Outdoor Dining & Retail Program Guidelines
If you are a business owner with a storefront or building space and want to use outdoor private and/or public space adjacent to your business the following guidelines apply to all proposed Outdoor Dining and Retail uses.
The City has created a streamlined Outdoor Dining & Retail Permit Application for Removable Outdoor Dining and Retail Uses, which are those that use temporary furnishing that can be easily rearranged and removed.
Non-Removable Outdoor Dining Uses, which are those that feature furnishings which are permanently installed and not readily removable as defined in Section 19.20.150 of the Municipal Code, are also subject to Design Review. For information and submittal requirements, please see the Administrative and Tier I Design Review Checklist.
The City has adopted Municipal Code Section 19.20.150 to implement regulations relating to Outdoor Dining and Retail Uses, and created the following guidelines, including general and specific standards, for the Outdoor Dining and Retail Program. Please review the guidelines before submitting a Removable Outdoor Dining & Retail Permit Application.
Standards that apply to ALL Outdoor Dining and Outdoor Retail Uses (For standards and procedures that apply specifically to removable and non-removable Outdoor Dining and Outdoor Retail Activities, please see those sections of the Guidelines below.)
These general standards apply to all applications for removable and non-removable outdoor dining uses. The use of "Applicant” herein shall be as defined under Section 19.20.150(A) of the Muni Code.
A. Location and Fixture Standards
1. Adequate Clearance – Maintain a permanent minimum 5 feet clear pedestrian clearance between the outdoor dining structure and any physical obstruction in the sidewalk, including but not limited to light poles, news racks, trees, benches or other barriers.
Furnishings and merchandise shall not be placed in a manner that obstructs access to the 5-foot pedestrian clearance. In areas where existing physical obstructions are present and unavoidable, the Zoning Administrator may permit reduction of pedestrian clearance to 4 feet. Applicants must clearly show the pedestrian clearance on plans submitted to the City. The proposed pedestrian clearance shall not disrupt any normal function of the sidewalk, street, or surrounding areas, or their circulation and shall not obstruct sight distances or otherwise create hazards for vehicle or pedestrian traffic.
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2. ADA Compliance - Outdoor dining and business activity areas must comply with all requirements of the Americans with Disabilities Act (ADA). Outdoor dining and business activity areas shall not utilize parking spaces required by the ADA or interfere with the path of travel for the parking stalls. Outdoor activities must be conducted in a manner that would facilitate immediate removal of any obstruction of an accessible path of travel identified by a member of the public, including but not limited to having staff onsite who can immediately carry out such removals. If barriers or platforms are provided as a part of the seating area, an accessible route to each table shall be maintained at all times.
3. Temporary Furnishings – The outdoor dining area shall not have any permanent furnishings or non-removable fixtures (except with approval of a Non-Removable Outdoor Dining & Retail Permit). The outdoor dining and retail area also shall not have any temporary furnishings or fixtures except the following: Tables, seating, umbrellas, space heaters, planters, solid waste receptacles, racks, shelving for merchandise, other temporary furnishings needed to provide business services, platforms or ramps to achieve ADA compliance, and physical barriers to mark the outdoor dining area. These items must be designed to be weighted down so as not to be blown by the wind or easily tipped over and must be removable. Operators shall maintain the furnishing in such a manner that it shall not be deemed a nuisance. Temporary furnishings shall not block visibility of street signs, crosswalks, and intersections. No stacking or storage of furnishings in outdoor areas is permitted. If a tent or other barricade is used, exits must be clearly marked. Temporary furnishings shall not be secured to streetlights, trees or any other public street furniture.
4. Temporary Signs - A maximum of one (1) free-standing menu or merchandizing boards may be displayed within the outdoor dining area or directly in front of the building, which shall have no more than two (2) faces. Temporary signs may have a maximum total surface area of six (6) square feet per face and can be up to 42 inches tall by 30 inches wide. Free-standing signs must not encroach into the pedestrian clearance, a pedestrian travel route, or an accessible path.
5. Driveways - All active driveways and drive aisles must be kept clear and accessible without obstruction at all times.
6. Fire Safety and Emergency Access - All building exits, exit pathways and fire drive aisles must be kept clear. Access to building fire protection equipment and sidewalk fire hydrants must be kept clear. A fire extinguisher inside the building must be quickly accessible and located no more than 75 feet (path of travel) from the furthest point of outside occupancy to the location inside the building with no locked doors. If patio heaters are used, a fire extinguisher must be mounted outside with a sign and be easily accessible.
7. Compliance with Applicable Laws. Outdoor Dining or Outdoor Retail uses shall comply with all applicable federal, state, and local laws at all times, including but not limited to all applicable Fire and Building Standards Code provisions.
B. Operation Standards
1. Outdoor Food Preparation - Any outdoor food preparation must receive all applicable approvals and permits from the Contra Costa Department of Environmental Health or Agenda Packet Page 134 of 215
other applicable agencies. Outdoor food preparation can be done in any fire rated tent or canopy that can withstand up to a 60-mph wind. Cooking appliances shall be 20 feet from anything combustible.
2. Outdoor Serving of Alcohol - Any outdoor alcohol service must receive all applicable approvals and permits from the California Department of Alcohol Beverage Control or other applicable agencies.
3. Site Maintenance - The area shall be maintained in a sanitary condition free from litter, debris and infestation from pests, and the storm drain must be kept clear. At the end of each business day, establishments are required to clean (sweep and/or mop) the area in and around the outdoor use area. No debris shall be swept, washed, or blown into the sidewalk, gutter or street. Any discharge other than storm water into the storm water drainage system is prohibited.
4. Solid Waste Disposal – All solid waste generated by the operation of the outdoor dining area, including garbage, green waste and recycling, must be properly sorted and disposed of in receptacles provided for and serving the business. City on-street trash and recycling receptacles shall not be used.
5. Hours of Operation - The outdoor dining and retail activity areas shall adhere to the same approved hours of operation as the existing business. The Zoning Administrator may establish alternate hours for the Outdoor Dining and Retail use if they determine the use is causing a nuisance or is detrimental to the public health, safety and welfare of the surrounding neighborhood.
6. Electrical Extension Cords - Any electrical cord located outside must utilize heavy duty extension cords (minimum 14 gauge wire) plugged into GFCI receptacles. Cords cannot be in an area subject to damage or creating a trip hazard. Any electrical cords that cross drive aisles shall protected, e.g. by a commercial raceway or 2x4 boards. Any electrical cords that cross pedestrian paths of travel shall be affixed so that they are not a tripping hazard.
Cords cannot be hung overhead unless supported by other means (e.g. attached to a cable). Any change in elevation to facilitate electrical cords on the ground must comply with applicable ADA standards.
7. Electrical Generators. Use of generators shall be limited to 32 hours of operation for every 30 calendar days. Exceptions allowed with approval of an Administrative Use Permit.
Applicants shall make their best effort to reduce any noise impacts to the surrounding neighborhood and generators shall not cause unnecessary noise as required herein.
8. Space Heater - Space heaters are permitted if they are an outdoor approved type, are located in accordance with the manufacturer's recommendations, and are located at least two (2) feet from the edge of any umbrella canvas, any foliage, or any other flammable object or material. Space heaters may be inspected by the Fire Department. Use of fossil fuel powered space heaters is prohibited. The Zoning Administrator may grant an exception to the prohibition of fossil fuel powered space heaters if the Zoning Administrator determines that the use of such heaters is infeasible due to financial or technical considerations.
9. Private Property Owner – For use of outdoor private property such as plazas and privatelyAgenda Packet Page 135 of 215
owned parking areas, the applicant is responsible to consult and receive authorization of the property owner for the outdoor dining or outdoor retail use, including the size and location of the use. The City will not be a party to discussions or arrangements concerning the leasing or use of outdoor space on private property. City approval of the temporary outdoor use does not replace or supersede any private lease or contractual agreements between your business and the property owner/landlord or property owner’s authority for use of their land/site.
10. Noise - Outdoor Dining or Outdoor Retail uses shall not generate unnecessary noise. Noise shall be deemed unnecessary if it is so loud or harsh as to occasion physical discomfort to persons of ordinary sensitiveness, and the noise meets the following criteria:
a. Noise generated between the hours of 7:00 a.m. and 9:59 p.m.:
i. Occurs for 30 continuous minutes or more; or
ii. Occurs for 60 minutes off and on during a 24-hour period b. Noise generated between the hours of 10:00 p.m. and 6:59 a.m.:
i. Occurs on more than two instances in a single night; or ii. Occurs on three separate nights over a period of 30 days
11. Smoking – Smoking shall be prohibited in conjunction with Outdoor Dining and Outdoor Retail uses in compliance with Chapter 8.06 of the El Cerrito Municipal Code.
12. Business License – Applicants for outdoor dining area use are required to obtain and maintain an active business license for the primary business/restaurant. Business licenses are renewed annually.
C. Termination and Complaint Process.
1. Removal and Termination of Permit. The Applicant is required to remove the installation if not in use for a duration of more than 180 days.
2. Complaint Process
a. If a person observes a violation of these Guidelines or Section 19.20.150 of the El Cerrito Municipal Code, then that person may make a report to the City. To make a report, the Reporting Party must provide their name, address, and phone number; the address where the violation occurred, the date and time when the violation occurred, and identify the party responsible for the violation. Only one complaint will be accepted per reporting address.
b. After a report is submitted, the City shall independently confirm that the report has been filed in compliance with the requirements hereunder and whether the complaint can be substantiated. If the complaint is substantiated as determined by the City, the City will send a warning letter to the address and/or party identified in the initial report and inform the property owner of the complaint. The business has 15 days after receiving the warning letter to correct the violation. c. If the violation is not corrected, the Reporting Party may make a second report. The second report must be in a notarized affidavit made under penalty of perjury, by completing a form. Upon receiving a substantiated complaint in the form of a notarized affidavit the Zoning Administrator or Planning Commission may review an Outdoor Dining or Outdoor Retail use at a noticed public hearing and impose Agenda Packet Page 136 of 215
Conditions on the Outdoor Dining and Retail use or may initiate revocation of the applicable permit.
General Application Requirements:
For Removable Outdoor Dining & Outdoor Retail Permit
You will need to have the following information ready before you complete the application form:
• ABC Approval (only if you plan to serve alcohol outside) – If alcohol is sold and served, you will be asked to upload proof of California Department of Alcoholic Beverage Control (ABC) approval.
• Public Sidewalks - Use of Public Sidewalks require the following • Certificates of Insurance - General Liability insurance is required, in an amount not less than $1,000,000.
• Hold Harmless Waiver - The applicant shall provide an executed City hold harmless waiver, file a written agreement in a form approved by the City Attorney stating they will indemnify and defend the City in the event that any person is injured in the right-of-way as a result of the presence of such Outdoor Dining area or Outdoor Retail. The applicant shall provide verification of this policy annually
• Fill out streamlined on-line application (https://www.el-cerrito.org/1508/OutdoorSeatingwww.elcerrito.gov/outdoorseating) • Submit all materials as outlined in the Outdoor Dining and Retail checklist. • Provide payment as defined in the master fee schedule. • If you are proposing outdoor food preparation or space heaters, additional review and inspections shall be required by the El Cerrito Fire Department.
For Non-Removable Outdoor Dining & Permit
In order to apply for a Non-Removable Outdoor Dining & Permit, in addition to the general application requirements you will need to comply with the following:
• Design Review Application - The installation of furnishings and structures shall be subject to Tier I Design Review within the SPASP area or Administrative Design Review in all other areas.
• Submit all materials as outlined in the Administrative and Tier I Design Review Checklist.
• Public Sidewalks - Use of Public Sidewalks for non-removable fixtures shall also require the following
• Encroachment Permit. Applicants for an Outdoor Dining or Outdoor Retail use in the public right-of-way shall obtain an Encroachment Permit from the City.
Fees and submittal requirements can be found at https://www.elcerrito.org/513/Encroachment-Permit • Encroachment permits are required to be renewed every 6 months and are subject to renewal fees, as defined in the master fee schedule.
Note: This Outdoor Dining and Retail program does not permit “parklets.” Parklets are areas for seating and amenities that are contained in parking areas of the public right-of-way. Parklets must be requested through the City’s Encroachment Permit process where they will be considered on a case by case basis.
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AGENDA BILL
Agenda Item No. 8.B.
Date: March 17, 2026
To: El Cerrito City Council
From: Crystal Reams, Finance Director/City Treasurer
Subject: Amendments to the City Comprehensive Financial Policies
ACTION PROPOSED
Consider the Financial Advisory Board's recommended changes to the City of El Cerrito Comprehensive Financial Policies and adopt a resolution to revise the Policies to include grammatical and minor language edits.
BACKGROUND
The City of El Cerrito’s Comprehensive Financial Policies serve as a guideline for operational and strategic decision-making related to financial matters for use by the City Council and staff. The goal is to maintain the City’s financial stability in order to continually adapt to local, regional, and national economic changes. Such policies will allow the City to maintain and enhance a sound fiscal condition. These Financial Policies are reviewed annually by the Financial Advisory Board (FAB) and any proposed substantive revisions are submitted to the City Council for approval. The City’s Comprehensive Financial Policies are utilized when preparing the Annual Operating Budget and are in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).
These Policies were last revised by the City Council on November 19, 2024.
In order to ensure that the City continues to have sufficient reserves and continues to operate sustainably in the long-term, the FAB evaluated the Comprehensive Financial Policies with respect to the General Fund Reserve policy threshold at the December 18, 2025 meeting. On March 3, 2026, the City Council received a recommendation from the FAB to revise the Comprehensive Financial Policies, and submitted proposed changes and edits for the City Council to consider.
ANALYSIS
The FAB recommendation includes changes to Sections 3.2 and edits to Sections 1.1,
2.2, 2.3, 2.10.2, 3.1, 6.5.2, 6.6.2, 7.1, 8.1, 8.3, 8.4, 8.6, 9.3, 9.5, 9.7, and 11.2 of the Comprehensive Financial Policies. The proposed revisions to all but Section 3.2 are grammatical or minor language edits, and the proposed changes to Section 3.2 would revise the City's General Fund Reserve policy. The FAB's motion to recommend these revisions to the City Council passed by a 2-1 vote with one member absent.
The current language regarding General Fund Reserve levels in Section 3.2 of the Comprehensive Financial Policies reads:
3.2. It is a goal of the City to maintain an unrestricted General Fund operating Agenda Packet Page 138 of 215
Agenda Item No. 8.B.
reserve of 17% of projected General Fund operating expenditures in each fiscal year.
The City Council may adopt a deficit budget if the projected reserve does not go below 10% in any year of the Five-Year Budget Forecast. Should the General Fund reserve fall below 10%, each budget year the City will adopt a plan to restore the reserve percentage to 17%.
The City is following this policy, and the current reserve level of 19% exceeds the minimum level of 17% of General Fund expenditures as stated in Section 3. As of the FY 2025-26 mid-year update, the City has generated a total reserve level of $21,449,043, including $10,813,422 in unassigned General Fund Reserve, $2,960,245 in the City's Section 115 Pension Trust, $7,500,000 in the EDRF, and $175,376 in nonspendable fund balance.
The language proposed by the FAB reads as follows:
3.2. It is a policy of the City to maintain an unrestricted General Fund operating reserve of 17% of projected General Fund operating expenditures in each fiscal year.
The City Council may adopt a deficit budget. Should the projected General Fund reserve fall below 17% in any year of the five-year budget forecast, the City will adopt a plan in the next budget cycle to restore the reserve percentage to 17%.
Staff Recommendation
Staff recommends that the City Council does not change the current language for Section 3.2. In the past several years, the City Council has intentionally used the word "goal" to convey the ideal level of General Fund Reserves, yet allows for flexibility and discretion by the Council. The FAB's proposed language creates a more restrictive policy that is less discretionary. In the current economic climate, staff believes that this language could create a situation that would negatively impact City services, since the City Council's options for using General Fund reserves would be limited by this policy.
Staff concurs with the FAB's proposed edits in all other Sections, which are included in Exhibit A to the Resolution. Should the City Council wish to include the FAB's proposed changes to Section 3.2, Exhibit A would be amended accordingly once the Resolution is adopted.
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
There is no current fiscal impact to the City of adopting this policy. The City currently has General Fund reserves above the levels outlined in the policy.
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Agenda Item No. 8.B.
LEGAL CONSIDERATIONS
This section is not applicable to this agenda item.
Reviewed by:
Karen Pinkos, City Manager
Attachments:
1. Resolution
2. Exhibit A to Resolution
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RESOLUTION 2026-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO APPROVING
AMENDMENTS TO THE CITY OF EL CERRITO COMPREHENSIVE FINANCIAL
POLICIES RELATED TO VARIOUS GRAMMATICAL CORRECTIONS
WHEREAS, the purpose of the Comprehensive Financial Policies are to provide guidelines for operational and strategic decision making related to financial matters; and WHEREAS, the Comprehensive Financial Policies were last amended in November 2025 as a part of the annual review; and
WHEREAS, the Comprehensive Financial Policies have been reviewed by the Financial Advisory Board (FAB); and
WHEREAS, the FAB and the City Council intend to modify the Comprehensive Financial Policies to correct grammatical errors and typos; and WHEREAS, City staff agree with the recommended amendments to the Comprehensive Financial Policies that establish the intended revisions; and WHEREAS, revisions to the policy proposed by the FAB and City staff have been incorporated in the attached document.
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of El Cerrito, that it hereby approves the City of El Cerrito Comprehensive Financial Policy effective March 17, 2026 incorporated by reference and attached hereto as Exhibit A.
BE IT FURTHER RESOLVED that this resolution shall become effective immediately upon passage and adoption
I CERTIFY that at a special meeting on March 17, 2026, 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:
________________________
Rebecca Saltzman, Mayor Pro Tem
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CITY OF EL CERRITO
COMPREHENSIVE FINANCIAL POLICIES
Approved: Resolution No. 2024-82: November 19, 2024
PURPOSE:
To establish a comprehensive set of financial policies for the City that will serve as a guideline for operational and strategic decision makingdecision-making related to financial matters.
POLICY:
The following financial policies are intended to establish a comprehensive set of guidelines for use by the City Council and staff on in decision-making that has a fiscal impact. The goal is to maintain the City’s financial stability in order to be able to continually adapt to local, regional, and national economic changes. Such policies will allow the City to maintain and enhance a sound fiscal condition.
This financial policy will be reviewed annually by the Financial Advisory Board and any proposed substantive revisions will be submitted to the City Council for approval. The City’s comprehensive financial policies will be utilized when preparing the Annual Operating Budget and shall be in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA).
1. OVERVIEW & LONG-TERM FINANCIAL PLANNING
1.1. A Five-Year Year Financial Plan will be prepared at a minimum for the General Fund, and Financial Plan will be prepared at a minimum for the General Fund and the Integrated Waste Management Funds. The City’s Five-Year Financial Plan is the longterm picture of the City’s finances and will be updated annually as part of the annual budget process.
1.2. The City shall seek a balance in the overall revenue structure between more stable revenue sources (e.g., Property Tax and Utility Taxes) and economically sensitive revenue sources (e.g., Sales Tax).
1.3. The City shall develop and maintain methods for the evaluation of future development and major fiscal impacts on the City budget.
1.4. The City shall develop and implement a financial plan to address its funding needs for issues like deferred maintenance and unfunded liabilities.
1.5. The City shall address issues related to cash flow requirements and any short term borrowing requirements on a timely basis.
1.6. The City shall require any annexation agreements to have a long- term beneficial financial impact on the City.
2. BUDGET POLICIES
2.1. The City Manager shall prepare a proposed annual budget to be reviewed by the Financial Advisory Board and presented to the City Council within all statutorily prescribed deadlines. The City Council will adopt the budget at a public hearing by June 30 of each year.
2.2. A Budget will be adopted by Resolution of the City Council annually, which will contain the budget amendment process, budget amendment authority, and spending authorities.
All departments are responsible for meeting the City’s financial policy goals and ensuring the City’s long-term financial health. Budget control is maintained at the fund level. The City Manager is authorized to transfer budgeted amounts within departments and within funds. In addition, amendments that are made to authorize spending of increased or new special purposespecial-purpose revenues may be approved by the City Manager.
Budget modifications between funds or increases or decreases to a fund’s overall budget must be approved by the City Council.
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2.3. It is the City’s policy to adopt a balanced General Fund budget where operating revenue is equal to, or exceeds, operating expenditures. In the event a balanced budget is not adopted, due to a deliberate reduction of accumulated fund balance or if the cause of the imbalance is expected to last for no more than one year, as with the case of a one timeone-time settlement or large purchase, the planned use of reserves to balance the budget is permitted as long as the reserve is consistent with the amounts described in Section 3., General Fund Balance Reserve Policy.
2.4. The operating budget shall serve as the annual financial plan for the City. It shall serve as the City’s management plan for implementing goals and objectives of the City Council, City Manager and departments and will define service levels.
2.5. During the annual budget development process, the existing budget shall be examined to assure removal or reduction of any services or programs that should be eliminated or reduced in cost.
2.6. The annual review process shall include an assessment to determine if funds are available to operate and maintain proposed capital facilities and other public improvements.
2.7. Any General Fund year-end operating surplus (the excess of actual General Fund revenue less actual General Fund expenditures) shall be allocated for the following, subject to City Council approval, using the following priority order until any such annual General Fund surplus is fully allocated:
1. General Fund Reserve, until the General Fund has reached 100% of its targeted reserve ratio as specified in the General Fund Reserve Policy (Section 3 of this policy).
2. Emergency Disaster Relief Fund (EDRF), until the balance in that fund reaches 100% of the target balance as specified in Emergency and Disaster Recovery Fund (Section 4 of this policy).
3. A minimum of 33% of the remaining surplus to additional discretionary payments towards the City’s unfunded liabilities and/or contributions towards a pension or other post-employment benefit trust.
4. The City Manager will make recommendations to the City Council to use any remaining surplus to fund non-recurring expenditures such as capital improvements, equipment purchases, or other, one-time expenditures which will not require additional future expense outlay for maintenance, additional staffing, or other recurring expenditures.
2.8. Where practical, the City’s annual budget will include performance measures of workload, efficiency, and effectiveness.
2.9. Revenues:
2.9.1. The City will estimate annual revenues using an objective, analytical process; specific assumptions will be documented and maintained. Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, and/or reliable economic forecasters when available.
2.9.2. Specific revenue sources will not be dedicated for specific purposes, unless required by law or Generally Accepted Accounting Principles (GAAP). All non-tax increment, non-restricted revenues will be deposited in the General Fund and appropriated through the budget process. On-going revenues will fund on-going expenditures.
2.9.3. A diversified and stable revenue system will be maintained to the extent possible to protect programs from short-term fluctuations in any single revenue source.
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2.10. Appropriations:
2.10.1. The City shall, to the extent possible, pay for current year expenditures with current year revenues. Where authorized activities or equipment remain incomplete and/or unpurchased, revenues and/or fund balance may be carried forward at the City Manager's direction to the next fiscal year to support such an activity/purchase.
2.10.2. The City shall avoid budgetary procedures which that rely on financial strategies that defer payment of current operating expenses to future years.
2.10.3. Department Heads are responsible for ensuring that department expenditures stay within the department's budgeted appropriation.
2.10.4. A City Council Resolution is necessary to increase any total fund appropriation where no corresponding revenue offset exists that is restricted for that purpose.
2.10.5. The City Manager may adjust appropriations among departments within a fund.
3. GENERAL FUND RESERVE POLICY
3.1. The purpose of the reserve policy is to set aside funds to insure against events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. The reserve is designed to protect issuer ratings and offset economic downturns and revenue shortfalls.
3.2. It is a goal of the City to maintain an unrestricted General Fund operating reserve of 17% of projected General Fund operating expenditures in each fiscal year. The City Council may adopt a deficit budget if the projected reserve does not go below 10% in any year of the Five-Year Budget Forecast. Should the General Fund reserve fall below 10%, each budget year the City will adopt a plan to restore the reserve percentage to 17%.
3.3. The unreserved fund balance in an Internal Service Fund may be transferred to the General Fund only for a fiscal emergency or for one-time uses such as natural disasters or unforeseen liabilities.
4. EMERGENCY AND DISASTER RECOVERY FUND (EDRF)
4.1. The City shall maintain a separate fund on its books called the Emergency and Disaster Recovery Fund (EDRF), which will be a restricted portion of the City’s General Fund.
The cash in this fund will be invested in accordance with the City’s investment policy.
4.2. The purpose of this fund is to provide cash reserves in the event of severe economic downturns or disasters. The City shall fund and maintain the EDRF at 13% of the projected General Fund operating expenditures in each fiscal year.
4.3. The City Council may authorize the use of the EDRF for the purposes described in this Section 4 by a simple majority of the quorum. In the event that, because of an emergency, a quorum of the City Council is unavailable to meet, a single member or the City Manager may call a meeting to reconstitute the City Council, pursuant to the California Emergency Services Act (Gov. Code § 8642.) Once reconstituted, the City Council may authorize the use of the EDRF for the purposes described in this Section 4.
4.4. In the event that, because of the nature of an emergency, use of the EDRF is necessary before it is possible for the City Council to meet, the City Manager may use the EDRF for the purposes described in this Section 4. At the first meeting of the City Council thereafter, the City Council shall be asked to ratify the action of the City Manager. In the event that the City Manager is unavailable because of the emergency, the assistant director of emergency services, as defined in Chapter 2.28 of the El Cerrito Municipal Code, may use the EDRF for the purposes described in this Section 4. At the first meeting Agenda Packet Page 144 of 215
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of the City Council thereafter, the City Council shall be asked to ratify the action of the assistant director of emergency services.
5. FINANCIAL REPORTING POLICIES
5.1. Accounting Standards: The City’s accounting and financial reporting systems shall be maintained in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). The City will make every attempt to implement all changes to governmental accounting practices at the earliest practicable time.
5.1.1. Annual Audit: An annual audit will be performed by an independent public accounting firm with an audit opinion to be included with the City’s published Annual Comprehensive Financial Report (ACFR). The ACFR will be submitted annually to the Government Finance Officers Association for peer review with the goal of continuing receipt of the Certificate of Achievement for Excellence in Financial Reporting.
5.1.2. The independent firm will be selected through a competitive bidding process at least once every five years. The contract may be for an initial period of three years with two additional one-year options at the City Council’s discretion. The current firm may be allowed to participate in the bid process. The need for rotation of the audit staff or audit firm will be considered in the bid process. The Finance Director will review the qualifications of prospective firms and make a recommendation to the City Council. The audit contract will be awarded by the City Council.
5.2. The City shall prepare and issue timely interim budget reports on the City’s fiscal status to the City Council on no less than a quarterly basis. Reports will be prepared and presented to the City Council that explain key economic and fiscal developments, note significant deviations from the budget, include information on revenue and expenditures by operating department and by revenue/expenditure category, and when required, outline any corrective actions necessary to maintain the City’s financial position. Reports may be required on a monthly basis by the City Council if they deem it necessary to more frequently monitor the budget. Reports will be provided to the public on the City’s website.
6. OPERATIONAL MANAGEMENT POLICIES
6.1. The City shall not commit to new spending for operating or capital improvement purposes until an analysis of all current and future cost implications relating to those programs and projects is completed.
6.2. All departments are responsible for meeting policy goals and ensuring long-term financial health. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements.
6.3. Departmental requests for increases in staffing will be thoroughly analyzed; only those that meet adopted program initiatives and policy directives will be considered. To the extent feasible, personnel cost reductions will be achieved through attrition.
6.4. User Fees and Charges and Development Impact Fees:
6.4.1. Where direct services to users can be measured, as set forth in the Master Fee Schedule, the City should use appropriate fees, charges, or assessments rather than general tax funds. All user fees and charges will be examined or adjusted annually to determine the direct and indirect cost of service. User fees and charges for services shall be established at a level related to the cost of providing such service Agenda Packet Page 145 of 215
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except where the City Council has determined there is a public benefit to subsidize the service with tax-based revenue. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council following public review.
6.4.2. The City may identify the costs associated with new development as a basis for establishing development impact fees, but the long-term benefit of the development to the City should be considered in establishing such fees.
6.5. Grant Management:
6.5.1. The City shall actively pursue federal, state and other grant opportunities when deemed appropriate. Before accepting any grant, the City shall thoroughly consider the implications in terms of ongoing obligations that will be required in connection with acceptance of said grant and present that report for approval by the City Council.
6.5.2. The term of Grant fundedGrant-funded positions for programs should be clearly identified and presented to the City Council for approval. It is mandatory to disclose if General Fund revenues will be needed to fund a position during or after the Grant or program expires.
6.5.3. Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. Programs financed with grant monies will be budgeted in separate cost centers, and the service program will be adjusted to reflect the level of available funding. In the event of reduced grant funding, City resources may be substituted only after all program priorities and alternatives are considered.
6.5.4. The cost of all externally mandated services for which funding is available shall be fully evaluated, including overhead, to allow for complete reimbursement of expenses.
6.6. Revenue Collection Policy:
6.6.1. The City will pursue revenue collection and auditing to assure ensure that monies due the City are received in a timely manner.
6.6.2. The City will seek reimbursement from the appropriate agency for State and Federal mandatedFederal-mandated costs whenever possible.
6.6.3. The City will centralize accounts receivable/collection activities so that all receivables are handled consistently.
6.6.4. Accounts receivable management and diligent oversight of collections from all revenue sources are imperative. Sound financial management principles include the establishment of an allowance for doubtful accounts. Efforts shall be made to pursue the timely collection of delinquent accounts. When such accounts are deemed uncollectible, they will be written-off from the financial statements in accordance with established policies.
7. FINANCIAL MANAGEMENT POLICIES
7.1. Staff shall keep the City Council apprised of financial opportunities available and shall develop appropriate recommendations.
7.2. All requests for City Council action in excess of the City Manager’s approval limit, shall include an analysis of the immediate and future fiscal impact of such action, particularly impacts on the General Fund. No appropriation for new or expanded programs or staffing levels shall be approved without identifying the amount and source of available funds.
7.3. Cash Management Investment:
7.3.1. Cash and investment programs will be maintained in accordance with California Government Code Section 53600 et seq. and the City’s adopted investment policy Agenda Packet Page 146 of 215
CITY OF EL CERRITO
COMPREHENSIVE FINANCIAL POLICIES
PAGE 6
and will ensure that proper controls and safeguards are maintained. Pursuant to the Investment Policy, the Financial Advisory Board, at least annually will review, and the City Council will affirm, a detailed investment policy.
7.3.2. Reports on the investment portfolio and cash position will be developed and presented to the Financial Advisory Board and the City Council in conformity with the California Government Code.
7.3.3. Funds will be managed in a prudent and diligent manner with emphasis on safety of principal, liquidity, and yield, in that order.
7.3.4. The quarterly report shall include a statement in compliance with California Government Code 53646.
8. CAPITAL IMPROVEMENT PROJECT POLICIES
8.1. A Ten-yearTen-Year Capital Improvement Plan will be developed and updated annually, including anticipated funding sources. Capital improvement projects are defined as infrastructure or equipment purchases or construction which that result in a capitalized asset and have a useful (depreciable) life of two years or more.
8.2. Each Capital Improvement Project will identify, where applicable, current operating maintenance costs and funding streams available to repair and/or replace deteriorating infrastructure and to avoid significant unfunded liabilities.
8.3. The City will develop and implement a post-implementation evaluation of its infrastructures infrastructure's condition on a specified periodic basis, estimating the remaining useful life, and projecting replacement costs.
8.4. The City shall actively pursue outside funding sources for all Capital Improvement Projects. Outside funding sources, such as grants, shall be used to finance only those Capital Improvement Projects that are consistent with the Ten-year Capital Improvement Plan and/or local governmental priorities, and who’s whose operating and maintenance costs will be included in future operating budget forecasts.
8.5. Capital improvement lifecycle costs will be coordinated with the development of the Operating Budget. Future operating, maintenance and replacement costs associated with new capital improvements will be forecasted, matched to available revenue sources, and included in the Operating Budget. Capital project contract awards will include a fiscal impact statement disclosing the expected operating impact of the project and when such cost is expected to occur.
8.6. The City must carefully seek and analyze the appropriate type of financing instrument appropriate for financing capital projects. Several options may be available – general obligation debt, fee-supported debt, fund reserves, tax increment, etc. All debt financing mechanisms shall be carefully considered and analyzed for fiscal benefit and cost effectiveness. Long-term borrowing shall be restricted to projects too large to be financed from current revenues (pay-as-you-go). Where possible, special assessment, revenue or other self-supporting bonds shall be used in lieu of general obligation bonds.
9. DEBT MANAGEMENT POLICIES
9.1. These Debt Management Policies are intended to comply with Government Code Section 8855(i) and shall govern all debt undertaken by the City. The City hereby recognizes that a fiscally prudent debt policy is required in order to:
• Maintain the City’s sound financial position.
• Ensure the City has the flexibility to respond to changes in future service priorities, revenue levels, and operating expenses.
• Protect the City’s creditworthiness.
Agenda Packet Page 147 of 215
CITY OF EL CERRITO
COMPREHENSIVE FINANCIAL POLICIES
PAGE 7
• Ensure that all debt is structured in order to protect both current and future taxpayers, ratepayers and constituents of the City.
• Ensure that the City’s debt is consistent with the City’s planning goals and objectives and capital improvement program or budget, as applicable.
9.2. Purposes for Which Debt May Be Issued
9.2.1. Long-Term Debt: Long-term debt may be issued to finance the construction, acquisition, and rehabilitation of capital improvements and facilities, equipment and land to be owned and operated by the City.
a. Long-term debt financings are appropriate when the following conditions exist:
▪ When the project to be financed is necessary to provide basic services ▪ When the project to be financed will provide benefit to constituents over multiple years
▪ When total debt does not constitute an unreasonable burden to the City and its taxpayers and ratepayers.
▪ When the debt is used to refinance outstanding debt in order to produce debt service savings or to realize the benefits of a debt restructuring.
b. Long-term debt financings are not appropriate for current operating expenses and routine maintenance expenses.
c. The City may use long-term debt financings subject to the following conditions:
▪ The project to be financed must be approved by the City Council. ▪ The weighted average maturity of the debt (or the portion of the debt allocated to the project) will not exceed the average useful life of the project.
▪ The City estimates that sufficient revenues will be available to service the debt through its maturity.
▪ The City determines that the issuance of the debt will comply with the applicable state and federal law.
9.2.2. Short-term debt: Short-term debt may be issued to provide financing for the City’s operational cash flows in order to maintain a steady and even cash flow balance.
Short-term debt may also be used to finance short-lived capital projects; for example, the City may undertake lease-purchase financing for equipment.
9.2.3. Financings on Behalf of Other Entities. The City may also find it beneficial to issue debt on behalf of other governmental agencies or private third parties in order to further the public purposes of the City. In such cases, the City shall take reasonable steps to confirm the financial feasibility of the project to be financed and the financial solvency of any borrower and that the issuance of such debt is consistent with the policies set forth herein.
9.3. Types of Debt: The following types of debt are allowable under these Debt Management Policies:
• general obligation bonds
• bond or grant anticipation notes
• tax and revenue anticipation notes
• lease revenue bonds, certificates of participation and lease-purchase transactions
Agenda Packet Page 148 of 215
CITY OF EL CERRITO
COMPREHENSIVE FINANCIAL POLICIES
PAGE 8
• other revenue bonds (including sales tax revenue bonds) and certificates of participation
• pension obligation bonds
• land-secured financings, such as special tax revenue bonds issued under the Mello-Roos Community Facilities Act of 1982, as amended, and limited obligation bonds issued under applicable assessment statutes • tax increment financing to the extent permitted under state law • conduit financings, such as financings for affordable rental housing and qualified 501c3 501 (c) (3) organizations
The City may, from time to time, find that other forms of debt would be beneficial to further its public purposes and the City Council may approve such debt by amending these Debt Management Policies.
Debt shall be issued as fixed- rate debt unless the City makes a specific determination as to why a variable rate issue would be beneficial to the City in a specific circumstance.
9.4. Relationship of Debt to Capital Improvement Program and Budget: New debt issues, and refinancing of existing debt, must be analyzed for compatibility within the City’s Ten-Year Capital Improvement Plan. The City shall strive to fund the upkeep and maintenance of its infrastructure and facilities due to normal wear and tear through the expenditure of available operating revenues. The City shall seek to avoid the use of debt to fund infrastructure and facilities improvements that are the result of normal wear and tear. The City shall seek to issue debt in a timely manner to avoid having to make unplanned expenditures for capital improvements or equipment from its General Fund.
9.5. Policy Goals Related to Planning Goals and Objectives: The City is committed to longterm financial planning, maintaining appropriate reserves reserve levels and employing prudent practices in governance, management and budget administration. The City intends to issue debt for the purposes stated in these Debt Management Policies and to implement policy decisions incorporated in the City’s Five-Year Financial Plan and its annual operating budget.
It is a policy goal of the City to protect taxpayers, ratepayers, and constituents by utilizing conservative financing methods and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs.
The City will comply with applicable state and federal law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates and charges.
When refinancing debt, it shall be the policy goal of the City to realize, whenever possible, and subject to any overriding non-financial policy considerations, (i) minimum net present value debt service savings equal to or greater than 5% of the refunded principal amount, and (ii) present value debt service savings equal to or greater than 100% of any escrow fund negative arbitrage.
9.6. Internal Control Procedures: When issuing debt, in addition to complying with the terms of these Debt Management Policies, the City shall comply with any other applicable policies regarding initial bond disclosure, continuing disclosure, post-issuance compliance, and investment of bond proceeds. The City will periodically review the requirements of and will remain in compliance with the following:
• the City’s Disclosure Policies and Procedures, and
• any federal tax compliance requirements, including, without limitation, arbitrage and rebate compliance, related to any prior bond issues, and Agenda Packet Page 149 of 215
CITY OF EL CERRITO
COMPREHENSIVE FINANCIAL POLICIES
PAGE 9
• the City’s investment policies as they relate to the investment of bond proceeds.
Whenever reasonably possible, and for the purpose of ensuring that proceeds of debt will be used for their intended purpose, proceeds of debt will be held by a third-party trustee and the City will submit written requisitions for such proceeds. The City will submit a requisition signed by the Finance Director only after obtaining the signature of the City Manager.
9.7. Debt Limits: The outstanding principal amount of debt described in Section B Section
9.3 will not exceed two percent (2%) of the total assessed value of property in the City, and debt service and lease payments incurred for financing purposes that are payable from the City’s General Fund will not exceed 5% of operational appropriations.
10. EQUIPMENT REPLACEMENT FUND
10.1. The City may maintain a dedicated fund to provide for replacement of vehicles and certain equipment. Unreserved fund balance will be available for transfer to the General Fund only in the event of a fiscal emergency as described in Section 3.
11. ENTERPRISE FUNDS
11.1.All Enterprise Funds user fees will be examined annually to ensure that they recover all direct and indirect costs of service, provide for capital improvements and maintenance, and maintain adequate reserves.
11.2. Rate increases shall be approved by the City Council following formal noticing notice and a public hearing. Rate adjustments will be based on the projected expenditures in the Ten-Year Financial Plan.
Agenda Packet Page 150 of 215
CITY HALL 10890 San Pablo Avenue, El Cerrito, CA 94530
Telephone (510) 215-4305 Fax (510) 215-4379 http://www.elcerrito.gov
SUPPLEMENTAL AGENDA MATERIALS
CITY COUNCIL MEETING
MARCH 17, 2026
(revised 3/18/2026)
SPECIAL CITY COUNCIL MEETING (6:00 PM)
Public Comments (Not on the Agenda and Consent Calendar) Agenda Item No. 7.A. – Introduce an Ordinance to Adopt Permanent Outdoor Dining and Retail Sales Regulations
1. Presentation
2. Public Comments
Agenda Item No. 8.A. – Fiscal Year 2026-27 and 2027-28 Budget Study Session Presentation
Agenda Packet Page 151 of 215
Allow sender | Block sender
From: Joe The Show
To: City Clerk
Cc: Gabe Quinto; Karen Pinkos; Lisa Motoyama; Rebecca Saltzman; Carolyn Wysinger; William Ktsanes Subject: Public Comments - Library Tax Initiative
Date: Friday, March 6, 2026 8:46:14 AM
Caution! This message was sent from outside your organization.
Dear City Attorney Woodruff and Members of the El Cerrito City Council, We write as concerned residents and voters ahead of the June 2, 2026, special election on the citizens' initiative for the El Cerrito Library and Library Services Parcel Tax (the "Initiative," as detailed in the February 19, 2026 §9212 Impact Report).
The Initiative's Senior Exemption (proposed Municipal Code §4.58.030(C)(3)) is written in crystal-clear, unambiguous language:
"shall be exempt from the Special Tax if one of the owners qualifies for participation in either or both the Gonzales-Deukmejian-Petris Senior Citizen Property Tax Assistance Law... or the Senior Citizen Property Tax Postponement Law." This ties eligibility explicitly to participation in two named state programs, not to some flexible local criteria, income tables, or administrative discretion. One program (the HRA) has been "unfunded and inactive" since 2009 (with no applications accepted for over 15 years), and the other has strict, state-determined thresholds (e.g., ~$55,181 income cap for 2025-26, equity requirements, state approval via Controller/Franchise Tax Board).
Yet, your February 19, 2026 §9212 report already plants the seeds for unilateral changes, claiming "discretion" because applications “may require proof" of state participation, and citing broad "implement or administer" powers (§4.58.100) or "clarify vagueness" authority (§4.58.090). These interpretations are not neutral. They signal intent to decouple the exemption from the state programs post-election, effectively rewriting who qualifies via resolution or administrative fiat.
This is unacceptable pre-election maneuvering:
1. It risks misleading voters. The ballot materials, arguments (due March 18 and 23, 2026), and impartial analysis must present the measure "as written," not as the City hopes to reinterpret it later. Any suggestion of "flexibility" on the senior exemption could inflate General Public Comments
Agenda Packet Page 152 of 215
perceived benefits, constituting an improper promotion of the measure or failure to provide a "true and impartial" summary (Elections Code §§ 9203, 9212).
2. It violates voter intent and Prop 218 principles. The Initiative is a "citizens' petition." As such, voters will approve (or reject) the "exact text" before them. Post-election substantive changes to exemptions (altering tax burdens) require voter re-approval under Article XIII C. Preemptively claiming amendment power erodes trust and invites postpassage litigation.
3. It undermines the measure's campaign promises. Supporters have marketed this as broad "senior relief." If the City plans to rigidly enforce the narrow, state-dependent criteria - or worse, quietly expand/restrict it - the public deserves full disclosure now, not after votes are cast.
Demand: Before or at next week's discussion on the exemption, the City must publicly commit in a formal resolution, updated §9212 clarification, or written statement distributed to Council, posted online, and shared with ballot argument submitters that:
- The Senior Exemption will be enforced exactly as written: limited to owners who "qualify for and participate in" one of the two named state programs, with proof of state approval required where applicable.
- No post-election "interpretations," resolutions, or administrative changes will alter, expand, or substitute the qualifying criteria without a new vote of the people. - The impartial analysis and any City communications will reflect this plain-language commitment, without hedging or "discretion" caveats that could mislead voters.
Failure to provide this commitment will fuel:
- Strong "No" ballot arguments highlighting the exemption's narrowness and City's planned "flexibility" as deceptive.
- Vigorous opposition campaign efforts emphasizing bait-and-switch risks. - Potential pre-election legal action (e.g., writ of mandate to compel accurate impartial analysis) or post-election challenges if passed under false pretenses. - Public exposure of this as an attempt to secure voter approval now and rewrite later.
The voters deserve honesty before June 2. Please provide the requested commitment in writing by March 15, 2026, or explain in detail why the City intends to deviate from the Agenda Packet Page 153 of 215
Initiative's explicit text.
We, and many residents, are watching closely.
Sincerely,
Joe Gavazza, Bill Barish, and Darby Falkenstine
Agenda Packet Page 154 of 215
Submitted by Michael Coan
March 17 2026
Early in March, I wrote a letter to the City regarding the Ballot Summary for the library tax.
That letter was largely ignored. I apologize to the City Attorney. His e-mail is not listed on the city website.
On March 3, I stood here and asked you to correct the false language regarding a so-called “senior exemption” in the Ballot Summary for the library property tax. That request was also ignored.
As I explained then, the measure does not actually provide a “senior exemption”, and I refer you to my letter for the reasons.
We know that generally, a citizens’ initiative must appear on the ballot as written by the citizens.
But, I do not believe that that gives those Sponsors the right to deceive the public about the contents of the initiative when writing a summary.
My request to correct the summary was ignored by the City, and the county registrar received the measure containing the false language for the Summary section.
I understand now that the Registrar has opened an inquiry and has sent this to the City of El Cerrito.
Will the City again approve this falsehood? Will the City be complicit in this deception? It is not often that you get a second chance.
The City knows this summary is false. They know it is false because the Council has been openly discussing adding a “real” senior exemption to this tax and have scheduled a meeting about it.
The initiative as submitted would deliver no senior exemption, and the Summary falsely states that it would.
Are you going to correct this?
I have also noticed that the City Attorney has written an alleged “impartial analysis” for this initiative. It is not impartial. He has copied the words regarding an exemption from the initiative; and these words do not deliver a “senior exemption”. The initiative does show how a qualified person could apply for a loan, thereby placing a lien on their property.
Are you going to correct this?
Agenda Packet Page 155 of 215
I am aware from your correspondence that you know that this initiative does not deliver an exemption.
I am reasonably sure that the law does not allow a so-called impartial analysis to invent the results if an initiative were passed.
The City and the City Attorney are perpetrating a gross deception on the Citizens of El Cerrito. Is that what you want to do?
Agenda Packet Page 156 of 215
Allow sender | Block sender
From: Ira Sharenow
To: City Clerk; Holly Charléty
Cc: Gabe Quinto; William Ktsanes; Lisa Motoyama; Rebecca Saltzman Subject: Public Comment Item 6B
Date: Tuesday, March 17, 2026 7:10:19 AM
Caution! This message was sent from outside your organization.
I was reviewing Item 8A from the February 7, 2023
council meeting.
It looks like Parcel B and Parcel C East were supposed
to have been completed this year. What went wrong?
Construction for Parcel C West, where a library was
supposedly going to be built, had a construction
schedule of 2025-2027. What went wrong?
Ira Sharenow
El Cerrito, CA
General Public Comments
Agenda Packet Page 157 of 215
Allow sender | Block sender
From: Ira Sharenow
To: Bridget Cooney
Cc: Linda S. Cain; ; City Clerk
Subject: Committee on Aging Public Comment Items Not on the Agenda Date: Tuesday, March 17, 2026 9:42:50 AM
Caution! This message was sent from outside your organization.
I hope that the Committee on Aging and its members will look at the problems associated with the parcel tax
proposal.
https://www.livableelcerrito.org/post/new-seniorexemption-concerns Ira Sharenow
El Cerrito, CA
Agenda Packet Page 158 of 215
PERMANENT
OUTDOOR
DINING &
RETAIL
PROGRAM
CITY COUNCIL
MARCH 17, 2026
Agenda Item No. 7.A.
Agenda Packet Page 159 of 215
March 2020:
Local Emergency Declared
December 2022:
City Council adopted
Temporary Outdoor Dining &
Retail Program Urgency
Ordinance
Fall 2023:
Staff commences
process to develop
Permanent Outdoor
Dining & Retail Program
December 4, 2024:
Joint study session of the
Planning Commission and the
Economic Development
Committee
March 2026:
Proposed Permanent Outdoor
Dining & Retail Program adoption
Background/Timeline
Los Moles El Cerrito Natural Grocery Fat Apple's
Agenda Packet Page 160 of 215
Pre-2020 Zoning Requirements
Outdoor Dining in the Public Right of Way
1. Administrative Use Permit required, valid for an initial one-year period but one could apply for an unlimited term renewal
2. 2022 SPASP Update allowed dining by right along business frontages
3. Administrative Design Review required
4. Development standards included: minimum paths of travel for pedestrians, maximum table sizes, additional signage requirements, and the prohibition of outdoor dining in a street or alley
Outdoor Retail Sales
1. Temporary display and sale of merchandise required approval of a Temporary Use Permit
2. Permanent outdoor display of merchandise required the approval of a Conditional Use Permit
3. Needed to be located on private property and screened from public right-of-way Agenda Packet Page 161 of 215
Temporary Program Overview
The current Temporary Program allows the following uses:
1. Use of Outdoor Private Property: Sidewalks, plazas or parking lots located on private property
2. Use of Public Sidewalks: Public sidewalks adjacent to public streets and building frontages
3. Use of Public Parking Spaces: Public parking spaces are all parking on public streets that are not on Caltrans state right-of-way This Program aims to streamline temporary use permits at no cost to the business Digital Permit Application Form
The streamlined application ensures compliance with the Outdoor Dining & Retail Program Guidelines Total of 11 applications approved since 2020
Agenda Packet Page 162 of 215
Proposed Permanent Program
Outdoor Dining and Outdoor Retail Sales Ordinance
What uses will qualify for the program
Location requirements
Permit processes
Requires compliance with the Outdoor Dining & Retail Program Guidelines Outdoor Dining & Retail Program Guidelines
Furnishings and fixtures standards
Operational standards
Complaint and termination process
Application submittal requirements
Agenda Packet Page 163 of 215
Citywide Goals & Vision
Strategic Plan
o Livability and Belonging
Support Businesses and Economic Development
Advance the San Pablo Avenue Specific Plan to create a livable, vibrant and diverse corridor General Plan
o LU2.2 Commercial Diversification, LU4.1 Mixture of Uses, LU4.2 Availability of Goods and Services, LU4.3 Street Frontages, LU4.4 Amenities, CD3.8 Public Spaces, CD6 Affordable Commerce
Climate Action and Adaption Plan
o Strategy 1: Use cleaner energy sources
San Pablo Avenue Specific Plan
o Goal A: Enliven San Pablo Avenue
Strategy 1: Attract pedestrian activity, and increase residential population to foster community, support businesses and create places of interest. Strategy 2: Attract new businesses and support existing businesses.
Agenda Packet Page 164 of 215
Proposed Permanent Ordnance
Ordinance Structure
Removable installations
• Streamlined process similar to the current temporary program Permanent installations
• Requires design review
Outdoor Food Preparation
Agenda Packet Page 165 of 215
Proposed Outdoor Dining & Retail
Program Guidelines
• Adequate Clearance
• ADA Compliance
• Temporary Furnishings
• Outdoor Food Preparation
• Site Maintenance
• Solid Waste
• Hours of Operation
• Driveways
• Fire Safety and Emergency Access
• Electrical Extension Cords
• Electrical Generators
• Space Heating
• Fire and Building Codes
• Noise
• County and State Requirements
• Landlord Authorization
• Termination and Complaint process
Agenda Packet Page 166 of 215
Program Application Requirements
1. Site Plan
2. Pedestrian Control Plan (if utilizing public right-of-way)
3. ABC Approval (if serving alcohol)
4. Certificate of Insurance & Hold Harmless Waiver
5. Acknowledgement of Terms/Conditions
Agenda Packet Page 167 of 215
QUESTIONS
& ANSWERS
THANK YOU!
Agenda Packet Page 168 of 215
Allow sender | Block sender
From: Howdy Goudey
To: City Clerk
Cc: Gabe Quinto; Lisa Motoyama; Rebecca Saltzman; William Ktsanes; Carolyn Wysinger Subject: Public comment for Agenda Item 7A Outdoor Dining Date: Monday, March 16, 2026 5:42:07 PM
Caution! This message was sent from outside your organization.
Mayor Quinto and Council members,
I am supportive of flexible and easy to implement standards for outdoor dining and I appreciate the City's ongoing efforts to realize this goal for businesses and the community.
It is good to see that this policy implements a prohibition of fossil fuel outdoor space heating (with exceptions, where warranted). Including this in the policy achieves one of the adopted strategies in the 2024 Climate Action and Adaptation Plan (CAAP), in BE1.6.
Likewise, it is welcome to see the limitation on fossil fuel driven electric generators as part of this policy (32 hours runtime out of 30 consecutive days, from Item B.7 in the Outdoor Dining & Retail Program Guidelines document). However, to show further commitment to the CAAP, reduce noise and air pollution, and provide better consistency with the space heating prohibition, I strongly urge that the language of section B.7 be changed to something like the following.
B.7 Electrical Generators. Use of fossil fuel driven electric generators is prohibited.
The Zoning Administrator may grant an exception for limited hours of operation with approval of an Administrative Use Permit, if alternative solutions are shown to be infeasible (on a financial or technical basis) and applicants minimize noise and air quality impacts to the surrounding neighborhood.
Fossil fuel driven electric generators are a highly inefficient and polluting way to make electricity. In a city environment, where grid power is never very far away, use of fossil fuel driven electric generators is generally not necessary and there are often far superior alternative options to provide needed electric power, that will also likely be more cost effective in the long run, by eliminating fuel costs and the extremely poor energy conversion efficiency. It is worth specifically calling out "fossil fuel driven electric generators" because readily available battery-based inverter power supplies are sometimes referred to as "generators" because that is the name of the device they can replace. Grid power should always be the first consideration for providing electrical power because the default MCE power portfolio in El Cerrito is more than 95% greenhouse gas free, and much more cost effective than buying gasoline for a highly inefficient engine generator.
Please, consider amending section B.7 similar to the version I have outlined above.
Thanks for your time and consideration,
Howdy Goudey
El Cerrito
Agenda Item No. 7.A.
Agenda Packet Page 169 of 215
March 17, 2026
City of El Cerrito
City Council Budget Study Session
Department Presentations
Agenda Item No. 8.A.
Agenda Packet Page 170 of 215
Study
Session
Agenda –
Department
Presentations
• High Level, Draft Preview of
Departments
▪ Overview and Staffing
▪ FY 2025-26 Highlights
▪ FY 2026-27 and FY 2027-28
Focus/Workplan
• Budget totals and line-item detail
still being finalized
▪ Non-departmental, special funds,
Capital Improvement Program (CIP)
also in progress
Agenda Packet Page 171 of 215
El Cerrito
Strategic Plan
2024-2029
• Budget process and
recommendations guided by
Strategic Plan
• Department workplans aligned to
Strategic Plan goals
▪ Detailed strategic alignment
information for each department to
be included in budget document
Agenda Packet Page 172 of 215
Budget Priorities for FY 2026-27 and FY 2027-28
• High-Performing Organization
▪ Maintaining Reserves
▪ Maximize Revenues
▪ Retain and Recruit Top Talent
• Community Safety
▪ Crime Prevention
▪ Wildfire Prevention/Safety
▪ Emergency Operations
▪ Disaster Preparedness
• Environmental Sustainability
▪ Climate Action Plan
Update/Implementation
• Livability and Belonging
▪ Parks/Open Space
▪ Senior Programs/Services
• Infrastructure & Amenities
▪ Housing
▪ Complete Streets + Parking
▪ Support Businesses & Economic
Development
4 Agenda Packet Page 173 of 215
City
Management
• Provides leadership and direction to all
Departments in the City
• Serves as central liaison to the public
• Ensures the implementation of
City Council policy direction
• Core functions include:
▪ City Manager’s Office
▪ City Clerk
▪ Human Resources
▪ Information Technology (IT)
Agenda Packet Page 174 of 215
Department Overview and Staffing
CITY MANAGEMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 City Manager 1 1 1 1 1
Assistant City Manager 1 1 1 1 1
Assistant to the City Manager 0 0 1 1 1
City Clerk 1 1 1 1 1
Management Assistant 0 1 1.5 1 1
Administrative Clerk Specialist 1 0 0 0 0
Human Resources Manager 1 0 0 0 1
Senior Human Resources Analyst 0 1 1 1 0
Human Resources Specialist 1 1 1 1 1
Information Technology Manager 1 1 1 1 1
Information Technology Specialist 1 1 1 1 1
Network Security Engineer 1 1 1 1 1
CITY MANAGEMENT TOTAL 9 9 10.5 10 10
Agenda Packet Page 175 of 215
Recent Highlights and Accomplishments
• City Management
▪ General Fund reserves at 41% of Budget
▪ 90% Community Satisfaction - National Community Survey ▪ Quad-City CORE Team Partnership
▪ Citywide Service Delivery Study Development
▪ Legislative Platform
▪ $3.85M in Federal Earmarks
▪ Transition to elcerrito.gov
• Human Resources
▪ Filled 13.5 vacancies since July 1
▪ Relaunched EC STARS Intern Program with School District ▪ Local 1230 Contract and Management/Conf. Agreement
▪ Workplace Violence Prevention Plan and Policy (SB 553) ▪ Classification and Compensation Study
▪ Benefit Audit
7 Agenda Packet Page 176 of 215
Recent Highlights and Accomplishments
• City Clerk
▪ EOC/Council Chambers Audio-Visual Upgrades
▪ Administration of Citizen Initiative Measure
▪ Implementation of SB707 regulations/Council Policy updates ▪ Dissolution of the Successor Agency to El Cerrito
Redevelopment Agency
▪ Reduced off-site records storage by 13%
▪ Hosted Contra Costa Mayors Conference
▪ By the numbers:
• 237 Public Record Requests
• 94 Public Meetings Facilitated
• 44 Advisory Body applications processed
• IT
▪ EOC/Council Chambers Audio-Visual Upgrades
▪ Satellite-based Internet for all major City sites
▪ Consolidated Microsoft and Adobe software licensing to achieve up to 30% savings
▪ Implemented network security improvements
8 Agenda Packet Page 177 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
City Manager
▪ Continue taking steps to right-size the
Budget and reduce the City’s structural
deficit
▪ Implement Service Delivery Study
Recommendations
▪ Implement Library Task Force
▪ Pursuing grants/earmarks and monitoring
state legislation
IT
▪ Critical IT support for day-to-day internal
operations
▪ Improve prevention and recovery
technology for cybersecurity and resiliency
9 Agenda Packet Page 178 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
City Clerk
• November 2026 Election
• Library Task Force
• Advisory Bodies Review with City
Council Ad-Hoc Subcommittee
• SB707 Implementation
• Streamline agenda management
process for City advisory bodies
• Expand digitizing physical records
• Refine administrative policies for
program areas
10 Agenda Packet Page 179 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
Human Resources
• Diversify recruitment efforts, continue efficiencies
and automating processes
• Negotiate new contracts with the Police and Fire
Chiefs, and the El Cerrito Police Employees’
Association (PEA)
• Focus on risk mitigation, update Injury and Illness
Prevention Plan (IIPP)
• Human Relations Commission Support
11 Agenda Packet Page 180 of 215
Finance
Department
• Supports the financial and fiscal sustainability of
the City
• Ensures activities are performed, recorded, and
presented in compliance with professional and
ethical standards
• Core functions include:
▪ Budget
▪ Treasury
▪ Financial Reporting
▪ Accounts Payable
▪ Accounts Receivable
▪ Payroll
▪ Purchasing
▪ Debt Management
Agenda Packet Page 181 of 215
Department Overview and Staffing
Agenda Packet Page 182 of 215
Recent Highlights and Accomplishments
• Completed and submitted Annual
Comprehensive Financial Report
(ACFR) without an extension for the
first time in over 12 years
• Implemented new modules in financial
software for tracking and transparency
• Completed Cost Allocation Plan and
Master Fee Study
• Ongoing implementation of improved
Budget Book and Capital Improvement
Budget software
14 Agenda Packet Page 183 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
• Review and revise Citywide policies
and procedures related to Finance
• Continue overhaul the City’s
Enterprise Resource Planning (ERP)
software
• Complete Citywide Asset
Verification Inventory and Capital
Asset Module implementation
• Payroll process and auditing
improvements
• Develop cross-training program
among Finance staff
15 Agenda Packet Page 184 of 215
Recreation
Department
• Provide safe, friendly, reliable
services that will enhance the quality
of life through diverse programs
• Core functions include:
▪ Adult Programs and Senior Services
▪ Aquatics
▪ Childcare
▪ Summer Camps and Classes
▪ Park and Facility Rentals, Programming
and Planning
▪ Special Events
▪ Volunteer programs
▪ Citywide custodial services
Agenda Packet Page 185 of 215
Department Overview and Staffing
RECREATION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Admin. Assistant II 2 2 3 3 3
Asst. Rec. Supervisor 0 0 1 1 1
Childcare Teacher 1 1 1 1 1
Recreation Coordinator 4 5 5 5 5
Lead Custodian 1 1 1 1 1
Custodian 4 4 4 4 4
Management Analyst II 1 0 0 0 0
Recreation Director 1 1 1 1 1
Recreation Supervisor 4 4 4 4 4
RECREATION TOTAL 18 18 20 20 20
Agenda Packet Page 186 of 215
Increased Senior Socialization and Programming
• Senior Social Times
• Coffee & Conversations
• Meals on Wheels Free Programs
• Expanded Holiday Events with Adult School
• Volunteer Appreciation Event Relaunch
Enhancements to Childcare and After-School Programs
• Fully Staffed Childcare and School-based Programs
• Increased Professional Development
Technology & Customer Service Improvements
• Annual Waiver
• Online Ticket Sales/Guest Check-Out
Recent Highlights and Accomplishments
18 Agenda Packet Page 187 of 215
Recent Highlights and Accomplishments
Projects
• Replaster and Parking Lot Projects with Public Works
• Castro Park Pickleball Courts & Arlington Tennis
Center Collaboration
4 th of July
• Record $48,175 in Sponsorships and Donations
• First visit from a U.S. Senator, Sen. Adam Schiff
• Enhanced Event Security with Police Department
Awards
• Best of Contra Costa County Parents’ Press
▪ 1 Winner, 8 Top 5
• Best of El Cerrito (Chamber of Commerce)
▪ 2 Bests, 2 Runner Ups
19 Agenda Packet Page 188 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
• Review Department Structure
▪ Evaluate Divisions based on programming and
functions
▪ Operational Efficiencies and Staff Retention
• Increase Program Participation & Facility Rentals
▪ Enhance Youth, Adult, and Senior Programming
▪ Evaluate underperforming programs and prioritize
higher demand activities
• Optimize Customer Experience & Staff
Processes
▪ Customer Service and Operational Efficiencies
▪ Update Training Manuals and Standard Operating
Procedures
▪ Online Emergency Forms Integration with Registration
Software
20 Agenda Packet Page 189 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
• Identify alternate funding sources for
Senior Nutrition Program (CoCo Café)
• Expand Easy Ride Paratransit Service
• Launch Recreation Department
Registration App
• Community Needs Assessment
▪ Assist the Park & Recreation Commission &
Committee on Aging
▪ Identify priority facility improvements and
maintenance needs
• Improve Access to Recreation and Partner
Facilities
▪ Identify funding for facility recreation accessibility improvements
▪ Ensure facility needs are met for school-based
programs
21 Agenda Packet Page 190 of 215
Public Works
Department
• Maintain, operate, develop, design, and
construct public infrastructure, buildings,
parks, landscapes, natural areas, integrated
waste services, and environmental programs
providing for a sustainable and resilient
community
• Core functions include:
▪ Engineering
▪ Capital Improvement Program (CIP)
management
▪ Multi-modal Transportation Systems
▪ Infrastructure & Facilities Maintenance
▪ Landscape & Parks Maintenance
▪ Recycling Collection and Integrated Waste
Management
▪ Environmental Sustainability Programs
▪ Emergency Response
Agenda Packet Page 191 of 215
Department Overview and Staffing
PUBLIC WORKS DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Management Analyst 1 1 1 1 1
Administrative Clerk 0.8 0.8 0.8 0.8 1.8
Associate Engineer 1 1 1 1 1
Engineering Technician 0 1 1 1 1
Environmental Programs Manager 1 1 1 1 1
Operations + Environmental Services
Manager 1 1 1 1 1
Forklift Operator 2.4 2.4 2.4 2.4 2.4
Maintenance Services Lead worker 2 2 2 2 2
Maintenance Services Superintendent 1 1 1 0 0
Maintenance Operations Supervisor 0 0 0 1 1
Maintenance Worker 4 4.3 4.3 4.3 4.3
Management Assistant 2 2 2 2 2
Public Works Director/City Engineer 1 1 1 1 1
Recycling Maintenance Worker 4 5 5 5 5
Recycling Operations Supervisor 1 1 1 1 1
Senior Program Manager 0 0.8 0.8 0.8 0.8
Senior Engineer/Engineering Manager 1 1 1 1 1
Environmental Specialist 1 1 1 1 1
PUBLIC WORKS DEPARTMENT TOTAL 24.2 27.3 27.3 27.3 28.3
• Two Divisions
▪ Engineering – 5 FTE including
Department-level
▪ Operations & Environmental
Services Division (OESD)– 23.3 FTE
• Continue to evaluate OESD
staffing to address facilities,
deferred maintenance, and
environmental programs
Agenda Packet Page 192 of 215
Recent Highlights and Accomplishments
• Hillside Natural Area (HNA) Fire Resilience Planning, including Coastal Conservancy Grant
• 2025 Platinum Spotlight Beacon Award
• Climate Action & Adaptation Plan Implementation
and Community Outreach
• Regional Solid Waste Partnership and SB1383
Outreach
• Recycling Program Improvements and New Trash
Receptacles in Parks
• Expanded the Red Flag Day Pilot Parking Program
• Expanded the Sidewalk Shaving Program
• Implemented expanded stormwater regulatory
requirements
24 Agenda Packet Page 193 of 215
Recent Highlights and Accomplishments
25 Capital Projects
• Constructed
▪ Capital Improvement Projects Webpage
▪ Castro Park Pickleball Courts
▪ Arlington Park Tennis Center
▪ Community Center Roof Repair
▪ Ohlone Greenway at Eureka Avenue Path Repair
▪ 2025 Street Resurfacing Project
▪ 2025 Access Modifications
▪ Del Norte Complete Streets
▪ Storm Drain System Maintenance and repairs
• Underway
▪ Richmond Street Complete Streets Improvement
▪ Swim Center Large Pool Replastering and Accessible Parking Improvements
▪ El Cerrito Plaza BART TOD Active Transportation Improvements Agenda Packet Page 194 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
• Staff Retention, Recruitment & Training & Technology
▪ Recruit & Onboard new staff
▪ New Maintenance & Asset Management Software
System
• Planning
▪ Capital Improvement Program Budgeting & Long-Range
Capital Needs Planning
▪ Public Fleet Zero-Emission Vehicle Transition Plan
▪ Local Road Safety Plan
▪ Storm Drain Master Plan Update
• Programs
▪ Hillside Natural Area Fire Resilience & Forest
Conservation Plan, Coastal Conservancy Grant & Apply
for Additional Grants
▪ Permanent Red Flag Parking Program
▪ Climate Action & Adaption Plan Phase 1
26 Agenda Packet Page 195 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
27 • Projects
▪ Swim Center Pool Replastering and Accessible Parking
Improvements
▪ 2026 Street Resurfacing
▪ Richmond Street Complete Streets
▪ El Cerrito Plaza BART TOD Active Transportation Improvements • Collaborations
▪ San Pablo Avenue/SR123 Repaving and Pedestrian Safety Projects ▪ Central Avenue I-80 Undercrossing Pedestrian & Bicycle Path ▪ Countywide Smart Signals Project
▪ I-80/Central Avenue Local Road Realignment
▪ San Pablo Avenue Multimodal Phase III
• State Mandates
▪ Clean Water Program Municipal Regional Permit 3.0
▪ SB 1383 Organics Recycling
Agenda Packet Page 196 of 215
Police
Department
• Protect our community, solve crime,
and pursue justice
• Foster an environment of collaboration,
honesty, and respect with each
member of the community, the
department, and allied agencies
• Core Functions include:
▪ Emergency Response
▪ Criminal Investigations
▪ Traffic Safety
▪ Parking Enforcement
▪ Public Education and Outreach
Agenda Packet Page 197 of 215
Department Overview and Staffing
POLICE DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Police Chief 1 1 1 1 1
Community Services Officer (CSO) 2.4 2.4 2.4 2.4 2.4
Police Cadet 1.6 1.6 1.6 1.6 1.6
Police Captain 1 1 1 1 1
Police Corporal 4 4 4 4 4
Police Corporal - Detective 1 1 1 1 1
Public Safety Executive Assistant 1 1 1 1 1
Police Lieutenant 2 2 2 2 2
Police Officer 13 13 13 13 13
Police Officer - Detective 6 6 6 6 6
Police Officer - K9 2 2 2 2 2
Police Officer - Traffic 0 1 1 1 1
Police Records Specialist 4 3 3 3 3
Police Records Supervisor 1 1 1 1 1
Police Sergeant 5 4 4 4 4
Police Sergeant - Detective 1 1 1 1 1
Police Sergeant - Admin 1 1 1 1 1
Property and Evidence Specialist 1 1 1 1 1
Senior Police Records Specialist 0 1 1 1 1
POLICE DEPARTMENT TOTAL 48 48 48 48 48
Calls for Service
24,393
Up 2%
2025 Statistics Snapshot
Parking Violations
2,995
Up 6%
Reports Taken
2,276
Down 1%
Moving Violations
3,485
Up 37%
Agenda Packet Page 198 of 215
Recent Highlights and Accomplishments
• Significant Cases
o Ohlone Greenway Sexual Assault
o Home Invasion Robbery
o Facial Recognition Successes – Potrero Burglary,
Chevron Hate Crime, Arson
o Assault on Officer with Vehicle
• Training
o P.O.S.T. Compliance
o Policing the Teenage Brain
• E-Bikes
• Traffic Safety
o Traffic Officer Deployment
o Fatal Collision Investigations
o 33% Increase in DUI Arrests
30 Agenda Packet Page 199 of 215
31 Agenda Packet Page 200 of 215
32 Agenda Packet Page 201 of 215
Technology Initiatives
• License Plate Readers
• Static
• Vehicle-based
• Investigative Aids
• Cell Phone Forensics
• Facial Recognition
• Patrol
• AI-Assisted Report Writing
• E-Bikes
• Drones
• Camera Systems (Body-Worn and Fleet)
33 Agenda Packet Page 202 of 215
New Concepts for FY 2026/2027 and Beyond
• Refocus on Traffic Safety
o Traffic Safety Unit Reorganization
o Grant Applications
o Bicycle Unit
• Advanced Investigative Tools
o Peregrine
• Drones as a First Responder
o Regional Collaboration
• Parking Program
o Vehicles
o Enforcement
• Training
o Active Bystandership for Law Enforcement
(ABLE)
34 Agenda Packet Page 203 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
• Crime Focus
• Traffic Safety
• Staff Development
• Community Engagement
• Technology Adoption
35 Agenda Packet Page 204 of 215
Fire
Department
• Protect life, property, and the
environment
• Respond effectively to emergencies
and disasters
• Core Functions include:
▪ Fire Suppression
▪ Emergency Medical Response
▪ Fire Prevention & Inspections
▪ Vegetation Management
▪ Public Education & Outreach
Agenda Packet Page 205 of 215
Recent Highlights and Accomplishments
Operational Readiness
• Rapid response across all hazards
• Strengthened company-level operations through training and drills
• High-rise and multi-company coordination training
Firefighter Health & Development
• Expanded cancer prevention and safety practices
• Leadership development through Command College
• Promotional testing supporting succession planning
Technology & Systems
• Upgraded records and reporting systems
• New mobile tools for inspections and field operations • Continuous improvement of Standard Operating
Guidelines (SOGs) 37
Agenda Packet Page 206 of 215
Recent Highlights and Accomplishments
Wildfire Resilience
• Targeted vegetation management using risk-based
technology
• Expanded defensible space compliance and community
education
• Regional coordination for Red Flag and extreme weather readiness
Community Engagement & Governance
• Community outreach and fire safety engagement
• Alignment with City and Kensington Community Services District risk, resilience, and fiscal goals
38 Agenda Packet Page 207 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
2026 Strategic Initiatives
Operational Readiness
• Plan funding for major equipment replacement
• Establish vehicle replacement cycles
• Prepare for complex, multi-story incidents
Technology & Data
• Expand wildfire risk & vegetation management tools
• Strengthen data-driven planning
Wildfire Preparedness
• Enhance Red Flag Day planning & regional coordination • Pursue risk-reduction policies and grants
Leadership & Training
• Expand Command College and officer development
• Conduct promotional testing for succession planning
Fiscal Stewardship
• Maintain disciplined capital planning
• Align staffing, training, and equipment with risk and community needs
39 Agenda Packet Page 208 of 215
Community
Development
Department
• Deliver services and programs that ensure a
safe, livable, and resilient built environment
• Core functions include:
▪ Planning
▪ Building
▪ Neighborhood Preservation (Code Enforcement)
▪ Affordable Housing
▪ Economic Development
▪ Business Licenses/Parking Permits/Rent Registry
▪ Administration
Agenda Packet Page 209 of 215
Department Overview and Staffing
COMMUNITY DEVELOPMENT
DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Management Analyst III 1 0 0 0 0
Management Assistant 1 1 1 1 1
Neighborhood Preservation Officer 1 1 1 1 1
Building Inspector I-III 1 1 1 1 1
Building Inspector III 1 1 1 1 1
Building Official 1 1 1 1 1
Building Plan Checker II 1 1 1 1 1
Community Development Director 1 1 1 1 1
Planning Manager 1 1 1 1 1
Permit Technician I-II 1 1 1 1 1
Permit Technician III 1 1 1 1 1
Assistant/Associate Planner 1 1 1 1 1
Senior Planner 1 1 1 1 1
Senior Program Manager
(Housing/Econ Dev, Transportation) 0 2 2 2 2
Administrative Clerk Specialist 1 1 1 1 1
COMMUNITY DEVELOPMENT TOTAL 14 15 15 15 15
Community
Development
Director
Housing-AdminEcon Dev Building Planning
• Business License
• Parking Permit
• Rent Registry
• Affordable
Housing
• Economic
Development
• Grant App/Admin
• Administration
(Contracts,
Invoicing,
Records, PRAs,
Communications)
Building Permits
• Applications
• Plan Check
• Inspection
Neighborhood
Preservation
• Code
Enforcement
• Residential
Rental
Inspection
Current Planning
• Land Use Permits
• CEQA
• Plan Check
Advanced Planning
• General Plan (e.g.
Safety Element,
Housing Element)
• Specific Plans
• Zoning Ordinance
Sustainable
Transportation
Planning
Agenda Packet Page 210 of 215
Recent Highlights and Accomplishments
• Housing and Neighborhood
Preservation
▪ 84 New Housing Units Completed + 14
ADUs
▪ Parcel A South Groundbreaking
▪ “Project Kickstart”
• Economic Development
▪ 13 New Brick-and-Mortar Businesses
Business Events and Chamber Partnerships
▪ Paperless Business License Process
• Planning and Development
▪ 64 Planning Applications Processed to date
▪ Safety Element and Zoning Updates
42 Summer Makers Fair. Photographer: Stephanie Dolen
Agenda Packet Page 211 of 215
Recent Highlights and Accomplishments
• Building and Permitting
▪ Triennial Building Code Update
▪ 887 Building and 176 Solar Permits
Issued to Date in FY 2025-26
• Transportation and Sustainability
▪ Plans and Studies, including
• Parking Management Action Plan
• Local Road Safety Plan
▪ SR-123 Safety and Crosswalk
Improvements
▪ El Cerrito Plaza Bike Racks
43 Agenda Packet Page 212 of 215
FY 2026-27 and FY 2027-28 Focus/Workplan
Housing and Economic Development
• Identify funding source for affordable housing
production
• Update policies and program for rental inspections
• Develop graffiti mitigation program
• Support small businesses
Planning and Building
• Ensure compliance with state and local mandates (TOC) • Housing Element Zoning Ordinance Updates, Cannabis
Ordinance, and Short-Term Rental Policy
• Del Norte TOD Planning Support
• Continue Sustainable Transportation Planning Efforts
Administration
• Support Successor Agency and Redevelopment Agency
dissolution
• Continue to implement self-service for Public Records Requests
• Pursue applicable grants including Affordable Housing Sustainable Communities and One Bay Area Grant
(OBAG) 4
44 Bike to Wherever Day, Ohlone Greenway.
Agenda Packet Page 213 of 215
Budget
Calendar
Next Steps
• March 25, 7pm: Virtual Budget
Workshop
• April 21: City Council Study Session
• May 5: City Council Study Session &
Master Fee Schedule Consideration
• June 2: Proposed Budget Review
• June 16: Budget Adoption
Consideration
45 Agenda Packet Page 214 of 215
Thank you!
elcerrito.gov/budgetprocess
Agenda Packet Page 215 of 215