As the year draws to a close, we want to take a moment to thank you for being an engaged and thoughtful part of our community. Whether you celebrate Christmas, Hanukkah, Kwanzaa, or another tradition—or simply take this time to reflect and recharge—we wish you joy, peace, and the warmth of connection.
The holiday season is an opportunity to come together, celebrate our shared values, and look forward to the year ahead. For us at the El Cerrito Committee for Responsible Government, that means renewing our commitment to transparency, accountability, and the well-being of our city and its residents. We remain dedicated to fostering responsible governance and ensuring that every voice is heard.
As we welcome the new year, we encourage everyone to engage in the spirit of community, whether by volunteering, attending local events, or sharing your ideas for El Cerrito’s future. Together, we can continue to build a stronger, more vibrant city.
From all of us at the El Cerrito Committee for Responsible Government:
Happy Holidays and a Happy New Year! May this season bring you happiness, and may 2025 be filled with promise and possibility.
Warm wishes,
The El Cerrito Committee for Responsible Government
El Cerrito’s progress in funding, infrastructure, and financial stability is worth recognizing. But a city’s success is more than a a list of checks paid or a groundbreaking ceremony—it’s the health of its workplace culture and the trust employees have in their leadership. Without addressing systemic issues, the foundation of these advancements remains fragile.
The Opportunity for Real Leadership
As the Mayor passes the gavel, the new Council has an opportunity to take meaningful steps to ensure El Cerrito’s workplace culture aligns with its stated values. Here’s how they can begin:
Revisit and Revise Policies: Introduce stronger protections against harassment and bullying, with clear reporting mechanisms and consequences for misconduct.
Increase Transparency: Share how the city will address past incidents and prevent future ones, rebuilding trust through accountability.
Prioritize Employee Well-Being: Establish safe spaces for employees to share concerns without fear of retaliation and invest in training for both staff and leadership on creating a respectful workplace.
Commit to Actionable Change: Avoid performative solutions. Instead, focus on implementing measurable policies that create lasting cultural improvements.
Accountability in Workplace Culture
Healthy work culture isn’t just about words—it’s about actions. When incidents like a city manager telling a subordinate to “shut the [expletive] up” or a $544,000 sexual harassment settlement go unaddressed, it’s clear there’s considerablework to be done. Leadership must prioritize accountability, transparency, and policy reforms to create a respectful, supportive workplace.
What’s Next?
Healthy work culture isn’t about perfection—it’s about progress. It’s about recognizing when mistakes have been made and taking steps to address them. El Cerrito has a chance to move forward by addressing past missteps and committing to a future where respect, accountability, and equity are more than words on a page—they are the principles that guide every decision.
The community is watching, and the workforce is waiting. It’s time for El Cerrito to lead with integrity and ensure that its culture reflects the values it claims to champion. A truly healthy workplace culture is possible, but it starts with leadership that matches its words with meaningful, sustained actions.
The Plaza Station in El Cerrito is at the heart of some of the city’s most pressing parking challenges. As transit-oriented development (TOD) plans and other urban projects take shape, the City Council faces the difficult task of balancing modernization with the needs of all residents. Ensuring that solutions are equitable, practical, and sustainable will be essential for preserving the quality of life in El Cerrito.
The Parking Crisis at Plaza Station
The planned TOD project at Plaza Station involves removing over 600 parking spaces to make room for new housing. While the project aims to bring 2,000 new tenants closer to public transit, it will only provide 100–200 parking spaces. This dramatic reduction raises significant concerns:
Commuter Access: Plaza Station serves as a critical transit hub for many residents who rely on BART to commute. Reducing parking without viable alternatives risks discouraging public transit use and increasing car dependency.
Neighborhood Spillover: Overflow parking will likely push commuters and new residents to search for spaces in nearby residential areas, straining already limited resources.
Safety Risks Near Schools: With three schools located within a mile of Plaza Station, increased congestion could pose safety hazards for students and families.
The Role of Bike Lanes on Richmond Street
In addition to the TOD project, El Cerrito’s proposal to install bike lanes on Richmond Street adds another layer of complexity. While encouraging cycling aligns with the city’s sustainability goals, it presents challenges for both residents and businesses:
Alternative Routes Exist: Many residents suggest that the Ohlone Greenway, a dedicated bike path, could better serve cyclists without affecting Richmond Street’s role as a major thoroughfare.
Parking Reductions: Converting Richmond Street to accommodate bike lanes would further reduce parking options, compounding the challenges posed by the Plaza Station project.
Residents’ Concerns
Residents have voiced significant concerns about the city’s approach to these parking challenges. Issues include:
Lack of Transparency: Decisions like reallocating $50 million worth of parking spaces to the TOD project have been made without sufficient public input.
Equity: Both drivers and cyclists need equitable access to transportation infrastructure.
Livability: Residents fear that reduced parking will lead to increased congestion, safety risks, and diminished quality of life.
Proposed Solutions
To address these challenges, the El Cerrito City Council must prioritize a comprehensive approach that considers the needs of all stakeholders:
Develop a Parking Management Plan
Expand Commuter Parking Options: Explore partnerships with private lots or nearby institutions to provide additional parking for BART riders.
Implement Residential Parking Permits: Protect neighborhoods from overflow parking while ensuring fairness for all residents.
Encourage Remote Parking: Consider shuttle services to connect remote parking areas with Plaza Station.
Enhance Multimodal Transportation
Improve the Ohlone Greenway: Invest in the safety and visibility of this dedicated bike route as a preferred alternative to Richmond Street bike lanes.
Integrated Planning: Ensure that new bike lanes or other infrastructure projects align with parking and transit needs.
Engage the Community
Host Town Halls: Provide residents with opportunities to voice concerns and propose solutions.
Increase Transparency: Clearly communicate the trade-offs and long-term benefits of TOD and bike lane projects.
Incentivize Car-Free Living
Subsidized Transit Passes: Encourage new TOD residents to rely on public transit rather than personal vehicles.
Shared Mobility Options: Invest in bike-sharing or car-sharing programs as alternatives to personal car ownership.
Prioritize School Safety
Traffic Calming Measures: Implement crosswalks, signage, and reduced speed zones near schools to address increased congestion.
Designated Drop-Off Zones: Ensure safe and efficient options for parents and school staff.
The City Council
As the City Council navigates these challenges, it must aim for solutions that balance growth, accessibility, and sustainability. Listening to community feedback and considering all viable options will be critical to maintaining trust and ensuring El Cerrito remains a livable city for all.
By adopting a collaborative, transparent approach, the council can turn parking challenges into an opportunity for innovative urban planning that meets the needs of today while preparing for tomorrow. Residents and policymakers alike must work together to make Plaza Station and its surrounding areas a model for thoughtful development and equitable transportation.
Leadership is about setting goals, taking responsibility, and achieving meaningful results. But sometimes, leaders get caught up in celebrating small successes rather at the cost of focusing on the larger challenges ahead. This seems to be the case in El Cerrito, where recent social media posts suggest a disconnect between modest progress and the hard work still required to turn things around.
From Nearly Last Place to “Not High Risk of Bankruptcy”
El Cerrito’s leadership is touting incremental improvements like they’ve just won an Olympic gold medal. While progress is worth acknowledging, there’s a significant gap between getting off the bottom and achieving excellence. Success is not defined by simply avoiding failure. It’s measured by sustained growth, transparency, and delivering results that meet or exceed expectations.
Imagine an Olympic athlete celebrating for simply not finishing last—applaudable in some contexts, but not when you’re competing for a medal. Leadership, like sports, demands a focus on the endgame, not just the relief of avoiding disaster.
Although the state removed the city’s high-risk designation for bankruptcy, the threat remains significant: El Cerrito previously ranked 469th out of 482 cities in fiscal responsibility. Being taken off the high-risk list does not eliminate the ongoing risk of bankruptcy.
A Closer Look at the Numbers
El Cerrito’s recent financial stability isn’t the result of exceptional leadership or innovative solutions. Instead, it’s largely due to two factors:
Federal Bailout Funds: These funds were meant to directly benefit residents during the pandemic, but they were used to pay off municipal payday loans instead. This choice may have temporarily stabilized finances but did little to address systemic problems or improve residents’ lives.
Real Property Transfer Tax Receipts: A surge in real estate transactions brought unexpected revenue, but this was a windfall, not the result of strategic planning. Relying on unpredictable revenue streams is not a sustainable solution for long-term stability.
The truth is, El Cerrito didn’t take meaningful sustainable steps to dig itself out of insolvency. These external factors won’t be there in the future, and the city’s financial position remains fragile.
Missed Opportunities for Community Investment
Instead of using federal bailout funds to directly address residents’ needs, the city chose to prioritize paying off short-term debts. Imagine how El Cerrito could have benefited if those funds had been used to:
Improve parks and libraries to enhance community engagement and well-being.
Build or find a senior center to provide older residents with critical resources and social connections.
Invest in infrastructure upgrades to improve quality of life and attract new businesses.
These are the types of investments that create lasting value for the community and demonstrate true leadership.
Why Ribbon-Cutting Ceremonies Ring Hollow
Given the context, it’s no wonder residents should be skeptical of ribbon-cutting ceremonies and public celebrations. They represent the optics of success without addressing the underlying issues:
There will be no more federal bailouts to cushion future mistakes.
The real estate market is cooling, and transfer tax windfalls won’t recur anytime soon.
Leadership hasn’t implemented meaningful reforms to ensure future stability.
Time to Refocus
El Cerrito’s leadership needs to step away from the champagne and start addressing the deeper challenges that remain:
Develop a sustainable financial strategy apart from raising taxes- a strategy which prioritizes community needs over temporary fixes.
Increase transparency by clearly communicating how funds are being allocated.
Engage the community to ensure leadership decisions align with residents’ priorities.
Investments in vital resources like parks, libraries, and a senior center would show a true commitment to improving the quality of life for all residents. That’s the kind of leadership El Cerrito needs.
Social Media Posts:
“Imagine what El Cerrito could achieve by investing in parks, libraries, and a senior center. It’s time to prioritize community needs over temporary fixes. #CommunityFirst”
“Federal bailout funds could’ve improved parks and built a senior center. Instead, El Cerrito used them to pay off loans. Residents deserve better. #TransparencyNow”
“Ribbon-cutting ceremonies are meaningless without real investment in the community. Let’s focus on parks, libraries, and seniors—not just optics. #LeadershipMatters”
“A senior center, better parks, and libraries: That’s what El Cerrito residents need. Let’s hold leadership accountable for making it happen. #AccountabilityNow”
Today marks a significant moment for the City of El Cerrito. The California State Auditor has officially removed our city from its “High Risk” designation, a status reserved for the bottom 5% of cities with severe financial vulnerabilities.
This milestone reflects the city’s progress in achieving fiscal stability, improving budget reporting, and implementing some sound financial management practices. It’s a well-earned recognition of hard work and collaboration—but it’s also a reminder of the challenges that lie ahead. Remember we are no longer in the bottom 5% and there’s much more work to be done to achieve sustainable stability.
The news is encouraging but remember it took 5 years of denial (from city officials) to get here Over the past five years, El Cerrito the city faced a daunting financial situation and these achievements are worthy of acknowledgment and gratitude for everyone who contributed to this effort.
However, while this accomplishment is reason to feel hopeful, it is not a moment to relax or declare victory.
High Risk: A Designation to Avoid
The “High Risk” designation is not applied lightly. It identifies cities that fall into the worst-performing 5% in terms of financial health.
While El Cerrito has successfully removed itself from this category, we must acknowledge the reality: meeting the threshold for removal does not mean we’ve solved all our financial challenges. It means we’ve created a stable foundation, but sustaining it will require constant vigilance, cost discipline, and a commitment to continuous improvement.
Moving Forward: The Real Work Begins
As we reflect on this progress, we must also acknowledge the challenges still ahead:
Structural Deficits: While the General Fund is stabilized, maintaining it requires disciplined fiscal policies, an evaluation of staffing levels + adjustments, careful monitoring, and a willingness to make difficult decisions.
Infrastructure and Services: Our city still faces significant needs in infrastructure maintenance, public safety, and community services. These demands must be balanced within our financial capacity.
Economic Uncertainty: Economic shifts, inflation, and external pressures could pose risks to our fiscal stability. Planning for these uncertainties will be critical.
Transparency and Accountability: The culture of transparency and accountability we’ve built must remain a cornerstone of how we operate, ensuring that our community stays informed and engaged in our financial decisions.
A Call for Partnership
The progress El Cerrito has made belongs to all of us, and so does the responsibility to ensure we don’t slip backward. We must move forward with humility, caution, and a sense of purpose, knowing that the hard work of maintaining fiscal stability is never complete. This is a time to double down on our efforts, not ease up.
So, while we pause to acknowledge this milestone, let’s put the champagne back on ice. There’s much to celebrate, but there’s even more to accomplish. Together, as a community, we can ensure that this achievement becomes the foundation for an even brighter and more sustainable future for El Cerrito.
Let’s keep moving forward, El Cerrito. There’s still work to do.
Public participation is a cornerstone of local government, ensuring transparency and accountability. However, recent practices in El Cerrito City Council meetings raise questions about how well the city’s processes align with its ordinances and the principles of open governance.
Consent Calendar and Public Input
One key issue lies with the Consent Calendar. This section of the agenda is typically reserved for routine matters that can be approved collectively without discussion. However, in El Cerrito, significant items—such as the Comprehensive Annual Financial Report (CAFR, now the Annual Comprehensive Financial Report or ACFR)—have occasionally been placed on the Consent Calendar. This practice reduces the visibility of critical financial matters and limits opportunities for public discourse.
The city’s ordinances, specifically Section 2.04.090, provide guidelines for handling Consent Calendar items. The ordinance states:
“If any council member objects to the placement of an item on the consent calendar, or if any member of the public wishes to address the council on any such item, the item shall be deemed removed from the consent calendar and shall be heard and acted upon at its regular place on the agenda.”
This language makes clear that members of the public have the right to request the removal of an item from the Consent Calendar for discussion during its regular place on the agenda. Yet, in practice, the council has required public comments on Consent Calendar items to occur during the “items not on the agenda” portion of the meeting, effectively bypassing the ordinance’s intent.
Limiting Citizen Participation: The Two-Minute Rule
Another area of concern is the limitation of public comments to two minutes per speaker and a total of 30 minutes for all comments. While limiting comment time is common in many cities to maintain order and efficiency, El Cerrito’s ordinances do not explicitly grant the mayor the sole authority to impose such restrictions. Instead, the relevant ordinance, Section 2.04.035, outlines procedures for public participation but does not detail time constraints or grant unilateral powers to the mayor.
This raises an important question: Which ordinance provides the mayor with the authority to limit public input in this way? Without a clear legal foundation, these practices risk undermining the public’s right to meaningful participation in government proceedings.
Council Responses to Citizen Questions
California’s Brown Act governs public meetings and aims to ensure transparency by prohibiting discussions or decisions on matters not listed on the agenda. However, the Brown Act does allow council members to briefly respond to public comments, ask clarifying questions, or refer issues to staff for further action. While this provides a mechanism for addressing citizen concerns, it also highlights the importance of structuring meetings to maximize public engagement.
The Need for Reform in El Cerrito
El Cerrito could benefit from taking steps to strengthen its public participation processes and ensure they align with both ordinances and best practices in local governance.
#AlignPracticesWithOrdinances: Ensure that public comments on Consent Calendar items are allowed during their regular place on the agenda, as outlined in Section 2.04.090.
#ClarifyRulesForPublicInput: Amend or clarify ordinances to specify the time limits for public comments and the authority of the mayor in setting these limits.
#IncreaseTransparency: Avoid placing significant financial or policy matters on the Consent Calendar. Schedule them as separate agenda items to allow for thorough discussion.
#EducatePublicAndCouncil: Provide training for council members and public education sessions to explain the Brown Act and the rights of citizens in council meetings.
El Cerrito’s practices around public participation and the Consent Calendar highlight the importance of adhering to established ordinances and fostering open dialogue. By addressing these concerns, the city can ensure that its governance remains transparent, participatory, and accountable to its residents. Public engagement is not just a procedural requirement—it is the foundation of democratic local government.
In her recent State of El Cerrito address, Mayor Tessa Rudnick touted the city’s “large fund balance” as a sign of strong fiscal management. However, this narrative failed to acknowledge a critical detail: most of this fund balance is restricted, earmarked for specific uses, and unavailable to address broader community needs. Moreover, the city has gone silent on the unrestricted reserve amount – which indicates that cash flow challenges have forced the city to deplete unrestricted reserves, leaving the city vulnerable once again. This deliberate omission highlights a troubling pattern in El Cerrito’s leadership—one of selective transparency and prioritization of voices that align with their agenda.
The mayor’s approach to public engagement during the meeting revealed an even deeper issue. Through strict time enforcement for some and extended leniency for others, the council showed a clear bias that undermines its claims of equity and inclusion.
Public Comment: Limited Voices, Selective Favoritism
The meeting brought passionate discussions on two electrifying topics: calls for a cease-fire in the Middle East and the proposal for a bike lane on Richmond Street. These subjects elicited heartfelt and divided opinions, highlighting the community’s diversity of thought. Yet, the council limited public comment to a total of 30 minutes, with most speakers restricted to just two minutes each before being abruptly cut off. For many residents, this meant their opportunity to address the council was over before their points could even be fully articulated.
What’s more, the enforcement of these time limits was anything but equitable. While the City Clerk strictly enforced the two-minute rule for most speakers -often cutting them off mid-sentence, a known council supporter and El Cerrito booster was allowed to speak for double the allotted time. This favoritism wasn’t accidental—it was intentional, sending a clear message that some voices are more welcome than others.
Mayor Rudnick’s handling of public comment demonstrated a clear preference for silencing dissent. By limiting time for critical issues and prioritizing voices that align with her agenda, she ensured that opposing viewpoints were suppressed. If this pattern continues, Mayor Rudnick may well be remembered as the mayor who silenced dissent in El Cerrito, undermining the values of equity and inclusion she claims to uphold.
An Intentional Divide
This selective enforcement of rules wasn’t a simple oversight—it was a deliberate choice. By silencing dissenting voices – using the police to assist, while granting supporters additional time, the city demonstrated a troubling disregard for fairness and inclusion.
Public meetings are not supposed to amplify the comfortable echo chamber of those in power; they are meant to be forums for all perspectives, even those that challenge leadership decisions.
The council’s reluctance to engage with contentious topics was equally disappointing. Instead of addressing critical issues like the Middle East cease-fire or the Richmond Street bike lane, the council appeared to retreat, avoiding meaningful discussion and further alienating frustrated residents.
Looking Ahead: A Call for Real Leadership
As El Cerrito moves forward, we are hopeful that the newly seated council members will take their responsibilities to equity, inclusion, and transparency seriously. True leadership requires a commitment to listening to all voices, not just those that align with pre-existing agendas.
To rebuild trust, the council must treat all voices fairly, expand public engagement opportunities, and engage directly with the issues that matter to the community. El Cerrito residents deserve leadership that values every voice and every perspective equally. We look forward to seeing the council commit to the principles of fairness, accountability, and genuine community engagement.
Mayor Rudnick’s approach to leadership serves as a reminder of the dangers of selective transparency and intentional silencing – which would have made Ruth Bader Ginsburg cringe. It is up to the new council members to take El Cerrito in a better direction.
El Cerrito stands out among its neighboring cities for its unusually high concentration of fire services relative to its population and geographic size. The California State Auditor previously recommended that El Cerrito conduct a staffing analysis to determine the appropriate staffing levels for each classification. However, nearly four years later, the city has disregarded this recommendation. As the data shows, El Cerrito’s staffing levels appear to be highly inflated compared to its neighbors, raising questions about the efficiency of its resource allocation and the burden on taxpayers.
Overstaffing not only creates upward pressure on expenses, but it also significantly increases the city’s PERS retirement costs, further inflating the unfunded liability, which currently stands at $89 million. Safety employees, including Fire and Police, contribute much larger retirement costs than standard employees, adding to the long-term financial strain on the city.
With a population of 30,770 served by three fire stations, the city averages 10,257 residents per station, far lower than most of its neighbors. By comparison:
• Lafayette: 8,349 residents per station (3 stations, population 25,048, covering 15.20 square miles)
• Martinez: 12,132 residents per station (3 stations, population 36,395, covering 12.47 square miles)
• Richmond: 16,105 residents per station (7 stations, population 112,735)
• Berkeley: 16,745 residents per station (7 stations, population 117,214)
• Pleasant Hill: 16,901 residents per station (2 stations, population 33,802)
Despite its compact size of just 4.66 square miles, El Cerrito’s fire department resources per capita are proportionally far greater than larger cities like Antioch (29,274 residents per station) or Concord (40,772 residents per station).
To ensure taxpayer dollars are spent efficiently and responsibly, El Cerrito must commission an independent staffing analysis to evaluate the appropriate levels for fire services and other departments. Such a study would provide critical insights to help align staffing with community needs, reduce unnecessary expenses, and address the growing unfunded liability.
The City of El Cerrito’s latest request for proposals (RFP) from consulting firms specializing in economic development, affordable housing, and financial strategies might seem like a step toward progress. However, this pattern raises pressing concerns about sustainability, financial recovery, and the long-term impact on the city’s workforce. The recurring reliance on consultants is not just a financial choice—it reflects deeper issues in governance and operational strategy that could harm the city’s long-term prospects.
The Sustainability Paradox
Sustainability isn’t just about environmental stewardship; it’s about creating systems that endure over time. By continually outsourcing critical tasks, El Cerrito creates a cycle of dependency that is anything but sustainable. Consultants come and go, often delivering one-time solutions without building the internal capacity needed to maintain those solutions or adapt them to future challenges.
True sustainability would mean investing in city staff, equipping them with the skills and resources necessary to address El Cerrito’s economic and housing challenges. When the knowledge and expertise reside in-house, the city can respond more dynamically to its needs without waiting for an external firm to step in.
The Illusion of Financial Recovery
Consultants are often brought in under the premise of cost-effectiveness. However, the reality is that outsourcing expertise frequently costs more in the long run. Each new RFP brings with it fees, onboarding costs, and a steep learning curve for consultants to understand the city’s unique circumstances. And when they leave, the institutional knowledge they’ve gained leaves with them. This creates a revolving door of short-term fixes rather than sustainable solutions, forcing the city to pay again and again for similar services.
Investing in permanent staff not only reduces recurring consultancy costs but also builds a knowledgeable workforce that can tackle future issues with consistency and historical context. Financial recovery requires more than balancing the immediate budget—it demands strategic, long-term planning that prioritizes internal strength over external dependence.
Eroding Employee Pride and Capacity
Reliance on consultants also sends a demoralizing message to city employees. By outsourcing critical work, El Cerrito signals that it lacks confidence in its workforce’s ability to deliver. This can undermine employee pride and diminish morale, as staff see external firms trusted with tasks they are perfectly capable of handling if given the opportunity and resources.
Furthermore, the city’s ability to attract and retain talent is compromised when skilled professionals recognize that their expertise may be undervalued. Empowering employees to lead projects fosters a culture of ownership, innovation, and pride in their work—qualities that benefit the city far beyond the immediate tasks at hand.
The Long-Term Costs of Knowledge Loss
When consultants complete a project, they take with them not just their fees but also the insights, strategies, and lessons learned during their tenure. This leaves El Cerrito starting from scratch each time it engages a new firm, paying repeatedly for the same foundational work. Worse, the lack of continuity can lead to fragmented efforts and misaligned strategies, further hindering progress.
The city wants some level of continuity. Which is why the city keeps hiring the same firms who often conduct sub par work products – but that’s a blog all by itself!
In contrast, cultivating institutional knowledge within city staff ensures that expertise remains in-house. Employees who understand the city’s history, challenges, and goals can build on their experiences, delivering more cohesive and effective solutions over time.
Rethinking El Cerrito’s Approach
El Cerrito’s latest RFP, framed as an opportunity for consulting firms, should be a wake-up call for the city’s leadership. Instead of continuing this cycle, the city should prioritize building internal capacity. This includes:
• Investing in Professional Development: Equip employees with the training and resources needed to take on complex projects.
• Creating Incentives for Talent Retention: Foster an environment where skilled professionals feel valued and see opportunities for growth.
• Reevaluating Budget Priorities: Redirect funds from consultancy fees toward hiring and developing permanent staff.
• Fostering Transparency and Accountability: Ensure that all decisions, including those about consultants, align with the city’s long-term goals for sustainability and resilience.
El Cerrito’s financial and operational challenges cannot be solved by outsourcing alone. It’s time to shift from a reactive reliance on consultants to a proactive investment in the city’s workforce and infrastructure. True recovery and sustainability lie not in external expertise but in empowering the city’s employees to lead with pride, innovation, and accountability.
Instead of another RFP for consultants, El Cerrito should issue a new kind of call—to its own staff and residents—to join together in building a resilient, sustainable future.
El Cerrito’s Mayor will deliver her final State of the City Address on Tuesday, December 17, 2024, marking a pivotal moment for the community. As she concludes her term without seeking reelection, this address provides a unique opportunity for an honest and thorough evaluation of the city’s current condition and its path forward.
El Cerrito Mayor
The Mayor is encouraged to take a balanced approach, combining celebration of achievements with transparent acknowledgment of challenges. This includes addressing critical issues such as the state auditor’s recommendations, the status of unrestricted reserves, and the city’s $89 million unfunded liability. These are pressing topics that residents deserve to hear about in detail. Highlighting specific progress, like successful initiatives, budget efficiencies, or infrastructure improvements, will provide tangible evidence to back her positive claims. Avoiding vague generalizations will ensure a meaningful and credible address.
At the same time, candidly outlining ongoing challenges—be it fiscal management, service delivery, or community needs—demonstrates leadership and a willingness to engage with the realities that the city faces. Such transparency could pave the way for constructive discussions and solutions under the incoming administration.
This final address is also an opportunity to highlight El Cerrito’s resilience and community spirit, showcasing specific examples of how the city has supported its residents, enhanced public spaces, or encouraged economic growth. Real stories, supported by data or personal anecdotes, will resonate more effectively than broad statements.
Residents are invited to participate by tuning into the live stream available on the city’s website. Closed captioning services are also accessible via Zoom. Webinar details: City Website | Webinar ID: 895 9114 0551 | Passcode: 938576. Questions can be directed to Will Provost, Assistant to the City Manager, at wprovost@ci.el-cerrito.ca.us or 510-215-4318.
This is more than an update—it’s an opportunity for the Mayor to reflect on her legacy, and empower the community to take an active role in addressing the city’s challenges while celebrating its successes. Let’s engage in this important civic moment and help shape the future of El Cerrito together.
The plight of El Cerrito’s senior community has become an enduring symbol of the city’s administrative inertia and misplaced priorities. Over seven years after a concerned citizen brought the issue of the Senior Center to the City Council at the October 3, 2017 meeting (timestamp 19:25), seniors remain displaced, and the city continues to evade accountability.
A Brief but Impactful Plea
The citizen’s remarks in 2017 were concise, lasting less than three minutes. However, her message was clear: the Senior Center at 6500 Stockton was inadequate, and relocation options needed to be explored. Despite this straightforward call to action, the council and administration failed to prioritize the matter. The inaction is a stark reminder that advocacy without follow-through leaves community needs unmet.
Seven Years Later: No Progress
Fast forward to today, and the status quo remains largely unchanged. Seniors in El Cerrito are still without a proper, permanent space. Members of the community and the El Cerrito Committee for Responsible Government (ECCRG) have repeatedly highlighted this issue, yet meaningful action from city leadership is still absent.
This failure reflects a broader trend within El Cerrito’s administration: a reliance on outdated tactics and a lack of innovative leadership. It appears that the current city manager has continued the poor practices of her predecessor, Scott Hanin, rather than charting a new course. Whether it’s due to her trust in figures like Hanin and former mayor Greg Lyman, or an unwillingness to break from past patterns, the result is the same: missed opportunities and diminished services.
Mismanagement of Federal Relief Funds
One of the most glaring examples of mismanagement under the current administration involves federal pandemic relief funds. These funds were intended to address community needs, providing a rare opportunity to support residents and stabilize essential services. Instead, the city used them to pay off short-term debt (TRANS loans) and balance the budget—a short-sighted move that papered over financial woes without addressing their root causes.
This financial strategy is emblematic of El Cerrito’s leadership crisis. The same approaches that nearly led the city to bankruptcy before the pandemic are still being employed. The city narrowly avoided bankruptcy thanks to federal intervention, not any fundamental change in fiscal practices.
What Needs to Change
The Senior Center is more than just a facility; it’s a reflection of how El Cerrito treats its most vulnerable residents. Seniors deserve a space that fosters community, well-being, and dignity. Instead, they have been left without a permanent home for more than seven years.
To address this, the city must:
Prioritize the Senior Center: Develop a concrete timeline and allocate resources to secure a new, permanent space for seniors.
Engage Stakeholders: Include seniors, community advocates, and groups like the the senior community in discussions to ensure their voices guide the process.
Adopt Transparent Practices: Break from the secrecy and poor financial management of the past. Clearly communicate how funds are being used and for what purposes.
Invest in the Community: Stop applying temporary fixes to systemic problems. Focus on sustainable, community-driven solutions.
Conclusion
The El Cerrito Senior Center saga is a glaring example of what happens when leadership prioritizes political convenience over community welfare. It’s time for the city to make amends for years of neglect and deliver on the promises made to its senior population. Anything less would be a continued betrayal of the trust and well-being of El Cerrito’s residents.
El Cerrito is facing an urgent and substantial need for capital improvements, estimated by the state auditor at nearly a quarter of a billion dollars. This staggering figure highlights the breadth of infrastructure needs within the city, encompassing everything from essential repairs to crucial building upgrades. Despite the significance of these unmet capital improvement needs, the topic remains notably absent from city council and Finance Advisory Board (FAB) meetings.
The lack of attention on this matter was particularly noticeable until it emerged at a recent League of Women Voters forum. This discussion served as an eye-opener, emphasizing just how severe and pressing these infrastructure needs are for the community. Councilmember Lisa Motoyama pointed out the essential role that repairing existing infrastructure plays in the city’s future plans. Specifically, Motoyama noted that before considering a new senior center, basic repairs must come first—suggesting that seniors may need to wait decades for an appropriate facility if current trends continue.
Historical Perspective on El Cerrito’s Capital Needs
Around 2010-2012, El Cerrito identified three core building priorities:
1. Senior Center
2. Library
3. Public Safety Building
These projects reflect the city’s vision at that time for community-centered spaces essential for public welfare, learning, and safety. Yet, under the current administration, the priorities appear to have shifted, leaving two primary needs on the city’s agenda:
1. Library
2. Public Safety Building
This narrowing focus raises questions about the prioritization process and the extent of progress on other longstanding needs, like the senior center, which appears to have taken a backseat.
Develop a Comprehensive Capital Improvement Plan
Addressing El Cerrito’s infrastructure needs requires a robust, transparent, and actionable capital improvement plan. This plan should lay out a clear roadmap for addressing the city’s infrastructure priorities, including timelines, funding strategies, and community engagement efforts. Without a strategic approach, the city risks delaying critical improvements and compromising the community’s quality of life.
Residents are encouraged to reach out to city leadership and express the need for a comprehensive capital improvement plan. Contact El Cerrito’s City Manager and City Council today to make your voice heard!
• City Manager
Email: citymanager@ci.el-cerrito.ca.us
Phone: (510) 215-4300
• City Council
Email: citycouncil@ci.el-cerrito.ca.us
Phone: (510) 215-4305
Together, we can advocate for a stronger, better El Cerrito with infrastructure that supports every member of our community.
On November 19th, the city council and staff marked the occasion of a $1.3 million contribution to a Section 115 pension investment. Notably, their consultant had advised a minimum contribution of $5 million, but the account was opened with only about 20% of that recommendation. Typically, cities that establish a Section 115 investment account are financially well-positioned, with ample unrestricted reserves and pension obligations adequately managed.
However, El Cerrito faces a mounting financial crisis as its pension debt to CalPERS—referred to as the Unfunded Accrued Liability (UAL)—reaches unprecedented levels. Over the years, the UAL has surged from $57 million to a staggering $98 million, with the city paying 6.8% interest on this debt. This alarming growth, fueled by rising payroll costs and limited fiscal reserves, threatens the city’s financial stability and underscores the urgent need for action.
Six years of ignoring the state auditor
How Did We Get Here?
A key driver of El Cerrito’s pension liability is its payroll structure. Compared to neighboring cities like Hercules, Albany, and Pinole, El Cerrito employs significantly more staff, particularly in police and fire departments. These public safety positions contribute disproportionately to pension costs due to higher salaries and more generous retirement benefits. For example:
Hercules, with a comparable population, operates with half the staff and significantly lower pension obligations.
Albany and Pinole maintain leaner workforces, further highlighting the inefficiency of El Cerrito’s staffing model.
Public safety roles—while essential—carry greater financial burdens, as police officers and firefighters often retire earlier and with higher benefits than other municipal employees. El Cerrito’s reliance on a larger workforce, coupled with elevated salaries, exacerbates its pension crisis.
The Risks of Inaction
Failing to address the growing UAL poses serious risks, including:
Strain on City Services: Rising pension costs siphon funds from vital community services and infrastructure maintenance.
Higher Borrowing Costs: A downgraded credit rating could increase borrowing expenses for future projects.
Taxpayer Burden: Residents may face higher taxes or reduced services if fiscal mismanagement continues unchecked.
The Path Forward: Strategic Workforce and Pension Reforms
El Cerrito must act decisively to safeguard its financial future. Key recommendations include:
Reevaluating Staffing Levels: Conduct a thorough analysis of workforce needs, particularly in public safety, to align staffing with fiscal realities.
Negotiating Pension Reforms: Work with unions to adjust benefit structures for new hires and explore other cost-saving measures.
Increasing Contributions: Commit to paying more than the minimum required to reduce the UAL rather than letting it grow further.
Exploring Regional Collaboration: Partner with neighboring cities to share public safety services and reduce overhead costs.
Rising Costs and Limited Information
Transparency is essential for addressing the UAL. However, El Cerrito has disclosed limited information about its financial obligations. For example:
The city reported no UAL payments for FY 2024, despite escalating liabilities.
Annual UAL payments have surged by 96% since FY 2017-18, rising from $3.2 million to $6.2 million in FY 2022-23, with further increases anticipated.
The city council must prioritize clear communication about its pension obligations and develop a robust plan to manage them.
Conduct Your Own Research
Residents can access CalPERS valuations to better understand the financial challenges. The 2022 valuation is publicly available and outlines El Cerrito’s total UAL and funded ratio. Understanding how CalPERS’ investment returns and local payroll decisions impact the UAL is critical for informed advocacy.
Join the Conversation
El Cerrito residents have a pivotal role in shaping the city’s financial future. By staying informed, asking critical questions, and advocating for responsible fiscal management, the community can hold city leaders accountable and push for sustainable reforms.
The Time to Act is Now
Every year of inaction compounds the problem, making solutions more difficult and costly. El Cerrito must prioritize fiscal responsibility through transparent governance, strategic workforce planning, and sustainable pension reforms. Together, we can ensure a stable financial future for our city.
In the era of digital discourse, it’s essential to strike a balance between fostering open dialogue and respecting individual privacy. Recently, a concerned citizen raised serious allegations against the El Cerrito Committee for Responsible Government (ECCRG) regarding the publication of names and email addresses in blog comments. It’s time to address these concerns and clarify how blogging platforms, like WordPress, handle comments and personal information.
Understanding How WordPress Handles Comments
When someone leaves a comment on a WordPress-hosted blog, the comment, including the information the user provides (username, email, and comment content), becomes visible to anyone visiting the site once it is approved or automatically published. Email addresses entered in the required email field are included in the comment and visible to the public. This is how WordPress generally manages comment submissions by default although some customization can be made by the blog administrator.
This means commenters should avoid including sensitive information, such as email addresses or personal details, in the body of their comments or during submission unless they are comfortable with that information being public. Additionally, WordPress allows blog subscribers to receive email notifications each time someone comments on a post. These emails include the comment details, which may contribute to the dissemination of shared information.
Savvy bloggers and commenters often use monikers,, initials, or pseudonyms to maintain their privacy while engaging in public discussions. This practice can protect personal information while still contributing to online dialogue.
ECCRG’s Practices Regarding Comments and Sharing
It is important to clarify that ECCRG does not post comments or blogs on Nextdoor or any other third-party platform. If a comment or blog post from ECCRG appears elsewhere, it is not because ECCRG shared it. Subscribers or other third parties may choose to distribute this content independently. ECCRG is not responsible for how others share publicly available information from its site.
Responding to the Concerned Citizen’s Allegations
The citizen alleges that ECCRG published their name and email address without consent and subsequently shared this information via public email and social platforms like Nextdoor.
The dissemination of a comment via email notifications to subscribers is an automated feature of WordPress. If a subscriber shares that email further, ECCRG is not involved in that decision.
The ECCRG is responsible for managing its content and respecting its audience’s privacy. However, the organization does not control how third-party individuals share public or subscriber notifications.
Moving Forward: Steps for Transparency and Accountability
To ensure clarity users should also be encouraged to use pseudonyms or initials and avoid including sensitive information. Regular audits of comments can help identify and redact sensitive information inadvertently included. Publishing a public response to address specific concerns, acknowledge any oversight, and outline actionable steps can further demonstrate accountability.
A Call for Digital Literacy
The onus isn’t solely on platforms like ECCRG or WordPress. Users must also exercise caution when sharing information online. Understanding how platforms work—such as knowing that WordPress comments are public and that personal information submitted in the email field becomes visible—can help individuals better navigate the digital world responsibly.
Using monikers, initials, or pseudonyms when commenting is a simple yet effective way to engage in discussions while maintaining privacy. Digital literacy and personal responsibility are key in fostering safe and respectful online environments.
The allegations about ECCRG exposing personal information stem from a misunderstanding of how WordPress handles public comments and email notifications.
While the ECCRG can take proactive steps to clarify policies and improve its practices, it’s essential to reiterate that ECCRG does not post comments or blogs on Nextdoor. The transparency and functionality of WordPress remain foundational to fostering open dialogue.
Let’s use this as an opportunity to comment safely.
Between FY 2019 and FY 2024, the El Cerrito Library experienced a significant 43% decline in foot traffic. In 2019, the library recorded 171,262 visits, which decreased to 96,798 by 2024—a reduction of 74,464 visits. This trend reflects a broader pattern across the Contra Costa Library system, which saw an overall 31% decline in foot traffic during the same period. For instance, the Kensington Library reported a 35% decrease, highlighting a regional shift in library usage.
Despite this decline, El Cerrito is proposing a $300 annual parcel tax to fund the construction of a new 21,000 square-foot library. While investing in libraries is essential for community enrichment, these figures raise critical questions: Is there sufficient demand to justify a facility of this size, and can the city sustain such an investment when foot traffic data suggests a diminishing reliance on physical library spaces?
The proposal appears disconnected from current trends in library usage. With fewer than 100,000 visits annually—a 43% decrease in just five years—it’s challenging to justify the need for a larger facility. Asking residents to shoulder a $300 annual tax burden, particularly in a time of declining in-person engagement, deserves careful scrutiny.
El Cerrito’s decision-makers must address this misalignment between usage patterns and financial expectations, ensuring the community’s needs and priorities are genuinely reflected in such a significant investment.
A concerned citizen recently wrote to ECCRG. Their perspective offered some insight. Here are a few thoughts presented as a blog:
Advocacy for Surveillance Technology
El Cerrito’s city government has recently come under scrutiny, with allegations suggesting it operates as a “Good Ol’ Boys” club, lacking accountability and transparency. Residents express concerns that Mayor Tessa Rudnick has leveraged her position for personal political gain and to suppress dissenting views, both within El Cerrito and in other communities.
Allegations of Silencing Opposition
A report from Marin County Confidential highlights instances where local political figures have allegedly attempted to silence opposition. While the report does not directly implicate Mayor Rudnick, it raises concerns about similar tactics potentially being employed in El Cerrito. The report discusses efforts to suppress dissenting voices and control narratives, which some fear could be mirrored under Rudnick’s leadership especially as she discontinued public comments via zoom.
There are also apprehensions that Mayor Rudnick’s administration may advocate for the acquisition of advanced surveillance technologies for the police department. Such initiatives, while often justified under the guise of public safety, raise concerns about potential overreach and the erosion of civil liberties and are costly to procure.
Community Concerns and Calls for Accountability
Residents have expressed worries about the city’s financial management and the prioritization of projects that may not serve the community’s best interests. The community’s vigilance and active participation are essential to ensure that governance remains aligned with the public’s best interests and that civil liberties are upheld.
Attend tomorrow’s city council meeting:
6:00 pm
City Hall, City Council Chambers 10890 San Pablo Ave. El Cerrito, CA
El Cerrito’s leadership has for a long while been at a critical juncture, facing significant concerns about accountability, transparency, and the potential suppression of dissenting voices. It is imperative for the community to remain engaged and demand that their leaders prioritize the public good over personal or political gain.
Ensuring that the appropriate personnel are in optimal positions and performing effectively is a fundamental principle of management. This principle becomes particularly apparent during the city’s annual budget development.
The City Manager frequently dismisses requests for more detailed information or budget modifications with a recurrent excuse: a shortage of staff. This repeated response, which residents have grown weary of hearing, raises concerns that the City Manager might be seeking unquestioned approval rather than open discussion.
In a striking contradiction, the Finance department is fully staffed, yet the city has historically and continues to depend on Management Partners and HdL for essential analytical work. The ECCRG points out that this excessive dependence on external consultants, rather than leveraging the capabilities of existing staff, or finding personnel with the appropriate skillset is a significant problem.
This strategy results in increased expenses for the community while often producing inadequate analysis – remember the million property tax estimate that was corrected by reserves? The analysis’s reliability is compromised because the consultants are not directly affected by the outcomes. Unlike external consultants, staff members often have a personal investment in the organization’s success.
The ECCRG is also skeptical about whether the City Manager truly has confidence in the management team’s capability to deliver the expected results.
The ECCRG proposes that the real solution is not merely to increase the number of staff members but to strategically hire individuals with the necessary analytical skills. A strong analytics team, guided by an adept manager, is essential. Despite the state auditor identifying a lack of analytical depth in the city, there has been minimal progress in rectifying this issue over the past three years.
ECCRG urges the City Manager to minimize the reliance on external consultants and instead concentrate on cultivating a robust and capable internal team. This shift would not only provide more thorough analysis but also lessen the city’s dependency on consultants for tasks that could be effectively managed in-house.
Your Thoughts? What are your experiences with city services in El Cerrito? Do you see similar issues, or do you have a different perspective? Share your stories and suggestions for how our city can improve. Let’s start a conversation for change.
Here is 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 Council.
Council meetings are remote and in-person, but public comment is now limited to in-person attendees.
If you want to contact City Council Members or the City Managers, all their emails are below:
Mayor Tessa Rudnick has expressed aspirations to become a city manager one day. This raises an important question: How would she approach governance differently to ensure transparency, fiscal responsibility, and better outcomes for the residents of El Cerrito?
With the State of the City Address approaching, now is the perfect time for Mayor Rudnick to share her vision—not just for her current role as mayor, but for how she would lead differently as a city manager. As residents, we also hope she will address these pressing financial and operational concerns:
Senior Center Funding Why does El Cerrito remain without a senior center while neighboring cities prioritize such facilities? As a future city manager, how would you ensure this essential community need is met?
Ohlone Greenway Maintenance The Ohlone Greenway is a critical resource, yet its condition continues to decline. What actions would you take as city manager to prioritize and fund its restoration?
Road Conditions and Dedicated Taxes The pavement condition index has steadily declined despite a dedicated sales tax for road repairs. How would you improve the allocation and oversight of these funds?
UAL Pension Liability With the city’s unfunded pension liability now at $89 million, what specific strategies would you implement to address this financial burden and ensure sustainability?
Missed Library Grant Opportunity The city reportedly failed to apply for a state-matching funds library grant due to a lack of matching funds. How would you ensure El Cerrito seizes opportunities like this in the future?
Weakened Financial Reserves Proposal The Financial Advisory Board (FAB) recommended strengthening financial reserves, but you made a recommendation to the council to weaken the proposal. How would you balance short-term needs with long-term financial health as a city manager?
Fiscal Year 2024 Deficit Even with service cutbacks, the city ran a deficit in fiscal year 2024. What specific changes would you make to prevent future deficits and ensure balanced budgets?
State Auditor’s Report and Ranking What would you do to improve the city’s rank as 13th most likely to become bankrupt?
Mayor Rudnick, this is an opportunity to share your leadership philosophy and clarify how you would address these challenges now and in the future. Your answers could help rebuild trust and guide El Cerrito toward a more transparent and sustainable future.
We encourage Mayor Rudnick to publicly respond to these questions and outline her vision for El Cerrito and her potential future role as city manager.
El Cerrito’s City Manager Karen Pinkos often touts her commitment to transparency and public engagement. On paper, her administration checks all the boxes: public hearings are held, presentations are given, and decisions are announced. At first glance, this may appear as the textbook definition of participatory government. However, a deeper look into her leadership practices reveals that these hearings and discussions are merely performative. Decisions are often made in advance, leaving public input without influence on the city’s policies or budget allocations.
Public Hearings: A Check-the-Box Exercise
Pinkos has built a reputation for hosting public hearings to give the appearance of transparency. Yet these meetings are increasingly characterized by their superficiality. Residents are invited to voice their opinions, but those opinions rarely seem to influence the city’s decisions. For example, despite robust community feedback during budget hearings, the final decisions often mirror the original proposals with minimal, if any, adjustments based on public input.
This approach to governance raises critical questions about the utility of these hearings. Are they genuinely intended to involve the community in decision-making, or are they staged exercises to fulfill procedural obligations? For many El Cerrito residents, the answer seems clear: their voices are not being heard.
Ignoring the Financial Advisory Board (FAB)
Remember when FAB meetings were recorded? Even after the pandemic FAB meetings were recorded. The City Manager put a hard stop on recordings. Here’s more:
One particularly egregious example of this disregard for input is the city’s treatment of the Financial Advisory Board (FAB). This board, which is supposed to provide independent oversight and recommendations on budget matters, has seen its guidance repeatedly ignored under Pinkos’s leadership.
The FAB has often emphasized the importance of cost-benefit analyses and sound financial planning. However, based on Pinkos’s recommendations, the city has disregarded these warnings, opting instead for budgets and policies that lack detailed financial analysis or transparency. This dismissal of the FAB undermines its purpose and calls into question the city’s commitment to fiscal responsibility.
Opaque Decision-Making
Under Pinkos’s leadership, the city has consistently avoided conducting comprehensive cost-benefit analyses for major decisions such as the purchase of the church building at $1.5 million, and amount that exceeded the value of the building.. This omission of course benefit analysis LLC not only jeopardizes the city’s financial health but also leaves the public in the dark about how taxpayer money is being spent.
Consider recent budget decisions, where critical details about financial trade-offs were absent from public discussions. The lack of transparency leaves residents wondering whether the city’s priorities align with their needs—or if the decisions are being driven by other motives.
The Illusion of Leadership
Karen Pinkos’s management style reflects a broader trend of creating the illusion of transparency without delivering substantive accountability. Hosting public hearings and disregarding input, sidelining the FAB, and omitting financial analyses all point to a leadership approach that prioritizes optics over outcomes.
El Cerrito residents deserve better. Transparency is not about appearances; it is about meaningful engagement, accountability, and trust. As the city faces mounting financial challenges, the need for genuine leadership—one that listens, analyzes, and acts in the public’s best interest—has never been more urgent.
It’s time for El Cerrito to demand more than box-checking from its leadership. Karen Pinkos’s tenure highlights the pitfalls of performative governance and serves as a reminder of the importance of holding public officials accountable.
El Cerrito Committee for Responsible Government (ECCRG) 