As the City Manager presents yet another budget that pushes El Cerrito closer to insolvency, serious concerns about the city’s fiscal health persist. Six years ago, the State Auditor flagged issues related to ongoing overspending, but the City has yet to curb its excessive expenditures.
Emergency reserves, intended for natural disasters or pandemics, may soon be needed to cover budget shortfalls. Unrestricted reserves fall short of both city policy and Government Finance Officers Association (GFOA) recommendations, and the city will soon deplete these reserves. This financial strain may also force the city to use Section 115 funds to meet annual pension payment requirements.
The State Auditor’s report highlights another critical issue: El Cerrito boasts the largest police staff per capita in the region, and potentially in California. However, having more officers does not necessarily mean a safer community. El Cerrito grapples with both rising staffing costs and an escalating crime rate.
The crime rate in El Cerrito is alarmingly high, with 44 incidents per thousand residents, making it one of the most crime-ridden communities in the region. Residents face a 1 in 23 chance of being victims of violent or property crime, significantly higher than the national average.
In stark contrast, Hercules, California, a city of similar size and population, experiences much lower crime rates despite having roughly 60% of the police staff of El Cerrito. In Hercules, the likelihood of encountering violent crime is 1 in 900, and property crime is 1 in 92. Hercules’s violent crime rate is 10.8, well below the U.S. average of 22.7, and its property crime rate is 22.5, compared to the national 35.4. These statistics highlight Hercules as a safer community within Contra Costa County.
El Cerrito maintains a ratio of 1.45 officers and civilian staff for every 1,000 residents, whereas Hercules has 0.89 officers and civilian staff per 1,000 residents. Despite this disparity, Hercules enjoys a much lower crime rate. This suggests that crime rates are influenced by more than just staffing numbers.
The Police Officers Standard and Training (POST) emphasizes that effective law enforcement and community policing efforts significantly impact crime rates. Strong, collaborative relationships between law enforcement agencies and communities deter crime and enhance safety. Successful law enforcement hinges not only on staffing numbers but also on the quality of community policing strategies, which focus on building trust and cooperation between officers and the community.
El Cerrito’s reluctance to embrace the principles of 21st Century Policing differentiates it from more successful policing models. This modern policing philosophy emphasizes treating all individuals with dignity and respect, utilizing empathy and compassion, and ensuring courtesy and grace, even in situations requiring physical force.
A police department aligned with 21st-century principles commits to transparency, regularly disclosing crime statistics and addressing issues related to race and gender within the community.
El Cerrito has maintained the same budgeted headcount over the past decade without conducting a needs analysis or performance expectations. The city’s financial health and sustainability are closely tied to the effectiveness of its police force.
Rising Pension Costs
El Cerrito faces an unfunded liability reported at $85 million, an amount surpassing its annual budget. The unfunded liability represents the amount owed for pension costs that El Cerrito has not paid. With the California Public Employees’ Retirement System (CalPERS) applying a 6.8% charge on this unfunded portion, the financial burden is set to grow substantially unless El Cerrito takes prompt action. The State Auditor has repeatedly warned El Cerrito about rising pension costs.
Calimesa Leads the Way: A Bold Solution to El Cerrito’s Fiscal Crisis
As El Cerrito edges closer to financial peril, the small city of Calimesa emerges as a glimmer of hope, demonstrating a bold approach to tackling the looming pension expense crisis. This initiative not only challenges the status quo but also sets a precedent for fiscal responsibility that other cities might follow.
The Looming Fiscal Challenge
El Cerrito’s in a tight spot. Spiraling pension costs are consuming ever-larger portions of our municipal budget, forcing the city into difficult choices: cutting services, raising taxes, or both. Despite the stock market’s robust performance and any gains for the state’s pension funds, the sustainability of these financial strategies in the event of an economic downturn remains a question mark. The California Public Employees’ Retirement System’s (CalPERS) reassurances do little to quell concerns, especially as it contemplates further fee hikes for already strained cities.
The Calimesa Model: Innovation in Public Service
Enter Calimesa, a small city in Riverside County that dared to think differently. Faced with the daunting task of managing public safety expenses, which consumed 60% of its general fund budget, Calimesa chose action over inaction. Under the leadership of Mayor Jeff Hewitt, the city reduced its reliance on costly union contracts by ending its contract with Cal Fire and establishing its own fire department. This move allowed Calimesa to set its own staffing levels and transition from a traditional pension plan to a more sustainable 401(k)-style retirement plan.
This strategic shift was not just about cost savings; it was about taking control and innovating for the betterment of the community. By doing so, Calimesa has enhanced its firefighting services, including building a new fire station and acquiring a state-of-the-art fire truck, all while navigating away from the financial brinkmanship that threatens many Californian cities.
A Path Forward
The success of Calimesa’s approach serves as a beacon for El Cerrito, where leaders are also grappling with similar fiscal challenges. The city’s ability to implement these reforms without sacrificing service quality or public safety highlights a critical lesson: flexibility and innovation in public service can lead to both financial stability and enhanced community welfare.
El Cerrito’s Fire Department exemplifies inefficiency, with four battalion chiefs, and a staffing level unmatched by any other California city of similar size, even those facing wildfire concerns. Arguably, battalion chiefs do not directly impact service levels, highlighting the need for a strategic reassessment of resource allocation.
While the median total compensation for firefighters in El Cerrito skyrockets, Calimesa’s model demonstrates that it is possible to balance fair compensation with fiscal responsibility. The city’s experience also underscores the importance of local control and the potential for municipalities to craft solutions tailored to their unique circumstances.
Engaging with Fiscal Responsibility
The journey of Calimesa is more than a local success story; it is a call to action for cities across California and beyond. As we face the twin challenges of fiscal sustainability and public service quality, Calimesa’s example encourages a reevaluation of entrenched systems and the exploration of innovative solutions.
As El Cerrito residents, it is crucial to engage with these issues, whether by participating in local governance, supporting reform initiatives, or simply staying informed about the fiscal health of our communities. The path Calimesa has charted offers a way out of the fiscal morass, displaying that sustainable solutions are within reach with creativity, courage, and community engagement.
Conclusion
In a city where fiscal challenges loom large, the story of Calimesa stands out as a testament to what can be achieved when cities dare to reimagine the status quo. As we look to the future, let us draw inspiration from others’ bold steps towards fiscal health and public service excellence. It is time for El Cerrito residents to demand more from their cities, insisting on innovative, sustainable approaches to governance that put the needs of communities first. Calimesa may be a small city on the map, but its impact on the discourse around fiscal responsibility and public sector innovation is profound.
How You Can Help:
- Share this post with other residents.
- Comment on the post.
- Attend the monthly Financial Advisory Board meetings in person.
- Post on Next Door.
- Voice your concerns with the City Council.
- Participate in Council meetings, which are available both remotely and in person, although public comment is now limited to in-person attendees.
Contact Information for City Officials:
- Karen Pinkos, City Manager: kpinkos@ci.el-cerrito.ca.us
- Councilperson Gabe Quinto: gquinto@ci.el-cerrito.ca.us
- Councilperson Carolyn Wysinger: cywysinger@ci.el-cerrito.ca.us
- Councilperson Tessa Rudnick: trudnick@ci.el-cerrito.ca.us
- Mayor Lisa Motoyama: lmotoyama@ci.el-cerrito.ca.us
- Councilperson Paul Fadelli: pfadelli@ci.el-cerrito.ca.us
Let’s work together to make El Cerrito a safer and more fiscally responsible community
El Cerrito Committee for Responsible Government (ECCRG) 