El Cerrito Committee for Responsible Government (ECCRG)

Stop the Scare Tactics: Conduct Staffing Analysis in El Cerrito

As budget season continues, residents of El Cerrito are once again bracing for the all-too-familiar warning: “The sky is falling.” For the fifth year in a row, the city manager has refused to conduct the staffing analysis recommended by the state auditor.

This analysis is necessary because of the continued trend of having expenitures outpace revenue. The city attempts to mask the impact of this disparity which contributes to ongoing deficit spending by continuing to compare year-end expenses to the midyear budget amount rather than comparing year-end expenses to last year‘s expenses.

Comparing year-over-year revenue and expenses tells the real story.

Instead of taking meaningful and proactive action to address the city’s financial challenges, the city manager consistently chooses to wait until the eleventh hour to use scare tactics, pushing residents to accept unsustainable solutions like tax increases.

Avoiding Accountability

The city manager’s continued refusal to conduct a staffing analysis is not just negligence—it is complete defiance of the state auditor’s recommendation. This irresponsibility has cost the city far more than her salary. By avoiding the analysis, the city manager ensures that inefficiencies and waste persist, leaving residents to foot the bill.

Every year, the city manager claims “the sky will fall” if her budget is not accepted as presented. Yet, when pressed, she cannot identify meaningful cuts or sustainable solutions. Instead, the city relies on dipping into unrestricted reserves, depleting funds that should be preserved for emergencies. At this rate, those reserves will be exhausted, leaving El Cerrito vulnerable to financial collapse.

Expenses continue outpacing revenue forcing the city to rely on increase taxes

Enough is enough. If the city manager continues to come back with scare tactics and no real solutions, the city council must act decisively. Terminating her employment would cost less than the savings generated by hiring a responsible city manager willing to tackle inefficiencies, conduct the necessary staffing analysis, and implement sustainable financial practices. Leadership that clings to the status quo is costing the city far more than it can afford.

El Cerrito residents must demand better. Enough with the excuses. Enough with the delays. Enough with the threats. This year, we must insist on the following:

Conduct the Staffing Analysis: The city manager’s refusal to act is costing us time and money through increased taxes. A staffing analysis is a critical tool to identify inefficiencies and build a sustainable budget. The city manager should:

Create a Transparent Budget: Residents deserve a budget based on facts, not fear. Leadership must prioritize financial stability and present clear, honest options to the community.

Hold Leadership Accountable: If the city manager cannot meet these basic responsibilities, the city council must act. Failing to address the root issues is a failure of leadership.

El Cerrito’s Future

The stakes couldn’t be higher. El Cerrito is not merely at a turning point—it’s sliding toward another financial crisis. Each year of inaction brings us closer to a breaking point. The only way to stop this slide is for residents to stand together and demand change.

Take Action Now

Residents, the power to change the future lies with you. Write to the city council today at the city clerk’s email address: cityclerk@ci.el-cerrito.ca.us.

Tell them you’ve had enough of scare tactics and excuses. Demand that they take real action to address the city’s financial problems.

El Cerrito deserves leadership that works for its residents, not against them. Let’s make it clear: enough is enough. The time for action is now. If necessary adopt an unbalanced budget and get the city manager to come back the next quarter with a more reasonable budget.

#ElCerrito #FiscalResponsibility #CityBudget #AccountabilityNow #LeadershipMatters #StopScareTactics #TransparentBudget #SustainableFuture #ResidentsFirst #EnoughIsEnough

El Cerrito’s Reserve Fund: A Strong Safety Net or a Leaky Bucket?

The City of El Cerrito plans to dip into its reserves once again, this time pulling another $1.1 million from what it claims is a “strong” reserve fund. What they don’t say is this action reduces unrestricted reserves from $12.4 million to $11.3 million The repeated use of reserves is the exact same practice that led to going concern letters, the designation of high-risk and the BBB- bond rating.

While city officials tout their financial resilience, their actions tell a different story—one of continual withdrawals that leave the city unable to invest in key community needs like a senior center, an upgraded library, or top-tier public services.

Meanwhile, the city seems to have no trouble finding money for one-off projects. Take, for example, the acquisition of the Assemblies of God Church property on San Pablo Avenue in January 2024. The city paid $1.5 million for the property, adding another $60,000 in commissions, and waived all contingencies in the process. This purchase has sparked concern among residents about El Cerrito’s financial priorities, particularly given its long history of fiscal instability.

For years, the city has struggled to maintain balanced budgets, consistently relying on reserves, tax increases, and temporary fixes to stay afloat. In 2020, El Cerrito was on the brink of insolvency, and while leaders point to improvements since then, the reliance on reserve funds raises questions about whether the city is truly on solid financial footing or simply delaying an inevitable reckoning.

Community members are right to ask: If the city has a strong reserve fund, why does it keep draining it? Why can’t it fully fund essential community projects? And why does it prioritize costly property acquisitions over services that directly improve residents’ quality of life?

Fiscal responsibility isn’t just about having a reserve fund—it’s about managing it wisely. Without a real plan to restore financial stability, El Cerrito risks depleting its reserves to the point where it will have no cushion left for actual emergencies. Residents deserve a city government that makes strategic, transparent decisions, not one that drains its savings while leaving key community needs unmet.

Contact Your City Council Members

If you have concerns or questions about the city’s financial decisions, consider reaching out to your City Council members:

• Mayor Carolyn Wysinger

Email: cwysinger@ci.el-cerrito.ca.us

Term Ends: 2026

• Mayor Pro Tem Gabe Quinto

Email: gquinto@ci.el-cerrito.ca.us

Term Ends: 2026

• Councilmember Lisa Motoyama

Email: lmotoyama@ci.el-cerrito.ca.us

Term Ends: 2028

• Councilmember Rebecca Saltzman

Email: rsaltzman@ci.el-cerrito.ca.us

Term Ends: 2028

• Councilmember William Ktsanes

Email: wktsanes@ci.el-cerrito.ca.us

Term Ends: 2028

Engaging with your elected officials is a vital step toward ensuring that the city’s financial practices align with the community’s needs and priorities.

As an aside………it’s noteworthy that Michael Coleman, a leading expert on California local government finance and the principal fiscal policy advisor to the California Society of Municipal Finance Officers (CSMFO) and the League of California Cities for over twenty-five years, is the father of one of El Cerrito’s key budget team members. Recently, the CSMFO awarded a budget award to the City of El Cerrito, recognizing its efforts in financial transparency and budgeting.

#ElCerrito #FiscalResponsibility #CityBudget #TransparencyMatters #CommunityFirst #PublicFunds #LocalGovernment #TaxpayerMoney #BudgetPriorities #ElCerritoCityCouncil #SaveOurServices #GovernmentAccountability

El Cerrito Wins CSMFO Budget Award: What Does It Really Mean?

El Cerrito recently received a budget award from the California Society of Municipal Finance Officers (CSMFO), a recognition that may appear to reflect sound financial management. However, it is important to understand what this award actually measures—and more importantly, what it does not.

What is the CSMFO Budget Award?

The CSMFO budget award is granted to municipalities based on how well their budget documents meet a set of established criteria. The award is split into different categories, including Operating Budget Meritorious and Excellence Awards, as well as Capital Budget ,Meritorious and Excellence Awards.

To qualify for these awards, a city must meet standards related to:

Clarity and Organization – The budget must be well-structured, with a table of contents and numbered pages for easy navigation.
Transparency – The budget should include a transmittal letter that outlines key financial and policy considerations.
Detail and Documentation – The budget must provide thorough descriptions of revenue sources, expenditures, financial policies, and staffing levels.
Identify Goals– The city should identify goals and demonstrate how performance is measured against them.
Financial Forecasting – Some award levels require multi-year financial projections and analysis of financial trends.

What the Award is NOT About

Receiving a CSMFO budget award does not indicate that a city is in good financial health. The award focuses on the quality of the budget presentation, not whether the budget itself is fiscally responsible or sustainable. It does not assess whether a city is living within its means, avoiding excessive debt, or maintaining healthy reserves.

For example, as indicated in the November 18, 2025 city council meeting, the city plans to use $960,965 in reserves (table 5). Therefore, a city could (and has) repeatedly used one-time reserves to cover ongoing expenses, it could still win the award. That means a municipality facing serious financial challenges—such as El Cerrito’s ongoing use of reserves to cover spending—can still receive recognition for its budget document, even if the fiscal reality remains precarious.

The Reality of El Cerrito’s Finances

While this award may be used to imply fiscal responsibility, it does not reflect the city’s financial decisions or their long-term impact. A well-presented budget does not guarantee fiscal health. Cities like El Cerrito, which have relied heavily on reserve funds to cover spending shortfalls, can still win the award because the criteria do not require balanced, sustainable budgeting—only well-prepared documents.

Additionally, the CSMFO budget award does not take into account El Cerrito’s nearly $90 million pension liability or its BBB bond rating, both of which are significant indicators of financial strain. These financial burdens further highlight the gap between a well-organized budget document and true fiscal stability.

The Takeaway

Residents should view the CSMFO budget award as an acknowledgment of El Cerrito’s ability to present financial data effectively, not as an endorsement of the city’s financial stability. Transparency in budgeting is valuable, but it must be coupled with genuine fiscal responsibility. Without structural reforms, responsible spending, and long-term financial planning, no award can change the reality of budget shortfalls and financial mismanagement.

Strengthening DEI in El Cerrito Leadership

El Cerrito prides itself on being a progressive and diverse community, with a City Council that reflects a commitment to inclusion across racial, cultural, generational, and LGBTQ+ demographics. However, this commitment is not mirrored in the city’s leadership, advisory boards, or other appointed representatives, highlighting a critical gap in alignment with the city’s values of Diversity, Equity, and Inclusion (DEI).

To truly embody DEI, El Cerrito must extend the inclusivity seen in its City Council to all levels of leadership, including city leadership committees and advisory boards. These bodies play a pivotal role in shaping policies and ensuring equitable governance, and their composition must reflect the diversity of the community they serve.

Aligning El Cerrito Leadership with DEI

El Cerrito’s commitment to DEI must go beyond its elected officials. By improving diversity in its administrative and advisory leadership, the city can:

Broaden Perspectives: Diverse leadership ensures a more comprehensive understanding of community needs.
Foster Community Trust: Representation across all levels of governance builds confidence and engagement among residents.
Enhance Decision-Making: Including voices from different backgrounds leads to innovative, well-rounded solutions.

To achieve this, the city must prioritize inclusive recruitment practices, transparency, and community engagement in filling leadership and advisory roles.

The 2025 City Council: A Model of Representation

El Cerrito’s City Council exemplifies diversity and inclusion:

Mayor Carolyn Wysinger
- Email: cwysinger@ci.el-cerrito.ca.us
- Mayor Wysinger is the first Black lesbian mayor in California and a leader in advocating for equity and inclusion.
Councilmember Gabriel Quinto
- Email: gquinto@ci.el-cerrito.ca.us
- Councilmember Quinto is Asian, an openly gay man who has been instrumental in advancing LGBTQ+ representation and awareness in local government.
Councilmember Rebecca Saltzman
- Email: rsaltzman@ci.el-cerrito.ca.us
- Councilmember Saltzman, a lesbian mom and former BART board member, brings expertise in urban planning.
Councilmember William Ktsanes
- Email: wktsanes@ci.el-cerrito.ca.us
- A single gay dad and professor, Councilmember Ktsanes offers financial insight and a unique perspective as an LGBTQ+ leader.
Councilmember Lisa Motoyama
- Email: lmotoyama@ci.el-cerrito.ca.us
- Councilmember Motoyama is Asian, focusing on environmental sustainability and affordable housing as part of her commitment to inclusivity and livability.

This council reflects a range of demographics, including racial, generational, and LGBTQ+ representation, proving that leadership diversity is achievable and beneficial.

Steps to Address the Gap in Representation

El Cerrito can improve diversity in its appointed roles by:

Recruitment Outreach: Expanding efforts to recruit appointees from underrepresented groups through community partnerships and outreach.

Transparent Appointment Processes: Publicizing vacancies and selection criteria to ensure fair access to advisory roles.

Equity Training for Appointers: Training those responsible for appointments to recognize and mitigate biases in selection.

Youth and Community Engagement: Creating pathways for young people and marginalized groups to participate in advisory roles.

Regular Reporting: Sharing demographic data of advisory boards to track progress and hold the city accountable for improving diversity.

Contact the City Council

To advocate for improved diversity in city leadership and advisory roles, reach out to the council:

Mayor Carolyn Wysinger: cwysinger@ci.el-cerrito.ca.us
Councilmember Gabriel Quinto: gquinto@ci.el-cerrito.ca.us
Councilmember Rebecca Saltzman: rsaltzman@ci.el-cerrito.ca.us
Councilmember William Ktsanes: wktsanes@ci.el-cerrito.ca.us
Councilmember Lisa Motoyama: lmotoyama@ci.el-cerrito.ca.us

By addressing disparities in advisory roles and city administration, El Cerrito can ensure that its leadership reflects the vibrant and diverse community it serves.

#DiversityInLeadership #InclusiveGovernance #RepresentationMatters #EquityAndInclusion #CommunityEngagement #DEIAction #AdvisoryBoardsMatter #ElCerritoProgress

El Cerrito Library Campaign Faces Major Setback

The long-debated plan to construct a new library in El Cerrito Plaza has encountered yet another delay, raising concerns about transparency, fiscal responsibility, and the city’s priorities.

Shifting Deadlines and Unseen Data

In 2023, residents were told that a $300-per-year forever tax was necessary to fund the new library and that the deadline for passing a bond measure was March 2024. However, after conducting taxpayer-funded surveys—data that was never disclosed to the public—the city postponed the measure to 2025. Now, city officials are suggesting the vote may not occur until 2026.

The repeated delays raise critical questions: Why has the city kept survey results hidden from the very taxpayers who paid for them? How can the public trust the process when deadlines keep shifting?

Inflation and Missed Opportunities

Construction costs have skyrocketed in recent years, and further delays will only inflate the price of the proposed library. The city claims to be pursuing grants, yet it failed to apply for $10 million in available state funding—an oversight that could cost taxpayers dearly. Had officials acted more decisively in 2016, the measure might have passed earlier, potentially locking in lower interest rates and saving millions.

Changing Community Needs

The library’s needs analysis is now more than a decade old, despite the shifting landscape of how people use libraries. Since 2019, foot traffic and the borrowing of physical books have declined by about one-third. In the age of digital resources, the city’s insistence on a large, expensive facility seems out of step with current usage patterns.

A More Practical Proposal

Rather than asking the community to pour millions into an extravagant library, the city could invest in a small amount in a senior center—an amenity that would provide direct, tangible benefits to a growing demographic in our community. A well-designed senior center could serve as a hub for activities, resources, and social connections, fostering a more inclusive and supportive environment for older adults.

Demanding Accountability

The city’s approach to this project reflects a broader pattern of opaque decision-making and financial mismanagement. Residents deserve honesty, transparency, and a clear plan that reflects the community’s actual needs rather than outdated assumptions.

It’s time for El Cerrito to step back, reevaluate, and prioritize fiscal responsibility. Let’s invest in services that meet today’s needs—like a senior center—rather than continuing to chase an expensive community funded, underused library facility.

Understanding El Cerrito’s Check Register Limitations – microblog

The City of El Cerrito recently released its monthly disbursement and check register. While such reports might seem like a step toward transparency, they offer little insight into the city’s financial health. A check register is merely a list of payments made within a specific time frame, without providing any context about the overall budget, planned expenditures, or financial strategy.

The Problem with the Check Register

The check register lists various disbursements, from utility bills to police equipment purchases. However, it lacks critical details that would help residents understand the city’s financial position:

Revenue is Listed by Category: The report lists revenue by category, not by department, making it difficult to track whether income projections are being met.
Expenses are Listed by Department: While expenses are shown by department, there is no clear comparison to the approved budget.
Capital Expenditures Are Hidden: The city’s practice of blending capital expenditures with operational costs obscures the financial reality. For instance, the recent $1.6 million church purchase is buried within routine expenses, masking its impact on reserve funds.

A More Transparent Approach

True financial transparency requires more than a simple disbursement list. The city should:

Publish Revenue Details: Share projected revenue by category with regular updates comparing actual income to original forecasts.
Report Budget vs. Actual Expenditures: Offer monthly reports that compare spending to the initial budget by department.
Separate Capital Expenditures: List large, one-time purchases separately to clearly show their impact on reserves.

By moving the financial goalposts and presenting check registers as transparency, the city creates a false sense of stability. In reality, these practices hide the ongoing use of reserves and the financial strain from significant expenditures like the $1.6 million church purchase.

Contact Your Councilmembers

If you believe El Cerrito should adopt more transparent financial practices, contact your City Councilmembers:

Mayor Carolyn Wysinger: cityclerk@ci.el-cerrito.ca.us
Mayor Pro Tem Gabe Quinto: cityclerk@ci.el-cerrito.ca.us
Councilmember William Ktsanes: cityclerk@ci.el-cerrito.ca.us
Councilmember Lisa Motoyama: cityclerk@ci.el-cerrito.ca.us
Councilmember Rebecca Saltzman: cityclerk@ci.el-cerrito.ca.us

Hashtags

#ElCerritoBudget #TransparencyMatters #FinancialAccountability #ElCerritoCouncil #CommunityAwareness

El Cerrito’s Tax Challenges: A Barrier to Business Growth

El Cerrito offers a unique blend of community and accessibility. However, despite its prime location, the city struggles to attract businesses and new residents. High taxes and unflattering comparisons to nearby cities—both within Contra Costa County and the Bay Area—pose significant obstacles.

The High Sales Tax Problem

El Cerrito imposes one of the highest sales tax rates in the region. While this generates revenue for city services, it creates a barrier for businesses and consumers. Shoppers often bypass El Cerrito for cities like Albany or Berkeley, where they can save money on larger purchases. Similarly, small businesses struggle to compete when their customers are incentivized to shop elsewhere. This puts El Cerrito businesses at a distinct disadvantage, making the city less attractive to entrepreneurs.

Real Property Transfer Tax: A Costly Burden

Adding to the challenge is El Cerrito’s real property transfer tax, higher than in many neighboring cities. This tax discourages not only homebuyers but also small business owners from relocating to El Cerrito. It’s particularly unappealing to entrepreneurs looking to invest in a physical location, as they face immediate and steep costs simply for purchasing property in the city.

Property Taxes: Another Hurdle

El Cerrito’s property taxes are also higher than those in many Contra Costa County cities, adding to the financial strain on residents and businesses. This is especially problematic when compared to similarly sized cities in the county, such as Hercules or Lafayette, which offer more competitive tax rates and incentives. For prospective business owners, these higher property taxes translate into elevated operating costs, making El Cerrito less appealing.

Comparisons That Hurt

El Cerrito’s challenges are compounded when compared to neighboring cities. Its proximity to Berkeley, Albany, and Oakland means it must compete with areas that offer more established business hubs, better incentives, and higher foot traffic. Even within Contra Costa County, cities like Lafayette, Hercules, or Orinda often outshine El Cerrito. These cities feature lower taxes, safer neighborhoods, and more business-friendly policies, making them more attractive for both entrepreneurs and families.

A Missed Opportunity

El Cerrito’s inability to compete in this landscape results in missed opportunities for growth and development. Entrepreneurs, instead of taking advantage of the city’s location and community, are settling in nearby areas that offer more favorable conditions. This trend affects not only economic development but also the vibrancy of the city itself.

What Can Be Done?

To address these challenges, El Cerrito must adopt a competitive mindset. Key steps could include:

Reducing Sales Tax: Aligning the city’s sales tax rate with nearby cities to attract more shoppers and businesses.

Reevaluating the Real Property Transfer Tax: Offering incentives or adjustments to make it easier for businesses to relocate.

Adjusting Property Taxes: Bringing property tax rates in line with similarly sized Contra Costa County cities.

Creating Business Incentives: Offering grants, tax breaks, or streamlined permitting to attract entrepreneurs.

Investing in Economic Development: Actively marketing the city’s strengths, such as its location and community, while addressing its weaknesses.

Looking Ahead

El Cerrito has tremendous potential, but to compete with neighboring cities and unlock its full economic capacity, it must address its tax policies and business environment. By doing so, the city can transform from a place businesses avoid to a thriving hub of innovation and community.

#ElCerrito #SmallBusinessChallenges #HighTaxes #SalesTax #PropertyTax #BusinessFriendly #EconomicGrowth #ContraCostaCounty #Hercules #Lafayette #BayAreaBusiness #CommunityDevelopment #RealPropertyTax #LocalBusiness #TaxPolicy #Berkeley #Albany #Oakland

El Cerrito City Manager’s Performance: A Call for Accountability

The El Cerrito City Council and city boosters often tout the hard work of the city manager. But she isn’t paid to spin endlessly on a hamster wheel. Her role demands results—and El Cerrito deserves better outcomes. Unfortunately, these troubling patterns have persisted under her leadership.

Reduced Services

Senior Center: Permanently closed, leaving seniors without a vital community hub.
Passport Services: Permanently closed, reducing convenient services for residents.
Children’s Water Slide: Removed, diminishing recreational options for families.
Recycling Center: Faced significant setbacks, impacting a key sustainability resource.
Ohlone Greenway: Riddled with potholes, prone to flooding, and frequented by speeders—with no clear plans for improvement.
Pavement Condition: Significant decline in the city’s Pavement Condition Index (PCI).
Pandemic-Era Service Cuts: El Cerrito reduced services and operating hours during COVID and never fully restored them.

Transparency Issues

Survey Data Concealed: The public and even the council were denied access to critical survey data.
Limited Library Discussions: Plans for a new library were kept largely out of the public eye.
Transit-Oriented Development (TOD): Minimal public engagement regarding significant development plans.
Richmond Street Project: Discussions were notably scarce. Surveys involving city streets were not conducted in a way to clearly understand parking
San Pablo Avenue Church: The purchase of $1.6 million is unexplained. Limited information on the city’s use of this property.
Non-Responsive Senior Managers: Key city staff routinely ignore resident emails. Little ethnic diversity among city leadership.
Library Project Concessions: Critical details were poorly disclosed, like reducing parking from 63 to zero spaces and shrinking the $21 million unexplained costs.

Financial Mismanagement

Ongoing Fiscal Concerns: The city repeatedly received “going concern” warnings.
State Audit: El Cerrito underwent a state financial audit due to fiscal mismanagement.
Credit Downgrade: Credit ratings plummeted from A- to BBB- and only slightly improved.
Rising Pension Liabilities: CalPERS UAL payments are nearing $8 million annually.
Missed Opportunities: The city failed to issue pension obligation bonds during a period of record-low interest rates.
Library Bond Inaction: The city neglected to issue library bonds when rates were advantageous.
Library Grant Neglect: Officials didn’t even apply for $10 million in available state library grants.
Infrastructure Crisis: The city needs $250 million in capital improvements but has no strategic plan for prioritizing projects. The state auditor warned this process will take “a very long time” at the current pace.
High Crime Rate and Police Staffing Issues
El Cerrito has experienced a concerning rise in crime rates over the past several years. Data shows that El Cerrito has approximately 1.2 officers per 1,000 residents.

A Legacy of Overspending

The previous city manager drained El Cerrito’s reserves. The current city manager continued the pattern by significantly overspending in 2019 and again in 2024. Rather than reassess its approach, the city appears to rely on outdated templates and ignores the need for operational reform. Neither the City Council, the Financial Advisory Board (FAB), nor public forums have engaged in substantive discussions about a sustainable path forward.

COVID Windfalls Squandered

City officials claim they worked hard during the pandemic to implement improvements—but haven’t detailed what those improvements were. Meanwhile, the city benefited from unprecedented windfalls:

ARPA Funds: $6.1 million meant to aid pandemic-impacted individuals and businesses was redirected.
Real Property Transfer Tax: Revenues from this new tax far exceeded projections but the city can’t live within their means.
Property Tax Surge: Low interest rates spurred housing sales, driving up property tax receipts.
Sales Tax Reform: Legal changes to Charter city led to increased sales tax revenue.

Despite these revenue boosts, El Cerrito resumed its overspending habits as soon as pandemic-related concerns subsided.

City Manager’s Plan for Reserve Spending

The city manager has proposed using 27% of the city’s unrestricted reserves to cover ongoing deficit spending. This move raises concerns about the city’s long-term financial stability and its ability to respond to emergencies.

El Cerrito Deserves Better

Hard work alone isn’t enough. El Cerrito needs a city manager who delivers tangible results, prioritizes fiscal responsibility, restores vital services, and communicates honestly with residents. Until then, our city will continue spinning on the hamster wheel of dysfunction, moving but never progressing. Residents deserve leadership that steers toward a sustainable, transparent, and prosperous future.

Hashtags and Contact Information

#ElCerrito #CityCouncil #TransparencyMatters #FiscalResponsibility #CommunityServices #PublicAccountability

Contact the El Cerrito City Council (2025)

Mayor Carolyn Wysinger: cwysinger@ci.el-cerrito.ca.us
Mayor Pro Tem Gabe Quinto: gquinto@ci.el-cerrito.ca.us
Councilmember Lisa Motoyama: lmotoyama@ci.el-cerrito.ca.us
Councilmember Rebecca Saltzman: rsaltzman@ci.el-cerrito.ca.us
Councilmember William Ktsanes: wktsanes@ci.el-cerrito.ca.us

Karen Pinkos’ Contract Extension: Political Risks Examined

El Cerrito’s City Manager, Karen Pinkos, was recently granted a five-year contract extension despite the city’s ongoing financial struggles, declining services, and growing public dissatisfaction. While this decision might appear to endorse her leadership, it was not driven by confidence. Instead, the move reflects the previous City Council’s political calculation, whose political futures are tightly tied to her success.

As elected officials, the council has chosen to double down on Pinkos, prioritizing political expediency over addressing the city’s real needs.

A Leadership Style That Falls Short

Karen Pinkos has consistently demonstrated a risk-averse approach to leadership, favoring insignificant actions over strategic and transformative initiatives. This lack of decisive next-level leadership has only deepened the crisis in a city facing scrutiny for its financial instability.

No Strategic Vision: Pinkos has failed to present a clear path to address El Cerrito’s financial woes. Residents are left bearing the brunt of higher taxes and reduced services, with little indication of meaningful change.
Political Ties Over Progress: The City Council, as elected officials, has tethered its fate to Pinkos, avoiding the political fallout of replacing her. This decision was less about solving problems and more about maintaining appearances.
Eroding Trust: Both the City Manager and the council risk alienating residents further by failing to demonstrate accountability and transparency in addressing the city’s challenges.

The Real Cost of Political Calculations

The decision to extend Pinkos’ contract is not without significant risks. While the council may believe they are avoiding short-term political damage, the long-term consequences of inaction will be far more severe.

Deepening Financial Instability: Without decisive action, El Cerrito financial challenges will again worsen, leading to further state oversight and diminished city autonomy.
Lost Opportunities for Recovery: Every year spent under ineffective leadership is a year lost for implementing strategic initiatives that could stabilize finances and improve services.
Resident Frustration: The public is already disillusioned with both the council and the City Manager. Continuing down this path risks further eroding trust in local government.

The Path Forward: Protect El Cerrito Residents

El Cerrito’s future depends on bold, strategic decisions by the next City Council. Replacing Karen Pinkos with a leader capable of addressing the city’s challenges without raising taxes is essential.

While buying out her contract may seem like a significant expense, the long-term costs of maintaining the status quo are far greater.

Focus on Results, Not Rhetoric: The council must prioritize the needs of the city over political calculations. This includes seeking a City Manager who can deliver measurable improvements in service delivery and financial stability.
Rebuild Community Trust: A leadership change would send a clear signal to residents that the council is serious about addressing El Cerrito’s challenges and restoring public faith in local government.
Strategic Initiatives: The next City Manager must prioritize initiatives that reduce costs while improving services, creating a sustainable path forward for the city.

The decision to extend Karen Pinkos’ contract is a gamble that puts El Cerrito’s future at risk. The council’s reliance on her success to secure their own political standing only highlights the need for decisive action. El Cerrito’s challenges require leadership that is focused on results, not political expediency.

For the next City Council, the choice is clear: act now to replace ineffective leadership or continue to watch the city’s struggles worsen. The cost of a buyout is an investment in a brighter future for El Cerrito—one where leadership is aligned with the needs of the community, not the political survival of elected officials.

#ElCerrito #LeadershipMatters #TransparentGovernment #CommunityFirst #LocalGovernment #StrategicInitiatives #ServiceDelivery #TimeForChange #CityCouncil #Accountability #ElCerritoDeservesBetter

El Cerrito’s $1.6 Million Church Purchase: A Call for Financial Transparency and Strategic Planning

In January 2024, the City of El Cerrito acquired the Assemblies of God Church property on San Pablo Avenue for $1.5 million, incurring an additional $60,000 in commissions and waiving all contingencies. This decision has ignited discussions among residents about the city’s financial management and transparency.

Financial Oversight and Transparency Concerns

In response to a public records request, the city disclosed the purchase details but did not provide specific information on ongoing costs such as insurance premiums and maintenance. The city’s explanation was that these expenses are integrated into the general operations budget and are not itemized by property. This approach raises concerns about the city’s ability to monitor and manage expenses effectively.

Implications of Lacking a Capital Purchasing and Maintenance Plan

The absence of a comprehensive capital purchasing and maintenance plan can have significant repercussions for municipalities:

1. Financial Strain: Without a structured plan, unexpected expenses due to unforeseen repairs or replacements can arise, leading to unplanned borrowing and increased financial strain.

2. Asset Deterioration: Neglecting regular maintenance can result in asset deterioration, leading to higher future costs.

3. Operational Disruptions: Unexpected equipment failures can disrupt operations, leading to unplanned downtime and reduced productivity.

4. Safety and Compliance Risks: Deferred maintenance can pose safety hazards to occupants and may lead to non-compliance with regulatory standards, resulting in fines and legal consequences.

5. Strategic Planning Deficiencies: A lack of capital facilities planning can lead to difficulties in balancing annual budgets, as the real costs of maintenance are often overlooked.

Community Engagement and Transparency

The city’s decision to proceed with the purchase without thorough public consultation has been a point of contention. Residents have expressed concerns about the lack of transparency and the potential financial burden imposed by such decisions. The need for improved communication and involvement of the community in significant financial decisions is evident.

Conclusion

The acquisition of the church property by the City of El Cerrito highlights the necessity for enhanced financial transparency and community engagement. Implementing detailed tracking of property-related expenses and fostering open dialogue with residents are crucial steps toward responsible fiscal management.

Note: This blog post is based on information available as of February 13, 2025.

Understanding El Cerrito’s Special Tax Bond Risks

A concerned citizen recently raised critical points about El Cerrito’s proposed $21 million bond issue for a new library, and these concerns deserve serious attention. Many residents might assume that a financial analysis of the city’s creditworthiness is required for this bond approval—but that’s not the case. Here’s why:

The Reality of Special Tax & Assessment Bonds

Unlike traditional municipal debt, this bond is a Special Tax & Assessment—not general obligation indebtedness. This distinction is crucial. It means:

The creditworthiness of the City of El Cerrito does not matter to bond buyers.
The use of funds (whether the library is actually built as promised) is irrelevant to the lenders.
The only thing that matters to bondholders is the ability to collect and remit taxpayer payments.

In other words, bondholders aren’t taking a risk on El Cerrito. They’re taking a risk on you, the taxpayer. Your secured property tax bill—and ultimately, your home—is the guarantee for repayment, not the library itself.

The Condo Conundrum: A Risky Partnership

One of the most concerning aspects of this proposal is how the City plans to structure ownership of the library building. The library will be part of a divided interest condominium arrangement with a private housing developer, meaning:

The library will share a building with 200 apartment units.
There will be a condo association, where both the City and the developer hold ownership stakes.
Issues affecting the residential portion—fire, plumbing, security, and access—could spill over and impact library operations.

Being in a condo association with a private developer is a risky proposition. Who will pay for unexpected maintenance costs? Who has ultimate control? If problems arise, taxpayers could find themselves footing the bill with no real say in the governance of the property.

Who’s on the Hook for the Bonds?

The concerned citizen rightly points out that no government entity—including the City of El Cerrito—has any obligation to make payments on the bonds. The ONLY source of repayment is the property tax assessment levied on homeowners. This means:

If projections fall short, homeowners bear the full risk—not the City, not the developer.
The bond effectively serves as “free money” for El Cerrito and the housing co-developer, at the expense of taxpayers.

For context, residents should review the Official Statement from the El Cerrito Public Finance Authority regarding a past Special Tax & Assessment bond issue—the Swim Center project—to understand how these financing mechanisms work.

The City’s Financial Crisis: A Manufactured Burden on Residents

This financial structure would be concerning under any circumstances, but what makes it worse is that El Cerrito’s City Manager has already decimated the city’s bond rating. Years of mismanagement have left the city with a tarnished financial reputation, making it impossible to fund projects through traditional municipal bonds.

Now, instead of addressing fiscal mismanagement, the City wants residents to foot the bill directly through a new special tax on their property bills. This is not an accident—it’s the direct result of poor financial decisions by city leadership.

Let’s be clear: The city’s bond rating is in shambles because of reckless spending, lack of financial oversight, and a refusal to make tough but necessary budgetary decisions. And now, city leaders want to shift the burden onto homeowners.

Take Action: Write to the City Council and Clerk!

If you are concerned about the financial risks of this project, make your voice heard. Write to the El Cerrito City Clerk and ask that your letter be included in the City Council packet so that council members are forced to acknowledge taxpayer concerns.

📧 City Clerk Email: cityclerk@ci.el-cerrito.ca.us

📧 2025 Council Member Emails:

Mayor Carolyn Wysinger – cwysinger@ci.el-cerrito.ca.us
Mayor Pro Tem Gabriel Quinto – gquinto@ci.el-cerrito.ca.us
Councilmember Lisa Motoyama – lmotoyama@ci.el-cerrito.ca.us
Councilmember Rebecca Saltzman – rsaltzman@ci.el-cerrito.ca.us
Councilmember William Ktsanes – wktsanes@ci.el-cerrito.ca.us

📢 Demand Transparency & Fiscal Responsibility!

El Cerrito taxpayers should demand answers:

Why should residents bear the financial risk for a city that has already failed to manage its finances responsibly?
What safeguards exist to protect property owners?
Who will manage and control the condo association?
What happens if the developer faces financial issues?
Why isn’t the City being more transparent about these risks?

The library is an important community asset, but its financing and structure matter. Before it’s too late, El Cerrito residents must demand clarity, accountability, and a full understanding of the long-term implications.

📢 Speak up now before it’s too late! Your home, taxes, and community’s financial health are at stake.

🔗

#ElCerrito #TaxpayerAlert #NoNewTaxes #CityCouncil #FiscalResponsibility #ElCerritoLibrary #TransparencyMatters #SpecialTax #PropertyTax #CommunityConcerns #Accountability #StopTheTax #CityFinances

Why El Cerrito Needs Better Financial Analysis

We are deeply concerned about the lack of financial transparency and decision-making in El Cerrito’s government, particularly regarding the Plaza Library effort.

When we visit the city’s homepage, we see that a potential new library is being promoted. Yet, just yesterday, we received a document—an RFP for a contractor to run the library campaign. There were no budget items. No correspondence of any kind. These are significant financial decisions, yet there was no budget analysis or discussion by the Financial Advisory Board (FAB).

On Thursday, the BART board is set to discuss the Transit-Oriented Development (TOD). There was supposed to be a bond measure by this spring (previously by the 2024 primary), but we have seen no budget documents, no external published analysis, and no FAB discussion.

Previously, the city began applying for a $10 million library grant but failed to complete the process, supposedly due to a lack of funds—despite ongoing claims about the strength of the city’s finances. Was there any financial analysis behind that decision? Was it reviewed by FAB?

During the period of low interest rates, the city had the opportunity to issue low-interest-rate pension bonds but failed to do so. That decision may have cost taxpayers tens of millions of dollars. Yet, as far as we can tell, no financial analysis was presented to either the council or FAB.

In 2023, the proposed library tax changed from approximately $175 per year for 30 years to about $300 per year indefinitely for average-sized homes. However, we have seen no financial analysis from the city on this significant change.

We have not seen any financial analysis related to the purchase of the church property. We have not seen any financial analysis that justifies the city’s claim that it cannot afford to maintain a senior center.

In many of these cases, our open records requests have yielded ZERO documents. How are decisions being made in El Cerrito’s government?

Our Conclusion

The finance department must conduct thorough financial analyses and make them available to the council, FAB, and the community. El Cerrito needs to commit to greater transparency in its financial decision-making process. Taxpayers deserve accountability.

Contact Information for El Cerrito City Council Members (as of 2025):

Carolyn Wysinger (Mayor, Term Ends: 2026)
- Email: cwysinger@ci.el-cerrito.ca.us
Gabe Quinto (Mayor Pro Tem, Term Ends: 2026)
- Email: gquinto@ci.el-cerrito.ca.us
Lisa Motoyama (Council Member, Term Ends: 2028)
- Email: lmotoyama@ci.el-cerrito.ca.us
Rebecca Saltzman (Council Member, Term Ends: 2028)
- Email: rsaltzman@ci.el-cerrito.ca.us
William Ktsanes (Council Member, Term Ends: 2028)
- Email: wktsanes@ci.el-cerrito.ca.us

For more information, visit the El Cerrito City Council webpage.

Hashtags

#ElCerrito
#Transparency
#Accountability
#OpenGov
#PublicFinance
#CommunityEngagement
#GovernmentTransparency
#FiscalResponsibility
#CivicParticipation
#LocalGovernment

Note: The contact information provided is based on the latest available data as of 2025. Please refer to the official El Cerrito City Council website for the most current information.

The Cost of Public Safety in El Cerrito: Balancing Effectiveness and Fiscal Responsibility

In El Cerrito, our police and fire departments play a critical role in ensuring community safety. From responding to emergencies to taking preventative measures like fire inspections and crime deterrence, their work is essential. However, the cost and effectiveness of staffing these critical services require closer scrutiny, especially given the city’s ongoing financial challenges.

The Role of Police and Fire Chiefs in Prevention

Police and fire chiefs are not just paid to manage their departments but also to take preventative measures that safeguard the community. Their leadership ensures that preventative programs, such as fire inspections, community outreach, and crime deterrence initiatives, are implemented effectively. While prevention is invaluable, it’s essential to evaluate whether the associated costs are delivering maximum value to residents.

No Clear Correlation Between Spending and Effectiveness

It is a common misconception that spending more automatically equates to better service delivery in public safety. Studies and audits in similar municipalities often show that increased funding for police and fire departments does not necessarily result in improved outcomes such as reduced crime rates or faster emergency response times. Instead, the effectiveness of these services often depends on strategic resource allocation, operational efficiency, and community engagement.

Conversely, reducing budgets does not inherently mean service delivery will suffer. Thoughtful, data-driven adjustments can help optimize spending while maintaining—or even improving—service quality. For example, investing in modern technologies like predictive analytics or enhanced training programs can reduce the need for overtime and improve response times, all while controlling costs.

Its important to note that the safety budget was overfunded by nearly $1 million last year. Therefore, budgets should reflect much lower funding.

Early Retirement Perks and Long-Term Costs

El Cerrito’s public safety staff, including police and fire chiefs, are enrolled in CalPERS (California Public Employees’ Retirement System), which allows them to retire with full benefits as early as age 50—long before most other workers in both the public and private sectors. While this is a standard benefit for public safety employees across California, it represents a built-in perk that significantly increases long-term retirement costs for the city.

These generous retirement packages, combined with higher payroll expenses, create a significant expense burden that includes salaries, overtime pay, and associated pension obligations to CalPERS. The early retirement provision and extended payout periods amplify these financial commitments.

A Call for Thoughtful Budget Adjustments

When considering budgetary adjustments, it is critical to approach the process thoughtfully. Rather than making across-the-board cuts that could risk undermining public safety, the city should focus on identifying areas where resources are being underutilized or where efficiencies can be achieved. For instance, reallocating funds from less impactful initiatives to more critical areas could help maintain service quality while controlling expenses.

The Broader Impact of Rising Payroll

Escalating payroll costs in public safety not only impact immediate budgets but also have long-term implications. Higher salaries lead to increased pension contributions, exacerbating the city’s financial obligations to CalPERS. Over time, these costs can crowd out funding for other critical city services, such as infrastructure maintenance, recreation programs, or library services.

Moving Forward

El Cerrito must strike a balance between maintaining effective public safety services and managing its financial obligations responsibly. This requires:

• Transparent budgeting with clear communication about the costs of public safety and how those funds are being used

• Operational audits with regular reviews of police and fire department operations to identify cost-saving opportunities without compromising safety

• Evidence-based decision making using data to evaluate whether funding levels correlate with service quality and outcomes

• Community engagement involving residents in discussions about priorities for public safety spending

Take Action

Residents concerned about the rising costs and long-term fiscal implications of public safety spending are encouraged to contact the El Cerrito City Council and City Clerk. Ask that your feedback be included in the council packet for formal consideration.

• City Clerk Email: cityclerk@ci.el-cerrito.ca.us

• City Council Email: citycouncil@ci.el-cerrito.ca.us

Suggested Message

Dear El Cerrito City Council and City Clerk

Please include this letter in the official council packet for discussion. I urge you to critically evaluate the cost-effectiveness of public safety spending, considering both immediate and long-term impacts on the city’s financial health. Thoughtful adjustments to budgets, without compromising service quality, are essential to ensure fiscal sustainability for El Cerrito. Thank you for your attention to this matter.

Sincerely

[Your Name]

#ElCerrito #PublicSafety #FiscalResponsibility #BudgetTransparency #CommunityEngagement

Frustration with the Council and City Clerk’s Responses

In an age where information is expected to be readily available at our fingertips, one might assume that getting answers from local government would be a straightforward process. Unfortunately, for many residents, that assumption couldn’t be further from reality.

A recurring frustration among citizens is the council and city clerk’s tendency to respond to inquiries with a pat answer: “Check the city website.” This response, while seemingly helpful on the surface, often leaves questioners with more confusion than clarity. The reality is that the information they’re seeking is rarely—if ever—available on the website, leaving residents feeling unheard and undervalued.

The Website Conundrum

City websites, designed to be hubs of information, are often anything but. They frequently suffer from outdated content, missing key details, and a labyrinthine structure that makes it difficult for even the most tech-savvy residents to navigate. Important documents, meeting minutes, and policy explanations can be buried deep within layers of links, if they exist at all. The end result? Residents seeking critical information are left in a frustrating cycle of unanswered questions and bureaucratic runaround.

Deflection: A Strategy or a Symptom?

Directing citizens to an inadequate website is more than just an inconvenience—it’s a form of deflection. Rather than addressing concerns head-on, officials use this tactic to shift the burden back onto the public, absolving themselves of the responsibility to provide direct, meaningful answers. This lack of transparency erodes trust and fosters an environment where residents feel their voices are being ignored.

A Call for Change

Residents deserve more than deflection; they deserve transparency and accessibility. The council and city clerk must recognize that their current approach is not serving the public interest. Instead of offering website referrals that lead to dead ends, officials should prioritize:

Improved Website Content – Ensuring the city’s website is a comprehensive and user-friendly resource.
Direct Communication – Taking the time to address concerns with clear and thorough responses.
Proactive Engagement – Hosting forums and Q&A sessions to foster better dialogue between officials and residents.

It’s time for city leadership to acknowledge these shortcomings and take meaningful steps to rebuild trust. Until then, the citizens will continue to rely on those within the city structure who are willing to go the extra mile to provide real answers.

Have you experienced a similar challenge with your local government? Share your thoughts and experiences—we’d love to hear how we can push for better accountability and transparency together.

The Shell Game: How El Cerrito’s City Manager is Playing with Public Funds

For years, the state auditor has monitored El Cerrito’s precarious financial situation, flagging it as a high-risk city due to chronic fiscal mismanagement. The city manager, under mounting pressure, appeared to turn over a new leaf, keeping reserves artificially high and curbing expenses just enough to pacify both auditors. The strategy worked. El Cerrito received a passable audit, and the city was downgraded from the highest-risk category.

But it didn’t take long for the facade to crumble.

Now, with the state and commissioned audits behind her and scrutiny seemingly eased, the city manager is back to her old tricks. She’s proposing to dip into the city’s hard-earned reserves—$3.3 million of the $12.4 million in unrestricted reserves—without providing any clear, public explanation. No detailed plans. No transparent budget outlines.. Just a vague announcement that calls the funds discretionary and raises more red flags than it answers.

What’s Really Going On?

The timing of this move isn’t just suspicious; it’s telling. During the period of heightened state oversight, fiscal restraint was the name of the game. Now that the immediate threat has passed, it seems the city manager feels emboldened to resume practices that led El Cerrito into financial trouble in the first place.

Let’s be clear: $3.3 million is not pocket change. It represents nearly 27% of the city’s unrestricted reserves—funds that are supposed to be a financial safety net, not a slush fund for undisclosed expenditures.

And it doesn’t stop there. The city manager has also resumed her expensive junkets, traveling on the public’s time while claiming fiscal responsibility at home. This signals a return to the same reckless spending habits that left El Cerrito teetering on the brink of bankruptcy not long ago.

Adding insult to injury, the previous City Council granted her a five-year contract extension, effectively cleaning the slate. With job security seemingly locked in, she appears to have no qualms about steering El Cerrito right back toward financial disaster, confident that her position is safe regardless of the city’s fiscal health.

The lack of transparency leads to an uncomfortable but likely conclusion: this isn’t about new projects or unforeseen emergencies. This is likely deferred deficit spending—expenses the city manager strategically held back until after the audit to avoid triggering more negative attention from the state auditor.

Why This Matters to Every El Cerrito Resident

Unrestricted reserves aren’t just numbers on a spreadsheet. They’re critical for maintaining essential services, especially in emergencies—think natural disasters, economic downturns, or unexpected revenue shortfalls. Depleting reserves without a clear plan jeopardizes the city’s financial stability and could force future cuts to public safety, infrastructure, and community programs.

Moreover, the city’s reputation has already taken a hit. El Cerrito’s history of poor financial management led to higher borrowing costs and eroded public trust. Reckless spending will only deepen those wounds.

Demand Accountability

The residents of El Cerrito deserve better. They deserve leaders who manage taxpayer money responsibly, who prioritize long-term fiscal health over short-term political convenience. They deserve transparency—not vague requests for multi-million-dollar withdrawals with no public explanation.

It’s time for the City Council to step up. They must demand:

A complete, detailed breakdown of the proposed $3.3 million expenditure, including specific allocations, justifications, and intended outcomes before approving the use of unrestricted reserves.
An independent review of the city’s current financial obligations to uncover any hidden deficits that may have been deferred until after the audit.
Clear, public-facing communication about how these decisions will impact city services, both now and in the future.

El Cerrito residents should attend council meetings, ask tough questions, and refuse to accept vague answers. The city manager works for the public, not the other way around.

Because when financial sleight of hand becomes the norm, the people who pay the price are always the taxpayers.

Contact Your City Council Members

To voice your concerns and demand accountability, reach out to your City Council members:

Mayor Carolyn Wysinger (Term Ends: 2026)
Email: cwysinger@ci.el-cerrito.ca.us
Mayor Pro Tem Gabe Quinto (Term Ends: 2026)
Email: gquinto@ci.el-cerrito.ca.us
Councilmember Lisa Motoyama (Term Ends: 2028)
Email: lmotoyama@ci.el-cerrito.ca.us
Councilmember Rebecca Saltzman (Term Ends: 2028)
Email: rsaltzman@ci.el-cerrito.ca.us
Councilmember William Ktsanes (Term Ends: 2028)
Email: wktsanes@ci.el-cerrito.ca.us

Your engagement is crucial in holding our city leadership accountable and ensuring a fiscally responsible future for El Cerrito.

Thank these Council members for granting Pinkos a full pardon for sending us near bankruptcy. Now we are headed back

El Cerrito’s Budget Crisis: A Call for Financial Leadership

Many of us remember last year’s budget cycle when Claire Coleman and Will Provost led the outreach and budget presentations. Although their presentations lacked substantial community input, they were both articulate easy to understand and extemporaneous. This year, the City Manager decided to shift the spotlight, offering the Finance Director, Crystal Reams, additional stage time. Maybe it wasn’t such a good idea, particularly since she was on one of her infamous junkets and notably not present.

Tuesday night, Crystal appeared without Claire or Will. She was audibly stumped 1:22 into the video when she couldn’t locate her notes and could not present without them. While we acknowledge that she recently earned her CPA (Certified Public Accountant), it’s essential to recognize that this role is not just about audits or accounting. The position of Finance Director and Treasurer demands comprehensive command over the city’s financial landscape and the ability to speak confidently and fluently about fiscal matters.

ECCRG cautioned from the outset that Crystal might be out of her depth. Her previous role as an Accounting Manager in another municipality, which she held for less than five years, doesn’t seem to have fully prepared her for the complexities of El Cerrito’s financial challenges. Prior to that, she served as a Senior Accountant. This is particularly concerning given that the City once had a highly capable individual in this role. Unfortunately, the City Manager failed to retain them.

Fortunately, El Cerrito still benefits from Claire’s expertise. However, our concerns about the Finance Director’s readiness remain pressing because both leads and limits the team. This apprehension was further validated when Crystal referred to a proposed $2.3 million reduction in unrestricted reserves to be used “discretionary spending.” The Unrestricted General Fund is designated for specific purposes—none of which include covering planned cost overruns.

Adding to our concerns, it’s perplexing to be reassured that everything is going well when the budget tells a different story. The original budget had a projected surplus of $33,952, but now there’s a projected deficit of $960,955—nearly $1 million worse off. This deficit represents an additional drain on reserves, compounded by the $2.3 million in proposed reductions, further depleting the city’s financial safety net. This dual strain on reserves raises serious questions about the accuracy of financial planning and oversight. Of equal concerns is her inability to use language the audience can understand, instead choosing acronyms like GAAP and other accounting terms.

Council Member Quinto remarked that budgets will be tight. From the public’s perspective, budgets seem tight only when it comes to services for the community, while there’s plenty of funding allocated for increased employee compensation and hiring consultants. This disparity suggests a misalignment of priorities that warrants scrutiny.

While increased insurance costs have been mentioned- which are not under their control, there’s been no clear acknowledgment of rising CalPERS costs – which the city can control. The city’s failure to act when interest rates were low has likely resulted in costly consequences for taxpayers. It could be argued that Measure G was essentially needed to cover the additional interest payments to CalPERS, a point that deserves transparent discussion.

Additionally, there has been no clear breakdown of the increase in departmental spending. Transparency in these areas is crucial for building public trust and ensuring that taxpayers understand where their money is going.

We commend the councilmember who showed grace by suggesting on meeting with the Finance Director privately to address these issues rather than publicly questioning or criticizing her. However, the underlying problem persists: El Cerrito is in a fragile financial position. We need leadership that can articulate our fiscal realities clearly and confidently, without relying on a script.

The community deserves transparency, accuracy, and a Finance Director who is not only technically proficient but also capable of effectively communicating the city’s financial health. As stakeholders in El Cerrito’s future, we must continue to advocate for the financial leadership our city urgently needs.

The Path to Fiscal Sustainability: Moving Beyond Short-Term Fixes

Empty wallet, no money pop art retro vector illustration. Finance and poverty

As the El Cerrito City Council considers steps to address our budget challenges, we must confront a hard truth: continuing to rely on the General Fund’s unrestricted balance as a form of overdraft protection is not sustainable. History has shown us the risks of this approach, and without meaningful action, we risk depleting the very reserves meant to protect us during times of crisis.

In addition to the $960,955 structural deficit, the City Manager proposes to reduce reserves by an additional $2,292,860 to use as discretionary spending. If both these transactions are approved by the City Council, $3.3 million of the $12.4 million in reserves will vanish. The City Manager has touted a strong financial position, but we are back to the minimum recommended reserves of $9.1 million. Given the structural deficits the City Manager will need to dip further into reserves by FY26 which begins in July 2025.

Why the General Fund Cannot Be a Long-Term Safety Net

The General Fund’s unrestricted balance is intended to serve as a financial cushion—a safeguard against unexpected emergencies, economic downturns, or unforeseen expenses. However, the City Manager plans to use at least $1 million of the $12.4 million in unrestricted reserves. Additionally, the proposal includes using another $2.3 million from reserves this year.

Using reserves repeatedly to cover budget shortfalls may seem like an easy fix in the short term, but it erodes our financial stability over time. When we treat the General Fund like overdraft protection:

We delay making tough, necessary decisions about structural imbalances in our budget.
We weaken our ability to respond to true emergencies, leaving us vulnerable when the next economic downturn or natural disaster strikes.
We create a false sense of security, masking the underlying fiscal issues that require strategic, long-term solutions.

A New Approach: Fiscal Discipline and Structural Reform

To break this unsustainable cycle, the El Cerrito City Council should direct the City Manager to implement a net reduction of $1 million in expenditures for the current and next fiscal year. This is more than just a budget cut—it’s a commitment to fiscal discipline and a shift toward structural financial reform.

We recognize that some expenses from 2024 must still be honored, but even with these obligations, our directive remains clear: balance the budget without further draining the General Fund.

Key Strategies for Sustainability

Operational Efficiencies: Identifying redundancies, streamlining processes, and improving productivity without compromising essential services.
Priority-Based Budgeting: Focusing on programs and services that deliver the greatest value to our community while reevaluating or scaling back lower-priority initiatives.
Long-Term Financial Planning: Moving beyond annual budget cycles to develop multi-year financial strategies that anticipate challenges and plan accordingly.
Building Reserves, Not Draining Them: Shifting from a mindset of “using what’s available” to one that prioritizes replenishing and protecting reserves for future generations.

A Call for Community Engagement

We know that budget decisions affect every resident, employee, and business in El Cerrito. That’s why transparency and community involvement are at the heart of this process. We encourage residents to share their feedback and ideas with the City Council to help shape a fiscally responsible future.

Contact Your City Council Members

If you have thoughts, questions, or suggestions about the budget and our city’s financial priorities, please reach out to your City Council members directly.

• Mayor Carolyn Wysinger

Email: cwysinger@ci.el-cerrito.ca.us

• Mayor Pro Tem Gabe Quinto

Email: gquinto@ci.el-cerrito.ca.us

• Councilmember Lisa Motoyama

Email: lmotoyama@ci.el-cerrito.ca.us

• Councilmember Rebecca Saltzman

Email: rsaltzman@ci.el-cerrito.ca.us

• Councilmember William Ktsanes

Email: wktsanes@ci.el-cerrito.ca.us

The Bottom Line

We cannot afford to repeat the mistakes of the past. Relying on the General Fund’s unrestricted balance as a crutch will only lead us to the same fiscal cliffs we’ve faced before. By making strategic, thoughtful reductions now, we can build a budget that is not just balanced—but sustainable.

Together, we can create a city that thrives not just today, but for years to come.

The Story Behind El Cerrito’s Budget Projections

El Cerrito’s financial projections paint a concerning picture for fiscal responsibility. The city’s unrestricted reserves are set to decrease from a beginning balance of $12.4 million to an ending balance of $11.4 million—a $1 million drop. A deeper dive reveals a troubling pattern of financial maneuvering that obscures the real state of fiscal health.

The Illusion of Balance: Moving the Goalposts

Throughout the fiscal year, El Cerrito routinely amends its budget to make expenses appear aligned with projections. This tactic, while legal, creates a misleading narrative of financial stability. By continuously adjusting the expense lines, the city masks overspending, giving the illusion that the budget is on track when, in reality, expenditures are outpacing revenues.

The projections indicate that despite these adjustments, the city is on course to spend $1 million more than it brings in. This deficit is quietly tucked away under the guise of amended budgets, obscuring the fiscal imbalance from the public eye.

What Is the City Hiding?

The sum total of what El Cerrito appears to be concealing boils down to two critical issues:

Overspending: The city is spending beyond its means, with expenses projected to exceed revenues by $1 million. This overspending is masked through strategic budget amendments that shift expense lines, creating an artificial balance.
Potential Major Purchases: The significant drawdown in unrestricted reserves raises questions about undisclosed large expenditures. While no explicit major purchases are outlined, the pattern suggests that funds may be allocated for upcoming substantial investments not fully disclosed in public documents.

The Bottom Line

El Cerrito’s financial practices continue to raise red flags about transparency and fiscal management. The routine adjustment of budget lines to mask overspending, coupled with the continued use of reserves, suggests a city struggling to manage its finances without fully informing its residents. As stakeholders in the city’s future, it’s crucial to demand clarity and accountability in how public funds are managed. Only through transparency can trust be maintained and financial stability ensured.

Call to Action: Demand Transparency

We urge the El Cerrito City Council to be more transparent about spending decisions and financial management. Residents deserve clear, straightforward reporting that reflects the true state of the city’s finances. It’s time to stop the financial sleight of hand and start fostering genuine fiscal accountability.

Reach out to the City Council and ask for more transparency and fiscal responsibility.

Mayor Carolyn Wysinger – Email: cw@el-cerrito.ca.us | Phone: (510) 215-4305
Councilmember William Ktsanes – Email: wk@el-cerrito.ca.us | Phone: (510) 215-4305
Councilmember Lisa Motoyama – Email: lm@el-cerrito.ca.us | Phone: (510) 215-4305
Councilmember Gabe Quinto – Email: gq@el-cerrito.ca.us | Phone: (510) 215-4305
Councilmember Rebecca Saltzman – Email: rs@el-cerrito.ca.us | Phone: (510) 215-4305

Your voice matters. Contact the City Council today to demand the transparency El Cerrito deserves.

Defining Financial Health for El Cerrito: Clear Benchmarks Require Clear Expectations

El Cerrito’s financial health cannot be left to broad aspirations and vague commitments. The City Council must be specific about its fiscal goals, setting clear, measurable expectations that guide budget decisions and financial planning. Without this clarity, financial stability becomes more of a hope than a strategy.

The City Council Must Set the Agenda

The City Manager operates within the framework established by the City Council. If the Council wants to achieve specific financial outcomes, they must articulate those goals explicitly. It’s not enough to react to budget proposals when they’re presented—the Council should be proactive, giving clear direction before the budget is even drafted.

• If the Council wants to make more than the minimum payment on the unfunded liability, they should say so.

El Cerrito’s unfunded pension liability has grown to nearly $100 million. Currently, the city makes only the minimum required payments, which allows the debt to accumulate interest and grow larger over time. If the Council believes it’s in the city’s best interest to make additional payments to reduce this liability, they need to establish that as a formal goal.

• If the Council wants a plan to address the $250 million deferred maintenance shortfall, they should ask for one.

Deferred maintenance doesn’t disappear; it grows more expensive with time. If the Council wants a comprehensive plan to tackle this backlog, it should request a detailed strategy with specific timelines, priorities, and funding sources.

• If the Council wants to maintain a surplus of a specific dollar amount, they should define that target.

A surplus isn’t just a sign of good fiscal management; it’s a buffer against economic downturns and unexpected expenses. The Council should determine what level of surplus is appropriate and ensure the budget reflects that goal.

• If the Council wants to avoid using reserves to cover operating expenses, they should make that clear.

Reserves are for emergencies, not routine budget balancing. If the Council’s intention is to prevent reliance on reserves for day-to-day operations, they should adopt a formal policy to that effect and hold the budget process accountable to it.

Key Indicators of Financial Health

Adequate General Fund Unrestricted Reserves:

Maintaining sufficient unrestricted reserves is vital for managing unforeseen expenses and economic downturns. The Government Finance Officers Association (GFOA) recommends an unrestricted fund balance of no less than two months of operating revenues or expenditures—about 17%. If the Council wants to exceed this baseline, they should set a clear target.

Balanced Budgeting:

Balanced budgeting isn’t just about matching revenues to expenses. It means accounting for capital expenditures, managing debt obligations, and planning for future needs. If the Council expects the budget to cover these areas without deficits, they should define what “balanced” looks like.

Debt Management:

Prudent debt management includes actively addressing the city’s unfunded liabilities. The Section 115 Pension Funding Trust currently holds $1 million—woefully inadequate for a nearly $100 million liability. If the Council expects more aggressive funding, they must state that expectation clearly.

Transparent Financial Reporting:

Financial reporting should be frequent and detailed. The Council should expect clear, concise reports at the end of each quarter and promptly after the fiscal year concludes. This level of transparency allows for timely adjustments and informed decision-making.

Expenditure Control:

Controlling the growth of salary and benefit costs is critical. The Council should set specific targets for cost containment and require regular reviews to ensure those targets are met. Not just for expense control but also for capital purchases like buildings and trucks

Conclusion: Leadership Requires Clarity

The City Council’s role isn’t just to approve the budget—it’s to lead. Leadership requires clarity. If the Council wants specific financial outcomes, they must articulate those goals explicitly. General aspirations won’t protect El Cerrito from fiscal instability. Clear expectations will.

Contact Information for El Cerrito City Council Members:

• Carolyn Wysinger, Mayor

Email: cwysinger@ci.el-cerrito.ca.us

Term Ends: 2026

• Gabe Quinto, Mayor Pro Tem

Email: gquinto@ci.el-cerrito.ca.us

Term Ends: 2026

• Lisa Motoyama, Councilmember

Email: lmotoyama@ci.el-cerrito.ca.us

Term Ends: 2028

• Rebecca Saltzman, Councilmember

Email: rsaltzman@ci.el-cerrito.ca.us

Term Ends: 2028

• William Ktsanes, Councilmember

Email: wktsanes@ci.el-cerrito.ca.us

Term Ends: 2028

For general inquiries or to reach all council members simultaneously, email the City Clerk’s office at cityclerk@ci.el-cerrito.ca.us. The City Clerk, Holly M. Charléty, can also be contacted directly at 510-215-4305.

If you care about El Cerrito’s financial future, now is the time to make your voice heard. Demand clear goals, measurable outcomes, and responsible fiscal leadership.

Progress Made, Challenges Remain

Five years ago, the California State Auditor identified El Cerrito as one of the 18 cities in California most at risk of bankruptcy due to fiscal mismanagement. Among nearly 500 cities, El Cerrito ranked seventh from the bottom in financial health and was placed in the state’s “Local Government High Risk Program.” Despite some progress, the city remains in a precarious financial position. Here’s a look at the ongoing challenges and what’s at stake for the community.

A Stark Warning from the State Auditor

In 2021, the state auditor issued a report with the ominous title: “Excessive Spending and Insufficient Efforts to Address Its Perilous Financial Condition Jeopardize the City’s Ongoing Fiscal Viability.”

State Auditor Elaine Howle addressed Gov. Gavin Newsom directly in an open letter, emphasizing the gravity of the situation:

“The city is at high risk of financial instability because of its continual overspending, poor budgeting practices, and lack of a comprehensive plan to address its financial challenges, all of which threaten the future provision of city services.”

The report highlighted persistent overspending and poor fiscal management, which had drained reserves and left the city teetering on the brink of insolvency.

At that time, Karen Pinkos berated the state auditor’s assessment claiming it was wrong and later exclaiming that it had no teeth.

Then the bottom fell out. The bond rating tanked, they depleted reserves and needed municipal payday loans, the unfunded liability exploded while residents experienced service reductions including library hours and a senior center .

Over 3 long years of denial created unnecessary hardship and increased taxes for residents.

Chronic Budget Deficits

El Cerrito’s financial struggles date back to 2003, when the city began experiencing budget shortfalls. For years, it relied on emergency reserves and short-term loans to stay afloat. By 2017, these reserves were entirely depleted. Between 2003 and 2024, the city’s general fund ran deficits in 12 of 19 years.

While El Cerrito has made some strides in balancing its budget since 2020, a $3.9 million overspend in fiscal year 2024—with expenses 20% higher than the previous year—underscores the ongoing challenges.

Unfunded Pension Liabilities

El Cerrito’s unfunded accrued pension liabilities, currently nearing $89 million, represent a significant long-term risk. These liabilities—funds owed to retirees that are not yet covered by the city’s pension plan—have a cascading effect:

They lower the city’s credit rating, increasing borrowing costs for critical projects like a new library or senior center.
They divert funds from essential services such as public safety and infrastructure.
They create an equity issue by shifting financial burdens to future generations, who will face higher taxes and reduced services.

Even though the state auditor recently lifted El Cerrito’s high-risk status, this was largely due to the general fund balance. The auditor cautioned:

“We conclude that El Cerrito has partially addressed this risk area by making an effort to reduce personnel costs and completing a citywide salary study. Nonetheless, the city will need to be attentive to costs in the future because the recent salary study could generate pressure to increase personnel costs.”

Although the City’s Newsletter release was entirely celebratory, this statement highlights the dual risks of upward pressure on periodic payroll and the potential for the PERS retirement liability to continue increasing. With the unfunded liability already at $89 million, unchecked growth in these obligations could significantly worsen the city’s financial outlook. There’s more:

The “Fund Balance” Controversy

Council-members Tessa Rudnick Paul Fadelli and Lisa Motoyama, have claimed an impressive turnaround: the city’s fund balance improving from -$110,000 in 2020 to $16 million in 2024. However, transparency issues and conflicting information make it difficult to verify this claim.

A public records request to substantiate the $16 million figure was denied, citing contradictory reasons:

“No records responsive to this request”
“The public interest served by not disclosing the record clearly outweighs the public interest by disclosure of the record.”

If the $16 million figure includes restricted funds and already-spent liabilities, the city’s unrestricted fund balance may still be zero.

Declining Credit Rating

El Cerrito’s credit rating dropped from A- in 2013 to BBB-, the lowest investment-grade rating, before slightly improving to BBB in 2023. This matters because poor credit increases borrowing costs for essential projects. For example:

Borrowing $21 million for a new library with a 5% interest rate over 30 years would cost $41 million.
At 10% interest, the cost would balloon to $66 million.

In both cases, taxpayers bear the burden. Fiscal responsibility and transparency are essential to avoid such heavy costs.

Property Tax Missteps

The Real Property Transfer Tax, a key revenue source for El Cerrito, has also been mishandled. In 2022, rising interest rates and a cooling real estate market were projected to reduce tax revenue from $4.9 million to $3.5 million. Despite warnings from the city’s Financial Advisory Board (FAB) and the state auditor, city officials dismissed these concerns. Predictably, revenue fell to the $3.5 million level—a shortfall the city could have planned for had it listened to expert advice.

The Path Forward

El Cerrito has made progress in addressing its financial issues, but challenges remain. The city must:

Prioritize transparency and accountability, especially regarding its fund balance and financial reporting.
Address unfunded pension liabilities to ensure long-term stability.
Avoid overly optimistic revenue projections and plan for contingencies.
Improve its credit rating to reduce borrowing costs for essential projects.

A Call for Leadership and Fiscal Responsibility

El Cerrito’s financial health affects everyone in the community, from the quality of public services to the tax burden on residents. While the city has taken steps in the right direction, sustained effort and strong leadership are needed to ensure a stable and prosperous future. It’s time for city officials to embrace fiscal responsibility and work collaboratively with residents and advisory boards to build a stronger El Cerrito.

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