El Cerrito, a city facing financial difficulties, continues to experience increasing expenses while essential services for residents diminish. A significant and often overlooked aspect of this issue is the city’s growing senior population. According to 2010 data, 1,188 households (11.7%) had someone living alone who was 65 or older. Despite the evident need for senior services, the city has failed to address this critical issue adequately.
In 2018, the then-mayor urged residents to support the real property transfer tax, promising to fund a new senior center. However, the senior center was closed a few years ago and rented out to Kensington, with no further council discussions on reopening or addressing the needs of our elderly population. This decision left many seniors without a dedicated space for socializing, receiving services, and engaging in community activities.
While the city claims financial constraints, it seems there are funds available for other purposes. On April 30, 2022, the city manager spent $583.66 at San Rafael Joe’s for a departmental head dinner. The detailed expenses from that evening reveal a significant amount spent on food and beverages:
Espresso (2): $6.50
Cappuccino (3): $12.00
Calamari Appetizer (2): $24.50
Bruschetta (2): $22.00
House Salad: $6.75
Prime Rib (4): $152.00
Veal Scaloppini: $25.50
Veal Parmigiana: $25.50
Chicken Piccata: $21.00
Veggie with Snapper: $22.00
Prawns Saute: $24.50
Tiramisu (2): $10.00
Bread Pudding: $7.50
NY Cheesecake: $7.50
Crème Brulee: $7.00
Cup Chowder: $7.00
Gratuity: $84.62
Total Due: $507.70
These expenses highlight a concerning trend of frivolous spending within the city’s government, even as it struggles to provide essential services to its residents. The city’s financial priorities appear misaligned with the needs of the community, particularly its vulnerable senior population.
As a resident of El Cerrito, it is crucial to hold our city officials accountable for their spending decisions and advocate for a more transparent and responsible allocation of our tax dollars. The city must prioritize essential services, such as reopening a senior center, to support and enhance the well-being of our elderly residents. It is only through vigilant oversight and active participation that we can ensure our city funds are used wisely and for the benefit of all residents.
At the upcoming July 17 council meeting, council members are expected to propose a “forever tax” to be placed on the November ballot. If approved by the voters this tax will be imposed on the sale of tangible personal property and the storage, use, or other consumption of such property. The proposed tax rate would be one percent (1.0%) of the sales price of the property. Revenue from this tax would be collected by the California Department of Tax and Fee Administration and remitted to the City of El Cerrito. Notably, this tax would remain in effect indefinitely until ended by voters, requiring a simple majority vote for approval.
This proposed tax is designed to be a general fund tax, meaning it will need just 50 percent plus one vote to pass. In contrast, a dedicated library tax currently requires a two-thirds majority. Additionally, a state proposition on the ballot for the library forever tax aims to lower the required percentage to pass construction issues down to 55 percent.
One significant consideration is that a forever tax has never been repealed by El Cerrito voters. Once implemented, these taxes tend to remain in place indefinitely. Moreover, adding repeal measures to the ballot is both expensive and time-consuming, further complicating any future efforts to reconsider such taxes.
Others are concerned about the city’s push to get voters to enact new taxes that never expire. Placing an expiration date on each tax gives voters a clear opportunity to vote yes if they are satisfied with how money is being spent and no if they are not. To say that voters can repeal a tax if they don’t like it is absurd since this places a tremendous burden on citizens to figure out the process and collect a large number of signatures. That’s why it is wise to enact taxes that expire within a reasonable amount of time. If the council votes on July 17 to place a “forever” sales tax extension on the ballot, the council needs to break their silence, engage the public, and discuss their reasoning.
Voters in El Cerrito will not only decide on the forever tax but also weigh in on significant measures at the state and regional levels. One notable item is the Bay Area affordable housing bond measure, which aims to raise $20 billion for affordable housing, potentially increasing property taxes by a few hundred dollars per year. Other state bond measures will also be up for consideration, reflecting a broader effort to address housing and infrastructure needs across California.
The introduction of these measures highlights the ongoing fiscal challenges and priorities within our community and state. As we approach the November election, it will be crucial for residents to understand the implications of these taxes and bond measures on our local economy and public services.
For more details on the July 17 council meeting agenda, you can visit the El Cerrito city portal.
Stay informed, and make your voice heard at the ballot box this November.
As the El Cerrito City Council election approaches, we, the residents, must strive for integrity and fairness in our electoral process. Independent candidates offer fresh perspectives and new ideas that can drive positive change in our community. However, recent history has shown us that underhanded tactics can undermine the democratic process.
Remembering the Last Election
In the last election, we were thrilled by the candidacy of an independent candidate who articulated her views clearly and made them accessible to everyone. Despite lacking the backing of powerful political machines, her campaign resonated with many of us. Unfortunately, her efforts were met with deceitful opposition. A prominent city hall booster on Nextdoor took it upon himself to distort her views and disparage her at every turn. Just days before the Election, a series of malicious posts attacking her emerged from a single unfamiliar account, never seen before or since. These posts were suspiciously cheered on by the same city hall booster.
Several dedicated residents worked tirelessly to flag and remove these posts before they could cause significant damage. While this might not have been the sole reason she lost, it was deeply troubling to witness such dirty tricks in our local election.
Another independent candidate in a previous election faced similar challenges. His campaign, which brought innovative ideas for revitalizing San Pablo Avenue, saw a large number of his signs torn down. It’s disheartening to think people would stoop so low, but it’s not surprising given the baseless comments thrown around on Nextdoor by the city hall booster.
The Need for a Fair Election
The last election was marred by corruption on multiple levels. One candidate placed his signs out well ahead of the allowed period. Given the proximity to the election, the City Manager, Karen Pinkos, appeared to be publicly supporting a council member, Gabe Quintos, which is prohibited by ICMA rules. This luncheon occurred at Tigon restaurant on November 3, 2022. This year, if you witness any such indiscretions, please write to the ICMA to report them.
El Cerrito deserves a fair election where all candidates, especially independents, have an equal opportunity to compete for the three available seats. Through awareness, education, and advocacy, we can ensure that every candidate has a fair chance.
Call to Action
Let’s stand together for a fair election. If you see unfair tactics or violations of election rules, speak up and report them. Support independent candidates who bring new ideas and perspectives to our city council.
Join the movement for fair elections in El Cerrito. Together, we can make a difference.
By staying vigilant and advocating for fairness, we can uphold the democratic values that make our community strong. Let’s ensure that every candidate has the chance to be heard and that the residents of El Cerrito can make informed choices free from manipulation and deceit.
The El Cerrito city manager has chosen to drag her feet on the state auditor’s 2021 recommendation to conduct a crucial staffing needs study. Instead of addressing this significant issue, she has announced a slew of other initiatives as priority measures, pushing the study to the back burner.
Not so coincidentally, this delay aligns perfectly with the planned property tax measure—a $300 per year forever tax. This measure seems to be a strategic move to avoid any reductions in overstaffing by increasing revenue instead. Unfortunately, her mismanagement may cost El Cerrito residents dearly.
El Cerrito has the largest Police department per capita in Contra Costa County but with all those guns, the crime rate remains among the highest in Contra Costa County. Remarkably, El Cerrito is the only northern California city of 25,000 people with four battalion chiefs in its fire department. Additionally, the city manager’s office includes an assistant city manager and an executive assistant, making it the only city of its size in Contra Costa County with such a large city manager’s office. This overstaffing is a clear indicator of inefficient management that the proposed tax measure aims to sustain.
The residents of El Cerrito deserve better. We deserve transparent, accountable leadership that prioritizes the financial health of our city and the well-being of its citizens. Ignoring the state auditor’s recommendations and opting for a perpetual tax increase is not the solution.
Call to Action: We urge all residents to voice their concerns and demand action. Attend city council meetings, write to your representatives, and let the city manager know that we will not stand for this mismanagement. Our city’s future depends on it.
Take Action Today!
Attend City Council Meetings: Your presence and voice can make a difference.
Contact Your Councilmembers: Write letters and emails expressing your concerns.
Spread the Word: Share this post and use the hashtags to raise awareness.
Together, we can ensure a better future for El Cerrito. Let’s hold our city leadership accountable and demand the transparency and responsibility we deserve.
The media has been buzzing with reports about fare evasion at BART stations, and rightfully so. As a paying BART rider or a taxpayer, it’s our money that’s being lost. BART staff estimates the revenue loss due to fare cheats at $10 million to $25 million per year, but recent conservative figures suggest that fare evaders constitute 4 to 5 percent of overall ridership. This translates to a staggering loss of $22 million to $35 million annually, potentially exceeding BART’s projected structural operating budget deficit of $327 million over the next decade.
Fare evasion manifests in various ways: riders hopping over, sliding under, or pushing open barriers, using elevators that bypass the fare gate system, walking through unlocked emergency swing gates, or piggybacking on others. The current debate centers on whether to continue the fare inspector program, which costs almost $2 million annually. However, the real issue lies in accurately estimating the revenue lost to fare evasion to make informed decisions on how much to spend on solutions.
BART board members Debora Allen, John McPartland, and Liz Ames had repeatedly called for a concise methodology to estimate fare evasion accurately and include these results in quarterly financial reports. They argue that taking fare evasion seriously supports the vast majority of riders who always pay the correct fare.
Unfortunately, BART Board member Rebecca Saltzman since 2012 avoided addressing fare evasion even when BART received $3.5 billion from a bond measure in 2016, which would have funded new faregates. She avoided addressing fare evasion despite its significant cost and safety implications, nor has she demonstrated financial responsibility in her tenure.
A recent tragic incident underscores the magnitude of the delay in addressing safety concerns at BART stations. On July 2, 2024, a 74-year-old woman was killed after being pushed into a moving BART train at Powell Street station by a man identified as a transient. This incident highlights the dangerous environment created by fare evaders and other unauthorized individuals on the premises.
Rebecca Saltzman currently serves on the BART Board of Directors, and her work there, along with her bid for City Council, reflects her dedication to public service. However, despite her commitment, she has not demonstrated fiscal responsibility or prioritized addressing fare evasion. This raises questions about her capability to tackle these critical challenges.
As voters consider her bid for City Council, they should carefully weigh her commitment to making BART a safer, more reliable, and fiscally responsible transit system against her track record.
El Cerrito residents are grappling with an unnecessary financial burden: a $35 permit fee for residents with alarm systems charged by the police department. While we understand the need for fees to cover false alarms, it’s troubling that our tax dollars aren’t covering the cost of police responses to actual break-ins. This fee is yet another layer in the city’s financial mismanagement, adding to the high costs and high crime rates that plague our community.
High Crime Rates and Police Staffing Concerns
Despite having the largest police staff per capita in the region, El Cerrito is not seeing a corresponding increase in safety. Our crime rate is alarmingly high, with 44 incidents per thousand residents. The likelihood of being a victim of violent or property crime here is 1 in 23, far above the national average.
Comparatively, Hercules, California, a city of similar size and population, experiences much lower crime rates with fewer police officers. Hercules residents face a 1 in 900 chance of encountering violent crime and a 1 in 92 chance of property crime. These figures highlight that having more officers doesn’t necessarily lead to better safety outcomes.
The Inefficiency of the $35 Alarm Permit Fee
In this context, the $35 alarm permit fee imposed by the El Cerrito Police Department adds insult to injury. While fees for false alarms can be justified, charging residents for the mere presence of an alarm system is unacceptable. Our tax dollars should cover these essential services, ensuring that residents are not penalized for the city’s fiscal mismanagement.
A Call for Fiscal Responsibility and Better Policing
El Cerrito needs to reassess its approach to both financial management and public safety. The city must prioritize fiscal responsibility, innovative solutions, and effective community policing strategies. Learning from successful models like that of Hercules can provide valuable insights.
Strong, collaborative relationships between law enforcement agencies and communities are crucial for deterring crime and enhancing safety. The principles of 21st Century Policing—emphasizing dignity, respect, empathy, and transparency—must be adopted to rebuild trust and improve community relations.
Engaging with the Community
As residents of El Cerrito, it is vital to stay informed and engaged with these issues. Participate in local governance, support reform initiatives, and voice your concerns about fiscal management and public safety practices. Together, we can push for changes that will make our community safer and more financially stable.
How You Can Help:
Share this post with other residents.
Comment on the post.
Attend the monthly Financial Advisory Board meetings in person.
Post on Next Door.
Voice your concerns with the City Council.
Participate in Council meetings, which are available both remotely and in person, although public comment is now limited to in-person attendees.
On June 27th, the City Manager presented at Juku Cafe, sponsored by the Chamber of Commerce. The event was not widely publicized and should have been advertised on EC social media channels well ahead of the event.
We also have concerns about the accuracy of some of the statements made during this event, particularly regarding the City’s debt load and financial stability.
Misrepresentation of Debt Load
During the presentation, the City Manager claimed the City has “very little debt.” This statement seems to ignore the reality of over $85 million in unfunded pension liabilities. These liabilities are economic debt, even if they are recorded off-balance sheet. The omission of such a significant financial obligation raises questions about the transparency and completeness of the information provided to the public.
Denial of Bankruptcy Concerns
The City Manager also stated that the City was never near going bankrupt. This assertion contradicts the concerns raised by various financial analysts and the State Auditor, who previously identified El Cerrito as the 6th most likely city in California to face bankruptcy. Given the chronic overspending, reliance on reserves, and significant pension liabilities, it’s hard to reconcile her statement with the facts particularly since the city is currently ranked 13th of approximately 400 California cities to face bankruptcy.
Upcoming Sales Tax Measure Vote
Another point of concern raised during the presentation was the City Manager’s focus on the upcoming vote to extend the 1% sales tax measure, set to expire in 2027. Her concern about this vote indicates the City’s reliance on this revenue stream for financial stability. This reliance further underscores the precarious financial situation of the City, despite claims to the contrary.
Call to Action
We urge anyone who attended the meeting at Juku Cafe to share their observations and perspectives. As residents, we must have a clear and accurate understanding of our City’s financial health. Transparency and accountability are essential for making informed decisions, especially with critical votes on the horizon.
Let’s ensure that the information we receive from our City leaders is complete and truthful. If you were present at the meeting or have any insights, please reach out or leave a comment. Together, we can hold our City management accountable and work towards a financially stable and transparent El Cerrito.
As we gather with family and friends to celebrate the 4th of July, the El Cerrito Committee for Responsible Government wishes everyone a joyful and safe Independence Day! This holiday is a time to reflect on the values that make our nation strong: freedom, democracy, and community.
In El Cerrito, we cherish these values by striving for transparency, accountability, and fiscal responsibility in our local government. Our commitment to these principles ensures that our community remains vibrant and sustainable for future generations.
Enjoy the fireworks, parades, and all the festivities that this special day brings. Let’s celebrate not just the birth of our nation but also our collective efforts to build a better El Cerrito.
Happy Independence Day!
Warm regards, El Cerrito Committee for Responsible Government
The City of El Cerrito has wasted hundreds of thousands of dollars on the Plaza project. Moreover, the city lost out on grant money, resulting in a few million dollars lost. The higher interest rate environment means the city would lose millions more in interest payments.
In fiscal year 2024, the city used reserves out of necessity. This mismanagement is evident in the city’s failure to strategically plan the library measure for the regularly scheduled November election, potentially costing taxpayers about $200,000 to run a special election. The council even scoffed at a construction bond.
The need was not for a professional presentation. The need was for city management to interact with the community instead of telling the community what it is intending to do. There were supposed to be community engagements to discuss the library location and parking at the Plaza. That has not happened.
Additionally, the City is providing misinformation about the costs of renovating or rebuilding on the existing library site. This misinformation is driven by their determination to complete the TOD affordable housing project, which relies on the subsidy for the 20,000 sq ft retail space the library will occupy to finance the construction of the building. A professional contact, the owner of a large construction company, has informed that renovating or rebuilding on the existing site would cost equal to or less than the $1,000 per sq ft price tag for the proposed 20,000 sq ft library. A new 12,400 sq ft building would cost $12,400,000, while a 20,000 sq ft building would cost $20,000,000.
Normally, the council rubber stamps whatever the city manager proposes. It is unclear if the $300 per year forever tax was ever approved by the council. Now, management will not state what its current proposal is or when the people will have a chance to vote on the library issue.
The proposed Plaza library is just a part of a large housing project. El Cerrito will be renters. Therefore, there is a great deal of uncertainty associated with the project. We don’t even know what management is going to propose for the tax measure or when it will be on the ballot.
We have already seen that the size of the library was reduced from 21,000 square feet to 20,000 square feet. We have also seen that the number of dedicated parking spaces was reduced from 63 to ZERO. It now appears as though the city will be donating millions of dollars worth of parking spaces.
There could be years of construction delays which might add millions of dollars to the construction costs. The city already lost out on multi-million dollar grants. The potential project faces a multi-million dollar increase in financing costs, given the current interest rate environment.
Also, while some seem to be comfortable with the top-down approach where the city manager makes all of the decisions and the council follows like sheep, many believe that the community should have meaningful input in the process.
With foot traffic and the borrowing of physical books in steep decline, the community does not need a 20,000 sq ft library with no parking to replace the current 6,500 sq ft library.
Since management and the council will apparently not listen to the community, and are not discussing alternatives. If you are not pleased with the options, you are free to vote NO.
– This article informed for publicly posted community engagement
A public information request for FAB member attendance sent to the City Clerk was met with the response, “check the website,” despite the fact that the website records are incomplete. This is how El Cerrito tax dollars are being utilized!
In the heart of El Cerrito, a troubling pattern has emerged that calls into question the effectiveness and integrity of our local government. Since January 2023, three Financial Advisory Board (FAB) meetings have been canceled due to either city staff cancellations or the inability to reach a quorum. This disruption has significant implications for the governance of our city, and the problem runs deeper than mere attendance issues.
Attendance and Participation: A Tale of Two Years
In 2023, the City Council appointed Council Liaison Wysinger to attend FAB meetings. However, Wysinger’s commitment was questionable at best, with attendance recorded at just one meeting. Admittedly, she’s not well versed in finances, and her lack of participation mirrors her interest in learning about municipal finance.
The contrast in 2024 is stark, as Council Liaison Fadelli attended most meetings, with another council member stepping in during his absence. This discrepancy highlights an inconsistency in engagement and commitment from our elected officials.
Leadership and Tenure: An Unbalanced Approach
A particularly concerning issue is the ongoing disparity in how leadership roles within the FAB are managed. A previous FAB chair held their position for nearly five years, yet the current chair is being forced out after just two years. This abrupt change raises questions about the fairness and rationale behind such decisions. The City Council and City Clerk are responsible for providing candidates for FAB, yet the selection process seems to lack transparency and consistency.
Absenteeism Among New FAB Members
Further complicating matters, three new FAB members, selected by the City Council, have been absent more often than present at FAB meetings. One previous member was even forced out due to an alleged rule violation, while others who fail to meet attendance expectations remain on the board.
Absenteeism undermines the effectiveness of the board and hinders its ability to fulfill its advisory role. This is particularly disturbing because the newly seated members were appointed during the most critical time of the year – during the budget process.
A quorum of three is necessary for a meeting and minimum of four is needed for subcommittee analysis, research and evaluation. Having an ineffective FAB is in the City Manager’s best interest.
Such selective enforcement of rules and seating uncommitted residents suggests a deeper issue within the governance framework of our city.
The Role of the City Manager
The City Manager’s influence over which items are presented to FAB adds another layer of concern. Many items of material financial impact are not reviewed by FAB and proceed to the council without the necessary advisory input. This systemic pattern of bypassing the board not only diminishes the role of FAB but also undermines the principle of thorough, informed decision-making in our city’s governance.
The Need for Accountability and Transparency
The issues of misapplied rules, inconsistent participation, and selective enforcement within El Cerrito’s City Council and FAB are alarming. They highlight a need for greater accountability and transparency in how our city is managed. The residents of El Cerrito deserve a government that is consistent, fair, and fully committed to the responsibilities it has undertaken.
Also, for greater transparency, FAB meetings should be recorded.
In conclusion, it is crucial for the City Council to reassess its approach to governance. Ensuring consistent attendance, fair treatment of board members, and transparent processes will help restore trust and effectiveness in our local government.
The future of El Cerrito depends on a council that is not only present but also fully engaged in serving the best interests of its community.
The City of El Cerrito’s recent decision to invest $250,000 in a housing developer for a speculative real estate development raises significant concerns, particularly when examined in the context of the Supplemental Property Tax. This tax, intended to fund “people and programs” such as after-school care and other city-sponsored activities, appears to be diverted to finance the construction of the first floor of a Transit-Oriented Development (TOD) housing project. This deviation from its original purpose deserves scrutiny and public awareness.
The Purpose of the Supplemental Property Tax
A Supplemental Property Tax is designed to support community programs and services. In El Cerrito, such funding could enhance various city-sponsored activities and initiatives. However, it is now being used to finance the TOD housing development—a project that benefits a private developer rather than the broader community.
Appropriate Financing for the Library
Construction bonds are the standard and suitable financial instruments for building or renovating public facilities like libraries. These bonds function similarly to home loans, eventually being paid off and retired. El Cerrito already benefits from the services of the Contra Costa County Library system, funded through a portion of property taxes paid by all county property owners. The 2024-2025 budget for this system is set at $43,978,078, reflecting a 6% increase from the previous year. This budget, accessible on the County website, provides detailed performance and operating statistics, offering transparency and accountability.
Questions About the TOD Housing Development
The financing scheme for the TOD housing development raises several questions:
Supplemental Property Tax Misuse: How does an annual property tax, intended for community programs, translate into $21,000,000 in proceeds to finance the library’s first-floor construction? The six floors of housing above this floor further complicate the financial justification.
Interest Costs: The City’s budget projects $1,600,000 in interest costs. If there is no traditional financing, how can these interest payments be justified? Who will bear this financial burden?
Unaccounted Funds: What happens to the remaining $900,000 in Supplemental Property Tax receipts?
These questions highlight the need for greater transparency and responsible fiscal management.
A Better Path Forward
The State of California has proposed a $20 billion affordable housing bond for Contra Costa and the surrounding nine Bay Area counties, which will be on the ballot on November 5th. This bond, coupled with a reduced requirement for voter approval, presents an opportunity to fund affordable housing projects without burdening local property taxpayers. Utilizing these state funds for the housing developer’s return on investment (ROI) is a more equitable solution.
Separate Projects for Separate Needs
Combining the library renovation with the housing project is impractical and misleading. Housing and library projects each have unique challenges and should be addressed separately. The library should be renovated or rebuilt on the existing site owned by the city, ensuring a larger, architecturally significant building that serves the community’s needs.
Influence from Blog Followers
One of our blog followers commented on the June 27th Library post, bringing to light several critical points and questions that have heavily influenced this blog. Their insightful commentary underscored the importance of transparency and fiscal responsibility, inspiring a deeper investigation into the issues at hand.
Conclusion
El Cerrito residents deserve transparency and accountability in how their taxes are used. Diverting funds meant for community programs to finance a private development undermines public trust. Let’s advocate for the responsible use of state funds for affordable housing and a standalone library project that honors the city’s commitment to its residents. Say yes to affordable housing and yes to a standalone library that serves as a beacon of community pride.
For those interested, they highly recommend reading the Contra Costa County Library budget available on the County website. It offers a wealth of information and insights into how our libraries operate and perform.
Let’s ensure our city’s decisions reflect the best interests of its residents, promoting transparency, accountability, and a commitment to community well-being.
In recent months, the City of El Cerrito has faced substantial public backlash over its decision to cut funding for the library. Despite the residents’ strong desire for this essential community resource, these budget cuts were implemented, leading to widespread discontent. Now, the City has proposed a new funding mechanism: a perpetual $300 annual property tax for each homeowner. This proposal, however, raises several red flags and demands closer scrutiny.
The Deceptive Tactic of the “Forever Tax”
At first glance, the $300 property tax might seem like a reasonable way to secure the necessary funds for the new library. However, this tax is not a temporary measure; it is designed to be perpetual. This “forever tax” tactic is misleading and raises questions about the true intentions behind the proposal.
The city’s residents have been vocal about their need for a new library, especially following the budget cuts. Leveraging this strong public sentiment, the City has proposed this tax under the guise of addressing the community’s demand. But is this really about funding the library, or is there more to the story?
The True Cost of the Library
The City claims that the new library will cost $21,000,000, a figure that many find questionable given the lack of detailed cost analysis. When we dig deeper, it becomes likely that the actual costs are likely significantly lower. The absence of a transparent breakdown of expenses suggests that the $21,000,000 figure might be inflated.
Land and Site Preparation: The city does not own the land at the new site but will be renting it. The costs of renting the new site should be clearly outlined, yet these details remain vague. Official documents indicate the city will pay market rent, despite claims that it will cost only $1.
Revenue from Current Site: The city will inevitably make money from the sale of the current library property, but this potential revenue has not been disclosed. This omission is troubling and raises questions about financial transparency.
Construction and Labor: Standard construction and labor costs should be clearly outlined, yet these details remain vague.
Design and Architectural Features: While there might be unique design elements, these alone cannot justify such a high total cost.
Technology and Equipment: Modern libraries do require advanced technology, but the costs for these can be estimated and should not result in such a large overall budget.
Without a detailed analysis, it’s hard to justify the $21,000,000 price tag. This raises the question: what is the real reason behind this inflated figure?
Excessive Spending and Mismanagement
The proposed perpetual tax appears to be a cover for the City Manager’s excessive spending. By overestimating the cost of the library, the City can divert funds to other areas without public scrutiny. This mismanagement of public funds is concerning and warrants further investigation.
Residents deserve transparency and accountability, especially when it comes to long-term financial commitments like a perpetual property tax. The City needs to provide a detailed breakdown of the library’s costs and justify the need for such a significant investment.
Holding the City Accountable
As residents, it is our responsibility to demand transparency and accountability from our city officials. Here are some steps we can take:
Demand Detailed Cost Analysis: Insist on a comprehensive breakdown of the library’s expenses. This should include land acquisition, construction, design, technology, and operational costs.
Question the Need for a Perpetual Tax: Why is a perpetual tax necessary? What are the projected long-term benefits, and how will these funds be managed?
Investigate Alternative Funding Sources: Are there grants, donations, or other financial contributions that can reduce the burden on homeowners?
Inquire About Revenue from Current Site: Demand transparency on how the revenue from the sale of the current library property will be utilized.
Clarify Rental Costs: Request official documentation clarifying the rental costs of the new site to ensure there are no discrepancies.
Engage in Community Discussions: Attend city council meetings, voice your concerns, and participate in community discussions to hold city officials accountable.
Conclusion
The proposal to fund the new library through a perpetual $300 property tax raises serious concerns about transparency and financial mismanagement. The residents of El Cerrito deserve a library, but they also deserve honesty and accountability from their city officials. It’s time to unmask the true costs and demand a fair and transparent approach to funding this vital community resource.
Let’s work together to ensure that our voices are heard and that our city leaders prioritize the needs and interests of the community.
The author of this blog is a heterosexual person of mixed race with a black mother, a white father, and a Jewish stepfather. Their father died when they were an infant. Moving to El Cerrito in 2022, the author was stunned by how “white” and presumably heterosexual the city leadership is, particularly given the diversity of the city council, which includes two openly gay members (one Asian and one African American), another Asian member, and one Jewish member.
Upon comparing the organization structure to the City Council, the author asked if they could write a blog about the lack of diversity and how it negatively impacts decision-making and financial stewardship.
The Importance of Diverse Leadership
Diverse leadership in city administration is not just a matter of representation; it is essential for effective governance. When leadership teams lack diversity, there is a tendency for groupthink to dominate decision-making processes. Groupthink occurs when people with similar backgrounds and perspectives make decisions in a way that discourages creativity and critical evaluation. This can result in flawed decision-making, as there are fewer challenges to ideas and methodologies.
People who look alike and share similar experiences often do not challenge each other’s thought processes, methodologies, or decisions. This homogeneity can be particularly detrimental in critical areas such as hiring decisions, financial health, and operational effectiveness.
Hiring Decisions
In hiring decisions, a lack of diversity can perpetuate a cycle of sameness. When leaders do not challenge each other’s perspectives, they are more likely to hire individuals who resemble themselves in background and outlook. This not only limits opportunities for minority and non heterosexual candidates but also stifles the potential for innovative and inclusive solutions that a more diverse workforce could provide.
Financial Health
In terms of financial health, diverse leadership is crucial for developing robust and equitable financial policies. Homogeneous teams may fail to consider the unique financial challenges faced by different community groups. This can lead to policies that are not only inequitable but also ineffective in addressing the broader financial health of the city.
Operational Effectiveness
Operational effectiveness is also compromised when leadership lacks diversity. Diverse teams are better equipped to understand and address the needs of a varied populace. They bring a range of perspectives that can identify potential issues and opportunities that a homogeneous team might overlook. This leads to more comprehensive and effective operational strategies that benefit the entire community.
This is particularly of interest as we reflect on sexual harassment and the aftermath in the police department.
It is also noteworthy given the high turnover in the Finance Director role and the city manager’s lack of action on many of the city auditor’s findings.
Ostracizing Non-White and Jewish Outsiders
A significant issue arising from a lack of diversity in leadership in an organization is the potential ostracization of non-white and Jewish individuals. When leadership is homogeneous, it can create an environment where outsiders—those who do not fit the predominant demographic—are marginalized or excluded from critical discussions and decisions.
This exclusion can manifest in various ways:
• Social Isolation: Non-white and Jewish individuals may find themselves socially isolated within the workplace, leading to a lack of collaboration and outreach opportunities.
• Bias in Decision Making: Homogeneous groups may unconsciously or consciously favor those who are similar to them, resulting in biased decisions that do not consider the needs and perspectives of diverse community members.
• Cultural Insensitivity: Policies and practices may reflect the majority’s norms and values, ignoring or marginalizing the cultural practices and needs of minority groups.
The ostracization of non-white, non heterosexual and Jewish individuals not only hinders the personal and professional growth of these individuals but also deprives the city of the diverse perspectives that are essential for innovation and comprehensive problem-solving. It creates a workplace culture that is unwelcoming and potentially hostile to those who are different, undermining efforts to build an inclusive and equitable community.
Current State of El Cerrito’s Leadership
El Cerrito, like many cities, faces challenges in ensuring that its leadership reflects the diverse community it serves. Diversity in city leadership is crucial not only for fair representation but also for incorporating a variety of perspectives in decision-making processes. Unfortunately, El Cerrito’s city leadership remains predominantly homogeneous, which raises concerns about the inclusiveness and effectiveness of its governance.
City Manager White Female known for having the 13th City Most likely to become bankrupt, a plummeting bond rating and building a predominantly white heterosexual team:
Attorney – Sky Woodruff, White Male
The City Attorney, Sky Woodruff, is a white male who oversees the legal affairs of El Cerrito. His office is responsible for providing legal advice to the City Council, representing the city in legal proceedings, and ensuring that city laws are enforced. While his legal expertise is undoubtedly valuable, the lack of diversity in this role can limit the breadth of perspectives considered in legal decisions that affect all residents.
City Clerk – Hollty Charlety, White Female
Hollty Charlety, the City Clerk, is a white female who manages elections, maintains city records. The City Clerk’s office is a critical point of interaction between the city government and its residents. A more diverse leadership in this position could foster greater trust, transparency and engagement from the community, particularly from underrepresented groups.
Community Development Department Director – Melanie Mintz, White Female possibly Jewish or by marriage.
Melanie Mintz leads the Community Development Department, which handles planning, building, economic development, housing, and environmental sustainability. While Melanie’s leadership ensures the city’s growth and development, the lack of diversity within the department’s leadership can hinder the inclusion of diverse community needs and priorities in development projects.
Finance Department – Crystal Reams and Budget/Financial Services Manager, Both White Females
The Finance Department, headed by Crystal Reams and supported by another white female in a key managerial role, manages the city’s financial resources. Financial management is crucial for the city’s stability and growth. However, a homogeneous team might overlook the financial needs and challenges faced by minority communities, potentially leading to inequitable financial policies.
Fire Department – Paul Keith, White Male
Paul Keith, a white male, leads the Fire Department, which is responsible for fire protection and prevention services. The Fire Department’s leadership significantly impacts community safety and emergency response. Greater diversity in this department could enhance cultural competence and improve service delivery to all residents, ensuring that emergency responses are inclusive and equitable.
Human Resources – Shannon Bassi, White Female
Shannon Bassi heads the Human Resources department, which deals with employment, labor agreements, compensation, and risk management. The HR department plays a pivotal role in shaping the city’s workforce. A diverse leadership in HR is essential to promote inclusive hiring practices and ensure that the city’s workforce reflects the community’s diversity.
Information Technology – Eric Ng, AsianMale
Eric Ng, the IT Director, is one of the few non-white leaders in El Cerrito’s city administration. His role in overseeing the Information Technology Division is critical for the city’s digital infrastructure and services. Eric’s position highlights the benefits of having diverse leadership, as it brings varied perspectives and experiences to the table.
Police Department – Paul Keith, White Male
Paul Keith also heads the Police Department, emphasizing the need for diverse leadership in law enforcement. The Police Department’s mission includes crime prevention and maintaining public safety. Diverse leadership within the police force can improve community relations, ensure fair policing practices, and enhance trust between the police and minority communities.
Public Works – Yvetteh Ortiz, Hispanic Female
Yvetteh Ortiz, a Hispanic female, leads the Public Works department, which oversees city engineering, maintenance, and clean water services. Yvetteh’s role underscores the positive impact of diversity in leadership positions. Her presence in the Public Works department demonstrates how diverse leadership can contribute to more inclusive and effective city services.
Outreach – Will Provost White Male
Reportedly with a robust skill set that includes research, economics, public speaking, Microsoft Excel, proposal writing, and more, Will Provost contributes valuable insights to the industry. Besides updating the website and engaging in community outreach, his job description remains somewhat unclear.
Conclusion
El Cerrito’s current leadership structure lacks diversity where nearly everyone is white particularly in key departments. This homogeneity can result in decision-making processes that do not fully consider the diverse needs of the community. It is crucial for El Cerrito to prioritize diversity in its hiring practices and leadership appointments to foster a more inclusive and effective government. By embracing diversity, the city can ensure that all voices are heard and that its policies and services meet the needs of all its residents.
Diverse leadership not only enhances representation but also strengthens the city’s ability to make well-rounded, innovative, and equitable decisions. It is time for El Cerrito to reflect the diversity of its community in its leadership, ensuring a more inclusive and prosperous future for all.
City Council, it’s great to see more color, LGBTQIA reflecting more diversity on the in City leadership. And , it’s not enough that you’ve made it, you also have a responsibility to create space for others who represent City Leadership.
A few months ago, keen-eyed residents noticed a significant update to the El Cerrito Wikipedia page. The addition was a statement detailing the findings of the State Auditor’s Report on El Cerrito’s precarious financial situation. This inclusion aimed to provide transparency regarding the city’s fiscal management issues, including reliance on reserves, massive pension liabilities, and unsustainable revenue streams.
However, the transparency was short-lived. A city insider recently removed this critical section from the “Economy” part of the Wikipedia page, replacing it with a rather mundane list of local businesses. In their haste to sanitize the city’s economic profile, they inadvertently left a business listed that’s actually located in Richmond, California—not El Cerrito. This move not only undermined the integrity of the information but also highlighted an attempt to shift focus away from pressing fiscal concerns.
Banned Books on the Mistreatment of Minority Groups
The censorship and alteration of information reminds us of the broader issue of banned books in America, especially those addressing the mistreatment of minority groups. These books have faced challenges and bans across the country for tackling controversial and difficult subjects:
“Maus” by Art Spiegelman – A powerful graphic novel portraying the Holocaust through the author’s father’s experiences, banned for its depiction of violence and language.
“The Bluest Eye” by Toni Morrison – This novel delves into the devastating impact of racism and poverty on a young Black girl, banned for its explicit content and themes.
“Beloved” by Toni Morrison – Another seminal work by Morrison, addressing the horrors of slavery and its aftermath on African Americans, banned for graphic content and themes of sexual violence.
“The Color Purple” by Alice Walker – This novel depicts the struggles of African American women in the early 20th century, banned for its explicit content and themes.
“The Absolutely True Diary of a Part-Time Indian” by Sherman Alexie – Primarily about a Native American teenager, this book addresses broader themes of racism and discrimination, banned for its language and depictions of violence.
“American Born Chinese” by Gene Luen Yang – A graphic novel exploring the challenges faced by Chinese Americans, banned for its themes and portrayal of racial stereotypes.
“George” by Alex Gino – This novel tells the story of a transgender girl named Melissa (who was originally named George). It has been banned for its themes of gender identity and LGBTQ issues.
“Drama” by Raina Telgemeier – A graphic novel about middle schoolers putting on a play, featuring LGBTQ characters and themes. It has faced bans for its portrayal of same-sex relationships.
These books are crucial for fostering understanding and empathy towards the experiences of minority groups in America. Censoring these books only perpetuates ignorance and misunderstanding. More importantly censoring doesn’t change the truth.
The Unedited Truth: El Cerrito’s Financial Realities
Today, the Wikipedia statement was replaced with a more extensive narrative outlining El Cerrito’s financial woes:
The State Auditor ranks El Cerrito as the 13th most likely California city to become bankrupt, underscoring the urgent need for financial reforms.
A Call to Action
El Cerrito may not like the story, but you can’t erase it. This will always be your history, but it doesn’t need to be part of the future. If you don’t like the story, change your behavior so the truth is written in a narrative you can live with.
Transparency, accountability, and a commitment to change are crucial. The removal of critical financial information from public records only serves to delay the inevitable reckoning with reality. It’s time for El Cerrito to face its fiscal challenges head-on and work towards a sustainable and honest future.
Management Presents Hyper-Expensive Library Proposal, Claims (without any evidence) It Will Save Money
The June 11th library proposal includes a highly contentious and costly plan for a new library, which management claims will save money in the long run. However, the financial implications and the logic behind these claims have raised significant concerns among residents.
Main Concerns
One of the primary financial issues overshadowing the budget discussion is the city’s unfunded accrued liability (UAL) for pension payments. In 2017, the UAL pension payment stood at $3.2 million. By 2031, this amount is projected to balloon to $9.7 million. This steep increase represents a considerable financial burden on the city’s budget and raises questions about the prudence of additional expenditures at this time.
Library Proposal Details
The proposed library plan has been a major focal point, sparking intense debate and scrutiny. Here are some of the key points:
Original Proposal: 21,000 square feet with 63 parking spaces.
Current Proposal: 20,000 square feet with zero parking spaces.
Value of Lost Parking: According to the city FAQ, the value of the lost parking spaces is estimated at $5 million.
Important Dates and Figures:
Referendum Date: Unknown
Tax Amount: $300 per property, forever
Cost of Ballot Measure: Approximately $200,000 spent so far.
Year Effort Began: 2002
Grants Won: Zero
Grants Given Out by State: Hundreds of millions of dollars
Interest Rate Environment: Very high
Construction Costs Environment: Very high
Contracts That Fix Costs: None
Library Ownership: Renter
Public Meeting Overview
The recent library meeting was standing room only, indicating high public interest and concern. Attendees were greeted with name tags and a sign-up sheet, although it was unclear who was collecting the information or what would be done with it. A five-page handout provided some answers to frequently asked questions. The audience comprised many older residents and individuals in their 30s to 50s.
Former councilmember Greg Lyman, who has been actively promoting the new library proposal, was seen monitoring attendees and taking notes. The city staff, along with Group 4 architects and county librarians, delivered a polished presentation, outlining the city’s long-standing efforts to secure a new library and the rationale for the proposed Transit-Oriented Development (TOD) library.
Timeline and Cost Projections:
Construction Start: Projected for 2026
Library Opening: 2028
Total Cost: Initially projected at $21 million but later mentioned as $28 million during the presentation.
Funding Details:
Market rate rent (no documentation to support claims of $1 for 99 years)
Construction Cost Share: Unclear
State Grant: The city is applying for a $50 million grant that includes housing, a library, and services. The grant requires a 50% matching fund, which could be covered by a proposed $300 “forever” tax on residents.
Meeting Dynamics and Feedback
The meeting, intended to be 45 minutes, extended over an hour, leaving only 23 minutes for a highly structured Q&A session. Attendees expressed frustration over the limited opportunity to ask questions, as question cards were only provided upon request. The format, while managing the overflow crowd, left many questions unanswered.
Key Issues Raised:
Parking: Many questions about the lack of parking were inadequately addressed.
Oversight: Suggestions for an oversight committee and the Financial Advisory Board (FAB) involvement were vague and lacked detail. This is particularly disturbing because the City Manager decides which items are presented to FAB and oversight on the RPPT revenue is severely lacking.
Alternative Plans: Questions about renovating the existing library on Stockton Street or the fate of the property if the library moves were not satisfactorily answered. Questions about moving the library to an existing location akin to the San Pablo library were not addressed.
Conclusion
Despite the extensive presentation and polished pitch, the proposal for a new 20,000-square-foot TOD library leaves many critical questions unanswered and concerns unaddressed. The financial strain of escalating pension payments, the high interest and construction cost environment, and the uncertain funding and tax implications make this a contentious issue for El Cerrito residents. As the City Council moves towards approving this budget on June 18th, the community remains divided and wary of the long-term financial impact.
The El Cerrito City Council passed its budget on a 5-0 vote, a decision made by each member in advance of the meeting. They could have saved us all a lot of time because the questions they asked were sophomoric except for the question about covering the $250,000 revenue shortfall so quickly. A council member pointed out the issue but failed to press the issue with city staff, missing a great opportunity to identify more cost reductions. Only one community member, from outside the Financial Advisory Board (FAB), submitted written comments- none of which were addressed. During the session, Councilmember Fadelli announced that he would not be running for re-election.
Missing Discussions and Oversights
Several critical issues went unmentioned during the meeting. There was no discussion of the city’s pension liability or the current fiscal year’s (FY24) budget deficit causing the need to use reserves. The council also neglected to address the city’s BBB credit rating, the significant decline in the pavement condition index, the need for reserves in FY25, and the absence of a senior center.
Discontinuation of Remote Public Comment
Adding to the lack of public input, the city recently discontinued public comment from remote access. This decision significantly limits community engagement, particularly for those unable to attend meetings in person.
City Manager’s Role in Budget Presentation
Interestingly, the City Manager, rather than the Finance Director, presented the budget. Both the Budget Manager and the City Manager fielded most of the questions, which could indicate a shift in how the city is managing its financial communications and who’s trusted to adequately respond.
Transparency Claims and FAB Quorum Issues
Mayor Rudnick emphasized the city’s transparency, although she did not point to any specific areas where public comment influenced the budget. Councilmember Fadelli pointed out that the FAB did not even have a quorum to debate and vote on the budget. He also discussed the notable repeated absenteeism of several FAB members. Despite the city manager’s claim of working with FAB, the lack of quorum and engagement undermines the council’s claims of comprehensive discussion and oversight. It should be noted that the City Clerk and City Manager determine who’s recommended to serve on FAB and other commissions and boards. The City Council approves all FAB member appointments, so seating unengaged FAB members bodes well for the City Manager and City Council.
Ignoring FAB Member Recommendations
None of the FAB members who provided public comment recommended approving the budget. Instead, they offered several recommendations for improvement. However, the council members only pretended to address these suggestions, moving forward with the budget without implementing any substantial changes.
The budget discussion included talk of a million-dollar surplus, primarily driven by an earlier FAB recommendation. However, this surplus was more of a facade than reality. The actual budget surplus is less than $50,000, and the city is already considering using reserves for upcoming expenses. This window dressing does little to address the city’s long-term financial health or credibility.
City Manager’s Mantra and Fire Department Shortfall
The City Manager’s mantra that “service equals people and people equal services” is simply ridiculous because there’s no evidence that an increase or decrease in staffing has a significant impact in service delivery. For example, the city’s $250,000 fire department revenue shortfall was addressed as easily as reading the morning paper indicating the overtime reduction should have occurred without the revenue shortfall. Furthermore, the city does not have performance standards or measure service levels, so the impact of a staffing reduction remains unknown. However, Battalion Chiefs, heavily staffed administrative departments, and over-reliance on consultants have little impact on service delivery. These are just three elephants in the room, and there is much more fat to be trimmed.
Social Media Warnings and the Role of This Blog
Councilmember Fadelli cautioned community members against listening to social media naysayers. However, this blog and other social media outlets exist to provide a counter-narrative to the overly optimistic portrayals by council members and the City Manager, who often celebrate successes prematurely. These platforms aim to highlight the city’s shortcomings and ensure a balanced view of the situation.
State Auditor’s Recommendations and Unaddressed Issues
Several council members claimed that the state auditor’s recommendations had been met. However, the auditor’s main findings focused on expense control, which remains unaddressed given the city’s continued use of reserves. Another substantial issue related to high pension costs and unfunded liability ($85 million +) neither of which has been addressed. Additionally, the budget does not include any funding for capital expenses, leaving many repair issues and the need for a new fire truck unfunded.
Misleading Assumptions and Public Silence
The council’s narrative suggested that the city has done incredibly well, but there has been a failure to communicate specific successes to the public. The truth is the federal bailout rescued El Cerrito, not fiscally responsible actions. Councilmember Fadelli noted that the lack of public comments on the budget might indicate satisfaction. He suggested that since no community members spoke on the budget, it could be seen as a potential indicator that the city is doing a great job.
However, many residents do not speak publicly about city finances, feeling that the council would inevitably defer to the City Manager’s deficit spending plans.
The lack of public comment may also be attributed to the small number of community members remaining during the public comment period. Most people who spoke earlier about bike and pedestrian safety had departed, leaving more staff than residents in attendance.
Staff Sacrifices and Public Skepticism
Mayor Rudnick thanked the staff for their excellence and sacrifices, though it remains unclear what specific sacrifices were made. This raises questions about the authenticity of the council’s narrative and further underscores the need for independent scrutiny and accountability.
This blog was influenced by social media commentary and will continue to monitor and report on the City of El Cerrito’s budgetary decisions and overall governance, providing the community with a critical perspective on the city’s management and financial health.
Rebecca Saltzman has decided not to seek re-election to the BART Board, instead filing to run for the El Cerrito City Council. This move raises eyebrows, as some might argue she’s jumping from one challenging situation to another. After all, Saltzman played a role in steering BART towards its current financial cliff, and now she’s setting her sights on El Cerrito, a city teetering on the brink of bankruptcy since the City Manager took office.
Saltzman has described her time as a BART Director as one of the most fulfilling experiences of her life. She’s expressed gratitude for the opportunity to serve her community for three terms, working to improve BART and Bay Area public transportation. But why is she choosing not to run again?
Since her election in 2012, Saltzman has managed to balance a near-full-time job while serving on the BART Board, a challenging endeavor. In 2019, she and her wife welcomed a baby, and balancing motherhood with her two demanding roles became nearly impossible.
Initially, Saltzman planned not to run for re-election in 2020. However, the pandemic changed everything. As BART faced a major crisis, she couldn’t sleep at night, feeling compelled to stay and help. Driven by a sense of responsibility, she decided to run again, leaving a job she loved to focus on being a mom and a BART director for a year and a half.
Looking back, Saltzman is glad she ran for re-election in 2020, as she was able to help BART navigate through its toughest times. However, despite her efforts, BART still faces a financial cliff in fiscal year 2027. Now, she’s aiming to bring her experience to the El Cerrito City Council.
But the question remains: why is she running for El Cerrito City Council instead of the BART Board? Saltzman cites the challenges of balancing her near-full-time job with her responsibilities on the BART Board, particularly after becoming a mother in 2019. The demanding schedule made it increasingly difficult to juggle her roles effectively. However, one might wonder if the financial turmoil BART faces also influenced her decision. Is it possible that she wants to distance herself from the fiscal challenges BART is facing, or is she genuinely motivated to bring about positive change in El Cerrito?
Saltzman’s track record with BART raises questions about her ability to help El Cerrito avoid financial disaster. Is this a wise move? Only time will tell if her commitment to public service can make a positive impact on El Cerrito’s future.
Today is a significant day for our city as the budget deliberations come to a head. Over the past months, citizens have followed the budget process diligently, yet there remains a sense of uncertainty about the council’s overarching goals and priorities. As we dive into the discussions, several pressing questions need clear answers from our city leaders.
What are the Council’s Goals?
1. Reserve Goal: Last year, the council aimed for the GFOA minimum of 17% unrestricted reserves. This year, the goal has been reduced to 10%. With the state median for unrestricted general fund reserves over 60%, can the council explain why the goal has been lowered and how this aligns with our long-term financial stability?
2. Pension Liability Goal: The city’s unfunded actuarial liability (UAL) pension liability rose from $57.8 million to $85 million last year, with annual payments nearing $10 million. With CalPERS earning 5.8% instead of the 6.8% goal in FY 2023, our pension liability is likely to increase. Furthermore, a potential reduction in the CalPERS discount rate could add millions in new debt. What is the council’s strategy to manage this growing liability?
3. Credit Rating Goal: Our city currently holds a BBB credit rating, a downgrade from AA- a decade ago and A- in January 2019. With the aspiration once being an AAA rating, what is the current credit rating goal? How does this align with our reserve and pension liability goals?
Budget Transparency and Mid-Year Expenses
There is a recurring issue of significant expenses not being included in the budget, only to resurface unexpectedly mid-year. For instance, several one-off construction expenses in FY 2024 were not initially budgeted. Additionally, public relations campaigns for Measure R and the new library were not explicitly discussed in the budget context. How does the council plan to improve transparency and accountability in budget planning to avoid such surprises?
Measure R and Library Campaigns
The dual narratives of the Measure R renewal campaign and the library funding approval raise questions about consistency and honesty in public relations. The Measure R campaign seems to focus on fear, suggesting the necessity of the tax renewal to avoid fiscal disaster. Meanwhile, the library campaign paints an optimistic picture, implying we can afford substantial new debt. How does the council reconcile these seemingly contradictory messages?
Specific Inquiries
• What is the story with charging for parking, and where does it appear in the five-year budget?
• Can the council unify the optimistic library campaign to present a cohesive and transparent financial strategy to the public?
A Call for Clear Goals
Citizens need clarity on the council’s goals, particularly regarding the reduction in reserve goals, the approach to managing pension liabilities, and the realistic credit rating objectives. It’s essential for the council to provide a clear and honest explanation of these goals and how they plan to achieve them amidst the current financial challenges.
Tonight, let’s hope the council addresses these questions with the transparency and accountability that the citizens of our city deserve.
As the City Manager presents yet another budget that pushes El Cerrito closer to insolvency, serious concerns about the city’s fiscal health persist. Six years ago, the State Auditor flagged issues related to ongoing overspending, but the City has yet to curb its excessive expenditures.
Emergency reserves, intended for natural disasters or pandemics, may soon be needed to cover budget shortfalls. Unrestricted reserves fall short of both city policy and Government Finance Officers Association (GFOA) recommendations, and the city will soon deplete these reserves. This financial strain may also force the city to use Section 115 funds to meet annual pension payment requirements.
The State Auditor’s report highlights another critical issue: El Cerrito boasts the largest police staff per capita in the region, and potentially in California. However, having more officers does not necessarily mean a safer community. El Cerrito grapples with both rising staffing costs and an escalating crime rate.
The crime rate in El Cerrito is alarmingly high, with 44 incidents per thousand residents, making it one of the most crime-ridden communities in the region. Residents face a 1 in 23 chance of being victims of violent or property crime, significantly higher than the national average.
In stark contrast, Hercules, California, a city of similar size and population, experiences much lower crime rates despite having roughly 60% of the police staff of El Cerrito. In Hercules, the likelihood of encountering violent crime is 1 in 900, and property crime is 1 in 92. Hercules’s violent crime rate is 10.8, well below the U.S. average of 22.7, and its property crime rate is 22.5, compared to the national 35.4. These statistics highlight Hercules as a safer community within Contra Costa County.
El Cerrito maintains a ratio of 1.45 officers and civilian staff for every 1,000 residents, whereas Hercules has 0.89 officers and civilian staff per 1,000 residents. Despite this disparity, Hercules enjoys a much lower crime rate. This suggests that crime rates are influenced by more than just staffing numbers.
The Police Officers Standard and Training (POST) emphasizes that effective law enforcement and community policing efforts significantly impact crime rates. Strong, collaborative relationships between law enforcement agencies and communities deter crime and enhance safety. Successful law enforcement hinges not only on staffing numbers but also on the quality of community policing strategies, which focus on building trust and cooperation between officers and the community.
El Cerrito’s reluctance to embrace the principles of 21st Century Policing differentiates it from more successful policing models. This modern policing philosophy emphasizes treating all individuals with dignity and respect, utilizing empathy and compassion, and ensuring courtesy and grace, even in situations requiring physical force.
A police department aligned with 21st-century principles commits to transparency, regularly disclosing crime statistics and addressing issues related to race and gender within the community.
El Cerrito has maintained the same budgeted headcount over the past decade without conducting a needs analysis or performance expectations. The city’s financial health and sustainability are closely tied to the effectiveness of its police force.
Rising Pension Costs
El Cerrito faces an unfunded liability reported at $85 million, an amount surpassing its annual budget. The unfunded liability represents the amount owed for pension costs that El Cerrito has not paid. With the California Public Employees’ Retirement System (CalPERS) applying a 6.8% charge on this unfunded portion, the financial burden is set to grow substantially unless El Cerrito takes prompt action. The State Auditor has repeatedly warned El Cerrito about rising pension costs.
Calimesa Leads the Way: A Bold Solution to El Cerrito’s Fiscal Crisis
As El Cerrito edges closer to financial peril, the small city of Calimesa emerges as a glimmer of hope, demonstrating a bold approach to tackling the looming pension expense crisis. This initiative not only challenges the status quo but also sets a precedent for fiscal responsibility that other cities might follow.
The Looming Fiscal Challenge
El Cerrito’s in a tight spot. Spiraling pension costs are consuming ever-larger portions of our municipal budget, forcing the city into difficult choices: cutting services, raising taxes, or both. Despite the stock market’s robust performance and any gains for the state’s pension funds, the sustainability of these financial strategies in the event of an economic downturn remains a question mark. The California Public Employees’ Retirement System’s (CalPERS) reassurances do little to quell concerns, especially as it contemplates further fee hikes for already strained cities.
The Calimesa Model: Innovation in Public Service
Enter Calimesa, a small city in Riverside County that dared to think differently. Faced with the daunting task of managing public safety expenses, which consumed 60% of its general fund budget, Calimesa chose action over inaction. Under the leadership of Mayor Jeff Hewitt, the city reduced its reliance on costly union contracts by ending its contract with Cal Fire and establishing its own fire department. This move allowed Calimesa to set its own staffing levels and transition from a traditional pension plan to a more sustainable 401(k)-style retirement plan.
This strategic shift was not just about cost savings; it was about taking control and innovating for the betterment of the community. By doing so, Calimesa has enhanced its firefighting services, including building a new fire station and acquiring a state-of-the-art fire truck, all while navigating away from the financial brinkmanship that threatens many Californian cities.
A Path Forward
The success of Calimesa’s approach serves as a beacon for El Cerrito, where leaders are also grappling with similar fiscal challenges. The city’s ability to implement these reforms without sacrificing service quality or public safety highlights a critical lesson: flexibility and innovation in public service can lead to both financial stability and enhanced community welfare.
El Cerrito’s Fire Department exemplifies inefficiency, with four battalion chiefs, and a staffing level unmatched by any other California city of similar size, even those facing wildfire concerns. Arguably, battalion chiefs do not directly impact service levels, highlighting the need for a strategic reassessment of resource allocation.
While the median total compensation for firefighters in El Cerrito skyrockets, Calimesa’s model demonstrates that it is possible to balance fair compensation with fiscal responsibility. The city’s experience also underscores the importance of local control and the potential for municipalities to craft solutions tailored to their unique circumstances.
Engaging with Fiscal Responsibility
The journey of Calimesa is more than a local success story; it is a call to action for cities across California and beyond. As we face the twin challenges of fiscal sustainability and public service quality, Calimesa’s example encourages a reevaluation of entrenched systems and the exploration of innovative solutions.
As El Cerrito residents, it is crucial to engage with these issues, whether by participating in local governance, supporting reform initiatives, or simply staying informed about the fiscal health of our communities. The path Calimesa has charted offers a way out of the fiscal morass, displaying that sustainable solutions are within reach with creativity, courage, and community engagement.
Conclusion
In a city where fiscal challenges loom large, the story of Calimesa stands out as a testament to what can be achieved when cities dare to reimagine the status quo. As we look to the future, let us draw inspiration from others’ bold steps towards fiscal health and public service excellence. It is time for El Cerrito residents to demand more from their cities, insisting on innovative, sustainable approaches to governance that put the needs of communities first. Calimesa may be a small city on the map, but its impact on the discourse around fiscal responsibility and public sector innovation is profound.
How You Can Help:
Share this post with other residents.
Comment on the post.
Attend the monthly Financial Advisory Board meetings in person.
Post on Next Door.
Voice your concerns with the City Council.
Participate in Council meetings, which are available both remotely and in person, although public comment is now limited to in-person attendees.
Contact Information for City Officials:
Karen Pinkos, City Manager: kpinkos@ci.el-cerrito.ca.us
Councilperson Gabe Quinto: gquinto@ci.el-cerrito.ca.us
Creating a high-performing department in a toxic department presents numerous challenges, especially when serious issues like sexual harassment remain unaddressed. The difficulties in hiring and retaining qualified officers in such a climate are compounded by a culture that fails to protect its employees. Unfortunately, this is the reality in El Cerrito, where rising crime rates and a growing budget have placed additional strain on the community.
The Impact of Sexual Harassment on Department Performance
In 2019, Sarah Perez, a former officer of the El Cerrito Police Department (ECPD), sued the department for sexual harassment and retaliation. She alleged that her supervisor, David Wentworth, sexually harassed her and that retaliation began after a colleague filed a complaint on her behalf. This situation ultimately led to her resignation, highlighting a pervasive issue within the department.
A public records request revealed that Ms. Perez received back pay and a settlement of $544,341. The settlement included no admission of liability, but the size of the settlement raises questions about the merit of the lawsuit. Three current council members (Fadelli, Quinto, and Abelson) were part of the council that approved this settlement. Given the level and length of sexual harassment that was allowed to occur, the settlement may have been appropriate.
Financial Implications and Misplaced Priorities
The financial implications of such settlements are significant. The city previously reduced the library budget by $58,000, yet it wrote a check for over half a million dollars to settle a lawsuit involving the police department. Additionally, the city is asking the community for a $300 “forever” tax, ostensibly to support the library, but it is clear that these funds will likely be funneled into the operating budget to cover over expenditures. This settlement was attributed to the Human Resources budget, but it arguably should have been taken from the police budget.
Taxpayers are left to shoulder the burden of these settlements, with no guarantee that similar allegations won’t arise again. The settlement specifies that Sergeant Wentworth will not pay any part of the settlement, leaving taxpayers to foot the entire bill. The lack of professional accountability has consistently fallen on the shoulders of the El Cerrito residents.
Rising Crime Rates and Blame Shifting
Amid these issues, crime rates in El Cerrito continue to rise. Despite this, Chief Keith blames the surrounding communities for the city’s woes, even though these communities have lower crime rates than El Cerrito. This discrepancy raises concerns about the effectiveness of the ECPD and its leadership.
Challenges in Hiring and Retention
The toxic environment within the ECPD makes it not only difficult to hire highly qualified women but also to hire and retain qualified men. The culture of harassment and retaliation discourages talented professionals from joining or staying with the department, further exacerbating staffing challenges and undermining the effectiveness of the police force.
Addressing the Root Causes
It’s crucial for the city to address the root causes of these issues. City staff and council members may be reluctant to discuss ongoing legal matters, but the community deserves to know what policies and systems have been implemented to prevent such incidents from recurring. The City Manager and the governing Council should have required that the Chief develop and implement policies to safeguard all employees, including their most vulnerable officers. Chief Keith should be transparent about the number of female officers currently employed (only 4 out of 40 in 2019) and the measures in place to protect them from sexual harassment.
Conclusion
The dysfunction within El Cerrito’s leadership and police department is deeply disturbing. The allegations of sexual harassment, the financial burden of settlements, and the rising crime rates all point to a need for significant reforms. The community must demand accountability and transparency from its leaders to ensure a safer, more equitable environment for all employees and residents.
El Cerrito deserves better. It’s time for real change.
El Cerrito Committee for Responsible Government (ECCRG) 