditor’s Office
for special assessment on the tax
roll.

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Questions & Answers
Thank you!
Supplemental Materials Page 11 of 56
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Active Transportation Plan
+ Complete Streets Policy
Review
El Cerrito City Council Meeting
July 15, 2025
Agenda Item No. 9.A.

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Outline
2 Active
Transportation
Plan
Complete Streets
Policy
Transportation +
Climate Policy
Backdrop
Project Delivery +
Implementation
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Transportation + Climate
Policy Backdrop
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• 1999 General Plan and Amendments
• 2007 Circulation Plan for Bicyclists &
Pedestrians
• 2013 Climate Action Plan
• 2014 / 2022 San Pablo Ave Specific Plan
• 2016 Active Transportation Plan (ATP)
• 2016 Complete Streets Policy
• 2024 Climate Action & Adaptation Plan
• 2024-2029 El Cerrito Strategic Plan
4 Local Policy Snapshot
Make
bicycling and
walking safer
and easier
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25 Year Policy
Foundation
5 State and local climate
action fosters enduring
change to transportation
plans, design practices, and
funding
Mode shift needed to
meet climate goals
Make biking + walking safer
and more comfortable
New bike + walk design
standards
Build Infrastructure
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1999
Blueprint for the Future
6 El Cerrito’s 1999 General
Plan calls for a complete and
balanced transportation
network with choice of
modes.
• El Cerrito adopts its land use and
transportation vision for the new
millennium
• The General Plan’s policies set a
strong foundation to address the
coming climate emergency
• The General Plan has been
amended several times to
address current needs
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2000 – 2009
Emerging Climate Goals
7 State policy calls for bold
climate action.
• 2006 State Policy: momentum
grows to arrest climate change
• 2006 AB 32 California Global Warming
Solutions Act
• 2008 SB 375 Sustainable Communities
and Climate Protection Act
• 2006 Climate Endorsement: City
Council endorses U.S. Mayors
Climate Protection Agreement to
implement GHG reduction
measures
• 2007 Circulation Plan for Bicyclists
and Pedestrians: El Cerrito’s first
bikeway & pedestrian networks
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El Cerrito Plan / Policy
Agenda Packet Page 301 of 339
2010 – 2019
New Tools
8 New plans and
standards to make
walking and biking safer
and more comfortable,
enabling mode shift.
• 2013 Climate Action Plan
• 2014 Protected Bikeways
• AB 1193 directs Caltrans to create
protected bikeway standards
• 2016 Active Transportation Plan
• 2016 Complete Streets Policy
• 2019 Climate Emergency
Declaration
• 2019 FHWA Bikeway Selection
Guide
Supplemental Materials Page 19 of 56
El Cerrito Plan / Policy
Agenda Packet Page 302 of 339
2020 – Now
Continued Progress
9 El Cerrito renews its
commitment to
addressing climate
change.
• 2024 Climate Action and
Adaptation Plan
• Build Citywide pedestrian and
bikeway network
• Increasing the area dedicated to
active modes
• 2024-2029 Strategic Plan
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El Cerrito Plan / Policy
Agenda Packet Page 303 of 339
• Infrastructure and Amenities Advance climate
focused, sustainable infrastructure efforts that have
community benefit
• Improve sidewalks and connections to enhance safety,
accessibility, comfort, and convenience
• Complete construction of Complete Streets and Ohlone
Greenway projects
• Environmental Sustainability Promote environmental
sustainability and stewardship by engaging in initiatives that reduce our carbon footprint, conserve natural
resources, and foster a culture of environmental
responsibility
• Update and implement the Climate Action and Adaptation Plan and infuse it in all that we do
10 2024-2029 El Cerrito Strategic Plan
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Active Transportation Plan +
Complete Streets Policy
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Active Transportation
Any form of human-powered
transportation, such as walking,
bicycling, using a wheelchair,
inline skating or skateboarding.
12 What is Active Transportation + Complete
Streets?
Complete Streets
A comprehensive transportation
network that’s safe, comfortable,
and convenient for all ages,
abilities, and modes.

Wheelchair
Pedestrian
Emergency
Vehicles
Goods
Movement
Private
Auto
Bicycle Transit
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Environment
• Support zero / low emissions modes
Health
• Incorporate movement into everyday life
• Reduce death and serious injuries from
crashes
Economy
• Low user and societal costs
• Supports housing production – less
parking
Freedom + Choice
13 • 54% of car trips are < 5 miles
Why Active Transportation + Complete Streets?
Source: Alta Planning + Design, AC Transit, City of El Cerrito Supplemental Materials Page 24 of 56
Agenda Packet Page 307 of 339
2016 Active
Transportation Plan
14 Goals and policies that
guide the City’s bicycle and
pedestrian programs and
infrastructure investments
• Key Goals
• Support bicycling and walking as
being practical, healthy, and
convenient in El Cerrito
• Implement a well-connected active
transportation system to attract
users of all ages and abilities
• Bikeway + Pedestrian Networks
• Priority Projects
• BART to Bay Trail Connection
• Ohlone Greenway Upgrades
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2016 Complete
Streets Policy
15 Putting complete streets
into routine practice,
citywide. Active
Transportation Plan guides
infrastructure decisions.
• Climate Linkage
• AB 32 / SB 375
• 2013 Climate Action Plan
• Design Standards
• Use “latest and best” design
guidelines, practices, and standards
• Applicability
• All street projects
• All relevant City departments
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16 El Cerrito’s Transportation Network
Driving Walking Transit Biking
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17 2016 Bikeway Network

ACTIVE TRANSPORTATION PLAN

EXISTING

PLANNED

CLASS I CLASS II CLASS III CLASS IV
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Understanding User Groups
• 2009: “The Four Types of Bicyclists”
• Strong demand for cycling, but lack
of safe, comfortable, and convenient
infrastructure holds people back
• Creating this infrastructure is key to
unlocking mode shift
18 Bikeway Evolution
60%
7%
1%
33%
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19 Bikeway Evolution
5k
20 30 40 50
10k

SPEED (MPH)
Increase bike-car
separation on high
traffic, high speed
roads
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20 Bikeway Evolution
5k
20 30 40 50
10k

SPEED (MPH)
Del Norte
Richmond Street
20k+ ADT
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Project Delivery + Implementation
Supplemental Materials Page 32 of 56
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Project Development
Process
22 City Council-Adopted Plans & Policies
Project Initiation & Funding
Public & Stakeholder Engagement
Refine Project Goals & Objectives
Preliminary Design
Engineering Design
Final Design & City Engineer Approval
Bidding & Award
Construction
Supplemental Materials Page 33 of 56
Agenda Packet Page 316 of 339
Ohlone Greenway
• 2017-2018
• Ohlone-Richmond Greenway Gap Closure Construction
• Ohlone Greenway Wayfinding and Amenities Project
Construction
• 2018-2019
• Ohlone Greenway BART Station Area Access, Safety, and Placemaking Improvements Construction
• 2023
• Ohlone Uptown District Improvements - Secured $180,000 from West Contra Costa Transportation Commission
Subregional Transportation Funding for Design
23 Projects Since 2016
Supplemental Materials Page 34 of 56
Agenda Packet Page 317 of 339
Pedestrian Infrastructure Improvements
• 2020-2021
• Eureka Ave & Lexington Ave Street Improvements
Construction
• Central Ave & Carlson Blvd Street Improvements
Construction
• 2021
• San Pablo Ave & Wall St Pedestrian Safety
Improvements Construction
• Carlson Blvd & San Diego St Pedestrian Safety
Improvements Construction
• 2021-2022
• El Dorado-Gladys-B Street Improvements Project
Construction
24 Projects Since 2016
Supplemental Materials Page 35 of 56
Agenda Packet Page 318 of 339
Multi-Modal/Complete Streets Improvements
• 2017
• Elm St/Key Blvd/Hill St Intersection Improvements
Construction
• 2018-2019
• Korematsu Safe Routes to School Construction
• Transportation Impact Fee Development and City Council Adoption
• 2020-2022
• San Pablo Avenue Stormwater Spine Project Construction • 2023-2025
• Central I-80 Undercrossing Ped & Bike Improvements
Design, partnering with Caltrans and City of Richmond
25 Projects Since 2016
Supplemental Materials Page 36 of 56
Agenda Packet Page 319 of 339
Multi-Modal/Complete Streets Improvements -
Underway
• Del Norte Transit-Oriented Development (TOD)
Complete Streets Improvements Construction
Secured $12.7 million from various sources between
2016 – 2023
• Richmond Street Complete Streets Design,
Construction Start 2026
Secured $9 million from various sources between
2022 and 2024
• El Cerrito Plaza BART TOD East-West Bikeway Planning
Secured Affordable Housing Sustainable
Communities Funding in partnership with Related
26 California
Projects Since 2016
Supplemental Materials Page 37 of 56
Agenda Packet Page 320 of 339
Project Development
Process
27 Richmond Street Complete
Streets Project
City Council-Adopted Plans & Policies
Project Initiation & Funding
Public & Stakeholder Engagement
Refine Project Goals & Objectives
Preliminary Design
Engineering Design – Current Phase
• Parking Removal Notification & Appeal
Process
Final Design & City Engineer Approval
Bidding & Award
Construction
Supplemental Materials Page 38 of 56
Agenda Packet Page 321 of 339
Richmond Street Complete Streets Project
• Purpose: Serve the needs of all street
users
• Goals: Safety, Connectivity, and
Feasibility
• Strategies: Safe Speeds, Safe Walking,
Safe Bicycling, and Green Infrastructure
• Design: Balance community needs for
limited public space – improving safety
while retaining as much on-street
parking as possible
28 Supplemental Materials Page 39 of 56
Agenda Packet Page 322 of 339
29 On-Street Parking Data
Richmond Street Complete Streets
October 2024: Weekday evening occupancy was about 46% on Richmond Street May 2025: Expanded study area to assess parking demand on Richmond Street and parallel corridors.

Weekday evening occupancy was about 33% (shown below)
8:00 AM 12:00 PM 7:00 PM
Supplemental Materials Page 40 of 56
Agenda Packet Page 323 of 339
30 Bikeway & Parking Options Considered
Richmond Street

CONSIDERED
• No on-street parking
• Separated bike lanes
on both sides

CONSIDERED
• On-street parking on
one side only.
• Buffered bike lane on
one side
• Bike lane on one side

SELECTED
• On-street parking
alternates sides on each
block
• Bike lane in each direction
Supplemental Materials Page 41 of 56
• Mid-block chicane
Agenda Packet Page 324 of 339
I. Public Notification & Comment Period
• June 9: 300-ft Public Notification Initiated
• June 9 – July 9: Receive Comments
• 82 written comments at Open House on June 25
• Approx 100 other written comments thru July 9
II. City Engineer Review & Final Determination
• July 9 – July 18 (estimated): City Engineer Review & Final Determination/Approval
• July 21 (estimated): 300-ft Final Notification 31
Parking Removal Notification & Appeal Process
Richmond Street Complete Streets
Supplemental Materials Page 42 of 56
Agenda Packet Page 325 of 339
• Does the City Council wish to affirm the current vision and direction that is based on the Active Transportation Plan, the Complete Streets Policy, the Climate Action and Adaptation Plan, and other applicable plans/policies?
• If not, does the City Council wish to change the vision/direction and amend these plans/policies?
• In order to amend the Active Transportation Plan and Complete Streets Policy, Council would need to provide direction to City staff and amendments would come before Council at a subsequent meeting
• If the plans/policies are amended, City staff would then consider options for redesign of projects subject to the updated plans/policies 32 City Council Discussion Questions
Supplemental Materials Page 43 of 56
Agenda Packet Page 326 of 339
• If the City Council wishes to continue the current vision/direction:
• No action needs to be taken
• Staff will continue the current process for the Richmond Street Complete Streets Project and initiate the next steps for parking removal • Based on timeline, any parking removal appeals to the City Council would be heard at the September 16, 2025 Council Meeting
• If the City Council wishes to amend the current vision/direction:
• City Council should pass a motion to provide direction to City staff to amend the applicable plans/policies (Active Transportation Plan/Complete Streets Policy) • City staff would develop options and recommendations for amendments, including options that would impact the Richmond Street Complete Streets project as well as any required CEQA analysis as necessary
• Consideration of amendments to the plans/policies would be heard at the September 16, 2025 Council Meeting
• If plans/policies are amended City staff would prioritize any necessary redesign of 33 Next Steps
Supplemental Materials Page 44 of 56
Agenda Packet Page 327 of 339
- Questions from City Council
- Public Comment
- City Council Discussion
Supplemental Materials Page 45 of 56
Agenda Packet Page 328 of 339
Reference
Supplemental Materials Page 46 of 56
Agenda Packet Page 329 of 339
36 Emergency Access
Supplemental Materials Page 47 of 56
Agenda Packet Page 330 of 339
37 2025 Bikeway Network

EXISTING

PLANNED

CLASS I CLASS II CLASS III CLASS IV
Supplemental Materials Page 48 of 56
Agenda Packet Page 331 of 339
Topography and street connectivity
generally constrain bicycling demand to
the western half of the city.

San Pablo Avenue
• Businesses + New Residential
Ohlone Greenway
• Recreation, multi-city connections
Eastside
• Neighborhoods, Schools, Community
Center
38 3 Key North-South
Corridors
Supplemental Materials Page 49 of 56
Agenda Packet Page 332 of 339
Major North-South Bikeways
Supplemental Materials Page 50 of 56
Agenda Packet Page 333 of 339
Traffic Speed and Volume
6,000 Vehicles
4,400 Vehicles
6,800 Vehicles
A snapshot of traffic volumes along Richmond Street in October 2024 Supplemental Materials Page 51 of 56
Agenda Packet Page 334 of 339
Local Road Safety Plan (LRSP) (in progress)
Nearly 1,000 responses to a community survey about road safety priorities found:
69%
of respondents were either
“very likely” or “likely”
to support adding
designated spaces for
bicyclists even if it means
removing some street
About 75%
of respondents “agree” or
“strongly agree” they
would walk or bike more if
it felt safer
Supplemental Materials Page 52 of 56
Agenda Packet Page 335 of 339

RECEIVED

ATTHEMEERNGOP
Richmond Street Motion from William Ktsanes JUI. 1 5 2025 CITY OF EL CERRrrO Comment CITV CLERK
In meetings, letters and public comments to the City Council, proponents and opponents of the proposed changes to Richmond Street have raised many valid concerns and important unanswered questions.

Recognizing that none of us actually own or are legally entitled to street parking in front of our homes, removing two-thirds of the parking with the expectation that some residents will only find parking on side streets is undeniably a major, potentially disruptive change.

Proponents understandably want safer streets that better accommodate and protect walkers and bikers, as well as reduce the environmental impact of cars. Opponents understandably want improvements that neither remove street parking in front of their homes nor create accessibility burdens, particularly for elderly residents and others with mobility restrictions.

Given how contentious and divisive this issue has become, I am making a four-part motion directing city staff to evaluate and report to the City Council alternatives to be considered alongside the current proposal. A vote In favor of this motion is neither a rejection of the current proposal nor a vote In support of any specific alternative, but rather simply a vote to consider options that city staff and transportation engineers deem viable. My hope is that we find an agreeable compromise.

Motion
With this in mind, I enter the following four-part motion to:

1. Direct city staff to evaluate and report to the City Council potential revisions, amendments and/or alternatives to the Active Transportation Plan and Complete Street Policy that minimize the removal of parking along Richmond Street while adhering to legally-required engineering and design standards, including any necessary review under the California Environmental Quality Act statute (“CEQA”).

2. Direct city staff to evaluate and report to the City Council potential revisions, amendments and/or alternatives to the Active Transportation Plan and Complete Streets Policy that maintain the original East Side Bicycle Boulevard as approved in the 2016 Active Transportation Plan in which Richmond Street is listed as part of the “Class III - Sharrow” bicycle route and, per the Plan, parking is only removed from the block between Schmidt Lane and Portola Drive while adhering to legally-required engineering and design standards, including any necessary review under CEQA.

3. Direct city staff to evaluate and report to the City Council potential revisions, amendments and/or alternatives to the Active Transportation Plan and Complete Street Policy that would result in the removal of no more than 50% of the parking along any given block of Richmond Street (such as presented in November 2024) while adhering to legally-required engineering and design standards, including any necessary review under CEQA.

4. Direct the City Council to conduct a public hearing that engages the community in a discussion, review and comparison of the current proposal and potential options.

Supplemental Materials Page 53 of 56
Agenda Packet Page 336 of 339
Allow sender | Block sender
From: Andrew Raphael
To: City Clerk
Subject: Comment in favor of the Richmond St Improvement Project Date: Tuesday, July 15, 2025 3:29:08 PM
Caution! This message was sent from outside your organization.

Hello - My name is Andrew Raphael and I am writing today to voice my support for the city's proposed improvements to our street.

I live at Richmond St with my wife and two small children, and we walk or bike or drive in our neighborhood every day. Oftentimes if we're going to school or a local park or the community center, the most direct route takes us right along Richmond St. I really do enjoy walking and biking with my family in our city, but I also make a living doing statistical risk analysis, so I am acutely aware of the specific risks that we face on our city streets. - I am aware that once my children learn to swim, the #1 greatest risk to their lives for the next 15 years will be the 6-7000 cars that drive past our house every day. - I am aware that 1000 of those cars are driving faster than 31mph, and that reducing their speed just down to the posted speed limit would double a pedestrian's chance of survival in the case of a collision.
- I am aware that if I am killed while riding my bicycle on our street, there is a 30% chance that a vehicle was attempting to overtake my position from behind, and that providing dedicated space for me on the roadway reduces the chance of that collision occurring by up to 50%.

These improvements, along with the others proposed by the city, WILL make Richmond St safer for all who use it.

I am not a single-issue cycling advocate. My family has two cars, one of which is often parked on the street in front of our house. We will have to make adjustments and accommodations. We will probably be inconvenienced at times. But that small inconvenience is a price that we should all be willing to pay for a city that empowers our community and our children to travel safely on our streets, while balancing the diverse needs of our community who all share this public resource.

Thanks to the city council for their continued dedication to this project, it has my full support.

Andrew Raphael
Supplemental Materials Page 54 of 56
Agenda Packet Page 337 of 339
Allow sender | Block sender
From: Karen Leung
To: City Clerk
Subject: Public Comments - not on the agenda
Date: Tuesday, July 15, 2025 3:36:16 PM
Caution! This message was sent from outside your organization.

Dear El Cerrito City Council,
I'm sending this email to provide my around sorry for a bike park along Richmond Street. I have lived in El Cerrito for most of my life and am currently training my children here. The city has been remarkably improved by many residents utilizing bicycles instead of cars to move throughout our wonderful city. The Ohlone Greenway allows many residents to now commute by bike. As this cycling culture grows which alone very closely to the city's goals of environmental sustainability we need expanded road access for bicycles, especially for families and students to access schools. My son booked across the city to get the Korematsu Middle School for two years, reducing car congestion and pollution, but it was challenging to find safe routes, he has several near misses with cars and was even forced off the road by an inattentive driver. We absolutely need dedicated bike lanes along main routes to allow our children to travel to and from school safely. Please prioritize children and the environment over parking.

Thank you,
Karen Leung
Supplemental Materials Page 55 of 56
Agenda Packet Page 338 of 339
Allow sender | Block sender
From: lizeht zepeda
To: City Clerk
Subject: Agenda Item #A. Active Transportation Plan and Complete Streets Policies Study Session Date: Tuesday, July 15, 2025 7:08:04 PM
Caution! This message was sent from outside your organization.

Good Evening I'm a El Cerrito resident against removing street parking:

City Council what type of economic development have you created in El Cerrito to allow Richmond street residents (or all) to bike or walk to work and schools or other community facilities?
What City facilities are on Richmond street that make sense to build this on Richmond Street and sacrifice street parking?
How close is the Greenway to the proposed new bike lanes or the new San Pablo Ave bike lane infrastructure?
Is Richmond Street the right street, does it sustain the width to have all? Supplemental Materials Page 56 of 56
Agenda Packet Page 339 of 339

El Cerrito City CouncilJuly 15, 2025

El Cerrito City Council
July 15, 2025