Document elcerrito_gov_doc_ae9447134b

FISCAL YEAR 2012-13 PROPOSED BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2013 CITY OF EL CERRITO EMPLOYEES PENSION BOARD PUBLIC FINANCING AUTHORITY CITY COUNCIL Mayor William C. Jones, III Mayor Pro Tem Greg Lyman Councilmember Janet Abelson Councilmember Rebecca Benassini Councilmember Ann Cheng CITY COUNCIL APPOINTEES City Manager Scott Hanin City Attorney Sky Woodruff APPOINTED OFFICIALS Assistant City Manager Karen Pinkos Chief of Police Sylvia Moir Fire Chief Lance Maples Administrative Services Director Mary Dodge Public Works Director Jerry Bradshaw Acting Recreation Director Chris Jones City Clerk Cheryl Morse ---PAGE BREAK--- iv ---PAGE BREAK--- v CITY OF EL CERRITO PROPOSED FISCAL YEAR 2012-13 BUDGET TABLE OF CONTENTS City Manager’s Transmittal Letter 1 Budget Year Focus 2 Proposed Budget FY 2012-13 Overview 6 Capital Improvement Program Overview 9 Budget Guide 11 Section 1: Budget 13 Budget Structure and Approach 13 El Cerrito Profile 14 Organizational Overview 15 Financial Overview 16 Revenues 17 Expenditures 23 Budget Process 26 Summary of Significant Accounting and Financial Policies 29 Fund Descriptions 30 General Fund Overview 36 Ten-Year Planning 40 Section 2: City Management 43 City Management Overview 43 City Council 44 City Council Budget Summary 45 City Manager 47 City Manager Budget Summary 49 City 51 City Attorney Budget Summary 51 City Clerk 52 City Clerk Budget Summary 55 Information Systems Division 56 Information Systems Division Budget Summary 57 Economic Development & Housing Division 59 Economic Development and Housing Division Budget Summary 63 Section 3: Administrative Services Department 67 Department Overview 67 Finance Division 68 Finance Division Budget Summary 70 Employee Services Division 73 Employee Services Division Budget Summary 75 Section 4: Environmental and Development Services Department 77 Department Overview 77 Planning Division 79 Planning Division Budget Summary 83 Building Division 85 Building Division Budget Summary 90 Environmental Services Division 92 Environmental Services Division Budget Summary 98 Section 5: Fire Department 103 Department Overview 103 Fire Department Budget 111 Section 6: Police Department 115 Department Overview 115 Police Administrative & Support Services Division 121 Police Administrative & Support Services Division Budget Summary 123 Police Operations Division 125 Police Operations Division Budget Summary 127 Police Investigations/Special Operations Division 129 Police Investigations Division Budget Summary 131 Section 7: Public Works Department 133 Department Overview 133 Engineering Division 135 ---PAGE BREAK--- vi Engineering Division Budget Summary 141 Maintenance Division 144 Maintenance Division Budget Summary 148 Section 8: Recreation Department 153 Department Overview 153 Administration 155 Recreation Administration Budget Summary 157 Adult/Community Programs Division 160 Adult/ Community Programs Division Budget Summary 162 Youth Services/Childcare Division 164 Youth Services Budget Summary 167 Childcare Budget Summary 168 Aquatics Division 170 Aquatics Division Budget Summary 175 Senior Services Division 177 Senior Services Division Budget Summary 181 Section 9: Successor Agency to the Redevelopment Agency 185 Introduction 185 Former RDA Finances 186 Successor Agency Finances 188 Obligations 189 Administrative Budget 193 Section 10: Other Entities 195 Employees’ Pension Fund 195 Public Financing Authority 196 Section 11: Capital Improvements 199 The Capital Planning Process 199 Capital Improvement Summary 200 Tables and Project Information Sheets 200 Section 13: Long-Term Debt 252 Section 14: Appendices and Statistics 258 Appendix 1 Glossary of Budget Terms 260 Appendix 2 Demographic Profile 268 Appendix 3 Employee Benefit Schedule FY2010-11 272 Appendix 4 Financial Policies 274 Appendix 5 Boards and Commissions 296 ---PAGE BREAK--- 1 CITY MANAGER’S TRANSMITTAL LETTER June 5, 2012 Honorable Mayor and Council Members: When the City Council developed its first mission statement in 2011, it was impossible to predict that in the short time since its creation it would make such a significant impact on the employees of the City of El Cerrito and on the services they provide. That impact is exemplified in this proposed budget and the level of performance it maintains. What makes that commitment more relevant is that during this current fiscal year, many employees came forward with their own financial contributions to help solve this year’s budget challenges rather than reduce either the quality (exemplary) or quantity (always increasing) of our programs and services. It would be difficult to find in any other City the level of commitment to public service in general and to a local government in particular as shown by our employees who make up nearly 80% of this budget. Across all departments, staff has continued to find creative and innovative ways to not only maintain a high level of baseline services, but also new ways to build upon that base every year with new projects and programs in spite of the annual budget challenges they face, most of which are beyond their control. Although an economic recovery is often mentioned and forecasted, any such recovery comes to local government much later than in the private sector, resulting in continued challenges for the City. This year is no exception. Of most budgetary significance in El Cerrito this past fiscal year were two key unanticipated events: the dissolution of all Redevelopment Agencies in the State of California by the Governor and Legislature, and the overall reduction in assessed property values in El Cerrito. These two items alone have resulted in approximately $1 million in lost General Fund revenues. Additionally, revenue projections are very conservative when compared with the prior ten years; this challenges our ability to maintain services when the costs are made up almost entirely by those people providing the service. As described above, the highest priority for City staff is to maintain the high level of service that El Cerrito is known for, but the budget of the City remains very tight and few funds are available for continued re-investment in the City infrastructure (with the exception of streets). Most notably, parks and play fields and aging facilities such as the Library, Public Safety building and Senior Center require improvement but the funding has not yet been identified. When developing this budget, a few core principles guided us:  Service levels, both in terms of quality and quantity, were to remain the same and even increase in certain areas;  Layoffs would occur only as a last result (none are proposed); and,  General Fund reserves were not to be used to balance the budget. In addition, it became clear that in order for these principles to be maintained, City employees would need to contribute in some way financially. However, in spite of the difficult economy and continued State efforts to limit local government funding and control, El Cerrito continues to maintain and even improve its ---PAGE BREAK--- 2 services to residents and businesses while many cities have been forced to reduce or eliminate many activities. Accomplishments of note for the current fiscal year include:  Overall reductions in serious crimes throughout the City  Completing major street improvements resulting in a street quality ranking second in the Bay Area; up from the bottom ten, less than five years ago  Opening of our new state-of-the-art Recycling and Environmental Resource Center  Continued quality improvement measured by the National Citizen Survey  Continued identification and use of grant funds to support our activities, improve infrastructure and to increase service Last year, my transmittal letter described the period of transition the City appeared to be entering. In an effort to help better define and guide El Cerrito’s future, the City will embark on its first Strategic Planning process this fiscal year, as well as the consideration of a possible City Charter. As the City Council considers these items as well as adoption of the San Pablo Avenue Specific Plan and the kick-off of a review and update to the City’s General Plan, it is clear that in many ways, this coming fiscal year will help shape and define the future character of much of this City well into the future. It will hopefully also be the year in which the City finally turns the corner economically. BUDGET YEAR FOCUS MISSION STATEMENT AND FISCAL YEAR GOALS As mentioned above, on May 2, 2011, the Council adopted its Mission Statement for the City: The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future. Additionally, the following goals were identified as priorities and remain so for FY 2012- 13:  Financial Management (Fiscal Responsibility)  Responsive Government  Community Engagement and Partnership  Public Safety  Economic Development  Environmental Stewardship  Support of Multi-Modal Transportation The Mission Statement and Goals provide the overall policy framework for the budget document. City staff has integrated these concepts within each department narrative, to ensure that departmental objectives are in alignment with the City Council’s Goals. The following is an overview of how the City organization has embraced these themes. ---PAGE BREAK--- 3 Financial Management (Fiscal Responsibility) Unlike any other year during my tenure in El Cerrito, this proposed budget shows an initial deficit. However, it is our expectation that based on current labor negotiations and City Council direction, the final budget will not only be in balance but also identify funds to ensure the General Fund reserves exceed 10%. This budget attempts to balance conservative revenue projections with realistic expenditure assumptions, protect City reserves, and fulfill our commitment to the employees as best we can, all while maintaining the highest service levels possible. The City has made continuous attempts to hold down expenses, most notably by limiting employee compensation to median, not offering post-employment health benefits and carefully phasing in hiring for vacant positions. For the first time in at least a decade, many employees will be contributing to the cost of their pension program in order to offset increasing labor costs while the City moves to implement a second tier retirement system to reduce future long term pension costs. Unfortunately, in order to achieve all of our financial objectives, it will once again be necessary to maintain most non-public safety vacancies for the fourth straight fiscal year. At the time of this transmittal, discussions are underway with our three largest labor groups in an effort to obtain financial contributions in order to balance this year’s budget. Two smaller groups, the Public Safety Managers and the unrepresented Management Group have agreed to either contribute or forego 2-3% of next fiscal year’s salary to help balance the budget. Responsive Government In the current fiscal year, the City once again undertook The National Citizen Survey™ (The NCS), a collaborative effort between the National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The NCS was developed by NRC to provide a statistically valid survey of resident opinions about community and services provided by local government. The survey results may be used by staff, elected officials and other stakeholders for community planning and resource allocation, program improvement and policy making. The results of this survey provide the opinions of a representative sample of residents about community quality of life, service delivery, civic participation and unique issues of local interest. A periodic sounding of resident opinion offers staff, elected officials and other stakeholders an opportunity to identify challenges and to plan for and evaluate improvements and to sustain services and amenities for long-term success. In general, survey respondents demonstrated trust in local government. A majority rated the overall direction being taken by the City of El Cerrito as “good” or “excellent.” This was much higher than the benchmark of cities across the nation. Those residents who had interacted with an employee of the City of El Cerrito in the previous 12 months gave high marks to those employees. Most rated their overall impression of employees as “excellent” or “good.” Of particular note, 93% of respondents said they would recommend El Cerrito as a place to live to someone who asks and 88% responded that they planned to stay for at least five years. Overall, ratings for many of El Cerritos services and community features increased significantly compared to the previous survey. Increased ratings were found for ease of car travel, ease of bus travel, ease of walking, street repair, street cleaning, street lighting and sidewalk maintenance. Ratings also increased for land use, planning, and zoning, code enforcement, animal control, crime prevention, fire prevention and education, air quality, recycling, City parks, recreation centers and others. Community Engagement and Partnership Citizen participation continues to be a high priority for City staff. Through a new website, quarterly newsletters, frequent mailings and postcards, list serves and broadcast of our ---PAGE BREAK--- 4 City Council meetings, staff remains committed to openness and accountability in all of the services we provide. As mentioned above, the City is beginning a Strategic Planning process. A key component of that process is citizen involvement. In an effort to maximize participation, staff will be looking to actively involve residents and the business community in envisioning what El Cerrito will look like in the future. Events like the annual Earth Day work parties and National Night Out block parties, as well as Green Team clean-ups and special events like the July 4th Festival and the recent “Street Play” events illustrate how active citizens and an engaged business community help enrich El Cerrito. Public Safety The Police Department remains committed to evolving in its service delivery and genuine transparency with our community. Having spent the past year operating under the new Mission Statement of: “We are committed to safety, service and enhancing the public trust through professionalism and leadership”, each member of the Police Department generated a renewed sense of commitment in his or her part toward fulfilling the mission. Recognizing that partnerships between the community and the Police Department are the foundation of the public trust, our collective crime reduction efforts, and our communities' faith in the Police, we emphasized that each contact reflects the Department’s individual and organizational character. Additionally, a renewed emphasis has been placed on the public’s safety with new approaches in crime fighting being deployed that includes more flexibility than traditional patrol, using bicycle, and K-9 patrols to further enhance the City’s efforts. In FY 2012-13, the Fire Department plans to continue its programs that have built a foundation for the service levels our citizens have become accustomed to. Fire Department staff will continue its aggressive training program to be prepared for all risk disasters by completing a second class of Firefighters through Urban Search and Rescue training. The Department's public education program will continue to provide CERT training to our citizens to elevate their ability to be self sufficient in the event of a disaster. As in past years, the Department will continue to support and strengthen all automatic aid agreements with surrounding jurisdictions. The Department will also continue to aggressively seek grant funding for operational and training needs to offset these costs to the City. To that end, the Fire Department will complete these tasks while also being prepared to respond to the emergencies our community faces on a daily basis while being as cost effective as possible. Environmental Stewardship The City continues to dedicate itself to environmental stewardship and leadership on numerous fronts. In Spring 2012, the City completed construction and reopening of the Recycling and Environmental Resource Center while continuing to operate both curbside recycling and a temporary community drop-off recycling facility. Environmental Services Division staff continued to develop the City’s Climate Action Plan to meet the City Council’s goals to reduce Greenhouse Gas Emissions, and also implemented numerous energy efficiency projects for municipal operations and assisted residents to also lessen their environmental footprint. Using a combination of funds from the EPA Climate Showcase grant, ARRA/Energy Efficiency and Conservation Block grants, PG&E rebates, and the City’s Energy and Water Efficiency Program, the City implemented approximately $180,000 in energy efficiency improvements in municipal facilities resulting in an approximately 26% decrease in energy use in the improved facilities. Staff also provided assistance to City residents and businesses to assess and ---PAGE BREAK--- 5 implement energy efficiency projects, resulting in an annual reduction of approximately 42 tons of Greenhouse Gas Emissions. A draft Climate Action Plan will be released this summer. Community involvement and education in environmental issues is on the increase and together staff and the community hosted eight Green Team events in addition to the City’s annual Earth Day event which together attracted over 375 participants working on 33 greening projects throughout the City. Together, the Environmental Quality Committee and staff are moving toward efforts to reduce waste through promoting more environmentally-friendly foodwares and are studying the possibility of moving forward with recommending an ordinance for the City Council to consider on this issue in the upcoming year. In order to continue to be proactive in pursuing environmental improvements, staff continues to aggressively seek outside grant funding, and in 2012 was awarded a CalFire Urban and Community Forestry grant to conduct a citywide tree inventory and a Proposition 84/Urban Greening grant to develop a Citywide Urban Greening Plan. Both efforts will begin in FY 2012-13. Economic Development With the dissolution of the El Cerrito Redevelopment Agency by the State of California during the past year, the City faced direct impacts to City personnel, resources and functions. In response to these impacts, staff felt changes to the organizational structure of the City were necessary going forward. This fiscal year, the former Economic Development Department (which had been largely funded by the former Redevelopment Agency) has been changed to become the Economic Development and Housing Division and will be housed within City Management. The position of Economic Development Director has been left vacant, and the Division staff will report directly to the City Manager. By retaining the functions of the former Economic Development Department directly under City Management, the City can ensure that the City Council’s goal of Economic Development is still being prioritized appropriately despite the loss of resources for the support of many of the former Department’s functions. Despite dissolution of the Redevelopment Agency, however, the Economic Development and Housing Division will maintain efforts to attract investment to the community. This will include focusing on recruiting businesses that can provide desirable goods, services, and employment; identifying opportunities for new development; and continuing support of affordable housing development. The State’s weak economy and uncertain budget situation have hindered these efforts, but Economic Development staff continues to lay the groundwork for renewed interest in business and real estate investment, all in the context of equitable and sustainable revitalization. In FY 2011-12, this work included completion of the Transit-Oriented Development Feasibility and Parking Study to establish development and parking standards to promote development; establishment of a contractual relationship with the El Cerrito Municipal Services Corporation to assist in pre-development activities on its properties and support its economic development programs; and initiation of pre-development analysis with a developer/consultant for the Del Norte Area. Economic Development staff had success in recruiting a national retail tenant to fill an upcoming vacant space and saw the results of prior years’ work fulfilled in the opening of El Cerrito’s first brewpub, Elevation 66, and the opening of a new Safeway in the former Target property. Other activities included business visitations and the third installment of “New Venture Training” series for small businesses. Despite affordable housing program being curtailed by Redevelopment dissolution, staff continued current projects, including managing the exclusive negotiating rights agreement with Eden Housing for the mixed- ---PAGE BREAK--- 6 use senior housing project adjacent to City Hall and supporting Resources for Community Development as it pursues funding for its Ohlone Gardens multi-family special-needs housing project on Portola Drive. As funding allows, the Division will focus on identifying and implementing post- Redevelopment tools and resources for community investment, business recruitment and retention, and affordable housing. Specific efforts will include creating business and real estate development opportunities at key locations, including the Del Norte BART station, Midtown and the El Cerrito Plaza/Theater district; initiating pre-development activities on MSC-owned properties; working with property owners and businesses on better use of underutilized property and buildings particularly the Moeser Lane Shopping Center; supporting the completion of public improvements in the Del Norte Area; and continuing to support Eden Housing and Ohlone Gardens in project planning and pursuit of funding. Support of Multi Modal Transportation The City is committed to providing a transportation system that allows safe, efficient and accessible travel by a variety of modes. In FY 2011-12, the City established an internal Multimodal Transportation team which hosted its first ever public Bicycle Town Hall Meeting; pursued funding for planning and construction of transit access, bicycle and pedestrian infrastructure improvements; and coordinated regionally on non-motorized and transit related issues. In FY 2012-13, with grant funding, the City will begin an update of its Circulation Plan for Bicyclists and Pedestrians and embark on the San Pablo Avenue Complete Streets Plan to help establish multimodal levels of service for inclusion in our General Plan Update. Also, as part of the regional I-80 Integrated Corridor Mobility Project, several transit enhancements will be implemented in El Cerrito and West Contra Costa County including a bus-only lane for the El Cerrito Del Norte BART Station on eastbound Cutting Boulevard; expansion of transit signal priority (TSP) on San Pablo Avenue, crossing arterials, and on-ramps used by buses along I-80; and improved travel time reliability on I-80. Also with grant funding, in FY 2012-13 the City will embark upon developing an Urban Greening Plan: “Green Vision 2035”. A key component of the Plan will be to address the issue of walkability- making it more attractive to walk places and identifying projects and programs that will contribute to an interconnected walking environment. PROPOSED BUDGET FY 2012-13 OVERVIEW The Fiscal Year 2012-13 Proposed Operating Budget provides funding for all City services including police, fire, recreation, economic development, redevelopment, public works, building, planning, environmental and administrative services. Although the City’s primary operating fund, the General Fund, is proposed to be initially out of balance, negotiations are currently underway and expenses identified that will ultimately bring the final budget into balance and ideally ensure a minimum of 10 percent reserves. As we have discussed on a number of occasions, El Cerrito has weathered the recent economic turmoil better than many cities throughout the State and nationally. However, a number of challenges continue to confront the City including the dissolution of Redevelopment, a reduction in assessed property values and the continued increase to employee benefit costs. In spite of these concerns, all services remain intact and continue to be provided at levels higher than in most other cities. In order to develop the budget, a number of assumptions have been made and actions undertaken, including but not limited to the following: ---PAGE BREAK--- 7  No reductions to current filled staff positions are proposed  Nine vacancies will remain, including the vacant Building Official position  Certain employees will increase their CalPERS contributions by 3 percent  Roughly $313,000 of additional savings (largely through wage reductions) are still necessary to balance budget AND and an additional $152,000 are needed to solidify the reserve amount at 10.2%  Recruiting, hiring and training new police officer recruits (both lateral and candidate police officers) to fill open positions wisely and expeditiously to ensure the best possible police officers for the City  The Fire Department, while fully staffed operationally, will rely on overtime rather than fill two of the three authorized “coverage” positions, similar to last two years (results in approximate $150,000 in savings)  No new positions are proposed  Capital projects funded outside of the General Fund will progress as planned but no General Fund contributions are included for capital  Contract help in certain areas will continue until revenues stabilize at a sustainable level  No use of unrestricted General Fund reserves RESERVES Under the current reserve policy, it is the intent of the Council to require reserves to not fall below 10% of projected General Fund operating expenses unless there was a financial emergency or some other unanticipated event, and to continually develop a plan to increase reserves to 15%. In the event the Council authorizes reserves to dip below 10%, a ten-year plan would need to be developed to return the amount to 10% and eventually 15% of overall expenditures. As a result of the ongoing economic crisis, during FY 2010-11, the City Council authorized the use of approximately $530,000 of reserves to balance the budget and maintain current service levels. As you review the proposed ten year plan, you will see that staff has projected a 10.2% reserve at the end of FY 2011-12, consistent with this policy, assuming an additional approximately $465,000 of savings are implemented during the fiscal year. The General Fund 10-year Plan identifies a strategy to grow those reserves to the 15% target and maintain them at that level. However, in order to accomplish this, employee compensation is projected to level off as comparative cities cap or reduce salary increases and benefit costs are controlled. Additionally, in order to achieve these reserve amounts, it is assumed that next fiscal year and beyond, employees will begin to cover a greater share of the CalPERS pension costs, and other personnel or service related savings will need to be identified. These items will be identified prior to final adoption of the operating budget and/or as needed in continued budget discussions and consideration with the City Council. EMPLOYEE COMPENSATION As discussed in the past, employee compensation has been set by the City Council’s policy of “median” compensation. That is to say, at any given time, it is the City’s goal to provide compensation (salary and benefits) to its employees at the 50th percentile of a ---PAGE BREAK--- 8 group of roughly 20 other East Bay cities as determined by a compensation study. As a reminder, it was only a few years ago when the City’s current compensation program was not effective in recruiting and retaining employees in certain areas such as police and engineering. The City has worked diligently to attract and hire a professional staff that provides the very services that the community expects. It is in this context that unrepresented employees will have their compensation reduced next fiscal year as a result of no cost of living adjustment (COLA) coupled with increased participation in covering pension costs. Three groups that were entitled to receive a COLA have been asked to forego these adjustments in an effort to balance the budget and maintain service. As of this writing, the Public Safety Managers group has agreed to forego their COLA. With the tough economy and increased benefit costs, the City struggles annually to maintain a median compensation level for its employees. As noted in prior years, the proportion of the City budget dedicated to personnel has risen to approximately 80%. Based on regular reviews and surveys of surrounding agencies, the salary and benefits provided to our employees remains at or below median with few if any exceptions, without the medical-after-retirement benefit offered by most public agencies. However, the primary growth in employee costs is associated with significant increases in pension and medical costs. The table below shows the recent increases in costs per employee (increases continue back to 2001, when pension costs to the City were zero), mostly a result of CalPERS losses and increased medical expenses. Employee Benefit Costs Talk of pension reform and the sustainability of public employee compensation is an everyday occurrence, and it is not likely to go away as Statewide reform measures are expected to be proposed in the near future. Although El Cerrito has arguably been more prudent than many other agencies, it will be necessary for all of us to continue a dialogue on the appropriate and reasonable amount of employee compensation that will still allow us to recruit and retain excellent employees in order to maintain our high level of service. REDEVELOPMENT AGENCY Due to the dissolution of the El Cerrito Redevelopment Agency by the State of California, the structure and funding of the economic development and affordable housing functions were in flux during FY 2011-12. Staffing budgets funded by the Redevelopment Agency’s Capital Fund were transferred to the City’s General Fund upon dissolution. In the spring, the City entered into an agreement with the El Cerrito Municipal Services Corporation (MSC) to provide Budget Projected Projected FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 * Benefit Costs Health, Dental, Life Insurance 2,001,611 2,296,493 2,471,859 2,614,014 2,826,138 3,075,147 3,304,463 3,552,207 Pension Contributions 3,622,202 3,912,701 4,207,504 4,195,313 4,385,138 5,380,323 5,456,373 5,828,532 Percentage Change from Prior Year Health, Dental, Life Insurance 14.2% 14.7% 7.6% 5.8% 8.1% 8.8% 7.5% 7.5% Pension Contributions 18.6% 8.0% 7.5% -0.3% 4.5% 22.7% 1.4% 6.8% Headcount 185.6 187.7 192.4 192.6 189.6 189.6 190.6 190.6 Health, Dental, Life Ins. per Head 10,785 12,238 12,848 13,572 14,906 16,219 17,337 18,637 Pension Contributions per Head 19,516 20,851 21,869 21,783 23,128 28,377 28,627 30,580 * FY14 and FY15 was less than 1/2% increase in PERS prior to March CalPERS Board action. ---PAGE BREAK--- 9 consulting services for the remainder of the fiscal year. The MSC, a nonprofit public benefit corporation, had an existing agreement with the Redevelopment Agency for implementation of redevelopment and economic development project and programs pursuant to the City of El Cerrito Redevelopment Plan. Housing staffing, operating budgets, and encumbered funds were transferred from the Redevelopment Agency’s Low & Moderate Income Housing Fund to a newly established City Low & Moderate Income Housing Fund pursuant to an existing Cooperation Agreement with the Redevelopment Agency. Upon dissolution of the Redevelopment Agency, the City formally elected to assume the housing functions, assets and liabilities from the Redevelopment Agency, pursuant to the dissolution legislation. Discussion of the Redevelopment Agency dissolution and the establishment of the Successor Agency to the El Cerrito Redevelopment Agency are discussed in Section 9. The Redevelopment Agency no longer has budget authority and therefore there is no budget proposed for FY 2012-13. As previously discussed, for FY 2012-13 the Economic Development Department will become the Economic Development & Housing Division of City Management. CAPITAL IMPROVEMENT PROGRAM OVERVIEW The Capital Improvement Program (CIP) currently has 45 identified projects, including 22 active projects that are either in construction or undergoing planning/design. Current year appropriations total $5.4 million. Similar to recent years, the General Fund is making no significant contribution to the Program. The list below describes how the CIP relates to the City Council goals:  Public Safety o Safe Routes to School o Bike, Ped & Traffic Safety Projects  Environmental Stewardship o Ohlone Natural Area o Solar Energy Procurement  Multi-Modal Transportation o Bike & Pedestrian Enhancements o Bus Stop Improvements  Economic Development o Central & Liberty Streetscape  Fiscally Responsible o Budget Controls o Value Engineering  Responsive Government o Projects developed with a pulse on the community o Partnering with other agencies  Community Engagement and Partnership o Numerous community meetings o Working closely with residents and businesses * * * * * This past year the City of El Cerrito was honored with its second Government Finance Officers Association of USA/Canada (GFOA) Distinguished Budget Presentation award. This continued achievement is a goal of City Management, and staff is extremely proud to again receive this award that reflects a nationally recognized standard for budget documents prepared by local agencies. Additionally, the City has received the California Society of Municipal Finance Officers (CSMFO) Budget Award for the 7th year in a row. ---PAGE BREAK--- 10 I would like to thank all of the Department Heads and Managers for their hard work, diligence and high standards in their contributions to the budget document. In particular, I would like to thank Karen Pinkos, the Assistant City Manager, Mary Dodge, the City’s Administrative Services Director and Geoffrey Thomas, the City’s Finance Manager, for their work in developing and continuously improving the document over the past few years to achieve this award-winning status for the City. Most importantly, I would like to thank all of the City employees who graciously stepped up to contribute financially to this budget in order to maintain the programs and service levels our residents and businesses desire. Again, on behalf of all the staff, I present a budget that will continue to serve our City well. Respectfully, Scott Hanin City Manager ---PAGE BREAK--- 11 BUDGET GUIDE The budget is the City’s fundamental policy document and communicates the expenditures legally appropriated by the City Council for the fiscal year. It describes the City’s Mission, goals and objectives and indicates how resources are allocated to achieve these goals. In addition to its role as a policy document, the budget also serves as a financial plan, an operations guide and a communications tool. Following is a brief description of the major sections of the document. Budget Overview The Budget Overview section provides summary financial information regarding projected revenues, expenditures, fund balances and reserves as well as transfers between funds. This section includes the summary analysis of all funds, details of all inter-fund transfers as well as information describing significant changes compared to the prior year’s budget. General Fund This section reviews detailed assumptions in the General Fund, the city’s main operating fund. It presents historical data, a discussion of current programs and activities, future concerns and strategies as well as the ten-year plan. Department Operating Budgets The departmental operating budget sections describe historical and adopted expenditures by department and division. Each section also describes its mission, ongoing and future objectives, and an organizational and personnel overview and workload statistics. The City is organized into seven operating departments: City Management, Administrative Services, Economic Development, Environmental and Developmental Services, Fire, Police, Public Works, and Recreation. Other Entities This section outlines the adopted revenues and expenditures for the City’s other legal entities: the Employees Pension Fund and the Public Financing Authority. Capital Improvement Program The Capital Improvement Program (CIP) section details the adopted capital projects for Fiscal Years 2012-13 through 2021-22. It includes a description of those capital projects previously funded and other Capital Improvement Needs that are presented as a non- prioritized listing of those proposed projects or programs for which no funding has been currently identified. Long Term Debt The City has various long-term commitments for payments that range from accumulated benefits due to employees to debt obligations to be repaid from various revenue sources. These obligations are discussed in this section and supported with the FY 2010-11 audit information. Appendices and Statistics The final section of this document contains a glossary of budget terms, a demographic profile and various statistics intended to assist the reader in achieving a greater understanding of El Cerrito as a community. This section also holds the financial policies referred to throughout the document. ---PAGE BREAK--- 12 ---PAGE BREAK--- 13 SECTION 1: BUDGET OVERVIEW The City of El Cerrito’s Fiscal Year 2012-13 Budget presents accurately and clearly the City’s projection of revenues and expenditures for the next fiscal year. It also describes in detail the mission and goals of the City, each of its departments and divisions, and the City’s separate legal entities: the Employee Pension Board and the El Cerrito Public Financing Authority. BUDGET STRUCTURE AND APPROACH The budget document is intended to help the City Council, residents, businesses, and other interested parties understand the overall responsibilities and goals of the City and to enable the departments to present financial plans and workload data. Each year staff aims to improve the budget document in a significant way. As in previous years, this budget document includes Ten-Year Financial Plans for the General Fund and Integrated Waste Management Fund. The purpose of these long term plans is to allow the residents, City Council, and the public to evaluate the results of actions taken today by projecting out ten years into the future. Using this planning tool on an on-going basis will help the City refine projections and develop long-term stability. CSMFO Award City staff is very proud to include in this Budget Overview Section a copy of the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers (CSMFO) for our FY 2011-12 operating budget. This is the City’s seventh consecutive year of receipt of this award. GFOA Award This past year, the City of El Cerrito was honored with its second consecutive Government Finance Officers Association of USA/Canada (GFOA) Distinguished Budget Presentation award. This achievement was a goal of City Management, and staff is extremely proud to continue to receive this award that reflects a nationally recognized standard for budget documents prepared by local agencies. Over the past 11 years the City has been working steadily to improve this document. This award represents a culmination of those efforts and provides motivation to continue to improve this important document. Reporting Entity Throughout this budget document, reference is made to the City. As appropriate, such three separate entities covered under this budget: City of El Cerrito, El Cerrito Employees’ Pension Board, and the El Cerrito Public Finance Authority. Per AB1x 26 the El Cerrito Redevelopment Agency (RDA) was dissolved as of February 1, 2012 along will all California Redevelopment Agencies, and in El Cerrito a Successor Agency was created to finalize the RDA’s commitments. Historical budget and actual data for the former RDA is shown in this budget in the Successor Agency, Section 10, but since the ---PAGE BREAK--- 14 Successor Agency has no budget authority one is not being presented in this document. The events leading up to actions since the dissolution of the RDA are discussed in detail in Section 10. The El Cerrito Municipal Services Corporation (MSC) is a non-profit organization whose purpose is to support the City in expanding economic opportunities, eliminating blight, as well as assisting and implementing programs and activities that will lessen neighborhood tensions and combat community deterioration. The FY 2012-13 budget for the MSC was adopted at the May 1, 2012 meeting of its Board of Directors and is therefore, not included in this document. Report Structure The Operating Budget for FY 2012-13 contains the City Manager’s transmittal letter, which is intended to provide an executive summary of the city’s priorities, major projects, general philosophy, and discussion on the citywide financial outlook and budget. The Budget Overview section provides information on the structure and policies of the City and detail of the budget on a Citywide basis. Following the Overview is a detailed look at the General Fund, including the Ten-Year Plan and major revenue and expenditure assumptions associated with this plan. The City departments each present reports including history and budget for line-item expenditures from all revenue sources, as well as descriptions of core responsibilities, service indicators, and goals and accomplishments. A section has been added this year for the Successor Agency to the Former Redevelopment Agency, and the City’s other entities are presented separately after that discussion. The remainder of the Operating Budget includes sections discussing the Capital Improvement Program, Long Term Debt obligations, and other statistics. EL CERRITO PROFILE The City of El Cerrito is a general law city that was incorporated in 1917. El Cerrito is located in western Contra Costa County and forms part of the highly urbanized area along the eastern shore of San Francisco Bay. El Cerrito has a population of 23,440 and covers an area of 3.9 square miles. It is a community of highly educated residents due primarily to the proximity to UC Berkeley and the San Francisco Bay Area high-tech economy. It is known for its temperate climate and breathtaking views of San Francisco Bay and the Golden Gate Bridge from the hillside areas. Interstate Highway 80 passes near the western boundary of the community, while the crest of the Berkeley Hills and Wildcat Canyon Regional Park define the eastern boundary. The community is served by AC Transit and the Bay Area Rapid Transit (BART) system, with stations near both the northern (El Cerrito Del Norte station) and southern (El Cerrito Plaza station) boundaries of the city. In addition, several transit agencies including Golden Gate Transit, Fairfield-Suisun Transit, Vallejo Transit, and WestCAT also serve the El Cerrito Del Norte BART station. The combination of services from these agencies provides excellent public transportation to the entire Bay Area. The City is organized as a Council-Manager form of local municipal government. The City Council consists of five members elected at large for four-year, overlapping terms. The Council selects the Mayor for a one-year term from among its members. The Mayor and City Council provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen understanding and involvement. The Council Members also serve as the governing body of the El Cerrito Employees’ Pension Board (PB), and the El Cerrito Public Financing Authority (PFA). The City Manager is appointed by the City Council and is responsible for administration of municipal affairs. All municipal departments operate under the supervision of the City Manager. Through the City Manager, City staff uses the resources appropriated by the ---PAGE BREAK--- 15 Council in the budget to achieve desired service results in the community and carries out the policies of the Council. The City Council also appoints the City Attorney to advise them and City staff on legal affairs, to see that all laws are effectively enforced and, when necessary, to defend the City in litigation. The City provides police and fire services as well as recreation, streets and roads, recycling, economic development, public improvements, building, planning and zoning and general administrative services. Residents are provided water by East Bay Municipal Utility District and sewer services through Stege Sanitary District. Garbage collection service is provided by East Bay Sanitary, and both Comcast and AT&T provide video, internet and telecommunication services. ORGANIZATIONAL OVERVIEW Chart 1-1 provides a graphical overview of the structure of City Government. There are no changes to the structure from the prior year. Chart 1-1 El Cerrito City Government Organization Chart Overall Position Listing Table 1-1 shows the authorized Citywide position listing. The listing shows there were one position change from the prior year that relates to the Environmental and Development Services Department. Table 1-1 Citywide Position Listing FY 09-10 FY 10-11 FY 11-12 FY12-13 City Council 5.00 5.00 5.00 5.00 City Management 7.00 7.00 7.00 7.00 Administrative Services 7.80 7.80 7.80 7.80 Economic Development 5.00 4.00 4.00 4.00 Environmental and Development Svcs 22.00 20.00 20.00 21.00 Fire 37.00 37.00 37.00 37.00 Police 56.55 56.55 56.55 56.55 Public Works 14.25 14.25 14.25 14.25 Recreation 38.00 38.00 38.00 38.00 Total 192.60 189.60 189.60 190.60 Residents of El Cerrito City Council City Attorney City Manager City Management Fire Department Administrative Services Police Department Environmental and Development Services Public Works Recreation Boards and Commissions ---PAGE BREAK--- 16 FINANCIAL OVERVIEW Fund Balance Each department has reviewed its budget and made decisions proposing how funds should be allocated, what new programs or activities should continue or begin, and what programs or activities should be changed. The two schedules shown as Tables 1-2 and 1-3 summarize the effects of current activity and its relation to the FY 2012-13 budget. Table 1-2 projects current year activity through June 30, 2012. Actual data as of February 29, 2012 were annualized using the trend activity for the different categories of revenues and expenditures and the FY 2011-12 budget. Estimating the current year-end fund balance provides the amount of fund balance anticipated at the start of the new fiscal year, and Table 1-3 applies that beginning fund balance to the adopted budget to determine the estimated fund balance at the end of FY 2012-13. Table 1-2 Projected Fund Balance Act. Fund Balance Revenues & Expenditures Net Est. Balance Fund Description at June 30, 2011 Contributions Transfer In Transfer Out Change at June 2012 Nonspendable and Restricted Fund Balance $3,950,000 $3,950,000 Restricted MSC Pre-funding Contribution 1,007,000 1,007,000 $1,007,000 Unassigned Fund Balance 2,549,487 2,798,705 101 Sub-total Total General Fund Balance 6,499,487 28,616,632 28,008,621 1,415,890 767,683 1,256,218 7,755,705 201 Gas Tax Fund 11,542 653,000 468,512 370,000 582,597 (28,109) (16,567) 202 NPDES (4,230) 340,994 291,605 60,000 103,535 5,854 1,624 203 Landscape and Lighting (36,871) 771,000 1,087,739 420,000 138,431 (35,170) (72,041) 204 Measure J Return to Source 4,014 484,950 124,012 362,966 (2,028) 1,986 206 Measure A Parcel Tax 289,232 438,100 115,000 365,053 (41,953) 247,279 208 Asset Seizure 133,752 31,789 24,800 6,989 140,741 209 Vehicle Abatement 180,894 40,965 59,276 (18,311) 162,583 210 Park In Lieu Fund 11,969 11,969 211 Street Improvement Fund (77,440) 1,375,715 465,039 744,036 166,640 89,200 213 Public Art Fund 48,000 48,000 221 Federal, State and Local Grants 186,922 3,978,400 4,251,400 273,000 186,922 232 City LMI Housing Fund 55,000 1,839,252 1,784,252 1,784,252 747,784 8,114,913 6,942,383 2,962,252 2,296,618 1,838,164 2,585,948 301 Capital Improvements (835,846) 2,043,730 1,627,793 57,600 473,537 (362,309) 205 Measure J Storm Drain 41,887 698,000 119,321 617,183 (38,504) 3,383 (793,959) 2,741,730 1,747,114 57,600 617,183 435,033 (358,926) 401 Storm Drain Debt Service 551,790 2,769 519,550 516,550 (231) 551,559 834 Finance Authority- Measure A 370,286 30 366,477 365,053 (1,394) 368,892 835 Financing Authority-City Hall 603,318 300 598,407 598,107 603,318 836 Financing Authority-Street Imp 741,205 118 744,152 744,036 2 741,207 2,266,599 3,217 2,228,586 2,223,746 (1,623) 2,264,976 501 Integrated Waste Management 1,137,929 1,786,245 1,478,994 302,184 5,067 1,142,996 601 Vehicle/Equipment Replacement 846,464 148,600 48,017 273,000 (172,417) 674,047 1,984,393 1,934,845 1,527,011 575,184 (167,350) 1,817,043 801 Redevelopment (1,309,708) 4,516,280 2,415,070 791,502 1,309,708 802 RDA-Low & Moderate Income 1,759,986 542,157 109,217 2,192,926 (1,759,986) 804 RDA Debt Service 695,771 803,188 107,417 (695,771) 814 RDA 2004 Series A&B Debt Service 811,854 1,137,545 325,691 (811,854) 1,957,903 5,058,437 4,465,020 433,108 2,984,428 (1,957,903) 701 Employees' Pension Trust Fund 148,500 148,500 Total $12,662,207 $46,469,774 $45,067,235 $7,241,096 $7,241,096 $1,402,539 $14,064,746 CITY OF EL CERRITO Projected Fund Balance Fiscal Year Ending June 30, 2012 Operating Transfers Table 1-2 indicates that Citywide there is projected to be a net increase in fund balance overall of $1,402,539. This increase is due primarily to the elimination of the fund balance for the Redevelopment Agency funds, offset by the inclusion of fund 232, City Low and Moderate Income (both created as a result of dissolution of the Redevelopment ---PAGE BREAK--- 17 Agency), the City’s acceptance of the required housing functions, and the MSC’s restricted contribution to the General Fund to backfill potential shortfalls of revenue from the Successor Agency. Table 1-3 shows the anticipated fund balances as of June 30, 2013, based on the revenue, expenditure and inter-fund transfers appearing in this budget. Table 1-3 Proposed Fund Balance Projected Net Est. Balance Fund Description at June 30, 2012 Revenues Expenditures Transfer In Transfer Out Change at June 2013 Nonspendable and Restricted Fund B $3,950,000 $3,950,000 Unassigned Fund Balance 2,798,705 2,485,002 101 Sub-total Total General Fund Balanc 6,748,705 $28,467,174 $28,771,713 $724,936 $734,100 ($313,703) 6,435,002 201 Gas Tax Fund (16,567) 660,000 603,649 663,000 700,675 18,676 2,109 202 NPDES 1,624 334,715 334,292 107,000 106,641 782 2,406 203 Landscape and Lighting (72,041) 771,000 1,149,695 595,000 142,584 73,721 1,680 204 Measure J Return to Source 1,986 495,421 128,028 371,786 (4,393) (2,407) 206 Measure A Parcel Tax 247,279 439,400 115,000 185,000 362,305 147,095 394,374 208 Asset Seizure 140,741 2,000 2,000 142,741 209 Vehicle Abatement 162,583 21,000 10,000 11,000 173,583 210 Park In Lieu Fund 11,969 500 500 12,469 211 Street Improvement Fund 89,200 1,425,000 754,232 740,000 (69,232) 19,968 213 Art in Public Places 48,000 48,000 221 Federal, State and Local Grants 186,922 464,461 464,461 186,922 232 City LMI Housing 1,784,252 781,152 1,013,134 (231,982) 1,552,270 2,585,948 5,394,649 4,572,491 1,550,000 2,423,991 (51,833) 2,534,115 301 Capital Improvements (362,309) 4,262,016 4,421,690 57,600 (102,074) (464,383) 205 Measure J Storm Drain 3,383 698,000 154,335 492,000 51,665 55,048 (358,926) 4,960,016 4,576,025 57,600 492,000 (50,409) (409,335) 401 Storm Drain Debt Service 551,559 100 523,974 (523,874) 27,685 834 Finance Authority- Measure A 368,892 300 372,050 362,305 185,000 (194,445) 174,447 835 Financing Authority-City Hall 603,318 300 600,000 599,000 (700) 602,618 836 Financing Authority-Street Imp 741,207 1,000 738,653 740,000 2,347 743,554 2,264,976 1,700 2,234,677 1,701,305 185,000 (716,672) 1,548,304 501 Integrated Waste Management 1,142,996 1,931,078 1,712,083 311,250 (92,255) 1,050,741 601 Vehicle/Equipment Replacement 674,047 146,100 48,017 98,083 772,130 1,817,043 2,077,178 1,760,100 311,250 5,828 1,822,871 701 Employees' Pension Trust Fund 112,500 112,500 Total $13,057,746 $40,900,717 $42,027,506 $4,146,341 $4,146,341 ($1,126,789) $11,930,957 Operating Transfers CITY OF EL CERRITO Proposed Fund Balance Fiscal Year Ending June 30, 2013 Overall fund balance is projected to decline in FY 2012-13 by $1,126,789. This decrease is primarily due to use of the fund balance reserve in the Storm Drain and Measure A debt service funds as a result of a proposed refinance of the bonds, and subsequent removal or reduction of the reserve requirement. For the Storm Drain Fund, the reserve will be eliminated; for the Measure A Fund the reserve will be reduced by half as a result of the proposed agreement. The General Fund reserve shows a budgeted decrease of $313,703 which brings reserves below the 10% minimum allowed by City Council Policy. An additional $152,000 of savings in FY 2012-13 will need to be identified to reach a 10.2% fund balance. It is anticipated that this shortfall will be identified before the adoption of this budget or soon thereafter; this is based on ongoing labor negotiations and other actions to be identified by the City Council and staff. REVENUES City programs are supported by a variety of revenue sources. The process of projecting revenues in the various categories can be difficult but is critical in developing an appropriate spending plan. Following is a discussion on the major revenue categories received by the City. ---PAGE BREAK--- 18 Taxes Property taxes are an Ad Valorem Tax imposed on real property (which is defined as land and permanently attached improvements), as well as tangible personal property (which is movable property). Property tax is calculated on the assessed value of the property. Proposition 13, passed in 1978, created a cap on real property so that the tax would not exceed one percent of the full cash value of the property. The one percent is shared by the county, cities, school districts and special districts. Out of every $1.00 collected in property tax, El Cerrito receives only 22 cents. Assessed value of a property is determined by the purchase price and does not change until there is a change in title or major construction, except for an annual increase of 2% allowed for inflation, unless the assessor determines overall assessed values went down, as was the case last fiscal year in which the increase could be lower. If there is a significant drop in market value, the owner can request a reevaluation. In FY 2011-12 the Contra Costa County Assessor’s office continued to be very aggressive in its determination of the decline in property values. Many El Cerrito properties received a reduction in assessed valuation without requesting a reevaluation, even if they had owned the property for many years and El Cerrito received its first assessed valuation reduction of 1.41%. Current year sales prices, the volume of home sales and the low numbers of foreclosures continue to show a stable valuation but a very conservative approach was used in this budget because of the uncertainties in the County Assessors methodology. Other complexities in the projections of property tax have grown with the implementation of the “Triple Flip”. In 2004 the State of California needed a revenue stream to tie to the Economic Recovery Bonds and created a program where ¼ cent of the sales tax collected for a jurisdiction, along with the vehicle license fee backfill funds, was kept by the State. That amount was paid by the County to jurisdictions out of Educational Revenue Augmentation Funds (ERAF) as Property Tax and Motor Vehicle in Lieu funds but in June 2011 legislation was passed without any opportunity for hearings or discussions that terminated the allocation of the Motor Vehicle in Lieu fund funds to cities and counties. This legislation reduced revenue for El Cerrito by approximately $75,000 annually. Additional problems have arisen from this program in that the County has traditionally used the total assessed valuation and related ad valorem taxes as the basis for their administrative fees. Adding the amount disbursed to the jurisdictions as ad valorem taxes has significantly increased the amount the County receives in administrative fees from every jurisdiction without adding much in the way of additional effort. This method was protested but cities were not successful in changing the method of calculating the fee. Tax Increment funds were the primary source of funds for the El Cerrito Redevelopment Agency. With the dissolution of the Redevelopment Agency, Tax Increment will no longer be received. Property tax is budgeted to be allocated to the new City Low and Moderate Income (LMI) Housing Fund for commitments relating to its two existing projects. The Successor Agency to the Former Redevelopment Agency is classified as a Fiduciary Fund, and as such does not record a budget. Sales Taxes are taxes imposed on the total retail price of any tangible personal property. In 1955 the State Legislature passed the Bradley-Burns Uniform Local Sales and Use Tax Law authorizing the State Board of Equalization to collect 1% to support the State General Fund. The current standard statewide Sales and Use Tax is 7.25%. In El Cerrito, the Sales and Use Tax is 9.25%, which includes a local jurisdiction component of .75% as well as .25% of funds for Countywide Measure J-Local Transportation funds as well as the two ½ cent local measures discussed below. ---PAGE BREAK--- 19  On February 5, 2008 El Cerrito’s voters approved the ½-cent Measure A-Street Improvement Sales Tax which resulted in the sale of $11,750,000 of Sales Tax Revenue Bonds on June 3, 2008 to be used for the Street Reconstruction and Repair Project. It is anticipated that collection next fiscal year will be approximately $1.5 million with $750,000 being used for debt service payments and the remainder for street maintenance. Collection of this tax began on July 1, 2008.  In November 2010, El Cerrito voters approved Measure R, a seven-year ½-cent Sales Tax that will be used to maintain services, including police, fire, recreation, parks, facilities and other programs that were in jeopardy without these additional funds. Collection began in April 2011. Utility User Taxes were initially approved by the voters in 1991 and when language changes in the ordinance were required, voters again approved the ordinance in 2004. The ordinance calls for an 8% tax to be assessed on gas, electric, water and telephone utilities as a revenue measure necessary to pay the usual and current expenses of conducting the municipal government of the City. Other Taxes include Business License Taxes, Transient Occupancy Taxes and Franchise Taxes. In El Cerrito the base for Business License Taxes is the number of employees. The revenue generated from Business Licenses has been between $600,000 and $670,000 for the last four years, with the biggest fluctuation factor being the number of contractors doing business in El Cerrito. The Transient Occupancy Tax rate is 10%; with only two fairly small hotels this revenue has stayed around $80,000. Intergovernmental Revenues include, Gas Taxes, Abandoned Vehicle Abatement and other revenues and grants that are distributed by the County, State and Federal Government. Charges for Services are the revenues generated by providing specific services to individuals or businesses instead of services to the general population such as police and fire or public works. These specific services include, but are not limited to, child care fees, recreation class participation fees and encroachment permits. The Council policy directs that Charges for Services shall be established at a level related to the cost of providing such service except where the City Council has determined there is a public benefit to subsidize the service with tax based revenue. The Master Fee Schedule details all of the City’s fees and is adopted each year in conjunction with the annual budget. Other Revenues include Licenses & Permits, including parking permits that are issued to certain neighborhood residence that are near BART stations; Fines & Forfeitures such as a portion of traffic tickets; and Use of Money and Property which includes interest earnings and rental income on City facilities. Major Revenue Assumptions Revenue estimations were determined by evaluating past years’ trends and receipts and applying that information to current year anticipated activity and economic conditions. Following are the major assumptions related to projecting citywide revenues for FY 2012-13:  Property Taxes citywide are projected to be essentially flat; however they are shown as an increase primarily due to the budgeted receipts in the new City LMI Fund. The prior Housing Fund had Tax Increment as its funding source but it is discontinued due to the elimination of the RDA. ---PAGE BREAK--- 20  Sales Taxes are projected to increase due to increased business activity and an improving economy.  The budget amount for Fines and Forfeitures has decreased to come into line with actual collections.  Use of Money & Property is projected to decline due to the reduction of interest rates and the availability of funds, and other revenue sources are projected to remain flat.  The decline in Grant revenues is due to the completion of large infrastructure projects such as the San Pablo Avenue Streetscape Project and the Street Improvement Project in the prior fiscal year.  Charges for services have increased as programs in the Recreation Department expand and all departments attempt to recover actual costs for services rendered as described in the City’s Master Fee Schedule. Table 1-5 presents the City’s overall revenues and inter-fund transfers in. Table 1-5 Citywide Revenues by Classification Revenue Category Actual FY 2009-10 Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Taxes Property Taxes 5,616,124 $ 5,780,491 $ 6,025,000 $ 6,819,452 $ Sales Taxes 4,609,199 5,131,749 6,815,000 6,840,000 Utility User Tax 3,181,028 3,188,260 3,450,500 3,500,000 Local Parcel Taxes 1,896,445 1,908,127 1,907,000 1,908,000 Franchise Taxes 939,189 982,799 1,050,000 1,050,000 Business License Tax 625,461 673,257 675,000 675,000 Other Taxes 539,238 635,883 658,321 662,321 Total Taxes 17,406,684 18,300,566 20,580,821 21,454,773 Licenses & Permits 579,275 562,760 656,800 669,936 Fines and Forfeitures 352,866 267,673 341,000 265,000 Use of Money and Property 389,759 443,200 515,662 483,780 Intergovernmental Revenues 7,099,893 9,084,889 11,094,734 10,414,604 Charges for Services 5,387,839 6,069,034 6,693,281 7,113,224 Other Revenues 150,675 460,048 1,435,394 499,400 Total Revenues before Transfe 31,366,992 35,188,171 41,317,692 40,900,717 Interfund Transfers 7,326,894 8,615,766 5,041,205 4,146,341 Total 38,693,886 $ 43,803,937 $ 46,358,897 $ 45,047,058 $ Chart 1-2 depicts the projected percentage of Citywide revenues before transfers attributable to each classification for FY 2012-13. ---PAGE BREAK--- 21 Chart 1-2 Citywide Revenues by Classification FY 2012-13 Table 1-6 presents the Citywide actual revenue summarized by fund, including transfers in, for the past two fiscal years, the budget for FY 2011-12, and the proposed budget for FY 2012-13. Taxes 52.5% Intergovernment al Revenues 25.5% Charges for Services 17.4% Use of Money and Property 1.2% Licenses & Permits 1.6% Fines and Forfeitures 0.6% Other Revenues 1.2% ---PAGE BREAK--- 22 Table 1-6 Revenue Summary by Fund Actual Actual Budget Proposed Fund Name FY2009-10 FY2010-11 FY2011-12 FY2012-13 General Fund $25,474,799 $30,338,740 $30,235,309 $29,192,110 Special Revenue Funds Street Improvements 2,067,467 2,256,548 1,505,000 1,425,000 Low & Moderate Income Housing 1,139,093 998,750 1,021,500 City Low & Moderate Income Housing 781,152 Gas Tax 1,200,637 721,846 1,000,000 1,323,000 National Pollution Discharge Elimination 432,526 332,826 440,994 441,715 Landscape and Lighting Assessment 1,263,164 1,181,050 1,226,000 1,366,000 Measure J Return to Source 409,214 477,974 496,421 495,421 Measure J Storm Drain 693,695 697,882 698,000 698,000 Measure A Parcel Tax 442,863 439,623 438,100 624,400 Federal, State and Local Grants 596,881 477,765 4,251,400 464,461 Asset Seizure 2,501 415 2,000 2,000 Vehicle Abatement 27,288 23,124 21,000 21,000 Park in Lieu 389 34 500 500 Total Special Revenue Funds 8,275,718 7,607,836 11,100,915 7,642,649 Capital Projects Funds RDA Capital 4,268,120 4,032,433 4,083,000 RDA Bond-A Capital 2,333,804 1,973 Capital Improvements 1,932,381 2,584,407 1,720,190 4,319,616 Civic Center Construction 276 Senior Center Construction 4,010 Library Construction 3,427 Total Capital Projects Funds 8,542,018 6,618,812 5,803,190 4,319,616 Debt Service Funds Storm Drain Debt Service 512,704 515,613 519,550 100 RDA Debt Service 787,838 787,135 773,985 RDA A&B Debt Service 1,102,978 1,151,070 1,191,883 Municipal Services Corp. Financing Authority Measure A 362,157 363,604 371,305 362,605 Financing Authority Civic Center 599,098 596,165 598,407 599,300 Financing Authority Street Improvement 740,741 744,154 738,653 741,000 Total Debt Service Funds 4,105,515 4,157,741 4,193,783 1,703,005 Internal Service Funds Vehicle/Equipment Replacement 108,325 136,455 148,600 146,100 Enterprise Fund Integrated Waste Management 1,678,524 1,766,247 1,798,968 1,931,078 Fiduciary Fund Employees' Pension Trust 148,256 149,466 148,500 112,500 Total Funds $48,333,155 $50,775,297 $53,429,265 $45,047,058 ---PAGE BREAK--- 23 EXPENDITURES Expenditure Assumptions In preparing this budget, staff used a set of expenditure assumptions that include but are not limited to the following:  Overall expenditures and activity of the City remains flat as large capital projects such the Street Improvement Project, the San Pablo Avenue Streetscape project, and the Recycling and Environmental Resource Center were completed; no new material programs or services are proposed.  The Redevelopment Agency was dissolved and its financial history has been removed from current and prior year columns in all budget summary tables.  Activity in the Economic Development Division and the new City Low and Moderate Income (LMI) Housing Fund is included in the City Management Department.  The grant funding from FEMA acquired in FY 2011-12 by the Fire Department for the East Bay Regional Communication System increased the amended budget in that Department by over $3 million.  PERS employer’s costs continued to increase. The Public Safety rate increased from 29.928% in FY 2011-12 to 30.657% for the 3%-at-50 program and the Miscellaneous group changed from 19.013% to 20.012% for the 2.75%-at-55 program.  Contractually obligated COLAs of 2.1% for Public Safety non-management are budgeted, as are the 3% increased contribution to PERS employee costs from non-sworn unrepresented employees and the deferral of a COLA by the Public Safety Managers bargaining unit. Other actions are anticipated but as of this writing, labor negotiations continue. These and other cost reductions are only reflected in the General Fund Ten-Year Plan.  Health insurance rates are budgeted to increase by 9.35% and Dental rates by Table 1-7 presents the Citywide expenditures and transfers by Department: Table 1-7 Citywide Department Expenditures and Transfers Department Actual FY2009-10 Actual FY2010- 11 Amended FY2011-12 Proposed FY2012-13 City Management 1,903,743 $ 1,990,357 $ 1,924,867 $ 3,174,892 $ Administrative Services 3,941,686 4,055,414 4,004,272 3,986,068 Police 8,700,371 9,236,699 10,939,165 10,763,365 Fire 7,364,612 7,330,512 11,458,995 8,128,200 Public Works 3,392,138 3,485,183 3,251,314 3,427,980 Environmental & Developmt 2,851,104 3,039,231 3,674,472 3,423,320 Recreation 4,056,059 4,099,377 3,979,360 4,162,180 Capital Outlay 12,945,489 8,950,897 5,504,798 4,961,501 Total Before Transfers 45,155,201 42,187,670 44,737,243 42,027,506 Transfers 4,431,716 3,878,400 4,329,136 4,146,341 Total Expenditures 49,586,917 $ 46,066,070 $ 49,066,379 $ 46,173,847 $ ---PAGE BREAK--- 24 Chart 1-3 depicts the percentage allocations of each activity based on the new departmental structure: Chart 1-3 Citywide Expenditures by Department FY 2012-13 Table 1-8 presents the Citywide expenditure summary by fund, including transfers out for the past two fiscal years, the budget for FY 2011-12, and the proposed budget for FY 2012-13. City Management 6.9% Administrative Services 8.6% Police 23.3% Fire 17.6% Public Works 7.4% Environmental & Developmt Services 7.4% Recreation 9.0% Capital Outlay 10.7% Transfers 9.0% ---PAGE BREAK--- 25 Table 1-8 Expenditure Summary by Fund Actual Actual Budget Proposed Fund Name FY2009-10 FY2010-11 FY2011-12 FY2012-13 General Fund $25,841,051 $26,887,550 $28,962,996 $29,505,813 Special Revenue Funds Street Improvements 8,108,195 3,323,956 1,292,653 1,494,232 Low & Moderate Income Housing 1,021,740 3,125,976 1,480,311 City Low & Moderate Income Housing 1,013,134 Gas Tax 1,045,733 930,353 1,167,937 1,304,324 National Pollution Discharge Elimination 359,134 346,819 442,477 440,933 Landscape and Lighting Assessment 1,178,675 1,281,248 1,255,797 1,292,279 Measure J Return to Source 831,957 564,566 565,958 499,814 Measure J Storm Drain 736,212 659,799 680,968 646,335 Measure A Parcel Tax 805,891 687,246 486,005 477,305 Federal, State and Local Grants 601,001 486,251 4,251,400 464,461 Asset Seizure 14,212 Vehicle Abatement 4,887 19,908 70,000 10,000 Park in Lieu 25,000 5,000 Total Special Revenue Funds 14,718,423 11,445,334 11,693,506 7,642,817 Capital Projects Funds RDA Capital 6,245,287 9,293,591 4,156,613 RDA Bond-A Capital 1,669,574 2,220,243 Capital Improvements 5,573,405 4,109,629 2,917,901 4,421,690 Civic Center Construction 75,648 Senior Center Construction 1,194,131 61,000 Library Construction 1,198,110 Total Capital Projects Funds 15,956,155 15,684,463 7,074,514 4,421,690 Debt Service Funds Storm Drain Debt Service 515,700 518,263 519,550 523,974 RDA Debt Service 776,446 776,571 773,485 RDA A&B Debt Service 1,054,900 1,093,343 1,191,383 Financing Authority Measure A 372,815 370,233 371,305 557,050 Financing Authority Civic Center 599,108 596,158 598,407 600,000 Financing Authority Street Improvement 740,233 744,153 738,653 738,653 Total Debt Service Funds 4,059,202 4,098,719 4,192,783 2,419,677 Internal Service Funds Vehicle/Equipment Replacement 434,829 460,834 321,017 48,017 Enterprise Fund Integrated Waste Management 1,589,189 3,910,427 4,274,855 2,023,333 Fiduciary Fund Employees' Pension Trust 148,256 149,466 148,500 112,500 Total Funds $62,747,105 $62,636,794 $56,668,171 $46,173,847 Inter-Fund Transfers Table 1-9 shows transactions between all funds and the purpose for the City’s $4.1 million in inter-fund transfers. This schedule details the amount of transfers, the funds that are exchanging funds and the purpose for the transfer. The cost recovery transfers have been adjusted for inflation at a rate of 3% over the previous year’s transfer and the debt service, pension funding and subsidy amounts are to repay specific charges of the City. The amounts transferred to Capital Projects are to more clearly account for life-to- date activity within the Capital Improvements Fund. ---PAGE BREAK--- 26 Table 1-9 Transfers Summary Fund Receiving Transfer Fund Making Transfer Purpose Transfer Amount General Fund Gas Tax Cost Recovery 105,675 General Fund NPDES Cost Recovery 106,641 General Fund LLAD Cost Recovery 142,584 General Fund Measure J-Return to Source Cost Recovery 58,786 General Fund Integrated Waste Mgmt Cost Recovery 311,250 Gas Tax Measure J-Return to Source Project Funding 278,000 Gas Tax Storm Drain Project Funding 385,000 NPDES Storm Drain Project Funding 107,000 LLAD Gas Tax Project Funding 595,000 Pension General Fund Pension Funding 112,500 Capital Improvement Measure J-Return to Source Various CIP Projects 35,000 Capital Improvement General Fund RecWare Project 22,600 Financing Authority-City Hall General Fund City Hall Debt Service 599,000 Street Improvement Debt Service Street Improvement Street Debt Service 740,000 Storm Drain D/S Storm Drain Storm Drain Debt Service - Financing Authority Measure A Measure A Debt Service 362,305 Measure A Financing Authority Reserve Reduction 185,000 Total $4,146,341 City of El Cerrito Summary of Transfers Fiscal Year 2012-2013 BUDGET PROCESS The annual budget is the City’s service and financial plan for the next fiscal year: a planning tool that matches the services desired by the community to the resources required in order to provide those services. The development, adoption, and implementation of the City budget is a major decision-making process with several phases. This year in April, the City Council held a budget related priority setting session to provide better direction to staff in preparing this document. At the initial stage of the annual budget process, program managers propose to the City Manager those programs designed to provide essential services and which meet the City Council’s expression of community goals during the next fiscal year. At the same time, staff prepares estimates of available revenues for the same period. The City Manager and department directors balance the requested program expenditures with the anticipated resources, and develop a proposed budget and long range financial plan. The proposed document is reviewed by the Financial Advisory Board, and their recommendations and revisions are incorporated prior to the City Manager’s presentation of the proposed budget to the City Council for consideration. After presentation of the staff-prepared, proposed budget, the City Council holds public meetings on the budget to review the staff recommendations and is anticipated to adopt the proposed document with whatever changes are required by the fiscal year end. The City’s Fiscal Year is from July 1 through June 30. The City Council receives public testimony and reviews the service, expenditure, and revenue proposals contained in the ---PAGE BREAK--- 27 proposed budget. After discussing and making amendments, if any, to the proposed budget, the City Council adopts the budget and establishes appropriations. The appropriations are the legal authority to spend money. Copies of the various resolutions adopting this budget are provided in the Appendix of this budget document. Table 1-10 FY 2012-13 Budget Calendar DATE DESCRIPTION March 15, 2012 New World System (NWS) ready for departmental data entry. FY 2011-12 departmental narratives ready for updating. March 23, 2012 Staff completes NWS entry of revenues and non-payroll expenditures. April 20, 2012 City Manager review of overall financial position and departmental budget meetings held. Close budget input for departmental changes. April 24, 2012 Departmental narratives complete. Finance completes budget summaries and prepares proposed budget document. May – June Financial Advisory Board meets May 22th and June 7th to discuss proposed budget. June 5, 2012 Proposed Budget presentation to City Council. June 11, 2012 City Council holds public hearings/adoption of:  City Budget  Redevelopment Agency Budget  Capital Improvement Program  Appropriation Limit (Regular June 19, 2012 meeting available if necessary) Budget Authority Model During the Fiscal Year, the adopted budget is implemented through the provision of City services and the City’s daily fiscal operations. The budget provides legal spending limits and a planned allocation of resources, within which the City’s managers are expected to provide services and make the best use of public resources. The City Council provides staff with the authority to raise and expend monies within specific funds. The City Manager has the authority to shift resources within funds, but typically not across funds. From time to time throughout the year, the City Council receives periodic progress reports on how well the actual service and financial experience are conforming to the adopted service and financial plan, as expressed in the budget. Under certain circumstances, the City Council may adjust the budgeted appropriations for reasons unforeseen at the time of the adoption of the original budget. Such amendments are made by Council resolutions. Gann Limit Proposition 111 Proposition 4, known as the Gann Initiative, was approved by the voters in November, 1979. This measure requires that the City adopt an appropriations limitation each fiscal year. In June of 1990, the voters passed Proposition 111, which modified the previous appropriations limitation requirements of Proposition 4, as follows: The total annual appropriations subject to limitation of the State and of each local government shall not exceed the appropriations limit of the entity of government ---PAGE BREAK--- 28 for the prior year adjusted for the change in the cost of living and the change in population.… Now chaptered in Article XIIIB of the California Constitution and Government Code §7900-7914, these two measures specify that the new limit be based on the prior year’s appropriations limit, adjusted for cost of living and population. Each year, every city must select from two alternatives methods for each of these two adjustment factors, as follows: Cost of Living California Constitution Article XIIIB “Change in the cost of living” for an entity of local government, other than a school district or a community college district, shall be either the percentage change in California per capita personal income from the preceding year, or the percentage change in the local assessment roll from the preceding year for the jurisdiction due to the addition of local nonresidential new construction. Population Government Code §7901(b): A city or special district may choose to use the change in population within its jurisdiction or within the county in which it is located. These factors are applied to the established FY 1986-87 appropriations limit, as adjusted annually to determine subsequent year limits. Therefore, each year’s limit becomes the base for computing the succeeding year’s limit. To assist with these computations, the California Department of Finance produces in May of each year the population changes of all cities and counties, as well as the Statewide change in per capita income. In 1991, the California State Board of Equalization asked all County Assessors to compute the annual change in nonresidential new construction. For Contra Costa County, the Auditor-Controller’s Office provides cities with these figures. Analysis For FY 2012-13 the respective State and County offices have provided the City with the following optional factors to be used in the Gann limit computation: Cost of Living 1. California Per Capita Personal Income = 3.77% 2. Nonresidential New Construction, El Cerrito = -5.2% Population 1. Population Change, City of El Cerrito =.53% 2. Population Change, County of Contra Costa = .83% In order for the City to achieve the highest possible appropriations limit, it would choose the larger of the two figures in each category, California Per Capita Personal Income (3.77%) and County Population By choosing these two factors, the City’s appropriations limit will grow from $101,104,599 to $105,629,673. It should be noted that these appropriations limits apply only to tax revenues, not to revenues such as fees that recover operating costs. For FY 2012-13, only $18,286,259 of the City’s $29,892,174 projected General and Street Improvement Fund revenues, net ---PAGE BREAK--- 29 of operating transfers, are subject to the Gann limit. Therefore, the City will be $87,343,414 under the Gann limit. Accounting and Evaluation The City of El Cerrito manages its finances according to Generally Accepted Accounting Principles (GAAP). During the Fiscal Year, expenditures and revenues are carefully documented to ensure compliance with the adopted budget. After the close of the Fiscal Year, an independent, professional auditor performs an audit, and the City publishes General Purpose Financial Statements, which are included in the Comprehensive Annual Financial Report (CAFR). The CAFR documents the City’s budgetary performance and the financial health of each fund, which offers managers and policy makers the opportunity to evaluate the City’s financial condition and assess the degree to which the City’s use of its resources has met the community’s goals and policies. The insights gained from this evaluation then can be used in future financial planning and budget decisions. SUMMARY OF SIGNIFICANT ACCOUNTING AND FINANCIAL POLICIES Reporting Entity The City is a municipal corporation governed by an elected five-member Council. As required by GAAP, the City’s financial statements present the City and its component units (entities for which the City is considered to be financially accountable). Although they are legally separate entities, blended component units are, in substance, part of the City’s operations; thus, data from these units are combined with data of the primary government. The El Cerrito Redevelopment Agency, the El Cerrito Pension Board, and the El Cerrito Public Financing Authority. and the El Cerrito Municipal Services Corporation serve the residents of the City. The Agency, Authority, Pension Board, and Corporation are governed by boards composed of the City’s elected Council. Basis of Accounting & Measurement Focus The government-wide, proprietary funds and fiduciary funds financial statements are reported using the economic resources measurement focus and the full accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Private-sector standards of accounting and financial reporting issued prior to December 1, 1989, generally are followed in both government-wide and proprietary funds financial statements to the extent that those standards do not conflict with or contradict guidance of the Governmental Accounting Standards Board. Governments also have the option of following subsequent private-sector guidance for their business-type activities and enterprise funds, subject to this same limitation. The City has elected not to follow subsequent private-sector guidance. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The City considers all revenues reported in the governmental funds to be available if the revenues are collected within sixty days after fiscal year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on long-term debt, claims and judgments, and compensated absences, which are recognized as expenditures to the extent that they have matured. Capital asset acquisitions are reported as expenditures in governmental funds. Proceed of long-term debt and acquisitions under capital leases are reported as other financing sources. ---PAGE BREAK--- 30 Non-exchange transactions, in which the City gives or receives value without directly receiving or giving equal value in exchange, include property taxes, grants, entitlements, and donations. On an accrual basis, revenues from property taxes are recognized in the fiscal year for which the taxes are levied. Revenues from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been satisfied. Under the terms of grant agreements, the City may fund certain programs with a combination of cost-reimbursement grants, categorical block grants, and general revenues. Thus, both restricted and unrestricted net assets may be available to finance program expenditures/expenses. The City’s policy is to first apply restricted grant resources to such programs, followed by general revenues if necessary. Other revenues susceptible to accrual include other taxes, intergovernmental revenues, interest, and charges for services. Comprehensive Financial Policy The Comprehensive Financial Policy is reviewed annually and is intended to provide financial direction to staff and give assurance to the City Council on the processes and procedures taken to assure financial responsibility of the City. Fundamentals of the policy have been used in the development of the budget and references are made throughout to certain provisions, such as the fund balance requirements. The major categories include:  Long-term financial planning  Budget policies  General Fund reserve policies  Financial reporting policies  Operational management policies  Financial management policies  Capital improvement project policies  Debt management policies  Equipment Replacement Fund policies  Enterprise Fund policies The annual policy review was conducted by the Financial Advisory Board at their at their October 25, 2011 and November 8, 2011 meetings and a final revision was made at the February 2, 2012 meeting. The revisions were approved by the City Council at the February 21, 2012 meeting. There were no major revisions proposed for this year. The complete policy is included in the Appendices and Statistics section of this budget. FUND DESCRIPTIONS In addition to the General Fund, the City operates with a wide variety of additional funding sources. Most of these funding sources are dedicated to specific purposes. This year’s budget integrates these funding sources into the departmental budgets, as the departments are fully responsible for spending the fund balances. Gas Tax Fund The Gas Tax Fund supports street and road activities, such as the construction and maintenance of streets, roads and bridges. The revenue for this Fund is received from the State of California, which allocates monies to cities and counties through a formula based each year, in part, upon a per capita payment. This revenue source has increased only for El Cerrito over the past decade. ---PAGE BREAK--- 31 Section 2105 monies are apportioned based on population. Section 2106 monies are apportioned based on vehicle registration, assessed valuation and population, and can be used for any street or road purpose. Section 2107 monies are apportioned based on population and also can be used for any street or road purpose. Section 2107.5 monies are apportioned based on population and must be used for engineering costs and administrative expenditures only. NPDES Fund National Pollutant Discharge Elimination System (NPDES) related activities as mandated by the 1975 Federal Clean Water Act are funded through an assessment collected by the County Flood Control District on all developed properties within the City. These funds are disbursed to the City annually to carry out activities such as street sweeping, storm drain and catch basin cleaning, illicit discharge and pollution prevention inspections of the City's storm drain system and creeks, public awareness and education about storm water pollution, and inspection of new development sites to insure compliance with the City's Municipal Storm Water Permit. Landscaping and Lighting Assessment District Fund The proceeds from this Landscaping and Lighting Assessment District (LLAD) provide funding for such services as street lighting (which improves pedestrian and vehicle safety) and maintenance of parks, park buildings, and landscaping in public areas. The LLAD was created in 1988 and was affirmed by a majority vote of El Cerrito’s citizens in November 1996. The assessment rates have not been increased since the LLAD’s creation in 1988. A proposed Assessment District with increased rates was presented to the City’s property owners during a ballot proceeding in March/April 2006, but a majority protest was filed and the increased assessment rates were not imposed. The current LLAD remains in place and will continue to be assessed. The basic rates remain $72 per year per single-family dwelling unit, $54 per year per apartment, condominium, or other multiple dwelling units, with various rates for commercial properties. Measure J Return to Source (Formerly Measure C Fund) This Fund accounts for the revenue received by the Measure C and its extension, Measure J (2004), a ½ cent sales tax that is received from the County and is used to fund transportations projects as well the paratransit program. Measure J Storm Drain Fund The Measure J Storm Drain Fund was created to account separately for funds associated with the passage of Measure J by the voters of El Cerrito in March 1993. The special revenue bond election was necessary to provide needed funds to maintain, repair, and reconstruct the City’s storm drains. All properties in the City (residential and commercial) are assessed annually based on equivalent residential units (ERU). The ERU rate remains $58 per year per single-family dwelling unit and $43.50 per year per apartment, condominium, or other multiple dwelling units. Measure A Swim Center Fund The Measure A Swim Center Fund was created to account separately for funds associated with the passage of Measure A by the voters of El Cerrito in November 1999. The special revenue bond election was necessary to provide needed funds to pay for the renovation and reconstruction of the Swim Center and various other City facilities. Expenditures for capital improvements at the Swim Center facility are allowed to be paid from this fund. The maximum amount of the special tax which shall be imposed each fiscal year is $58.46 per single family dwelling unit, $45.00 per year for each multifamily residential unit and $410.00 per acre for non-residential property. No tax shall be imposed on vacant property. Asset Seizure ---PAGE BREAK--- 32 The Police Department acquires assets in the course of arresting suspects and a portion of these assets become the property of the City when a guilty verdict is awarded. These funds are determined by State Health and Safety Code to be used by the Police Department to supplant but not supplement their budget. To assure correct usage, funds have been broken out into a separate fund. Vehicle Abatement This fund accounts for monies received from the County to support programs that remove abandoned vehicles from City streets. Park In-Lieu Fund This fund accounts for funds received through negotiations with developers to be used for park improvements. Grants Fund The grants fund accounts for all of the grant monies received from various regional, State and Federal agencies for various operational activities. Capital Improvements Fund This fund is utilized to account for all capital activities within the City regardless of funding source. Within the fund, each project is accounted for separately on a life-to-date basis for internal and external reporting purposes. Street Improvement Fund This fund is used to account for the collection of the Measure A ½ cent Sales Tax approved by the voters on February 5, 2008. Expenditures from this fund are to perform improvements of the City streets and transfer the required debt service to the debt service fund relating to the bond proceeds issued with a pledge on this revenue stream. Art in Public Places This fund was established to account for the public art in-lieu contributions and any and all other revenues appropriated or received for public art and/or public arts and cultural programs, including donations from the public. Storm Drain Debt Service This fund accounts for payments on the Measure J Storm Drain Revenue Bonds. Public Financing Authority--Measure A This fund accounts for the transfer of parcel tax revenue from Measure A Swim Center Bonds, which were used for the Swim Center Construction. Public Financing Authority--City Hall This fund accounts for the transfer of funds from the General Fund to make the debt service City Hall Lease Revenue Bonds. Integrated Waste Management Fund The Environmental Services Division (ESD) provides integrated waste management services for the entire City, including design and implementation of programs aimed at diverting waste from the landfill, compliance with State regulations, and participation in regional planning and waste reduction efforts. The ESD provides several recycling collection services in the community: weekly residential curbside recycling collection; collection at schools, public offices, parks, and businesses; newspaper collection at El Cerrito's BART stations, and the City’s Recycling Center. This Fund was created to account for the recycling portion of the Division’s revenues and expenditures separately in an enterprise fund. A detailed description of the Division’s funds and activities can be found within the Environmental Services Division Section of this budget document. ---PAGE BREAK--- 33 Vehicle and Equipment Replacement Fund The purpose of this Fund is to provide vehicles and equipment to the line departments and avoid financing costs associated with the acquisition of necessary capital assets. This Fund was originally created from a reserved portion of the City’s General Fund. Each Fiscal Year, most departments purchase necessary vehicles or equipment from this Fund and repay the Fund from their operating budgets. The ongoing charge to the operating department will cover the cost of the equipment plus a contribution toward future replacement of the equipment when such a replacement can reasonably be anticipated. The Fund’s primary objective is to provide financing for the purchase of equipment and vehicles with a cost of $5,000 and over and a useful life of three or more years. ---PAGE BREAK--- 34 Fiscal Year 2011-12 Budget Awards: In 2011-12 the City’s Operating Budget was prepared using the criteria published by the California Society of Municipal Finance Officers (CSMFO) required to receive their award for Excellence in Operating Budgeting. This was done in an effort to continue to improve the clarity and content of the budget document, as well as provide the City Council and the public with financial peer review in order to assure them that the substance and accuracy of the document meets their high standards. This is the seventh year in a row that the City has received this award. ---PAGE BREAK--- 35 This is the second year the City has won the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA). The GFOA established the Distinguished Budget Presentation Awards Program in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. This award represents many years of refinements and clarification of the budget document and represents a commitment to presenting a complete and concise report of the City’s overall mission and financial plan. ---PAGE BREAK--- 36 GENERAL FUND OVERVIEW While the previous discussion focuses on financial data and assumptions on a Citywide basis, the ability to maintain the current level of services in the City actually depends on the financial health of the General Fund. By definition, the General Fund is where all funds that are not restricted for specific use are recorded, and where the City funds and accounts for all major services. The City Council’s policy for General Fund reserves requires that the amount of the reserves not fall below 10% of projected General Fund operating expenses, except in case of financial emergency or some other unanticipated event, and to continually develop a plan to increase reserves to 15%. In the event the City Council were to authorize reserves to dip below 10%, a ten-year financial plan must be developed to project when the amount will return to 10% and eventually 15% of overall expenditures. During FY 2010-11, the City Council authorized the use of approximately $530,000 of reserves to balance the budget and maintain service levels. The General Fund Ten-Year Financial Plan projects a 10.2% reserve at the end of FY 2011-12 consistent with this policy, however this assumes a shortfall of $313,703 as part of an overall requirement of $466,000 in savings necessary to maintain the minimum reserve of 10% as per the Council’s policy. Actions are being identified for the City Council to prioritize areas to achieve these savings. This is discussed in further detail beginning on page 39. General Fund Revenues Table 1-11 and Chart 1-4 depict the revenue by category in the General Fund: Table 1-11 General Fund Revenues Actual Actual Amended Proposed FY 2009-10 FY2010-11 FY 2011-12 FY 2012-13 Taxes Property Taxes 5,616,124 $ 5,780,491 $ 6,025,000 $ 6,038,300 $ Sales Taxes 3,274,571 3,755,921 5,315,000 5,455,000 Utility User Tax 3,181,028 3,188,260 3,450,500 3,500,000 Franchise Taxes 939,189 982,799 1,050,000 1,050,000 Business License Tax 625,461 673,257 675,000 675,000 Other Taxes 148,993 169,373 174,900 179,900 Total Taxes 13,785,367 14,550,101 16,690,400 16,898,200 Licenses & Permits 579,275 562,760 656,800 669,936 Fines and Forfeitures 352,866 267,673 341,000 265,000 Use of Money and Property 267,607 301,328 339,500 331,080 Intergovernmental Revenues 4,675,711 4,592,543 4,731,000 4,818,362 Charges for Services 3,803,193 4,312,389 4,908,325 5,210,896 Other Revenues 66,427 331,258 145,394 273,700 Interfund Transfers 1,944,352 5,420,688 1,415,890 724,936 Total Revenues 25,474,799 $ 30,338,740 $ 29,228,309 $ 29,192,110 $ Revenue Category ---PAGE BREAK--- 37 Chart 1-4 General Fund FY 2012-13 Revenue Percentages by Category General Fund revenue assumptions include the following:  Property Taxes are projected to increase in relation to the amount received in FY 2011-12.  Sales taxes are projected to increase and reflect a somewhat improving economy in the City.  Utility user taxes also increase as both EBMUD and PG&E have announced projected rate increases for next fiscal year.  Licenses and Permits increase somewhat as overall activity remains constant.  Fines and Forfeitures reflect a decrease to more closely reflect what was actually received in the last two prior fiscal years.  Charges for services reflect increases in Recreation programs, as well as adjustments to fees in an effort to account for inflation and recover costs to provide the service.  Interfund transfers decrease as a result of the elimination of the cost recovery transfer from the Redevelopment Agency. GENERAL FUND EXPENDITURES Table 1-12 and Charts 1-5, 1-6 and 1-7 depict the expenditures in the General Fund. Table 1-12 and Chart 1-5 show the expenditures by department with $18,821,548 or 63.8% of the budget spent on Public Safety. Taxes 57.9% Intergovernmental Revenues 16.5% Charges for Services 17.9% Interfund Transfers 2.5% Licenses & Permits 2.3% Fines and Forfeitures 0.9% Use of Money and Property 1.1% Other Revenues 0.9% ---PAGE BREAK--- 38 Department Actual FY2009-10 Actual FY2010-11 Amended FY2011-12 Proposed FY2012-13 City Management 1,839,763 $ 1,923,414 $ 1,852,595 $ 2,092,123 $ Administrative Services 1,551,221 1,662,903 1,613,107 1,624,141 Police 8,474,787 9,075,229 10,502,165 10,741,365 Fire 7,033,543 7,134,729 7,907,978 8,080,183 Public Works 809,894 828,960 764,095 644,846 Environmental & Developmt 1,458,832 1,548,241 1,744,242 1,580,914 Recreation 3,898,641 3,957,215 3,809,607 4,008,141 Transfers 774,371 756,858 769,207 734,100 Total 25,841,051 $ 26,887,550 $ 28,962,996 $ 29,505,813 $ Table 1-12 General Fund Expenditures Chart 1-5 General Fund Expenditures by Department Chart 1-6 depicts a comparison in General Fund expenditures by Department over the past four fiscal years. The largest increase has occurred in the Police Department, reflecting the City’s continued commitment to Public Safety. City Management 7.1% Administrative Services 5.5% Police 36.4% Fire 27.4% Public Works 2.2% Environmental & Development Services 5.4% Recreation 13.6% Transfers 2.5% ---PAGE BREAK--- 39 Chart 1-6 Variance of General Fund Expenditures As Chart 1-7 shows, 78.8% of the expenditures are related to Personnel. Within Personnel, salaries and benefits have traditionally been governed by the City Council’s policy to provide median compensation, which is intended to act as a ceiling for salaries and benefits as agreed upon in the memorandums of understanding with the various benefit groups. In the FY2012-13 budget efforts are being made to curb the costs of salaries and retirement benefits by having staff contribute more than in the past and forego COLA’s. The total amount of labor concessions is shown only in the ten-year plan since negotiations are currently underway. Chart 1-7 34% 35% 37% 37% 28% 27% 28% 28% 16% 15% 14% 14% 6% 6% 6% 5% 7% 7% 7% 7% 6% 6% 6% 6% 3% 3% 3% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Actual FY2009-10 Actual FY2010-11 Amended FY2011-12 Proposed FY2012-13 Percentage of Expenditures Fiscal Year General Fund Expenditures Before Transfers Public Works Administrative Services City Management Environmental & Developmt Recreation Fire Police Personnel 78.8% Professional Services 8.3% Property/Other Services 7.4% Supplies 2.2% Property/Capital 0.9% Transfers 2.5% Proposed General Fund Expenditures ---PAGE BREAK--- 40 Of the remaining General Fund expenses, very little are discretionary. For example, within Professional Services expenditures of approximately $2.45 million, over $1.3 million of those expenses are for contracted services such as Public Safety dispatch, Animal Control services, legal services, independent audit services, election services and criminalist services that the City could not provide as efficiently as other organizations can on our behalf. When other non-discretionary items are factored in such as insurance, medical supplies, utilities, vehicles, and a minimal level of supplies, staff estimates that nearly 95% of the General Fund is non-discretionary (including staff at current levels). TEN-YEAR PLANNING Since FY 2006-07, the City has presented Ten-Year Financial Plans for the General Fund, Integrated Waste Management Fund and the Redevelopment Agency. The schedules and assumptions used to create the plans provide elected officials, staff and stakeholders with data to analyze the long range effects of current actions, plan for actions that are anticipated years from now, and measure the City’s ability to comply with the City Council’s policies on a long range basis. Presented in this section is the Ten-Year Plan for the General Fund. The Integrated Waste Management Fund Ten-Year Plan is shown in the Environmental and Development Services Department in Section 4. Ten-Year Plans will no longer be prepared for the Redevelopment Agency due to its dissolution. General Fund Ten-Year Plan Assumptions The following General Fund Ten-Year Plan includes assumptions in revenues and expenses necessary to bring this fiscal year’s budget into balance and provide for the 10% reserve requirement. Included in the Salaries and Wages line item is over $300,000 relating to labor concessions currently being negotiated with bargaining units, as well as $130,000 of proposed additional cost reductions. Due to the confidential nature of negotiations these proposed actions are not reflected in other tables in this budget document. It is anticipated that these negotiations will be completed and the final actual changes will be brought back to the City Council for approval within the budget adoption process or soon thereafter. Revenue assumptions for Property Tax include conservative growth of 2-3% for all ten years, and sales and other taxes are expected to increase by an inflation rate of 3% for the full ten years. As the economy recovers, staff hopes to adjust these assumptions as development opportunities occur and sales and property taxes improve. Expenditures in general are projected to increase in accordance with the current labor agreements and economic indicators at a rate of approximately 2% and The assumptions presented in the Ten-Year Plan achieve the goal of a reserve of 15% by FY 2017-18 and maintain that percentage for the remainder of the Plan. In order to achieve these results, expenses related to employee benefits will need to be stabilized over time as employees pay a greater percentage of their pension costs and the City implements a second tier of pension benefits for new hires. ---PAGE BREAK--- 41 Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Beginning Fund Balance $2,798,705 $2,951,002 $3,070,225 $3,282,475 $3,819,338 $4,594,502 $5,231,182 $4,925,072 $4,994,975 $5,406,321 Estimated Revenue: Property Taxes 6,038,300 6,159,066 6,282,247 6,470,715 6,664,836 6,864,781 7,070,725 7,282,846 7,501,332 7,726,372 Sales Taxes 3,910,000 4,027,300 4,148,119 4,272,563 4,400,739 4,532,762 4,668,744 4,808,807 4,953,071 5,101,663 Utility Users Taxes 3,500,000 3,605,000 3,713,150 3,824,545 3,939,281 4,057,459 4,179,183 4,304,559 4,433,695 4,566,706 Other Taxes 1,904,900 1,962,047 2,020,908 2,081,536 2,143,982 2,208,301 2,274,550 2,342,787 2,413,070 2,485,462 Interim sales tax 1,545,000 1,591,350 1,639,091 1,688,263 1,738,911 1,304,183 Total Taxes 16,898,200 17,344,763 17,803,515 18,337,621 18,887,749 18,967,487 18,193,202 18,738,999 19,301,168 19,880,204 Fees for Services 5,210,896 5,367,223 5,528,240 5,694,087 5,864,909 6,040,857 6,222,082 6,408,745 6,601,007 6,799,037 Interest, Transfers & Other Revenue 7,083,014 7,295,504 7,514,370 7,739,801 7,971,995 8,211,154 8,457,489 8,711,214 8,972,550 9,241,727 Total Other Revenues 12,293,910 12,662,727 13,042,609 13,433,887 13,836,904 14,252,011 14,679,571 15,119,959 15,573,557 16,040,764 Total Estimated Revenues 29,192,110 30,007,490 30,846,124 31,771,508 32,724,653 33,219,498 32,872,774 33,858,957 34,874,726 35,920,968 Appropriations: Salaries & Wages 14,163,822 14,447,098 14,736,040 15,030,761 15,406,530 15,791,693 16,186,485 16,591,148 17,005,926 17,431,074 Retirement Contributions 5,039,372 5,291,342 5,555,910 5,667,029 5,780,371 5,780,372 5,780,373 5,780,374 5,780,375 5,780,376 Insurance & Benefits 2,848,578 2,905,549 2,963,660 3,022,933 3,083,392 3,145,060 3,207,961 3,272,120 3,337,563 3,404,314 FICA/Medicare Taxes 473,539 483,009 492,670 502,523 512,573 520,262 528,066 535,987 544,027 552,187 Workers Compensation 384,385 392,072 399,914 407,912 416,070 422,311 428,646 435,076 441,602 448,226 Other Expenditures 5,638,518 5,751,288 5,866,314 5,983,640 6,103,313 6,225,379 6,349,887 6,476,885 6,606,423 6,738,551 Capital Outlay Transfer 22,600 22,600 22,600 22,600 50,000 100,000 100,000 100,000 150,000 150,000 Debt Service Transfer-City Hall 599,000 595,308 596,767 597,246 597,240 597,740 597,465 597,465 597,465 597,465 Additional Actions ($130,000) Total Appropriations * 29,039,813 29,888,267 30,633,875 31,234,645 31,949,490 32,582,818 33,178,883 33,789,054 34,463,380 35,102,193 Revenue Over(Under) Appropriations 152,297 119,223 212,250 536,863 775,164 636,680 (306,110) 69,903 411,346 818,774 Ending Fund Balance 2,951,002 3,070,225 3,282,475 3,819,338 4,594,502 5,231,182 4,925,072 4,994,975 5,406,321 6,225,095 10% Contingency Reserve (2,903,981) (2,988,827) (3,063,387) (3,123,464) (3,194,949) (3,258,282) (3,317,888) (3,378,905) (3,446,338) (3,510,219) Fund Balance above/(below) 10% $47,021 $81,399 $219,087 $695,874 $1,399,553 $1,972,900 $1,607,184 $1,616,070 $1,959,983 $2,714,876 FB as a % of Expenditures 10.2% 10.3% 10.7% 12.2% 14.4% 16.1% 14.8% 14.8% 15.7% 17.7% Debt Service as a % of Expenditures 2.1% 2.0% 1.9% 1.9% 1.9% 1.8% 1.8% 1.8% 1.7% 1.7% *Total Appropriations before additional actions in Salaries and Wages and other activites 29,505,813 $ Table 1-12 General Fund Ten-Year Financial Plan ---PAGE BREAK--- 42 ---PAGE BREAK--- 43 SECTION 2: CITY MANAGEMENT City Management provides overall policy and administrative direction of the City organization. This department acts as the central liaison to the public and provides leadership and direction to all departments in the ongoing operations of the City. City Management is ultimately responsible for ensuring the implementation of City Council policy direction. CITY MANAGEMENT OVERVIEW City Management is the general government function of the City of El Cerrito and its other entities. This section covers six operating components and specific discussion regarding their tasks will be shown in their sections.  City Council  City Manager’s Office  City Attorney  City Clerk  Information Systems Division  Economic Development and Housing Division With the dissolution of the El Cerrito Redevelopment Agency by the State of California during the past year, the City elected to serve in the fiduciary role of the Successor Agency to the El Cerrito Redevelopment Agency. The Successor Agency is not a component unit of the City and no budget is being proposed. Section 9 includes a discussion of the financial transactions the City will administer on behalf of the Successor Agency. The dissolution of the Redevelopment Agency directly impacted City personnel, resources and functions and as a result necessitated changes to the organizational structure of the City. The former Economic Development Department, largely funded by the former Redevelopment Agency, has been changed to a Division within City Management. The vacant position of Economic Development Director has been eliminated, and the Division staff report directly to the City Manager. By retaining the functions of Economic Development and Housing within City Management, the City can ensure that the City Council’s goal of Economic Development is still being prioritized appropriately despite the loss of resources for the support of many of the former Department’s functions. An organization chart reflecting City Management operating units and their relationships is provided in Chart 2-1. ---PAGE BREAK--- 44 Chart 2-1 City Management Organizational Structure The position listing in Table 2-1 shows the positions included within City Management. Table 2-1 City Management Position Listing FY 09-10 FY 10-11 FY 11-12 FY 12-13 City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 Analyst III (Community Outreach Specialist) 1.00 1.00 1.00 1.00 Management Assistant 1.00 0.00 0.00 0.00 City Clerk 1.00 1.00 1.00 1.00 Administrative Clerk 0.00 1.00 1.00 1.00 Information Systems Manager 1.00 1.00 1.00 1.00 Information Systems Specialist 1.00 1.00 1.00 1.00 Economic Development Director 1.00 1.00 1.00 1.00 Senior Project/Program Manager 3.00 3.00 3.00 3.00 Analyst II/Project Manager 1.00 0.00 0.00 0.00 Total 12.00 11.00 11.00 11.00 CITY COUNCIL The overall goal of the City Council is to improve the quality of life for the residents of El Cerrito and to set broad policy goals for implementation by City staff based on the needs and desires of the community. The City Council consists of five members of the community—one rotating Mayor and four Councilmembers. The City Council is the official legislative body of the City. Its duties include:  Set policy by ordinance, resolution, or motion  Review and approve reports, proposals and contracts for new programs and services  Appoint Board and Commission members  Review and approve the budget as prepared by the City Manager Mayor and City Council City Manager Assistant City Manager Analyst III (Community Outreach Specialist) City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk Senior Program Manager, Development Senior Program Manager, Economic Development Senior Program Manager, Housing City Attorney ---PAGE BREAK--- 45  Serve as Board Members for the El Cerrito Employees’ Pension Board and Public Financing Authority In early 2011, the City Council convened two work sessions to discuss and develop a Mission Statement for the City of El Cerrito and identify goals for fiscal year 2011-12. On May 2, 2011, the Council adopted the following as the Mission Statement for the City: The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety and creating an economically and environmentally sustainable future. Additionally, the following goals were identified as priorities for fiscal year 2011-12:  Fiscal Responsibility  Responsive Government  Community Engagement and Partnership  Public Safety  Economic Development  Environmental Stewardship  Support of Multi-Modal Transportation The Mission Statement and Goals provide the overall policy framework for the budget document. CITY COUNCIL BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 46520 - Program Fees 101-1010 - General Fund $5,640 Revenue Totals $5,640 Expenditures Account: 51110 - Regular Salaries & Wages 101-1010 - General Fund $26,460 $26,681 $26,460 $26,460 Account: 51150 - Special Pay 101-1010 - General Fund [PHONE REDACTED] - Finance Authority Debt Sv 250 250 250 Account 51150 Totals: 250 250 250 250 Account: 51210 - PERS Contributions 101-1010 - General Fund 3,574 4,299 5,327 5,549 Account: 51220 - FICA/Medicare 101-1010 - General Fund 2,035 2,050 2,024 2,024 Account: 52110 - Collect & Admin Services 101-1010 - General Fund 82 4,770 5,000 5,000 Account: 52190 - Miscellaneous Prof Svcs 101-1010 - General Fund 19,172 12,786 6,120 9,000 Account: 54210 - Telephone Expenses 101-1010 - General Fund 187 221 408 200 Account: 54220 - Mobile/Wireless Expenses 101-1010 - General Fund 752 570 1,020 500 ---PAGE BREAK--- 46 Account: 54610 - Travel & Training 101-1010 - General Fund 6,713 7,381 8,000 5,000 Account: 54910 - Dues & Subscriptions 101-1010 - General Fund 23,019 13,532 12,240 10,000 Account: 54920 - Events & Field Trips 101-1010 - General Fund 15,357 7,752 8,500 8,500 Account: 54990 - Other Administrative Svcs 101-1010 - General Fund 3,600 1,600 Account: 55110 - General Office Supplies 101-1010 - General Fund 1,115 1,476 1,020 1,100 Account: 55120 - Postage & Delivery 101-1010 - General Fund 13 32 Account: 55130 - Photocopying Charges 101-1010 - General Fund 292 177 306 200 Expenditure Grand Totals: $102,620 $83,576 $76,675 $73,783 ---PAGE BREAK--- 47 CITY MANAGER Under the policies established by the City Council, the City Manager is responsible for the efficient management of all affairs and departments operating within the City and serves as the Executive Director of the City’s Redevelopment Agency and Municipal Finance Authority. The City Manager is the City’s chief executive, employed by and directly responsible to the City Council. The City Manager organizes and directs a team of department heads and staff to implement programs and deliver public services. The functions of the City Manager’s Office include:  Support the City Council and implement policies and directives from the City Council  Provide leadership and manage City staff in their development and prthe services and programs provided by all City departments  Continue to build and develop a strong management team  Prepare a budget that identifies all the revenues and expenditures anticipated in the forthcoming fiscal year in a fiscally sound manner  Oversee the process for development of capital and infrastructure projects and strive to ensure that capital projects are successfully accomplished on-time  Ensure the highest level of customer service to residents and businesses  Engage residents, foster community partnerships and interagency collaborations  Ensure that City Hall provides a professional and environmentally friendly work environment for our customers and employees, maintaining the building as a symbol of pride for residents FY 2012-13 ACCOMPLISHMENTS Launched the upgraded and redesigned City website at www.el-cerrito.org, offering more services and a better online presences to the public Conducted successful National Citizen Survey of El Cerrito residents Completed the public hearing process for the San Pablo Avenue Streetscape Public Art project, resulting in a project approved by the Arts and Culture Commission in partnership with the community and artists as part of the Art in Public Places program Mailed out four Citywide newsletters, including a “Budget-in-Brief”; assisted with departmental outreach including special postcards and meetings Oversaw Redevelopment dissolution, coordinated formation of the Oversight Board to the Successor Agency of the Redevelopment Agency Conducted a request for proposals and selected a firm to initiate the Citywide Strategic Plan process Held successful and well-attended “Street Play” events at two different locations in the City, including “Alberrito Streets” in partnership with the City of Albany ---PAGE BREAK--- 48 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Oversee Strategic Planning and Charter Review processes  Community Engagement & Partnership  Responsive Government Provide leadership over fiscal responsibility and control of budget in light of continued economic challenges  Fiscal Responsibility Oversee additional research on development of a new Library and Public Safety building  Responsive Government  Community Engagement & Partnership Provide staffing support to Oversight Board of the Successor Agency to the Redevelopment Agency  Responsive Government Develop expanded social media programs and policies  Responsive Government  Community Engagement & Partnership Seek new opportunities for the City Council to engage with El Cerrito residents.  Responsive Government FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to look for cost-effective ways to maintain or enhance programs, services and service delivery options with an emphasis on increased customer service  Responsive Government  Fiscal Responsibility Continued review of the City’s operational, financial, personnel policies and procedures as well as organizational effectiveness  Fiscal Responsibility Provide the Council with a budget document reflecting their policies in the most cost-effective and efficient manner  Fiscal Responsibility  Responsive Government Keep the City Council fully informed concerning the City’s needs and to notify them of significant incidents in a timely manner  Responsive Government  Community Engagement & Partnership  Public Safety Follow legislative activities of federal, state, regional, and local political bodies, keeping Council apprised of potential impacts to the City  Responsive Government Continue to oversee the City’s personnel system, including, recruitment, retention and disciplinary matters; oversee negotiations with represented groups  Responsive Government ---PAGE BREAK--- 49 Continue to enhance public information and outreach efforts, continue to improve the website and explore new and creative ways to bring our message to the public  Responsive Government Advance the organizational team building process through continued employee recognition, and providing training opportunities  Responsive Government Maintain a team-oriented work environment characterized by innovation, enthusiasm, and high standards of accomplishment  Responsive Government CITY MANAGER BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-1020 - General Fund $356,892 $378,215 $380,204 $377,[PHONE REDACTED] - Integrated Waste Mgmt 45,386 47,951 49,081 48,119 Account 51110 Totals: 402,278 426,166 429,285 425,851 Account: 51120 - Part-Time Salaries & Wage 101-1020 - General Fund 78 Account: 51140 - Overtime Pay 101-1020 - General Fund 51 125 Account: 51210 - PERS Contributions 101-1020 - General Fund 86,197 91,958 105,378 94,[PHONE REDACTED] - Integrated Waste Mgmt 10,867 11,569 13,615 11,990 Account 51210 Totals: 97,063 103,528 118,993 106,843 Account: 51220 - FICA/Medicare 101-1020 - General Fund 21,293 22,398 24,460 24,[PHONE REDACTED] - Integrated Waste Mgmt 2,860 2,935 3,853 3,780 Account 51220 Totals: 24,153 25,333 28,313 28,387 Account: 51230 - Insurance & Benefits 101-1020 - General Fund 59,871 65,562 71,008 74,[PHONE REDACTED] - Integrated Waste Mgmt 3,840 3,950 4,374 4,572 Account 51230 Totals: 63,711 69,511 75,382 79,170 Account: 51240 - Workers Compensation 101-1020 - General Fund 4,108 5,416 10,561 8,[PHONE REDACTED] - Integrated Waste Mgmt 428 564 1,099 924 Account 51240 Totals: 4,536 5,980 11,660 9,801 Account: 51990 - Salary Savings 101-1020 - General Fund (5,091) (204) 501-1020 - Integrated Waste Mgmt (650) (26) Account 51990 Totals: (5,741) (230) Account: 52110 - Collect & Admin Services 101-1020 - General Fund 16,006 25,300 Account: 52190 - Miscellaneous Prof Svcs 101-1020 - General Fund 86,260 61,562 60,000 50,000 Account: 52230 - Other Technical Services 101-1020 - General Fund 47,129 44,648 30,000 30,000 Account: 52240 - Miscellaneous Services 101-1020 - General Fund 1,200 ---PAGE BREAK--- 50 Account: 53250 - Vehicle & Equip Maint Svc 101-1020 - General Fund 204 Account: 54210 - Telephone Expenses 101-1020 - General Fund 8,401 9,586 7,140 7,200 Account: 54220 - Mobile/Wireless Expenses 101-1020 - General Fund 4,179 3,590 3,060 3,500 Account: 54230 - Internet Services 101-1020 - General Fund 11,488 11,790 15,000 15,000 Account: 54410 - Printing & Binding 101-1020 - General Fund 4,803 3,219 15,000 5,000 Account: 54610 - Travel & Training 101-1020 - General Fund 7,433 7,892 8,160 9,000 Account: 54910 - Dues & Subscriptions 101-1020 - General Fund 6,031 7,000 3,060 4,000 Account: 54920 - Events & Field Trips 101-1020 - General Fund 3,640 3,031 5,100 5,100 Account: 54990 - Other Administrative Svcs 101-1020 - General Fund 6,428 831 3,060 1,000 Account: 55110 - General Office Supplies 101-1020 - General Fund 1,015 753 2,022 1,000 Account: 55120 - Postage & Delivery 101-1020 - General Fund 1,326 565 510 600 Account: 55130 - Photocopying Charges 101-1020 - General Fund 734 423 1,020 500 Account: 55140 - Recognition-EE/Volunteer 101-1020 - General Fund 5,504 3,552 5,100 5,100 Account: 55210 - Fuel 101-1020 - General Fund 121 52 Account: 56410 - Office Equipment <10K 101-1020 - General Fund 478 7,773 3,060 3,000 Expenditure Grand Totals: $797,104 $797,883 $850,429 $ 790,052 ---PAGE BREAK--- 51 CITY ATTORNEY The City Attorney supports the City Council and City organization with legal advice and services. The City Attorney, whose services are retained by the City through a contract with the law firm Meyers Nave, is responsible for the following services:  Provide legal advice and information to the City Council, Boards and Commissions, City Manager and staff  Develop legally acceptable alternatives for accomplishing policy objectives  Prepare legal documents including ordinances, leases and agreements  Review resolutions and contracts  Represent the City in court and before administrative agencies  Advise City staff on Municipal Code enforcement issues  Update the El Cerrito Municipal Code The proposed FY 2012-13 budget has been reduced to assist with this fiscal year’s financial constraints. Staff will be reviewing controls related to the assignment of work to the City Attorney as a method of containing costs. CITY ATTORNEY BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Expenditures Account: 52120 - Legal & Financial Svcs 101-1030 - General Fund $210,000 Account: 52190 - Miscellaneous Prof Svcs 101-1030 - General Fund $263,937 $321,082 120,000 $300,000 Expenditure Grand Totals: $263,937 $321,082 $330,000 $300,000 ---PAGE BREAK--- 52 CITY CLERK The City Clerk seeks to provide the best possible service to the residents of El Cerrito, the City Council, City Staff and all public agencies; strengthen public trust in government; and facilitate the democratic process. In particular, the City Clerk provides legislative support to the City Council; provides election support to officeholders, candidates and ballot measure proponents and opponents; exercises diligence in carrying out federal, state and local legal mandates; and enhances records management for the efficient and accurate delivery of information to residents and City staff. Division Overview The City Clerk performs all mandated functions under the United States Constitution, the Constitution of the State of California, the California Government and Election Codes, and the El Cerrito Municipal Code. The City Clerk serves as Clerk of the City Council, Successor Agency to the Redevelopment Agency, and El Cerrito Municipal Services Corporation (MSC); oversees preparation and noticing of City Council, Successor Agency and MSC agendas; records legislative history; maintains official City records, acts as Filing Officer for the Fair Political Practices Commission; conducts municipal elections; and performs a variety of other administrative duties for the City. The City Clerk is one of the main communication points between the citizens of El Cerrito and the City Council. City Clerk functions include:  Supporting the City Council and Board, Commission and Committee support  Recording, preserving and maintaining of the City’s legislative history  Public information and Citywide records management  Reviewing and monitoring campaign and Conflict of Interest Statements  Administering municipal elections  Assisting the City Council and City Manager The primary goal of the City Clerk is to ensure residents’ trust in government by supporting the City’s legislative process; providing open, accurate and timely legislative history; safeguarding all official records of the City; administering impartial and ethical elections; and delivering information and services efficiently and accurately to the City Council, City staff and the public. The City Clerk also operates a Passport Acceptance Office on behalf of the United States Department of State at City Hall. The City’s Information Technology Division partners with and reports to the City Clerk. The City Clerk is supported by a one-half time administrative clerk who assists in the advancement of program automation and division goals, processes passport applications, assists with records and information management and automation, preserves the City’s legislative history and participates actively in website development. ---PAGE BREAK--- 53 FY 2011-12 ACCOMPLISHMENTS Established a Passport Acceptance Office on behalf of the United States Department of State at City Hall Established an Information Portal at City Hall that provides City staff and the public the ability to search and review the City’s entire legislative history archive Developed content and established a City Clerk section on the City’s website; migrated legislative history archive to the upgraded City website Enhanced search and retrieval functionality of the El Cerrito Municipal Code Coordinated hosting of the Contra Costa Mayors Conference, West Contra Costa Mayors Conference; fulfilled noticing and recording duties as Clerk to the West County Mayors Conference Coordinated the 59th Annual Commissioner Recognition Dinner; the Dinner was a landfill-free event Managed records eligible for destruction in accordance with the City’s records retention schedule FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Administration of the November 2012 General Municipal Election.  Fiscal Responsibility  Responsive Government  Community Engagement and Partnership Continue content development for the City Clerk section on the City’s Website to include commissioner resources, ethics and election information.  Fiscal Responsibility  Responsive Government  Environmental Stewardship Prepare and implement a standard procedure for Public Records Act Requests and Administrative Records.  Responsive Government Review and refine agenda guidelines including preparation of templates and handbook.  Fiscal Responsibility Complete requirements for IIMC Master Municipal Clerk certification.  Fiscal Responsibility  Responsive Government Administration of the November 2012 General Municipal Election.  Fiscal Responsibility  Responsive Government  Community Engagement and Partnership ---PAGE BREAK--- 54 FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Fulfill duties as Filing Officer under the California Political Reform Act and California Government Code for campaign statements and State Law and the local Conflict of Interest Code for statements of economic interests  Responsive Government Act as custodian of the City Seal and the City’s vital records.  Responsive Government  Fiscal Responsibility Accurately record and maintain the proceedings, actions and documentation of the City Council, Successor Agency to the Redevelopment Agency and Municipal Services Corporation meetings for legal, administrative, financial and historical reference.  Responsive Government  Fiscal Responsibility Coordinate publication of legal notices including ordinances and public hearings in a timely manner in accordance with legal statutes.  Responsive Government  Fiscal Responsibility Notice all City Council, Successor Agency and Municipal Services Corporation Meetings in accordance with Brown Act requirements. Post all agenda packets and minutes to the City’s website to enhance public access. Maintain information portal and continue with day forward scanning of all legislative history.  Responsive Government  Community Engagement and Partnership  Environmental Stewardship Maintain an open, diplomatic and neutral relationship with the public and news media.  Responsive Government  Community Engagement and Partnership Maintain the El Cerrito Municipal Code. Post newly adopted ordinances to the City’s website prior to codification.  Responsive Government  Fiscal Responsibility Research, disseminate and provide information regarding City records as necessary.  Responsive Government. Maintain the Board, Commission and Committee Calendar, Roster and Database.  Responsive Government  Fiscal Responsibility Coordinate hosting of the Commission Recognition Dinner.  Responsive Government  Community Engagement and Partnership  Environmental Stewardship Coordinate use of the City Council Chambers.  Responsive Government  Community Engagement and Partnership ---PAGE BREAK--- 55 CITY CLERK BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 46520 - Program Fees 101-1040 - General Fund $46 $1,108 $8,000 $2,000 Account: 46523 - Passport Fees 101-1040 - General Fund 8,000 Revenue Totals $46 $1,108 $8,000 $10,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-1040 - General Fund $102,458 $123,956 $125,825 $124,334 Account: 51140 - Overtime Pay 101-1040 - General Fund 51 125 Account: 51210 - PERS Contributions 101-1040 - General Fund 25,433 29,945 34,810 31,706 Account: 51220 - FICA/Medicare 101-1040 - General Fund 7,976 9,496 9,162 9,176 Account: 51230 - Insurance & Benefits 101-1040 - General Fund 23,117 27,935 30,312 32,386 Account: 51240 - Workers Compensation 101-1040 - General Fund 1,944 2,562 4,997 4,200 Account: 51990 - Salary Savings 101-1040 - General Fund (1,561) (80) Account: 52110 - Collect & Admin Services 101-1040 - General Fund 18,161 23,742 29,800 29,800 Account: 54220 - Mobile/Wireless Expenses 101-1040 - General Fund 838 923 1,020 1,000 Account: 54310 - Legal Notices & Advertise 101-1040 - General Fund 1,587 1,388 2,244 2,000 Account: 54610 - Travel & Training 101-1040 - General Fund 185 2,569 4,000 4,000 Account: 54910 - Dues & Subscriptions 101-1040 - General Fund 505 295 510 500 Account: 54990 - Other Administrative Svcs 101-1040 - General Fund 5,727 5,288 8,160 6,000 Account: 55110 - General Office Supplies 101-1040 - General Fund 1,755 2,159 2,346 2,000 Account: 55120 - Postage & Delivery 101-1040 - General Fund 452 337 4,000 4,000 Account: 55130 - Photocopying Charges 101-1040 - General Fund 2,651 1,489 2,040 2,000 Account: 56410 - Office Equipment <10K 101-1040 - General Fund 234 2,000 2,857 2,500 Expenditure Grand Totals: $191,514 $234,129 $262,083 $255,602 ---PAGE BREAK--- 56 INFORMATION SYSTEMS DIVISION The Information Systems Division seeks to provide and maintain information services including data, voice, video, hardware, and software to serve city residents and businesses, departments and City facilities. The Division works with multiple technologies to choose the appropriate solution for the City’s needs. The Division’s challenge is to work within the budget to stay current and provide solutions as technology continues to change. The Information Systems Services Division performs the following tasks:  Maximizes the use of the City's information and telecommunications systems resources  Assists all computer and telephone users in gaining access to user systems and to resolve user problems as they arise  Plans for and facilitates the growth of the information and telecommunication systems in terms of both hardware and software  Facilitates the increased productivity of all City departments through the use of the City's data processing and telecommunication resources  Enhances the City's reach to its residents through information technology  Provides webcast and live TV broadcast of City Council Meetings The overall goal is to provide and maintain efficient, cost effective and reliable information systems to City offices and departments that serve the public in El Cerrito. FY 2011-12 ACCOMPLISHMENTS Upgraded Fire Department Records Management System Installed SQL Server database and implemented RecTrac Software for the Recreation Department, including integration of bar code readers and on-line reservation and transaction systems Installed SQL Server and implemented integration of the CRW Trackit system (planning, building permit and code enforcement software) Conducted extensive research and troubleshooting regarding technical issues associated with of multiple mobile devices with the MS-Exchange server Migrated City Mail Server to Exchange 2007 Performed extensive troubleshooting of the New World Financial System; upgraded hardware and software; analyzed and monitored the test site and backup system based on virtual servers Upgraded Microsoft Windows Domain and Domain Controllers for the implementation of Exchange 2007 Mail Servers Re-located all Recycling Center computers and phones from the interim location to the new Recycling Center facility and consulted on the design of the technical infrastructure at the site Assisted the Police Department with recovery of evidence from video surveillance systems maintained by local businesses ---PAGE BREAK--- 57 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Develop Information Technology Capital Asset Strategic Plan for hardware and software  Fiscal Responsibility  Responsive Government Consolidate old servers by using server virtualization to achieve savings in hardware costs, reduce energy costs, increase flexibility and optimize server configuration and space allocation  Fiscal Responsibility  Environmental Stewardship Upgrade and enhance bandwidth and internet connection speed at City Hall  Fiscal Responsibility  Responsive Government  Community Engagement and Partnership FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Maintain equipment, servers and computers within budget without any interruption of city business  Responsive Government  Fiscal Responsibility Maintain and upgrade the City’s system software and applications within budget  Responsive Government  Fiscal Responsibility Replace end of life equipment within budget  Responsive Government  Fiscal Responsibility Process service requests  Responsive Government INFORMATION SYSTEMS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-1070 - General Fund $181,709 $181,880 $185,517 $181,880 Account: 51150 - Special Pay 101-1070 - General Fund 600 600 600 Account: 51210 - PERS Contributions 101-1070 - General Fund 45,243 45,531 51,354 47,753 Account: 51220 - FICA/Medicare ---PAGE BREAK--- 58 101-1070 - General Fund 13,914 12,820 12,921 12,541 Account: 51230 - Insurance & Benefits 101-1070 - General Fund 40,902 44,457 52,236 51,837 Account: 51240 - Workers Compensation 101-1070 - General Fund 2,592 3,417 6,663 5,600 Account: 51990 - Salary Savings 101-1070 - General Fund (2,691) (108) Account: 52110 - Collect & Admin Services 101-1070 - General Fund 13,031 9,207 10,200 12,000 Account: 52230 - Other Technical Services 101-1070 - General Fund 14,626 19,045 20,400 20,000 Account: 53230 - Building Maint Services 101-1070 - General Fund 1,122 Account: 53290 - Miscellaneous R&M Svcs 101-1070 - General Fund 1,899 1,319 2,142 2,000 Account: 54220 - Mobile/Wireless Expenses 101-1070 - General Fund 3,542 3,413 1,938 2,500 Account: 54230 - Internet Services 101-1070 - General Fund 2,799 3,164 2,703 3,200 Account: 54610 - Travel & Training 101-1070 - General Fund 1,074 1,500 1,500 Account: 55110 - General Office Supplies 101-1070 - General Fund 941 863 1,224 1,000 Account: 55120 - Postage & Delivery 101-1070 - General Fund 11 104 102 100 Account: 55130 - Photocopying Charges 101-1070 - General Fund 295 164 204 200 Account: 55210 - Fuel 101-1070 - General Fund 243 274 122 300 Account: 55290 - Other Operating Supplies 101-1070 - General Fund 510 500 Account: 56410 - Office Equipment <10K 101-1070 - General Fund 10,686 7,238 18,000 19,500 Account: 56720 - Other Equipment >10K 601-1070 - Vehicle/Equip Replacement 1,000 Expenditure Grand Totals: $331,341 $334,462 $368,858 $363,011 ---PAGE BREAK--- 59 ECONOMIC DEVELOPMENT & HOUSING DIVISION The Economic Development & Housing Division seeks to nurture investment in the community, fostering a strong, diverse, equitable and sustainable economic base that provides employment opportunities, supports businesses, increases tax revenues, provides desired goods and services, increases the supply of affordable and market rate housing, and promotes revitalization of San Pablo Avenue. Economic Development is a City Council goal and a key to the long-term financial health and quality of life in the City. Despite dissolution of the El Cerrito Redevelopment Agency, the Division retains its core functions of community investment (formerly redevelopment), business recruitment and retention, and affordable housing, while also investigating and developing post- Redevelopment approaches to community economic development that will advance City’s revitalization, economic development and affordable housing goals. The Division focuses on attracting commercial, market-rate and affordable residential, mixed-use, in-fill, and transit-oriented development, with a particular concentration on revitalization of the areas around El Cerrito’s two BART stations and Civic Center. The Department’s efforts include both short-term initiatives through projects and programs, and longer-term strategic endeavors to address El Cerrito’s position in the regional economy. The Division regularly collaborates with the Environmental and Development Services Department and the Public Works Department on projects, programs and long-range planning efforts. The Division also coordinates with Administrative Services Department in the administration of the Successor Agency of the El Cerrito Redevelopment Agency and provides staff support to its Oversight Board. The Division’s functions are to:  Identify strategies, tools, and funding sources for revitalization efforts in the wake of Redevelopment dissolution  Pursue development of key sites along San Pablo Avenue consistent with the City’s revitalization goals, by facilitating relationships between property owners and developers  Identify and promote opportunities, sites, and markets to prospective businesses  Manage the former Redevelopment Agency’s projects and programs to create, improve and preserve affordable housing  Collaborate with Environmental and Development Services and Public Works Departments on development-related grants, planning and projects  Support implementation by the El Cerrito Municipal Services Corporation (MSC) of projects and programs in the Public Improvements and Cooperation Agreement for the City of El Cerrito Redevelopment Project Area  Lead predevelopment activities on MSC-owned properties and joint development activities with the Bay Area Rapid Transit District on its developable properties  Assist other departments with the evaluation of the economic benefit, feasibility and sustainability of development-related projects and plans ---PAGE BREAK--- 60  Help development applicants successfully navigate the City’s permitting and environmental review processes  Collaborate with the Economic Development Board to implement economic development programs and projects.  Work with the El Cerrito Chamber of Commerce and other business resource providers to identify and offer programs to local businesses  Serve as an ombudsperson to the business community  Manage the MSC’s real estate portfolio, in support of its efforts to develop and operate its properties consistent with the City’s revitalization goals  Develop affordable housing programs and projects throughout the community to address the regional need for such housing FY 2011-12 ACCOMPLISHMENTS Completed the Transit-Oriented Development Feasibility and Parking Study, which included the Del Norte Transit Oriented Development Strategy Technical Assistance Award from the Metropolitan Transportation Commission, to further efforts to complete the San Pablo Avenue Specific Plan Developed and implemented a consulting services agreement with the MSC to support its economic development and property development efforts and produce revenue for the City Initiated a consulting agreement for free technical assistance with the non-profit developer UP to evaluate development potential for key transit-oriented development sites in the Del Norte Area Secured grant funding for various City projects and programs and pre-funding of economic development programs from the MSC Continued outreach to businesses and property owners in the Plaza/Theater area led to recruitment of national retail tenant to fill upcoming vacant space Continued with Business Visitation Program of key El Cerrito businesses Produced the 3rd Annual Entrepreneur Training Series for El Cerrito small businesses Continued to market the MSC’s commercial rehabilitation loan program to aid property owners businesses to rehabilitate existing vacant spaces into higher and better uses, resulting in the opening of a new restaurant/brewpub Managed the former Redevelopment Agency’s actions as required under its suspension, intended opt-in to the Voluntary Alternative Redevelopment Program, and ultimate dissolution by the State of California Partnered with the Administrative Services Department through the initial phase of setting up the Successor Agency to the El Cerrito Redevelopment Agency and its Oversight Board Selected Eden Housing, Inc. as the developer for the proposed Tradeway mixed-use affordable housing project; entered into an Exclusive Negotiating Rights Agreement (ENRA) and a Predevelopment Loan Agreement with Eden for development of the site Provided assistance in preparing the Housing Element Update to the General Plan ---PAGE BREAK--- 61 Completed a transition of Redevelopment Agency affordable housing programs and projects to the City to help protect Agency affordable housing projects and programs from any state proposals to eliminate redevelopment agencies FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Develop and initiate a Community Investment Strategy identifying post-redevelopment tools and resources that can be applied to economic development, affordable housing and revitalization efforts in El Cerrito  Economic Development  Fiscal Responsibility Identify a financially feasible development program, development partners, and funding for a transit-oriented development, MSC- owned site in order to initiate pre- development activities  Economic Development  Environmental Stewardship  Fiscal Responsibility  Support of Multi-Modal Transportation Assist Public Works, Safeway, and BART on the design of improvements to the Ohlone Greenway and pedestrian connections across Hill Street  Economic Development  Environmental Stewardship  Support of Multi-Modal Transportation Meet with key property owners/ businesses on San Pablo Avenue to assess potential for development and/or business expansion  Economic Development  Community Engagement & Partnership Work with property owners/brokers to assist with the location of tenants for vacant spaces  Economic Development  Community Engagement & Partnership Negotiate a Disposition and Development Agreement with Eden Housing for the Tradeway Project, completing environmental analysis and obtaining planning approvals, subject to funding availability  Economic Development  Support of Multi-Modal Transportation Prepare an Inclusionary Housing Ordinance and In-Lieu Fee Program for the City Council’s consideration  Economic Development  Fiscal Responsibility ---PAGE BREAK--- 62 FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Pursue funding for economic development, TOD-related planning and public improvements, affordable housing and revitalization efforts  Economic Development  Fiscal Responsibility  Support of Multi-Modal Transportation Collaborate with Planning, Environmental Services and Engineering staff on completion of the San Pablo Avenue Specific Plan with development standards and parking programs that contribute to development feasibility, revitalization and sustainability  Economic Development  Environmental Stewardship  Support of Multi-Modal Transportation Identify opportunities, sites, and markets for prospective commercial, retail, and residential development  Economic Development  Fiscal Responsibility Assist existing businesses by providing additional resources and promotional opportunities in challenging economic times  Economic Development  Fiscal Responsibility Continue Theater Area & San Pablo Avenue business outreach and improvements  Economic Development  Fiscal Responsibility Support the MSC’s implementation of its commercial rehabilitation loan program for businesses attraction, building improvement, and URM mitigation  Economic Development  Community Engagement & Partnership  Public Safety Provide business retention services, activities and technical assistance to current businesses  Economic Development  Community Engagement & Partnership Support administration of the Successor Agency to the El Cerrito Redevelopment Agency through economic analysis and staffing to its Oversight Board  Responsive Government  Fiscal Responsibility Continue coordination with RCD for pursuit of funding and construction of the Ohlone Gardens project  Economic Development  Fiscal Responsibility Continue portfolio management and compliance monitoring of completed affordable housing developments to ensure that affordable housing stock is preserved  Responsive Government  Fiscal Responsibility Monitor legislation that affects community investment, revitalization, economic development, and affordable housing programs and projects; develop and implement responsive strategies  Responsive Government  Fiscal Responsibility  Economic Development ---PAGE BREAK--- 63 Prior Economic Development, Redevelopment and Affordable Housing activity previously funded directly by the former Redevelopment Agency are reflected in summary tables in Section 9 for the Successor Agency to the Redevelopment Agency. Prior Economic Development activity that was funded in the City’s General Fund and the Division’s proposed General Fund budget for FY 2012-13 are included within the following Budget Summary. The City’s Low & Moderate Income (LMI) Housing Fund is a special revenue fund established during FY 2011-12 and its FY 2011-12 activity and FY 2012-13 Budget are reflected in this Budget Summary table as well. Revenues to the Special Fund are dependent on the Successor Agency’s funding authorization process outlined in Section 9. ECONOMIC DEVELOPMENT AND HOUSING DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 40010 - Property Tax-Cur Secured 232-6020 - City LMI Housing Fund $781,152 Account: 46520 - Program Fees 101-6020 - General Fund 307,000 Account: 48990 - Other Misc Revenue 101-4010 - General Fund $74 $81 $50 Revenue Totals $74 $81 $50 $1,088,152 Expenditures Account: 51110 - Regular Salaries & Wages 101-4010 - General Fund $151,924 $152,067 $155,[PHONE REDACTED] - General Fund $187,[PHONE REDACTED] - City LMI Housing Fund 90,182 Account 51110 Totals: 151,924 152,067 155,108 277,218 Account: 51210 - PERS Contributions 101-4010 - General Fund 37,797 38,037 43,[PHONE REDACTED] - General Fund 46,[PHONE REDACTED] - City LMI Housing Fund 22,442 Account 51210 Totals: 37,797 38,037 43,031 68,991 Account: 51220 - FICA/Medicare 101-4010 - General Fund 8,820 8,758 8,[PHONE REDACTED] - General Fund 14,[PHONE REDACTED] - City LMI Housing Fund 7,518 Account 51220 Totals: 8,820 8,758 8,451 21,924 Account: 51230 - Insurance & Benefits 101-4010 - General Fund 12,657 12,757 14,[PHONE REDACTED] - General Fund 42,[PHONE REDACTED] - City LMI Housing Fund 14,620 Account 51230 Totals: 12,657 12,757 14,566 57,199 Account: 51240 - Workers Compensation 101-4010 - General Fund 1,296 1,709 3,[PHONE REDACTED] - General Fund 5,[PHONE REDACTED] - City LMI Housing Fund 2,800 Account 51240 Totals: 1,296 1,709 3,332 8,400 Account: 51990 - Salary Savings 101-4010 - General Fund (2,250) (90) 101-6020 - General Fund Account 51990 Totals: (2,250) (90) Account: 51995 - Retiree Savings 101-4010 - General Fund (200,000) Account: 52110 - Collect & Admin Services ---PAGE BREAK--- 64 232-6020 - City LMI Housing Fund 2,000 Account: 52120 - Legal & Financial Svcs 101-6020 - General Fund 15,[PHONE REDACTED] - City LMI Housing Fund 50,000 Account 52120 Totals: 65,000 Account: 52130 - Architect/Engineering Svc 101-6020 - General Fund 10,000 Account: 52190 - Miscellaneous Prof Svcs 101-4010 - General Fund 30 2,[PHONE REDACTED] - General Fund 10,[PHONE REDACTED] - City LMI Housing Fund 5,000 Account 52190 Totals: 30 2,550 15,000 Account: 52230 - Other Technical Services 232-6020 - City LMI Housing Fund 5,000 Account: 52240 - Miscellaneous Services 101-6020 - General Fund 10,000 Account: 53110 - Utilities 232-6020 - City LMI Housing Fund 10,000 Account: 53230 - Building Maint Services 232-6020 - City LMI Housing Fund 10,000 Account: 53990 - Other Property Services 232-6020 - City LMI Housing Fund 6,000 Account: 54210 - Telephone Expenses 101-4010 - General Fund 124 554 [PHONE REDACTED] - General Fund 1,[PHONE REDACTED] - City LMI Housing Fund 500 Account 54210 Totals: 124 554 400 1,500 Account: 54220 - Mobile/Wireless Expenses 101-4010 - General Fund 2,143 1,306 2,[PHONE REDACTED] - General Fund 1,[PHONE REDACTED] - City LMI Housing Fund 720 Account 54220 Totals: 2,143 1,306 2,244 2,160 Account: 54310 - Legal Notices & Advertise 232-6020 - City LMI Housing Fund 500 Account: 54410 - Printing & Binding 101-4010 - General Fund [PHONE REDACTED] - General Fund 10,000 Account 54410 Totals: 102 10,000 Account: 54610 - Travel & Training 101-4010 - General Fund 1,241 1,800 3,[PHONE REDACTED] - General Fund 10,[PHONE REDACTED] - City LMI Housing Fund 1,500 Account 54610 Totals: 1,241 1,800 3,570 11,500 Account: 54910 - Dues & Subscriptions 101-4010 - General Fund 583 618 [PHONE REDACTED] - General Fund 10,000 Account 54910 Totals: 583 618 918 10,000 Account: 54990 - Other Administrative Svcs 101-6020 - General Fund 2,[PHONE REDACTED] - City LMI Housing Fund 2,000 Account 54990 Totals: 4,500 Account: 55110 - General Office Supplies 101-4010 - General Fund 55 88 [PHONE REDACTED] - General Fund 200 Account 55110 Totals: 55 88 204 200 Account: 55120 - Postage & Delivery 101-4010 - General Fund [PHONE REDACTED] - General Fund 1,000 ---PAGE BREAK--- 65 232-6020 - City LMI Housing Fund 500 Account 55120 Totals: 204 1,500 Account: 55130 - Photocopying Charges 101-4010 - General Fund 2,456 1,593 2,[PHONE REDACTED] - General Fund 1,[PHONE REDACTED] - City LMI Housing Fund 700 Account 55130 Totals: 2,456 1,593 2,040 1,700 Account: 55290 - Other Operating Supplies 101-4010 - General Fund [PHONE REDACTED] - General Fund 1,000 Account 55290 Totals: 263 1,000 Account: 56410 - Office Equipment <10K 101-4010 - General Fund 88 26 102 Account: 59110 - Loans & Grants 232-6020 - City LMI Housing Fund 781,152 Expenditure Grand Totals: $217,227 $219,224 $36,822 $1,392,444 ---PAGE BREAK--- 66 ---PAGE BREAK--- 67 SECTION 3: ADMINISTRATIVE SERVICES DEPARTMENT The mission of the Administrative Services Department is to provide support for all City departments in the accomplishment of their tasks. The Department achieves this mission by managing all cash transactions, employee actions and financial reporting in a timely, accurate, and efficient manner. DEPARTMENT OVERVIEW The Administrative Services Department operates with two Divisions, Finance and Employee Services. Chart 3-1 shows the organizational structure of the Department: Chart 3-1 Administrative Services Department Organization Chart Position Listing Table 3-1 shows the position listing for the Department. Table 3-1 Administrative Services Position Listing FY 09-10 FY 10-11 FY 11-12 FY 12-13 Administrative Services Director 1.00 1.00 1.00 1.00 Employee Services Manager 1.00 1.00 1.00 1.00 Finance Manager 1.00 1.00 1.00 1.00 Account Clerk PPT- vacant 0.80 0.80 0.80 0.80 Personnel Technician 1.00 1.00 1.00 1.00 Account Clerk Technician 2.00 3.00 3.00 3.00 Account Clerk 1.00 0.00 0.00 0.00 Total 7.80 7.80 7.80 7.80 Administrative Services Director Finance Manager Account Clerk Technician Employee Services Manager Personnel Technician Account Clerk PPT ---PAGE BREAK--- 68 FINANCE DIVISION The Finance Division provides services, information, and analyses to the public, City Council, management staff, and other City departments by:  Recording and accounting for all receipts and disbursements of cash in all City bank accounts  Developing and maintaining financial reporting systems to provide accurate and timely financial information for use by the public, City Council, and City management  Coordinating the City’s annual audit and preparation of the resultant Comprehensive Annual Financial Report (CAFR)  Coordinating the City’s annual budget process in conjunction with the City Manager’s office and preparation of the final Adopted Operating Budget  Providing budgeting, accounting, treasury, billing and collection, accounts payable, payroll, and other financial functions  Coordinating the preparation of various annual and quarterly financial reports that must be submitted to a variety of state and federal agencies, such as the State Controller’s Office  Ensuring that the City’s various assessments and taxes are appropriately placed on the County’s property tax bill  Responding to a variety of requests for financial information from various County and State agencies  Providing general customer service support by answering Citywide telephone lines and staffing the main customer counter  Providing staff support to the City’s Financial Advisory Board (FAB) FY 2011-12 ACCOMPLISHMENTS Received the award for Excellence in Financial Reporting from the Governmental Finance Officers Association Received the award for Excellence in Operational Budgeting from the California Society of Municipal Finance Officers and the Distinguished Budget Award from the Governmental Finance Officers Association for the second time Issued Tax Revenue Anticipation Notes in response to cash shortfall Refinanced capital leases for Fire Engines and Recycling Trucks Managed supplemental billing process for Water Utility User Tax Completed implementation of CalPERS/New World system upgrade Worked with Economic Development staff on dissolution of the Redevelopment Agency ---PAGE BREAK--- 69 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Implement New World Systems 7.0 and NextGen Human Resources System  Fiscal Responsibility Perform review and disposition of documents stored at the Public Safety Building and at Iron Mountain  Fiscal Responsibility  Environmental Stewardship Develop Request for Proposal for banking services and select bank from proposals  Fiscal Responsibility Monitor cash flow and issue short term Tax Revenue Anticipation Notes as required  Fiscal Responsibility Continue efforts on dissolution of Redevelopment Agency  Fiscal Responsibility FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Safeguard the City’s financial assets by developing and following appropriate accounting procedures  Fiscal Responsibility Provide the City with sound fiscal management and facilitate the operations of all City departments by providing specialized financial data and support through a variety of business services  Fiscal Responsibility  Responsive Government Provide clear and understandable audit, budget and internal financial reports, thereby enhancing the City’s fiscal accountability  Fiscal Responsibility  Responsive Government Provide timely and accurate payroll services to all employees  Fiscal Responsibility Maintain up-to-date knowledge of payroll tax issues and other payroll-related topics  Fiscal Responsibility Audit and process for payment invoices submitted by suppliers and contractors in a timely fashion  Fiscal Responsibility  Responsive Government Process invoices and payments for various billable services, i.e. fire inspections and DUI recovery fees  Fiscal Responsibility  Responsive Government Continue to train staff Citywide on financial processes, providing adequate information to operate and manage City programs  Fiscal Responsibility Assist business owners by providing necessary information for opening a business and processing the Business License application upon receipt  Fiscal Responsibility  Responsive Government Provide prompt and courteous service to both employees and the citizenry  Fiscal Responsibility  Responsive Government ---PAGE BREAK--- 70 FINANCE DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 46930 - Business License Admin 101-1050 - General Fund $70,699 $75,354 $75,000 $75,000 Account: 49990 301 - Operating Xfer In-CIP 601-1050 - Vehicle/Equip Replacement 73,289 Revenue Totals $143,989 $75,354 $75,000 $75,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-1050 - General Fund $381,367 $390,246 $392,137 $384,[PHONE REDACTED] - Grants 317 244 Account 51110 Totals: 381,684 390,490 392,137 384,448 Account: 51120 - Part-Time Salaries & Wage 101-1050 - General Fund 2,470 1,397 Account: 51140 - Overtime Pay 101-1050 - General Fund 906 772 4,080 4,080 Account: 51150 - Special Pay 101-1050 - General Fund 1,200 1,200 1,200 1,200 Account: 51200 - PARS Contribution 101-1050 - General Fund 4 Account: 51210 - PERS Contributions 101-1050 - General Fund 92,677 95,392 108,775 101,611 Account: 51220 - FICA/Medicare 101-1050 - General Fund 26,640 27,167 27,694 27,398 Account: 51230 - Insurance & Benefits 101-1050 - General Fund 84,406 89,957 97,926 105,028 Account: 51240 - Workers Compensation 101-1050 - General Fund 6,480 8,542 16,658 14,001 Account: 51990 - Salary Savings 101-1050 - General Fund (5,546) (222) Account: 52110 - Collect & Admin Services 101-1050 - General Fund 86,235 86,739 88,000 86,[PHONE REDACTED] - Measure A Parcel Tax 11,104 11,146 13,000 12,000 Account 52110 Totals: 97,339 97,885 101,000 98,000 Account: 52120 - Legal & Financial Svcs 101-1050 - General Fund 55,039 69,349 64,950 65,[PHONE REDACTED] - Measure A Parcel Tax 2,850 2,850 2,000 3,[PHONE REDACTED] - Meas J Storm Debt Service 2,650 2,650 3,000 3,[PHONE REDACTED] - Pension Trust Sect 401-A 1,280 1,040 1,500 1,[PHONE REDACTED] - Finance Authority Debt Sv 6,138 6,655 6,000 6,[PHONE REDACTED] - City Hall Bond D/S 1,000 750 1,000 1,[PHONE REDACTED] - Street Imp Bond D/S 1,130 3,100 1,000 1,000 Account 52120 Totals: 70,087 86,394 79,450 80,500 Account: 52190 - Miscellaneous Prof Svcs 101-1050 - General Fund 9,415 23,123 10,000 20,000 Account: 52230 - Other Technical Services 101-1050 - General Fund 15,134 14,722 15,000 15,000 Account: 52240 - Miscellaneous Services 101-1050 - General Fund 1,200 Account: 54110 - Insurance Premiums 101-1050 - General Fund (5,463) Account: 54210 - Telephone Expenses ---PAGE BREAK--- 71 101-1050 - General Fund 2,001 2,282 2,000 2,000 Account: 54220 - Mobile/Wireless Expenses 101-1050 - General Fund 1,646 1,710 1,500 1,500 Account: 54310 - Legal Notices & Advertise 101-1050 - General Fund 224 118 200 200 Account: 54410 - Printing & Binding 101-1050 - General Fund 4,021 1,996 3,000 3,000 Account: 54610 - Travel & Training 101-1050 - General Fund 6,260 6,390 5,500 5,[PHONE REDACTED] - Grants 333 Account 54610 Totals: 6,593 6,390 5,500 5,100 Account: 54910 - Dues & Subscriptions 101-1050 - General Fund 1,654 729 1,000 1,000 Account: 55110 - General Office Supplies 101-1050 - General Fund 3,077 4,622 3,500 3,500 Account: 55120 - Postage & Delivery 101-1050 - General Fund 4,548 4,736 4,000 4,000 Account: 55130 - Photocopying Charges 101-1050 - General Fund 3,093 1,619 3,000 2,000 Account: 55290 - Other Operating Supplies 101-1050 - General Fund 338 36 1,000 500 Account: 56410 - Office Equipment <10K 101-1050 - General Fund 1,155 1,980 1,000 1,000 Account: 58110 - Principal Payments 401-1050 - Meas J Storm Debt Service 400,000 425,000 450,000 480,[PHONE REDACTED] - Finance Authority Debt Sv 230,000 235,000 245,000 255,[PHONE REDACTED] - City Hall Bond D/S 190,000 195,000 205,000 215,[PHONE REDACTED] - Street Imp Bond D/S 230,000 240,000 245,000 245,000 Account 58110 Totals: 1,050,000 1,095,000 1,145,000 1,195,000 Account: 58120 - Interest Payments 101-1050 - General Fund 7,[PHONE REDACTED] - Meas J Storm Debt Service 113,050 90,613 66,550 40,[PHONE REDACTED] - Finance Authority Debt Sv 136,428 128,578 120,055 110,[PHONE REDACTED] - City Hall Bond D/S 408,108 400,408 392,407 384,[PHONE REDACTED] - Street Imp Bond D/S 509,103 501,053 492,653 492,653 Account 58120 Totals: 1,166,688 1,120,650 1,078,715 1,028,427 Account: 58140 - Fiscal Agent/Trustee Fees 701-1050 - Pension Trust Sect 401-A 1,450 Account: 58230 - Fines & Penalties 101-1050 - General Fund 8,682 Account: 58810 - Retiree Pension 701-1050 - Pension Trust Sect 401-A 146,976 146,976 147,000 111,000 Account: 58920 - Misc Finance Expense 101-1050 - General Fund 34,156 32,464 30,000 30,000 Account: 59990 201 - Operating Xfer Out-GAS 204-1050 - Measure C Fund 600,000 160,000 345,000 278,[PHONE REDACTED] - Measure J Storm Drain 20,000 385,000 Account 59990 201 Totals: 600,000 160,000 365,000 663,000 Account: 59990 202 - Operating Xfer Out-NPDS 201-1050 - Gas Tax Fund 90,000 100,[PHONE REDACTED] - Measure J Storm Drain 20,000 5,000 107,000 Account 59990 202 Totals: 110,000 5,000 100,000 107,000 Account: 59990 203 - Operating Xfer Out-LAD 201-1050 - Gas Tax Fund 500,000 410,000 455,000 595,000 Account: 59990 206 - Operating Xfer Out-MeasA 834-1050 - Finance Authority Debt Sv 185,000 ---PAGE BREAK--- 72 Account: 59990 211 - OperatingXout-Streets 204-1050 - Measure C Fund 180,000 Account: 59990 301 - Operating Xfer Out-CIP 204-1050 - Measure C Fund 70,000 55,000 35,000 35,[PHONE REDACTED] - Park In Lieu Fund 25,000 5,[PHONE REDACTED] - City Hall Construction 9,400 Account 59990 301 Totals: 104,400 60,000 35,000 35,000 Account: 59990 401 - Operating Xfer STRM D/S 205-1050 - Measure J Storm Drain 512,704 515,607 519,450 Account: 59990 701 - Operating Xfer OutPENS 101-1050 - General Fund 148,256 149,466 148,500 112,500 Account: 59990 834 - Operating Xfer Out-FIN 206-1050 - Measure A Parcel Tax 362,157 363,578 371,005 362,305 Account: 59990 835 - Operating Xfer Out-CHALL 101-1050 - General Fund 599,008 596,142 598,107 599,000 Account: 59990 836 - Operating Xfer Out-ST IMP 211-1050 - Street Improvemt & Maint 740,620 744,036 737,653 740,000 Expenditure Grand Totals: $6,880,743 $6,453,290 $6,610,050 $6,638,298 ---PAGE BREAK--- 73 EMPLOYEE SERVICES DIVISION Employee Services develops, implements, supports and manages a comprehensive human resources and risk management function to ensure quality service to the organization and to the community. A variety of central services are also provided. These services are accomplished by:  Developing and maintaining human resource policies to support the effective and efficient operations and to maintain legal compliance  Determining and coordinating unbiased recruitment and selection processes  Maintaining the City’s classification and compensation plans  Leading and/or supporting the meet and confer process with employee organizations  Providing labor relations oversight to promote equitable and ethical treatment of the workforce and to reduce liability  Coordinating/monitoring Citywide training and the City’s central safety program  Maintaining personnel and related records  Providing professional staff support to commissions and committees  Performing general purchasing and supply functions  Performing the City’s risk management function including maintaining insurance coverage and processing/monitoring Workers’ Compensation and liability claims Risk Management The City is a member of the Municipal Pooling Authority (MPA), a Joint Powers Authority (JPA) that is both a loss control/risk management consortium and a fund-pooling mechanism for excess coverage of self-insured risks. The Division oversees this program. FY 2011-12 ACCOMPLISHMENTS Implemented a new City Wellness Program through Kaiser Permanente to reach a broader employee base, including electronic health assessments for employees Promoted health and wellness among employees by coordinating the delivery of healthy snacks to various Department sites Revised the City’s Employment Application to be more user-friendly and with the ability to be completed and submitted electronically Initiated a Classification Study for the Recreation Department to review positions and organizational structure Coordinated Civil Service Commission hearings Oversaw labor negotiations with three largest bargaining units, including negotiations regarding possible financial contributions by employees ---PAGE BREAK--- 74 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Complete negotiations with SEIU  Responsive Government Develop and implement position control in New World Systems  Fiscal Responsibility Develop and implement Citywide policies and training  Responsive Government Initiate review of the City’s Personnel Rules and Administrative Policies for possible updates or revisions  Responsive Government  Fiscal Responsibility FY 2011-12 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Conduct recruitment and selection processes in order to maintain City service levels  Responsive Government Continue to provide employee training opportunities, including mandated management training, and implement new programs as the need arises  Responsive Government Continue consistent delivery of Citywide employee newsletter  Responsive Government Meet with employee associations as required or requested  Responsive Government Review and update position classifications to reflect organizational changes and to clarify duties, including physical job standards  Responsive Government Ensure equal employment opportunities and promote a workplace free of harassment and discrimination  Responsive Government ---PAGE BREAK--- 75 EMPLOYEE SERVICES DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Expenditures Account: 51110 - Regular Salaries & Wages 101-1060 - General Fund $187,399 $166,839 $208,566 $167,258 Account: 51140 - Overtime Pay 101-1060 - General Fund 577 1,020 1,000 Account: 51150 - Special Pay 101-1060 - General Fund 985 1,000 1,600 1,000 Account: 51210 - PERS Contributions 101-1060 - General Fund 36,440 41,278 58,074 44,167 Account: 51220 - FICA/Medicare 101-1060 - General Fund 13,413 13,018 15,429 12,356 Account: 51230 - Insurance & Benefits 101-1060 - General Fund 34,344 44,346 63,840 51,694 Account: 51240 - Workers Compensation 101-1060 - General Fund 3,888 3,417 6,663 5,600 Account: 51990 - Salary Savings 101-1060 - General Fund (2,133) (96) (67,755) 0 Account: 52110 - Collect & Admin Services 101-1060 - General Fund 16,910 16,776 12,000 16,000 Account: 52190 - Miscellaneous Prof Svcs 101-1060 - General Fund 1,400 1,500 2,000 1,500 Account: 52210 - Lab & Investigative Svcs 101-1060 - General Fund 108 Account: 52230 - Other Technical Services 101-1060 - General Fund 5,511 6,220 6,300 7,000 Account: 54110 - Insurance Premiums 101-1060 - General Fund 325,999 378,935 310,000 330,000 Account: 54120 - Settlements & Judgements 101-1060 - General Fund 40,943 48,399 40,000 40,000 Account: 54130 - Insurance-Workers Comp 101-1060 - General Fund 12,916 9,183 10,000 15,000 Account: 54210 - Telephone Expenses 101-1060 - General Fund 478 568 600 600 Account: 54220 - Mobile/Wireless Expenses 101-1060 - General Fund 413 888 500 900 Account: 54610 - Travel & Training 101-1060 - General Fund 1,319 1,500 1,500 Account: 54910 - Dues & Subscriptions 101-1060 - General Fund 660 345 600 1,000 Account: 54920 - Events & Field Trips 101-1060 - General Fund 2,496 2,417 3,500 3,500 Account: 54990 - Other Administrative Svcs 101-1060 - General Fund 28,778 22,976 25,000 22,000 Account: 55110 - General Office Supplies 101-1060 - General Fund 426 58 1,000 1,000 Account: 55120 - Postage & Delivery 101-1060 - General Fund 920 632 1,000 1,000 Account: 55130 - Photocopying Charges 101-1060 - General Fund 1,619 1,031 1,000 1,000 Account: 55140 - Recognition-EE/Volunteer 101-1060 - General Fund 2,124 5,355 5,500 5,500 Account: 55290 - Other Operating Supplies 101-1060 - General Fund 21,310 19,379 15,000 15,000 ---PAGE BREAK--- 76 Account: 56410 - Office Equipment <10K 101-1060 - General Fund 165 169 1,000 1,000 Expenditure Grand Totals: $738,088 $785,953 $723,937 $746,575 ---PAGE BREAK--- 77 SECTION 4: ENVIRONMENTAL AND DEVELOPMENT SERVICES DEPARTMENT The Environmental and Development Services Department’s mission is to provide services and programs that promote a high quality of life in El Cerrito. The Department achieves this mission through planning and implementing programs and private and public development projects that support an attractive community, promote environmental quality and innovation, minimize environmental impacts, and continually enhance the community of El Cerrito and beyond. DEPARTMENT OVERVIEW The Environmental and Development Services Department serves to provide the community with creative guidance on and effective implementation of land use development, planning and building services, transportation and environmental policies, plans, programs and projects that maintain and enhance the City as a safe, vital, attractive, and sustainable community. To attain these goals, the Department’s responsibilities are:  Maintain the vision of the City Council and residents of El Cerrito pursuant to the goals of the General Plan  Manage the City’s recycling and waste reduction programs and the new Recycling and Environmental Resource Center  Actively support residents, businesses and the City itself to make and implement environmental choices  Help identify El Cerrito as a green place to live, build, and do business through the development and provision of environmental programs and policies  Plan and build an attractive, safe community with a high quality, balanced mix of land uses and amenities  Protect the environment by ensuring that development and land uses avoid or mitigate any potentially negative impacts pursuant to the California Environmental Quality Act (CEQA)  Ensure that development and land uses comply with the City’s General Plan, Municipal and Zoning Codes, and all other applicable codes, plans, laws, regulations, and policies  Provide customer-friendly, responsive, efficient and accurate environmental and development services to the public  Review and process planning and building applications in a timely manner ---PAGE BREAK--- 78 Organizational Structure The Environmental and Development Services Department includes the Planning, Building, and Environmental Services Divisions. These Divisions create a comprehensive focus on operational, environmental, and development services for residents and businesses, drawing on the natural synergy among these Divisions with respect to land use, infrastructure, and safety within the City Council’s goal of Environmental Stewardship. The Department also includes the City’s Recycling Program. The Department reports to the Assistant City Manager. Chart 4-1 shows the organizational structure of the Department: Chart 4-1 Environmental and Development Services Department Assistant City Manager Development Svcs Manager Senior Planner Building Official Building Inspector II Building Inspector I Plan Checker Permit Technician Administrative Clerk Environmental Svcs Manager Environmental Analyst Environmental Analyst Operations Supervisor Lead Driver Drivers Forklift Operator ---PAGE BREAK--- 79 Position Listing Table 4-1 shows the position listing: for the Department: Table 5-1 Environmental and Development Services Department Position Listing FY 09-10 FY 10-11 FY11-12 FY11-12 Environmental Svcs Manager 1.00 1.00 1.00 1.00 Development Svcs (formerly Planning) Manager 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 Senior Planner 1.00 2.00 2.00 2.00 Administrative Analyst II 2.00 2.00 2.00 2.00 Waste Prevention Specialist 0.00 0.00 0.00 0.00 Operations Supervisor 1.00 1.00 1.00 1.00 Recycling Maint Leadworker 1.00 1.00 1.00 1.00 Recycling Maint Worker/Entry 5.00 4.00 4.00 4.00 Forklift Driver 1.00 0.00 0.00 1.00 Associate Planner 1.00 0.00 0.00 0.00 Building Inspector II 2.00 2.00 2.00 2.00 Plan Checker 1.00 1.00 1.00 1.00 Building Inspector I 1.00 1.00 1.00 1.00 Permit Technician I 2.00 2.00 2.00 2.00 Administrative Clerk 1.00 1.00 1.00 1.00 Total 22.00 20.00 20.00 21.00 PLANNING DIVISION The Planning Division’s mission is to provide the highest level of customer service attainable while assisting applicants through the planning and environmental review processes. The Planning Division provides a broad range of services that generally can be categorized into two areas: current and advance planning. Each is described below: Current Planning:  Assist developers and potential applicants through the development, design, and environmental review processes, and respond to the public at the counter and on the phone  Coordinate City staff review (such as Engineering, Police, Fire, Recycling, and Community Facilities) of all development proposals  Evaluate all Design Review and Planning Commission applications, work with applicants on suggested changes, prepare and present staff reports and resolutions to decision-makers  Notify nearby property owners of surrounding development projects in accordance with the Zoning Ordinance and State law  Manage consultants for City-initiated projects and environmental review  Review and approve final occupancy permits to ensure all imposed planning conditions are addressed during construction  Review planning policies, procedures, and fees ---PAGE BREAK--- 80 Advance Planning:  Monitor, update, implement and ensure consistency of the General Plan and Zoning Ordinance  Assist decision-makers in identifying and evaluating policy choices  Undertake focused planning activities, such as the preparation of Specific Plans, design guidelines and special studies  Participate in regional planning activities FY 2011-12 ACCOMPLISHMENTS Continued to actively participate in One Bay Area: Sustainable Community Strategy for the San Francisco Bay Area; worked with ABAG/MTC to develop appropriate 20 year housing production projections based on City size and available land Received certification of the updated Housing Element by the State Department of Housing and Community Development Completed the new Animal Ordinance allowing expanded types of domestic animals in response to community input Improved coordination and partnership with Economic Development staff for development services and projects Continued to lead the efforts to complete the San Pablo Avenue Specific Plan Continued to improve internal processes to streamline the plan review process and increase efficiency with an emphasis on commercial development projects and customer service FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Continue active participation in One Bay Area: Sustainable Community Strategy for the San Francisco Bay Area  Community Engagement & Partnership  Support of Multi-Modal Transportation Assist with completion of Climate Action Plan  Environmental Stewardship Incorporate Planning Division functions with Economic Department activities  Responsive Government  Economic Development Complete adoption of General Plan and Zoning Ordinance amendments for the San Pablo Avenue Specific Plan  Community Engagement & Partnership Begin General Plan update  Community Engagement & Partnership ---PAGE BREAK--- 81 FY 2011-12 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to improve the City Hall one stop counter with enhanced customer service and public information and outreach  Responsive Government Continue to evaluate the efficiencies of new technology in relation to the permitting process  Responsive Government Continue to refine the aesthetic design and expectations of new projects  Community Engagement & Partnership Continue to develop educational materials for the public explaining regulations and the application process  Community Engagement & Partnership  Responsive Government Continue to improve internal processes to streamline the application review process and increase efficiency – with an emphasis on commercial development projects  Responsive Government Service Indicators Charts 4-2 through 4-4 depict the workload statistics of the Planning Division for FY 2011-12. The number of applications needed Planning Commission or Design Review Board approval have continued to decrease in 2011-12 while over-the-counter permits such as Home Occupations and Fence Clearances have held steady. Building permit review and plan check times increased in 2011-12 due to a temporary staff reduction for the first two months of the fiscal year. Staff expects this number to significantly decrease in the 2012-13 fiscal year. Chart 4-2 Public Hearings and Appeals 0 5 10 15 20 25 30 08-09 09-10 10-11 11-12 Fiscal Year Number of Hearings PC DRB CC ---PAGE BREAK--- 82 Chart 4-3 Chart 4-4 Permit Type by Fiscal Year 0 10 20 30 40 50 60 70 80 Admin Design Rev Admin Use Permit Variance Design Review RAD Use Permit Fence Clearance Home Occupation Permit Type 08-09 09-10 10-11 11-12 Planning Division Building Permit Plan Check 41 89 122 117 3.2 1.3 1 3.7 0 20 40 60 80 100 120 140 08-09 09-10 10-11 11-12 Fiscal Year Number of Permits and Review Days Number of Permits Review Time (Days) ---PAGE BREAK--- 83 PLANNING DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 46010 - Plan Check Fees 101-4030 - General Fund $45,290 $40,577 $45,000 $56,100 Account: 46190 - Other Planning/Insp Fees 101-4030 - General Fund 12,419 Account: 46520 - Program Fees 101-4030 - General Fund 85,093 71,526 80,000 81,600 Account: 46910 - Reproduction Fees 101-4030 - General Fund 91 Account: 48990 - Other Misc Revenue 101-4030 - General Fund 276 1,000 1,000 Revenue Totals $143,169 $112,103 $126,000 $138,700 Expenditures Account: 51110 - Regular Salaries & Wages 101-4030 - General Fund 269,532 275,583 273,035 267,681 Account: 51210 - PERS Contributions 101-4030 - General Fund 65,213 66,231 75,573 66,609 Account: 51220 - FICA/Medicare 101-4030 - General Fund 20,628 21,278 20,697 20,423 Account: 51230 - Insurance & Benefits 101-4030 - General Fund 40,829 47,265 51,214 54,194 Account: 51240 - Workers Compensation 101-4030 - General Fund 3,888 5,126 9,995 8,401 Account: 51990 - Salary Savings 101-4030 - General Fund (3,883) (155) Account: 52130 - Architect/Engineering Svc 101-4030 - General Fund 55,000 Account: 52190 - Miscellaneous Prof Svcs 101-4030 - General Fund 2,322 2,500 30,000 2,[PHONE REDACTED] - Capital Improvement Fund 141,008 15,460 Account 52190 Totals: 143,330 17,960 30,000 2,500 Account: 52230 - Other Technical Services 101-4030 - General Fund 420 610 5,100 500 Account: 52240 - Miscellaneous Services 101-4030 - General Fund 1,109 4,714 4,500 4,500 Account: 53290 - Miscellaneous R&M Svcs 101-4030 - General Fund 110 Account: 54210 - Telephone Expenses 101-4030 - General Fund 873 982 1,020 1,000 Account: 54220 - Mobile/Wireless Expenses 101-4030 - General Fund 1,440 2,160 2,160 1,200 Account: 54310 - Legal Notices & Advertise 101-4030 - General Fund 1,789 1,969 8,000 3,000 Account: 54410 - Printing & Binding 101-4030 - General Fund 343 8,000 1,000 Account: 54610 - Travel & Training 101-4030 - General Fund 5,081 4,491 12,000 12,000 Account: 54910 - Dues & Subscriptions 101-4030 - General Fund 790 1,390 2,000 1,500 Account: 54920 - Events & Field Trips 101-4030 - General Fund 4,963 3,161 11,000 5,000 Account: 54990 - Other Administrative Svcs ---PAGE BREAK--- 84 101-4030 - General Fund 50 Account: 55110 - General Office Supplies 101-4030 - General Fund 494 148 1,020 500 Account: 55120 - Postage & Delivery 101-4030 - General Fund 1,156 1,359 8,000 4,000 Account: 55130 - Photocopying Charges 101-4030 - General Fund 6,635 4,355 8,000 4,000 Account: 55290 - Other Operating Supplies 101-4030 - General Fund 1,020 Account: 56410 - Office Equipment <10K 101-4030 - General Fund 7,000 3,000 Expenditure Grand Totals: $564,287 $459,019 $539,444 $516,008 ---PAGE BREAK--- 85 BUILDING DIVISION The Building Division provides customer service to assist residents, business owners, residential contractors and commercial developers, so they can build in a manner that satisfies the health and safety regulations set forth by the California Building Code. The Building Division provides interpretations of the Code, reviews submitted plans by both plan checkers and structural engineers, issues building permits upon approval of plans, conducts inspections of construction, enforces codes, coordinates with other Departments and Divisions on applications, and provides staff assistance at the City Hall Customer Service Center for all construction related issues. The Division also includes the City’s Code Enforcement program. Responsibilities of the Building Division include:  Evaluate all building permit applications and work with applicants during the plan review process on any suggested changes needed to obtain approvals  Coordinate City staff review for development submittals from other Departments or Divisions including Planning, Engineering, Police, Fire and Environmental Services  Assist potential applicants and developers through the plan submittal process; assist the public at the counter and on the phone  Review and approve final occupancy permits to ensure all imposed planning conditions are addressed during construction  Review Building policies, procedures, fees, and codes; recommend and update same to provide highest policy standards  Manage consultants that perform outside plan review  Monitor, update, implement and ensure consistency in all aspects of plan approval and inspections through education and staff development  Assist decision-makers in identifying and evaluating policy choices  Undertake focused activities with respect to disaster preparedness and post-disaster assessment FY 2011-12 ACCOMPLISHMENTS Completed building permit approvals for the new Recycling Center Completed first cycle of Citywide Residential Rental Housing Inspection Program Completed update of the CRW permit tracking system Completed and energy efficiency analysis of City Hall in concert with Environmental Services and improved efficiencies within the building Began an upgrade of all informational materials to better inform the public ---PAGE BREAK--- 86 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Implement Uniform Solar Permitting process  Responsive Government Conduct a technology evaluation to complement the upgraded CRW system  Responsive Government Continue to evaluate building permit process with a focus on streamlining procedures and making the process more transparent for customers  Community Engagement & Partnership  Responsive Government Conduct an evaluation of code enforcement procedures with an eye toward improving the quality and safety of structures in the City  Public Safety Start Phase II implementation of residential rental inspection program  Public Safety  Responsive Government FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to monitor the use of building fees to determine whether further fee refinements are necessary  Responsive Government  Fiscal Responsibility Continue to improve internal processes to streamline the plan submittal review process and increase efficiency  Responsive Government Continue to develop new educational materials for the public explaining the new 2010 building codes, local, State, and Federal regulations, and the submittal process  Community Engagement & Partnership Continue to improve the City Hall one stop counter operations with enhanced customer service  Responsive Government ---PAGE BREAK--- 87 Service Indicators Tables 4-2 – 4-3 and Charts 4-5 – 4-7 reveal the workload statistics for the Building Division for FY 2010-11. While the downturn in the economy has negatively affected building permit revenue due to lower valuations and permit costs, the overall number of permits has continued to rise every year. Permit applications are typically for smaller projects and repairs rather than large remodels and additions as seen in past years. Staff has continued to improve out permit processing time and as the process is further streamlined, permit processing time should continue to decrease. Table 4-2 Permit Issuances and Construction Value Fiscal Year Total Permits Issued Total Const. Valuation 2007-2008 1,289 $26,210,282 2008-2009 1,122 $16,755,268 2009-2010 1,232 $20,313,306 2010-2011 1,249 $21,731,299 2011-2012 883* $14,167,333 * Total as of March 26, 2012 Chart 4-5 Plan Check Submittals – Approved Permits 810 [PHONE REDACTED] 0 200 400 [PHONE REDACTED] 1200 1400 2008-09 2009-10 2010-11 2011-12 Plan check submittals shown include "over the counter" review and approvals. *Number for 2011-12 is as of March 26, 2012. Number of Plan Checks ---PAGE BREAK--- 88 Chart 4-6 Average Building Permit Turn-Around – Application to Approval Chart 4-7 Total Plan Check Approvals By Type 11 10 7 11.04 0 2 4 6 8 10 12 2008-09 2009-10 2010-11 2011-12 Number of Days 448 424 753 617 300 304 225 226 0 200 400 [PHONE REDACTED] 1200 2008-09 2009-10 2010-11 2011-12 Fiscal Year Complex Submittals Over the Counter Note: Over the Counter permits are considered to be approved in two days or less ---PAGE BREAK--- 89 Inspection Activity Inspection activity for the past five fiscal years are shown in Table 4-3: Table 4-3 Inspection Activity Fiscal Year Average Inspections Annual Inspections 2007-2008 632 7,579 2008-2009 524 6,292 2009-2010 616 7,393 2010-2011 515 6,189 2011-2012 583* 5,251* *Total as of March 26, 2012 ---PAGE BREAK--- 90 BUILDING DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 40910 - Construction Tax 101-4040 - General Fund $2,892 $1,834 $4,900 $4,900 Account: 42210 - Building Permits 101-4040 - General Fund 524,972 505,272 610,000 622,200 Account: 42220 - Building Issuance Fee 101-4040 - General Fund 32,369 32,141 29,000 29,580 Account: 42230 - Electrical Permits 101-4040 - General Fund 11,273 9,084 8,700 8,874 Account: 42240 - Mechanical Permits 101-4040 - General Fund 4,676 9,261 4,300 4,386 Account: 42260 - Plumbing Permits 101-4040 - General Fund 5,985 7,002 4,800 4,896 Account: 45790 - Other Local Reimbursement 101-4040 - General Fund 519 Account: 46010 - Plan Check Fees 101-4040 - General Fund 233,944 271,785 250,000 255,000 Account: 46040 - Rental Inspection Fees 101-4040 - General Fund 107,440 181,001 150,000 127,500 Account: 46190 - Other Planning/Insp Fees 101-4040 - General Fund 50,243 29,330 85,000 56,100 Account: 46520 - Program Fees 101-4040 - General Fund 2,100 400 2,500 2,550 Account: 46920 - Document Imaging Fee 101-4040 - General Fund 26,911 26,047 35,000 35,700 Revenue Totals $1,002,801 $1,073,676 $1,184,200 $1,151,686 Expenditures Account: 51110 - Regular Salaries & Wages 101-4040 - General Fund $441,610 $449,818 $510,489 $366,370 Account: 51120 - Part-Time Salaries & Wage 101-4040 - General Fund 12,251 11,267 Account: 51140 - Overtime Pay 101-4040 - General Fund 159 279 1,020 1,020 Account: 51150 - Special Pay 101-4040 - General Fund 1,000 Account: 51210 - PERS Contributions 101-4040 - General Fund 110,577 111,932 140,960 105,039 Account: 51220 - FICA/Medicare 101-4040 - General Fund 34,660 35,384 39,267 28,679 Account: 51230 - Insurance & Benefits 101-4040 - General Fund 103,698 101,918 129,567 93,882 Account: 51240 - Workers Compensation 101-4040 - General Fund 9,072 11,959 23,321 19,601 Account: 51990 - Salary Savings 101-4040 - General Fund (6,707) (263) (77,724) Account: 52110 - Collect & Admin Services 101-4040 - General Fund 20,000 Account: 52120 - Legal & Financial Svcs 101-4040 - General Fund 85 500 500 Account: 52130 - Architect/Engineering Svc 101-4040 - General Fund 25,626 7,651 20,000 8,000 Account: 52190 - Miscellaneous Prof Svcs 101-4040 - General Fund 102,246 159,753 140,000 140,000 ---PAGE BREAK--- 91 Account: 52230 - Other Technical Services 101-4040 - General Fund 420 3,110 10,000 65,000 Account: 52240 - Miscellaneous Services 101-4040 - General Fund 5,060 8,964 10,000 10,000 Account: 53230 - Building Maint Services 101-4040 - General Fund 1,120 1,791 5,000 3,000 Account: 53250 - Vehicle & Equip Maint Svc 101-4040 - General Fund 1,774 3,187 2,500 2,500 Account: 53330 - Vehic Rental Chrg 101-4040 - General Fund 10,000 10,000 Account: 54210 - Telephone Expenses 101-4040 - General Fund 1,691 1,929 1,800 1,800 Account: 54220 - Mobile/Wireless Expenses 101-4040 - General Fund 6,652 3,766 4,200 4,200 Account: 54310 - Legal Notices & Advertise 101-4040 - General Fund 500 Account: 54410 - Printing & Binding 101-4040 - General Fund 470 163 1,000 1,000 Account: 54610 - Travel & Training 101-4040 - General Fund 4,826 8,957 11,000 11,000 Account: 54910 - Dues & Subscriptions 101-4040 - General Fund 1,161 488 500 500 Account: 55110 - General Office Supplies 101-4040 - General Fund 1,617 1,385 1,000 1,000 Account: 55120 - Postage & Delivery 101-4040 - General Fund 3,090 1,552 700 700 Account: 55130 - Photocopying Charges 101-4040 - General Fund 3,465 2,260 1,500 1,500 Account: 55210 - Fuel 101-4040 - General Fund 2,548 2,934 2,500 2,500 Account: 55240 - Clothing & Uniform Supply 101-4040 - General Fund 1,423 296 500 500 Account: 55290 - Other Operating Supplies 101-4040 - General Fund 1,800 2,557 500 500 Account: 55520 - Building Supplies 101-4040 - General Fund 472 Account: 56410 - Office Equipment <$10K 101-4040 - General Fund 2,522 1,427 5,000 2,500 Account: 56710 - Other Equipment <$10K 101-4040 - General Fund 200 200 Expenditure Grand Totals: $872,918 $935,934 $1,015,800 $881,491 ---PAGE BREAK--- 92 ENVIRONMENTAL SERVICES DIVISION The Environmental Services Division (ESD) plays a leadership role in promoting environmental quality and innovation, and in minimizing the environmental impacts of residential, business and City activities in El Cerrito and the region. The Division accomplishes its mission through developing, supporting and managing programs, policies and projects in a broad range of environmental areas as well as by serving as a clearinghouse and point of contact for inquiries regarding environmental issues. The Division brings an environmental perspective and resources to City endeavors. Division Overview The ESD is directly responsible for numerous environmental programs and works interdepartmentally to promote sustainability citywide and achieve the City Council’s goals for the City as a whole to be a proactive environmental leader and steward. The Division manages the City’s Recycling and Environmental Resource Center, Curbside Recycling Collection operation, and Climate Action and Energy Efficiency efforts. ESD is also involved in developing community engagement programs that involve and educate El Cerrito residents and businesses in sustainability topics, promoting green business and green economic development, developing Citywide environmental policies, and developing and pursuing funding for urban greening efforts. The Division also serves as staff liaison to the Environmental Quality Committee. The Division is staffed and operated utilizing both Integrated Waste Management Enterprise Fund and General Fund resources. FY 2011-12 ACCOMPLISHMENTS Reconstructed and Reopened the Recycling and Environmental Resource Center Implemented Energy Conservation and Efficiency programs- Energy Management System and Energy Efficiency Community Block Grant projects Maintained Onsite Drop Off During Reconstruction of the Recycling Center Implemented Multi-Family Recycling Program Completed Draft Climate Action Plan Completed Design of the Ohlone Greenway Urban Greening Project Completed Rate Review and Initiated Study of Post Collection Options Led Small Cities Climate Action Partnership and Joint Solar Procurement process FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Begin Climate Action Plan Implementation  Environmental Stewardship  Community Engagement & Partnership Partner with Public Works to update  Support of multi-modal transportation ---PAGE BREAK--- 93 Circulation Plan for Bicyclists and Pedestrians  Environmental Stewardship  Community Engagement & Partnership Implement Mandatory Commercial Recycling Requirements  Environmental Stewardship Develop Plastic Bag Ban/Environmental Foodware Ordinance  Environmental Stewardship Update City Environmental Purchasing Policy  Environmental Stewardship  Fiscal Responsibility Complete Analysis of Post Collection/Processing Options  Environmental Stewardship  Fiscal Responsibility Partner with Building Division and East Bay Green Corridor to streamline solar permitting system  Environmental Stewardship  Economic Development Complete construction of Ohlone Greenway Natural Area and Rain Garden project  Environmental Stewardship  Economic Development FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Coordinate new programs at Recycling and Environmental Resource Center and establish the Center as a leader and regional model for municipal environmental activities and initiatives  Environmental Stewardship  Responsive Government  Fiscal Responsibility  Community Engagement and Partnership Engage community in stewardship and sustainability efforts through partnering with Environmental Quality Committee and others  Environmental Stewardship  Community Engagement and Partnership Increase public education and involvement programs and grow Citywide events and environmental activities  Community Engagement & Partnership  Environmental Stewardship  Support of Multi-Modal Transportation  Economic Development Work interdepartmentally to integrate sustainability into City efforts and programs  Environmental Stewardship  Economic Development ---PAGE BREAK--- 94 El Cerrito Solid Waste Tonnage by Year 11476 10806 10130 9607 8529 8162 7699 3303 3471 3421 2969 3065 3245 3758 4284 4820 4829 4556 4660 4511 4368 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2005 2006 2007 2008 2009 2010 2011 Calendar Year Solid Waste Tons Recycling Greenwaste Garbage  Community Engagement and Partnership Participate and play a leadership role in regional efforts to support a more sustainable El Cerrito and Bay Area  Community Engagement & Partnership  Environmental Stewardship  Support of Multi-Modal Transportation  Economic Development Engage community in stewardship and sustainability efforts through partnering with Environmental Quality Committee and other community groups  Environmental Stewardship  Responsive Government  Fiscal Responsibility  Community Engagement and Partnership Service Indicators Solid Waste As depicted in Chart 4-8, the amount of solid waste (including trash, green waste, and recycling) generated in El Cerrito has steadily declined since 2006. In 2011, the trend noted in previous years of a decrease in solid waste being sent to landfills continued, while the total tonnage of green waste collected and converted to compost increased significantly. Chart 4-8 ---PAGE BREAK--- 95 Resource Conservation ESD continually strives to identify and achieve resource savings for the City through policies, projects and programs. The resource savings also help the City meet carbon dioxide equivalent (CO2e) emissions reductions. In order to monitor progress toward the City’s Climate Action Plan reduction targets, ESD will complete a C02e emissions inventory every five years. Annually, ESD also selects a resource conservation or efficiency program that has been implemented to highlight the CO2e or other resource savings achieved. In FY 2011-12, ESD successfully implemented several energy efficiency projects with funding from the City’s Energy and Water Efficiency program (EWEP), the EPA Climate Communities Showcase grant, and an Energy Efficiency Community Block Grant. Chart 4-9 illustrates energy savings achieved due to the efficiency projects completed in 2011. Work began in August 2011, and projects included lighting retrofits in parks buildings, HVAC retro-commissioning at City Hall, and the installation of LED lighting along the Ohlone Greenway. The projects together are estimated to save nearly $24,000 per year and reduce greenhouse gas emissions by 48 tons CO2e per year. . Chart 4-9 Community Engagement Community involvement, via workshops, volunteer activities, community input opportunities, and public information are key to the City meeting its environmental stewardship goals. Significant ESD staff resources each year are dedicated to such efforts. The chart below shows a summary of community engagement activities in FY 2011-12. ESD tracks participation and number of activities over time, with a goal of continually increasing overall participation and community engagement in environmental efforts. Building Energy Use after Efficiency Retrofits - 50 100 150 200 250 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb mmbtu per month 2010 energy use 2011 energy use ---PAGE BREAK--- 96 Table 4-4 Community Engagement Activities Community Input Meetings: 24 Attendees: 117 Environmental Quality Committee Meetings Compostable Food Ware Meeting Community Garden Meeting Bicycling Town Hall Ohlone Greenway Natural Area Meeting Book Exchange Meetings Community Events Events: 5 Attendees: 630 Fourth of July Tabling Event Bike to Work Day Energizer Station Eco Film Series Energy Efficiency Programs Programs: 3 Participants: 175 Home Energy Efficiency Workshop Energy Upgrade California Smart Lights Commercial Energy Retrofits Recycling Programs Programs: 3 Participants: 870 Multi-Family Recycling Outreach Electronic Waste Collection Events City-wide Garage Sales Ribbon Cutting Celebration Volunteer Events Work Sites: 33 Volunteer Shifts: 364 Green Team Events Earth Day Celebration Totals Meetings/Events: 65 Attendees/Shifts: 1981 Written Outreach Campaigns: 2 Pieces: 2800 A Greener El Cerrito Newsletters (All garbage bill payers, three times per year) Solid Waste Full Service Brochure Multi-Family Dwelling Recycling Program (Doorhangers) Email Updates (820 community members, up from 660 in FY11) ---PAGE BREAK--- 97 Table 4-4 Integrated Waste Management Fund Ten-Year Plan 2009-2010 Actual 2010-2011 Projected 2011-2012 Proposed 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 20 and 35 Gallon IWM FEE effective mid-year (94% of residential customers) 7.68 $ 8.37 $ 8.79 $ 9.23 $ 9.70 $ 10.19 $ 10.70 $ 11.24 $ 11.81 $ 12.41 $ 13.04 $ 13.70 $ IWM Revenue Increase effective mid-year 10.0% 8.5% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% Beginning Undesignated Fund Balance 929,455 $ 1,018,790 $ 1,105,739 $ 923,171 $ 851,327 $ 830,939 $ 845,057 $ 917,983 $ 1,035,337 $ 1,146,485 $ 1,300,677 $ 1,404,009 $ Beginning Undesignated Cash Balance 356,426 588,679 724,573 468,539 344,945 250,098 174,804 119,744 152,958 219,387 236,834 256,724 Beginning Equipment Reserve Balance - - - - - - - - - 40,000 - 130,000 Operating Revenue: Interest 5,768 5,887 7,262 4,685 3,449 2,501 1,748 1,197 1,530 2,194 2,368 2,567 Grants 32,086 23,210 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Misc. Revenue 67,679 - 10,000 25,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 Total IWM Fees 1,382,663 1,487,370 1,586,706 1,666,042 1,749,344 1,836,811 1,928,651 2,025,084 2,126,338 2,232,655 2,344,288 2,461,502 Recyclables 190,328 230,000 185,000 220,000 231,000 242,550 254,678 267,411 280,782 294,821 309,562 325,040 Total Estimated Revenue 1,678,524 1,746,467 1,798,968 1,925,727 2,028,793 2,126,862 2,230,077 2,338,693 2,453,650 2,574,670 2,701,218 2,834,110 Operating Expenses: Salaries and Wages 858,308 913,318 976,337 1,029,698 1,086,390 1,146,642 1,210,702 1,278,834 1,351,323 1,428,476 1,510,620 1,598,110 Professional Services 95,326 56,600 62,100 47,100 48,042 49,003 49,983 50,983 52,002 53,042 54,103 55,185 Property Services 38,091 43,100 49,000 54,000 55,530 57,104 58,724 54,742 56,287 55,135 55,338 56,895 Other Services 34,029 44,000 41,000 32,000 32,640 33,293 33,959 34,638 35,331 36,037 36,758 37,493 Supplies and Equipment <10K 84,683 77,250 90,250 68,430 70,375 72,377 74,436 76,555 78,736 80,979 83,287 85,663 Depreciation 184,675 185,156 239,078 290,388 282,021 282,021 259,031 257,374 257,374 291,987 217,009 269,308 New Recycling Center Debt Service - - 181,035 127,571 119,960 112,049 103,827 95,282 86,399 77,168 67,572 57,599 Equipment Lease Payment 48,147 46,711 40,552 34,112 27,379 20,338 12,976 5,277 2,690 - 29,637 27,281 Transfer-out 287,630 293,383 302,184 314,272 326,843 339,916 353,513 367,654 382,360 397,654 413,560 430,103 Total Operating Expenses 1,630,889 1,659,518 1,981,536 1,997,571 2,049,180 2,112,744 2,157,151 2,221,339 2,302,502 2,420,478 2,467,886 2,617,637 Net Income (Loss) 47,635 86,949 (182,568) (71,844) (20,387) 14,118 72,926 117,354 151,147 154,192 233,332 216,473 Contingency Reserve (81,544) (82,976) (99,077) (99,879) (102,459) (105,637) (107,858) (111,067) (115,125) (121,024) (123,394) (130,882) Available Fund Balance 895,546 1,022,763 824,094 751,448 728,480 739,420 810,126 924,271 1,031,360 1,179,653 1,280,615 1,489,600 Available Cash Balance 641,597 399,462 245,067 147,639 69,167 11,887 92,782 104,262 115,810 133,329 139,601 Undesignated Fund Balance as a % of Expenditures (includes cash and capital) 59.9% 66.6% 46.6% 42.6% 40.5% 40.0% 42.6% 46.6% 49.8% 53.7% 56.9% 61.9% Cash Balance as a % of Expenditures 28.7% 45.0% 24.6% 16.8% 11.8% 7.9% 5.2% 9.0% 9.3% 10.0% 10.1% 10.1% Equipment Reserve Designation - - - - - - - - 40,000 185,000 130,000 130,000 Equipment Reserve Spending - - - - - - - - - 225,000 - 260,000 Equipment Reserve Total - - - - - - - - 40,000 - 130,000 - Capital Activity: Vehicles >10K 194,742 - - - - - - 50,891 - 817,738 - 627,787 Other Equipment >10K - - 30,000 - - - - - - - - - ---PAGE BREAK--- 98 ENVIRONMENTAL SERVICES DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 44010 - Interest Income 501-1080 - Integrated Waste Mgmt $5,768 $1,030 $7,262 $1,000 Account: 45410 - Federal Grant-Operating 101-1080 - General Fund 16,274 16,000 15,[PHONE REDACTED] - Grants 12,435 181,247 285,400 105,208 Account 45410 Totals: 12,435 197,521 301,400 120,208 Account: 45440 - State Grant-Operating 101-1080 - General Fund 24,[PHONE REDACTED] - Grants 94,[PHONE REDACTED] - Integrated Waste Mgmt 9,258 6,110 16,000 Account 45440 Totals: 9,258 6,110 135,000 Account: 45460 - Local Agency Grants 101-1080 - General Fund 42,875 (11,625) 3,[PHONE REDACTED] - Integrated Waste Mgmt 22,828 Account 45460 Totals: 65,703 (11,625) 3,000 Account: 45910 - Misc Rev 501-1080 - Integrated Waste Mgmt 63,351 10,000 Account: 46310 - IWM Fees 501-1080 - Integrated Waste Mgmt 1,382,663 1,473,041 1,586,706 1,639,078 Account: 46320 - Recycling Revenues 501-1080 - Integrated Waste Mgmt 190,328 272,224 185,000 250,000 Account: 48020 - Personal Property Sales 501-1080 - Integrated Waste Mgmt 6,511 Account: 48120 - Contributions & Donations 101-1080 - General Fund 1,336 2,000 2,000 Account: 48990 - Other Misc Revenue 101-1080 - General Fund 323 [PHONE REDACTED] - Integrated Waste Mgmt 4,329 7,331 10,000 25,000 Account 48990 Totals: 4,652 7,451 10,000 25,000 Revenue Totals $1,734,157 $1,953,599 $2,102,368 $2,175,286 Expenditures Account: 51110 - Regular Salaries & Wages 101-1080 - General Fund 97,103 104,166 102,675 102,[PHONE REDACTED] - Grants 3,[PHONE REDACTED] - Integrated Waste Mgmt 452,393 455,319 479,744 499,655 Account 51110 Totals: 552,960 559,485 582,419 601,853 Account: 51120 - Part-Time Salaries & Wage 501-1080 - Integrated Waste Mgmt 38,393 40,600 42,879 55,000 Account: 51140 - Overtime Pay 501-1080 - Integrated Waste Mgmt 22,704 31,149 25,500 19,362 Account: 51150 - Special Pay 501-1080 - Integrated Waste Mgmt 1,000 1,000 Account: 51200 - PARS Contribution 501-1080 - Integrated Waste Mgmt 503 525 557 715 Account: 51210 - PERS Contributions 101-1080 - General Fund 24,078 25,126 28,402 25,[PHONE REDACTED] - Grants [PHONE REDACTED] - Integrated Waste Mgmt 108,060 113,178 132,438 137,057 Account 51210 Totals: 132,997 138,304 160,840 162,479 Account: 51220 - FICA/Medicare ---PAGE BREAK--- 99 101-1080 - General Fund 7,483 7,948 8,228 8,[PHONE REDACTED] - Grants [PHONE REDACTED] - Integrated Waste Mgmt 35,407 38,075 39,795 41,025 Account 51220 Totals: 43,152 46,023 48,023 49,216 Account: 51230 - Insurance & Benefits 101-1080 - General Fund 14,287 15,302 19,699 20,[PHONE REDACTED] - Grants [PHONE REDACTED] - Integrated Waste Mgmt 130,976 138,683 150,919 179,211 Account 51230 Totals: 145,702 153,984 170,618 200,015 Account: 51240 - Workers Compensation 101-1080 - General Fund 1,620 2,133 4,165 3,[PHONE REDACTED] - Integrated Waste Mgmt 12,635 17,258 32,483 24,502 Account 51240 Totals: 14,256 19,391 36,648 28,002 Account: 51990 - Salary Savings 101-1080 - General Fund (1,489) (60) 501-1080 - Integrated Waste Mgmt (7,032) (262) Account 51990 Totals: (8,521) (322) Account: 52120 - Legal & Financial Svcs 501-1080 - Integrated Waste Mgmt 5,774 2,000 Account: 52190 - Miscellaneous Prof Svcs 101-1080 - General Fund 1,300 836 3,000 2,[PHONE REDACTED] - Grants 5,446 94,841 95,000 110,[PHONE REDACTED] - Integrated Waste Mgmt 39,844 40,551 55,000 25,000 Account 52190 Totals: 46,590 136,228 153,000 137,500 Account: 52210 - Lab & Investigative Svcs 501-1080 - Integrated Waste Mgmt 1,463 1,090 600 600 Account: 52230 - Other Technical Services 501-1080 - Integrated Waste Mgmt 1,285 2,858 2,000 2,000 Account: 52240 - Miscellaneous Services 501-1080 - Integrated Waste Mgmt 5,636 4,586 2,500 2,500 Account: 53110 - Utilities 501-1080 - Integrated Waste Mgmt 3,262 3,658 4,000 8,000 Account: 53230 - Building Maint Services 501-1080 - Integrated Waste Mgmt 7,371 5,821 5,000 12,000 Account: 53250 - Vehicle & Equip Maint Svc 501-1080 - Integrated Waste Mgmt 27,459 35,298 40,000 40,000 Account: 53990 - Other Property Services 221-1080 - Grants 25,000 10,[PHONE REDACTED] - Integrated Waste Mgmt 162 147 Account 53990 Totals: 162 147 25,000 10,000 Account: 54210 - Telephone Expenses 101-1080 - General Fund 82 501-1080 - Integrated Waste Mgmt 1,725 3,266 3,000 4,000 Account 54210 Totals: 1,725 3,348 3,000 4,000 Account: 54220 - Mobile/Wireless Expenses 101-1080 - General Fund [PHONE REDACTED] - Integrated Waste Mgmt 10,086 5,292 11,000 11,000 Account 54220 Totals: 10,086 5,997 11,000 11,000 Account: 54310 - Legal Notices & Advertise 101-1080 - General Fund [PHONE REDACTED] - Integrated Waste Mgmt 756 559 1,500 750 Account 54310 Totals: 756 559 2,000 750 Account: 54410 - Printing & Binding 101-1080 - General Fund 5,076 3,630 3,500 3,[PHONE REDACTED] - Grants 3,000 1,500 ---PAGE BREAK--- [PHONE REDACTED] - Integrated Waste Mgmt 13,382 15,733 20,000 9,000 Account 54410 Totals: 18,458 19,363 26,500 13,500 Account: 54610 - Travel & Training 101-1080 - General Fund 519 1,039 3,000 5,[PHONE REDACTED] - Grants 1,692 1,105 900 2,[PHONE REDACTED] - Integrated Waste Mgmt 1,882 550 2,000 2,000 Account 54610 Totals: 4,093 2,695 5,900 9,000 Account: 54910 - Dues & Subscriptions 101-1080 - General Fund 1,343 600 1,800 1,[PHONE REDACTED] - Integrated Waste Mgmt 1,270 1,500 1,500 Account 54910 Totals: 1,343 1,870 3,300 2,500 Account: 54920 - Events & Field Trips 101-1080 - General Fund 8,780 6,040 10,000 10,[PHONE REDACTED] - Grants [PHONE REDACTED] - Integrated Waste Mgmt 6,198 4,915 2,000 4,000 Account 54920 Totals: 15,251 10,954 12,000 14,000 Account: 55110 - General Office Supplies 101-1080 - General Fund 222 510 [PHONE REDACTED] - Grants [PHONE REDACTED] - Integrated Waste Mgmt 1,785 3,593 1,500 2,000 Account 55110 Totals: 2,008 3,785 2,010 2,500 Account: 55120 - Postage & Delivery 101-1080 - General Fund 2,269 1,201 3,264 1,[PHONE REDACTED] - Grants 501-1080 - Integrated Waste Mgmt 6,011 5,229 7,500 3,000 Account 55120 Totals: 8,280 6,430 10,764 4,800 Account: 55130 - Photocopying Charges 101-1080 - General Fund 43 [PHONE REDACTED] - Integrated Waste Mgmt 1,487 718 750 750 Account 55130 Totals: 1,531 718 1,005 750 Account: 55210 - Fuel 221-1080 - Grants 21 501-1080 - Integrated Waste Mgmt 50,123 60,068 56,000 65,000 Account 55210 Totals: 50,123 60,089 56,000 65,000 Account: 55220 - Safety Supplies 501-1080 - Integrated Waste Mgmt 2,504 4,058 2,500 3,000 Account: 55230 - Medical Supplies 501-1080 - Integrated Waste Mgmt 58 Account: 55250 - Vehicle & Equip Supplies 501-1080 - Integrated Waste Mgmt 13,123 17,500 12,000 Account: 55290 - Other Operating Supplies 501-1080 - Integrated Waste Mgmt 9,539 7,500 7,500 Account: 55520 - Building Supplies 501-1080 - Integrated Waste Mgmt 892 Account: 56410 - Office Equipment <$10K 501-1080 - Integrated Waste Mgmt 53 1,707 10,000 Account: 56720 - Other Equipment >$10K 501-1080 - Integrated Waste Mgmt 30,000 35,000 Account: 56910 - Depreciation Expense 501-1080 - Integrated Waste Mgmt 184,675 185,181 239,078 293,388 Account: 58120 - Interest Payments 501-1080 - Integrated Waste Mgmt 48,147 46,719 221,587 161,683 Account: 58910 - Pass Through Payments 221-1080 - Grants 83,338 161,500 75,708 Account: 59110 - Loans & Grants 221-1080 - Grants 1,750 ---PAGE BREAK--- 101 Account: 59990 101 - Operating Xfer Out-GEN 501-1080 - Integrated Waste Mgmt 287,630 293,383 302,184 311,250 Expenditure Grand Totals: $1,701,529 $1,937,661 $2,421,412 $2,337,071 ---PAGE BREAK--- 102 ---PAGE BREAK--- 103 SECTION 5: FIRE DEPARTMENT The Fire Department’s mission is to enhance community safety by reducing loss of life and property and safeguarding the environment by effectively responding to fire, rescue, and medical emergencies, hazardous material incidents, and major disasters. The Department achieves this mission by helping the community reduce the frequency and severity of these emergencies by providing public education programs; reducing threats to public safety by enforcing laws, codes, and ordinances covering fire and life safety; abating identified fire hazards on City, private, and other agencies’ property; and maintaining personnel, apparatus, equipment, and facilities in a constantly ready condition. DEPARTMENT OVERVIEW The Fire Department’s primary responsibility is to keep the residents of El Cerrito and Kensington as safe as possible by developing, providing, and maintaining cost effective fire prevention, fire suppression, and advanced emergency services. The Department operates three fire stations: Station 71 on San Pablo Avenue, Station 72 on Arlington Boulevard, and Station 65 in Kensington. The City contracts with the Kensington Fire Protection District to provide the full range of fire services to the residents of Kensington. This contract increases the level of service offered to both communities. The majority of the Department’s revenue comes from the payment received from the Kensington Fire Protection District for these services. The amount of the contract is proportionately related to the budgeted costs for the Department each fiscal year. Services to the Kensington Fire Protection District represent approximately 30% of the Department’s expenditures. The Department is able to provide a timely and appropriate level of response through automatic aid response agreements with the City of Richmond Fire Department, the Contra Costa County Fire Protection District and the City of Albany Fire Department. These active partnerships utilize the combined resources of all three agencies to serve the area irrespective of jurisdictional lines. Department personnel also assist when requested through the use of the State’s Master Mutual Aid Program and can be sent all over the western states to assist others in need. In addition, the Department staffs one State Office of Emergency Services (OES) engine that can be called upon to respond throughout the State for major emergencies or disasters. All of the aforementioned departments participate in the cost sharing of dispatch and training services. Meeting common staffing, training, apparatus, and performance standards ensures reciprocity of services. ---PAGE BREAK--- 104 Prevention and preparedness are another key priority for the Fire Department. The Department is responsible for the City’s Emergency Operations Center (EOC) and development of the City’s Emergency Operations plan in the event of a major disaster that affects El Cerrito and Kensington. Additionally, the Department runs the very successful Community Emergency Response Teams (CERT) program that trains citizens to be self sufficient in the event of an emergency. The Department also conducts outreach and educational opportunities to residents, businesses, and schools in order to inform the public about fire prevention and emergency preparedness techniques. Organizational Structure The Fire Department’s resources are organized into four divisions: Fire Prevention, Training/EMS, Operations and Support Services. Fire Administration provides management oversight to these four divisions. Fire Prevention Division The Department utilizes a line Battalion Chief as Fire Marshal to oversee the Fire Prevention Division. The full fire prevention program includes development, interpretation, and enforcement of codes; review of construction plans; testing of fire protection systems; abatement of identified hazards; and educational programs for the public. A key component of this fire prevention is vegetation management on City, private, and public lands to minimize the effects of a wildland/urban interface fire and resulting structural conflagration. A Fire Prevention Officer provides code enforcement, specialized inspections, and coordination of the Department’s line and staff prevention duties. Training/EMS Division A significant portion of the Fire Department’s resources are dedicated to the task of maintaining departmental resources in a ready state. A department Battalion Chief serves as the company Training Officer and EMS Director. All personnel must maintain a high skill level for a diverse range of responsibilities. Many of these skill levels must be tested and certified annually. Training is both a daily priority and a program vital to providing reliable emergency services. Complex equipment and apparatus require continual testing and training. The Training Officer also supervises and manages the Emergency Medical Programs which encompass the training and operations of the Department’s EMTs and Paramedics. The neighborhood disaster preparedness component of the Department’s public education program, known as the CERT Program (Community Emergency Response Team), is also managed under this Division. Operations Division Emergency Operations of the Fire Department include controlling and extinguishing fires, intervention in medical emergencies that threaten life and health, and protection of life, the environment, and property from the effects of storm, flood, earthquake, disaster, hazardous chemical releases, and other emergency events. This division assists the Training/EMS Division in identifying and prioritizing the necessary training to provide safe and efficient delivery of service. A line Battalion Chief also manages this division. Support Services Division The Support Services Division is tasked with ensuring that Department facilities, apparatus, and equipment are maintained in a constant state of readiness that ---PAGE BREAK--- 105 includes annual testing, maintenance, and purchasing. This Division is also in charge of the comprehensive administrative reporting system and the Department’s Health and Wellness program. Chart 5-1 provides an organizational overview of the Fire Department: Chart 5-1 Fire Department Organization Chart Table 5-1 shows the adopted personnel authorization for the Department. In FY 2012- 13, the overall staffing level will remain the same. This staffing model is designed to assign two paramedic assignments on each responding engine to provide advanced life support services during emergency medical responses. Fire Chief A Shift Battalion Chief Fire Marshal 71 Captain Paramedic Engineer Paramedic Engineer Firefighter 72 Captain Engineer Paramedic Firefighter Paramedic 65 Captain Engineer Paramedic Firefighter Paramedic Fire Prevention Officer B Shift Batallion Chief Support Services 71 Captain Engineer Paramedic Engineer Paramedic Firefighter 72 Captain Paramedic Engineer Paramedic Firefighter 65 Captain Engineer Paramedic Firefighter Paramedic C Shift Battalion Chief Operations 71 Captain Engineer Paramedic Engineer Firefighter Paramedic 72 Captain Engineer Paramedic Firefighter Paramedic 65 Captain Paramedic Engineer Paramedic Firefighter Fire Secretary Battalion Chief/ Training EMS ---PAGE BREAK--- 106 Table 5-1 Fire Department Position Listing FY 09-10 FY 10-11 FY 11-12 FY 12-13 Fire Chief 1.00 1.00 1.00 1.00 Battalion Chief/Training Officer 1.00 1.00 1.00 1.00 Battalion Chief 3.00 3.00 3.00 3.00 Captain/Fire Prevention Officer 1.00 1.00 1.00 1.00 Captain/Paramedic Assignment 3.00 3.00 3.00 3.00 Captain 6.00 6.00 6.00 6.00 Engineer/Paramedic Assignment 8.00 10.00 10.00 10.00 Firefighter/Paramedic Assignment 7.00 5.00 5.00 5.00 Engineer 6.00 2.00 2.00 2.00 Firefighter 2.00 4.00 4.00 4.00 Fire Secretary 1.00 1.00 1.00 1.00 Total 37.00 37.00 37.00 37.00 FY 2011-12 ACCOMPLISHMENTS Received a Department of Homeland Security Assistance to Firefighter Grant in the amount of $2.6 million for the purchase of portable radios for all participating agencies in Contra Costa County Trained seven firefighters to the level of Rescue Systems II funded by a Department of Homeland Security grant Completed the process for the community of Kensington to achieve the Heartsafe Community designation from Contra Costa County and the American Heart Association Completed a promotional exam for the position of Fire Captain Developed a digital supply tracking program for all advanced life support equipment Completed the local hazard mitigation plans for the City of El Cerrito and the community of Kensington Designed and managed a multi-casualty incident training program for all Fire Agencies in Contra Costa County FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Develop a Task Book Training Program for the rank of Captain  Public Safety Review and strengthen all automatic aid agreements with surrounding Departments  Public Safety  Fiscal Responsibility  Community Engagement and Partnership Complete promotion exams for the rank of Engineer  Public Safety Seek Federal grant funding for the replacement of Ladder Truck 71  Public Safety  Fiscal Responsibility ---PAGE BREAK--- 107 Train four Firefighters in the area of Trench Rescue, Water Rescue, and Rescue Systems II, funded by a Department of Homeland Security Grant  Public Safety  Fiscal Responsibility Complete Firefighter/Paramedic recruitment to fill vacancies created by retirement.  Public Safety  Fiscal Responsibility FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL Continue to assertively implement the City’s CERT Program  Public Safety  Community Engagement & Partnership Continue to cooperate with Diablo Fire Safe Council and East Bay Regional Park District to reduce wildland/urban interface threat along the eastern boundary of Kensington and El Cerrito  Public Safety  Community Engagement & Partnership  Responsive Government Continue to conduct Code Compliance activities and investigate hazard concerns, meeting 100% of targeted occupancies and properties, ensuring compliance with Fire and Life Safety codes including exterior hazard abatement  Public Safety  Fiscal Responsibility  Responsive Government Continue to evaluate and adjust programs and structure to maximize the organizational effectiveness and public value of the Department  Fiscal Responsibility  Responsive Government Revise and update Department’s Policies and Procedures  Public Safety Enhance personnel skill levels in wildland firefighting and incident command by continued participation in the Regional Wildland Fire Response Training Exercise  Public Safety Continue comprehensive maintenance and certification testing programs to ensure a constant state of readiness for the Department’s complex fire apparatus and equipment  Public Safety Support and develop the Department’s Medical Priority Dispatch System and Quality Improvement Program.  Public Safety  Fiscal Responsibility Continue to train and prepare for all Risk Disasters  Public Safety Continue a comprehensive Wellness/Fitness program for Fire Personnel  Public Safety  Fiscal Responsibility ---PAGE BREAK--- 108 Service Indicators The information provided below gives the reader an overview of the annual Department activities. Based on a review of the Department activities for prior fiscal years, the workload has remained relatively stable. The Department will be able to meet the anticipated workload for FY 2012-13 with current staffing levels as shown in the adopted budget. Table 5-2 lists six response types, depicted graphically in Chart 5-2:  Fire: Structure fire, fire in mobile property, wildland fire  Emergency Medical Service/Rescue: Rescue, medical assistance, vehicle accident  Hazardous Condition: Toxic condition, electrical arcing, flammable gas or liquid condition  Service Call: Person(s) in distress, water problem, odor problem, unauthorized burning  Good Intent: Hazardous material investigation/no hazard found, EMS call/patient self transported  False Calls: Unintentional alarm, system malfunction, malicious, bomb scare; no hazard Table 5-2 Emergency Response Workload Response Type 2007 2008 2009 2010 2011 Fires 111 124 110 103 113 EMS/Rescues 1799 1610 1624 1536 1529 Hazardous Conditions 62 83 72 64 69 Service Calls 282 299 264 255 256 Good Intent 491 596 605 663 693 False Calls 181 169 148 143 160 Chart 5-2 Emergency Response Workload ---PAGE BREAK--- 109 Table 5-3 shows that the Department responds to nearly 3,000 calls per year. Fire loss over this five-year period averages $510,688 per year. However, fire loss averages remain very low compared to cities with similar demographics. In 2011 the Fire Department showed a slight increase in fire loss due to a pair of unintentionally caused structure fires for a combined fire loss of $850,000. This in turn raised the Department’s annual fire loss average by $109,559 over the previous year’s average of $401,129. The Department anticipates that requests for service will remain flat over the next calendar year. Table 5-3 Total Responses, by Year Year Number Dollar Loss 2006 2,929 $891,270 2007 2,926 559,370 2008 2,881 181,425 2009 2,823 367,250 2010 2,764 561,445 Average 2,864 $401,129 Tables 5-4 through 5-5 illustrate the Department’s commitment to continued training and education and public outreach: Table 5-4 Training Hours Type 2007 2008 2009 2010 2011 Medical – EMS 540 875 950 887 782 Operations 17,280 16,348 13,785 13,882 12,907 Physical Fitness 1,372 1,372 1,285 1,349 1,113 Online N/A N/A 967 815 840 Total 19,912 18,594 16,987 16,933 15,642 Table 5-5 Fire Prevention Activities Inspection Type 2007 2008 2009 2010 2011 Fire Inspections ( Fire Company) 447 468 488 440 495 Mandatory ( Schools/Jails/Convalescents) 22 16 18 18 23 Self-Inspection 208 223 202 217 252 Construction Plan Checks 115 83 92 70 59 Construction Inspections 170 111 80 63 232 Vegetation Management Inspections 12,059 12,059 12,059 15,351 14,270 Vegetation Management Re-inspections 315 131 100 237 329 Total 13,336 13,091 13,039 16,396 15,660 ---PAGE BREAK--- 110 Table 5-6 Current Certifications Held Type 2007 2008 2009 2010 2011 Chief Officer 2 1 1 1 1 Fire Officer 21 18 20 22 22 Firefighter II 32 31 34 34 34 Firefighter I 35 36 34 34 34 Driver Operator I 32 29 32 32 34 CERT Instructors 5 8 9 9 10 Rescue Systems I 22 23 25 25 26 Rescue Systems II N/A N/A N/A N/A 7 EMT 19 17 16 16 16 Paramedic 17 18 18 18 18 Total 185 181 189 191 202 Table 5-7 Public Education Contacts Contact Type 2007 2008 2009 2010 2011 Station Tours 32 245 245 331 150 Preschool Programs 145 407 430 516 477 Open Houses 100 400 400 35 201 School Age Programs K-4 275 373 350 456 830 School Age Programs 5-8 80 238 205 239 672 Senior Programs 30 27 29 58 25 First Aid/ CPR 20 59 108 230 140 Car Seats N/A N/A N/A N/A 56 Public Functions 4,400 4,591 3,520 7,050 7,000 Total 5,082 6,340 5,287 9,915 9,495 ---PAGE BREAK--- 111 FIRE DEPARTMENT BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 45410 - Federal Grant-Operating 221-2510 - Grants $226,506 Account: 45430 - Federal Grant-Capital 221-2510 - Grants $147,765 $475,000 Account: 45550 - OES Reimbursement 101-2510 - General Fund 101,826 25,739 90,000 $50,000 Account: 45720 - Kensington Fire District 101-2510 - General Fund 2,091,031 2,087,423 2,215,000 2,318,862 Account: 45790 - Other Local Reimbursement 101-2510 - General Fund 104,185 96,685 90,000 90,[PHONE REDACTED] - Grants 46,400 Account 45790 Totals: 150,585 96,685 90,000 90,000 Account: 46010 - Plan Check Fees 101-2510 - General Fund 32,070 31,463 35,000 45,000 Account: 46520 - Program Fees 101-2510 - General Fund 11,378 14,223 10,000 10,000 Account: 49990 101 - Operating Xfer In-GEN 221-2510 - Grants 27,107 Account: 49990 601 - Operating Xfer-In I/S 221-2510 - Grants 273,000 Revenue Totals $2,640,504 $2,403,299 $3,188,000 $2,513,862 Expenditures Account: 51110 - Regular Salaries & Wages 101-2510 - General Fund $3,750,963 $3,730,883 $4,216,443 $4,067,408 Account: 51140 - Overtime Pay 101-2510 - General Fund 413,283 439,912 450,000 459,[PHONE REDACTED] - Grants 569 Account 51140 Totals: 413,852 439,912 450,000 459,450 Account: 51145 - FLSA Overtime Pay 101-2510 - General Fund 80,089 73,924 87,306 89,139 Account: 51146 - Fire Non-Supp OT 101-2510 - General Fund 102,811 106,161 105,086 87,[PHONE REDACTED] - Grants 21,229 Account 51146 Totals: 124,040 106,161 105,086 87,293 Account: 51147 - Fire OES Response 101-2510 - General Fund 88,469 23,303 Account: 51210 - PERS Contributions 101-2510 - General Fund 1,378,667 1,386,517 1,839,167 1,807,733 Account: 51220 - FICA/Medicare 101-2510 - General Fund 59,756 57,842 69,753 62,[PHONE REDACTED] - Grants 284 Account 51220 Totals: 60,039 57,842 69,753 62,272 Account: 51230 - Insurance & Benefits 101-2510 - General Fund 666,375 703,661 816,419 819,681 Account: 51240 - Workers Compensation 101-2510 - General Fund 50,388 58,087 113,275 95,207 Account: 51990 - Salary Savings 101-2510 - General Fund (217) (393,842) Account: 52120 - Legal & Financial Svcs 601-2510 - Vehicle/Equip Replacement 4,400 Account: 52190 - Miscellaneous Prof Svcs 101-2510 - General Fund 15,702 6,994 20,000 13,000 Account: 52220 - Medical Services ---PAGE BREAK--- [PHONE REDACTED] - General Fund 13,171 13,533 25,000 20,000 Account: 52230 - Other Technical Services 101-2510 - General Fund 505 636 Account: 52240 - Miscellaneous Services 101-2510 - General Fund 1,074 1,189 Account: 52250 - Instructor Services 221-2510 - Grants 17,000 Account: 52260 - OES Equipment & Apparatus 101-2510 - General Fund (224) (832) Account: 53110 - Utilities 101-2510 - General Fund 31,283 36,566 35,000 35,000 Account: 53230 - Building Maint Services 101-2510 - General Fund 10,544 19,272 15,000 15,000 Account: 53240 - Landscape/Park Maint Svcs 101-2510 - General Fund 18,698 16,625 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2510 - General Fund 88,593 76,449 75,000 80,000 Account: 53290 - Miscellaneous R&M Svcs 101-2510 - General Fund 22,653 38,181 40,000 50,000 Account: 53330 - Vehic Rental Chrg 101-2510 - General Fund 30,000 135,600 135,600 135,600 Account: 53910 - Solid Waste Services 101-2510 - General Fund 6,075 6,376 5,000 5,000 Account: 54210 - Telephone Expenses 101-2510 - General Fund 16,742 15,115 15,000 15,000 Account: 54220 - Mobile/Wireless Expenses 101-2510 - General Fund 14,298 15,953 12,000 12,000 Account: 54310 - Legal Notices & Advertise 101-2510 - General Fund 52 1,000 1,000 Account: 54410 - Printing & Binding 101-2510 - General Fund 99 909 500 1,000 Account: 54610 - Travel & Training 101-2510 - General Fund 19,548 16,198 30,000 30,000 Account: 54910 - Dues & Subscriptions 101-2510 - General Fund 9,478 10,067 11,000 11,000 Account: 54990 - Other Administrative Svcs 101-2510 - General Fund 8,720 6,584 15,000 15,000 Account: 55110 - General Office Supplies 101-2510 - General Fund 6,957 5,206 6,171 6,000 Account: 55120 - Postage & Delivery 101-2510 - General Fund 1,159 957 1,300 1,300 Account: 55130 - Photocopying Charges 101-2510 - General Fund 1,717 623 3,000 3,000 Account: 55210 - Fuel 101-2510 - General Fund 40,817 47,187 35,700 40,000 Account: 55230 - Medical Supplies 101-2510 - General Fund 21,748 14,997 20,000 20,000 Account: 55240 - Clothing & Uniform Supply 101-2510 - General Fund 23,006 24,796 25,000 20,000 Account: 55250 - Vehicle & Equip Supplies 101-2510 - General Fund 50 Account: 55290 - Other Operating Supplies 101-2510 - General Fund 6,910 8,355 7,100 7,100 Account: 55520 - Building Supplies 101-2510 - General Fund 3,684 7,352 10,000 10,000 Account: 56310 - Improvements, not 101-2510 - General Fund 9,356 6,276 10,000 10,000 Account: 56410 - Office Equipment <$10K ---PAGE BREAK--- [PHONE REDACTED] - General Fund 1,029 1,465 Account: 56710 - Other Equipment <$10K 101-2510 - General Fund 18,791 20,685 30,000 15,000 Account: 56720 - Other Equipment >$10K 221-2510 - Grants 260,932 147,765 475,000 Account: 58120 - Interest Payments 601-2510 - Vehicle/Equip Replacement 26,656 48,018 48,017 48,017 Account: 58220 - Licenses & Permits 101-2510 - General Fund 778 1,073 1,000 1,000 Account: 59110 - Loans & Grants 221-2510 - Grants 3,028,000 Account: 59990 221 - 101-2510 - General Fund 27,[PHONE REDACTED] - Vehicle/Equip Replacement 273,000 Account 59990 221 Totals: 27,107 273,000 Expenditure Grand Totals: $7,391,719 $7,330,512 $11,731,995 $8,128,200 ---PAGE BREAK--- 114 ---PAGE BREAK--- 115 SECTION 6: POLICE DEPARTMENT The El Cerrito Police Department is committed to safety, service, and enhancing the public trust through professionalism and leadership. The Department’s vision is to continue to foster an environment of collaboration, honesty, and respect with each member of our community, our department, and our allied agencies. We will represent the highest ideals of public service in carrying out our mission and living our values. The El Cerrito Police Department will be known for its commitment to steadfast compassionate service and vigorous crime fighting. DEPARTMENT OVERVIEW The Police Department provides a full range of services to the community through three Divisions: Administrative and Support Services, Field Operations, and Investigations/Special Operations. These Divisions work in concert to achieve the common mission of efficiently providing professional service delivery of the highest quality, which will form a sense of pride and satisfaction in all members of our community. The City partners with the State and other local agencies to provide services and support the Department in the most cost effective manner. Police dispatching is provided through a contract with the Richmond Police Department, while Crime Lab and Animal Control Services are contracted to Contra Costa County. The Department cooperates with other police agencies and the California Department of Justice to provide a Detective to the West Contra Costa County Narcotics Task Force. The Police Department also contracts with the State of California for the California Identification System, which utilizes computer technology to evaluate fingerprint evidence to identify criminals. The City and the Department are also active members of the East Bay Public Safety Corridor Partnership. Overall Goals The overall goals of the Department are to enhance public safety by:  Creating a safer environment within our community by enforcing federal, state and local ordinances  Maintaining effective partnerships with our regional law enforcement partners to enhance efficient service delivery  Reducing the occurrence of criminal activity through proactive responses to crime and utilizing public education and crime prevention programs  Cultivating and maintaining genuine partnerships with our community ---PAGE BREAK--- 116 Organizational Structure The personnel making up the Police Department are deployed into three Divisions. While each division has different assignments and individual goals, each division is responsible for striving to achieve the Departmental goals which center around increasing community safety. Administrative/Support Services Division Members of this Division are responsible for commanding and supervising personnel, constructing and maintaining budgets, processing of records, internal investigations, recruiting new personnel, training of department personnel and policy making. Field Operations Members of this Division are our front line uniformed personnel responsible for responding to calls for service, documentation, and preliminary investigation of incidents. Patrol Officers provide the first level of traffic safety as well as addressing community “quality of Life” issues. Special Operations Members of this Division are responsible for responding to and examining major crime scenes, conducting criminal investigations, providing liaison services to community groups as well conducting proactive investigations into events or circumstances that could negatively impact the safety of our community. Chart 6-1 shows the organizational layout of the Department: Chart 6-1 Police Department Organization Chart Chief of Police Captain Lieutenant Field Operations Patrol Sergeant Patrol Corporal Patrol Officer (17) Lieutenant Investigations/ Special Operations Detective Sergeant Detective Corporal Detective Traffic /Special Ops Sergeant Community Policing Team Traffic Officer Parking Enforcement (2.2) Crossing Guard (.35) SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist Property Specialist Cadets Executive Assistant Explorers Reserve Officers ---PAGE BREAK--- 117 Position Listing The total authorized strength for the Police Department is 46 sworn Officers. Table 6-1 shows the current authorized strength of the Department. Not included are the Department’s part-time Cadets. Table 6-1 Police Department Position Listing FY 09-10 FY 10-11 FY 11-12 FY 11-12 Police Chief 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Commander 0.00 0.00 0.00 0.00 Lieutenant 3.00 3.00 3.00 3.00 Police Sergeant/Detective Assign 1.00 1.00 1.00 1.00 Sergeant 6.00 5.00 5.00 5.00 Corporal/Detective Assign 1.00 1.00 1.00 1.00 Corporal 4.00 4.00 4.00 4.00 Police Officer/Detective Assign 4.00 4.00 4.00 4.00 Police Officer 23.00 23.00 23.00 23.00 Police Officer (Traffic) 3.00 3.00 3.00 3.00 Records Supervisor 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Senior Records Specialist 1.00 1.00 1.00 1.00 Police Property Specialist 0.00 0.00 1.00 1.00 Police Records Specialist 5.00 5.00 4.00 4.00 Parking Enforcement Rep 1.00 1.00 1.00 1.00 Parking Enforcement Rep PT 1.20 1.20 1.20 1.20 Crossing Guard 0.35 0.35 0.35 0.35 Total 56.55 56.55 56.55 56.55 Service Indicators Chart 6-2 shows the total Calls for Service for the past 10 years, and Table 6-2 shows the Police Department’s response times to calls in that same timeframe, reflecting the commitment to arrive at a callers’ location within five minutes for Priority 1 and 2 calls. Priority 1 and 2 calls for service are considered to be emergencies with the potential for serious injury and/or death. Response times are calculated by when the call is received by dispatch and when the first unit arrives on scene. Chart 6-2 El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 10 years "Total CAD Incidents" includes all self-initiated activity conducted by Department Personnel "Calls for Service" are incidents generated by Dispatch pursuant to calls from Residents 19749 23204 25403 23860 22173 23866 24215 26020 24551 25429 23295 13155 14917 16260 15009 14699 15305 15018 13279 12521 12705 10912 0 5000 10000 15000 20000 25000 30000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total CAD Incidents Calls for Service ---PAGE BREAK--- 118 Table 6-2 Police Response Times (Minutes) Priority 1 Priority 2 Priority 3 Priority 4 Number of Calls Average Response Time Number of Calls Average Response Time Number of Calls Average Response Time Number of Calls Average Response Time 2001 180 3.51 6,702 3.19 3,231 10.25 4693 17.45 2002 183 3.64 9,675 3.02 3,737 9.00 5516 16.16 2003 292 6.41 5,806 9.32 3,130 13.14 3808 26.76 2004 217 6.37 3,662 9.05 2,580 10.87 2718 23.30 2005 228 4.91 4,114 10.10 2,459 13.74 2918 22.02 2006 207 4.91 4,330 8.67 2,972 11.57 3075 21.71 2007 195 5.49 4,239 8.04 3,859 9.05 2895 17.47 2008 181 4.24 3,473 7.30 4,926 6.83 2688 16.02 2009 191 4.53 3,448 6.62 4,846 5.17 2325 13.86 2010 218 4.36 4,786 6.18 6,561 17.40 3179 21.09 2011 191 4.34 5,055 7.09 6,054 5.3 3937 14.37 Average 190 4.79 4,567 7.14 3,482 10.21 3,074 19.11 Response Times are calculated by when the call is received by dispatch and when the first unit arrives. Priority 1: Incidents that require an immediate police response in order to preserve life or where an immediate response would be essential to apprehend a felony suspect when a felony is less than 5 minutes old. A Priority 1 incident requires an immediate broadcast and response. Priority 2: Incidents that require an immediate police response that are less than 15 minutes old, where the need to apprehend suspects is great or where apprehension would be imminent. This would also include misdemeanor property crimes. Priority 2 details may be held up to 15 minutes. A Priority 2 incident requires an immediate broadcast and/or response by any available unit. Priority 3: Incidents that require a police response in a timely manner, where there is no immediate or expected threat to the safety of responding officers or the public. Priority 3 incidents require a timely response of 30 minutes or less of any available unit. If 30 minutes elapse without the detail being dispatched, dispatch will make a call back to the reporting party. Priority 4: Incident reports that require police contact in a timely manner. Priority 4 incidents require contact within 1 hour. If the time limit expires without the call being dispatched, dispatch will make a call back to the reporting party. ---PAGE BREAK--- 119 Tables 6-3 and 6-4 depict workload statistics for Priority One offenses, historical Calls for Service, and miscellaneous statistics for the calendar year 2010. Table 6-3 El Cerrito Police Department Priority One Offenses- Past 10 years 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 Average Criminal Homicide Murder and Non-negligence Homicide 0 0 0 0 2 2 3 0 0 0 0.70 Manslaughter by negligence 0 0 0 0 0 0 0 0 0 0 0.00 Total 0 0 0 0 2 2 3 0 0 0 0.70 Forcible Rape Rape by Force 3 0 6 0 4 2 2 1 3 1 2.20 Attempts to commit 0 2 0 0 0 0 0 0 1 0 0.30 Total 3 2 6 0 4 2 2 1 4 1 2.50 Robbery Firearm 28 25 28 43 51 39 51 43 22 21 35.10 Knife / Cutting Instrument 5 5 2 2 1 1 5 5 0 8 3.40 Other Dangerous Weapon 4 3 7 6 12 13 12 4 10 15 8.60 Strong-arm (Hands, fists etc) 23 42 41 47 50 86 52 45 75 46 50.70 Total 60 75 78 98 114 139 120 97 107 90 97.80 Assaults Firearm 0 2 1 0 5 2 5 2 5 1 2.30 Knife / Cutting Instrument 1 0 2 2 4 3 5 2 3 5 2.70 Other Dangerous Weapon 9 9 21 15 24 25 24 19 13 12 17.10 Hands, Fists, Feet Aggravated Injury 36 46 48 17 24 36 31 24 25 25 31.20 Other Assaults-Simple, Not Aggravated 68 79 76 100 124 152 97 125 106 143 107.00 Total 114 136 148 134 181 218 162 172 152 186 160.30 Burglary Forcible 137 112 111 114 139 110 145 154 165 143 133.00 Unlawful Entry - No Force 85 74 88 101 102 124 82 110 84 71 92.10 Attempted Forcible Entry 8 20 16 2 12 4 14 9 15 7 10.70 Residential 106 113 120 139 161 119 135 151 172 142 135.80 Commercial 50 80 95 78 92 119 106 122 92 77 91.10 Total 230 206 215 217 253 238 241 273 264 221 235.80 Larceny - Theft Over $400.00 159 133 150 191 155 217 174 173 234 203 178.90 $200.00-399.00 85 111 106 119 102 150 146 134 158 145 125.60 $50.00-$200.00 159 170 142 152 153 229 224 265 220 256 197.00 Under $50.00 185 175 213 204 231 328 334 375 338 416 279.90 Total 588 589 611 666 659 924 878 [PHONE REDACTED] 783.20 Motor Vehicle Thefts Autos 107 129 95 176 224 264 303 268 401 332 229.90 Trucks 2 19 10 14 8 15 16 14 13 4 11.50 Others 2 2 1 3 1 5 5 1 7 0 2.70 Total 111 150 106 193 233 284 324 283 421 336 244.10 Total Part 1 Offenses by Year 1106 1158 1164 1308 1446 1807 1730 1773 1898 1854 1524.40 ---PAGE BREAK--- 120 Table 6-4 El Cerrito Police Department Miscellaneous Statistics -2011 January February March April May June July August September October November December Total Arrests Adult 96 82 73 59 61 53 61 57 72 39 55 93 801 Juvenile 24 17 15 10 11 8 12 8 12 5 11 19 152 Total 120 99 88 69 72 61 73 65 84 44 66 112 953 Driving Under the Influence Misdemeanor 53 32 15 11 8 9 9 9 17 5 9 37 214 Felony 0 0 0 0 1 0 0 1 0 0 0 1 3 Total 53 32 15 11 9 9 9 10 17 5 9 38 217 Malicious Mischief Total 13 11 12 9 6 8 3 8 6 7 6 3 92 Traffic Collisions Injury 7 2 5 4 3 2 2 2 5 5 2 5 44 Fatal 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Injury 22 23 24 14 23 23 25 23 32 16 17 19 261 Hit-and-Run 7 8 4 4 7 7 6 5 4 1 9 12 74 Total 36 33 33 22 33 32 33 30 41 22 28 36 379 Abandoned Autos Total 3 4 2 12 12 19 33 34 50 69 41 21 300 Impounded Vehicles Total 35 62 39 18 21 11 19 49 18 23 12 15 322 Stolen Motor Vehicles Recovered Stolen Locally and Recovered Locally 5 2 2 6 4 3 1 5 3 1 1 1 34 Stolen Locally and Recovered by Other 7 8 2 7 8 8 4 4 8 4 5 3 68 Stolen Other Jurisd/Recovered Locally 10 10 8 4 6 2 5 10 4 1 4 6 70 Total 22 20 12 17 18 13 10 19 15 6 10 10 172 ---PAGE BREAK--- 121 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION The Administrative & Support Services Division plays an essential role in the management, training, risk reduction, and effectiveness for the Department. The mission of the Division is to manage, support, and develop programs by ensuring the services provided are consistent with the expectations of the community, are practiced under the standards established by the law enforcement profession, and are completed in accordance with legislatively mandated and continual professional training. The Division personnel recruits and hire employees who will work to support the mission, vision, and values of the Police Department and strive to provide quality service to the community that we serve. Administrative and Support Services is also responsible for providing initial and ongoing training to all personnel to maintain a constant state of readiness. The Division ensures all personnel are prepared to encounter the complexity and diversity of issues in the community including violent street crime, cyber-crime, cold case investigations, neighborhood nuisances, and major incident and disaster response. Support Services also ensures the aging public safety building is repaired and maintained in a functional capacity to handle the daily operational stresses and demands on a law enforcement agency. Those assigned to this Division ensure that training; inter-agency agreements and policies are aligned with contemporary practices and legal standards. Support Services includes the professional staff members comprising the Records Unit, who are responsible for the management and dissemination of the detailed records maintained by the Department and Property Unit. The Property and Evidence Unit is responsible for the legal, structured, and safe handling and storage of evidence and the property submitted to the Department. FY 2011-12 ACCOMPLISHMENTS Lieutenants transferred roles to develop and broaden professional experiences Completed the recruitment, selection and hiring of eight new Police Officers Completed the recruitment, selection, and selection of eight new Reserve Police Officers Recruited, selected, and hired one Police Cadet Successfully passed the Annual POST Audit of training and hiring practices Implemented a new Crime Prevention Through Environmental Design program for residents Completed the testing and promotion of five officers into the supervisory ranks Redesigned interior office space to create more workable areas within the Public Safety building ---PAGE BREAK--- 122 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Recruit, hire, complete background investigations, and train police officers to fill vacancies  Public Safety  Fiscal Responsibility Recruit and hire two Cadets  Public Safety Implement a Peer Support Program for the Department  Public Safety  Responsive Government Implement a Citizens Police Academy and Volunteer Program  Community Engagement & Partnership  Fiscal Responsibility Proctor professional examination in order to promote a new supervisor due to retirement  Public Safety  Responsive Government Recruit, test, and select a new Records Supervisor due to retirement  Public Safety  Responsive Government Coordinate and implement disaster preparedness and active shooter training  Public safety FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue “Cops and Coffee” meetings with the public  Community Engagement & Partnership Enhance training activities for sworn and professional staff  Public Safety Increase participation and presence at regional events  Public Safety  Community Engagement & Partnership Enhanced supervisory mentoring and education  Public Safety ---PAGE BREAK--- 123 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 44010 - Interest Income 208-2011 - Asset Seizure Fund $2,314 $415 $1,000 $1,[PHONE REDACTED] - Vehicle Abatement Fund 1,839 358 1,000 1,000 Account 44010 Totals: 4,153 773 2,000 2,000 Account: 44920 - Unclaimed Assets 208-2011 - Asset Seizure Fund 187 1,000 1,000 Account: 45410 - Federal Grant-Operating 221-2011 - Grants 20,002 12,000 12,000 Account: 45510 - Abandoned Vehicle Abatem 209-2011 - Vehicle Abatement Fund 25,449 22,766 20,000 20,000 Account: 45540 - POST Reimbursement 101-2011 - General Fund 24,268 12,987 12,000 Account: 46210 - Fingerprinting Services 101-2011 - General Fund 64,940 57,137 65,000 45,000 Account: 46520 - Program Fees 101-2011 - General Fund 77,735 84,772 65,000 90,000 Account: 46910 - Reproduction Fees 101-2011 - General Fund 665 Account: 48990 - Other Misc Revenue 101-2011 - General Fund 137,529 Revenue Totals $216,734 $316,628 $165,000 $182,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2011 - General Fund $785,333 $751,495 $865,146 $890,[PHONE REDACTED] - Grants 20,002 Account 51110 Totals: 805,335 751,495 865,146 890,747 Account: 51120 - Part-Time Salaries & Wage 101-2011 - General Fund 115,240 36,905 64,863 38,644 Account: 51140 - Overtime Pay 101-2011 - General Fund 2,067 3,668 10,200 10,414 Account: 51150 - Special Pay 101-2011 - General Fund 38,384 27,760 31,334 29,150 Account: 51210 - PERS Contributions 101-2011 - General Fund 229,034 254,458 320,281 337,505 Account: 51220 - FICA/Medicare 101-2011 - General Fund 42,139 37,852 44,996 46,647 Account: 51230 - Insurance & Benefits 101-2011 - General Fund 167,591 179,638 208,981 229,977 Account: 51240 - Workers Compensation 101-2011 - General Fund 14,255 34,520 36,648 30,802 Account: 52110 - Collect & Admin Services 101-2011 - General Fund 664,221 699,974 765,000 827,500 Account: 52190 - Miscellaneous Prof Svcs 101-2011 - General Fund 16,834 25,214 25,500 25,000 Account: 52210 - Lab & Investigative Svcs 101-2011 - General Fund 28,847 24,238 25,500 25,500 Account: 52230 - Other Technical Services 101-2011 - General Fund 21,589 21,827 23,000 25,000 Account: 53110 - Utilities 101-2011 - General Fund 19,119 23,690 24,000 24,000 Account: 53230 - Building Maint Services ---PAGE BREAK--- [PHONE REDACTED] - General Fund 12,172 16,051 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2011 - General Fund 8,269 13,622 13,260 15,000 Account: 53290 - Miscellaneous R&M Svcs 101-2011 - General Fund 14,402 14,117 15,300 17,500 Account: 54210 - Telephone Expenses 101-2011 - General Fund 19,635 20,770 22,440 22,500 Account: 54220 - Mobile/Wireless Expenses 101-2011 - General Fund 9,512 10,469 14,280 14,000 Account: 54310 - Legal Notices & Advertise 101-2011 - General Fund 1,148 1,039 1,020 1,500 Account: 54410 - Printing & Binding 101-2011 - General Fund 3,875 5,382 5,900 5,900 Account: 54610 - Travel & Training 101-2011 - General Fund 62,336 74,551 64,900 60,000 Account: 54910 - Dues & Subscriptions 101-2011 - General Fund 1,700 1,832 2,040 2,000 Account: 54990 - Other Administrative Svcs 101-2011 - General Fund 1,319 2,629 3,570 3,500 Account: 55110 - General Office Supplies 101-2011 - General Fund 12,620 13,266 15,010 15,000 Account: 55120 - Postage & Delivery 101-2011 - General Fund 4,685 3,965 3,970 3,970 Account: 55130 - Photocopying Charges 101-2011 - General Fund 7,747 5,621 9,180 9,180 Account: 55210 - Fuel 101-2011 - General Fund 5,521 7,550 8,568 11,400 Account: 55220 - Safety Supplies 101-2011 - General Fund 13,075 12,949 17,240 25,[PHONE REDACTED] - Grants 12,000 12,000 Account 55220 Totals: 13,075 12,949 29,240 37,000 Account: 55230 - Medical Supplies 101-2011 - General Fund 686 Account: 55250 - Vehicle & Equip Supplies 101-2011 - General Fund 6 Account: 55290 - Other Operating Supplies 101-2011 - General Fund 2,864 3,611 3,966 4,200 Account: 55590 - Other Maintenance Supply 101-2011 - General Fund 226 Account: 56410 - Office Equipment <10K 101-2011 - General Fund 3,834 3,393 6,900 7,[PHONE REDACTED] - Grants 22,391 14,771 Account 56410 Totals: 26,225 18,164 6,900 7,800 Account: 56520 - Vehicles >10K 101-2011 - General Fund 50,000 50,000 Account: 56710 - Other Equipment <10K 101-2011 - General Fund 5,000 5,[PHONE REDACTED] - Asset Seizure Fund 2,552 Account 56710 Totals: 2,552 5,000 5,000 Account: 56720 - Other Equipment >10K 101-2011 - General Fund 60,[PHONE REDACTED] - Grants 18,530 Account 56720 Totals: 78,574 Account: 58920 - Misc Finance Expense 101-2011 - General Fund 657 1,088 Expenditure Grand Totals: $2,372,645 $2,429,732 $2,739,993 $2,846,336 ---PAGE BREAK--- 125 POLICE OPERATIONS DIVISION The uniformed members of the Field Operations Division are the front line of the El Cerrito Police Department’s law enforcement effort. This division includes patrol officers, traffic officers, canine handlers, school resource officers, and special enforcement officers. If a person calls the Police Department with a problem, members of the Field Operations Division respond to help. These officers respond to emergencies, both large and small. Patrol officers are among the first to arrive at traffic collisions, medical crises, and crimes in progress. School Resource Officers often deal with emergencies of a different nature, not only acting as on-scene emergency personnel, but also acting as mediators and role models for El Cerrito students. The canine (K-9) handler and special enforcement officers tackle problems from other perspectives: canine handlers rely on the enhanced senses of their canine partners, while the special enforcement team acts on crime trends and uses non- traditional policing strategies to prevent and respond to crimes in the City. Traffic officers bring their own special expertise to round out the diversity of the Division, using advanced collision investigation training to untangle major traffic accidents and focus much of their patrol efforts on increasing motorist safety. The budget for the Operations Division includes the costs of salaries as well as the expenses involved in maintaining a modern patrol force. Police cars and must be maintained and replaced; ballistic vests and other safety gear must be replaced at regular intervals. Additionally, officers routinely train in the use of firearms, vehicles, and arrest techniques to maintain certifications and adhere to legislative mandates. FY 2011-12 DIVISION ACCOMPLISHMENTS After the death of K-9 King, purchased and trained a new K-9, Kato Reduced Part I crimes in the City Promoted two corporals and one sergeant to fill vacancies Successfully trained newly hired officers Began using patrol officers to conduct Crime Prevention Thru Environmental Design (CPTED) evaluations in our community ---PAGE BREAK--- 126 FY 2012-13 DIVISION PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Train officers in the principles of crime analysis to increase awareness of crime patterns, series, and crime reduction methodologies such as Crime Prevention Thru Environmental Design (CPTED)  Public Safety  Community Engagement & Partnership Increase officer and community interaction at special events  Public Safety  Community Engagement & Partnership Continue to fine-tune video surveillance systems on the Ohlone Greenway  Public Safety Deploy new incident command vehicle and continue to train officers in the principles of the Incident Commands System and National Incident Management System  Public Safety  Community Engagement & Partnership Examine feasibility of digital transcription service for reporting  Environmental Stewardship  Public Safety Start in-field reporting to keep officers in the community while writing reports  Public Safety Replace 2 aging parking enforcement vehicles with newer, more fuel efficient vehicles  Environmental Stewardship FY 2011-12 DIVISION OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL Train and mentor new officers as they progress through the Field Training Program  Public Safety Continue to guide, develop, mentor, and train probationary employees  Public Safety  Responsive Government Continued presence in the Regional Mobile Field Force  Public Safety Continue to team with BART and other allied agencies in intelligence gathering and dissemination  Public Safety ---PAGE BREAK--- 127 POLICE OPERATIONS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 43010 - Moving Vehicle Citations 101-2012 - General Fund $180,156 $145,225 $155,000 $125,000 Account: 43020 - Parking Citations/Fines 101-2012 - General Fund 163,823 112,784 176,000 125,000 Account: 45410 - Federal Grant-Operating 221-2012 - Grants 8,870 Account: 45430 - Federal Grant-Capital 221-2012 - Grants 355,000 Account: 45440 - State Grant-Operating 101-2012 - General Fund 1,[PHONE REDACTED] - Grants 100,000 100,000 Account 45440 Totals: 101,770 100,000 Account: 45790 - Other Local Reimbursement 101-2012 - General Fund 420,000 425,843 420,000 470,000 Account: 46520 - Program Fees 101-2012 - General Fund 1,979 1,474 Revenue Totals $876,598 $785,326 $1,106,000 $720,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2012 - General Fund $2,605,092 $2,769,770 $3,398,721 $3,292,[PHONE REDACTED] - Grants 75,726 69,806 Account 51110 Totals: 2,680,818 2,839,576 3,398,721 3,292,590 Account: 51120 - Part-Time Salaries & Wage 101-2012 - General Fund 32,131 35,699 62,197 57,296 Account: 51140 - Overtime Pay 101-2012 - General Fund 244,794 239,357 260,000 265,[PHONE REDACTED] - Grants 9,984 11,391 Account 51140 Totals: 254,778 250,748 260,000 265,460 Account: 51142 - StraightOT 101-2012 - General Fund 3,652 3,131 Account: 51150 - Special Pay 101-2012 - General Fund 119,866 83,633 57,142 53,560 Account: 51210 - PERS Contributions 101-2012 - General Fund 1,067,537 1,139,110 1,520,671 1,511,140 Account: 51220 - FICA/Medicare 101-2012 - General Fund 50,761 49,853 61,292 60,[PHONE REDACTED] - Grants 72 157 Account 51220 Totals: 50,832 50,010 61,292 60,245 Account: 51230 - Insurance & Benefits 101-2012 - General Fund 596,984 649,414 761,034 789,872 Account: 51240 - Workers Compensation 101-2012 - General Fund 118,980 90,818 123,270 98,007 Account: 51990 - Salary Savings 101-2012 - General Fund (297,805) Account: 52190 - Miscellaneous Prof Svcs 101-2012 - General Fund 4,940 12,924 58,000 29,000 Account: 52230 - Other Technical Services 101-2012 - General Fund 1,507 165 2,040 2,040 Account: 53250 - Vehicle & Equip Maint Svc 101-2012 - General Fund 43,274 48,905 56,100 56,[PHONE REDACTED] - Vehicle Abatement Fund 4,887 19,614 10,000 10,000 ---PAGE BREAK--- 128 Account 53250 Totals: 48,161 68,519 66,100 66,100 Account: 54610 - Travel & Training 101-2012 - General Fund 9,702 12,306 10,200 14,[PHONE REDACTED] - Grants 481 Account 54610 Totals: 10,183 12,306 10,200 14,900 Account: 54990 - Other Administrative Svcs 101-2012 - General Fund 6,981 8,397 8,670 8,[PHONE REDACTED] - Grants 749 Account 54990 Totals: 7,730 8,397 8,670 8,670 Account: 55210 - Fuel 101-2012 - General Fund 67,083 78,396 61,200 73,440 Account: 55220 - Safety Supplies 101-2012 - General Fund 14,008 13,977 13,260 13,[PHONE REDACTED] - Grants 8,420 Account 55220 Totals: 22,429 13,977 13,260 13,260 Account: 55250 - Vehicle & Equip Supplies 101-2012 - General Fund 48 22 Account: 55290 - Other Operating Supplies 101-2012 - General Fund 14,081 15,999 15,000 15,[PHONE REDACTED] - Vehicle Abatement Fund [PHONE REDACTED] - Grants 4,763 187 Account 55290 Totals: 18,843 16,479 15,000 15,000 Account: 56410 - Office Equipment <10K 101-2012 - General Fund 1,651 6,168 5,000 5,[PHONE REDACTED] - Grants 2,125 Account 56410 Totals: 3,775 6,168 5,000 5,000 Account: 56510 - Vehicles <10K 221-2012 - Grants 8,131 Account: 56520 - Vehicles >10K 101-2012 - General Fund 95,598 100,000 100,[PHONE REDACTED] - Vehicle Abatement Fund 60,000 Account 56520 Totals: 95,598 160,000 100,000 Account: 56710 - Other Equipment <10K 101-2012 - General Fund 1,[PHONE REDACTED] - Grants 868 11,595 Account 56710 Totals: 868 13,377 Account: 56720 - Other Equipment >10K 208-2012 - Asset Seizure Fund 11,[PHONE REDACTED] - Grants 63,988 355,000 Account 56720 Totals: 63,988 11,660 355,000 Expenditure Grand Totals: $5,183,263 $5,480,124 $6,700,992 $6,455,580 ---PAGE BREAK--- 129 POLICE INVESTIGATIONS/SPECIAL OPERATIONS DIVISION The Special Operations Division Contains the Investigative, Traffic Enforcement, School Resource Officers (SRO), and Special Events Sections of the Police Department, as well as volunteer programs. The Investigations Section conducts the on-scene investigations of major incidents, investigates crimes that require an extended time commitment or a specific expertise in an effort to solve crimes and thoroughly prepare cases for prosecution, and maintains liaisons with other investigative bodies to increase department potential to efficiently address investigative needs. The Traffic Enforcement Unit leads the Departments efforts to identify traffic related concerns and addresses them through Education and Enforcement. The Special Operations Division conducts a majority of the Department’s community outreach efforts through events such as Crime Prevention & Neighborhood Watch meetings, National Night Out, Martin Luther King Jr. Parade, ECHS Homecoming Parade, Little League Baseball Parade and fundraisers for the Special Olympics. The Division also oversees the activities of the Department’s representatives to the County Mutual Aid Mobile Field Force, Evidence Technicians, Mounted Patrol, Honor Guard and Crisis Negotiation Team, as well as volunteer programs including Reserve Officers, and the upcoming Volunteer in Police Service Program. FY 2011-12 ACCOMPLISHMENTS Added three new Detectives replacing others who returned to Patrol duties Hosted regional information sharing meetings with neighboring jurisdictions Began a new system of ensuring compliance with Video Surveillance Ordinance Worked with four allied agencies to solve high profile violent home invasion robberies and car- jackings that occurred in El Cerrito Filled the Traffic Sergeant position which had been vacant for almost a year Trained the new Traffic Sergeant on the (obtained via grant), RADAR and Intermediate Collision Investigations Obtained a new vehicle for use by Parking Enforcement personnel Trained one Traffic Officer in Advanced Collision Investigations (80-hour course) Selected and trained a new SRO to work at Portola Middle School Renewed the contract with WCCUSD to continue funding SRO positions for the next fiscal year Trained SROs to be Instructors in Active Shooter Responses Trained SROs to be Tactical Field Medics, i.e. Advanced First Aid FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Focus on suppression of Part I crime through innovative methods and cooperative efforts with other agencies  Public Safety ---PAGE BREAK--- 130 Increase percentage of Part I crimes solved and cases cleared  Public Safety  Community Engagement & Partnership Increase communication and interaction with victims  Public Safety  Community Engagement & Partnership Increase community outreach to residents and businesses through the use of educational workshops and liaison efforts  Public Safety  Community Engagement & Partnership Continue to coordinate involvement in the nationally recognized National Night Out event  Public Safety  Community Engagement & Partnership Focus on reduction in collisions  Public Safety Increase the percentage of hit & run crimes solved and cases cleared  Public Safety  Community Engagement & Partnership Increase communication and interaction with motorists  Public Safety  Community Engagement & Partnership Increase community outreach to residents and businesses through public gatherings and management of parades and special events.  Public Safety  Community Engagement & Partnership Conduct Sobriety Checkpoints and Commercial Vehicle Inspection Checkpoints  Public Safety  Community Engagement & Partnership FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(s) Continue examining solvability factors to clear cases  Public Safety Continue training of detectives and officers for general and specific investigative areas  Public Safety  Responsive Government Continue tactical training to enhance safety during high risk entries and apprehensions of offenders  Public Safety  Responsive Government Continue liaison with businesses on operation and storage of video surveillance cameras  Public Safety Focus on maintaining a safe environment at schools  Public Safety Engage youth and encourage membership in the Police Explorer Program  Public Safety  Community Engagement & Partnership Increase communication and interaction with parent groups  Public Safety  Community Engagement & Partnership Decrease truancy at ECHS and PMS  Public Safety  Community Engagement & Partnership Increase security at school events by utilizing the ECPD Reserves  Public Safety  Community Engagement & Partnership ---PAGE BREAK--- 131 POLICE INVESTIGATIONS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 48990 - Other Misc Revenue 101-2013 - General Fund $300 $50 $2,000 Revenue Totals $300 $50 $2,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2013 - General Fund $568,805 $682,313 $737,488 $734,038 Account: 51140 - Overtime Pay 101-2013 - General Fund 54,545 43,716 50,000 51,[PHONE REDACTED] - Grants 2,959 901 Account 51140 Totals: 57,505 44,617 50,000 51,050 Account: 51142 - StraightOT 101-2013 - General Fund 309 Account: 51150 - Special Pay 101-2013 - General Fund 16,722 24,281 25,292 15,794 Account: 51210 - PERS Contributions 101-2013 - General Fund 222,506 274,615 326,360 336,604 Account: 51220 - FICA/Medicare 101-2013 - General Fund 9,810 11,498 12,384 12,[PHONE REDACTED] - Grants 38 13 Account 51220 Totals: 9,848 11,511 12,384 12,134 Account: 51230 - Insurance & Benefits 101-2013 - General Fund 108,409 143,351 157,785 124,878 Account: 51240 - Workers Compensation 101-2013 - General Fund 9,012 11,959 23,321 19,601 Account: 51990 - Salary Savings 101-2013 - General Fund Account: 52110 - Collect & Admin Services 101-2013 - General Fund 205 Account: 52190 - Miscellaneous Prof Svcs 101-2013 - General Fund 15,225 13,417 15,300 15,300 Account: 52210 - Lab & Investigative Svcs 101-2013 - General Fund 108,852 93,808 100,000 100,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2013 - General Fund 2,881 1,842 15,300 15,300 Account: 54610 - Travel & Training 101-2013 - General Fund 4,120 2,957 3,000 3,000 Account: 54910 - Dues & Subscriptions 101-2013 - General Fund 616 745 750 750 Account: 54990 - Other Administrative Svcs 101-2013 - General Fund 5,266 3,601 4,200 4,200 Account: 55110 - General Office Supplies 101-2013 - General Fund 10 Account: 55210 - Fuel 101-2013 - General Fund 4,105 7,279 9,000 10,800 Account: 55220 - Safety Supplies 101-2013 - General Fund 2,879 3,407 3,000 3,000 Account: 55290 - Other Operating Supplies 101-2013 - General Fund 5,077 4,919 10,000 10,000 Account: 56410 - Office Equipment <10K 101-2013 - General Fund 2,113 2,221 5,000 5,000 Expenditure Grand Totals: $1,144,463 $1,326,843 $1,498,180 $1,461,449 ---PAGE BREAK--- 132 ---PAGE BREAK--- 133 SECTION 7: PUBLIC WORKS DEPARTMENT The mission of the Public Works Department is to plan, design, construct, and maintain public facilities and infrastructure that support the quality of life for the citizens of El Cerrito in a way that ensures an economically and environmentally sustainable future. DEPARTMENT OVERVIEW The Public Works Department’s overall goal in service is:  To develop and maintain public infrastructure that meets the needs of the City’s business and residential communities  To coordinate and regulate the activities of utility companies and private developers within the public right of way  To incorporate exemplary environmental stewardship practices into all the areas of responsibility including permitting of public and private works, and the planning, design and maintenance of buildings, infrastructure, parks, creeks, and trails  Oversee the Department’s liaison efforts with myriad outside agencies to ensure compliance with various state, federal and regional regulations and influence regional policies to the benefit of El Cerrito The Department operates from two separate office locations: the Engineering Division at 10890 San Pablo Avenue and the Maintenance Division at 7550 Schmidt Lane. Organizational Structure The Public Works Department consists of two divisions: the Engineering Division, and the Maintenance Division. The respective primary functions of the two divisions are as follows: Engineering Division  Infrastructure – planning, designing, and improving streets, bicycle and pedestrian facilities, parks, storm drains, creeks, trails and street lighting  Land Development – encroachment & grading permits, development review and agreements  Transportation – local and regional transportation planning, traffic engineering  Environmental – Clean water requirements for construction and new development  Program Management – performs long range capital planning, oversees all capital needs and integrates into the 10-year CIP plan  Project Management – oversees and manages all aspects of all projects in the CIP including construction management and inspection, and contract administration for consultants and contractors ---PAGE BREAK--- 134  Funding & Fiscal Management – develops outside funding, as appropriate and available, and works with Finance Department in the planning and execution of the CIP Maintenance Division  Streets & Storm Drains – ongoing maintenance of pavement, sidewalks, pathways, traffic signals, street lighting, signage, pavement markings and storm drain systems.  Parks & Landscaping – ongoing maintenance of park lands, trails and pathways, landscaping, trees, street medians, creeks, ball fields  Facilities – ongoing upkeep and maintenance and repairs to the civic buildings and park facilities  Trash, Debris and Graffiti – vigilant clean up of trash and debris dumped or found in the public lands and rights of way, and quick eradication of graffiti on public facilities  Environmental – implementing appropriate management practices for infrastructure, landscape and creek maintenance Public Works’ organizational structure is shown in Chart 7-1: Chart 7-1 Public Works Organization Chart Public Works Director/City Engineer Maintenance Superintendant Maintenance Svcs Leadworker (1.5) Maintenance Worker Program Manager Engineering Manager Associate Engineer Engineering Technician Management Assistant ---PAGE BREAK--- 135 Position Listing Table 7-1 shows the position listing for the Public Works Department. As shown below, the previous Maintenance Manager position is now a Project Manager position with a focus on sustainability and expertise in managing our resources such as parks, landscaping and creeks, as well as compliance with clean air and water guidelines. Table 7-1 Public Works Position Listing FY 09-10 FY 10-11 FY 11-12 FY 11-12 PW Director/City Engineer 1.00 1.00 1.00 1.00 Maintenance Manager 1.00 0.00 0.00 0.00 Maintenance Services Supervisor 1.00 1.00 0.00 0.00 Maintenance Services Superintendant 0.00 0.00 1.00 1.00 Maint Svcs Leadworker 1.00 1.00 1.00 1.00 Management Assistant 2.00 2.00 2.00 2.00 Maintenance Worker 4.75 4.75 4.75 4.75 Maint Svcs Leadworker (custodial) 0.50 0.50 0.50 0.50 CIP Manager (Sr. Engineer) 0.00 0.00 0.00 0.00 Project Manager 1.00 1.00 1.00 1.00 Program Manager 0.00 1.00 1.00 1.00 Engineering Manager 1.00 1.00 1.00 1.00 Engineer Technician 1.00 1.00 1.00 1.00 Total 14.25 14.25 14.25 14.25 ENGINEERING DIVISION The Engineering Division serves to plan and construct improvements to City streets, bicycle and pedestrian facilities, parks, storm drains, creeks, and public buildings; provide quality design review and inspection services for residents, developers and utility companies and ensure compliance with local regulations and design standards; and plan and implement safe, efficient and accessible movements for all modes of travel in the City, including pedestrians, bicycles, vehicles, transit and persons of all ages and abilities. The Engineering Division’s responsibilities include:  Capital Improvement Program – assess needs, plan improvements, develop budgets and funding, execute design and construction of public facilities and infrastructure including buildings, parks, streets, storm drains, traffic signals and systems and transportation facilities; serve as lead on the City’s 10-year CIP planning effort; coordinate with user departments and related private development  Land Development – assist the Environmental and Development Services Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; participate in development of significant projects, including environmental review and development agreements  Encroachment Permits – review plans, issue permits and perform inspections for work within the public right of way as requested by property owners, residents, businesses, utility companies and outside agencies ---PAGE BREAK--- 136  Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals; includes collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Contra Costa County City-County Engineering Advisory Committee (CCEAC), Caltrans, BART, AC Transit and WestCAT  Transportation Engineering – perform traffic engineering and parking analyses, authorize modifications and upgrades for existing traffic control and parking devices and systems, and secure funding to ensure safe and efficient mobility throughout the City  Bicycle, Pedestrian and ADA Program – plan, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects including those contained in the El Cerrito Circulation Plan for Bicycles and Pedestrians and ADA Transition Plan  Storm Drainage – plan for needed improvements to the storm drainage system and update Storm Drain Master Plan  Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction to ensure compliance with the City’s NPDES permit, review Storm Water Control Plans, and implement programs according to new regulations, thresholds and reporting requirements  Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements and seek state, federal and regional funding grants  Measure A Street Oversight Committee and Access Working Group – Serve as Staff Liaison and Chair, respectively FY 2011-12 ACCOMPLISHMENTS In collaboration with the Environmental Services Division, completed construction of the El Cerrito Recycling and Environmental Resource Center Completed construction of Creekside Lighting Project and Fairmount & Ashbury Avenues Intersection Safety Improvements Project Completed design of the following projects:  Potrero Avenue between E. 55th and E. 56th Streets Safety Improvements  Arlington Boulevard Safe Routes to School Improvements  Ohlone Greenway Major Street Crossing Safety Improvements  Central Avenue and Liberty Street Streetscape Improvements Project  Moeser and Ashbury Pedestrian and Bicycle Corridor Improvements Project Began design of the Ohlone Natural Area and Rain Gardens Project Coordinated construction of BART’s Earthquake Safety Program Projects and impacts on the Ohlone Greenway and City streets, including updating the License Agreement to continue to allow the City to use BART property as part of the Ohlone Greenway, attending weekly construction meetings, inspecting temporary traffic control measures, ---PAGE BREAK--- 137 implementing temporary no parking zone and various other items. Completed Engineering & Traffic Studies for high-priority corridors necessary to update enforceable speed limits Applied for and awarded Measure J, Transportation for Livable Communities grants for the San Pablo Avenue Complete Streets Plan, which will be used as part of the General Plan Update, and detailed design, fabrication and installation of Ohlone Greenway Wayfinding Signage Applied for and were awarded Transportation Development Act, Article 3 Funds for an Update to the Circulation Plan for Bicyclists and Pedestrians As part of the Neighborhood Traffic Management Program, launched the Neighborhood Pace Car/Pledge Program to educate and encourage residents to take responsibility for the impact of their own driving while setting the “pace” for safer streets and neighborhoods; and met with three neighborhoods (Pomona Avenue from Lynn Avenue to the city limits, Lincoln Avenue from Richmond Street to Ashbury Avenue, and Colusa Avenue from Fairmount Avenue to Terrace Drive) to begin addressing resident concerns regarding speeding, traffic volume and quality of life issues. Provided engineering review and support services for several large development and regional projects including the Portola Middle School Project, Fairmont Elementary School Expansion Project, the Alameda County Transportation Commission’s I-80 Integrated Corridor Mobility Project, and City of Richmond’s Richmond-Ohlone Greenway Gap Closure Project FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Complete construction of Potrero Avenue between E. 55th and E. 56th Streets Safety Improvements, Arlington Boulevard Safe Routes to School Improvements, and Central Avenue and Liberty Street Streetscape Improvements Project  Support Multi-Modal Transportation  Public Safety  Responsive Government Complete design and begin construction phase for the Ohlone Greenway Natural Area and Rain Gardens Project (Fairmount to Brighton Avenues) and Ohlone Greenway Master Plan Improvements between Hill and Blake Streets; also, begin construction phase for the Moeser and Ashbury Pedestrian and Bicycle Corridor Improvements Project  Support Multi-Modal Transportation  Public Safety  Responsive Government In collaboration with the Environmental & Development Services Department, undertake the development of Circulation Plan for Bicyclists and Pedestrian Update and the San Pablo Avenue Complete Streets Plan  Support Multi-Modal Transportation  Responsive Government Coordinate construction of BART’s Earthquake Safety Program Projects and impacts on the  Support Multi-Modal Transportation ---PAGE BREAK--- 138 Ohlone Greenway and City streets with City- sponsored projects including those listed above and the Ohlone Greenway Major Street Crossing Safety Improvements  Public Safety  Responsive Government Complete Engineering & Traffic Studies for remaining corridors to update enforceable speed limits  Public Safety Plan for future annual street improvements and maintenance under the Measure A Street Improvement Program  Support Multi-Modal Transportation  Fiscal Responsibility  Responsive Government Complete transfer of sidewalk ownership from BART to City around the Plaza and Del Norte BART Stations  Support Multi-Modal Transportation  Responsive Government FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to improve timeliness of content on website and expand types of information available to on-line customers  Responsive Government  Community Engagement & Partnership Improve implementation of Clean Water Program/NPDES inspection of new stormwater treatment facilities on private property and inspection of best management practices on construction sites  Environmental Stewardship  Community Engagement & Partnership Continue to provide efficient and effective responses to citizen requests for traffic, parking and neighborhood transportation management issues, and continue close coordination with the Police Department  Support Multi-Modal Transportation  Responsive Government  Community Engagement & Partnership Continue to influence regional transportation, clean water and development issues by participating in various committees and associations  Environmental Stewardship  Support Multi-Modal Transportation  Responsive Government Service Indicators During FY 2011-12, the Engineering Division continued to make progress on eliminating the backlog of final inspections for utility-related permits. The number of reviews performed on plans submitted to Development Services (Building and Planning) has remained constant over the last few years. The number of encroachment permits issued and inspections conducted increased over the previous year. However, the number of citizen request evaluated has decrease as staff worked on some more ---PAGE BREAK--- 139 resource-intensive requests including those that are part of the Neighborhood Traffic Management Program. . Chart 7-2 Engineering Service Indicators The Capital Improvement Program (CIP) continues to see significant activity. However, the numbers of active projects and construction contracts decreased over the last year as the various efforts that were part of the San Pablo Avenue Streetscape and Street Paving Program were completed in the previous fiscal year. In-house project management and design efforts continued thus keeping the active consultant contracts at the same level as last year, but significantly lower than previous years. The CIP is described in detail in Section 11. 2007 2008 2009 2010 2011 Citizen Traffic Requests Reviewed Plans Reviewed Encroachment/Grading Permits Issued Inspections Made 853 585 654 751 792 535 587 531 372 418 164 127 127 124 126 71 85 93 81 0 100 200 300 400 500 600 700 [PHONE REDACTED] ---PAGE BREAK--- 140 Chart 7-3 CIP Service Indicators Chart 7-4 Total CIP Expenditures (Millions) 2007 2008 2009 2010 2011 Active Construction Contracts Active Consultant Contracts Active Projects 25 28 30 28 22 36 24 20 12 12 23 14 14 12 6 0 5 10 15 20 25 30 35 40 ---PAGE BREAK--- 141 ENGINEERING DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 45440 - State Grant-Operating 221-3020 - Grants $115,753 Account: 45460 - Local Agency Grants 221-3020 - Grants 137,000 Account: 45590 - Other State Reimbursement 101-3020 - General Fund $16,919 $18,531 $15,000 15,000 Account: 46520 - Program Fees 101-3020 - General Fund 159,774 180,308 160,000 178,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 250 250 Account 46520 Totals: 159,774 180,308 160,250 178,750 Account: 48990 - Other Misc Revenue 101-3020 - General Fund 10,000 Revenue Totals $176,693 $198,839 $175,250 $456,503 Expenditures Account: 51110 - Regular Salaries & Wages 101-3020 - General Fund $225,995 $226,206 $180,136 $112,[PHONE REDACTED] - Gas Tax Fund 48,136 83,[PHONE REDACTED] - Capital Improvement Fund 202,963 184,238 204,758 200,743 Account 51110 Totals: 428,959 410,444 433,030 397,641 Account: 51120 - Part-Time Salaries & Wage 101-3020 - General Fund 278 Account: 51140 - Overtime Pay 101-3020 - General Fund 60 3,876 3,876 Account: 51150 - Special Pay 101-3020 - General Fund 1,600 1,600 1,066 1,[PHONE REDACTED] - Gas Tax Fund 534 534 Account 51150 Totals: 1,600 1,600 1,600 1,600 Account: 51210 - PERS Contributions 101-3020 - General Fund 55,951 56,308 50,119 31,[PHONE REDACTED] - Gas Tax Fund 13,465 22,[PHONE REDACTED] - Capital Improvement Fund 49,945 50,264 56,734 49,986 Account 51210 Totals: 105,896 106,572 120,318 103,822 Account: 51220 - FICA/Medicare 101-3020 - General Fund 16,221 16,209 15,113 9,[PHONE REDACTED] - Gas Tax Fund 4,106 7,[PHONE REDACTED] - Capital Improvement Fund 13,852 12,435 16,431 16,190 Account 51220 Totals: 30,073 28,644 35,650 33,024 Account: 51230 - Insurance & Benefits 101-3020 - General Fund 32,732 35,350 36,146 24,[PHONE REDACTED] - Gas Tax Fund 6,405 16,[PHONE REDACTED] - Capital Improvement Fund 34,359 36,846 39,902 42,378 Account 51230 Totals: 67,091 72,196 82,453 83,581 Account: 51240 - Workers Compensation 101-3020 - General Fund 3,667 4,835 7,483 4,[PHONE REDACTED] - Gas Tax Fund 1,946 3,[PHONE REDACTED] - Capital Improvement Fund 2,372 3,126 6,097 5,124 Account 51240 Totals: 6,039 7,961 15,526 12,544 Account: 51990 - Salary Savings ---PAGE BREAK--- [PHONE REDACTED] - General Fund (4,981) (281) 301-3020 - Capital Improvement Fund (1,667) Account 51990 Totals: (6,648) (281) Account: 52110 - Collect & Admin Services 201-3020 - Gas Tax Fund 1,038 882 1,000 1,[PHONE REDACTED] - Land & Light Assess Distr 15,588 17,436 13,000 17,[PHONE REDACTED] - Measure J Storm Drain 11,104 11,146 10,000 11,300 Account 52110 Totals: 27,730 29,464 24,000 29,300 Account: 52130 - Architect/Engineering Svc 221-3020 - Grants 252,753 Account: 52190 - Miscellaneous Prof Svcs 101-3020 - General Fund 19,347 17,711 40,000 8,[PHONE REDACTED] - Gas Tax Fund 35,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 2,625 10,[PHONE REDACTED] - Measure A Parcel Tax 2,[PHONE REDACTED] - Capital Improvement Fund 5,000 Account 52190 Totals: 29,673 17,711 40,000 53,000 Account: 52230 - Other Technical Services 101-3020 - General Fund 2,720 3,110 2,000 2,000 Account: 52240 - Miscellaneous Services 101-3020 - General Fund 1,074 8,239 7,625 7,600 Account: 53220 - Sign & Signal Maint Svc 101-3020 - General Fund 4,250 Account: 53250 - Vehicle & Equip Maint Svc 101-3020 - General Fund 733 800 800 Account: 54210 - Telephone Expenses 101-3020 - General Fund 2,250 2,265 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-3020 - General Fund 3,895 3,670 3,000 3,000 Account: 54310 - Legal Notices & Advertise 101-3020 - General Fund 12 13 Account: 54410 - Printing & Binding 101-3020 - General Fund 261 238 500 250 Account: 54610 - Travel & Training 101-3020 - General Fund 1,172 597 1,000 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 6,[PHONE REDACTED] - Capital Improvement Fund 475 Account 54610 Totals: 1,646 597 7,000 1,000 Account: 54910 - Dues & Subscriptions 101-3020 - General Fund 614 1,131 1,500 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 5,400 7,[PHONE REDACTED] - Land & Light Assess Distr 900 900 [PHONE REDACTED] - Measure C Fund 43,130 43,134 45,000 45,[PHONE REDACTED] - Capital Improvement Fund 44,667 Account 54910 Totals: 89,311 50,565 46,500 54,200 Account: 54920 - Events & Field Trips 301-3020 - Capital Improvement Fund 2,263 1,775 Account: 54990 - Other Administrative Svcs 101-3020 - General Fund 5 202-3020 - Nat'l Pollut Dis Elim Sys 16,380 8,238 15,000 15,000 Account 54990 Totals: 16,385 8,238 15,000 15,000 Account: 55110 - General Office Supplies 101-3020 - General Fund 842 643 1,000 1,000 Account: 55120 - Postage & Delivery 101-3020 - General Fund 2,430 2,512 3,000 2,[PHONE REDACTED] - Capital Improvement Fund 117 ---PAGE BREAK--- 143 Account 55120 Totals: 2,547 2,512 3,000 2,500 Account: 55130 - Photocopying Charges 101-3020 - General Fund 2,123 1,066 1,500 1,500 Account: 55240 - Clothing & Uniform Supply 101-3020 - General Fund Account: 56410 - Office Equipment <10K 101-3020 - General Fund 88 1,136 1,500 1,000 Account: 56710 - Other Equipment <10K 101-3020 - General Fund 190 1,000 500 Account: 59990 101 - Operating Xfer Out-GEN 204-3020 - Measure C Fund 27,163 27,706 28,537 29,393 Expenditure Grand Totals: $848,220 $786,362 $877,815 $1,093,284 ---PAGE BREAK--- 144 MAINTENANCE DIVISION The role of the Maintenance Division is to act as stewards of the City’s valuable public infrastructure and facilities, and to implement improvements that better meet the City’s needs as measured by citizen requests for service and by tasks identified by the street, storm drain, landscape and facility management programs. The Maintenance Division utilizes a combination of in-house staff and outside contractors for the ongoing maintenance & operations associated with parks and public spaces, landscaping, irrigation systems, sidewalks, streets, trails, streetlights, storm drains and public water courses, and traffic signals, signs and pavement markings. The Division responds to emergencies or requests for service after hours, holidays and weekends through a designated “call-out” procedure as the need arises. The Division also will provide the staff liaison to the Tree Committee and support for the Park and Recreation Commission. Organizational Structure The Division was restructured in 2010: The Maintenance Services Manager position was converted to a Program Manager position aimed at managing programs centered on landscape and environmental programs; and the Public Works Supervisor Position was converted to the Public Works Superintendant position that assumed the oversight duties of day-to-day operations including personnel, crews, and contractors. These two positions report directly to the Public Works Director. The primary operations of the Maintenance Division are accomplished by outside contract service companies complemented by in-house staff comprised of the Superintendant, Leadworker, and five Maintenance Workers. Administrative and programmatic support is provided by a Management Assistant and the Program Manager. This structure means that the contractors perform much of the routine work and staff performs select tasks that can be performed by a crew of one or two people such as investigating citizen requests. In addition, the Superintendant and Lead Worker spend considerable time overseeing the work done by the contractors. In-house staff also serves on the call-out duty roster for after hours calls. FY 2011-12 ACCOMPLISHMENTS The Public Works Maintenance Crew performed an increased number of hazard tree removals, sidewalk repairs, storm drain repairs and traffic sign work in an effort to reduce expenses paid to outside contractors. Maintenance Division staff earned qualification in the Bay Friendly Landscape Maintenance Program increasing certificate holders to 7 of 9 staff members. This improves the City’s ability to provide proper care of the native and Bay Friendly landscapes and to provide educated guidance to residents who wish to follow suit on their own properties Staff received an extension for The Environmental Enhancement Mitigation Program (EEMP) Grant to 2015 that will help to fund tree removal and replacement work in FYs 2012- 14. Staff planted 46 new trees FY 2011/12 under this program. The Maintenance Division hired the Environmental Programs Manager / City Arborist who contributes technical and programmatic expertise in landscape and habitat management, the City tree program, implementation of the Integrated Pest Management policy and Clean ---PAGE BREAK--- 145 Water Program administration. The City Arborist conducted in-house training for pruning small trees with maintenance staff. Together they have pruned all of the San Pablo Ave. Streetscape Sycamore trees. Public Works Maintenance staff extended and improved working relationships with volunteer groups: El Cerrito Youth Baseball, Friends of Canyon Trail Park, Friends of Five Creeks, El Cerrito Trail Trekkers and others. FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Update the Measure WW Parks Bond priority project list  Community Engagement and Partnership  Responsive Government Launch the City’s Tree Committee  Community Engagement and Partnership  Responsive Government Revise, update and implement the existing Urban Forest Management Plan. Engage the City Tree Committee in refining this document.  Environmental Stewardship  Community Engagement and Partnership Install Trash Capture Devices as mandated by the Municipal Regional Permit (MRP), Clean Water Program  Environmental Stewardship  Responsive Government FY 2011-12 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Update landscape and tree maintenance contracts and activities to improve safety, appearances and to fulfill the goals of the IPM and MRP programs  Fiscal Responsibility  Environmental Stewardship  Responsive Government Refine and coordinate vegetation management roles and responsibilities in the Hillside Natural Areas (HNA) with E.C. Fire Department and Volunteer groups for balance of fire mitigation and habitat conservation  Public Safety  Responsive Government  Community Engagement and Partnership  Environmental Stewardship Continue to improve vegetation management and habitat conservation practices for creek areas, parks, trails and vacant land  Environmental Stewardship  Responsive Government  Fiscal Responsibility Further implement the City’s Integrated Pest Management (IPM) program  Environmental Stewardship  Responsive Government ---PAGE BREAK--- 146 Continue cultivation and development of the City’s working relationship with volunteer groups such as The Friends of Five Creeks, Friends of Canyon Trail Park, the El Cerrito Trail Trekkers, sports users groups and others  Environmental Stewardship  Community Engagement and Partnership  Responsive Government Service Indicators Residents, businesses, and other City Departments rely on the Maintenance staff to render emergency or hazardous situations within the public right of way in a safe and efficient manner, which includes afterhours and weekend call-outs. Additionally, the Division responds to routine Requests for Services such as street, sidewalk and storm drain repair, graffiti abatement, non-functioning street lights and traffic signals, street tree trimming, municipal building maintenance and removal of trash dumped illegally in the public right-of-way. During FY 2011-12, the Maintenance Division workload indicators show a strong downward trend on several items that are reflective of capital investments made by the City. In particular, sidewalk repairs and patch paving are greatly reduced as the Measure A Street Improvement Program finishes its forth year of work. Street light repairs are also down primarily due to the San Pablo Avenue street light replacement project. Work Orders are down somewhat; also due to the Measure A investment in streets. Street tree trimming is shown as a new category. Although this category has been reported in past years, the Division is beginning to collect this data differently rendering a yearly comparison irrelevant. A new category shown is Illicit Discharges. This stems from the Clean Water Program – driven by the mandates in the Regional Water Quality Control Board’s Municipal Regional Permit. The increasing trend in the first few years may be due to the learning curve of staff to identify and track this activity. Table 7-2 Ongoing Workload Indicators by Fiscal Year Service Indicator 2007 2008 2009 2010 2011 Streetlights Repaired 100 75 21 24 10 Asphalt Patch Paving (expenses) $143,215 $34,510 $5,054 $5,000 $1,961 Street Trees Trimmed 323 Maintenance Work Orders Processed 1,088 1,196 905 906 781 Traffic Requests Fulfilled 2 29 27 33 19 Clean Water program- Illicit Discharges 4 15 34 ---PAGE BREAK--- 147 Chart 7-5 Service Indicators by Category Note: the graphic data in this chart has been normalized by category so that each could fit within the chart size. The data is presented this way to illustrate the annual fluctuations within each category. The actual numerical value of each data point is found in Table 8-2 above Streetlights Patch Paving Tree Trimming Work Orders Traffic Orders Illicit Disharges 2007 2008 2009 2010 2011 ---PAGE BREAK--- 148 MAINTENANCE DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 45430 - Federal Grant-Capital 221-3030 - Grants $81,000 Account: 46520 - Program Fees 101-3030 - General Fund $4,875 $7,549 11,500 $16,320 Account: 48990 - Other Misc Revenue 101-3030 - General Fund 50 Revenue Totals $4,875 $7,599 $92,500 $16,320 Expenditures Account: 51110 - Regular Salaries & Wages 101-3030 - General Fund $58,219 $59,951 $45,774 $47,[PHONE REDACTED] - Gas Tax Fund 154,636 158,899 172,099 179,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 37,801 38,862 88,500 83,[PHONE REDACTED] - Land & Light Assess Distr 168,157 173,058 229,892 230,[PHONE REDACTED] - Measure J Storm Drain 53,643 54,956 62,554 65,[PHONE REDACTED] - Grants 2,435 2,393 Account 51110 Totals: 474,892 488,120 598,819 605,231 Account: 51120 - Part-Time Salaries & Wage 101-3030 - General Fund [PHONE REDACTED] - Gas Tax Fund 2,952 27,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 687 5,[PHONE REDACTED] - Land & Light Assess Distr 1,868 2,211 19,601 4,[PHONE REDACTED] - Measure J Storm Drain 165 Account 51120 Totals: 1,868 6,179 52,922 4,902 Account: 51140 - Overtime Pay 101-3030 - General Fund 2,331 2,551 2,753 1,[PHONE REDACTED] - Gas Tax Fund 6,410 7,016 4,288 8,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 1,554 1,701 1,224 2,[PHONE REDACTED] - Land & Light Assess Distr 6,798 7,441 7,035 8,[PHONE REDACTED] - Measure J Storm Drain 2,331 2,551 3,100 Account 51140 Totals: 19,423 21,260 15,300 23,600 Account: 51142 - StraightOT 101-3030 - General Fund 1,957 2,110 3,406 3,[PHONE REDACTED] - Gas Tax Fund 5,381 5,802 5,304 5,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 1,305 1,407 1,514 1,[PHONE REDACTED] - Land & Light Assess Distr 5,708 6,154 8,703 8,[PHONE REDACTED] - Measure J Storm Drain 1,957 2,110 2,200 Account 51142 Totals: 16,307 17,583 18,927 21,505 Account: 51150 - Special Pay 101-3030 - General Fund 312 312 288 [PHONE REDACTED] - Gas Tax Fund 858 858 1,224 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 208 208 324 [PHONE REDACTED] - Land & Light Assess Distr 910 910 1,296 1,[PHONE REDACTED] - Measure J Storm Drain 312 312 468 468 Account 51150 Totals: 2,600 2,600 3,600 3,600 Account: 51200 - PARS Contribution 201-3030 - Gas Tax Fund 32 [PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 7 76 203-3030 - Land & Light Assess Distr 24 23 255 64 Account 51200 Totals: 24 62 688 64 ---PAGE BREAK--- 149 Account: 51210 - PERS Contributions 101-3030 - General Fund 14,502 14,888 12,712 13,[PHONE REDACTED] - Gas Tax Fund 38,531 39,514 47,823 49,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 9,418 9,661 24,542 22,[PHONE REDACTED] - Land & Light Assess Distr 41,890 42,993 63,823 62,[PHONE REDACTED] - Measure J Storm Drain 13,372 13,694 17,389 18,047 Account 51210 Totals: 117,713 120,750 166,289 165,512 Account: 51220 - FICA/Medicare 101-3030 - General Fund 4,606 4,831 4,049 4,[PHONE REDACTED] - Gas Tax Fund 12,260 12,873 14,603 15,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 2,995 3,144 7,294 6,[PHONE REDACTED] - Land & Light Assess Distr 13,341 13,984 19,548 19,[PHONE REDACTED] - Measure J Storm Drain 4,268 4,461 4,902 5,527 Account 51220 Totals: 37,469 39,293 50,396 51,122 Account: 51230 - Insurance & Benefits 101-3030 - General Fund 16,961 20,913 12,584 14,[PHONE REDACTED] - Gas Tax Fund 44,842 44,706 48,382 56,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 9,760 10,959 22,870 28,[PHONE REDACTED] - Land & Light Assess Distr 48,726 49,045 62,596 75,[PHONE REDACTED] - Measure J Storm Drain 13,557 15,239 17,607 20,345 Account 51230 Totals: 133,846 140,863 164,039 196,514 Account: 51240 - Workers Compensation 101-3030 - General Fund 546 (2,204) 2,565 2,[PHONE REDACTED] - Gas Tax Fund 5,758 8,070 13,227 8,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 2,386 3,250 7,618 3,[PHONE REDACTED] - Land & Light Assess Distr 6,135 9,309 15,748 13,[PHONE REDACTED] - Measure J Storm Drain 1,557 2,313 3,598 3,090 Account 51240 Totals: 16,381 20,739 42,756 30,839 Account: 51990 - Salary Savings 101-3030 - General Fund (3,058) (214) 201-3030 - Gas Tax Fund (1,278) 202-3030 - Nat'l Pollut Dis Elim Sys (312) 203-3030 - Land & Light Assess Distr (1,389) 205-3030 - Measure J Storm Drain (443) Account 51990 Totals: (6,480) (214) Account: 52190 - Miscellaneous Prof Svcs 203-3030 - Land & Light Assess Distr 1,852 18,000 Account: 52230 - Other Technical Services 101-3030 - General Fund 11,905 8,257 1,800 8,[PHONE REDACTED] - Land & Light Assess Distr 1,150 1,300 2,000 2,000 Account 52230 Totals: 13,055 9,557 3,800 10,000 Account: 52240 - Miscellaneous Services 101-3030 - General Fund 7,192 8,772 8,000 8,000 Account: 53110 - Utilities 101-3030 - General Fund 138,413 147,120 153,000 153,[PHONE REDACTED] - Land & Light Assess Distr 33,373 175,102 36,000 36,000 Account 53110 Totals: 171,786 322,222 189,000 189,000 Account: 53120 - Utilities-Street Light 201-3030 - Gas Tax Fund 3,240 3,225 3,[PHONE REDACTED] - Land & Light Assess Distr 213,661 229,842 215,000 220,000 Account 53120 Totals: 216,901 233,067 215,000 223,300 Account: 53130 - Utilities-Sign/Signal 101-3030 - General Fund 3,[PHONE REDACTED] - Gas Tax Fund 15,399 15,144 14,000 16,000 ---PAGE BREAK--- 150 Account 53130 Totals: 18,949 15,144 14,000 16,000 Account: 53210 - Infrastructure Maint Svc 101-3030 - General Fund 43 201-3030 - Gas Tax Fund 21,046 25,816 30,000 30,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 115,113 111,925 100,000 100,[PHONE REDACTED] - Land & Light Assess Distr 3,984 14,599 15,000 17,[PHONE REDACTED] - Measure J Storm Drain 21,592 29,940 15,000 15,000 Account 53210 Totals: 161,779 182,279 160,000 162,000 Account: 53220 - Sign & Signal Maint Svc 201-3030 - Gas Tax Fund 30,485 63,971 26,000 31,000 Account: 53230 - Building Maint Services 101-3030 - General Fund 13,339 29,167 25,000 25,[PHONE REDACTED] - Land & Light Assess Distr 24,612 30,711 20,000 25,000 Account 53230 Totals: 37,950 59,878 45,000 50,000 Account: 53240 - Landscape/Park Maint Svcs 101-3030 - General Fund 160 1,[PHONE REDACTED] - Land & Light Assess Distr 341,765 234,960 270,000 270,000 Account 53240 Totals: 341,925 236,841 270,000 270,000 Account: 53250 - Vehicle & Equip Maint Svc 101-3030 - General Fund 25,717 14,442 15,000 15,[PHONE REDACTED] - Land & Light Assess Distr 571 10,033 Account 53250 Totals: 26,287 24,476 15,000 15,000 Account: 53260 - Janitorial Services 101-3030 - General Fund 48,682 52,923 45,000 45,000 Account: 53290 - Miscellaneous R&M Svcs 101-3030 - General Fund 9,488 3,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 8,089 8,089 8,100 8,100 Account 53290 Totals: 8,089 17,577 8,100 11,100 Account: 53320 - Vehicle & Equipment Lease 101-3030 - General Fund 10,166 (3,122) 1,000 1,000 Account: 53910 - Solid Waste Services 101-3030 - General Fund [PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 44,501 41,658 45,000 40,000 Account 53910 Totals: 45,128 41,658 45,000 40,000 Account: 53990 - Other Property Services 101-3030 - General Fund 6,918 10,272 7,100 13,300 Account: 54210 - Telephone Expenses 101-3030 - General Fund 9,732 11,200 10,200 10,[PHONE REDACTED] - Land & Light Assess Distr 234 702 Account 54210 Totals: 9,966 11,902 10,200 10,000 Account: 54220 - Mobile/Wireless Expenses 101-3030 - General Fund 21,650 5,215 15,000 14,[PHONE REDACTED] - Gas Tax Fund 3,[PHONE REDACTED] - Land & Light Assess Distr 11,189 Account 54220 Totals: 21,650 19,585 15,000 14,000 Account: 54310 - Legal Notices & Advertise 203-3030 - Land & Light Assess Distr [PHONE REDACTED] - Measure J Storm Drain 134 Account 54310 Totals: 329 Account: 54410 - Printing & Binding 101-3030 - General Fund [PHONE REDACTED] - Land & Light Assess Distr 249 Account 54410 Totals: 712 Account: 54610 - Travel & Training 101-3030 - General Fund 1,204 1,052 1,500 3,500 ---PAGE BREAK--- 151 Account: 54910 - Dues & Subscriptions 101-3030 - General Fund 369 500 500 Account: 54920 - Events & Field Trips 101-3030 - General Fund 8 Account: 54990 - Other Administrative Svcs 202-3030 - Nat'l Pollut Dis Elim Sys 713 Account: 55110 - General Office Supplies 101-3030 - General Fund 2,252 1,993 2,000 2,000 Account: 55120 - Postage & Delivery 101-3030 - General Fund 304 189 200 200 Account: 55130 - Photocopying Charges 101-3030 - General Fund 1,047 639 800 800 Account: 55210 - Fuel 101-3030 - General Fund 13,899 15,453 14,000 15,000 Account: 55220 - Safety Supplies 101-3030 - General Fund 3,387 3,829 3,500 3,500 Account: 55250 - Vehicle & Equip Supplies 101-3030 - General Fund 5,582 2,988 1,600 2,000 Account: 55290 - Other Operating Supplies 101-3030 - General Fund 536 998 1,000 1,[PHONE REDACTED] - Land & Light Assess Distr 16 322 Account 55290 Totals: 552 1,320 1,000 1,500 Account: 55510 - Infrastructure Supplies 101-3030 - General Fund 51 201-3030 - Gas Tax Fund 19,469 27,803 30,000 30,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 1,708 1,103 5,000 5,[PHONE REDACTED] - Land & Light Assess Distr 12 205-3030 - Measure J Storm Drain 433 2,171 10,000 10,000 Account 55510 Totals: 21,611 31,139 45,000 45,000 Account: 55520 - Building Supplies 101-3030 - General Fund 11,314 13,728 10,000 10,[PHONE REDACTED] - Land & Light Assess Distr 42 2,000 2,500 Account 55520 Totals: 11,356 13,728 12,000 12,500 Account: 55530 - Landscape & Park Supplies 101-3030 - General Fund 519 1,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys [PHONE REDACTED] - Land & Light Assess Distr 39,827 43,028 45,000 45,[PHONE REDACTED] - Grants 64,771 27,251 Account 55530 Totals: 105,504 72,191 45,000 45,000 Account: 56210 - Buildings & Structures 101-3030 - General Fund 1,698 Account: 56410 - Office Equipment <10K 101-3030 - General Fund 1,631 1,656 1,000 1,000 Account: 56710 - Other Equipment <10K 101-3030 - General Fund 2,000 2,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 5,956 Account 56710 Totals: 5,956 2,000 2,000 Account: 56720 - Other Equipment >10K 221-3030 - Grants 81,000 Account: 56910 - Depreciation Expense 601-3030 - Vehicle/Equip Replacement 402,773 412,816 Account: 58220 - Licenses & Permits 101-3030 - General Fund 136 550 Account: 59990 101 - Operating Xfer Out-GEN 201-3030 - Gas Tax Fund 97,656 99,609 102,597 105,[PHONE REDACTED] - Nat'l Pollut Dis Elim Sys 98,548 100,519 103,535 106,641 ---PAGE BREAK--- [PHONE REDACTED] - Land & Light Assess Distr 131,764 134,399 138,431 142,584 Account 59990 101 Totals: 327,968 334,527 344,563 354,900 Expenditure Grand Totals: $2,899,048 $3,061,054 $2,746,599 $2,718,989 ---PAGE BREAK--- 153 SECTION 8: RECREATION DEPARTMENT The Recreation Department is committed to meeting the needs and interests of residents of El Cerrito and neighboring communities. The Department’s mission is to provide safe, friendly, reliable services that will enhance the quality of life through diverse programs. The Department values and encourages citizen input and strives to deliver activities and services of the highest quality. DEPARTMENT OVERVIEW The Recreation Department manages a full range of recreational special activities, and events for youth, adults and seniors. Staff works to ensure quality customer service in the delivery of our programs and services. The Department:  Provides childcare, after school programming, enrichment classes, sports and summer camps for over 3,600 children per year  Schedules activities and rentals of buildings, picnic areas, sports fields, tennis courts and the Swim Center  Provides social services for seniors by providing, Meals on Wheels, lunch program, Easy Ride, respite programs, and a variety of recreational activities  Works with community groups to ensure that a well-rounded aquatic program is implemented meeting the needs of the community.  Provides support to the Committee on Aging, Parks and Recreation Commission and various other city organizations, departments and committees  Works with employees to develop their talents and encourage future leadership Organizational Structure To accomplish its goals, the Recreation Department is divided into one administrative division and four program divisions: Administrative Division This division is responsible for ensuring that all aspects of the Recreation Department operate well; provide overall management of activities, long and short range planning, and personnel and budget administration; coordinate with other agencies; support advisory commissions and committees; manage grants and work with other City departments and outside agencies/organizations. Youth Services, Childcare/Day Camp Division The Division coordinates the delivery of youth classes and sports, preschool, childcare and day camp programs. State Licensing is necessary in the delivery of these programs. The Division works in close communication with the West Contra Costa Unified School District, advisory groups, and residents. ---PAGE BREAK--- 154 Aquatic Division The Division provides a variety of aquatic programs. The Division works towards maximizing the number of users by managing the operation of the Swim Center Complex that includes the use of the Splash Park and its programs; providing support and direction for special activities; and developing partnerships with community organizations, advisory groups, citizen organizations, and schools. The Division is responsible for coordinating the overall maintenance of the Swim Center complex. Senior Services Division The Division improves the quality of life of older adults by providing programs and services for all seniors. The Division includes education and socialization program opportunities that contribute to enriching life for older adults. This division also oversees custodial maintenance for the entire Recreation Department and City Hall and at times provides support to other city departments as it relates to facility and custodial maintenance. Adult / Community Services Division The Division provides quality social, physical and educational opportunities for personal enrichment through recreation programs, leisure activities, and special events. The Division is also responsible for facility and park rentals for the Recreation Department. Chart 8-1 reflects the Department’s organizational structure. The chart does not include all part-time or part-time PERS positions. Chart 8-1 Recreation Department Organization Chart Recreation Director Program Supervisor II Adult/ Community Services Community Svcs Coordinator Custodial Team Leader (0.1) Custodial Worker Custodial Worker PPT Youth/Childcare Program Supervisor Assistant Supervisor Community Svcs Coordinator (4.75) Admin Clerk Specialist Program Registrar Teachers (3.0) Custodial Team Leader (0.2) Custodial Worker (0.8) Various PT PERS Rec Eligible Positions (11.0) Aquatics Program Supervisor Assistant Supervisor Program Registrar (0.8) Custodial Team Leader (0.1) Custodial Worker (0.4) PT PERS Senior Lifeguard (1.0) Senior Servivces Program Supervisor Community Svcs Coordinator (0.16) Admin Clerk Specialist Custodial Team Leader (0.1) Custodial Worker (0.4) PT OH Asst PERS ELigible (2.0) Management Assistant ---PAGE BREAK--- 155 Position Listing Table 8-1 depicts the Recreation Department’s overall staffing patterns over four years. Table 8-1 Recreation Position Listing FY 09-10 FY 10-11 FY11-12 FY11-12 Recreation Director 1.00 1.00 1.00 1.00 Program Supervisor II 1.00 1.00 1.00 1.00 Program Supervisor 3.00 3.00 3.00 3.00 Assistant Supervisor 2.00 2.00 2.00 2.00 Management Assistant 1.00 1.00 1.00 1.00 Admin Clerk Specialist 2.00 2.00 2.00 2.00 Admin Clerk 0.00 0.00 0.00 0.00 Comm. Svcs. Coordinator 6.00 6.00 6.00 6.00 Program Registrar 1.00 1.00 1.00 1.00 Registrar PPT 0.00 0.00 0.00 0.00 Teacher/Registrar 0.00 0.00 0.00 0.00 Teacher PPT 0.00 0.00 0.00 0.00 Teacher 3.00 3.00 3.00 3.00 Custodial PPT 0.50 0.50 0.50 0.50 Maint Leadworker (custodial) 0.50 0.50 0.50 0.50 PT with PERS, Sr Guard & Open House Asst. 14.00 14.00 14.00 14.00 Custodial Worker 3.00 3.00 3.00 3.00 Total 38.00 38.00 38.00 38.00 Recreation Department Partnership with WCCUSD Beginning in FY 2007-08, the West Contra Costa Unified School District (WCCUSD) received 21st Century Grants through state and federal governments for several schools within the City of El Cerrito. WCCUSD has contracted with the City through its Recreation Department to administer this grant funding as well as its After School Education and Safety Program (ASES) grant funding to provide afterschool programming for students. In FY 2012-13, Recreation Department staff will continue to partner with WCCUSD to provide academic enrichment opportunities during non-school hours for children attending Fairmont, Harding and Portola Schools. The implementation of this program helps students meet state and local standards in core academic subjects such as reading and math. The afterschool program offers students a broad array of enrichment activities that complement the students’ school day. Table 8-2 WCCUSD Funding (ASES & 21st Century After School Grant Programs) 2007-08 2008-09 2009-10 2010-11 2011-12 Castro (21st Century) $85,000 $78,400 (school closed) (school closed) (school closed) Fairmont (ASES) $100,000 $78,400 89,000 $90,000 $90,000 Harding (21st Century) $73,400 $78,400 $78,400 $81,000 $90,000 Portola (ASES) $115,359 $107,000 $107,000 $108,000 $110,000 Total $373,759 $342,200 $274,400 $279,000 $290,000 ADMINISTRATION The Administrative Division is responsible for ensuring that all aspects of the Recreation Department are operating well; providing overall management of activities, long- and short-range planning, personnel and budget administration; coordinating with other agencies; supporting advisory commissions and committees; managing grants; and working with other departments relating to capital projects and Citywide programs and ---PAGE BREAK--- 156 services. Recreation Administration staff coordinates and directs all functions and is responsible for the allocation of resources within the Department. The Administrative Division is also responsible for coordinating the Department’s budget process, financial reporting, and contracting of services. The Division assists with monitoring the budget throughout the year, providing reports, and directing the Department as necessary. The Administrative Division oversees the allocation of scholarships for families who are financially in need. Qualifying families are encouraged to apply for funding, in order to participate in Department programs. In addition, the Administrative Division coordinates and produces the City’s semi-annual Recreation brochure. The Division provides office support for each of the Department’s programs and provides support to the Park and Recreation Commission. FY 2011-12 ACCOMPLISHMENTS Implemented new Recreation software program, “Rec Trac”, and trained staff and public in its use Ensured smooth transition when long time department head retired Received Parent’s Press “Best Of” Award in Contra Costa County for El Cerrito’s Fourth of July Festival FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Continue to work with staff in providing sound fiscal management throughout the Divisions  Fiscal Responsibility Provide high quality services by incorporating a culture of quality customer service  Responsive Government Evaluate and address under-performing recreational programs on an on-going basis and make adjustments as necessary  Fiscal Responsibility FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to work with contract instructors and vendors to ensure compliance with Finance procedures and prompt payment  Fiscal Responsibility  Responsive Government Continue to work with the Administrative Services Department to ensure compliance with all rules, regulations, and laws  Fiscal Responsibility  Responsive Government ---PAGE BREAK--- 157 Continue to collaborate with other recreation departments in the area to identify and implement mutually beneficial relationships, programs, and services  Fiscal Responsibility  Responsive Government  Community Engagement & Partnership Continue to expand the Department’s usage of advanced features in the new software package to provide more efficient services to the public  Fiscal Responsibility  Responsive Government Continue to monitor in-person and online registration and reservations for all Recreation programs  Fiscal Responsibility RECREATION ADMINISTRATION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 45430 - Federal Grant-Capital 221-5010 - Grants 15,000 Account: 45460 - Local Agency Grants 101-5010 - General Fund 10,000 5,000 10,000 10,000 Account: 46520 - Program Fees 101-5010 - General Fund 57,083 53,562 56,180 61,200 Account: 46541 - Field Maintenance Fees 101-5010 - General Fund 16,864 10,315 35,000 12,240 Account: 46542 - Restroom Key Fees 101-5010 - General Fund 4,325 3,981 3,445 4,590 Account: 46543 - Tennis Permit Fees 101-5010 - General Fund 1,393 1,487 1,400 4,080 Revenue Totals 89,665 74,346 121,025 92,110 Expenditures Account: 51110 - Regular Salaries & Wages 101-5010 - General Fund 279,708 326,085 294,812 164,379 Account: 51120 - Part-Time Salaries & Wage 101-5010 - General Fund 10,990 18,075 29,726 28,892 Account: 51140 - Overtime Pay 101-5010 - General Fund 199 2,040 2,040 Account: 51150 - Special Pay 101-5010 - General Fund 1,000 1,000 1,000 1,000 Account: 51200 - PARS Contribution 101-5010 - General Fund 4 386 376 Account: 51210 - PERS Contributions 101-5010 - General Fund 68,120 68,582 81,913 42,923 Account: 51220 - FICA/Medicare 101-5010 - General Fund 19,278 20,606 19,979 11,985 Account: 51230 - Insurance & Benefits 101-5010 - General Fund 43,242 49,819 51,209 30,496 Account: 51240 - Workers Compensation Account 51240 Totals: 3,888 5,126 9,995 5,600 Account: 51990 - Salary Savings ---PAGE BREAK--- [PHONE REDACTED] - General Fund (4,262) (162) (230,438) Account: 52110 - Collect & Admin Services 101-5010 - General Fund 8,999 4,000 9,000 4,000 Account: 52190 - Miscellaneous Prof Svcs 101-5010 - General Fund 5,869 6,988 9,750 15,000 Account: 52230 - Other Technical Services 101-5010 - General Fund 3,000 1,000 Account: 52240 - Miscellaneous Services 101-5010 - General Fund 553 600 2,000 Account: 53110 - Utilities 101-5010 - General Fund 65,212 65,000 60,000 Account: 53230 - Building Maint Services 101-5010 - General Fund 17,621 20,381 17,000 20,000 Account: 53240 - Landscape/Park Maint Svcs 101-5010 - General Fund 500 500 Account: 53250 - Vehicle & Equip Maint Svc 101-5010 - General Fund 5,921 2,928 6,000 9,000 Account: 53260 - Janitorial Services 101-5010 - General Fund 340 1,500 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5010 - General Fund 693 679 500 500 Account: 53990 - Other Property Services 101-5010 - General Fund 8,752 9,074 9,000 10,000 Account: 54210 - Telephone Expenses 101-5010 - General Fund 13,975 14,117 14,000 14,000 Account: 54220 - Mobile/Wireless Expenses 101-5010 - General Fund 2,131 2,032 2,000 4,000 Account: 54310 - Legal Notices & Advertise 101-5010 - General Fund 702 800 800 Account: 54410 - Printing & Binding 101-5010 - General Fund 25,285 29,081 28,000 23,000 Account: 54610 - Travel & Training 101-5010 - General Fund 70 435 500 500 Account: 54910 - Dues & Subscriptions 101-5010 - General Fund 628 269 800 800 Account: 54920 - Events & Field Trips 101-5010 - General Fund 92,857 64,658 95,000 85,000 Account: 54990 - Other Administrative Svcs 101-5010 - General Fund 8,619 6,424 9,000 6,000 Account: 55110 - General Office Supplies 101-5010 - General Fund 11,661 4,484 10,000 6,000 Account: 55120 - Postage & Delivery 101-5010 - General Fund 13,177 17,163 15,000 17,000 Account: 55130 - Photocopying Charges 101-5010 - General Fund 3,114 1,695 3,000 2,000 Account: 55210 - Fuel 101-5010 - General Fund 1,826 2,090 2,000 2,000 Account: 55230 - Medical Supplies 101-5010 - General Fund 850 947 1,000 1,000 Account: 55290 - Other Operating Supplies 101-5010 - General Fund 8,792 9,566 4,500 4,500 Account: 55520 - Building Supplies 101-5010 - General Fund 1,545 3,612 2,000 4,000 Account: 56410 - Office Equipment <10K 101-5010 - General Fund 6,196 2,212 7,000 2,500 Account: 56710 - Other Equipment <10K 101-5010 - General Fund 5,000 2,500 Account: 56720 - Other Equipment >10K ---PAGE BREAK--- [PHONE REDACTED] - Grants 15,000 Account: 58250 - Cash Over/Short 101-5010 - General Fund (184) (410) Account: 58920 - Misc Finance Expense 101-5010 - General Fund 44,402 38,394 36,000 36,000 Account: 59990 301 - Operating Xfer Out-CIP 101-5010 - General Fund 22,600 22,600 Expenditure Grand Totals: 770,517 731,205 655,672 644,891 ---PAGE BREAK--- 160 ADULT/COMMUNITY PROGRAMS DIVISION The Adult/Community Division provides quality facilities and programs to the community offering social, physical and educational opportunities for personal enrichment through recreation and leisure activities. The program provides for: management and delivery of a diverse list of adult classes through the use of independent contractors; administration of adult athletic programs; continued development of partnerships and community organizations, advisory groups, and citizens; volunteer opportunities for individuals and organizations; and rentals of a variety of City facilities. FY 2011-12 ACCOMPLISHMENTS Successfully implemented agreement with WCCUSD for Portola Middle School’s use of City facilities while their students are housed at a temporary campus during its reconstruction Supported and directed special events including the July 4th Celebration, Annual Egg Hunt, Golf Tournament, Halloween Haunted House and Carnival, and Cinema in The Park Assisted other departments in the delivery of additional special events and activities FY 2012-12 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Develop adult recreation programs that are responsive to the community needs and desire through the use of independent contractors  Responsive Government  Community Engagement & Partnership Continue to improve relationships with community organizations that reserve facilities on an annual basis  Responsive Government  Community Engagement and Partnership Re-establish Adult Sports Programs such as softball, basketball, and volleyball  Responsive Government  Community Engagement & Partnership FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to support and direct special events and assist other departments with additional special events and activities  Community Engagement & Partnership Continue to refine, improve, and evaluate policies and procedures for management of facility rentals  Fiscal Responsibility  Responsive Government ---PAGE BREAK--- 161 Service Indicators Workload statistic achievements are based on services provided to patrons as shown in Charts 8-3 to 8-4. Chart 8-3 Adult/Community Services Enrollments and Passes, Calendar Year Chart 8-4 Facility Permits, Calendar Year $1 Scholarship Donations Youth Class Drop-In Santa Letters Class Pass Class Pass Renewal 2007 112 117 55 [PHONE REDACTED] 35 51 49 88 98 2009 87 41 58 85 92 2010 129 39 62 [PHONE REDACTED] 152 72 52 63 79 0 20 40 60 80 100 120 140 160 180 0 100 200 300 400 500 [PHONE REDACTED] 183 128 84 307 30 462 25 69 2008 147 146 96 303 40 589 39 101 2009 159 109 86 287 21 543 85 170 2010 136 95 89 293 9 575 28 169 2011 143 56 107 251 8 637 21 232 Room Clubhouse Main Hall Picnic Senior Center Tennis Court Co-Sponsored Internal Citywide Reservations ---PAGE BREAK--- 162 ADULT/ COMMUNITY PROGRAMS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 44221 - Rentals-Comm Center 101-5050 - General Fund $46,783 $47,763 $50,000 $51,000 Account: 44222 - Rentals-Field Reserv 101-5050 - General Fund 35,867 64,327 60,000 66,300 Account: 44223 - Rentals-Clubhouse 101-5050 - General Fund 20,184 22,724 25,000 25,500 Account: 44224 - Rentals-Picnic 101-5050 - General Fund 15,980 14,321 16,000 16,320 Account: 44226 - Rentals-Tennis Crt 101-5050 - General Fund 18,550 21,886 20,000 25,500 Account: 46530 - Training/Class Fees 101-5050 - General Fund (35) Account: 46531 - General Activities 101-5050 - General Fund 62,151 85,613 70,000 112,200 Account: 46533 - Special Programs 101-5050 - General Fund 1,100 151 1,100 1,122 Account: 46534 - Sports Programs 101-5050 - General Fund 3,060 Account: 46540 - Miscellaneous Program Fee 101-5050 - General Fund 10 Revenue Totals $200,624 $256,751 $242,100 $301,002 Expenditures Account: 51110 - Regular Salaries & Wages 101-5050 - General Fund $55,558 $54,634 $84,314 $83,[PHONE REDACTED] - Land & Light Assess Distr 36,639 36,683 37,407 36,674 Account 51110 Totals: 92,197 91,317 121,721 120,537 Account: 51120 - Part-Time Salaries & Wage 101-5050 - General Fund 26,845 33,469 20,910 33,[PHONE REDACTED] - Land & Light Assess Distr 12,870 4,541 Account 51120 Totals: 39,715 38,011 20,910 33,339 Account: 51140 - Overtime Pay 101-5050 - General Fund 165 609 1,020 1,020 Account: 51142 - StraightOT 101-5050 - General Fund 24 Account: 51150 - Special Pay 203-5050 - Land & Light Assess Distr 1,000 1,000 1,000 1,000 Account: 51200 - PARS Contribution 101-5050 - General Fund 273 [PHONE REDACTED] - Land & Light Assess Distr 151 Account 51200 Totals: 425 448 Account: 51210 - PERS Contributions 101-5050 - General Fund 14,028 16,301 28,900 33,[PHONE REDACTED] - Land & Light Assess Distr 9,252 9,314 10,549 10,747 Account 51210 Totals: 23,280 25,615 39,449 44,231 Account: 51220 - FICA/Medicare 101-5050 - General Fund 4,820 5,075 8,128 9,[PHONE REDACTED] - Land & Light Assess Distr 3,476 3,538 2,938 2,882 Account 51220 Totals: 8,296 8,613 11,066 11,926 Account: 51230 - Insurance & Benefits 101-5050 - General Fund 16,468 20,196 28,196 31,757 ---PAGE BREAK--- [PHONE REDACTED] - Land & Light Assess Distr 12,957 14,356 15,643 16,908 Account 51230 Totals: 29,425 34,552 43,839 48,665 Account: 51240 - Workers Compensation 101-5050 - General Fund 2,060 5,431 4,165 4,[PHONE REDACTED] - Land & Light Assess Distr 1,296 1,709 3,332 2,800 Account 51240 Totals: 3,357 7,140 7,497 7,700 Account: 51990 - Salary Savings 101-5050 - General Fund (1,733) (122) (42,445) 203-5050 - Land & Light Assess Distr (474) Account 51990 Totals: (2,207) (122) (42,445) Account: 52250 - Instructor Services 101-5050 - General Fund 40,545 58,010 43,000 70,000 Account: 53230 - Building Maint Services 101-5050 - General Fund 713 950 4,000 4,000 Account: 53250 - Vehicle & Equip Maint Svc 101-5050 - General Fund 96 200 200 Account: 54210 - Telephone Expenses 101-5050 - General Fund 3,567 5,069 3,600 4,000 Account: 54220 - Mobile/Wireless Expenses 101-5050 - General Fund 354 665 550 1,000 Account: 54920 - Events & Field Trips 101-5050 - General Fund 2,822 854 2,500 2,000 Account: 55110 - General Office Supplies 101-5050 - General Fund 1,272 1,500 500 Account: 55120 - Postage & Delivery 101-5050 - General Fund 276 Account: 55130 - Photocopying Charges 101-5050 - General Fund 2,836 1,613 3,000 2,000 Account: 55250 - Vehicle & Equip Supplies 101-5050 - General Fund 2,000 1,000 Account: 55290 - Other Operating Supplies 101-5050 - General Fund 1,893 4,104 3,000 3,000 Account: 55520 - Building Supplies 101-5050 - General Fund 2,679 266 5,000 4,000 Account: 55590 - Other Maintenance Supply 101-5050 - General Fund 1,000 Account: 56410 - Office Equipment <10K 101-5050 - General Fund 107 Account: 56710 - Other Equipment <10K 101-5050 - General Fund 5,000 5,000 Expenditure Grand Totals: $252,560 $278,991 $278,407 $365,118 ---PAGE BREAK--- 164 YOUTH SERVICES/CHILDCARE DIVISION The Youth Services/Childcare Division administers, coordinates, delivers and evaluates youth recreation classes, enrichment classes, childcare and afterschool programs, preschool, day camp, youth sports, and residential camp programs. The Division provides a full range of recreational opportunities, before, during and afterschool as well as summer programs for youth by delivering a diverse range of fee classes and camps (some delivered through the use of independent contractors). The Division is responsible for oversight of the partnership with the West Contra Costa Unified School District in the delivery of afterschool programs at Harding, Fairmont and Portola Schools utilizing 21st Century Grant Funds as well as Proposition 49 – Afterschool Education and Safety Program (ASES). This division also works with community organizations, advisory groups, and residents to provide volunteer opportunities for individuals and organizations. FY 2011-12 ACCOMPLISHMENTS Expanded after school enrichment programs at all elementary schools Expanded band program to each elementary school in El Cerrito Maintained full and close to full programming at all of our childcare and afterschool programs throughout the year Increased partnerships with community organizations at all school programs Offered new enrichment and summer camp opportunities FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Attempt to restart Youth Basketball League, possibly by partnering with other organizations with access to gym space  Responsive Government  Community Engagement and Partnership Develop innovative and creative ways to meet service demands in a cost effective manner  Fiscal Responsibility  Responsive Government Provide safe and nurturing environments in which children can grow  Responsive Government  Public Safety Provide programs and services that are easily usable, convenient and varied  Responsive Government ---PAGE BREAK--- 165 FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to train staff in grant and programming requirements as required by the district for 21st Century and ASES funds  Responsive Government  Community Engagement and Partnership Continue to be visionary in developing winter, spring and summer day camp programs  Fiscal responsibility  Responsive Government Increase variety of programming in after school programs  Responsive Government Workload Statistics Key workload assumptions for FY 2011-12 are based on prior years’ experiences, which generally remain constant. These statistics are illustrated in Table 8-3 and 8-4 and Charts 8-5 to 8-6. Table 8-3 Childcare Facility Participation Site Enrollment Casa Cerrito AM Preschool 21 Casa Cerrito PM Preschool 17 Community Center Teeter Tots 24 Pee Wee Play Time 9 Fairmont PM Kind. Only 2 Fairmont PM 120 Harding AM 11 Harding PM Kind. Only 6 Harding PM 116 Madera AM 13 Madera AM Kind. 13 Madera PM Kind. Only 6 Madera PM 110 Madera PM Extended 25 Portola After School 90 Table 8-4 Camps Program Enrollments Summer Camp Types Enrollments Art Camps 592 Camp Classics 1960 Camp Ravencliff 100 Science Camps 221 Sports Camps 1189 Teen Leadership 167 Total 4129 ---PAGE BREAK--- 166 Chart 8-5 Youth Services Enrollments * Harding, Madera, Fairmont After School Enrichment Programs Chart 8-6 Youth Services Point of Sale and Passes 0 20 40 60 80 100 120 140 [PHONE REDACTED] 112 117 55 [PHONE REDACTED] 35 51 49 88 98 2009 87 41 58 85 92 2010 129 39 62 [PHONE REDACTED] 152 72 52 63 79 $1 Scholarship Donations Youth Class Drop-In Santa Letters Class Pass Class Pass Renewal 100 200 300 400 500 600 700 [PHONE REDACTED] 304 267 [PHONE REDACTED] 141 148 637 275 59 2009 83 64 775 [PHONE REDACTED] 159 78 808 506 59 2011 271 0 849 604 106 Youth Classes Youth Sports HASEP* MASEP** FASEP*** ---PAGE BREAK--- 167 YOUTH SERVICES BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 46520 1 - Mosaic Program 101-5060 - General Fund $28,856 $14,379 $32,000 $30,600 Account: 46520 2 - Ravencliff 101-5060 - General Fund 38,009 34,569 45,000 45,900 Account: 46531 - General Activities 101-5060 - General Fund 92,364 116,351 115,000 142,800 Account: 46532 - Excursions/Trips 101-5060 - General Fund 1,236 384 1,000 Account: 46533 - Special Programs 101-5060 - General Fund 47,500 77,751 75,000 86,700 Account: 46534 - Sports Programs 101-5060 - General Fund 141,598 152,976 150,000 173,400 Account: 46540 - Miscellaneous Program Fee 101-5060 - General Fund 113,990 114,772 115,000 122,400 Account: 48120 - Contributions & Donations 101-5060 - General Fund 12,497 7,040 15,000 15,000 Revenue Totals $476,050 $518,223 $547,000 $617,800 Expenditures Account: 51110 - Regular Salaries & Wages 101-5060 - General Fund $97,892 $104,252 $129,436 $140,625 Account: 51120 - Part-Time Salaries & Wage 101-5060 - General Fund 84,807 98,024 95,000 74,578 Account: 51140 - Overtime Pay 101-5060 - General Fund 212 2,040 2,040 Account: 51142 - StraightOT 101-5060 - General Fund 127 Account: 51150 - Special Pay 101-5060 - General Fund 1,600 1,600 1,600 1,600 Account: 51200 - PARS Contribution 101-5060 - General Fund 675 334 912 485 Account: 51210 - PERS Contributions 101-5060 - General Fund 29,405 32,027 42,862 51,323 Account: 51220 - FICA/Medicare 101-5060 - General Fund 10,377 12,277 13,361 14,716 Account: 51230 - Insurance & Benefits 101-5060 - General Fund 23,316 26,966 38,985 48,963 Account: 51240 - Workers Compensation 101-5060 - General Fund 2,527 4,357 8,162 8,261 Account: 51990 - Salary Savings 101-5060 - General Fund (2,229) (30) (21,223) Account: 52110 - Collect & Admin Services 101-5060 - General Fund 2,100 2,000 Account: 52190 - Miscellaneous Prof Svcs 101-5060 - General Fund 3,125 348 3,000 1,000 Account: 52250 - Instructor Services 101-5060 - General Fund 117,796 199,828 140,000 200,000 Account: 53230 - Building Maint Services 101-5060 - General Fund 76 1,357 Account: 53250 - Vehicle & Equip Maint Svc 101-5060 - General Fund 1,710 341 2,000 2,500 Account: 53290 - Miscellaneous R&M Svcs 101-5060 - General Fund 520 520 Account: 53310 - Land & Building Lease 101-5060 - General Fund 990 ---PAGE BREAK--- 168 Account: 54210 - Telephone Expenses 101-5060 - General Fund 1,936 3,526 2,600 2,600 Account: 54220 - Mobile/Wireless Expenses 101-5060 - General Fund 960 960 1,000 1,000 Account: 54310 - Legal Notices & Advertise 101-5060 - General Fund 308 500 Account: 54410 - Printing & Binding 101-5060 - General Fund 1,500 1,500 500 Account: 54610 - Travel & Training 101-5060 - General Fund 1,500 1,000 Account: 54910 - Dues & Subscriptions 101-5060 - General Fund 500 500 Account: 54920 - Events & Field Trips 101-5060 - General Fund 10,459 14,918 16,000 16,000 Account: 55110 - General Office Supplies 101-5060 - General Fund 967 1,500 500 Account: 55120 - Postage & Delivery 101-5060 - General Fund 79 165 1,000 1,000 Account: 55130 - Photocopying Charges 101-5060 - General Fund 2,836 1,613 2,000 2,000 Account: 55210 - Fuel 101-5060 - General Fund 2,131 2,415 2,200 2,200 Account: 55240 - Clothing & Uniform Supply 101-5060 - General Fund 703 1,000 1,000 2,000 Account: 55290 - Other Operating Supplies 101-5060 - General Fund 18,068 24,626 25,500 20,000 Account: 55520 - Building Supplies 101-5060 - General Fund 2,332 266 4,000 2,000 Account: 56710 - Other Equipment <10K 101-5060 - General Fund 1,000 1,000 Expenditure Grand Totals: $416,265 $531,688 $520,455 $598,911 CHILDCARE BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 45460 - Local Agency Grants 101-5020 - General Fund $5,000 Account: 46520 - Program Fees 101-5020 - General Fund 28,567 $21,725 $30,000 $35,700 Account: 46521 1 - Teeter Tots Fees 101-5020 - General Fund 102,412 99,332 106,500 112,200 Account: 46521 2 - Casa Cerrito Preschool 101-5020 - General Fund 197,262 146,248 172,000 193,800 Account: 46521 3 - Harding Childcare 101-5020 - General Fund 244,953 234,894 245,000 255,000 Account: 46521 4 - Castro Childcare 101-5020 - General Fund 2,206 4,498 Account: 46521 5 - Madera Childcare 101-5020 - General Fund 456,417 403,712 465,000 443,700 Account: 46521 6 - Fairmount Childcare 101-5020 - General Fund 201,094 214,799 205,000 234,600 Account: 46521 7 - Harding Child AM 101-5020 - General Fund 57,736 31,035 32,000 35,700 Account: 46521 9 - Fairmount Child AM 101-5020 - General Fund 26,761 27,590 30,000 30,600 Account: 46522 1 - Arlington Daycamp ---PAGE BREAK--- [PHONE REDACTED] - General Fund 42,560 41,222 40,000 45,900 Account: 46522 2 - Daycamp VIP 101-5020 - General Fund 6,305 6,993 9,000 9,180 Account: 46522 3 - Harding Daycamp 101-5020 - General Fund 66,314 50,883 68,000 61,200 Account: 46522 4 - Castro Daycamp 101-5020 - General Fund 43,860 32,608 50,000 51,000 Account: 46522 5 - Enrichment Programs 101-5020 - General Fund (56) (594) Account: 46522 6 - Fairmount Daycamp 101-5020 - General Fund 32,395 40,658 35,000 45,900 Account: 46522 7 - Excursions Daycamp 101-5020 - General Fund 1,285 836 1,500 1,530 Account: 46522 8 - Pee Wee Daycamp 101-5020 - General Fund 18,702 17,895 35,000 Account: 48990 - Other Misc Revenue 101-5020 - General Fund 17 74,556 Revenue Totals $1,533,791 $1,448,890 $1,524,000 $1,556,010 Expenditures Account: 51110 - Regular Salaries & Wages 101-5020 - General Fund $427,174 $402,112 $409,551 $359,209 Account: 51120 - Part-Time Salaries & Wage 101-5020 - General Fund 497,387 466,619 420,000 380,846 Account: 51140 - Overtime Pay 101-5020 - General Fund 1,534 2,396 6,120 6,120 Account: 51142 - StraightOT 101-5020 - General Fund 489 Account: 51150 - Special Pay 101-5020 - General Fund 4,730 5,730 4,200 3,200 Account: 51200 - PARS Contribution 101-5020 - General Fund 4,664 4,805 2,116 2,643 Account: 51210 - PERS Contributions 101-5020 - General Fund 134,755 137,022 185,480 154,919 Account: 51220 - FICA/Medicare 101-5020 - General Fund 47,962 45,630 45,573 41,193 Account: 51230 - Insurance & Benefits 101-5020 - General Fund 122,196 112,035 115,598 109,024 Account: 51240 - Workers Compensation 101-5020 - General Fund 11,663 13,126 29,985 25,202 Account: 51990 - Salary Savings 101-5020 - General Fund (13,262) (238) Account: 52190 - Miscellaneous Prof Svcs 101-5020 - General Fund 168 200 200 Account: 52250 - Instructor Services 101-5020 - General Fund 9,120 194 7,000 4,000 Account: 53110 - Utilities 101-5020 - General Fund 13,274 11,533 11,500 11,500 Account: 53230 - Building Maint Services 101-5020 - General Fund 2,763 1,057 3,000 1,500 Account: 53250 - Vehicle & Equip Maint Svc 101-5020 - General Fund 5,309 4,130 5,000 5,000 Account: 53260 - Janitorial Services 101-5020 - General Fund 10 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5020 - General Fund 500 1,000 Account: 53990 - Other Property Services 101-5020 - General Fund 1,038 549 1,100 1,100 Account: 54210 - Telephone Expenses ---PAGE BREAK--- [PHONE REDACTED] - General Fund (83) 1,463 1,400 1,500 Account: 54220 - Mobile/Wireless Expenses 101-5020 - General Fund 2,193 2,717 2,100 2,800 Account: 54310 - Legal Notices & Advertise 101-5020 - General Fund 208 Account: 54410 - Printing & Binding 101-5020 - General Fund 1,000 415 500 500 Account: 54610 - Travel & Training 101-5020 - General Fund 910 2,000 2,000 Account: 54910 - Dues & Subscriptions 101-5020 - General Fund 640 360 500 500 Account: 54920 - Events & Field Trips 101-5020 - General Fund 11,266 12,958 16,000 15,000 Account: 54990 - Other Administrative Svcs 101-5020 - General Fund 1,000 1,000 Account: 55110 - General Office Supplies 101-5020 - General Fund 2,277 4,126 5,000 3,000 Account: 55120 - Postage & Delivery 101-5020 - General Fund 720 1,030 1,400 1,200 Account: 55130 - Photocopying Charges 101-5020 - General Fund 2,394 1,367 2,500 2,000 Account: 55210 - Fuel 101-5020 - General Fund 1,686 2,190 1,800 2,500 Account: 55290 - Other Operating Supplies 101-5020 - General Fund 37,249 49,474 35,000 35,000 Account: 55520 - Building Supplies 101-5020 - General Fund 2,282 1,829 3,000 2,500 Account: 55590 - Other Maintenance Supply 101-5020 - General Fund 12 1,500 500 Account: 56410 - Office Equipment <10K 101-5020 - General Fund 38 1,000 Account: 56710 - Other Equipment <10K 101-5020 - General Fund 126 2,000 4,000 Expenditure Grand Totals: $1,333,640 $1,286,882 $1,323,622 $1,179,656 AQUATICS DIVISION The Aquatics Division provides residents of El Cerrito with the opportunity to participate in a variety of aquatic programs that include lap swim, water aerobics, masters swim (19 years of age and up), club swim teams (5 to 18 years), swim lessons, pool rentals, water polo, and the use of the Splash Park for recreational water play. The program maximizes the number of patrons by:  Managing the operation of the Swim Center and its programs: lap swim, public swim, day camp, swim teams, water polo, and swim lessons for youth and adults  Providing support and direction for special activities  Continuing to develop partnerships with community organizations, advisory groups, citizen organizations, and WCCUSD schools  Managing the operation of the Splash Park ---PAGE BREAK--- 171 FY 2011-12 ACCOMPLISHMENTS Received Parent’s Press award, “The Best Swimming Pool of Contra Costa County" in July 2011 Utilized Measure A (2000) Fund for capital improvements at the Swim Center for the replacement of lockers in the locker rooms Expanded summer instructional lessons, lap swim, adult swim classes, recreation swim, family swim and splash park times where appropriate Provided increased number of American Red Cross Lifeguard Training and Babysitters Training certification courses Hosted large regional swim meets such as the Redwood Empire Section League (RESL) and the Montclair Pentathlon, with more than 15 teams participating in each meet Supervised pool maintenance contractors and maintained the Swim Center in compliance with all county, state and federal health regulations Responded to the aquatic needs of long-term rental groups including East Bay Masters Water Polo, California Autism Foundation and other organized groups Maintained City’s relationship with WCCUSD by making the Swim Center available for El Cerrito High School physical education and swim team, and by providing lifeguards for Portola Middle School physical education swimming instruction FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Increase participants in our swim programs by advertising to the community through social networking and discount sites such as GROUPON and material distribution.  Responsive Government  Community Engagement and Partnership Recruit and train seasonal aquatic staff (Spring, Summer and Fall).  Responsive Government Evaluate programs and usage of the Swim Center for maximum utilization and revenue.  Fiscal Responsibility Work cooperatively with user groups by maintaining good communication.  Responsive Government  Community Engagement and Partnership Provide well rounded programming that includes the use and rental of the Splash Park.  Fiscal Responsibility  Responsive Government ---PAGE BREAK--- 172 FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Utilize Measure A (2000) Fund for capital improvements at the Swim Center, investing in energy and water saving technologies as well as maintaining a high quality facility as it ages  Fiscal Responsibility  Responsive Government  Environmental Stewardship Foster relationships with aquatic organizations including Bay Area Public Pool Operators Association (BAPPOA), Northern California Aquatic Management Association (NCAMA) and the California Parks and Recreation Society (CPRS) Aquatics Section  Community Engagement & Partnership Continue to expand competitive swimming opportunities for youth and adults  Responsive Government Continue to offer and expand summer instructional lessons, lap swim, adult swim classes, recreational and family swim  Responsive Government Work with the American Red Cross to provide lifeguarding certification, babysitter’s training, first aid and CPR courses.  Responsive Government  Public Safety Provide department wide training in First Aid, CPR and AED  Responsive Government  Public Safety Continue the City’s relationship with the WCCUSD by making the Swim Center available for ECHS physical education classes and swim team, and by providing lifeguards for Portola Middle School physical education swimming instruction  Fiscal Responsibility  Responsive Government Supervise pool maintenance contractors and maintain the Swim Center to comply with all county, state and federal health regulations  Public Safety  Environmental Stewardship Continue to work with long-term rental groups including East Bay Masters Water Polo  Community Engagement and Partnership Continue to promote aquatic programming through the distribution of flyers, programs, and press releases to local newspapers and City Website  Community Engagement and Partnership Continue to perform regular equipment maintenance audits using outside consultants  Public Safety ---PAGE BREAK--- 173 Service Indicators Charts 8-7 to 8-10 depict the Aquatics Division workload statistics for calendar year 2010: Chart 8-7 Swim Center Enrollments and Rentals, Calendar Year Chart 8-8 Swim Center Pass Uses, Calendar Year 0 500 1000 1500 2000 2500 3000 3500 4000 2006 2930 555 139 175 107 28 18 126 2007 2126 519 145 258 123 15 39 122 2008 2696 508 317 363 121 27 31 135 2009 3138 717 349 400 110 33 29 143 2010 3344 946 429 558 105 49 116 87 2011 3159 849 370 475 111 98 41 61 39 Learn to Swim Gators Swim Team Swim Camp Adult Lessons Pool Rentals Lifeguard Training Course Junior Lifeguard Program Swim Club Splash Park Rental r 0 5000 10000 15000 20000 25000 30000 2006 17698 1176 3290 2096 2007 18223 1231 3680 2705 2008 22210 1297 4358 3983 2009 24866 1116 4133 4230 2010 25780 901 4211 5165 2011 25287 1060 4294 4078 Lap Rec H2O Aerobics Masters ---PAGE BREAK--- 174 Chart 8-9 Swim Center Pass Sales & Renewals, Calendar Year Chart 8-10 Swim Center Point of Sale, Calendar Year 0 2000 4000 6000 8000 10000 12000 14000 16000 2006 4411 14369 217 6 2007 5050 14208 239 18 2008 6415 14863 272 96 2009 7270 14126 [PHONE REDACTED] 7443 11970 [PHONE REDACTED] 6823 12349 [PHONE REDACTED] Lap Swim Rec/Family Swim H2O Aerobics Masters Splash Park ---PAGE BREAK--- 175 AQUATICS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 44227 - Rentals-Swim Ctr 101-5030 - General Fund $15,577 $18,684 $25,000 $25,500 Account: 44228 - Rental-Schools 101-5030 - General Fund 15,421 21,168 20,000 20,400 Account: 45460 - Local Agency Grants 101-5030 - General Fund Account: 46520 - Program Fees 101-5030 - General Fund 54,152 60,603 56,000 61,200 Account: 46525 - Recreation Swim 101-5030 - General Fund 53,146 55,090 70,000 71,400 Account: 46526 - Lap Swim 101-5030 - General Fund 163,670 161,606 160,000 178,500 Account: 46526 1 - Water Aerobics 101-5030 - General Fund 25,291 26,198 26,000 30,600 Account: 46527 - Swim Teams 101-5030 - General Fund 72,617 77,286 78,000 81,600 Account: 46527 1 - Swim Team ECHS 101-5030 - General Fund 3,555 3,600 3,672 Account: 46530 - Training/Class Fees 101-5030 - General Fund 6,390 11,130 7,500 10,200 Account: 46537 - Lesson Fees 101-5030 - General Fund 227,767 217,411 250,000 224,400 Account: 46550 - Taxable Sales 101-5030 - General Fund 1,336 1,914 1,500 2,040 Account: 48120 - Contributions & Donations 101-5030 - General Fund 123 65 50 200 Revenue Totals $639,046 $651,154 $697,650 $709,712 Expenditures Account: 51110 - Regular Salaries & Wages 101-5030 - General Fund $132,035 $123,523 $173,738 $110,526 Account: 51120 - Part-Time Salaries & Wage 101-5030 - General Fund 330,568 358,525 292,740 395,998 Account: 51140 - Overtime Pay 101-5030 - General Fund 95 667 1,836 1,836 Account: 51142 - StraightOT 101-5030 - General Fund 785 390 Account: 51150 - Special Pay 101-5030 - General Fund 500 500 500 800 Account: 51200 - PARS Contribution 101-5030 - General Fund 3,523 4,077 2,588 2,379 Account: 51210 - PERS Contributions 101-5030 - General Fund 53,722 43,015 73,929 93,270 Account: 51220 - FICA/Medicare 101-5030 - General Fund 19,754 18,218 24,049 20,394 Account: 51230 - Insurance & Benefits 101-5030 - General Fund 29,816 35,644 61,050 52,712 Account: 51240 - Workers Compensation 101-5030 - General Fund 2,981 3,929 7,663 6,440 Account: 51990 - Salary Savings 101-5030 - General Fund (6,924) (54) (112,355) Account: 52110 - Collect & Admin Services 101-5030 - General Fund Account: 52190 - Miscellaneous Prof Svcs ---PAGE BREAK--- [PHONE REDACTED] - General Fund 33,204 22,184 30,000 20,000 Account: 52250 - Instructor Services 101-5030 - General Fund 1,981 2,500 1,000 Account: 53110 - Utilities 101-5030 - General Fund 55,515 53,000 53,000 Account: 53230 - Building Maint Services 101-5030 - General Fund 11,256 5,238 14,000 10,000 Account: 53240 - Landscape/Park Maint Svcs 101-5030 - General Fund 1,500 1,000 Account: 53250 - Vehicle & Equip Maint Svc 101-5030 - General Fund 1,000 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5030 - General Fund 2,583 9,969 3,700 6,000 Account: 53990 - Other Property Services 101-5030 - General Fund 3,012 3,544 3,500 6,000 Account: 54210 - Telephone Expenses 101-5030 - General Fund 1,691 3,237 2,400 2,400 Account: 54220 - Mobile/Wireless Expenses 101-5030 - General Fund 700 769 700 800 Account: 54310 - Legal Notices & Advertise 101-5030 - General Fund 250 Account: 54610 - Travel & Training 101-5030 - General Fund 6,040 898 6,000 2,000 Account: 54910 - Dues & Subscriptions 101-5030 - General Fund 50 237 Account: 54920 - Events & Field Trips 101-5030 - General Fund 10,408 13,713 14,000 14,000 Account: 55110 - General Office Supplies 101-5030 - General Fund 300 479 1,500 1,500 Account: 55120 - Postage & Delivery 101-5030 - General Fund 379 725 600 600 Account: 55130 - Photocopying Charges 101-5030 - General Fund 2,836 1,613 2,500 2,000 Account: 55140 - Recognition-EE/Volunteer 101-5030 - General Fund 781 363 1,000 1,000 Account: 55210 - Fuel 101-5030 - General Fund 1,635 2,009 1,800 1,800 Account: 55220 - Safety Supplies 101-5030 - General Fund 512 Account: 55230 - Medical Supplies 101-5030 - General Fund 741 600 600 Account: 55240 - Clothing & Uniform Supply 101-5030 - General Fund 5,091 4,479 4,000 4,000 Account: 55290 - Other Operating Supplies 101-5030 - General Fund 12,820 38,184 25,000 25,000 Account: 55295 - Chemicals 101-5030 - General Fund 48,681 47,264 45,000 45,000 Account: 55520 - Building Supplies 101-5030 - General Fund 2,364 1,169 4,000 3,000 Account: 55590 - Other Maintenance Supply 101-5030 - General Fund 914 1,000 3,000 Account: 56710 - Other Equipment <10K 101-5030 - General Fund 1,000 1,000 Expenditure Grand Totals: $770,598 $744,507 $746,038 $890,055 ---PAGE BREAK--- 177 SENIOR SERVICES DIVISION The Senior Services Division administers, coordinates, promotes, implements, delivers, and evaluates a network of programs, activities and services designed to improve the quality of life of adults 50 years and older. It is the goal of staff and volunteers to provide programs, activities and services for the vigorous and independent as well as the frail and vulnerable. Residents of El Cerrito and neighboring communities enjoy a continuum of programs at the Senior Center which includes fitness, wellness, the arts, culture, WiFi Cyber Café, computer classes, travel, and many other recreational activities. Division services include a daily lunch program, weekend deli bag, home delivered meals, Alzheimer’s Respite Program, health clinics, tax preparation, support groups, and health insurance counseling. Easy Ride Paratransit, with funding provided by Measure J, offers affordable, accessible and friendly door to door bus service operating four days a week within City limits enabling residents 65 and older and the disabled 18 years and older to regularly run errands, get to work, attend classes, purchase groceries and household supplies, keep appointments, and visit family and friends. The Division partners with 42 organizations and agencies for assistance in the delivery of programs and services allowing area residents to benefit from these associations at no cost to the City. A pool of 84 volunteers rounds out many of our program delivery needs. The Division produces a newsletter (available on the Department’s webpage), works on fundraising and planned giving programs, contracts for services, monitors budget and Measure J costs, provides staff liaison and clerical support to the Committee on Aging, and participates on advisory councils and committees. The Division also provides supervision to the Recreation Department’s Custodial Maintenance Crew. FY 2011-12 ACCOMPLISHMENTS Successfully utilized Measure J Funds to operate and increase ridership in the Easy Ride Paratransit Service by expanding service to 5 days per week Implemented new RecTrac software program, which will help with financial tracking and reports Successfully completed repairs and painting to the interior of the Senior Center utilizing donations from local businesses Implemented dinner and social group FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Expand volunteer base to provide more support to Senior Center’s daily operations and fee classes.  Responsive Government Explore new dispatching models to increase Easy Ride ridership levels without increasing expenses  Fiscal Responsibility  Community Engagement & Partnership ---PAGE BREAK--- 178 Expand programming for baby boomers  Responsive Government Maintain community safety by providing inviting, safe and friendly Senior Center in good condition.  Public Safety Co-sponsor numerous activities and programs with other organizations.  Community Engagement and Partnership  Responsive Government Continue to generate income through fees from recreational programs and services to off set the expenditures of the Division.  Fiscal Responsibility Continue and expand transportation for El Cerrito residents through Measure J without increasing overall costs.  Fiscal Responsibility  Support of Multi-Modal Transportation FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue to provide high quality services by incorporating a culture of quality customer services  Community Engagement and Partnership  Responsive Government Continue to deliver innovative programs by developing recreation programs that service ages 50-100  Responsive Government Continue to provide a variety of activities and educational programs covering health, mental, physical fitness and social interaction  Responsive Government Service Indicators Services and programs provided by the Senior Services Division are listed in Table 8-5 and Charts 8-11 and 8-12: Table 8-5 Senior Services Programs PROGRAM Classes/Visit/Weeks/Days # of Participants Total Visits Alzheimer's Respite Program 51 Weeks 11 561 Cyber Cafe Visits 1,570 CLASSES Computer Intro 50 Days 5 180 Computer Internet 50 Days 5 150 Computer Adobe Photoshop 50 Days 5 144 Creative Writing Visits 200 Memoirs Workshop Visits 74 Piano Music Composition Visits 200 ---PAGE BREAK--- 179 Spanish Conversation Visits 23 Dialogue group Visits 100 ART CLASSES Acrylic Painting 36 Weeks 25 900 Drawing Classes 36 Weeks 23 828 Open Art Studio 8 Weeks 12 96 Watercolor Painting 18 Weeks 27 486 FITNESS CLASSES Balance Classes 47 Days 433 433 Exercise Classes 80 days 18 1,200 Movement Classes Visits 430 Tai Chi 47 Days 7 329 EXCURSIONS Bay Area Day Trips 27 Trips 433 433 Birding & Hiking 37 Trips 328 328 Shopping Mall Trips 1 Trips 7 7 Extended Tours 3 Trips 21 21 Program Classes/Visit/Weeks/Days # of Participants Total Visits GAMES Chess Game Days 50 Weeks 8 400 Mah Jong 190 Days 8 1,520 Nintendo Wii Console 50 Weeks 12 600 RECREATION Folk Dance 51 Weeks 10 510 Soul Line Dance 12 Weeks 8 96 Tea Dance 12 Months 45 540 Singing Group 50 Weeks 14 700 Knitting & Crochet 50 Weeks 7 350 Pot Luck Dinner Group 12 Months 9 108 SERVICES Barber 25 Days 5 125 Daily Lunch 251 Days 45 11,295 Weekend Meals 50 Days 20 1,000 Easy Ride Transportation Service 149 Days 250 4,470 Foot Care Clinic 12 Days 8 96 Health Insurance Counseling HICAP 24 Days 2 48 Hairdresser 50 Days 10 500 Home Delivered Meal 251 Days 38 9,538 Massage 48 Days 7 336 Jin Shin Jyutsu 19 Days 12 36 Nutrition Lunch Ride 50 Weeks 2,419 2,419 Podiatry Clinic 12 Days 24 288 Tax Preparation 29 Days 320 320 Organic Container Garden 42 Weeks 23 366 Circle Garden 32 Weeks 6 88 Artisan Bread 50 Weeks 60 3,000 Lending Library Books, Videos, Puzzles 50 Weeks 50 2,500 SUPPORT GROUPS Women's Support Group 50 Days 9 450 Visually Impaired Support Group 12 Days 14 168 OTHER Partnerships per Year 1 Year 42 42 Scholarships per Year 1 Year 16 102 Volunteers per Year 1 Year 84 84 50 Plus Bulletin Mailers 12 Months 2,200 26,400 Annual Fundraiser Mailers 1 Year 183 183 Frail Elderly Emergency List 1 Year 19 19 ---PAGE BREAK--- 180 Chart 8-11 Senior Visits by Type Chart 8-11, Continued Senior Visits by Type 0 5000 10000 15000 20000 25000 30000 35000 40000 2007-08 2914 6092 29534 30068 4871 2008-09 2763 5454 25525 29626 2875 2009-10 2810 6762 27028 30081 2404 2010-11 2734 2520 36425 26830 5024 2011-12 2310 2306 34869 3727 2392 Art Classes Games Services Other Fitness Classes 0 500 1000 1500 2000 2500 3000 3500 2007-08 555 3,122 2,520 [PHONE REDACTED]-09 406 1,644 1,922 [PHONE REDACTED]-10 640 2285 2350 496 1037 2010-11 750 1519 2304 [PHONE REDACTED]-12 2131 1071 2063 885 789 Programs Classes Recreation Support Groups Excursions ---PAGE BREAK--- 181 SENIOR SERVICES DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Proposed Revenue Account: 40320 - Measure C-Paratransit 204-5040 - Measure C Fund $80,009 $86,484 $99,421 $99,421 Account: 44220 - Rentals-Facilities 101-5040 - General Fund 500 615 1,000 3,060 Account: 46520 - Program Fees 101-5040 - General Fund 34,312 40,461 40,000 51,000 Account: 46532 - Excursions/Trips 101-5040 - General Fund 31,675 36,919 35,000 45,000 Account: 46532 1 - Fare Box Revenue 204-5040 - Measure C Fund 6,302 6,569 6,500 6,500 Account: 46532 2 - Nutrion Rides 204-5040 - Measure C Fund 620 1,642 2,500 2,500 Account: 46532 3 - El Cerrito Rides 204-5040 - Measure C Fund 4,703 3,170 4,000 4,000 Account: 46544 - Trash Bag Progrm 101-5040 - General Fund 73 432 600 612 Account: 48120 - Contributions & Donations 101-5040 - General Fund 31,640 78,353 97,000 50,000 Account: 48122 - Lunch Donations 101-5040 - General Fund 7,339 10,107 10,000 14,000 Account: 48990 - Other Misc Revenue 101-5040 - General Fund 71 794 4,000 Account: 49990 204 - Operating Xfer In-C 101-5040 - General Fund 11,413 27,706 28,537 29,393 Account: 49990 805 - Operating Xfer 101-5040 - General Fund 80,000 61,000 Revenue Totals $288,688 $353,457 $325,352 $309,486 Expenditures Account: 51110 - Regular Salaries & Wages 101-5040 - General Fund $157,248 $164,375 $129,480 $132,[PHONE REDACTED] - Measure C Fund 1,023 1,187 Account 51110 Totals: 158,271 165,562 129,480 132,769 Account: 51120 - Part-Time Salaries & Wage 101-5040 - General Fund 71,426 65,292 77,521 64,[PHONE REDACTED] - Measure C Fund 52,861 49,961 56,271 48,105 Account 51120 Totals: 124,287 115,253 133,792 112,879 Account: 51140 - Overtime Pay 101-5040 - General Fund 497 894 1,632 1,[PHONE REDACTED] - Measure C Fund 26 1,071 1,071 Account 51140 Totals: 523 894 2,703 2,703 Account: 51142 - StraightOT 101-5040 - General Fund 229 Account: 51150 - Special Pay 101-5040 - General Fund 1,870 1,870 1,933 1,[PHONE REDACTED] - Measure C Fund 333 Account 51150 Totals: 1,870 1,870 2,266 1,600 Account: 51200 - PARS Contribution 101-5040 - General Fund 91 43 204-5040 - Measure C Fund 496 509 181 Account 51200 Totals: 587 553 181 Account: 51210 - PERS Contributions ---PAGE BREAK--- [PHONE REDACTED] - General Fund 54,652 58,283 51,534 56,[PHONE REDACTED] - Measure C Fund 2,874 839 15,402 9,655 Account 51210 Totals: 57,526 59,123 66,936 66,644 Account: 51220 - FICA/Medicare 101-5040 - General Fund 17,405 18,246 15,010 15,[PHONE REDACTED] - Measure C Fund 1,802 1,453 4,412 2,896 Account 51220 Totals: 19,207 19,699 19,422 18,255 Account: 51230 - Insurance & Benefits 101-5040 - General Fund 30,894 36,701 33,879 44,697 Account: 51240 - Workers Compensation 101-5040 - General Fund 5,391 5,980 9,995 8,[PHONE REDACTED] - Measure C Fund 1,944 854 1,666 1,400 Account 51240 Totals: 7,335 6,834 11,661 9,801 Account: 51990 - Salary Savings 101-5040 - General Fund (3,651) (63) (31,452) 204-5040 - Measure C Fund (717) (31,452) Account 51990 Totals: (4,368) (63) (62,904) Account: 52190 - Miscellaneous Prof Svcs 101-5040 - General Fund 2,610 1,231 3,000 1,500 Account: 52250 - Instructor Services 101-5040 - General Fund 22,233 20,818 19,000 18,000 Account: 53110 - Utilities 101-5040 - General Fund 8,125 9,791 7,500 10,000 Account: 53230 - Building Maint Services 101-5040 - General Fund 4,717 5,725 5,000 5,000 Account: 53250 - Vehicle & Equip Maint Svc 101-5040 - General Fund 2,109 2,000 2,[PHONE REDACTED] - Measure C Fund 6,340 4,738 3,000 7,000 Account 53250 Totals: 8,449 4,738 5,000 9,500 Account: 53260 - Janitorial Services 204-5040 - Measure C Fund 1,000 Account: 53290 - Miscellaneous R&M Svcs 101-5040 - General Fund 252 1,000 1,000 Account: 53990 - Other Property Services 101-5040 - General Fund 134 185 200 200 Account: 54210 - Telephone Expenses 101-5040 - General Fund 723 1,578 800 1,600 Account: 54220 - Mobile/Wireless Expenses 101-5040 - General Fund 2,444 2,483 2,000 2,500 Account: 54410 - Printing & Binding 101-5040 - General Fund 4,846 10,492 10,000 5,[PHONE REDACTED] - Measure C Fund 1,308 30 Account 54410 Totals: 6,154 10,522 10,000 5,000 Account: 54610 - Travel & Training 101-5040 - General Fund 36 505 250 1,[PHONE REDACTED] - Measure C Fund 70 70 1,000 Account 54610 Totals: 106 575 1,250 1,000 Account: 54910 - Dues & Subscriptions 101-5040 - General Fund 457 361 500 500 Account: 54920 - Events & Field Trips 101-5040 - General Fund 18,086 32,438 25,000 20,[PHONE REDACTED] - Measure C Fund 3,308 516 4,000 1,020 Account 54920 Totals: 21,394 32,954 29,000 21,020 Account: 54990 - Other Administrative Svcs 101-5040 - General Fund 552 500 [PHONE REDACTED] - Measure C Fund 76 ---PAGE BREAK--- 183 Account 54990 Totals: 628 500 500 Account: 55110 - General Office Supplies 101-5040 - General Fund 2,527 2,008 2,500 2,[PHONE REDACTED] - Measure C Fund 262 200 500 Account 55110 Totals: 2,527 2,270 2,700 3,000 Account: 55120 - Postage & Delivery 101-5040 - General Fund 4,570 3,770 4,000 7,500 Account: 55130 - Photocopying Charges 101-5040 - General Fund 1,440 906 1,500 1,[PHONE REDACTED] - Measure C Fund 160 Account 55130 Totals: 1,600 906 1,500 1,000 Account: 55210 - Fuel 101-5040 - General Fund 1,635 2,053 1,500 2,[PHONE REDACTED] - Measure C Fund 6,899 8,705 8,000 9,000 Account 55210 Totals: 8,534 10,759 9,500 11,000 Account: 55230 - Medical Supplies 204-5040 - Measure C Fund 200 Account: 55240 - Clothing & Uniform Supply 101-5040 - General Fund 500 500 Account: 55250 - Vehicle & Equip Supplies 101-5040 - General Fund 329 29 1,000 500 Account: 55290 - Other Operating Supplies 101-5040 - General Fund 13,455 7,338 13,000 9,[PHONE REDACTED] - Measure C Fund 1,781 1,896 18,781 2,200 Account 55290 Totals: 15,236 9,233 31,781 11,200 Account: 55520 - Building Supplies 101-5040 - General Fund 3,165 850 3,000 2,500 Account: 56410 - Office Equipment <10K 101-5040 - General Fund 1,196 337 500 Account: 56710 - Other Equipment <10K 101-5040 - General Fund 1,000 Account: 58250 - Cash Over/Short 101-5040 - General Fund 1 Account: 58920 - Misc Finance Expense 101-5040 - General Fund 536 565 600 600 Account: 59990 101 - Operating Xfer Out-GEN 204-5040 - Measure C Fund 11,413 27,706 28,537 29,393 Expenditure Grand Totals: $523,892 $553,810 $506,303 $535,542 ---PAGE BREAK--- 184 ---PAGE BREAK--- 185 SECTION 9: SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY Pursuant to AB1x26, which dissolved redevelopment agencies in California, the City of El Cerrito elected to serve as the Successor Agency to the El Cerrito Redevelopment Agency. The Successor Agency assumed all of the Redevelopment Agency’s assets, liabilities and obligations. The City’s role is to serve as a fiduciary agent for the Successor Agency, administering payments and performance of its obligations. INTRODUCTION In June 2011, the State of California enacted AB1x26 (Dissolution Act) to dissolve all redevelopment agencies in the State of California and establish successor agencies to wind down the former redevelopment agencies’ affairs. The legislation resulted in suspension of all activities of the El Cerrito Redevelopment Agency (RDA) on July 1, 2011. On August 15, 2011, the City elected to serve as the Successor Agency to the El Cerrito Redevelopment Agency (Successor Agency). On December 29, 2011, the State Supreme Court issued a decision that dissolution of redevelopment agencies is constitutional. The RDA was dissolved on February 1, 2012 and the Successor Agency was established to settle the RDA’s affairs. The City’s role as the Successor Agency is limited to taking actions necessary to facilitate completion and/or payment of the Successor Agency’s obligations, as permitted by an oversight board and the California Department of Finance. The Successor Agency does not have budget discretion and therefore a budget is not being proposed. As the RDA was dissolved, it no longer has budget authority. For informational purposes, this section includes a reporting of the RDA’s FY2011-12 activity through its dissolution. As provided in the Dissolution Act, the City also elected to assume the RDA’s affordable housing functions. The RDA’s encumbered funds and assets related to affordable housing were transferred to a newly established City Low & Moderate Income Housing Fund to complete projects that were underway. The Housing Fund and the City’s recently established housing functions are separate from the Successor Agency, and are budgeted in the Economic Development & Housing Division of City Management in the City’s Operating Budget. The Dissolution Act no longer provides a twenty percent Low & Moderate Income Housing set-aside. All funds, assets and liabilities remaining in the RDA’s accounts as of dissolution were transferred to a Fiduciary Fund called the Redevelopment Obligation Retirement Fund (RORF) established for the purpose of administering the Successor Agency. The Successor Agency is not a component unit of the City of El Cerrito and the City did not assume the Successor Agency’s assets and liabilities. Rather, the Successor Agency is charged with disposing of the assets and using any revenues that would have gone to the former RDA to pay enforceable obligations and the City has simply elected to serve as the administrator. In El Cerrito’s case, the non-cash assets transferred were of nominal value and cash transferred was sufficient to meet the Successor Agency’s short-term obligations. ---PAGE BREAK--- 186 The Dissolution Act provides a process for authorization of payments to be made on the Successor Agency’s recognized obligations. Each spring and fall, the Successor Agency prepares a Recognized Obligation Payment Schedule (ROPS) for an upcoming six- month period, which is subject to approval of an oversight board and the California Department of Finance (DOF). Once approved, a ROPS serves as the spending plan during its operative period and the County Auditor-Controller (CAC) disburses funds sufficient for the Successor Agency to make payments on the approved ROPS. The Jan- Jun 2012 ROPS and Jul-Dec 2012 ROPS were approved by the Oversight Board in May 2012. The Jan-Jun 2013 ROPS will be prepared in November 2012. Expenditure or transfer of funds from the RORF is only permitted after consideration and approval of the payments on a ROPS by the Oversight Board, DOF and CAC. FORMER RDA FINANCES The RDA was funded through tax increment generated from the City of El Cerrito Redevelopment Project Area, which was established and its Redevelopment Plan adopted in 1977. The Redevelopment Plan was amended and restated in 1993. Each year’s tax increment is the incremental difference in property tax revenue generated within the Project Area between that year and the base year of 1977. The Dissolution Act re-characterizes tax increment as Redevelopment Property Tax (RPT), but it is calculated in the same manner. Chart 9-1 illustrates the growth in assessed value of the Project Area from its inception through dissolution. Of particular note is the nine percent drop in value between the market peak of FY 2008-09 and the dissolution in FY 2011- 12. Chart 9-1 Historical Assessed Valuation City of El Cerrito Redevelopment Project Area (in millions) Market Peak $631.4M in FY08/09 $572.7M in FY11/12 Down 9% from Peak $0 $100 $200 $300 $400 $500 $600 $700 Base Assessed Value $92.9M in FY77/78 ---PAGE BREAK--- 187 Of particular note is the nine percent drop in assessed value for the Project Area between the market peak of FY2008-09 and the RDA dissolution in FY2011-12 resulting from the economic downturn. The RDA experienced a drop in tax increment revenue during the downturn, but more significant was the language of the Dissolution Act that effectively delayed RPT payments by six months. What would have been $4.3 million in tax increment revenue to the RDA paid in two installments during FY2011-12 became a single tax increment payment of $2.2 million in December 2011, with the remaining $2.1 million being paid at RPT to the Successor Agency in June 2012 to be used for RDA obligations in FY 2012-13. The impact of the Dissolution Act is illustrated in Chart 9-2. Chart 9-2 Historical Tax Increment Revenue to the El Cerrito Redevelopment Agency City of El Cerrito Redevelopment Project Area (in millions) Table 9-1 summarizes the RDA’s FY 2011-12 revenues and expenses through dissolution on February 1, 2012. RPT received and obligations paid by the Successor Agency during FY 2011-12 are not included on this table, but are described later in this section. $5.4M in FY08/09 $2.2M in FY11/12 $0.0 $1.0 $2.0 $3.0 $4.0 $5.0 $6.0 ---PAGE BREAK--- 188 Table 9-1 Redevelopment Agency Operating Funds Non-Housing (801); Housing (802); Debt Service (804, 814) SUCCESSOR AGENCY FINANCES The Successor Agency’s anticipated revenues include the equivalent of the tax increment the RDA would have been entitled to collect in the City of El Cerrito Redevelopment Project Area over the life of the City of El Cerrito Redevelopment Plan through FY 2024-25 and possibly an insignificant amount of proceeds from loan receivables or asset sales. Anticipated expenses are all debts and costs to perform on obligations of the former RDA, as permitted under the Dissolution Act. Any proceeds or revenues not needed to make payments on the Successor Agency’s obligations are to be distributed to taxing entities that would have otherwise received the tax increment or property tax revenues in the Redevelopment Project Area. Property values in the Redevelopment Project Area appear to be stabilizing and perhaps returning to a positive trajectory, but there is sufficient uncertainty about the impact of redevelopment dissolution that it is prudent to use conservative growth projections. Table 9-2 is a projection of RPT that may be disbursed to the Successor Agency for its obligations through expiration of the City of El Cerrito Redevelopment Plan in FY 2024- 25. It is based on a constant three percent annual growth in assessed value. Non-Housing Housing Debt Service Total Revenues Property Taxes 4,018,809 $ 1,004,702 $ 5,023,511 $ Uses of Money 74,000 5,900 1,000 $ 80,900 Intra-Agency Transfers 1,923,694 1,923,694 Total 4,092,809 $ 1,010,602 $ 1,924,694 $ 7,028,105 $ Expenditures Personnel Services 276,375 101,771 378,146 Professional Services 275,000 97,000 372,000 Property Services 92,000 19,400 111,400 Other Services 67,940 5,220 73,160 Supplies 13,200 700 13,900 Property & Capital - Principal/Interest Payments 288,215 44,000 1,924,694 2,256,909 Other Objects, incl. Pass Thru Payments 1,303,292 13,921 1,317,213 Loans & Grants 477,297 477,297 Transfers to General Fund 1,016,031 218,350 1,234,381 Transfers to CIP Fund - Total 3,332,053 977,659 1,924,694 6,234,406 Intra-Agency Transfers 1,321,792 601,902 1,923,694 Total 4,653,845 $ 1,579,561 $ 1,924,694 $ 8,158,100 $ ---PAGE BREAK--- 189 Table 9-2 Projected Redevelopment Property Tax through FY2024-25 City of El Cerrito Redevelopment Project Area Fiscal Year ROPS period Projected RPT County Admin AB1x26 Admin Projected RPT Disbursement 2011-12 Jan-Jun 636,454 $ 636,454 2012-13 Jul-Dec 2,177,214 (48,673) $ 2,128,541 Jan-Jun 2,866,324 (73,010) $ 2,793,314 2013-14 Jul-Dec 2,605,749 (54,721) $ 2,551,028 Jan-Jun 2,966,882 (82,081) $ 2,884,801 2014-15 Jul-Dec 2,427,449 (53,943) $ 2,373,505 Jan-Jun 3,081,600 (80,915) $ 3,000,685 2015-16 Jul-Dec 2,521,309 (56,029) $ 2,465,280 Jan-Jun 3,188,616 (84,044) $ 3,104,572 2016-17 Jul-Dec 2,608,868 (57,975) $ 2,550,893 Jan-Jun 3,298,843 (86,962) $ 3,211,880 2017-18 Jul-Dec 2,699,053 (59,979) $ 2,639,074 Jan-Jun 3,412,376 (89,968) $ 3,322,408 2018-19 Jul-Dec 2,791,944 (62,043) $ 2,729,901 Jan-Jun 3,529,316 (93,065) $ 3,436,251 2019-20 Jul-Dec 2,887,622 (64,169) $ 2,823,452 Jan-Jun 3,649,763 (96,254) $ 3,553,509 2020-21 Jul-Dec 2,986,170 (66,359) $ 2,919,811 Jan-Jun 3,773,824 (99,539) $ 3,674,285 2021-22 Jul-Dec 3,087,675 (68,615) $ 3,019,060 Jan-Jun 3,901,607 (102,922) $ 3,798,685 2022-23 Jul-Dec 3,192,224 (70,938) $ 3,121,286 Jan-Jun 4,033,224 (106,407) $ 3,926,816 2023-24 Jul-Dec 3,299,910 (73,331) $ 3,226,579 Jan-Jun 4,168,789 (109,997) $ 4,058,792 2024-25 Jul-Dec 3,410,827 (75,796) $ 3,335,031 Jan-Jun 4,308,421 (113,694) $ 4,194,726 Totals $ 83,512,052 $ (812,573) $ (1,218,859) $ 81,480,620 Note that RPT projected for each ROPS period is actually tax revenue collected and distributed by the CAC during a prior ROPS period as the Dissolution Act arbitrarily shifted the funding perspective by six months. For example, the $2.18 million projected for Jul-Dec 2012 is property tax paid by tax payers in FY2011-12, but then distributed by the CAC on June 1, 2012 for the purposes of payment Jul-Dec 2012 ROPS items in the subsequent fiscal year. Also note that the $636,454 shown in the first line of the table is the amount of tax increment paid to the RDA prior to dissolution that remained unspent as of January 31, 2012 and was swept to the RORF on February 1, 2012. OBLIGATIONS The Successor Agency is responsible for the former RDA’s debts and obligations, which were compiled on an initial Recognized Obligations Payment Schedule in February 2012. Those obligations are as follows: ---PAGE BREAK--- 190 Tax Allocation Bond Payments. The RDA had four tax allocation bonds issuances with payments due on January 1 and July 1 of each year. Due to the timing of the payments, they are included on the ROPS prepared for the period prior to the due date so that the Successor Agency can collect the funds and fund the payments with the bond trustee 15 days in advance. Debt service obligations on the Successor Agency’s ROPS are summarized in Table 10-3 as follows: Table 9-3 Tax Allocation Bond Debt Service Summary El Cerrito Redevelopment Agency Debt Issue Balance (Jan 31, 2012) ROPS for Jan-Jun/2012 ROPS for Jul-Dec 2012 & Jan-Jun 2013 1997A – Refunding of 1991 Bonds (Del Norte Area Projects) $4,662,048 $470,868 $553,805 1998B - Refunding of 1993 Bonds (Del Norte Place Project) $1,071,038 $195,200 $216,750 2004A - Public Improvements (Tax- Exempt) $13,636,426 $213,114 $971,228 2004B - Economic Development & Affordable Housing Projects (Taxable) $481,045 $481,045 $0 Note that all taxing entities affected by the Redevelopment Plan had subordinated their pass-through payments to payments on the RDA’s bond debt, so if insufficient tax increment or RPT Revenue are available to make bond debt service payments, pass- through payments will be deferred to a future ROPS. Valente Note. The principal balance of the loan was $2.3 million on January 31, 2012. Payments of $288,215 are due March 5th of each year. The purpose of the note was seller financing of land acquisition for a key site for revitalization of the Del Norte BART area with transit-oriented development. The note is secured by a third-party deed of trust on the property, now owned by the El Cerrito Municipal Services Corporation (MSC). The MSC recorded a performance deed of trust against the property, which is an asset of the Successor Agency, agreeing to develop the property pursuant to Health & Safety Code 33433 and return any proceeds from future development to the RDA. The current value of the property is less than the balance due on the note. The Successor Agency will need to coordinate with both the note holder and the MSC on future transactions involving development of the property and/or repayment or the note. Cooperation Agreement with the El Cerrito Municipal Services Corporation. In February 2011, the RDA entered into a Public Improvements and Cooperation Agreement for the City of El Cerrito Redevelopment Project Area with the City of El Cerrito. The City partially assigned the Cooperation Agreement to the MSC, which is a separate nonprofit, public benefit corporation. The balance of the contract on January 31, 2012 was $105 million, based on projections made in February 2011 of tax increment available and project/program costs in the RDA’s Five-Year Implementation Plan. The total of all payments on the draft ROPS through FY 2024-25 totaled $23 ---PAGE BREAK--- 191 million, based on the projects and programs likely to be implemented given the more limited funding availability. No payment was included on the Jan-Jun 2012 ROPS, but the combined payments on ROPS for FY2012-13 is $1.287 million. Projects to be funded include economic development activities, development of MSC-owned land, coordination with City and other transit agencies on sustainable transit-oriented development efforts. The Cooperation Agreement is key to increasing the property tax base and will benefit the City and all taxing entities serving the Redevelopment Project Area over the long term. When insufficient RPT is available, payments will be rolled forward to a subsequent ROPS. Undisbursed Loan Commitments. On January 31, 2012, the RDA had contracts with two affordable housing developers to make predevelopment loans on housing projects already underway. Eden Housing is pursuing an affordable senior housing/mixed-use project adjacent to City Hall on City-owned property. The outstanding commitment on the loan on January 31, 2012 was $310,000. The balance was listed as an obligation for the Jan-Jun 2012 ROPS period, but will be rolled forward to a subsequent ROPS should insufficient RPT be available. Ohlone Gardens LP has already entitled an affordable multi-family/special needs project on Portola Drive on property purchased in part with a loan from the RDA. Ohlone Gardens LP is relying upon the remaining predevelopment loan commitment to secure other funding sources. The balance of $471,152 on January 31, 2012 was listed as an obligation for the Jan-Jun 2012 ROPS, but will be rolled forward to a subsequent ROPS should insufficient RPT be available. Cooperation Agreement with the City of El Cerrito. In February 2011, the RDA entered into a Public Improvements and Cooperation Agreement for the City of El Cerrito Redevelopment Project Area with the City of El Cerrito, which included the affordable housing program funded with the Low & Moderate Income Housing twenty percent set- aside. The balance of the contract on January 31, 2012 was $50 million, based on projections made in February 2011 of tax increment available and project/program costs in the RDA’s Five-Year Implementation Plan. The total of all payments on the draft ROPS through FY 2024-25 totaled $8 million, based on the projects and programs likely to be implemented given the more limited funding availability. Annual payments through 2025 are based on projections made in February 2011 of tax increment available and project/program costs in the RDA’s Five-Year Implementation Plan. No payment was included on the Jan-Jun 2012 ROPS, but the combined payments on ROPS for FY2012-13 is $458,000. Both current housing projects and ongoing housing activities are funded through this Cooperation Agreement. More specifically, the Cooperation Agreement funds project-related staffing and ongoing compliance monitoring obligations. Creation of affordable housing has an indirect fiscal impact on the City and taxing entities serving the Redevelopment Project Area over the long term, and is crucial to equitable and sustainable revitalization of San Pablo Avenue by increasing residential density and quality development. When insufficient RPT is available, payments will be rolled forward to a subsequent ROPS. ERAF and SERAF Loan Payments. In prior years, the RDA borrowed housing funds from the Low & Moderate Income Housing Fund to make payments to the State for the Educational Revenue Augmentation Fund (ERAF) in 2005 and 2006 and the Supplemental ERAF in 2010. The combined balance of the loans on January 31, 2012 ---PAGE BREAK--- 192 was $1,663,091. There are four annual payments due in June of 2012 through 2015 of $415,773. State law requires repayment of the loans in full by June 2015 to the City’s Low & Moderate Income Housing Fund for use on affordable housing. When insufficient RPT is available, payments will be rolled forward to a subsequent ROPS. Pass-through payments to taxing entities. There are multiple interpretations of the Dissolution Act regarding the calculation of payments to taxing entities. As of May 2012, the Successor Agency was provided a calculation of the pass-through payments that would have been due to taxing entities for FY 2011-12 if the RDA had not been dissolved, which totaled $922,714. The portion of pass-through payments that would have been paid in December 2011 totaling $507,493 was included on an amended Jan- Jun 2012 ROPS. However, based on the projections provided by the County Auditor- Controller, there will be insufficient RPT available to make the debt service payments due on July 1, 2012, so the Successor Agency has informed the County Auditor- Controller that the FY 2011-12 pass-through payments should be subordinated. The FY 2011-12 pass-through payments will be rolled forward to a subsequent ROPS when sufficient RPT is available to make the payments. Administrative cost allowance. The Successor Agency is entitled to an administrative cost allowance of $250,000 per fiscal year. The Successor Agency has a separate obligation to prepare a budget for approval by the Oversight Board, but the amount of the allowance is $250,000 regardless. However, should there be insufficient funds available for obligations payable in any ROPS period, the administrative allowance for that ROPS period will be the first item to be reduced or deferred. When insufficient RPT is available, any unpaid administrative allowance will be rolled forward to a subsequent ROPS. Table 9-4 is a summary of the Successor Agency’s projected obligations through FY 2024-25 including the Successor Agency’s Administrative Allowance, but excluding pass-through payments, pending determination of their calculation method. Any residual amount between the RPT collected and paid on the Successor Agency’s obligations will be distributed to the taxing entities. Recognized Obligations Payment Schedules submitted for Jan-Jun 2012 and Jul-Dec 2012 were based on these initial amounts. Table 9-4 Summary of Draft Recognized Obligation Payment Schedule Through FY2024-25 City of El Cerrito Redevelopment Project Area Fiscal Year ROPS Period Debt Service Promissory Note Hsg Loans ERAF & SERAF MSC Agmt Hsg Agmt Admin Allow Total 2011-12 Jan-Jun $ 1,543,109 $ 288,215 $ 781,152 $ 415,773 $ 250,000 $ 3,278,249 2012-13 Jul-Dec 406,139 - 643,500 229,000 250,000 $ 1,528,639 Jan-Jun 1,591,139 288,215 415,773 643,500 229,000 $ 3,167,627 2013-14 Jul-Dec 379,705 - 675,500 241,500 250,000 $ 1,546,705 Jan-Jun 1,694,705 288,215 415,773 675,500 241,500 $ 3,315,693 2014-15 Jul-Dec 351,115 - 713,000 267,500 250,000 $ 1,581,615 Jan-Jun 1,776,115 288,215 415,773 713,000 267,500 $ 3,460,603 2015-16 Jul-Dec 319,561 - 748,500 281,000 250,000 $ 1,599,061 Jan-Jun 1,849,561 288,215 748,500 281,000 $ 3,167,276 2016-17 Jul-Dec 285,609 - 786,000 295,000 250,000 $ 1,616,609 Jan-Jun 2,010,609 288,215 786,000 295,000 $ 3,379,824 ---PAGE BREAK--- 193 2017-18 Jul-Dec 247,241 - 825,500 309,500 250,000 $ 1,632,241 Jan-Jun 1,697,241 288,215 825,500 309,500 $ 3,120,456 2018-19 Jul-Dec 213,691 - 866,500 325,000 250,000 $ 1,655,191 Jan-Jun 1,868,691 288,215 866,500 325,000 $ 3,348,406 2019-20 Jul-Dec 175,585 - 910,000 341,500 250,000 $ 1,677,085 Jan-Jun 1,545,585 288,215 910,000 341,500 $ 3,085,300 2020-21 Jul-Dec 143,850 - 955,500 358,500 250,000 $ 1,707,850 Jan-Jun 2,013,850 288,215 955,500 358,500 $ 3,616,065 2021-22 Jul-Dec 99,200 - 1,003,500 376,500 250,000 $ 1,729,200 Jan-Jun 2,109,200 288,215 1,003,500 376,500 $ 3,777,415 2022-23 Jul-Dec 51,250 - 1,053,500 395,000 250,000 $ 1,749,750 Jan-Jun 2,201,250 288,215 1,053,500 395,000 $ 3,937,965 2023-24 Jul-Dec - 1,106,000 415,000 250,000 $ 1,771,000 Jan-Jun 288,215 1,106,000 415,000 $ 1,809,215 2024-25 Jul-Dec - 1,161,500 435,500 250,000 $ 1,847,000 Jan-Jun - 1,161,500 435,500 $ 1,597,000 Totals $ 24,574,001 $ 3,746,795 $ 781,152 $ 1,663,092 $ 22,897,000 $ 8,541,000 $ 3,500,000 $ 65,703,040 ADMINISTRATIVE BUDGET The Dissolution Act requires the Successor Agency to prepare a budget for approval by the Oversight Board. Table 9-5 is the FY 2012-13 Administrative Budget approved by the Successor Agency on April 16, 2012 and by the Oversight Board on May 7, 2012. Table 9-5 Approved FY 2012-13 Administrative Budget Successor Agency to the El Cerrito Redevelopment Agency Entity/Activity Successor Agency Oversight Board Staffing Functions (Total Compensation plus Overhead for Indirect Costs) City Management $50,000 $30,000 Finance $50,000 $30,000 Risk Management $4,000 $2,000 Economic Development $25,000 $10,000 City Clerk $15,000 $10,000 Information Systems $4,000 $4,000 Legal Services $75,000 Financial & Audit Services $25,000 Bond-related Costs $10,000 Supplies $1,500 $500 Postage $250 $250 Copies $500 $500 Website $3,000 $1,500 Advertising/Legal Notices $3,000 $3,000 Property Management $1,000 Total $267,250 $91,750 Combined Total $359,000 Funding Source Redevelopment Property Tax Trust Fund $250,000 Unfunded $109,000 The amounts in Table 9-5 are not budgeted in addition to the City’s Operating Budget, but rather are included within it, and are displayed here for informational purposes. ---PAGE BREAK--- 194 Actual expenses of administering the Successor Agency will be charged to the City’s General Fund and the Administrative Allowance will be reflected as revenue in the City’s General Fund when it is reimbursed by the Successor Agency. However, should there be insufficient RPT available for obligations payable in any ROPS period, payment of the Administrative Allowance for that ROPS period will be the first item to be reduced by the CAC when distributing RPT to successor agencies. In this case, the Successor Agency will place any unpaid Administrative Allowance on a subsequent ROPS for payment when funds are available. The City is entitled to an administrative allowance of $250,000 annually, regardless of its actual expenses. As such, City staff will minimize expenses to the greatest degree possible, but the budget was prepared recognizing that setting up the Successor Agency is potentially costly given the complexity of the legislation. . ---PAGE BREAK--- 195 SECTION 10: OTHER ENTITIES The City Council of the City of El Cerrito serves as members of the governing body of two other entities: the Employee’s Pension Board and the Public Financing Authority, These entities are separate agencies from the City and the Redevelopment Agency and are accounted for separately. EMPLOYEES’ PENSION FUND The City of El Cerrito Employees’ Pension Fund is a component unit of the City of El Cerrito and a separate fund is maintained by the City to account for the Plan assets. The City Council serves as the Pension Board. The Pension Board has exclusive control over the pension plan and accordingly, the City is financially accountable for the Plan and its operation. This Fund provides a pension system for those former employees of the City who, on February 6, 1959, chose not to be covered by Social Security or by the California Public Employees’ Retirement System. The Plan is a single-employer defined pension plan. There are three participants in this pension system—all retired. This Fund provides for the:  Disbursement of appropriate pension payments;  Maintenance of true and correct records of all contributions to and payments from the Pension Fund; and  Services of actuaries who render a report every three years, or as needed, as to the costs of maintaining properly funded reserves for this pension fund. The most recent report was prepared as of July 1, 2009. Payments into this Fund are based upon actuarial studies of the estimated costs of meeting the City’s obligations under the retirement contract with the members of this system. The goal is to have the reserve fund balances decrease as the pension liability decreases. No new members may join this plan. The revenues and expenditures of the Employees’ Pension Board are shown in Tables 10-1 and 10-2: ---PAGE BREAK--- 196 Table 10-1 Pension Fund Revenues Revenue Source Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Contribution-General Fund $149,466 $148,500 $112,500 Total $148,466 $148,500 $112,500 Table 10-2 Pension Fund Expenditures Accounts Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Other Charges $2,490 $1,500 $1,500 Pension Payments 146,976 147,000 111,000 Total $148,466 $148,500 $112,500 PUBLIC FINANCING AUTHORITY The City of El Cerrito Public Financing Authority (PFA) has been utilized since FY 2002- 03 to account for the debt service for Measure A Lease Revenue Bonds used to fund the swim center reconstruction. In FY 2006-07 the PFA issued Lease Revenue Bonds needed to finance construction of the new City Hall and in FY 2007-08 issued Sales Tax Revenue Bonds to fund the Street Improvement Project. The Board of Directors of the Authority consists of members of the elected City Council of El Cerrito, the El Cerrito City Manager and the El Cerrito Administrative Services Director. It is being anticipated that in FY12-13 a refunding will occur that reduced the reserve requirement by half. Revenues and expenditures for the Authority are shown in Tables 11-3 through 11-8. Table 10-3 Measure A Finance Authority Revenues Revenue Source Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Interest Earnings $27 $300 $300 Xfr in-Measure A Parcel Tax 363,577 371,005 362,305 Total $363,604 $371,305 $362,305 Table 10-4 Measure A Finance Authority Expenditures Accounts Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Other Charges $6,655 $6,250 $6,250 Transfer to Reduce Reserve 185,000 Principal Payments 235,000 245,000 255,000 Interest Payments 128,577 120,055 110,800 Total $370,232 $371,305 $557,050 ---PAGE BREAK--- 197 Table 10-5 City Hall Finance Authority Revenues Revenue Source Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Interest Earnings $23 $300 $300 Xfr in- General Fund 596142 598,107 $599,000 Total $596,165 $598,407 $599,300 Table 10-6 City Hall Finance Authority Expenditures Accounts Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Other Charges $750 $1,000 $1,000 Principal Payments 195,000 205,000 215,000 Interest Payments 400,407 392,407 384,000 Total $596,157 $596,407 $600,000 Table 10-7 Street Improvement Finance Authority Revenues Revenue Source Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Interest Earnings $118 $1,000 $1,000 Xfr in- Street Imp Fund 744,037 $737,653 740000 Total $744,155 $738,653 $741,000 Table 10-8 Street Improvement Finance Authority Expenditures Accounts Actual FY 2010-11 Amended FY 2011-12 Proposed FY 2012-13 Other Charges $3,100 $1,000 $1,000 Principal Payments 240,000 245,000 245,000 Interest Payments 501,053 492,653 492,653 Total $744,155 $736,653 $738,653 ---PAGE BREAK--- 198 ---PAGE BREAK--- 199 SECTION 11: CAPITAL IMPROVEMENTS In the same manner that multi-year planning has proven to be beneficial as the City considers the programs and services which are supported by the operating budget, it also is desirable to do multi-year planning for the City's capital needs. Accordingly, when the City Council adopts the operating budget it also adopts a ten-year Capital Improvement Program, with the first year adopted as revenue and expenditure appropriations. THE CAPITAL PLANNING PROCESS The Capital Improvement Program (CIP) is a strategy for planning and programming public physical improvements. It includes improvements that are scheduled over the next 10 years. Identifying the City’s needs for physical facilities stimulates policy discussion about methods of paying for those needs and for prioritizing amongst the various needs in multiple program areas. The CIP indicates the expected timing and the approximate cost for each project. Adoption of the CIP indicates City Council approval of the projects. The CIP Budget (CIPB) is an appropriation of the first year expenditures. It includes activities and facilities that are programmed for the next fiscal year but is neither a commitment to a particular project nor a limitation to a particular cost identified in the out years. The only exception are the projects shown as part of the Street Improvement Capital Fund (Fund 211 – Measure A 2008) in Table 11-3, which constitute the Annual Program of Maintenance and Improvement pursuant to the Measure A Street Improvement Program approved by voters in 2008. A distinction between the CIP and CIPB is that the one-year CIPB is adopted as a part of the annual operating budget, whereas the longer term CIP does not necessarily have legal significance nor commit the City to a particular expenditure in an out year. The CIP is, essentially, a planning document: it is a basic tool for scheduling anticipated capital projects and capital financing. The City’s Ten-Year CIP is comprised of those projects for which a scope and a cost estimate is available. In some cases, an ongoing program is shown simply as a project, and the specific year-to-year scope is yet to be identified. Funding has been identified where possible, but many projects are included for which no funding has been secured or, at times, identified. The City’s Ten-Year CIP is reviewed and updated each year to reflect changes in priorities, scheduling realities, the availability of funding, and to include such new projects as have been identified over the past year. It can also be amended periodically as new projects or funding sources are identified. ---PAGE BREAK--- 200 CAPITAL IMPROVEMENT SUMMARY The CIP currently has 45 identified projects, including 22 active projects that are either in construction or undergoing planning/design. Current year appropriations total $5.4 million. Similar to recent years, the General Fund is making no significant contribution to the Capital Improvement Program. The largest projects (over $500,000) in the coming fiscal year include the Ohlone Nature Area & Rain Gardens and four streets projects focusing on traffic safety and bicycle/pedestrian enhancements. All of these projects are funded through various grants. Additionally, there will be an annual street paving project funded by Measure A Street Improvement Fund. TABLES AND PROJECT INFORMATION SHEETS A complete list of the projects for which funding is being requested or planned (CIP) is provided in Table 11-1. The projects are arranged by Category (Administration, Facilities, Parks, Streets, etc.) with a column showing the planned Funding Sources (General Fund, Measure A, Grants, etc.) Table 11-2 provides a detailed summary of the same projects in Table 11-1 arranged by Funding Source instead of Category. Table 11-3 is a detailed list of all projects that are fiscally active in Fiscal Year 2011-12 (CIPB) and their estimated Revenues and Expenses. These projects either have carry-over funds from previous appropriations, are requesting funding for Fiscal Year 2011-12, or both. They are arranged in the same categories as the 10-year CIP and show new funding, estimated expenditures and life- to-date funding and expenses through June 30, 2013. Following Table 11-3 are the detailed Project Information Sheets. This section includes a sheet for each project in the 10-year CIP that contains the following information:  A Description of the Project with a Discussion of their Need, Service Level, Pertinent Issues, and Status.  Estimates of operating costs, revenues or other fiscal impacts of the project to the future operations of the City  Project location, department involved, and the project manager ---PAGE BREAK--- 201 LEGEND The following codes are utilized in Tables 11-1, 11-2 and 11-3: Fund Source Categories 101 General Fund AD Administration 805, 806, 811 Redevelopment Agency Funds FA Facilities 201 Gas Tax PK Parks 204 Measure C CR Creeks and Trails 205 Measure J (Storm Drain) ST Streets and Transportation 206 Measure A (Swim Center) SD Storm Drain 210 Park-In-Lieu Fund 211 Measure A (Street Improvements) 501 Integrated Waste Services Fund A Other Sources/Secure B Other Sources/Non-Secure or Unidentified ---PAGE BREAK--- 202 page Project # Fund Source Prior Yrs 2012-13 2013-14 2014-15 2015-16 ADMINISTRATION Energy & Water Efficiency Program C3043 A 30,300 $ 10,700 $ 7,100 $ 3,600 $ - Fire Flow Upgrade tbd B - - - - - General Plan Update tbd 101, A 125,000 150,000 125,000 200,000 - Recreation Dept Software Upgrade tbd 101 22,600 22,600 22,600 22,600 22,600 $ FACILITIES Swim Center Capital Enhancements C3050-Varies 206 ongoing 100,000 100,000 250,000 - City-wide Solar Photo Voltaic tbd A, B 6,000 1,187,950 - - - Access Modifications - Facilities Various 101, A, B 53,750 - - - - Library C1005 B - - - - - Senior Center C4012 B - - - - - Public Safety Building tbd B - - - - - Corporation Yard Improvements tbd B - - - - - Facilities Seismic Retrofit tbd B - - - - - PARKS Huber Park Improvements C3054 A - 175,000 - - - Central Park Playground C5021 A, 210, B 23,000 - - - - Cerrito Vista Field Rehabilitation tbd B - - - - - Canyon Trail Park Improvements tbd B - - - - - Skate Park tbd B - - - - - Tennis Backboard tbd B - - - - - Park Pathway Rehabilitation tbd B - - - - - Cerrito Vista Snack Shack Remodel tbd B - - - - - CREEKS & TRAILS Ohlone Natural Area & Rain Gardens C3067 A 110,000 793,720 - - - Ohlone Greenway Impr - Blake to Hill tbd 210 487,000 - - - - Ohlone Greenway Improvements C3035 811, 210, A, B 751,292 - - - - Ohlone Greenway Signage tbd B - - - 118,200 - STREETS-TRANSPORTATION Street Improvement Program C3027 204, 211, A 15,739,697 683,000 1,037,000 783,000 846,660 $ Access Modifications - Streets C3024 204 ongoing 35,000 35,700 36,500 37,300 Potrero / I-80 Ramps Intersections C3045 204, A 127,990 521,910 - - - Arlington School Crossing C3047 A 28,000 202,470 - - - Ohlone Greenway Arterial Crossings C3046 204, A 112,810 475,290 - - - Moeser & Ashbury Ped/Bike C3061 211, A 30,000 977,000 - - - Central & Liberty Streetscape Improvements C3063 A 132,000 888,000 - - - City-Wide Signage C3028 101, B 50,000 - - - - Del Norte TOD Infrastructure C4014 A, B - - - - - Balra Retaining Wall Replacement C3058 101, B 10,200 - - - - Traffic Safety Improvements tbd B - - - - - Wildcat Drive Repair tbd B - - - - - PDA Streetscape Improvements tbd B - - - - - Safe Routes to School Program tbd B - - - - - Neighborhood Traffic Management tbd B - - - - - STORM DRAIN Storm Drain Program varies 205 ongoing - - - 250,000 Storm Drain Master Plan Update tbd 205 - - - 250,000 - TOTAL 17,839,639 $ 6,222,640 $ 1,327,400 $ 1,663,900 $ 1,156,560 $ 2012 - 2022 Capital Improvement Program 10-Year Appropriation Plan (By Category) Table 11-1 ---PAGE BREAK--- 203 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Unidentified Year TOTAL - - - - - - - 51,700 $ - - - - - - 3,534,000 $ 3,534,000 - - - - - - - 600,000 - - - - - - - 113,000 100,000 $ - 100,000 $ - 100,000 $ - - 750,000 - - - - - - - 1,193,950 - - - - - - 2,500,000 2,553,750 - - - - - - 19,277,600 19,277,600 - - - - - - 10,500,000 10,500,000 - - - - - - 27,000,000 27,000,000 - - - - - - 4,700,000 4,700,000 - - - - - - 500,000 500,000 - - - - - - - 175,000 - - - - - - 150,000 173,000 - - - - - - 447,000 447,000 - - - - - - 105,000 105,000 - - - - - - 350,000 350,000 - - - - - - 15,000 15,000 - - - - - - 80,000 80,000 - - - - - - 50,000 50,000 - - - - - - - 903,720 - - - - - - - 487,000 - - - - - - 2,700,000 3,451,292 - - - - - - 100,000 218,200 863,593 880,865 $ 898,482 916,452 $ 934,781 953,477 $ - 24,537,007 38,100 38,900 39,700 40,500 41,400 42,300 - 385,400 - - - - - - - 649,900 - - - - - - - 230,470 - - - - - - - 588,100 - - - - - - - 1,007,000 - - - - - - - 1,020,000 - - - - - - 100,000 150,000 - - - - - - 25,000,000 25,000,000 - - - - - - 300,000 310,200 - - - - - - 1,200,000 1,200,000 - - - - - - 2,500,000 2,500,000 - - - - - - 1,800,000 1,800,000 - - - - - - 1,500,000 1,500,000 - - - - - - 500,000 500,000 250,000 500,000 500,000 500,000 500,000 500,000 - 3,000,000 - - - - - - - 250,000 1,251,693 $ 1,419,765 $ 1,538,182 $ 1,456,952 $ 1,576,181 $ 1,495,777 $ 104,908,600 $ 141,857,289 $ ---PAGE BREAK--- 204 Project # Category Prior Yrs 2012-13 2013-14 2014-15 2015-16 101 General Fund General Plan Update tbd AD 25,000 - $ 75,000 $ 125,000 $ - Recreation Dept Software Upgrade tbd AD 22,600 22,600 22,600 22,600 22,600 $ Access Modifications - Facilities Various FA 11,250 - - - - City-Wide Signage C3028 ST 50,000 - - - - Balra Retaining Wall Replacement C3058 ST 10,200 - - - - SUBTOTAL General Fund 119,050 22,600 97,600 147,600 22,600 204 Measure J (CCTA) Street Improvement Program C3027 ST 180,000 - - 100,000 150,000 Access Modifications - Streets C3024 ST ongoing 35,000 35,700 36,500 37,300 Potrero / I-80 Ramps Intersections C3045 ST 31,600 - - - - Ohlone Greenway Arterial Crossings C3046 ST 58,810 - - - - SUBTOTAL Measure J 270,410 35,000 35,700 136,500 187,300 205* Measure J (Storm Drain) Storm Drain Program varies SD ongoing - - - 250,000 Storm Drain Master Plan Update tbd SD - - - 250,000 - SUBTOTAL Measure J - - - 250,000 250,000 206* Measure A (Swim Center) Swim Center Capital Enhancements C3050-Varies FA ongoing 100,000 100,000 250,000 - SUBTOTAL Measure A - 100,000 100,000 250,000 - 210 Park-in-lieu Fund Central Park Playground C5021 PK 13,000 - - - - Ohlone Greenway Impr - Blake to Hill tbd CR 487,000 - - - - Ohlone Greenway Improvements C3035 CR 20,500 - - - - SUBTOTAL Park-in-lieu 520,500 - - - - 211* Measure A (Street Improvements) Street Improvement Program C3027 ST 13,471,027 683,000 683,000 683,000 696,660 Moeser & Ashbury Ped/Bike C3061 ST 30,000 - - - - SUBTOTAL Measure A 13,501,027 683,000 683,000 683,000 696,660 A Other Sources - Secure Energy & Water Efficiency Program C3043 AD 30,300 10,700 7,100 3,600 - General Plan Update tbd AD 100,000 150,000 50,000 75,000 - City-wide Solar Photo Voltaic tbd FA 6,000 - - - - Access Modifications - Facilities Various FA 42,500 - - - - Huber Park Improvements C3054 PK - 175,000 - - - Central Park Playground C5021 PK 10,000 - - - - Ohlone Natural Area & Rain Gardens C3067 CR 110,000 793,720 - - - Ohlone Greenway Improvements C3035 CR 730,792 - - - - Ohlone Greenway Signage tbd CR - - - 118,200 - Street Improvement Program C3027 ST 2,088,670 - 354,000 - - Potrero / I-80 Ramps Intersections C3045 ST 96,390 521,910 - - - Arlington School Crossing C3047 ST 28,000 202,470 - - - Indicates funding from multiple sources * Indicates a source fund that does not transfer monies to General Fund CIP (301) Table 11-2 2011 - 2021 Capital Improvement Program 10-Year Appropriation Plan (By Funding Source) ---PAGE BREAK--- 205 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Unidentified Year Total - - - - - - - 225,000 $ - - - - - - - 113,000 - - - - - - - 11,250 - - - - - - - 50,000 - - - - - - - 10,200 - - - - - - - 409,450 153,000 $ 156,060 $ 159,181 $ 162,365 $ 165,612 $ 168,924 $ - 1,395,143 38,100 38,900 39,700 40,500 41,400 42,300 - 385,400 - - - - - - - 31,600 - - - - - - - 58,810 191,100 194,960 198,881 202,865 207,012 211,224 - 1,870,953 250,000 500,000 500,000 500,000 500,000 500,000 - 3,000,000 - - - - - - - 250,000 250,000 500,000 500,000 500,000 500,000 500,000 - 3,250,000 100,000 - 100,000 - 100,000 - - 750,000 100,000 - 100,000 - 100,000 - - 750,000 - - - - - - - 13,000 - - - - - - - 487,000 - - - - - - 200,000 220,500 - - - - - - 200,000 720,500 710,593 724,805 739,301 754,087 769,169 784,552 - 20,699,195 - - - - - - - 30,000 710,593 724,805 739,301 754,087 769,169 784,552 - 20,729,195 - - - - - - - 51,700 - - - - - - - 375,000 - - - - - - - 6,000 - - - - - - - 42,500 - - - - - - - 175,000 - - - - - - - 10,000 - - - - - - - 903,720 - - - - - - - 730,792 - - - - - - - 118,200 - - - - - - - 2,442,670 - - - - - - - 618,300 - - - - - - - 230,470 continued ---PAGE BREAK--- 206 Table 11-2 (continued) Project # Category Prior Yrs 2012-13 2013-14 2014-15 2015-16 Ohlone Greenway Arterial Crossings C3046 ST 54,000 475,290 - - - Moeser & Ashbury Ped/Bike C3061 ST - 977,000 - - - Central & Liberty Streetscape Improvements tbd ST 132,000 888,000 - - - Del Norte TOD Infrastructure C4014 AD - - - - - SUBTOTAL Other (Secure) 3,428,652 4,194,090 411,100 196,800 - B Other Sources - Nonsecure or Unidentified Fire Flow Upgrade tbd AD - - - - - City-wide Solar Photo Voltaic tbd FA - 1,187,950 - - - Access Modifications - Facilities Various FA - - - - - Library C1005 FA - - - - - Senior Center C4012 FA - - - - - Public Safety Building tbd FA - - - - - Corporation Yard Improvements tbd FA - - - - - Facilities Seismic Retrofit tbd FA - - - - - Central Park Playground C5021 PK - - - - - Cerrito Vista Field Rehabilitation tbd PK - - - - - Canyon Trail Park Improvements tbd PK - - - - - Skate Park tbd PK - - - - - Tennis Backboard tbd PK - - - - - Park Pathway Rehabilitation tbd PK - - - - - Cerrito Vista Snack Shack Remodel tbd PK - - - - - Ohlone Greenway Improvements C3035 CR - - - - - Ohlone Greenway Signage tbd CR - - - - - City-Wide Signage C3028 ST - - - - - Del Norte TOD Infrastructure C4014 ST - - - - - Balra Retaining Wall Replacement C3058 ST - - - - - Traffic Safety Improvements tbd ST - - - - - Wildcat Drive Repair tbd ST - - - - - PDA Streetscape Improvements tbd ST - - - - - Safe Routes to School Program tbd ST - - - - - Neighborhood Traffic Management tbd ST - - - - - SUBTOTAL Other (non secure) - 1,187,950 - - - TOTAL 17,839,639 $ 6,222,640 $ 1,327,400 $ 1,663,900 $ 1,156,560 $ Indicates funding from multiple sources * Indicates a source fund that does not transfer monies to General Fund CIP (301) ---PAGE BREAK--- 207 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Unidentified Year Total - - - - - - - 529,290 - - - - - - - 977,000 - - - - - - - 1,020,000 - - - - - - 6,875,000 6,875,000 - - - - - - 6,875,000 15,105,642 - - - - - - 3,534,000 3,534,000 - - - - - - - 1,187,950 - - - - - - 2,500,000 2,500,000 - - - - - - 19,277,600 19,277,600 - - - - - - 10,500,000 10,500,000 - - - - - - 27,000,000 27,000,000 - - - - - - 4,700,000 4,700,000 - - - - - - 500,000 500,000 - - - - - - 150,000 150,000 - - - - - - 447,000 447,000 - - - - - - 105,000 105,000 - - - - - - 350,000 350,000 - - - - - - 15,000 15,000 - - - - - - 80,000 80,000 - - - - - - 50,000 50,000 - - - - - - 2,500,000 2,500,000 - - - - - - 100,000 100,000 - - - - - - 100,000 100,000 - - - - - - 18,125,000 18,125,000 - - - - - - 300,000 300,000 - - - - - - 1,200,000 1,200,000 - - - - - - 2,500,000 2,500,000 - - - - - - 1,800,000 1,800,000 - - - - - - 1,500,000 1,500,000 - - - - - - 500,000 500,000 - - - - - - 97,833,600 99,021,550 1,251,693 $ 1,419,765 $ 1,538,182 $ 1,456,952 $ 1,576,181 $ 1,495,777 $ 104,908,600 $ 141,857,289 $ ---PAGE BREAK--- 208 Project General Measure RDA Park Inter-gov'l Interest Description Number Fund J (CCTA) In-Lieu Revenue & Other Rev 101 204 varies 210 General Capital Fund (301) Administration Energy & Water Efficiency C3043 - - - - - 10,700 General Plan Update tbd - - - - 150,000 - Recreation Software Upgrade tbd 22,600 - - - - - Facilities Community Center Improvements C3020 - - - - - - Parks Huber Park Improvements C3054 - - - - 175,000 - Creeks & Trails Ohlone Nature Area & Rain Gardens tbd - - - - 793,720 - Ohlone - Blake to Hill tbd - - - - - - Streets SPA C4004/16 - - - - 52,726 - Fairmount / Ashbury C3044 - - - - 15,200 - Traffic Calming/Speed Humps C3009 - - - - - - Access Mod (Streets) C3024 - 35,000 - - - - Potrero Between 55th and 56th C3045 - - - - 521,910 - Arlington School Crossing C3047 - - - - 202,470 - Ohlone Greenway Crossings C3046 - - - - 475,290 - Moeser - Ashbury C3061 - - - - 977,000 - Central / Liberty Streetscape C3063 - - - - 888,000 - SUBTOTAL General Capital Fund 22,600 35,000 - - 4,251,316 10,700 Swim Center Capital Fund (206 - Measure A 2001) Swim Center Capital Enhancements - - - - - 100,000 SUBTOTAL Swim Center Capital Fund - - - - - 100,000 Street Improvement Capital Fund (211 - Measure A 2008) City-Funded Projects C3027 - - - - - 683,000 Moeser Ashbury C3061 - - - - - - SUBTOTAL Street Impr Fund C3063 - - - - - 683,000 TOTAL Activity 22,600 35,000 - - 4,251,316 793,700 TABLE 11-3 CITY OF EL CERRITO 2012-13 Capital Improvement Program Activity Estimated Revenue ---PAGE BREAK--- 209 Estimated Project Balance All Prior Years Budget Year Life to Date All Prior Years Budget Year Life to Date June 30, Funding Revenue Funding Expenditures Expenditures Expenditures 2013 37,916 10,700 48,616 35,018 - 35,018 13,598 100,000 150,000 250,000 - 150,000 150,000 100,000 22,600 22,600 45,200 65,520 10,000 75,520 (30,320) 294,910 - 294,910 193,150 15,000 208,150 86,760 - 175,000 175,000 4,305 170,000 174,305 695 110,000 793,720 903,720 110,354 793,720 904,074 (354) 487,000 - 487,000 25,000 75,000 100,000 387,000 - 6,279,447 52,726 6,332,173 6,260,019 80,000 6,340,019 (7,846) 586,340 15,200 601,540 581,500 20,000 601,500 40 20,000 - 20,000 8,473 10,000 18,473 1,527 69,590 35,000 104,590 - 100,000 100,000 4,590 127,990 521,910 649,900 70,000 579,900 649,900 - 28,000 202,470 230,470 28,000 202,470 230,470 - 112,810 475,290 588,100 60,000 528,100 588,100 - - 977,000 977,000 27,500 949,500 977,000 - 132,000 888,000 1,020,000 132,000 888,000 1,020,000 - 8,408,603 4,319,616 12,728,219 7,600,839 4,571,690 12,172,529 na 100,000 na na 100,000 na - 100,000 - - 100,000 - 15,397,231 683,000 16,080,231 15,283,880 725,000 16,008,880 71,351 30,000 - 30,000 2,768 27,232 30,000 - 15,427,231 683,000 16,110,231 15,286,648 752,232 16,038,880 23,835,834 5,102,616 28,838,450 22,887,487 5,423,922 28,211,409 Estimated Expenditures ---PAGE BREAK--- 210 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CIP Fund (301) Unidentified Misc Operating Transfers Operating Energy Misc Prior Years - - - 30,300 - - - 2012-13 - - - 10,700 - - - 2013-14 - - - 7,100 - - - 2014-15 - - - 3,600 - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal - - - 51,700 - - - Total Capital Costs: 51,700 Total Other Costs: - 51,700 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: 51,700 Contingency: - TOTAL: 51,700 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Energy and Water Efficiency Program Environmental Services Division Capital Costs Other Costs C3043 Environmental Services Division Project Savings, Grants All A Because planning for efficiency projects requires time, establishing a CIP to pay for multi-year projects is critical to achieving success in energy and water efficiency CIP implementation. EWEP funds are also instrumental in providing match funds for grant sources and rebates. Having a ready pool of EWEP funds allows staff to quickly respond to grant and rebate opportunities. Ongoing TOTAL ALL COSTS: To provide an ongoing mechanism for funding energy and water conservation projects in municipal buildings through an initial investment plus reinvestment of a portion of the financial savings generated through these conservation projects into current and future efficiency projects. The formula for allocating savings from projects into EWEP is 75% of estimated first year dollar savings in the following year; 50% of estimated savings in the next year; and 25% of estimated savings in the final 3rd year. The following energy and water efficiency projects are currently being investigated: new and/or lighting controls in the Community Center and City Hall; additional pool pump controls at the Swim Center; a user friendly energy management system dashboard for City Hall; and additional satellites to hook park facilities into the City's centralized weather-based smart irrigation contols. EWEP helps achieve the following City Council Goals: 1) Environmental Stewardship; 2) Fiscal Responsibility and 3) Customer Service: By investing in resource saving municipal projects, the City is saving on both immediate and long-term operating costs, as well as insulating itself from energy and water price volatility. EWEP also uses energy efficiency as an opportunity to upgrade and modernize City equipment and reduce maintenance costs. There are numerous opportunities to incorporate energy and water efficiency into existing facilities and landscapes. Capitalizing on these opportunities will save energy and water as well as provide ongoing savings to the General Fund and other operating funds, such as LLAD. EWEP helps leverage outside sources of funds to help modernize equipment in City facilities, thereby improving equipment performance, lighting quality and user comfort. In FY 11/12 EWEP leveraged $24,000 to accomplish $183,000 in energy efficiency projects, including lighting improvements along the Ohlone Greenway and in Recreation Department facilities and a tune- up of the City Hall HVAC System. This work helped the City accomplish other goals, such as improving safety, aesthetics, and maintenance on the Ohlone Greenway, upgrading our lighting in advance of the State-mandated sunset of T-12 lighting, repairing inoperable lighting fixtures and controls, and fixing legacy code violations. ---PAGE BREAK--- 211 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 3,534,000 - - - - - Subtotal - 3,534,000 - - - - - 3,534,000 - $3,534,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 40,000 Design: - Constr Mgt: - Equipment: Constr: 3,494,000 Other: Contingency: - TOTAL: 3,534,000 $ TOTAL ALL COSTS: A fire flow study was completed in 2006 that also included cost estimates. No funding source available at this time. This project is intended to upgrade the existing water supply system to improve the fire flow in the area located east of Arlington Blvd. to the city limits. This upgrade will include 10,440' of new and upgraded pipe and an addition of 11 new hydrants. With this upgrade the Fire Flow in this area will achieve our 3000 gallons per minute (GPM) goal. General Plan Objective: El Cerrito Fire Department's objective is to improve the Fire Flow capability of the water distribution system within the City of El Cerrito, specifically, the area located east of Arlington Blvd. to the City limits. The desired Fire Flow selected in this area is 3000 gallons per minute (GPM) for two hours from three adjacent fire hydrants flowing simultaneously at a residual pressure of 20 pounds per square inch (PSI). These upgrades would improve the Fire Flow to combat a wildland interface fire in an area where the current water supply is sufficient for use on residential structure fires. At this point in time, a funding source has not been identified. When a funding source becomes available this project will be completed through a interfund agreement with EBMUD. Staff will explore grant funding possibilities and also work with EBMUD to request needed upgrades as standard maintenance is completed. This project will also have the ability to be completed in stages. tbd Public Works/Fire Department Unidentified Fire Department/ General Public B East of Arlington Blvd. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Fire Flow Upgrade Fire Department Other Costs In the interest of community fire safety, firefighting staff has set a long term goal of upgrading the Fire Flow between the East Bay Regional Park District and the City of El Cerrito Interface. Total Capital Costs: Total Other Costs: Capital Costs ---PAGE BREAK--- 212 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund (101) Municipal Services Corp Operating Energy Misc Prior Years 25,000 100,000 - - - - - 2012-13 - 150,000 - - - - - 2013-14 75,000 50,000 - - - - - 2014-15 125,000 75,000 - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 225,000 375,000 - - - - - 600,000 - $600,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Status: Capital Cost Estimate: Admin: $100,000 Design: Constr Mgt: Equipment: $0 Constr: Other: $500,000 Contingency: TOTAL: $600,000 Citywide Project scoping Capital Costs Other Costs El Cerrito's General Plan has not been comprehensively updated since its adoption in 1999. The General Plan is an important planning tool, and is required to by state law to be reviewed and updated (if needed) every 10 years. Since 1999, a number of laws have been passed that make this update even more important to complete. This comprehensive update will ensure that information in the General Plan is current and that the General Plan's goals, action items, and land use plans are consistent with the community's vision for El Cerrito's future. Chapter 8 of the General Plan lays out how the Plan should be evaluated: • The degree to which each goal has been successfully reached • The effectiveness of each policy in reaching its goal or goals • Problems and opportunities that were unanticipated when the plan or most recent five year evaluation was developed • Data that is out of date to the extent that it inhibits the successful implementation of the General Plan • Recommended changes in the General Plan and to other plans, policies, and regulations. As the City has moved forward with implementation of the General Plan and with the revisions and updates to state laws that govern separate parts of the plan, a number of sections are outdated and in need of revision. Data needs to be updated and new policies related to land use, transportation and other city functions need to be considered by the public and City leaders. Total Costs: Total Other Costs: TOTAL ALL COSTS: tbd Planning Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET General Plan Update EDSD General Fund, Municipal Services Corp. General Public 101, A ---PAGE BREAK--- 213 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Genral Fund Operating Energy Misc Prior Years 22,600 - - - - - - 2012-13 22,600 - - - (3,000) - - 2013-14 22,600 - - - (3,000) - - 2014-15 22,600 - - - (3,000) - - 2015-16 22,600 - - - (3,000) - - 2016-17 - - - - (3,000) - - 2017-18 - - - - (3,000) - - 2018-19 - - - - (3,000) - - 2019-20 - - - - (3,000) - - 2020-21 - - - - (3,000) - - 2021-22 - - - - (3,000) - - Unidentified - - - - - - - Subtotal 113,000 - - - (30,000) - - 113,000 (30,000) $83,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $0 Design: $0 Constr Mgt: $0 Equipment: $0 Constr: $0 Other: $113,000 Contingency: $0 TOTAL: $113,000 The current program utilized by the Recreation Department is outdated and does not adequately meet the needs of the department and the public. Enhancements to the program are no longer being generated and software support is declining. The recreation department currently generates almost four hundred invoices per month in childcare bills alone and the process is very time consuming and inefficient. Additionally the level of detail on the invoices is inadequate for employer childcare reimbursement programs and childcare tax credit purposes. The new software package will bring several advantages including reduced staff time necessary for the childcare invoicing of patrons, providing more detailed statements to the public, and interfacing with the City's financial software package. The online registration function for patrons will be significantly improved by allowing them to log-in to their account (on their own computer or smart phone), view their receipts and registration information, and print year-end payment histories for tax purposes. Annual Maintenance and Licensing Fees for the new system will be reduced from approximately $8,000 per year to $5,000. Staff has received three proposals for a new software package. One of the proposals did not include significant improvements over the department's current software. Another proposal was significantly higher in cost then the program staff is requesting approval for, Rec Trac by Vermont Systems. Staff hopes to begin the installation, design, and training process during the summer with full implementation during the Fall of 2011. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: This project funds the purchase of an enhanced recreation software package to facilitate program registrations, facility rentals, and other revenue collection and organization functions of the Recreation Department. It includes costs for training, hardware, and a new server to support the increased functionality of this program. 101 7007 Moeser Lane Capital Costs Other Costs tbd Recreation Services General Fund Recreation Services/General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Recreation Department Software Upgrade Recreation Services ---PAGE BREAK--- 214 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A (206) Operating Energy Other Prior Years ongoing - - - - - - 2012-13 100,000 - - - - - - 2013-14 100,000 - - - - (8,000) - 2014-15 250,000 - - - - (8,240) - 2015-16 - - - - - (8,487) - 2016-17 100,000 - - - - (8,742) - 2017-18 - - - - - (9,004) - 2018-19 100,000 - - - - (9,274) - 2019-20 - - - - - (9,552) - 2020-21 100,000 - - - - (9,839) - 2021-22 - - - - - (10,134) - Unidentified - - - - - - - Subtotal 750,000 - - - - (81,273) - 750,000 (81,273) $668,727 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $25,000 Design: $40,000 Constr Mgt: $5,000 Equipment: $300,000 Constr: $335,000 Other: $0 Contingency: $45,000 TOTAL: $750,000 TOTAL ALL COSTS: C3050-Varies Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Swim Center Capital Enhancements Recreation Services Measure A - Swim Center Parcel Tax Recreation Services/General Public 206 7007 Moeser Lane Capital Costs Misc Costs The project includes various capital upgrades or enhancements to the original construction including those items listed in the "Need" section below. After completion of the Swim Center in 2004 and warranty work in 2005, there remained some modifications or enhancements needed to bring the Swim Center up to its highest effectiveness. Deficiencies completed so far include the roll up doors to the chemical room, painting, outside lighting, and replacement of the acid tank system to a safer and more reliable CO2 system. In 2010 a water spray park was completed. There are continuing problems with corrosion including regular failures of the pool heating units, metal fixtures and building systems such as lockers, doors, and the diving structures. A detailed analysis of these corrostion problems would be prudent prior to large investments in replacement fixtures and systems. Other future work may include installation of a solar hot water system and rehabilitation of the landscaping around the northern half of the site. Many El Cerrito residents rely on the El Cerrito Swim Center for health, fitness and recreation. The City Council adopted a 15% Greenhouse Gas reduction goal in February 2011. Since natural gas used at the Swim Center is the second largest source of greenhouse gas emissions from municipal activities, solar hot water at the Swim Center will be a necessary component of the City's overall plan to reduce its emissions. It is anticipated that his portion of the project will be financed or structured as a lease or power purchase agreement (PPA) Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 215 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year EPA CSC Grant Finance or Lease Debt Costs Revenues Energy/Cost Savings Prior Years 6,000 - - - - - 2012-13 - 1,187,950 - - 54,999 - (64,374) 2013-14 - - - - 62,608 - (67,255) 2014-15 - - - - 62,776 - (70,265) 2015-16 - - - - 62,944 - (73,409) 2016-17 - - - - 63,111 - (76,694) 2017-18 - - - - 96,300 - (80,126) 2018-19 - - - - 96,300 - (83,712) 2019-20 - - - - 96,300 - (87,458) 2020-21 - - - - 96,300 - (91,372) 2021-22 - - - - 96,300 - (95,461) Unidentified - - - - 96,300 - (99,732) Subtotal 6,000 1,187,950 - - 884,236 - (889,858) Total Capital Costs: 1,193,950 Total Other Costs: (5,623) 1,188,327 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 6,000 Design: - Constr Mgt: - Equipment: Constr: - Other: 1,187,950 Contingency: - TOTAL: 1,193,950 $ tbd Public Works/ ESD CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET City Wide - Solar Photo Voltaic Environmental Services Division Leasing/Financing All Departments A, B City Hall Capital Costs Other Costs TOTAL ALL COSTS: Installing approximately 350 kW of solar photovoltaic panels on all economically feasible municipal buildings in order to convert an estimated 25% of the City's total electricity use to renewable energy. In order to eliminate upfront costs for the City, this project will most likely be financed or structured as a lease or a "power purchase agreement" with a solar power vendor that specializes in providing solar energy in commercial facilities. While the up front cost of installing approximately 350 kW of solar panels is estimated to be $2 million, a solar lease would be structured to be comparable to the electricity bills for the affected facilities. A municipal solar power purchase will help achieve the following City Council Goals: 1) Environmental Stewardship; and 2) Fiscal Responsibility: The project is estimated to offset Utility provided electricity by up to 25% per year, thereby reducing CO2 emissions by approximately 120 tons per year, or approximately 6% of our 2005 municipal carbon footprint. A solar lease or power purchase will also lock in electricity costs at a certain amount per month, thereby insulating the City from a portion of future rate increases from the Utility. The City Council adopted a 15% Greenhouse Gas reduction goal in February 2011. A municipal solar power purchase will reduce the city's greenhouse gas emissions by Planning ---PAGE BREAK--- 216 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund CDBG LLAD Unidentified Operating Energy Misc Prior Years 11,250 33,750 8,750 - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - 2,500,000 - - - Subtotal 11,250 33,750 8,750 2,500,000 - - - 2,553,750 - $2,553,750 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 38,000 Design: 228,000 Constr Mgt: 152,000 Equipment: - Constr: 1,900,000 Other: - Contingency: 235,750 TOTAL: $2,553,750 varies Other Costs Design and construction of exterior ADA improvements at the Senior Center were completed in FY2010/11. Work on other prioritized facilities is pending adequate funds. This project will implement the facilities portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. The City's ADA Transition Plan establishes a priority-based plan to bring facilities into compliance. The Community Center, Public Safety Building, Senior Center and Civic Center were the highest ranked facilities. Specific locations and scopes of future work will be determined as funding opportunities arise. Capital Costs Many of the City's facilities are out of compliance with the ADA, and must be modified or updated. These facilities include buildings, parks and playgrounds. This program will bring facilities into compliance and make the full level of City's services accessible. In FY10, the City successfully applied for a Community Development Block Grant (CDBG) funds to improve access to the Senior Center by making a number of ADA improvements to the parking lot and building access areas. Funding for additional facilities must be identified. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Access Modifications - Facilities Public Works, Economic Development Various Public Works - Engineering Division General Fund, CDBG/LLAD, Unidentified General Public 101, A, B ---PAGE BREAK--- 217 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Library Fund (2004 Series A TAB) Unidentified Operating Energy Misc Prior Years - - - - - 2012-13 - - - - - 2013-14 - - - - - 2014-15 - - - - - 2015-16 - - - - 2016-17 - - - - - 2017-18 - - - - - 2018-19 - - - - - 2019-20 - - - - - 2020-21 - - - - - 2021-22 - - - - - Unidentified - 19,277,600 - - - Subtotal - 19,277,600 - - - 19,277,600 - 19,277,600 $ Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 292,504 Design: 1,170,015 Constr Mgt: 936,012 Equipment: 525,000 Constr: 11,700,150 Other: 1,521,895 Contingency: 1,872,024 Land: 1,260,000 TOTAL: 19,277,600 $ Needs assessment is complete. Conceptual design will need to be done for any potential sites. Funding is undetermined at this time. Siting of the project remains an unknown, as the site shared by the Senior Center is located partially on property owned by the School District. The State of California’s takeaway of funding from the Redevelopment Agency forced the City to stop negotiations for purchase of the land. Alternative locations will continue to be explored; however, the potential elimination of Redevelopment funding in addition to additional State takeaways will significantly impact the feasibility of the project. Other Costs The library facility will be planned to meet service levels through the year 2030. The preliminary building program, based on the needs assessment, calls for a building of about 20,000 square feet, a 75,000 volume collection, 42 computers, dedicated space for meetings, study, and a computer lab, and is proposed to house a Literacy Center to serve West Contra Costa County. Capital Costs The building is 6,400 square feet, has a collection of 36,426 , and nine computers. For a community our size, current library standards call for a facility between 14,000 and 23,000 square feet, a collection of at least 52,000, and at least 38 computers. The current library facility was built in 1948 and was expanded and remodeled in 1960. The building is inadequate to meet the needs of a city our size and is in need of extensive repairs. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Library City Council, Environment & Develop. Services C1005 Environment & Develop. Services Unidentified General Public TOTAL ALL COSTS 6510 Stockton Avenue B Total Other Costs: Total Capital Costs: ---PAGE BREAK--- 218 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Revenues Prior Years - - - - - 2012-13 - - - - - 2013-14 - - - - - 2014-15 - - 3,000 - (10,000) 2015-16 - - 3,090 - (12,000) 2016-17 - - 3,183 - (15,000) 2017-18 - - 3,278 - (15,450) 2018-19 - - 3,377 - (15,914) 2019-20 - - 3,478 - (16,391) 2020-21 - - 3,582 - (16,883) 2021-22 - - 3,690 - (17,389) Unidentified - 10,500,000 - - - Subtotal - 10,500,000 26,677 - (119,026) 10,500,000 (92,349) $10,407,651 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 170,000 Design: 890,000 Constr Mgt: 590,000 Equipment: 350,000 Constr: 7,400,000 Other: - Contingency: 1,100,000 TOTAL: 10,500,000 $ Recreation Dept. Senior Center Capital Fund (2004 Series A TAB) B Total Capital Costs: Other Costs Needs assessment is complete. Conceptual design will need to be done for any potential sites. The Senior Center project would encompass the development of a new multi-purpose building that would serve the adults of El Cerrito, allow for more flexible recreation programming, and provide community meeting space to accommodate larger groups and gatherings. Capital Costs Built in 1980, the existing Open House Senior Center has reached it's maximum potential for programming Senior and Adult activities as well as providing a quality rental facility for community use. Structural: Not designed to current code or seismic requirements. Building Systems: Electric and mechanical systems are outdated, undersized and inefficient. The lighting system does not meet Title 24 Energy Code. Disabled Access: Current site and building configuration make compliance with ADA very difficult. Any remodel scenarios would require full compliance and substantial modifications. Aging baby boomers and an increase in the percentage of our senior population represents the apparent need for an Adult Community Center. By providing a state of the art Adult Center it is feasible to explore a seven day a week multi activity center and expand programs to better meet the needs of the community. Many newer senior programs reach out to a wider segment of adults with more active programming. C4012 Unidentified General Public Funding is undetermined at this time. Siting of the project remains an unknown, as the current site occupied by the Senior Center is on property owned by the School District. The State of California’s takeaway of funding from the Redevelopment Agency forced the City to stop negotiations for purchase of the land. Alternative locations will continue to be explored; however, the potential elimination of Redevelopment funding in addition to additional State takeaways will significantly impact the feasibility of the project. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Senior Center City Council, Environment & Develop. Services TOTAL ALL COSTS: Total Other Costs: ---PAGE BREAK--- 219 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - 2017-18 - - - - 50,000 (5,000) - 2018-19 - - - - 50,000 (5,000) - 2019-20 - - - - 50,000 (5,000) - 2020-21 - - - - 50,000 (5,000) - 2021-22 - - - - 50,000 (5,000) - Unidentified 27,000,000 Subtotal 27,000,000 - - - 250,000 (25,000) - 27,000,000 225,000 $27,225,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 350,000 Design: 2,250,000 Constr Mgt: 1,500,000 Equipment: 800,000 Constr: 18,900,000 Other: 1,000,000 Contingency: 2,200,000 TOTAL: 27,000,000 $ B 10900 San Pablo Avenue TOTAL ALL COSTS: Construct new Public Safety Building at existing or new location. The Public Safety Building was built in 1960 and monies have not been committed to keep the building current. The building also does not have sufficient space for evidence, lockers, training, and working of employees. A new Public Safety facility will be designed to standards for an essential facility, meaning that it will remain operational under the most extreme seismic event. It will also provide for more efficient operations for both Police and Fire on an ongoing basis - both for administration and field operations. A new state-of-the-art facility could also serve as a back-up or auxiliary emergency operations center. Planning is still underway Capital Costs Other Costs The City's consultant has performed an evaluation of the existing Public Safety Building and general needs of the Police and Fire Departments. Their recommendation is that a new facility would be more cost effective than retrofitting the existing facility. This takes into account the desired levels of service the two affected departments. Since the existing building is occupied by both the Fire and Police Departments, serious consideration must be given to build two separate buildings to keep with current laws pertaining to access and the distinct needs of each department. A funding source for this facility has not yet been identified. Total Capital Costs: Total Other Costs: Unidentified Police & Fire Departments CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Public Safety Building Police Department tbd Public Works - Engineering Division ---PAGE BREAK--- 220 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 4,700,000 - - - - - Subtotal - 4,700,000 - - - - - 4,700,000 - $4,700,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $220,000 Design: $450,000 Constr Mgt: $290,000 Equipment: $0 Constr: $3,000,000 Other: $280,000 Contingency: $460,000 TOTAL: $4,700,000 tbd Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Corporation Yard Improvements Public Works Department Total Capital Costs: Total Other Costs: Unidentified Public Works Staff B 7550 Schmidt Lane Capital Costs Other Costs In FY 2009-2010, City staff moved into the former Stege Facility. A conceptual design for a new facility is pending funding. This project has been reconfigured to encompass only the modifications of the Corporation Yard remnants and conversion of the former Stege Sanitary District facility. This project includes demolition of the former Stege facility and remnants of the original Corporation Yard and construction of a new Corporation Yard. TOTAL ALL COSTS: The current Corporation Yard facility is nearly 50-years old. In addition, it was built for a different size and type of work force that is no longer applicable. New environmental requirements make it increasingly more difficult to remain in compliance with current laws and regulations. Per the master plan developed in 2005, the land swap with the Stege Sanitary District provided the City's corporation yard and recycling facility with a consolidated site. Reuse of the former Stege facility combined with the reconfigured corporation yard will continue to serve the operational needs until a new facility can be built. The source and timing of funding for a new corporation yard have not been identified. ---PAGE BREAK--- 221 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 500,000 - - - - - - Subtotal 500,000 - - - - - - 500,000 - $500,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $10,500 Design: $52,000 Constr Mgt: $35,000 Equipment: $0 Constr: $350,000 Other: $0 Contingency: $52,500 TOTAL: $500,000 B varies Total Capital Costs: Total Other Costs: Pending funding Capital Costs This project will implement seismic structural upgrades to various facilities. Specific projects and scopes of work will be developed to match any future funding sources. Many of the City's facilities are out of compliance with current seismic standards. In the event of a significant earthquake, many City facilities may not be serviceable without this project. The Structural Facilities Report (2004) identified structural deficiencies associated with several of the City's buildings and facilities. Among the highest priorities is seismic retrofit of the existing buildings. The report estimated total cost of this work to be $1,526,000 (2004 costs) citywide, excluding the Corporation Yard and Recycling Center. At this time, funding is not available to begin this priority work. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Facilities Seismic Retrofit Public Works TOTAL ALL COSTS: tbd Public Works - Engineering Division Unidentified General Public Other Costs ---PAGE BREAK--- 222 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Measure WW Operating Energy Misc Prior Years - - - - - - - 2012-13 - 175,000 - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal - 175,000 - - - - - 175,000 - $175,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,000 Design: 10,000 Constr Mgt: - Equipment: Constr: 145,000 Other: - Contingency: 18,000 TOTAL: $175,000 A Huber Park This project presented significant challenges because of its hillside/creekside setting and its unique WPA-era construction. Because of the terrain, any significant improvements could trigger accessibility upgrades (per the ADA) that would be extremely challenging. There was a consensus from community meetings that the historic nature of the park should not be disturbed, and the large flat basketball court area should remain open for court play instead of converting it to a play structure area. Other minor upgrade preferences included replacing old play equipment in the upper areas (if feasible and allowed by the ADA), resurfacing the basketball court, improved picnic areas, pathway improvements including possible opening of second and third pathways to Terrace and Shevlin drives, and creek and drainage modifications. This project includes resurfacing of the basketball court and providing ADA access from the street, making modest drainage improvements to minimize to recurrence of flooding, replacing play equipment if possible, improving existing pathway past Park Way to Terrace Drive and providing handrails to assist accessibility, making minor improvements to picnic areas, improving the second access path to Terrace Drive including steps and handrails, and opening access to third access path to Shevlin Drive. The play equipment is approximately 50 years old and needs replacement. Also, the paths, lower play area surface, picnic and drainage system are in disrepair. Capital Costs Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Application for Measure WW grant funding was submitted in March 2010. In Spring 2011, the work scope will be refined given available ADA assessment, community priorities, and input from the Park and Recreation Commission. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Huber Park Improvements Recreation Department C3054 Public Works - Engineering Division Measure WW Recreation Department ---PAGE BREAK--- 223 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year First 5 grant Park-in-Lieu City of Richmond Unidentified Operating Energy Misc Prior Years 10,000 13,000 - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 75,000 75,000 - - - Subtotal 10,000 13,000 75,000 75,000 - - - 173,000 - 173,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,500 Design: 15,000 Constr Mgt: 10,500 Equipment: Constr: 127,000 Other: - Contingency: 18,000 TOTAL: $173,000 First 5 grant, Park-in-Lieu, unidentified General Public Most of Central Park lies within the City of Richmond, but it serves El Cerrito residents to a large degree. The cities of El Cerrito and Richmond have an agreement in place that requires a 50-50 split of capital costs. The City of Richmond has agreed to share in the cost of this project when El Cerrito is able to fund it. The City received a First 5 grant of $10,000 that was used for installation of pre-school equipment and new play surfacing at play area in the northeast corner of that site in 2010. The City provided approximately $8,000 matching funds through the Park-in- Lieu Fund. Future phase may be eligible for Measure WW funding. The City will continue to coordinate with Richmond for other improvements. Planning Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Central Park Playground Recreation Department C5021 Public Works - Engineering Division TOTAL ALL COSTS: The first phase of this project replaces outdated tot play structure at Central Park. Future phase includes replacement of the original playground in the southwest corner. The existing play structure is out dated and non-compliant with current play standards the Americans with Disabilities Act (ADA). A, 210, B So. End of Avila Street Capital Costs Other Costs ---PAGE BREAK--- 224 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 447,000 Subtotal 447,000 - - - - - - 447,000 - $447,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 3,600.00 $ Design: 18,000 Constr Mgt: 18,000 Equipment: - Constr: 360,000 Other: - Contingency: 47,400 TOTAL: $447,000 Cerrito Vista Park Other Costs Pending funding The entire ballfield/playfield would receive a sub-surface drainage system, regrading, new irrigation system, rebuilding of the infield and new turf. Capital Costs Cerrito Vista Park ballfield is heavily used by both the El Cerrito varsity softball team and the El Cerrito Youth baseball leagues for play throughout the summer, and used by the El Cerrito Soccer Association in the fall and winter months. The field suffers from poor drainage which tends to limit the availability or days playable, especially in the winter. Major renovation of this field (which is over 40 years old) is necessary to insure a safe, playable surface that withstand heavy use. The users of this field will experience a better playing surface that is better drained, sloped consistently, with a healthier turf. Funding must be identified. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Cerrito Vista Ballfield Rehabilitation Recreation Services tbd Public Works - CIP Division Unidentified Recreation Services B ---PAGE BREAK--- 225 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 105,000 - - - - - Subtotal - 105,000 - - - - - 105,000 - $96,500 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 1,000 Design: 4,250 Constr Mgt: 4,250 Equipment: Constr: 85,000 Other: - Contingency: 10,500 TOTAL: $105,000 Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Canyon Trail Park Improvements Recreation Department tbd Public Works-Maintenance Unidentified Recreation Department Planning TOTAL ALL COSTS: Improve park facilities and install a small dog exercise area Three maintenance items and the transformation of an unused area of the park into a fenced "dog park" have been indentified as desirable projects to pursue. These would include the repair and repaving of the asphalt pathways throughout the park including an extension of the path up to Gatto, repair the steps from the tennis courts up to "The Crescent", repair the two wooden bridges over the creek in the lower park and create a new "dog exercise area" adjacent to Gatto in what is currently the old horse shoe court area. B 6757 Gatto Capital Costs Other Costs Funding must be identified. ---PAGE BREAK--- 226 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 350,000 - - - - - Subtotal - 350,000 - - - - - 350,000 - 350,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 5,000 Design: 30,000 Constr Mgt: 20,000 Equipment: Constr: 260,000 Other: - Contingency: 35,000 TOTAL: $350,000 B unknown Capital Costs Other Costs Concept only. Could be a candidate for Measure WW funding. TOTAL ALL COSTS: Build a skate park. Location unknown. During public meetings concerning use of Measure WW grant funding, members of the public requested that a skate park be considered. This gained some support from the Park & Recreation Commission. Would provide a facility for teenage residents (and non-residents). In November 2009, staff held a community meeting to receive public input a proposal to construct a small skate boarding facility (skate spot) at Central Park. The community expressed considerable opposition to the proposal. Future locations for a skate spot will have to be considered carefully with community concerns being heard and incorporated into the project. Total Capital Costs: Total Other Costs: Unidentified Recreation Department CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Skate Park Recreation Department tbd Public Works - Engineering Division ---PAGE BREAK--- 227 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 15,000 - - - - - Subtotal - 15,000 - - - - - 15,000 - 15,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. - Design: Constr Mgt: - Equipment: Constr: 15,000 Other: - Contingency: - TOTAL: 15,000 $ B unknown Capital Costs Other Costs concept only. Could be a candidate for Measure WW funding. TOTAL ALL COSTS: install a tennis backboard at an existing tennis facility. This project would provide a practice facility for tennis players. (See Need/Service Level section) Total Capital Costs: Total Other Costs: Unidentified Recreation Department CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Tennis Backboard Recreation Department tbd Public Works - Engineering Division ---PAGE BREAK--- 228 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 80,000 - - - - - Subtotal - 80,000 - - - - - 80,000 - 80,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. - Design: Constr Mgt: - Equipment: Constr: 80,000 Other: - Contingency: - TOTAL: 80,000 $ Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Park Pathway Upgrades Recreation Department tbd Public Works-Maintenance Unidentified General Public concept only. Could be a candidate for Measure WW funding. TOTAL ALL COSTS: Repave or rehabilitate badly deteriorate asphalt or concrete pathways within the City's parks. Many pathways have suffered from neglect or insufficient funding, and are badly in need of repair, rehabilitation or replacement. B various Capital Costs Other Costs (See Need/Service Level section) ---PAGE BREAK--- 229 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 50,000 - - - - - Subtotal - 50,000 - - - - - 50,000 - $50,000 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 500 Design: 4,500 Constr Mgt: - Equipment: Constr: 45,000 Other: - Contingency: - TOTAL: 50,000 $ Varies Proposed Project Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Cerrito Vista Snack Shack Remodel Recreation Department TBD PW Maintenance Unidentified TOTAL ALL COSTS: This project provides for the rebuilding of the snack shack at Cerrito Vista Park. This structure does not comply with the Americans with Disabilities Act. The Recreation Department can no longer allow interested parties to utilize the snack shack at Cerrito Vista Park because the building itself does not comply with the ADA. B Cerrito Vista Park Capital Costs Other Costs ---PAGE BREAK--- 230 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Prop 84 Urban Greening Operating Energy Misc Prior Years 110,000 - - - - - 2012-13 793,720 - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 903,720 - - - - - - Total Capital Costs: 903,720 Total Other Costs: - 903,720 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 6,000 Design: 136,342 Constr Mgt: 25,000 Equipment: - Constr: 634,160 Other: 19,000 Contingency: 83,218 TOTAL: 903,720 $ The City received a Proposition 84/Urban Greening grant for this project. The project received letters of support from the City of Albany, BART, Albany Middle School, Friends of Five Creeks and the Contra Costa Public Health Department as it fosters a more active community. The project was also presented to the Parks and Recreation Commission. Construction will need to be coordinated with the BART Earthquake Safety Retrofit program. The City was awarded funding in January 2011 and hired a design consultant in February 2012. The City is undertaking preliminary steps with BART to assure the projects are coordinated and anticipates constructing the project in the fall of 2012. TOTAL ALL COSTS: The project would add green elements to this Ohlone Greenway between the City of Albany and Fairmount Avenue by treating urban stormwater runoff; creating an informal exploration, natureplay and plaza area; improving walkability; utilizing and demonstrating low maintenance, low water using, native landscaping; improving riparian habitat and diversity; and fostering connection to nature along the Ohlone Greenway. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Capital Costs Other Costs C3067 ESD and PW Grants All CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Natural Area and Rain Gardens Environmental Services Division A Ohlone Greenway ---PAGE BREAK--- 231 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Park-in-Lieu Fund Operating Energy Misc Prior Years 487,000 - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 487,000 - - - - - - Total Capital Costs: 487,000 Total Other Costs: - 487,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need/Service Level: Pertinent Issues: Status: Cost Estimate: Admin. 6,000 Design: 42,000 Constr Mgt: 26,000 Equipment: Constr: 353,000 Other: Contingency: 60,000 TOTAL: 487,000 $ Improvements will be coordinated with Safeway development improvements and work on Greenway as part of the BART Seismic Retrofit Project. The first element will be a pedestrian path along the Safeway frontage to carry pedestrians from the BART crosswalk at Hill St up to the store's entrance. This will be designed in a manner such that it can ultimately connect to the BART path with full ADA accessibility near the Safeway outdoor cafe area. Design of the full area is anticipated to get underway in fall of 2012. TOTAL ALL COSTS: Improve the Ohlone Greenway consistent with the Greenway Master Plan includes landscaping, lighting, and street crossing improvements. The project implements elements and design goals within both the General Plan and the Ohlone Greenway Master Plan. The Ohlone Greenway Master Plan developed with extensive community input indicated a desire to create more attractive and usable "nodes" along the Greenway as well as to enhance ecological areas and incorporate community gathering areas. Capital Costs Other Costs tbd PW Park-in-Lieu Fund All CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Improvements between Hill and Blake Public Works Dept. 210 Ohlone Greenway ---PAGE BREAK--- 232 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: 811, 210, A, B Fiscal Year Park-in-Lieu Fund RDA Capital ('03 Bonds) BART Unidentified Operating Energy Misc Prior Years 20,500 127,500 603,292 - - - - 2012-13 - - - - - - - 2013-14 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 200,000 - 2,500,000 - - - Subtotal 220,500 127,500 603,292 2,500,000 - - - 3,451,292 - $3,451,292 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $43,000 Design: $258,000 Constr Mgt: $172,000 Equipment: $500,000 Constr: $2,150,000 Other: $0 Contingency: $328,292 TOTAL: $3,451,292 BART-related improvements are designed and scheduled for construction in 2011-2013. City staff will review the construction of these improvements. Other related projects are the Ohlone Natural Area south of Fairmount Avenue (funded through a Prop 84 grant) and the Hill-to-Blake section (funded pursuant to the Safeway development agreement). Future improvements are awaiting funding. The project is divided into three phases: Master Plan; BART-related upgrades; and future improvements. The master plan is now complete and adopted, and the BART-related upgrades have been designed and are slated for construction in 2011 - 2014. Future improvements are outlined in the master plan, most are not funded at this point. Capital Costs Three primary conditions give rise to the need for this project. 1) The need for improving the facility to meet current and future users' needs and standards, as well as to improve the design and feel of the facility to fully actualize its potential to contribute to the surrounding areas; 2) To coordinate and optimize the opportunity provided by the BART Earthquake Safety Program and disruptive trail closure;3) To create a consistent and appealing design to coordinate future improvements with public or private projects. The Ohlone is considered by regional bicycle organizations as a backbone to the non-motorized transportation system in the region. 2007 counts found weekday use averaging 627 pedestrians/bicyclists per day, and according to a citywide survey completed in 2003, the Greenway is the 6th most used recreational facility. 2/3 of residents in a 2007 Citywide survey indicated they use the Greenway regularly or often. TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Improvements Public Works/Environmental Services C3035 Public Works - Engineering Division General Public Total Other Costs: Ohlone Greenway Park-in-Lieu Fund (210) Through extensive negotiations with BART, Phase 1A of the Master Plan, for the most part, has been included in the design for the BART Earthquake Safety Program. In order for BART to use City property along the Ohlone Greenway for construction purposes, BART purchased temporary construction easements from the City in July 2009 via the execution of an Acquisition Agreement. The City granted BART a Right of Entry to City property and, in lieu of payment to the City for the Right of Entry value in the amount of $603,292, BART offered to construct improvements beyond the equivalent value of BART's required restoration work. The Ohlone Greenway Master Plan is helping staff in searching for additional outside funding, including an Urban Greening Grant for the section between Fairmount Avenue and Brighton Avenue in Albany. RDA Capital (2003 Bonds) (811), unidentified Total Capital Costs: Comm Design: Utilize the Greenway as one of the features that provides a more distinct identity for El Cerrito through enhancement of its landscape features, signage, maps and other features. (CD 3.9): Ohlone Greenway- Enhance the usability and aesthetic appeal of the Ohlone greenway by integrating it into the fabric of the City. (CD 3.10): Greenway Spur Trails- Develop greenway spur trails for creekside access. (CD3): A City with attractive landscaping of public and private properties, open space, and public gathering places. Other Costs ---PAGE BREAK--- 233 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Meas J TLC Grant Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - 118,200 - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 100,000 - - - - - Subtotal - 100,000 118,200 - - - - 218,200 - 218,200 Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. 2,000 Design: Constr Mgt: - Equipment: Constr: 93,000 Other: - Contingency: 5,000 TOTAL: 218,200 $ Total Capital Costs: Total Other Costs: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Signage Program Public Works Department tbd Public Works - Engineering Division Unidentified General Public Planning including coordination with WCCTAC. Could be a candidate for Measure WW funding or future Safe Routes to Transit funding. TOTAL ALL COSTS: Install signage along the Ohlone Greenway that conforms to the prototype developed with the Baxter Creek Gateway Park and the Ohlone Greenway Master Plan. A comprehensive signage program will provide better wayfinding, provide distances for cyclers and walkers, and bring a unique and uniform appearance to the Ohlone Greenway. Current signage is sporadic and not consistent in its look. A, B Ohlone Greenway Capital Costs Other Costs The City is participating on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project will develop technical specifications and design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany and includes the Ohlone Greenway. ---PAGE BREAK--- 234 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure A Sales Tax Grants General Fund Trench Fees Meas J (CCTA) Revenues Cost Savings Prior Years 13,329,900 2,088,670 - 141,127 180,000 - - - 2012-13 643,000 - - 40,000 - - - - 2013-14 643,000 354,000 - 40,000 - - - - 2014-15 643,000 - - 40,000 100,000 - - - 2015-16 655,860 - - 40,800 150,000 - - - 2016-17 668,977 - - 41,616 153,000 - - - 2017-18 682,357 - - 42,448 156,060 - - - 2018-19 696,004 - - 43,297 159,181 - - - 2019-20 709,924 - - 44,163 162,365 - - - 2020-21 724,122 - - 45,046 165,612 - - - 2021-22 738,605 - - 45,947 168,924 - - - Unidentified - - - - - - - Subtotal 20,134,749 2,442,670 - 564,446 1,395,143 - - - 24,537,007 - $24,537,007 Statement of Need, Service Level, and Issue: Project Desc: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $417,129 Design $981,480 Constr Mgt: $1,496,757 Equipment: $0 Construction $20,169,420 Other: $245,370 Contingency: $1,226,850 TOTAL: $24,537,007 The accelerated program was completed in 2010, and the annual project will perform scheduled capital maintenance and any needed rehabilitation. see above The primary issue has been that of funding. With the passage by voters in February 2008 of Measure A (Street Improvement Sales Tax), it is anticpated that there will be sufficient funding to bring the overall system condition up to acceptable levels and keep it there. The Measure A Street Improvement Program 2008 - 2010 invested approximately $15 million into street improvements bringing the Pavement Condition Index up from 52 to 85. The Measure A Sales Tax continuess to fund this program to maintiain the street system serviceable condition. Grants (STP, Prop 1b, ARRA) Measure J Return-to-Source (204) C3027 Sales Tax - Street Impr (211) Project includes the design of a variety of roadway treatments including slurry seal, micropave, cape seal, asphalt overlay of various thicknesses, and repairs of failed sections. The scope will also include installation of curb ramps in compliance with the ADA for all streets that receive an overlay treatment, curb, gutter, and sidewalk upgrades as needed, upgrades to traffic control systems that pertain to pavement work (striping, crosswalks, bike facilities, and associated signage), and upgrades to road- related storm drainage facilities. The project will involve multiple specialty contracts such as seal coats, asphalt overlay, roadway repairs and concrete. This project will also fund the bi-annual Pavement Management Program update. Total Other Costs: Other Costs Project Budget City of El Cerrito CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Street Improvement Program Public Works TOTAL ALL COSTS: Total Capital Costs: Public Works - CIP Division 204, 211, A General Public City-wide ---PAGE BREAK--- 235 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Measure C/J (204) Operating Energy Misc Prior Years ongoing - - - - - - 2012-13 35,000 - - - - - - 2013-14 35,700 - - - - - - 2014-15 36,500 - - - - - - 2015-16 37,300 - - - - - - 2016-17 38,100 - - - - - - 2017-18 38,900 - - - - - - 2018-19 39,700 - - - - - - 2019-20 40,500 - - - - - - 2020-21 41,400 - - - - - - 2021-22 42,300 - - - - - - Unidentified - - - - - - - Subtotal 385,400 - - - - - - 385,400 - $385,400 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $7,708 Design: $46,248 Constr Mgt: $30,832 Equipment: $0 Constr: $250,510 Other: $0 Contingency: $50,102 TOTAL: $385,400 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3024 PW Engineering Division Access Modifications - Streets Public Works This is an ongoing program. This project will implement the streets portion of the City's American with Disabilities Act (ADA) Transition Plan Update, which was adopted in September 2009. Specific locations and scopes of work will be determined annually in conformance with the Plan Update and based on guidance from ADA Advisory Group. This program is in addition to the curb ramp work required by street repaving program, however the access program may be contracted jointly with the Street Resurfacing Program. Measure C/J Public Capital Costs Other Costs 204 Citywide TOTAL ALL COSTS: The ADA requires that public facilities are accessible to people with disabilities. The City's ADA Transition Plan identifies deficiencies on major pedestrian routes in the public right-of-way, and recommends a strategy for eliminating these obstructions. The Plan prioritizes improvements to major pedestrian routes in the public right-of- way. Within the public streets, there are numerous obstructions to access for disabled persons. This capital program is an integral part of a compliance strategy for tackling this massive deficiency in the most practical manner. These actions require that requests from persons with disabilities be prioritized based on guidance from the ADA Advisory Group. This program will work toward bringing the pedestrian routes in the public right-of-way into compliance and making the City's programs accessible. In 2010, 18 curb ramps were constructed at four key intersections discussed with the ADA Advisory Group. The funding used was from FY2009-10 and FY2010-11. We expect to construct 15 to 20 curb ramps in FY2012-13. Total Capital Costs: Total Other Costs: ---PAGE BREAK--- 236 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: 204, A Location: Fiscal Year HSIP Grant (secure) Measure J/C (CCTA) Prop 1b Operating Energy Misc Prior Years 63,000 31,600 33,390 - - - - 2012-13 521,910 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 584,910 31,600 33,390 - - - - 649,900 - 649,900 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 10,000 Design: 65,000 Constr Mgt: 47,500 Equipment: Constr: 475,000 Other: Contingency: 52,400 Land: TOTAL: 649,900 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Potrero & I-80 Ramps Intersection Imp Public Works and Police Departments Total Capital Costs: Total Other Costs: C3045 Public Works - Engineering Division General Public Potrero between S.55th and 56th Streets Capital Costs Other Costs HSIP Grant, Measure J/C Fund, Prop 1b Fund The project involves State Right of Way under the I-80 freeway, and will require the City to obtain a Caltrans Encroachment Permit. Consultant began design in January 2010. Design: Final Design is scheduled for completion at the end of 2011. TOTAL ALL COSTS The project is along Potrero Ave between S. 55th and 56th St, and its intersections with WB I-80 On-Ramp and Eastshore Bl/I-80 EB Off-Ramp, in the City of El Cerrito. The proposed improvements include: extending the left-turn lane at the I-80 WB, modification of the centerline to the west of 55th Street, traffic signal upgrades and modified channelization in the form of protected/permissive left-turns and removal of right-turn island at Eastshore/I-80 EB, and modified median at 56th St. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Need/Service Level: This segment of Potrero Avenue has four closely spaced intersections within approximately 500 feet from east to west as follows: stop-controlled at S. 55th St, uncontrolled at the WB I-80 On-Ramp, signalized at Eastshore Bl/I-80 EB Off-Ramp and stop-controlled at S. 56th St. This area has a disproportionally high collision rate based on the 2006 Traffic Safety Audit. The project is expect to result in the reduction of the predominant collision patterns along this roadway segment, for motorists and bicyclists. ---PAGE BREAK--- 237 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year SRTS Grant (secure) Operating Energy Misc Prior Years 28,000 - - - - - - 2012-13 202,470 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 230,470 - - - - - - 230,470 - 230,470 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 5,000 Design: 24,542 Constr Mgt: 16,361 Equipment: Constr: 163,610 Other: Contingency: 20,957 Land: TOTAL: 230,470 $ Arlington Boulevard at Madera and Brewster Total Other Costs: Infrastructure improvements on Arlington Boulevard at two intersections with uncontrolled school crosswalks serving Madera Elementary School. The first intersection is at Madera Drive and the second is at Brewster Drive. The improvements involve construction of new curb bulb-outs at both intersections and new in-pavement flashing lights with automatic detection, new led-enhanced signs, and upgraded/interconnected advance flashing beacons and signs at Madera Drive. CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Arlington School Crossing Public Works and Police Departments Capital Costs Total Capital Costs: C3047 Other Costs General Public, School Children Public Works - Engineering Division TOTAL ALL COSTS Federal Safe Routes to School (SRTS) Grant Design is complete; Caltrans is processing the E76; construction is scheduled for summer 2012. Need/Service Level: The improvements are intended to promote safe routes to school on Arlington Boulevard for the children living and commuting in the immediate area of Madera Elementary School and to/from Arlington Park. Arlington Boulevard is a minor arterial street with an 85th-percentile speed of 31 miles per hour and average daily traffic of 4,120 vehicles. The relatively high traffic volumes and speeds on Arlington Boulevard, a winding roadway, are a safety concern during school drop-off and pick-up periods. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. The grant requires that education, enforcement and evaluation activities be implemented as part of the project. The following are key elements of the project: 1) a City website page and newsletter article to provide educational information on the meaning and use of in-pavement flashing lights with automatic detection; 2) one publicized enforcement activity of motorist violations of pedestrian right-of-way in a crosswalk and 3) official Student Travel Talley Sheets and Parent Surveys. City staff worked with Caltrans Local Assistance for several months to push this project forward. A ---PAGE BREAK--- 238 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: 204, A Location: Fiscal Year HSIP Grant (secure) Measure J/C (CCTA) Operating Energy Misc Prior Years 54,000 58,810 - - - - - 2012-13 475,290 - - - - - - 2013-14 - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 529,290 58,810 - - - - - 588,100 - 588,100 $ Statement of Need, Service Level, Schedule and Issue: Project Description: General Plan Goal: Pertinent Issue: Status: Capital Cost Estimate: Admin: 7,500 Design: 56,500 Constr Mgt: 43,000 Equipment: Constr: 430,100 Other: Contingency: 51,000 Land: TOTAL: 588,100 $ CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Ohlone Greenway Arterial Crossings Public Works and Police Departments Total Capital Costs: Total Other Costs: C3046 Public Works - Engineering Division General Public Ohlone Greenway + BART Stations Capital Costs Other Costs HSIP Grant, Measure J/C Fund The HSIP grant will also allow for the acquisition of collision analysis software to help City staff identify other locations in the City with the greatest safety needs. The construction of the project must be coordinated with the seismic retrofit of the BART Stations and Elevated Structure along the Ohlone Greenway, which is anticipated to occur between the end of 2010 and 2013. City staff worked with Caltrans Local Assistance for several months to push this project forward. Design: Final Design is scheduled for completion by summer 2012. Construction is anticipated early 2013 or as dictated by the BART retrofit project. TOTAL ALL COSTS Improvements are proposed at nine uncontrolled marked crosswalks on the Ohlone Greenway and next to BART Stations on seven arterial streets as follows: Fairmount Ave Central Ave Stockton Ave Moeser Ln Potrero Ave Hill St and Cutting Blvd The proposed improvements include installation of in- pavement flashing lights, controller and passive detection devices, LED enhanced crosswalk signs and posts, solar power equipment or alternative power source equipment, and new traffic striping and pavement markings. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Need/Service Level: The need for safety improvements at uncontrolled crossing along Ohlone Greenway has been focused on for some time. It has been observed that the Greenway path is shadowed where the path intersects with our busy streets. The project consists of crosswalk safety improvements involving the installation of in-pavement flashing lights to warn drivers of the presence of pedestrians and bicyclists crossing the arterial roadways. All three groups of the general public will benefit; pedestrians, bicyclists, and motorists. ---PAGE BREAK--- 239 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STIP-TE Measure A Operating Energy Misc Prior Years - 30,000 - - - - - 2012-13 977,000 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - Unidentified - - - - - - - Subtotal 977,000 30,000 - - - - - 1,007,000 - $1,007,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: Design: 30,000 Constr Mgt: Equipment: - Constr: 902,000 Other: - Contingency: 75,000 TOTAL: $1,007,000 C3061 PW - Engineering Division STIP-TE, Sales Tax - Street Impr (211) General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Moeser and Ashbury Avenues Ped & Bike Corridor Improvements Public Works 211, A Moeser and Ashbury Avenues TOTAL ALL COSTS: The project includes closing sidewalk gaps along both Moeser and Ashbury Avenues, installing pedestrian safety and traffic calming measures along Ashbury Avenue, and installing Class II or III bicycle facilities along Ashbury Avenue and partially along Moeser Lane. Capital Costs Other Costs Design Phase: Design is anticipated to be completed at the end of 2011. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Ashbury Avenue and Moeser Lane are major pedestrian routes, bicycle routes, and access routes for persons with disabilities in the City of El Cerrito. The Circulation Plan for Bicyclists and Pedestrians and ADA Transition Plan, both adopted by El Cerrito City Council, place high priorities on these two corridors. Access and safety improvements are needed. The project will make improvements by closing the gaps in sidewalks as prioritized in the Circulation Plan including the provisions of curb ramps as prioritized in the ADA Transition Plan, installing pedestrian facilities such as raised crosswalks and curb bulb-outs, installing bicycle facilities such as lanes and shared pavement markings, and calming traffic using pedestrian-refuge islands. Combined these two corridors provide access to the following facilities: Community Center, Contra Costa Civic Theater, Cerrito Vista Park, Portola Middle School, Prospect Sierra School, El Cerrito High School, Harding Elementary School and Albany High School. Students, parents, and others frequently walk between the facilities on the south end of Ashbury Avenue and the east and west ends of Moeser Lane to the Community Center located at the intersection of Ashbury Avenue and Moeser Lane. The installation of the proposed pedestrian and bicycle improvements will help complete two important corridors in the City of El Cerrito by providing facilities to serve everyone, including the young and old, motorist and bicyclist, and walker and wheelchair user. In May 2011, City staff is requesting a 15-month time extension for the STIP-TE grant from the California Transportation Commission given CiviCorps and right-of-way delays and a 9-month PG&E permitting timeframe. ---PAGE BREAK--- 240 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Fed CMAQ Measure J TLC Operating Energy Misc Prior Years 105,600 26,400 - - - - - 2012-13 710,400 177,600 - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - Subtotal 816,000 204,000 - - - - - 1,020,000 - $1,020,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 5,000 Design: 105,000 Constr Mgt: 71,000 Equipment: - Constr: 725,000 Other: - Contingency: 114,000 TOTAL: $1,020,000 Design is complete. Caltrans is processing the E76. Construction is anticipated to begin in fall 2012. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. This project has arisen out of various efforts in the City of El Cerrito. Through the General Plan policies, Circulation Plan, and Draft San Pablo Specific Plan, the City has identified the El Cerrito Plaza area as a high- activity node and has identified the need for streetscape improvements to enhance pedestrian and bicycle facilities to businesses and transit. Central Avenue and Fairmount Avenue play a key role in the Plaza Area as the primary east-west corridors for travel. Liberty Street, bordering the main BART parking lot, connects these corridors and leads directly into the Plaza shopping center. The Draft San Pablo Avenue Specific Plan describes the Plaza Area as serving many functions: a gateway to El Cerrito from points south, contains a BART Station, features a regional shopping center, has a historical building currently hosting the Cerrito Theatre, and encompasses the "Main Street" feel of Fairmount Avenue. The area also hosts many local shops, restaurants, multi-family and single-family residences, and AC Transit bus lines. The Plaza Area is envisioned as the “downtown” for El Cerrito with in-fill & transit-oriented neighborhoods. The Plan calls for streetscape improvements that encourage walking, biking, and transit use. The project will improve streets for users of all modes. For pedestrians, bicyclists and transit users, the addition of the proposed improvements will create a friendlier and safer environment. In 2010, City staff applied for and was awarded a CMA Block Grant - TLC Program grant by the CCTA for 80% of the project costs. WCCTAC also approved the use of Measure J TLC as the 20% local match. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: The project consists of streetscape improvements within and around the El Cerrito Plaza BART Station on Central Avenue and Liberty Street. The scope of the project improvements includes sidewalk replacement, pedestrian level lighting, crosswalks improvements (curb bulb-outs, and enhanced signing & striping), bike route signing & striping, street trees and street furniture. The goal of the project is to improve walking and biking routes to transit, support development, and enhance the sense of place and quality of life in the El Cerrito Plaza BART Station Area. A various Capital Costs Other Costs C3063 PW - Engineering Division TLC Grants (Fed CMAQ, Measure J ) General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Central & Liberty Streetscape Improvements Public Works ---PAGE BREAK--- 241 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 50,000 - - - - - - 2012-13 - - - - - - - 2013-14 - - - - 1,000 - - 2014-15 - - - - 1,000 - - 2015-16 - - - - 1,030 - - 2016-17 - - - - 1,061 - - 2017-18 - - - - 1,093 - - 2018-19 - - - - 1,126 - - 2019-20 - - - - 1,159 - - 2020-21 - - - - 1,194 - - 2021-22 - - - - 1,230 - - Unidentified - 100,000 - - - - - Subtotal 50,000 100,000 - - 9,892 - - 150,000 9,892 $159,892 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $4,500 Design: $10,000 Constr Mgt: $5,000 Equipment: $0 Constr: $130,500 Other: $0 Contingency: $0 TOTAL: $150,000 various Planning including coordination with WCCTAC. Phased replacement of old signs (identification and wayfinding) with new signage that is consistent with the City's updated identity program on San Pablo Avenue. Capital Costs Current wayfinding and identification signage throughout town in inconsistent, out-of-date and/or not distinctive The project includes placing new signs at secondary city entrances, parks, facilities and where directional/wayfinding signage in needed. The Redevelopment Agency has recently investing in development of a new signage and civic identity program within its project area. (Installation was completed in April 2007). This project will expand that signage program outside of the RDA Project Area to create a city-wide consistency in the signage formats. Funds in this project will be used for signage that cannot be funded by other means (such as other city projects or development.) The City is participating on a WCCTAC-led Transit Wayfinding Sign Project funded by Regional Measure 2/Safe Routes to Transit. The project will develop technical specifications and design for signs to direct pedestrians and bicyclists to and from major transit facilities and major sites in West County and Albany. Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET City-Wide Signage Program Public Works C3028 Public Works - Engineering Division General Fund (101), unidentified General Public 101, B ---PAGE BREAK--- 242 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year STMP Unidentified Operating Energy Misc Prior Years - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 6,875,000 18,125,000 - - - - - Subtotal 6,875,000 18,125,000 - - - - - 25,000,000 - $25,000,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $850,000 Design: $1,700,000 Constr Mgt: $1,700,000 Equipment: $0 Constr: $17,000,000 Other: $0 Contingency: $3,750,000 TOTAL: $25,000,000 C4014 Public Works - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Del Norte TOD Infrastructure Improvements Public Works / Community Development Total Project Costs: Total Other Costs: STMP Developer Fees, unidentified Public Works / Community Development A, B Del Norte area Capital Costs Other Costs San Pablo Avenue is a State highway, and carries over 25,000 vehicles a day. The Del Norte BART Station was identified as one of the 21 regional transit hubs in the nine Bay Area counties by MTC because of the linkages its provides between the services of various transit operators. The BART Station has over 700 bus trips a day which contributes to this being the 10th busiest station of 43 BART stations. Previous STMP funding was used for the high school internship program run by WCCTAC and the San Pablo Avenue Specific Plan. BART had previously committed $100,000 of its STMP fees for this area. Future efforts will build on the San Pablo Ave Specific Plan, MTC and BART plans, and the Del Norte Strategic Plan being prepared by the Redevelopment Agency. Public Works will continue to seek additional funding for San Pablo Avenue based on its designation as a planned Priority Development Area under the FOCUS Program. The project is pending additional funding and coordination with the San Pablo Avenue Specific Plan. TOTAL ALL COSTS: The project includes planning, engineering and construction of various public infrastructure improvements to facilitate transit-oriented development in the Del Norte Area including parking facilities; bicycle, pedestrian, and/or bus transit access improvements; signage; lighting; improvements to station access or station waiting areas; ADA improvements; improvements to adjacent streets, street crossings, or signals; and/or Ohlone Greenway improvements. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Goal T2: A land use pattern that encourages walking, bicycling, and public transit use. Goal T3: A transportation system that maintains and improves the livability of the City. Traffic congestion and planned/proposed development in the vicinity of the Del Norte BART station require creative and effective transportation solutions. The proximity of San Pablo Avenue to I-80 (the most congested freeway in the Bay Area) makes it an attractive relief route during the commute hours in addition to the heavy BART-bound traffic to and from the freeway. The two primary intersections (San Pablo Avenue at Cutting and at Hill) cannot accommodate a pedestrian crosswalk on the leg that has the highest pedestrian crossing demand due to critical vehicle volumes, and this induces pedestrians to cross illegally in the mid-block locations. There is also a history of collisions involving vehicles and pedestrians in this area. In addition, BART is interested in performing a study around and within its station as it considers improvements and possible on-site development partnerships. ---PAGE BREAK--- 243 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years 10,200 - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 300,000 - - - - - Subtotal 10,200 300,000 - - - - - 310,200 - $310,200 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $6,204 Design: $31,020 Constr Mgt: $31,020 Equipment: $0 Constr: $210,936 Other: $0 Contingency: $31,020 TOTAL: $310,200 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET C3058 PW - Engineering Division Balra Retaining Wall Repair Public Works 101, B 779 block of Balra Drive General Fund, Unidentified General Public Capital Costs Other Costs pending funds Repair or replace the retaining wall in front of 779 Balra Drive, and repair street and sidewalk damage above wall. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: The existing retaining wall above the Creek headwall in front of 779 Balra Drive is badly damaged and must be repaired. The gradual failure of this wall is causing subsidence of the street and sidewalk above, and has created some uneven surfaces in the walking and driving paths. The wall is leaning over onto private property, but is not causing any immediate damage. Geotech report prepared and measuring points marked on the wall. However, no funding source has been identified for this work. ---PAGE BREAK--- 244 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 1,200,000 - - - - - - Subtotal 1,200,000 - - - - - - 1,200,000 - $1,200,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 17,500 Design: 105,000 Constr Mgt: 70,000 Equipment: - Constr: 875,000 Other: - Contingency: 132,500 TOTAL: $1,200,000 tbd PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Traffic Safety Improvement Program Public Works Total Capital Costs: Total Other Costs: Unidentified General Public B various Capital Costs Other Costs The targeted street segments are generally on arterial and collector streets which carry most of the City's traffic. A Caltrans Highway Safety Improvement Program was secured to fund improvements for the number one ranked street segment, Potrero Avenue between E. 55th and 56th Streets, but this effort is now listed as a separate project. Public Works will continue to seek state and federal funding opportunities, and combine this program with others such as the PDA Streetscape Improvements Program to maximize funding opportunities as they arise. Planning Phase: Implementation pending funding. TOTAL ALL COSTS: This program would contain various projects that would improve safety for motorists, pedestrians and bicyclists traveling on city streets. Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle. Studies conducted as part of the 2005 Speed Surveys revealed several street segments that had significantly higher collision rates than other arterial and collector streets in the City. A safety audit was subsequently performed to evaluate each of 14 street segments, and make recommendations for improvements to mitigate collision rates. ---PAGE BREAK--- 245 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - Unidentified 2,500,000 - - - - - - Subtotal 2,500,000 - - - - - - 2,500,000 - $2,500,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 40,000 Design: 210,000 Constr Mgt: 150,000 Equipment: - Constr: 2,000,000 Other: - Contingency: 100,000 TOTAL: $2,500,000 CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Wildcat Drive Repair Public Works tbd PW - Engineering Division Unidentified General Public B various Capital Costs Other Costs Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: This project would restore Wildcat Drive to its original width. pending funding. The last in a series of landslides removed a section of Wildcat Drive (approximately 100 feet long and 10 feet wide) and the abutting valley gutter and embankment. Emergency work was performed that stabilized the remaining roadway. In its current configuration, the road serves the primary public need of access and utility pathways. However, the emergency repair work requires traffic to constrict to a one-lane path, and the sheet pile retaining wall is considered to be adverse in appearance. Conceptual design was completed in the late 1990s for a retaining wall that would enable restoration of the original roadway width. This remedy is costly and currently unfunded. Other possible remedies that include restoring the stability of the abutting private land could be considered along with a funding partnership with the affected property owners. ---PAGE BREAK--- 246 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - 1,800,000 - - - - - Subtotal - 1,800,000 - - - - - 1,800,000 - $1,800,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 26,000 Design: 156,000 Constr Mgt: 104,000 Equipment: - Constr: 1,300,000 Other: - Contingency: 214,000 TOTAL: $1,800,000 tbd PW - Engineering Division Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET PDA Streetscape Improvements Public Works B various TOTAL ALL COSTS: The project consists of streetscape improvements within and around the San Pablo Avenue Priority Development Area, which includes all of San Pablo Avenue and crossing arterials leading to the El Cerrito Plaza and Del Norte BART Stations. Improvements will be coordinated with neighboring cities and transit agencies. The scope of the project improvements includes sidewalk replacement, pedestrian level lighting, crosswalks improvements (curb bulb-outs, pedestrian refuge islands, and enhanced signing & striping), bike route signing & striping, street trees and street furniture. Capital Costs Other Costs Planning Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The City's General Plan calls for three specific areas along the San Pablo Avenue corridor to become "pedestrian- friendly, mixed-use villages with ground floor retail uses and upper floor office and residential use". Each of the three identified areas has its own unique character and function and will be connected via the Ohlone Greenway and a vibrant San Pablo Avenue to two BART stations and multiple transit stops. The San Pablo Avenue Specific Plan calls for transit-oriented neighborhoods and in-fill development around the BART Stations. Continued streetscape and open space improvements in the corridor would capitalize on the momentum created by previous Redevelopment Agency projects. The San Pablo Avenue and BART Stations are important transportation facilities that serve residents and visitors of El Cerrito. The project will improve streets for users of all modes. For pedestrians, bicyclists and transit users, the addition of the proposed improvements will create a friendlier and safer environment. Identify funding opportunities through Transportation for Livable Communities Programs from the county through federal level. ---PAGE BREAK--- 247 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 1,500,000 - - - - - - Subtotal 1,500,000 - - - - - - 1,500,000 - $1,500,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 100,000 Design: 90,000 Constr Mgt: 90,000 Equipment: 170,000 Constr: 900,000 Other: - Contingency: 150,000 TOTAL: $1,500,000 tbd PW - Engineering Division Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Safe Routes to School Program Public Works Citywide TOTAL ALL COSTS: Develop a safe routes to school program including educational, engineering and enforcement measures. Capital Costs Other Costs Concept Phase: Implementation pending funding. Total Capital Costs: Total Other Costs: Goal T1: A transportation system that allows safe and efficient travel by a variety of modes and promotes the use of alternatives to the single-occupant vehicle; and Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. The El Cerrito Circulation Plan for Bicyclists, adopted in 2007, and Pedestrians and Citywide Pedestrian Safety Assessment, conducted in 2009, both call for development of a safe routes to school program. School zones are particularly hazardous areas for pedestrians and bicyclists with many parents dropping off or picking up students. However, there are many benefits of having children walk or bike to school, including improving physical health and reducing traffic congestion. The safe routes to school program will serve K through 12th-grade students in public and private schools throughout the City. No funding has been secured for this program. Public Works will seek state and federal funding opportunities. ---PAGE BREAK--- 248 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified 500,000 - - - - - - Subtotal 500,000 - - - - - - 500,000 - $500,000 Statement of Need, Service Level, and Issue: Project Description: General Plan Objective: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 50,000 Design: 30,000 Constr Mgt: 30,000 Equipment: 50,000 Constr: 300,000 Other: - Contingency: 40,000 TOTAL: $500,000 Planning Phase: Implementation pending funding. Goal T3: A transportation system, including safe and adequate streets, signals, sidewalks, pathways, curbs, gutters, street trees, signage, and streetlights, that maintains and improves the livability of the City. An increasing number of El Cerrito residents are concerned about vehicular speeds, traffic volumes and pedestrian and bicycle obstacles in their neighborhoods. The City has responded to community concerns by installing standard traffic control devices (warning and regulatory signs, pavement markings, striping and curb markings) and speed humps, deploying the speed feedback trailer, and enforcement of traffic and parking regulations. Generally, the City addressed resident requests on a case-by-case basis – with each request becoming a unique process and involving extensive City resources. The problem became how to place these requests in context – which have priority, which represent “normal” traffic conditions on residential streets, and what types of measures would provide equitable, effective and timely solutions. The program will serve neighborhoods throughout the City. No funding has been secured for this program. Total Capital Costs: Total Other Costs: TOTAL ALL COSTS: Implement major capital improvements under the Neighborhood Traffic Management Program consisting of educational, engineering and enforcement measures to address speeding, high traffic volumes, and pedestrian and bicycle obstacles on residential streets. Citywide Capital Costs Other Costs tbd PW - Engineering Division Unidentified General Public CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Neighborhood Traffic Management Program Public Works and Police Departments ---PAGE BREAK--- 249 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year General Fund Unidentified Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal - - - - - - - - - not applicable Statement of Need, Service Level, and Issue: Project Description: Need/Service Level: Pertinent Issues: Status: Capital Cost Estimate: Admin. Design: Constr Mgt: - Equipment: Constr: - Other: - Contingency: - TOTAL: - $ An Environmental Document is currently being prepared by the Contra Costa Transportation Authority (CCTA) Improvements to the Central Avenue intersections with the I-80 ramps and surrounding streets to alleviate congestion on Central Avenue between San Pablo Avenue and I-580. The feasibility study determined that the project should be done in two independent phases: Modification to the I-80 and i-580 ramp termini on the west side of I-80; and re-alignment of Pierce Street to intersect with Central Avenue at San Mateo Avenue on the east side of I- 80. The former would be on Caltrans facilities, and the latter would be on city facilities (both El Cerrito and Richmond). Project Costs Central Avenue suffers from chronic congestion during peak hours including weekday commute hours and weekend days. The cause is the three closely spaced signalized intersections along Central Avenue on either side of I-80 combined with heavy turning movements - particularly certain left turn movements. The westside project consists of relatively common roadway and signal modifications that require no additional right of way acquisition. Environmental is complete and design work is ready to begin. Funding is available from the SAFETY-LU federal demonstration grant. Construction is anticipated to begin in 2013. The eastside project is more complex as it requires acquisition of significant right of way over currently commercially-occupied land. A new terminus of Pierce Street at San Mateo Street lies within El Cerrito, but all other portions of the work (including right of way acquisition) lies within the City of Richmond. Funding would be provided through Measure J Transportation funds, which will not be available until 2015. Work is underway to accelerate sufficient funding to develop a more detailed design, and perform necessary environmental studies prior to 2015. Eastside work may need to coordinate with private development on adjacent land. Other Costs Total Capital Costs: Total Other Costs: STMP Developer Fees na CCTA, ACTC Measure J Transportation Sales Tax General Public TOTAL ALL COSTS: CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET I-80 / Central Avenue Interchange City of El Cerrito, City of Richmond, CCTA, Caltrans, WCCTAC Federal Demonstration Funds Central Ave between I-580 and San Mateo Ave ---PAGE BREAK--- 250 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years ongoing - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 - - - - - - - 2015-16 250,000 - - - - - - 2016-17 250,000 - - - - - - 2017-18 500,000 - - - - - - 2018-19 500,000 - - - - - - 2019-20 500,000 - - - - - - 2020-21 500,000 - - - - - - 2021-22 500,000 - - - - - - Unidentified - - - - - - - Subtotal 3,000,000 - - - - - - 3,000,000 - $3,000,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: $60,000 Design: $0 Constr Mgt: $300,000 Equipment: $0 Constr: $2,340,000 Other: $0 Contingency: $300,000 TOTAL: $3,000,000 varies PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Storm Drain Program Public Works Total Capital Costs: Total Other Costs: Storm Drain Fund (205) General Public 205 various Capital Costs Other Costs Pending additional funding anticipated in 2013/14. This timing and scope of the next project has not been determined. TOTAL ALL COSTS: The 1992 Storm Drain Master Plan and various updates have identified various deficiencies in the City's storm drain system. This program is designed to remedy those items. As the storm drain system is improved, residents and businesses will experience less and less flooding during rain events. In addition, City maintenance crews' workload will decrease as the system's elements become more self- sustaining. Since 1994 the city has used Measure J storm drain funds to identify, repair and replace failing or inadequate storm drain infrastructure. Although the highest priority sites have been completed through a series of semi-annual CIP projects, numerous smaller flooding and capacity issues continue to arise, and will be included in periodic capital projects. ---PAGE BREAK--- 251 Project Name: Proponent: Project Number: Project Mgr: Funding Sources: User Dept: Location: Fiscal Year Storm Drain Fund (205) Operating Energy Misc Prior Years - - - - - - - 2012-13 - - - - - - - 2013-14 - - - - - - - 2014-15 250,000 - - - - - - 2015-16 - - - - - - - 2016-17 - - - - - - - 2017-18 - - - - - - - 2018-19 - - - - - - - 2019-20 - - - - - - - 2020-21 - - - - - - - 2021-22 - - - - - - - Unidentified - - - - - - - Subtotal 250,000 - - - - - - 250,000 - $250,000 Statement of Need, Service Level, and Issue: Project Description: Need: Service Level: Pertinent Issue: Status: Capital Cost Estimate: Admin: 10,000 Design: 240,000 Constr Mgt: - Equipment: - Constr: - Other: - Contingency: - TOTAL: $250,000 tbd PW - Engineering Division CITY OF EL CERRITO CAPITAL IMPROVEMENT PROJECT INFORMATION SHEET Storm Drain Master Plan Update Public Works Total Capital Costs: Total Other Costs: Storm Drain Fund (205) Public Works - Engineering Division 205 city-wide Project Costs Other Costs Pending additional funding anticipated in 2014/15. Inventory condition of storm drain system, perform hydraulic modeling, and make recommendations for future CIP. Also link to City GIS. TOTAL ALL COSTS: The 1992 Storm Drain Master Plan identified various deficiencies in the City's storm drain system. Periodic updates have been made, but those have been on a project-specific basis. A system-wide plan update will be warranted to incorporate all modifications to the storm drain system including work done by the City as well as others. As the storm drain system is improved, residents and businesses will experience less and less flooding during rain events. In addition, City maintenance crews' workload will decrease as the system's elements become more self- sustaining. Since 1994 the city has used Measure J storm drain funds to identify, repair and replace failing or inadequate storm drain infrastructure. Although the highest priority sites were completed in the first 10 years, numerous smaller flooding and capacity issues are included in annual or biannual projects. It is prudent to use these funds to inventory the cumulative improvements and update the Storm Drain master plan in a comprehensive manner. ---PAGE BREAK--- 252 SECTION 13: LONG-TERM DEBT The City has various long- term commitments for payments to debt obligations to be repaid from various revenue sources. These obligations are discussed in this section and supported with the June 30, 2011 audited information. Revenue Bonds Swim Center Project The El Cerrito Public Financing Authority issued 2002 Lease Revenue Bonds, which consisted of $4,615,000 in bonds bearing interest at 3.00% to 4.75%. The interest is payable each August 15 and February 15. Principal is payable each August 15, through August 15, 2020. The bonds outstanding at June 30, 2011, were $2,930,000. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. The payment of bond principal and interest is also covered by financial guaranty insurance policy. Future scheduled annual minimum debt service requirements are as follows: Table 13-5 2002 Lease Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2012 245,000 120,055 365,055 2013 255,000 110,800 365,800 2014 260,000 100,655 360,655 2015 275,000 90,055 365,055 2016 285,000 78,570 363,570 2016-2020 1,810,000 190,955 2,000,955 $2,930,000 $691, 090 $3,621,090 City Hall Project- The El Cerrito Public Financing Authority issued Lease Revenue Bonds, which consisted of $9,610,000 in bonds bearing interest at 3.75% to 5.0%. The interest is payable each June 1 and December 1. Principal is payable each December 1 beginning in 2009, and on November 15, 2036. The bonds are secured by a pledge, security interest in, and a first and exclusive lien on all base rental payments and other payments paid by the City and received by the Authority and the monies in the funds and accounts established pursuant to the Bond Indenture of Trust. Future debt service on the bonds is: ---PAGE BREAK--- 253 Table 13-6 2006 Lease Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2012 205,000 392,407 597,407 2013 215,000 384,008 599,008 2014 220,000 375,308 595,308 2015 230,000 366,767 596,767 2016 240,000 357,246 597,246 2017-2036 8,115,000 4,317,459 12,432,459 $9,225,000 $6,593,602 $15,418,195 Storm Drain Bonds The City of El Cerrito 1993 Storm Drain Revenue Bonds were issued in the principal amount of $6,300,000. The bonds bear interest at 4.3% to 5.5% and mature each August 1 through 2013. Interest is payable each February and August 1. The bonds consisted of $4,440,000 in serial bonds and $1,860,000 in term bonds. Bonds maturing on or after August 1, 2004 are subject to optional redemption by the City with premium. Bonds maturing August 1, 2013, (the term bonds) are subject to mandatory sinking fund redemption commencing August 1, 2010. The bonds are secured by a first pledge of all revenues derived from ownership and operation of the storm drain system and the monies held in funds established by the Bond Indenture in amount sufficient to pay the bond debt service, maintenance and operations costs of the system, and to maintain the bond reserve fluid. Future debt service on the bonds is: Table 13-7 Storm Drain Bonds Fiscal Year Ending June 30 Principal Interest Total 2012 450,000 66,550 516,550 2013 480,000 40,975 520,975 2014 505,000 13,887 518,887 $1,435,000 $121,412 $1,556,412 Sales Tax Revenue Bonds On June 2, 2008, $11.3 million of Sales Tax Revenue Bonds were sold with approximately $10 million of bond proceeds to be used to finance the City’s Street Improvement Project. The estimated cost of the initial four year Project is approximately $17 million. The remainder will be provided by ongoing revenues not required for debt service and other restricted funds available for this type of work. The City continues efforts to obtain all possible federal and State funding for street improvements, including utilizing proceeds of the Bonds as matching funds for federal and State grant funding. Future debt service on the bonds is: Table 13-8 2008 Sales Tax Revenue Bonds Fiscal Year Ending June 30 Principal Interest Total 2012 245,000 492,652 737,652 2013 255,000 484,077 739,077 2014 265,000 475,152 740,152 2015 270,000 466,407 736,407 2016 280,000 457,228 737,228 2017-2037 9,740,000 5,771,225 15,511,225 $11,055,000 $8,146,741 $19,201,741 ---PAGE BREAK--- 254 Capital Lease Obligations: Fire Truck In FY 2005-06, the City entered into a lease agreement with West America Bank to finance the construction of a fire truck completed in FY 2006-07. The lease arrangement bears interest at a yield of 3.90% and are payable in annual installments due each August 12 and matures August 12, 2015. Future minimum lease payments at June 30, 2011, were: Table 13-9 Fire Truck Lease Fiscal Year Ending June 30 Amount 2012 56,110 2013 56,110 2014 56,110 2015 2016 56,110 56,110 Total minimum lease payments 280,550 Less amounts representing interest (30,055) Present value of net minimum lease payments $250,495 Fire Truck In FY 2006-07, the City entered into a lease agreement with First Municipal Leasing Corporation to finance the construction of a fire truck completed in FY 2008-09. The lease arrangement bears interest at a yield of 4.180% and are payable in annual installments due each July 1 and matures July 1, 2017. Future minimum lease payments at June 30, 2011, were: Table 13-10 Fire Truck Lease Fiscal Year Ending June 30 Amount 2012 43,620 2013 43,620 2014 43,620 2015 43,620 2016 43,620 2017 43,620 Total minimum lease payments 261,720 Less amounts representing interest (45,263) Present value of net minimum lease payments $216,457 ---PAGE BREAK--- 255 Fire Truck In FY 2009-10, the City entered into a lease agreement with First Municipal Leasing Corporation to finance the construction of a fire truck completed in FY 2010-11. The lease arrangement bears interest at a yield of 4.80% and are payable in annual installments due each July 1 and matures July 1, 2017. Future minimum lease payments at June 30, 2011, were: Table 13-11 Fire Truck Lease Fiscal Year Ending June 30 Amount 2012 65,000 2013 65,000 2014 65,000 2015 65,000 2016 65,000 2017-2020 259,860 Total minimum lease payments 584,860 Less amounts representing interest (96,430) Present value of net minimum lease payments 488,430 Recycling Trucks In FY 2008-09, the City entered into a lease agreement with First Municipal Leasing Corporation to finance the construction of two recycling trucks completed in FY 2008-09. The lease arrangement bears interest at a yield of 3.980% and are payable in annual installments due each September 21 and matures September 21, 2017. Future minimum lease payments at June 30, 2011, were: Table 13-12 Recycling Truck Leases Fiscal Year Ending June 30 Amount 2012 70,284 2013 2014 70,284 70,284 2015 70,284 2016 70,284 2017-2018 140,568 Total minimum lease payments 491,988 Less amounts representing interest (69,827) Present value of net minimum lease payments $422,161 ---PAGE BREAK--- 256 Recycling Toters In FY 2008-09, the City entered into a lease agreement with First Municipal Leasing Corporation to finance the Recycling Toters. The lease arrangement bears interest at a yield of 4.850% and are payable in annual installments due each February 19 and matures February 19, 2016. Future minimum lease payments as of June 30, 2011 are: Table 13-14 Recycling Toters Lease Fiscal Year Ending June 30 Amount 2012 79,931 2013 79,931 2014 2015 2016 79,931 79,931 79,931 Total minimum lease payments 399,655 Less amounts representing interest (52,156) Present value of net minimum lease payments $347,499 Recycling Truck In FY 2009-10, the City entered into a lease agreement with First Municipal Leasing Corporation to finance the construction of a recycling truck completed in FY 2010-11. The lease arrangement bears interest at a yield of 4.850% and are payable in annual installments due each April 2 and matures April 2, 2016. Future minimum lease payments at June 30, 2011, were: Table 13-15 Recycling Truck Lease Fiscal Year Ending June 30 Amount 2012 32,707 2013 2014 32,707 32,707 2015 32,707 2016 32,707 Total minimum lease payments 163,535 Less amounts representing interest (21,342) Present value of net minimum lease payments $142,193 ---PAGE BREAK--- 257 Recycling Center Capital Lease On November 1, 2010, the City entered into a capital lease agreement in the amount of $3,500,000 at 3.88% interest with Holman Capital to finance the reconstruction of the Recycling Center. The term of the lease provides for quarterly principal and interest payments of $80,225 through October 1, 2025. Table 13-16 Recycling Center Capital Lease Fiscal Year Ending June 30 Amount 2012 320,899 2013 2014 320,899 320,899 2015 320,899 2016 320,899 2017-2025 2,727,640 Total minimum lease payments 4,332,135 Less amounts representing interest (972,312) Present value of net minimum lease payments $3,359,823 Changes in Long-Term Liabilities Long-term liability activity for the fiscal year ended June 30, 2011 was as follows: Table 13-14 Long-term Liabilities Original Issue Balance Balance Amount June 30, 2010 Additions Retirements June 30, 2011 General LTD Fund 792 Street Improvement Bonds 11,750,000 11,295,000 240,000 11,055,000 Storm Drain Revenue Bonds 6,300,000 1,860,000 425,000 1,435,000 Measure A Lease Revenue Bonds 4,615,000 3,165,000 235,000 2,930,000 City Hall Lease Revenue Bonds 9,610,000 9,420,000 195,000 9,225,000 Total GLTD 32,275,000 25,740,000 1,095,000 24,645,000 Internal Service Fund 601 Fire Truck Capital Lease 2005-06 507,375 295,123 44,601 250,522 Fire Truck Capital Lease 2006-07 349,997 291,510 31,434 260,076 Fire Truck Capital Lease 2009-10 571,736 506,736 40,677 466,059 Total IS Commitments 1,429,108 1,093,369 116,712 976,657 Enterprise Activity Debt Recycling Center Capital Lease $3,500,000 $3,500,000 $3,500,000 Recycling Trucks Capital Lease FY2008-09 575,835 $424,126 $51,435 372,691 Recycling Trucks Capital Lease FY2009-10 194,742 333,621 24,617 309,004 Toters Capital Lease 540,450 407,657 60,159 347,498 Total Enterprise Activity $4,811,027 $1,165,404 $3,500,000 $136,211 $4,529,193 Deferred Debt Expense Bond issuance costs are capitalized and amortized over the terms of the respective bonds using a method that approximates the effective interest method. ---PAGE BREAK--- 258 SECTION 14: APPENDICES AND STATISTICS ---PAGE BREAK--- 259 ---PAGE BREAK--- 260 APPENDIX 1 GLOSSARY OF BUDGET TERMS 21st Century Programs - Block grants from the U.S. Department of Education awarded to states for after school programming. The State of California uses 21st Century funds to augment its ASES programs to increase the number of schools eligible for funding. El Cerrito’s 21st Century Program is at Harding Elementary School. AC TRANSIT—A public sector transportation agency that provides bus and other public transit services to various localities in the San Francisco East Bay Area, including El Cerrito. ADA—Americans with Disabilities Act. APPROPRIATION—Legal authorization granted by City Council or other policy body to make expenditures and incur obligations for a specific purpose within a specific time frame. ASES - After School Education and Safety Program Act of 2002, approved by voters under Proposition 49. It is a California Constitutional Amendment that guarantees a certain level of funding for after school programs in the state. Schools are selected for funding based on their rates of students who receive free or reduced lunches in public schools. El Cerrito has ASES programs at Fairmont Elementary and Portola Middle Schools. ASSESSED VALUATION—A dollar value placed on real estate or other property by the County Assessor as a basis for levying property taxes. AUDIT—A review of the City’s accounts by an independent auditing firm to substantiate fiscal year-end balances and assure compliance with generally accepted standards for financial accounting and reporting. BART—Bay Area Rapid Transit, a fixed rail mass transportation system in the San Francisco Bay Area. BOND PROCEEDS—The money paid to the issuer by the purchaser or underwriter of a new issue of municipal securities. These moneys are used to finance the project or purpose for which the securities were issued, and to pay certain costs of issuance as may be provided in the bond contract. BUDGET—A plan of financial operation embodying an estimate of proposed expenditures/expenses for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). Upon approval by the City Council, the budget appropriation resolution is the legal basis for expenditures in the fiscal year. BUDGET AUTHORITY—Under certain circumstances, the City Council may adjust the budgeted appropriations for reasons unforeseen at the time of the adoption of the original budget. Such amendments are made by Council resolutions. The City Manager may make transfers of appropriations within a fund. BUSINESS LICENSE TAX—This is a general tax on businesses for the privilege of conducting business within the city limits. Rates are set at each city’s discretion but may not be discriminatory or confiscatory. CALED—California Association for Local Economic Development ---PAGE BREAK--- 261 CAPITAL IMPROVEMENT PROGRAM (CIP)—Annual appropriations for capital improvement projects such as street improvements, building construction, and various kinds of major facility maintenance. Capital projects are outlined in a five-year expenditure plan, which details funding sources and expenditure amounts. They often are multi-year projects, which require funding beyond the one-year period of the annual budget. CAPITAL OUTLAY—A budget appropriation category comprising all equipment having a unit cost of more than $500 and an estimated useful life of over one year. CDBG—Community Development Block Grant CERTIFICATE OF DEPOSIT (CD)—A deposit insured up to $250,000 (as of July 1, 2009) by the FDIC at a set rate for a specific period of time. COPS—Community Oriented Policing Services—A grant program supporting community involvement offered by the U.S. Department of Justice. COUPON—The annual rate of interest that a bond’s issuer promises to pay the bondholder on the bond’s face value; a certificate attached to a bond evidencing interest due on a payment date. CPI—Consumer Price Index—Various indices that measure inflation in various economic sectors and regions. CRW- The City’s software system used for permits, code enforcement and business licenses. CURRENT SERVICE CHARGES—Charges imposed to support services provided to individuals. These charges may not exceed the cost of providing the service plus overhead. The rationale behind service charges is that certain services are primarily for the benefit of individuals rather than the general public. CURRENT YIELD—The interest paid on an investment expressed as a percentage of the current price of the security. DEBT SERVICE—Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or leasing arrangements. DEFICIT—An excess of expenditures or expenses over revenues (resources). DEPARTMENT—An organizational unit composed of divisions or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities. DIVISION—A sub-section (or activity) within a Department that furthers the objectives of the City by providing specific services or programs. DUI—Driving Under the Influence (of alcohol or drugs). EBMUD—East Bay Municipal Utility District, a public utility that provides water service in El Cerrito and other cities. ENTERPRISE FUND—A type of fund operated in a manner similar to private enterprises. Enterprise funds capture the total costs of the associated programs, including facilities and services, as well as all revenues attributable to those programs. These programs are entirely or predominantly self-supporting. ERAF—Educational Revenue Augmentation Fund. The state enacted legislation in 1992 whereby partial responsibility of funding education was shifted to local governments, directing ---PAGE BREAK--- 262 specified amounts of local agency property taxes be deposited into such funds to support schools. EOY—End Of Year—the City’s fiscal year runs from July 1 through June 30, while certain programs operate on a federal fiscal year, which runs from October 1 through September 30, and other programs operate on a calendar year basis (January 1 through December 31). EXPENDITURES—Monies spent, including current operating expenses, debt service, and capital outlays. EXPENSE—The actual spending of funds by an enterprise fund set-aside by an appropriation. FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC)—Insurance provided to customers of a subscribing bank, which guarantees deposits to a set limit ($250,000) per account. FINES AND FORFEITURES—Revenues received and bail monies forfeited upon conviction of a misdemeanor, traffic, or municipal infraction. FISCAL YEAR—The City’s and Agency’s year for accounting and budgeting purposes, which begins on July 1 and ends on June 30. FRANCHISE FEES—Fees paid to a municipality from a franchisee for “rental” or as a “toll” for the use of city streets and rights-of-way. The businesses required to pay franchise fees in El Cerrito include utilities such as gas, electricity, cable television, and solid waste collection and disposal. Telephone utilities are specifically exempted from franchise fees by State law. FULL-TIME EQUIVALENT (FTE)—A measure signifying the full number of hours for one full year that a regular employee in that position would provide services. Thus, a regular, full time employee would equal 1.0 FTE. A half-time employee would equal 0.5 FTE. FUND—An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. Primary reasons for creating separate funds include allocating interest, complying with federal requirements, and maintaining separate sets of books for reporting purposes. FUND BALANCE—The amount of financial resources available for use. Generally, this figure represents a summary of all the annual operating surpluses and deficits since the fund’s inception. FY—Fiscal Year—(see description under “Fiscal Year,” above). GASOLINE TAX (GAS TAX, HIGHWAY USERS TAX)—The Gasoline Tax is an 18-cent per gallon tax on fuel used to propel a motor vehicle or aircraft. The use of these revenues is restricted to “research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guide ways.” The basic means of distribution to cities is population. GENERAL FUND—The primary fund used to account for revenues and expenditures of the City not legally restricted as to use. This Fund is used to offset the cost of the City’s general operations. GENERAL PLAN UPDATE—The City’s General Plan is a master planning document for the community. State law requires that all cities develop and update their General Plan. GOVERNANCE—The process of providing community leadership and overall direction for a City. It involves understanding the community’s desires for its future, focusing those desires into an achievable vision, and establishing specific objectives and goals in order to realize that future ---PAGE BREAK--- 263 vision. It also involves leadership in explaining City policies to the community and gathering support for City programs. GOVERNMENT ACCOUNTING STANDARDS BOARD (GASB)—A standard-setting body, associated with the Financial Accounting Foundation, which prescribes standard accounting practices for governmental units. INFRASTRUCTURE—Facilities on which the continuance and growth of a community depend, such as streets and roads, sewers, public buildings, parks, etc. INTEREST RATE—The annual yield earned on an investment, expressed as a percentage. INTERFUND TRANSFERS IN/OUT—Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. IWM—Integrated Waste Management LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT (LLAD)—An assessment levied on residential and commercial property owners in El Cerrito for the purpose of providing landscaping, street lights, and the maintenance of parks, street landscaping, and recreation facilities. The assessment is added to the property tax bill. The assessment proceeds are deposited in a separate fund and are transferred into the General Fund to pay for the appropriate expenditures. LICENSES AND PERMITS—Revenues in this category are charges designed to reimburse a city for costs of regulating the activities being licensed. These charges may not generate revenues in excess of costs. MEASURE A PARCEL TAX (2000)—Measure A revenues, approved by the voters in 2000, are for the sole and exclusive purpose of providing the funds necessary for the renovation and reconstruction of the El Cerrito Swim Center, the rehabilitation of Canyon Trail Clubhouse and the performance of access and restroom renovations to the Harding, Huber and Poinsett Park Clubhouses. MEASURE A SALES TAX (2008)—A retail transactions and use tax that was approved by the voters in 2008. Proceeds levied and imposed are accounted for and paid into a special fund designated for use for all aspects of street repair and maintenance including repair, reconstruction and sealing of city streets; repair, maintenance and reconstruction of curbs and ramps adjacent to city streets; crosswalk and pedestrian improvements on or adjacent to city streets; other related services such as lane line, crosswalk and bicycle lane striping and other necessary pavement markings; and other such improvements as are deemed necessary by the City Council for the benefit of the residents of the City. MEASURE J-STORM DRAIN—A measure passed by El Cerrito voters in 1993 to maintain, repair, and reconstruct the City’s storm drains. All properties in the City are assessed annually based on equivalent residential units. Funds are accounted for in the Measure J-Storm Drain Fund. MEASURE C-TRANSIT—Measure C-Transit Funds are used for limited paratransit services, which augment the basic service provided by the BART/AC Transit Consortium. Any excess of Measure C-Transit taxes over expenditures related to paratransit services are placed in the Measure C-Transit reserve. Measure C was extended by Measure J in November 2004. MEASURE J-TRANSIT—Measure J was approved in November 2004, and provided for the continuation of Measure C, the half-cent transportation sales tax for an additional 25 years (see description under “Measure C Transit”, above). ---PAGE BREAK--- 264 MEASURE R SALES TAX- Measure R is a ½ cent, general sales tax measure for seven years that was passed in November 2010 in order to maintain the current level of services in El Cerrito during the economic recession. MEASURE WW—An East Bay Regional Parks District bond measure passed by the voters in 2008, which included funds for cities including El Cerrito for local park and recreation projects. MTC—Metropolitan Transportation Commission—a regional agency that coordinates transportation programs and funding in the San Francisco Bay Area. The MTC formerly provided grant money for the Paratransit Program. The responsibility for providing these services was transferred to AC Transit and BART on July 1, 1997. MOTOR VEHICLE IN-LIEU FEES—Registered vehicle owners pay a fee to the State each year in lieu of paying property taxes for their vehicle. The fee is computed as a percent of the depreciated value of their motor vehicle. Each city and county in California receives a portion of this revenue, based on population. The State Legislature has modified the level of revenue disbursement to cities and counties in recent years. MUNICIPAL CODE—City Council-approved ordinances currently in effect. The Code defines City policy and contains the “laws” of the City. MUNICIPAL SERVICES CORPORATION (MSC)—The El Cerrito Municipal Services Corporation is a non-profit public benefit organization that contracts with the City to implement development and housing projects and programs. NOTE—A written promise to pay a specified amount to a certain entity on demand or on a specified date. N.P.D.E.S.—National Pollutant Discharge Elimination System OBJECTIVES—The expected results or achievements of a budget activity, which can be measured and achieved within a given time frame. Achievement of the objective advances the organization towards a corresponding goal. OES—Office of Emergency Services OPERATING BUDGET—The annual appropriation of revenues and expenditures that define financial and programmatic activities. ORDINANCE—A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless preempted by a higher form of law. An ordinance has a higher legal standing than a resolution. PERS—Public Employees’ Retirement System—the State-sponsored retirement system in which most City employees participate. P.O.S.T—Peace Officer Standards and Training—a State reimbursement program for Police Officer Training. PRINCIPAL—The face value or par value of a debt instrument, or the amount of capital invested in a given security. PROPERTY TAX—Homes, businesses, and other taxable real and personal property are subject to a property tax rate of 1% of assessed value. Since Proposition 13 was enacted in 1978, the assessed valuation of real property in the “base year” of FY 1975-1976 may increase each year by the change in the Consumer Price Index (CPI), not to exceed 2% as long as it is held by the same owner. When there is a transfer of property ownership, or when property is newly ---PAGE BREAK--- 265 constructed, it is reappraised at its current full market value. The property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property) located within the state. By definition, this ad valorem tax is based on the property value, as defined in law, rather than on a fixed amount or benefit. PUBLIC SAFETY TAX (PROPOSITION 172)—This ½ cent sales tax was authorized in 1994 by a vote of the people in California. Proposition 172 designated the tax be used to fund public safety activities such as police and fire services and facilities. PURCHASE DATE—The date in which a security is purchased for settlement on that or a later date. RAD—Residential Architectural Development RDA—Redevelopment Agency. RECEIVABLES—REDEVELOPMENT AGENCY—This receivable sets out amounts due the City from the Redevelopment Agency, making those funds unavailable for appropriations until received. RENTS—Income derived from the rental of property. RESERVE—An account used to record a portion of the fund balance as legally segregated for a specific use, usually at a future time. RESOLUTION—A special order of the City Council, which has a lower legal standing than an ordinance. REVENUES—Monies received or anticipated by a local government from both tax and non-tax sources during the fiscal year. SALES TAX—This tax is levied on goods and services at the point-of-sale. Since the State adopted the Bradley-Burns Uniform Sales and Use Tax Law, the State has consolidated the collection of sales taxes and made uniform the rate at which goods are taxed (allowing for local voter-approved increments). The sales tax rate in Contra Costa County is currently 8.25%, of which approximately 1% is returned to El Cerrito for those sales that take place in El Cerrito. In February 2008, voters approved a half-cent sales and use tax dedicated to funding a comprehensive street pavement repair and maintenance program. SERVICES—Expenditures/expenses for services. SPECIAL REVENUE FUNDS—This fund type collects revenues that are restricted by the City, State, or Federal government as to how the City might spend them. STMP—Subregional Transportation Mitigation Program SUPPLIES AND OTHER CHARGES—Expenditures/expenses for supplies or other charges that ordinarily are consumed within a fiscal year and which are not included in inventories. TRAN—TAX AND REVENUE ANTICIPATION NOTE—Notes issued in anticipation of receiving tax proceeds or other revenues at a future date. TEA—Transportation Equity Act TDA—Transportation Development Act—a State program providing grants for specific transportation projects. ---PAGE BREAK--- 266 TFCA—Transportation Fund for Clean Air TOT—TRANSIENT OCCUPANCY TAX—A general tax imposed on occupants for the privilege of occupying rooms in hotels, motels, inns, or other lodging facilities for 30 days or less. The current tax rate in El Cerrito is 10%. UNDESIGNATED FUND BALANCE—Funds which the City Council has not specifically designated for any other purpose. The City maintains an Undesignated General Fund Balance to help mitigate the effects of such unanticipated situations as the following: a) Economic downturns b) Loss of revenues to or imposition of additional costs by other governmental agencies c) Errors in financial forecasting d) Natural disasters The full policy of the City Council is shown in this document in Appendix 4, Fiscal Policies. USE OF MONEY AND PROPERTY—This revenue comes from the investment of temporarily idle public funds. Investing these funds is a responsible way to raise monies using a City’s own resources. In making investment decisions, consideration should be given to safety, liquidity, and yield, in that order. In keeping with the need for safety, the California Government Code restricts the various instruments in which the City may invest. The City of El Cerrito has a local Investment Policy. UTILITY USERS TAX—This tax is imposed on the residential and commercial consumers of utilities—electric, gas, cable television, water, and telephone services (including cellular). The City’s current tax rate is and was ratified by the voters with the passage of Measure K in 2004. The tax is collected by the companies providing the service as part of their billing process. VEHICLE ABATEMENT FUNDS—These funds are generated by assessing a fee per vehicle for all vehicles registered in the County. State legislation allowed the eighteen cities and County of Contra Costa to join together and form a Service Authority to oversee a fund to be used for the removal of abandoned, wrecked, and inoperable vehicles. Any excess of Vehicle Abatement revenues over expenditures related to this purpose is held in the Vehicle Abatement Reserve. WCCTAC—West Contra Costa Transportation Advisory Committee WCCUSD—West Contra Costa Unified School District ---PAGE BREAK--- 267 ---PAGE BREAK--- 268 APPENDIX 2 DEMOGRAPHIC PROFILE Located on the eastern shore of San Francisco Bay, El Cerrito is a 3.9-square-mile city blessed with a pleasant climate year-round. The hilly areas of El Cerrito provide spectacular views of San Francisco, the Bay and Golden Gate Bridges, and Mt. Tamalpais. El Cerrito is strategically located along Interstate 80 and is less than 30 miles from two major airports, and the Silicon Valley, Berkeley, and Sacramento are within easy reach. Its extensive transportation system includes two Bay Area Rapid Transit stations. El Cerrito’s residents enjoy the 80-acre tree-lined Hillside Park open space, as well as 45 acres of parks, 18 acres of school recreational areas, and 38 acres of other amenities. These amenities include the Ohlone Greenway, a pleasantly landscaped linear park that runs along the length of the city and is popular with walkers, runners and bicyclists. El Cerrito is a well-educated community, with 70 percent of people 25 and over having attended college. Its population, estimated at 23,440, has a history of civic involvement. ---PAGE BREAK--- 269 CITY OF EL CERRITO Miscellaneous Statistics Date of Incorporation August 1, 1917 Form of Government Council/Manager Climate Coastal Mediterranean Average annual rainfall 20.5" Area in square miles 3.9 Population 23,058 Population Ranking among California Cities 274 out of 480 Elevation 73 feet above sea level Location 37º55'3" N, 122º18'18" W Number of housing units 10,462 Housing density 6,356.5/square mile Number of registered voters 12,925 Median household income $62,582 Average age of residents 42.7 Facilities and services: Number of Full Time Employees 149 Fire protection (provided by) City of El Cerrito Police protection (provided by) City of El Cerrito Miles of paved streets 68 center line miles Miles of off-street bicycle trails Ohlone Greenway—2.5 miles Banks 5 Churches 19 DMV Regional Office 1 BART Stations 2 Schools: Elementary schools—Public 3 Middle schools—Public 1 High schools—Public 1 Private Schools 7 Public Utilities: Water services (provided by) East Bay Municipal Utility District Wastewater services (provided by) Stege Sanitary District Refuse disposal (provided by) East Bay Sanitary Recycling Services (provided by) City of El Cerrito Culture and recreation City-owned park acreage 31.6 acres Open space facilities 99.9 acres Other City-maintained recreational facilities 23.3 acres School district areas 26.6 acres Notes: Source: California Department of Finance Source: United States Census Bureau, Year 2000 Dataset Source: Contra Costa County Elections Department Source: City of El Cerrito General Plan Source: www.city-data.com ---PAGE BREAK--- 270 CITY OF EL CERRITO PRINCIPAL EMPLOYERS FY 2010-11 Albertson’s/Lucky’s Orchard Supply Hardware Autometrics Pastime Hardware Barnes and Noble Petco Animal Supplies Bed Bath and Beyond Romano’s Macaroni Grill City of El Cerrito Ross Stores CVS Drug Stores Safeway Stores Dollar Tree Staples Guitar Center Trader Joe’s Honda of El Cerrito Walgreen’s Drug Store Marshall’s West Contra Costa Unified School District McDonalds Restaurant Nation’s Restaurants ---PAGE BREAK--- 271 ---PAGE BREAK--- 272 APPENDIX 3 EMPLOYEE BENEFIT SCHEDULE FY2010-11 BENEFIT POLICE ASSOCIATION 7/1/2007 to 6/30/2017 FIREFIGHTERS’ ASSOCIATION 7/1/2006 to 6/30/2017 PUBLIC SAFETY MANAGEMENT varies GENERAL MANAGEMENT 6/30/06 to 7/1/2010 LOCAL 1021 & CONFIDENTIAL 6/30/05 to 6/30/12 Flex Benefits - Medical Maximum of $1454.30 for family medical as of 7/1/2010 Maximum of $1454.30 for family medical as of 7/1/2010 Police same as sworn; fire same as general management Maximum of $1454.30 for family medical as of 7/1/2010 Maximum of $1454.30 for family medical as of 7/1/2010 Dental Maximum of $163.84 for family dental 7/1/2010 Maximum of $163.84 for family dental 7/1/2010 Maximum of $163.84 for family dental 7/1/2010 Maximum of $163.84 for family dental 7/1/2010 Maximum of $163.84 for family dental 7/1/2010 Life Insurance Annual Salary (max of $100,000); rate= annual salary/1000*0.175 Annual Salary (max of $100,000); rate= annual salary/1000*0.175 Annual Salary (max of $100,000); rate= annual salary/1000*0.175 Annual Salary (max of $100,000); rate= annual salary/1000*0.175 Annual Salary (max of $100,000); rate= annual salary/1000*0.175 STD/LTD Insurance 60 day waiting Sworn: rate = salary/100*$.562 Rate = salary/100*$.562 Rate = salary/100*$.562 STD/LTD Insurance 30 day waiting Non-sworn: rate = salary/100*$.62 Rate = salary/100*$.62 Rate = salary/100*$.62 PERS Safety inc. 9% City pick-up of EE rate and EPMC 3% at 50, 1 yr highest, sick leave credit; ER rate =25.152% as of 7/1/10 plus 9% pick-up. 3% at 50, 1 yr highest, sick leave credit; ER rate = 25.152% as of 7/1/10 plus 9% pick-up. 3% at 50, 1 yr highest, sick leave credit; ER rate = 25.152% as of 7/1/10 plus 9% pick-up. PERS non-Safety inc. 7% City pick- up of 8% EE rate and EPMC 2.7% at 55, 1 yr., sick leave credit; ER rate=16.173% as of 7/1/10 plus pick-up. 2.7% at 55, 1 yr., sick leave credit; ER rate= 16.173% as of 7/1/10 plus pick-up. 2.7% at 55, 1 yr., sick leave credit; ER rate=16.173 % as of 7/1/10 plus pick-up. FICA/Medicare Sworn - Medicare 1.45% only Non-sworn - + FICA 6.2% Medicare 1.45% Medicare 1.45% FICA 6.2% of first $94,200; Medicare 1.45% FICA 6.2% of first $94,200; Medicare 1.45% Education Pay Sworn $210/mo AA (or 60units+6 in 2 yrs); $290 BA Police Management only – same as Officers Longevity Pay Annually 3% 7 to 15yrs; 5% - 15 thru 19 yrs; 7% at 20 yrs. Police Management only – same as Police Association $1,000 annually at 15 yrs or more of service Auto/Other $300/mn for retiree med. Varies- Vehicle for some Up to for car Uniform Allowance Sworn $1000 yr; Non-sworn $725 $725 annually Police $1000; Fire $725 Mtnce: $200 yr for steel toed shoes and gloves Assignment or Shift Differential 2% for night shift; 5% for detective and admin. assign. 10% if 40hr staff Officer Fire Training Chief – 10% Holidays 10+birthday and 3 floaters; non-sworn -1½ more days. 12+ birthday 11½ + birthday + 3 floaters 11½+ birthday + 3 floaters 11½ +birthday+3 floaters Administrative Leave Maximum of 10 days Maximum of 10 days Work Week Sworn 40 hrs, 3-12 schedule; Non-sworn 37½ hrs Standard 56 hrs average (24 hr shifts); 48/96 schedule 40 hrs, except shift Battalion Chiefs on 56 hr average 37½ hr/ either 9/75 or 8/75 for 2 weeks 37½ hrs/ either 9/75 or 8/75 for 2 weeks Last Salary Increase 7/11/10 Sgt 3.0%, Off/Corp, 3.5%, Non-Sworn 2% 7/12/09 2% 7/12/09 2.5% 7/12/09 2.5% 7/12/09 2.5% Next Salary Increase 1/11 Sgt 3.0%, Off/Corp 3.5%, Non-Sworn 2% 7/11 median adjustment based on survey 4/11 reopener clause for salaries CITY MANAGER: Benefits the same as general management except that the auto allowance is $500/month. CITY COUNCIL: Salary $441/month since 12/3/91. ---PAGE BREAK--- 273 ---PAGE BREAK--- 274 APPENDIX 4 FINANCIAL POLICIES PURPOSE: To establish a comprehensive set of financial policies for the City that will serve as a guideline for operational and strategic decision making related to financial matters. POLICY: The following financial policies are intended to establish a comprehensive set of guidelines for use by the City Council and staff on decision-making that has a fiscal impact. The goal is to maintain the City’s financial stability in order to be able to continually adapt to local, regional and national economic changes. Such policies will allow the City to maintain and enhance a sound fiscal condition. This financial policy will be reviewed annually by the Financial Advisory Board and any proposed revisions will be submitted to the City Council for their approval to ensure that the policy remains current. The City’s comprehensive financial policies will be utilized when preparing the Annual Operating Budget andshall be in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). 1. OVERVIEW & LONG-TERM FINANCIAL PLANNING 1.1. The Ten-Year Financial Plan will be prepared at a minimum for the General Fund, Capital Improvements Program and Integrated Waste Management. The City’s Ten-Year Financial Plan is the long-term picture of the City’s finances and will be updated annually as part of the annual budget process. 1.2. The City shall seek a balance in the overall revenue structure between more stable revenue sources (e.g. Property Tax and Utility Taxes) and economically sensitive revenue sources Sales Tax). 1.3. The City shall develop and maintain methods for the evaluation of future development and major fiscal impacts on the City budget. ---PAGE BREAK--- 275 1.4. The City shall develop and implement a financial plan to address its funding needs for issues like deferred maintenance and unfunded liabilities. 1.5. The City shall address issues related to cash flow requirements and any short term borrowing requirements on a timely basis. 1.6. The City shall require any annexation agreements to have a long- term beneficial financial impact on the City. 2. BUDGET POLICIES 2.1. The City Manager shall prepare a proposed annual budget to be reviewed by the Financial Advisory Board and presented to the City Council within all statutorily prescribed deadlines. The City Council will adopt the budget at a public hearing by June 30 of each year. 2.2. A Budget will be adopted by Resolution of the City Council annually, which will contain the budget amendment process, budget amendment authority, and spending authorities. All departments are responsible for meeting the City’s financial policy goals and ensuring the City’s long-term financial health. Budget control is maintained at the fund level. The City Manager is authorized to transfer budgeted amounts within departments and within funds. In addition, amendments that are made to authorize spending of increased or new special purpose revenues may be approved by the City Manager. Budget modifications between funds or increases or decreases to a fund’s overall budget must be approved by the City Council. 2.3. It is the City’s policy to adopt a balanced General Fund budget where operating revenue is equal to, or exceeds, operating expenditures. In the event a balanced budget is not adopted, due to a deliberate reduction of accumulated fund balance or if the cause of the imbalance is expected to last for no more than one year, as ---PAGE BREAK--- 276 with the case of a one time settlement or large purchase, the planned use of reserves to balance the budget is permitted as long as the reserve is consistent with the amounts described in Section General Fund Balance Reserve Policy. 2.4. The operating budget shall serve as the annual financial plan for the City. It shall serve as the City’s management plan for implementing goals and objectives of the City Council, City Manager and departments and will define service levels. 2.5. During the annual budget development process, the existing budget shall be examined to assure removal or reduction of any services or programs that should be eliminated or reduced in cost. 2.6. The annual review process shall include an assessment to determine if funds are available to operate and maintain proposed capital facilities and other public improvements. 2.7. Any year-end operating surpluses will revert to unappropriated balances for use in maintaining reserve levels set by policy and will be available for capital projects and/or one-time expenditures upon approval of the City Council/. 2.8. Where practical, the City’s annual budget will include performance measures of workload, efficiency, and effectiveness. 2.9. Revenues: 2.9.1. The City will estimate annual revenues using an objective, analytical process; specific assumptions will be documented and maintained. Budgeted revenues will be estimated conservatively using accepted standards and estimates provided by the state, other governmental agencies, and/or reliable economic forecasters when available. 2.9.2. Specific revenue sources will not be dedicated for specific purposes, unless required by law or Generally Accepted Accounting Principles (GAAP). All non-tax increment, non-restricted revenues will be deposited in the General Fund and appropriated through the budget process. On-going revenues will fund on-going expenditures. 2.9.3. A diversified and stable revenue system will be maintained to the extent possible to protect programs from short-term fluctuations in any single revenue source. 2.10. Appropriations: ---PAGE BREAK--- 277 2.10.1. The City shall, to the extent possible, pay for current year expenditures with current year revenues. Where authorized activities or equipment remain incomplete and/or unpurchased, revenues and/or fund balance may be carried forward at the City Manager's direction to the next fiscal year to support such an activity/purchase. 2.10.2. The City shall avoid budgetary procedures which rely on financial strategies that defer payment of current operating expenses to future years. 2.10.3. Department Heads are responsible for ensuring that department expenditures stay within the department's budgeted appropriation. 2.10.4. A City Council Resolution is necessary to increase any total fund appropriation where no corresponding revenue offset exists that is restricted for that purpose. 2.10.5. The City Manager may adjust appropriations among departments within a fund. 3. GENERAL FUND RESERVE POLICY 3.1. The purpose of the reserve policy is to set aside funds to insure against events that would adversely affect the financial condition of the City and jeopardize the continuation of necessary public services. The reserve is designed to provide adequate cash flow, protect bond ratings, and offset economic downturns and revenue shortfalls. The reserve is also available to provide for one-time funding in the event of an emergency situation such as a natural disaster or unanticipated liability. 3.2. It is a goal of the City to achieve a general fund annual operating reserve of 15%, with a minimum of 10%, of projected General Fund operating expenditures in each fiscal year. As part of the annual budget process, the City Council shall consider a Ten-Year Plan that attempts to maintain the minimum reserve balance of 15%. The City Council may adopt a deficit budget to deal with the uses discussed in Section 3.5 so long as the projected reserve does not go below 10% in any year of the Ten-Year Plan. Should the General Fund reserve fall below 10%, each budget year the City will adopt a plan to restore the reserve ---PAGE BREAK--- 278 percentage to 10% within five years and 15% by the tenth year of the Ten-Year Plan. 3.3. The portion of the reserve below 10% should be utilized only for a financial emergency (as determined by the City Council), natural disaster or significant unanticipated liability. If this portion of the reserve is utilized for such an event, the Ten-Year Plan presented with the Annual Operating Budget must be developed so that the 10% base threshold is replenished within five years. 3.4. The unreserved fund balance in the Equipment Replacement Fund may be transferred to the General Fund only for a fiscal emergency where the current year revenues have decreased from the prior year or for one-time uses such as natural disasters or unforeseen liabilities. 3.5. The reserves between the 10% and 15% level are designed to be used by the City to deal with revenue fluctuations that arise as a result of changes in the economy and provide opportunities to maintain services and programs where funding may be difficult. Also, a portion of any operating reserve in excess of 10% of annual revenues resulting from the previous fiscal year’s operations could be committed to capital improvement projects or used to retire existing debt, fund future liabilities or potential legislative actions, establish or replenish equipment replacement funds, and/or establish or replenish deferred maintenance funds as long as the amount is considered in the adopted Ten- Year Plan to achieve a balance of 15% within ten years. 3.6. One-time revenues will not be used to fund ongoing City programs. Any one- time revenue receipt during the fiscal year should be recognized and recorded in a “non-recurring revenue source” category. One-time revenue windfalls include: sales of city-owned real estate, CalPERS rebates, lump sum (net present value) savings from debt restructuring, litigation settlement, unexpected revenues, and other similar sources of revenue as designated by the City Council. 4. FINANCIAL REPORTING POLICIES 4.1. Accounting Standards: 4.1.1. The City’s accounting and financial reporting systems shall be maintained in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). The City will make every attempt to implement all ---PAGE BREAK--- 279 changes to governmental accounting practices at the earliest practicable time. 4.2. Annual Audit: 4.2.1. An annual audit will be performed by an independent public accounting firm with an audit opinion to be included with the City’s published Comprehensive Annual Financial Report (CAFR). The CAFR will be submitted annually to the Government Finance Officers Association for peer review with the goal of continuing receipt of the Certificate of Achievement for Excellence in Financial Reporting. 4.2.2. The independent firm will be selected through a competitive bidding process at least once every five years. The contract may be for an initial period of three years with two additional one-year options at the City Council’s discretion. The current firm may be allowed to participate in the bid process. The need for rotation of the audit staff or audit firm will be considered in the bid process. The Finance Director will review the qualifications of prospective firms and make a recommendation to the City Council. The audit contract will be awarded by the City Council. 5. OPERATIONAL MANAGEMENT POLICIES 5.1. The City shall endeavor to avoid committing to new spending for operating or capital improvement purposes until an analysis of all current and future cost implications relating to those programs and projects is completed. 5.2. All departments will participate in the responsibility of meeting policy goals and ensuring long-term financial health. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements. 5.3. Departmental requests for increases in staffing will be thoroughly analyzed; only those that meet adopted program initiatives and policy directives will be considered. To the extent feasible, personnel cost reductions will be achieved through attrition. ---PAGE BREAK--- 280 5.4. User Fees and Charges and Development Impact Fees: 5.4.1. Where direct services to users can be measured, as set forth in the Master Fee Schedule, the City should use appropriate fees, charges or assessments rather than general tax funds. All user fees and charges will be examined or adjusted annually to determine the direct and indirect cost of service. User fees and charges for services shall be established at a level related to the cost of providing such service except where the City Council has determined there is a public benefit to subsidize the service with tax based revenue. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council following public review. 5.4.2. The City may identify the costs associated with new development as a basis for establishing development impact fees but the long-term benefit of the development to the City should be considered in establishing such fees. 5.5. Grant Management: 5.5.1. The City shall actively pursue federal, state and other grant opportunities when deemed appropriate. Before accepting any grant, the City shall thoroughly consider the implications in terms of ongoing obligations that will be required in connection with acceptance of said grant and present that report for approval by the City Council. 5.5.2. The term of Grant funded positions for programs should be clearly identified and presented to the City Council for approval. It is mandatory to disclose if General Fund revenues will be needed to fund a position during or after the Grant or program expires. 5.5.3. Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. Programs financed with grant monies will be budgeted in separate cost centers, and the service program will be adjusted to reflect the level of available funding. In the event of reduced grant funding, City resources may be substituted only after all program priorities and alternatives are considered. 5.5.4. The cost of all externally mandated services for which funding is available shall be fullyevaluated, including overhead, to allow for complete reimbursement of expenses. 5.6. Revenue Collection Policy: 5.6.1. The City will pursue revenue collection and auditing to assure that monies due the City are received in a timely manner. 5.6.2. The City will seek reimbursement from the appropriate agency for State and Federal mandated costs whenever possible. ---PAGE BREAK--- 281 5.6.3. The City will centralize accounts receivable/collection activities so that all receivables are handled consistently. 5.6.4. Accounts receivable management and diligent oversight of collections from all revenue sources are imperative. Sound financial management principles include the establishment of an allowance for doubtful accounts. Efforts shall be made to pursue the timely collection of delinquent accounts. When such accounts are deemed uncollectible, they will be written-off from the financial statements in accordance with established policies. 6. FINANCIAL MANAGEMENT POLICIES 6.1. Staff shall keep City Council apprised of financial opportunities available and shall develop appropriate recommendations. 6.2. All requests for City Council action shall include an analysis of the immediate and future fiscal impact of such action. No appropriation for new or expanded programs or staffing levels shall be approved without identifying the amount and source of available funds. 6.3. All externally mandated services for which funding is available shall be charged to allow for complete reimbursement of expenses including overhead. 6.4. Cash Management Investment: 6.4.1. Cash and investment programs will be maintained in accordance with California Government Code Section 53600 et seq. and the City’s adopted investment policy and will ensure that proper controls and safeguards are maintained. Pursuant to the Investment Policy, the Financial Advisory Board, at least annually will review, and the City Council will affirm, a detailed investment policy. 6.4.2. Reports on the investment portfolio and cash position will be developed and presented to the Financial Advisory Board and the City Council in conformity with the California Government Code. 6.4.3. Funds will be managed in a prudent and diligent manner with emphasis on safety, liquidity, and yield, in that order. 7. CAPITAL IMPROVEMENT PROJECT POLICIES ---PAGE BREAK--- 282 7.1. A Ten-year Capital Improvement Plan will be developed and updated annually, including anticipated funding sources. Capital improvement projects are defined as infrastructure or equipment purchases or construction which result in a capitalized asset and have a useful (depreciable) life of two years or more. 7.2. Each Capital Improvement Project will identify, where applicable, current operating maintenance costs and funding streams available to repair and/or replace deteriorating infrastructure and to avoid significant unfunded liabilities. 7.3. The City will develop and implement a post-implementation evaluation of its infrastructures condition on a specified periodic basis, estimating the remaining useful life, and projecting replacement costs. 7.4. The City shall actively pursue outside funding sources for all Capital Improvement Projects. Outside funding sources, such as grants, shall be used to finance only those Capital Improvement Projects that are consistent with the Ten-year Capital Improvement Plan and/or local governmental priorities, and whose operating and maintenance costs will be included in future operating budget forecasts. 7.5. Capital improvement lifecycle costs will be coordinated with the development of the Operating Budget. Future operating, maintenance and replacement costs associated with new capital improvements will be forecasted, matched to available revenue sources, and included in the Operating Budget. Capital project contract awards will include a fiscal impact statement disclosing the expected operating impact of the project and when such cost is expected to occur. 7.6. The City must carefully seek and analyze the appropriate type of financing instrument appropriate for financing capital projects. Several options may be available – general obligation debt, fee-supported debt, fund reserves, tax increment, etc. All debt financing mechanisms shall be carefully considered and analyzed for fiscal benefit and cost effectiveness. Long-term borrowing shall be restricted to projects too large to be financed from current revenues (pay-as-you- go). Where possible, special assessment, revenue or other self-supporting bonds shall be used in lieu of general obligation bonds. ---PAGE BREAK--- 283 8. DEBT MANAGEMENT POLICIES 8.1. Issuance of Debt: 8.1.1. The City will not use long-term debt to pay for on-going operations. The use of bonds, certificates of participation or capital leases will only be considered for significant capital and infrastructure improvements. 8.1.2. New debt issues, and refinancing of existing debt, must be analyzed for compatibility within the City’s overall financial planning within the Ten-Year Financial Plan. The review shall include, but not be limited to, cash flow analysis and the maintenance of the City’s bond rating. Annual debt service shall not produce an adverse impact upon future operations. 8.1.3. Debt financing should not exceed the useful life of the infrastructure improvement with the average (weighted) bond maturities at or below twenty years. 8.1.4. Total debt will not exceed two percent of the total assessed value of property in the City and General Fund Debt Service will not exceed 5% of operational appropriations. 8.2. Credit Rating: 8.2.1. The City will seek to maintain and, if possible, improve its current bond rating(s) in order to minimize costs and preserve access to credit. 8.2.2. It is the City’s goal to acquire an AAA/Aaa credit rating from all three major rating agencies. The City may pay the bond insurance which is considered as part of the rating, however, the rating agency will evaluate the structure of the bond to validate the bond rating. The factors that contribute to a high rating include the City’s financial management practices, low debt levels, budgetary and fiscal controls, and accountability. To support this policy, the City will continue to maintain its position of full financial disclosure and proactive fiscal planning. 9. EQUIPMENT REPLACEMENT FUND 9.1. The City shall maintain a dedicated fund to provide for replacement of vehicles and certain equipment. Unreserved fund balance will be available for transfer to the General Fund only in the event of a fiscal emergency as described in Section 3.4. ---PAGE BREAK--- 284 9.2. Vehicle replacement will be accomplished through the use of an amortization methodology structure. The rates will be revised annually to ensure that charges to operating departments are sufficient for operation and replacement of vehicles and other capital equipment. Replacement costs will be based upon equipment lifecycle and anticipated inflation. 10. ENTERPRISE FUNDS 10.1. All Enterprise Funds user fees will be examined annually to ensure that they recover all direct and indirect costs of service, provide for capital improvements and maintenance, and maintain adequate reserves. 10.2. Rate increases shall be approved by the City Council following formal noticing and a public hearing. Rate adjustments will be based on the projected expenditures in the Ten-Year Financial plan. CITY OF EL CERRITO 2012 INVESTMENT POLICY 1.0 POLICY It is the policy of the City of El Cerrito (“City”), to invest public funds in a manner which provides for safety of principal while providing sufficient liquidity to cover the City’s short and long term needs while generating the appropriate yield. All investment activity will conform to the California Government Code, Sections 53601 through 53659. In accordance with Section 53646 of the California Government Code, the Treasurer may annually render to the City Council a statement of investment policy and the policy will have been previously reviewed by the Financial Advisory Board. 2.0 SCOPE This investment policy applies to all financial assets of the City as accounted for in the City of El Cerrito’s Comprehensive Annual Financial Report. Policy statements included in this document focus on the City’s pooled funds, but will also apply to all other funds under the Treasurer’s control unless specifically exempted by statute or ordinance. This policy includes, but is not limited to the following funds: a) General Fund b) Enterprise Funds c) Capital Project Funds d) Debt Service Funds ---PAGE BREAK--- 285 e) Special Revenue Funds f) Internal Service Funds g) Trust and Agency Funds h) Retirement Agency Funds i) Any new funds created by the City Council This policy specifically exempts any City or bond proceeds in the possession of a trustee or fiscal agent. These bond proceeds shall be invested in accordance with the requirements and restrictions outlined in the bond documents. This policy does not apply to any lending program of the City. 3.0 PRUDENCE All persons authorized to make investment decisions for the City of El Cerrito are trustees and therefore fiduciaries subject to the prudent person rule. The standard of prudence to be used by City of El Cerrito fiduciaries is the “Prudent Investor” Standard found in the California Government Code Section 53600.3.. The fiduciaries are the City Manager, City Treasurer and City Council, acting within the intent and scope of the Investment Policy and other written procedures, and exercising due diligence, shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported to the City Council in a timely manner and the fiduciaries take appropriate action to control adverse developments. 4.0 OBJECTIVE The objective of the investment portfolio is to meet the City’s short and long-term cash flow needs. To achieve this objective, the portfolio will be structured to provide, in priority order, safety of principal, liquidity and return on investment. Safety Safety of principal is the foremost objective of the City of El Cerrito. All investments of the City shall be undertaken in a manner that ensures the preservation of capital. Each investment transaction shall seek to ensure that capital losses are avoided, whether ---PAGE BREAK--- 286 from issuer default, broker/dealer default, or erosion of market value. The City shall seek to preserve principal by mitigating the two types of risk: credit risk and market risk. Credit Risk Credit risk is the risk of loss due to failure of the issuer to repay an obligation and shall be mitigated by investing in only high quality credit investments and by diversifying the investment portfolio so that the failure of any one issuer would not unduly jeopardize the City’s fiscal status. Market Risk Market risk is the risk of market value fluctuations due to overall changes in the general level of interest rates and shall be mitigated by structuring the portfolio so that securities mature at the same time major expenditures occur, eliminating the need to sell securities prior to their maturity. The taking of short positions, which is, selling securities the City does not own is prohibited. It is explicitly recognized herein, however, that in a diversified portfolio, occasional measured losses are inevitable and must be considered within the context of overall investment return. Liquidity The City’s investment portfolio will be structured to provide sufficient liquidity to meet the operating requirements of the City of El Cerrito. The City of El Cerrito will attempt to match its investments with anticipated cash flow requirements whenever possible. The maximum maturity of any one security, unless otherwise restricted by the California Government Code, is limited to five years. The portfolio’s weighted average maturity shall be limited to three years. Return on Investment State law requires that the objective of return on investment be subordinate to the objectives of safety and liquidity. Employees should also seek the best return on investments while satisfying the concerns of safety and liquidity. Therefore, the Treasurer shall seek to achieve a return on the funds under City control throughout all economic cycles, taking into consideration the City of El Cerrito’s investment risk constraints and cash flow requirements. DELEGATION OF AUTHORITY ---PAGE BREAK--- 287 Pursuant to Section 53601 of the California Government Code, the City Council as the legislative body of the City of El Cerrito has primary responsibility for the investment of all funds in the City treasury. As authorized under Section 53607 of the California Government Code, the City Council hereby delegates its authority to invest or reinvest the funds of the City, and to sell or exchange securities so purchased, to the City Treasurer who shall assume full responsibility for all such transactions until such time as this delegation of authority may be revoked by the City Council. In the City Treasurer’s absence the City Manager is authorized to perform any such transactions. Investment Procedures 1.1.1. The City Treasurer shall establish written investment policy procedures for the operation of the investment program consistent with this policy. The procedures should include reference to safekeeping, wire transfer agreements, banking service contracts and collateral/depository agreements. ETHICS AND CONFLICT OF INTEREST Elected officials, officers and employees of the City who make investment decisions will refrain from any activity that could conflict with the proper execution of the investment program or which could impair their ability to make impartial investment decisions. Employee actions will be in accordance with this policy, California Government Code Sections 1090 et seq, 87100 et seq., other applicable Government Code Sections or future Council actions. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS The City of El Cerrito shall transact business only with commercial banks, savings and loans, credit unions, and investment securities broker/dealers. The broker/dealers must be primary dealers regularly reporting to the Federal Reserve Bank of New York or regional broker/dealers that qualify under the Securities and Exchange Commission Rule 15c3-1 (uniform net capital rule). Selection of financial institutions and broker/dealers authorized to do business with the City shall be at the discretion of the fiduciaries. The Treasurer will maintain a list of financial institutions authorized to provide investment services to the City. All financial institutions and broker/dealers who desire to become qualified bidders for investment transactions must supply the Treasurer with audited financial statement from ---PAGE BREAK--- 288 the three most recent years, at least three references from other California Local agencies, a completed Broker/dealer questionnaire and a statement certifying that the institution has reviewed the California Government Code Section 53600 et seq. and the City’s Investment Policy. The certification will state that the financial institution or broker/dealer and all investments presented to the Treasurer will be in compliance with the applicable State Code and the City Investment Policy. The Treasurer shall determine if the Financial Institutions are adequately capitalized, make markets in securities appropriate to the City’s needs and are recommended by other local agency portfolio managers. The Treasurer will conduct an annual review of the financial condition of all qualified institutions. Additionally, their current financial statements are required to be on file. AUTHORIZED INVESTMENTS The City is authorized by California Government Code Section 53600 et seq. to invest in the following types of securities: United States Treasury Bills, Bonds, and Notes, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest. There is no limitation as to the percentage of the portfolio that can be invested in this category. The maximum term shall be five years. Obligations issued by United States Government Agencies such as, but not limited to the Federal Farm Credit Bank (FFCB), the Federal Home Loan Bank (FHLB), the Federal Home Loan Mortgage Corporation the Federal National Mortgage Association (FNMA), the Student Loan Marketing Association (SLMA), the Government National Mortgage Association (GNMA) and the Tennessee Valley Authority (TVA). United States Government Agency securities with call features are also authorized. There is no limitation as to the percentage of the portfolio that can be invested in this category. The maximum term shall be five years. Bills of exchange or time drafts drawn on and accepted by a commercial bank, otherwise known as Banker’s Acceptances. Purchases in this category may not exceed 180 days to maturity nor exceed 30% of the cost value of the portfolio. Commercial Paper of prime quality and ranked P1 by Moody’s Investor Services, A1 by Standard and Poor’s or F1 by Fitch Financial Services Inc., issued by a corporation organized and operating in the U.S. as a general corporation and having assets in excess of $500 million and having an or better rating on its long term debt as provided by Moody’s, Standard and Poor’s or Fitch. Purchases of eligible commercial paper may not exceed 270 days to maturity. Purchases of commercial paper may not ---PAGE BREAK--- 289 exceed 10 percent of the cost value of the portfolio nor represent more than 10 percent of the outstanding paper of an issuing corporation. Total combined corporate debt (Commercial Paper and Medium Term Notes) may not exceed 20 percent of the cost value of the portfolio. Negotiable Certificates of Deposit issued by a nationally or state-chartered bank or a state or federal savings institution or credit union. Securities eligible for purchase in this category shall be rated or better by Moody’s, Standard and Poor’s or Fitch. Purchases of Negotiable Certificates of Deposit shall not exceed 30 percent of the cost value of the portfolio nor exceed a five-year term. Medium Term Notes (MTNs) issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. MTNs eligible for investment in this category must be rated or better by Moody’s, Standard and Poor’s or Fitch. Investments in this category will be limited to a five-year maximum maturity and may not exceed 10 percent of the cost value of the portfolio. Total combined corporate debt (Commercial Paper and Medium Term Notes) may not exceed 20 percent of the cost value of the portfolio. Shares of beneficial interest issued by diversified management companies that are Money Market Funds registered with the Securities and Exchange Commission under the Investment Company Act of 1940. These funds must either have attained the highest rating/ranking by at least two of the three largest nationally recognized rating services. Investments in this category will not exceed 5 percent of the portfolio. . State Pool – Local Agency Investment Fund (LAIF). This fund was established by the State Treasurer for the benefit of Local agencies under California Government Code Section 16429.1. The City may invest in the LAIF up to the maximum amount permitted by State law. The maximum amount for both the City and the Redevelopment Agency has consistently been higher than the entire portfolio, but the requirement to maintain diversity prevents the entire portfolio from residing in a LAIF account. Purchase of investments will take into account the need for liquidity offered by LAIF for operational purposes, as well as the need for portfolio diversification. ---PAGE BREAK--- 290 Time Certificates of Deposit collateralized in accordance with the California Government Code Sections 53652 and 53653, may be purchased by the City from banks or savings and loan associations or credit unions. Purchases in this category will not exceed 5 years to maturity nor 30 percent of the cost value of the portfolio. Purchases in a single institution will not exceed 10 percent of the cost value of the portfolio. Derivative Securities are those securities that derive their value from another asset or index. Investments in derivative securities will be made using the Prudent Investor Rule and will be limited to federal agency callable issues. Purchases in this category will not exceed 10% of the cost value of the portfolio. Prohibited Investments. Investments not described herein are ineligible investments. The City shall not invest any funds in inverse floaters, range notes, or interest only strips that are derived from a pool of mortgages in accordance with California Government Code Section 53601.6. With the exception of callable agencies, any security that derives its value from another asset or index is prohibited. In addition, the City shall not invest any funds in any security that could result in zero interest accrual if held to maturity. INVESTMENT POOLS/MUTUAL FUNDS A thorough investigation of any pooled investments or money market mutual fund is required prior to investing City funds. A due diligence review will be performed on all money market mutual funds and pooled investment funds on a continued basis. As outlined in section 8.7 of this policy, investments in mutual funds are restricted to money market mutual funds and must meet the experience and asset requirements as stated. The fiduciaries will continually monitor the funds to ensure the maintenance of those ratings/requirements. Reports on the performance of the Pooled Money Investment Account/LAIF can be found on the California State Treasurer’s web site as well as the Investment Board report, historical rates/costs and market valuations. These reports shall be reviewed by the Treasurer each month as part of the due diligence review. COLLATERALIZATION California Government Code, Sections 53652 et seq., specifies the types and levels of collateral for public funds on deposit above the FDIC insurance amounts. The collateral requirements apply to both active bank deposits (checking and savings accounts) and inactive bank deposits (non-negotiable certificates of deposit) and must be maintained for all the City’s bank deposits ---PAGE BREAK--- 291 SAFEKEEPING AND CUSTODY All securities held by the City of El Cerrito shall be held in safekeeping by a third party bank trust department acting as agent for the City under the terms of the custody agreement executed by the bank and the City, and shall be evidenced by safekeeping receipts. All securities will be received and delivered using standard delivery-versus- payment (DVP) procedures. Investments in the State Pool or money market mutual funds are undeliverable and are not subject to delivery or third party safekeeping. DIVERSIFICATION The City of El Cerrito will diversify its portfolio by investment type, issuer, maturity dates and broker/dealer. Limits for security types are set forth in Section 8.0 of this document. INTERNAL CONTROLS The City Treasurer will maintain a system of internal controls to ensure compliance with investment procedures of the City and Redevelopment Agency of the City of El Cerrito and the California Government Code and these controls will be audited annually by the City’s external audit firm. REPORTING The Council may request that the Treasurer render a report to the City Council. The report shall include the type of investment, issuer, maturity date, par and cost/book values of all securities, investments and monies held by the City of El Cerrito. It shall also include the rate of interest, the current market value as of the report date and the source of the valuation. The report shall state complianceof the portfolio with the Investment policy as well as the California Government Code and it shall state the City’s ability to meet its estimated expenditures for the next six months or provide an explanation as to why sufficient money is not available and what actions are being done to correct the deficiency. ---PAGE BREAK--- 292 INVESTMENT POLICY REVIEW AND ADOPTION The City of El Cerrito’s investment policy will continue to be reviewed and adopted by the City Council annually, even if not required by California Government Code 53646. Prior to the annual submission to the City Council the Investment Policy will be reviewed by the Financial Advisory Board and the Board’s comments will be presented to the City Council for its consideration. GLOSSARY AGENCIES: Federal agency securities and/or Government sponsored enterprises. BANKERS ACCEPTANCE (BA): A draft or bill or exchange accepted by a bank or trust company. The accepting institution, as well as the issuer, guarantees payment of the bill. BROKER: A broker brings buyers and sellers together for a commission. CERTIFICATE OF DEPOSIT (CD): A time deposit with a specific maturity evidenced by a certificate. Time certificates of deposit are collateralized in accordance with the State code. Large-denomination CD’s are typically negotiable and non-collateralized. COLLATERAL: Securities, evidence of deposit or other property which a borrower pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposits of public monies. DEALER: A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account. DELIVERY-VERSUS-PAYMENT: There are two methods of delivery of securities: delivery versus payment and delivery versus receipt. Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is delivery of securities with an exchange of a signed receipt of the securities. DERIVATIVES: Financial instruments whose return profile is linked to or derived from, the movement of one or more underlying index or security, and may include a leveraging factor, or financial contracts whose value is derived from an underlying index or security (interest rates, foreign exchange rates, equities or commodities). DIVERSIFICATION: Dividing investment funds among a variety of securities offering independent returns. ---PAGE BREAK--- 293 FEDERAL CREDIT AGENCIES: Agencies of the Federal government set up to supply credit to various classes of institutions and individuals, e.g., S&L’s, small business firms, students, farmers, farm cooperatives, and exporters. FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A federal agency that insures bank deposits, currently up to $250,000 per deposit. FEDERAL HOME LOAN BANKS (FHLB): Government sponsored wholesale banks (currently 12 regional banks) which lend funds and provide correspondent banking services to member commercial banks, thrift institutions, credit unions and insurance companies. The mission of the FHLB is to liquefy the housing related assets of its members who must purchase stock in their district Bank. FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA): FNMA, like GNMA was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development (HUD). It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder-owned corporation. The corporation’s purchases include a variety of adjustable mortgages and second loans, in addition to fixed-rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest. FEDERAL RESERVE SYSTEM: The central bank of the United States created by Congress and consisting of a seven member Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system. FIDUCIARY An individual in whom another has placed the utmost trust and confidence to manage and protect property or money. The relationship wherein one person has an obligation to act for other's benefit. GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA or Ginnie Mae): Securities influencing the volume of bank credit guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holder is protected by full faith and credit of the US Government. Ginnie Mae securities are backed by the mortgages, including FHA and VA mortgages. The term “pass-throughs” is often used to describe Ginnie Maes. ---PAGE BREAK--- 294 ISSUER: A legal entity that has the power to issue and distribute securities. Issuers include corporations, municipalities, foreign and domestic governments and their agencies, and investment trusts. LIQUIDITY: A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes. POOLED MONEY INVESTMENT FUND (LAIF): The aggregate of all funds from political subdivisions that are placed in the custody of the County or State Treasurer for investment and reinvestment. The State of California's pool is known as the Local Agency Investment Fund, or LAIF. MARKET VALUE: The price at which a security is trading and could presumably be purchased or sold. MATURITY: The date upon which the principal or stated value of an investment becomes due and payable. MONEY MARKET: The market in which short-term debt instruments (bills, commercial paper, bankers’ acceptances, etc.) are issued and traded. PORTFOLIO: Collection of securities and investments held by an investor. PRIMARY DEALER: A group of government securities dealers who submit daily reports of market activity and positions and financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission (SEC) registered securities broker-dealers, banks and a few unregulated firms. PRUDENT PERSON RULE: An investment standard. In some states, the law requires that a fiduciary, such as a trustee, may invest money only in a list of securities selected by the custody state. In other states, the trustee may invest in a security if it is one which would be bought by a prudent person of discretion and intelligence who is seeking a reasonable income and preservation of capital. RATE OF RETURN: For fixed-rate securities, it is the coupon or contractual dividend rate divided by the purchase price which is also the current yield. ---PAGE BREAK--- 295 SAFEKEEPING: A service to customers rendered by banks for a fee whereby securities and valuables of all types and descriptions are held in the bank’s vaults for protection. SECURITIES & EXCHANGE COMMISSION: Agency created by Congress to protect investors in securities transactions by administering securities legislation. SEC RULE 15C301: See Uniform Net Capital Rule. TREASURY BILLS: A non-interest bearing discount security issued by the US Treasury to finance the national debt. Most bills are issued to mature in three months, six months, or one year. TREASURY BONDS: Long-term coupon-bearing US Treasury securities issued as direct obligations of the US Government and having initial maturities of more than 10 years. TREASURY NOTES: Medium-term coupon-bearing US Treasury securities issued as direct obligations of the US Government and having initial maturities from two to 10 years. UNIFORM NET CAPITAL RULE: Securities and Exchange Commission requirement that member firms as well as non-member broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15:1; also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities, one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash. YIELD: The rate of annual income return on an investment, expressed as a percentage: Income Yield is obtained by dividing the current dollar income by the current market price for the security; Net Yield or Yield to Maturity is the current income yield minus any premium above par or plus any discount from par in purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond. ---PAGE BREAK--- 296 APPENDIX 5 BOARDS AND COMMISSIONS Boards, Commissions and Committees are appointed by and serve as advisors to the City Council. More than 50 residents serve the City on these advisory bodies and make a tremendously valuable contribution to the effective provision of responsive services to the community. Each year, certain Boards, Commissions and Committees through their staff liaisons have made funding requests that relate to specific tasks, projects, or events. In order to provide clarity of actual expenditures as well as engage the members of the advisory bodies during the planning process, each request for funding is shown within this section. The actual expenditure will be contained within the respective staff liaison departmental budget request. Arts & Culture Commission (7 Members) Acts in an advisory capacity to the City Council in all matters pertaining to arts in the community. Makes recommendations to the Council concerning the resources and needs of the community on the subject of the arts, opportunities for participation of artists and performers in city-sponsored activities, and ways to encourage community involvement in the arts. Makes recommendations to the Council regarding the funding of community art projects and upon all works of art to be acquired by the city and exterior works of art installed on public property in the city. Meets the 3rd Wednesday of each month at 7:00 p.m. at City Hall. Current members: Nancy Donovan, Edward Franco, Tom Halasz, Joyce Hawley, Paul Lupinsky, Heidi Rand, and Luis Zavala. Staff liaison: Suzanne Iarla (City Management). Project/Task/Event Amount Requested California Arts Day Events $3,000 Total $3,000 Citizen’s Street Oversight Committee (5 Members) Monitors expenditures of revenue collected pursuant to ECMC Chapter 4.60, the “Pothole Repair and Local Street Improvement and Maintenance Transactions and Use Tax, to determine whether such funds are expended for the purposed specified in the current Street Repair and Maintenance Expenditure Plan, and issue reports on their findings to the City Council and public at least annually. Meets 4th Monday of January and September and 2nd Monday of November. Current members: Lynne Kessler, Al Miller, Thomas Miller, Elizabeth Ozselcuk and Aurelia Schultz. Staff liaison: Jerry Bradshaw (Public Works). Civil Service Commission (5 Members) ---PAGE BREAK--- 297 Hears appeals submitted by any person in city civic service relative to any disciplinary action, dismissal, demotion, or alleged violation of the Municipal Code or the personnel rules, and certifies its findings and recommendations. Holds hearings and makes recommendations on any matter of personnel administration requested by the Council or the City Manager. Meets on call at 7:00 p.m. at City Hall. Current members: Michael Aaronian Jr., David Anderson, Eric Luttrell, Sara Parker and Jade Smith. Staff liaison: Sukari Beshears (Administrative Services). Committee on Aging (15 Members) The Committee on Aging is open to any and all interested adult residents in El Cerrito. The Committee serves as an advisory body to the City Council on matters such as quality programs, services, housing options, and facilities for seniors; accessible public transportation and paratransit services for persons unable to use public transit facilities; and support services to assist frail older adults and their families both within and outside of their homes. Meets on the 3rd Wednesday of each month at 3:00 p.m. at City Hall. Current members: Elizabeth Carty, Shirley Cressey, Lillian Daniels, Mark Guthrie, Kimi Honda, Janet James, Pansy Kwong, Callie Major, Kim Marlia, Willa Sudduth, and Vera Gibbs Winston. (4 Vacancies) Staff liaison: Ellen MacDonald-Paasch (Senior Services, Recreation). Crime Prevention Committee (15 Members) The Crime Prevention Committee was formed by resolution of the City Council in 1975. Membership is composed of El Cerrito residents interested in or knowledgeable of the criminal justice system. The Committee sponsors National Night Out, Neighborhood Watch, and many crime prevention related seminars, programs and events. Meets the 2nd Wednesday of each month at 7:00 p.m. at City Hall. Current members: Eugene Go, Catherine Krueger, Anne Perkins and John Umemoto. (11 Vacancies) Staff liaison: Scott Cliatt (Police Department). Project/Task/Event Amount Requested National Night Out/ educational seminars $4,200 Total $4,200 Design Review Board (5 members) Reviews all developments (public or private), including all buildings, site layouts, and signing in all districts, except single-family, for the purpose of encouraging quality design of such facilities. Provides a framework by which elements of poor layout and design of a project may be prevented. Hears appeals of administrative decisions. Meets on the 1st Wednesday of each month, 7:30 p.m. at City Hall. Current members: Cassandra Adams, ---PAGE BREAK--- 298 Christophe Laverne, Margaret Leighly, Radziah Loh and Glenn Wood. Staff liaison: Noel Ibalio (Planning Division). Economic Development Board (7 Members) Acts in an advisory capacity to perform tasks and duties identified by the Economic Development Strategy and Action Plan. Advises the Council on economic development matters, makes recommendations on the annual economic development work plan, and oversees the work of subcommittees established to concentrate on creating plans for high-priority areas. Meets quarterly, 6:30 p.m. at City Hall, and on-call at City Hall. Current members: Leslie DiBenedetto Adams, Carla Hansen, Ken Lerch, and Jean Shrem. Staff liaison: Dwayne Dalman (Economic Development). Project/Task/Event Amount Requested Annual City Business Reception $5,000 Total $5,000 Environmental Quality Committee (15 Members) Established in FY 2007-08. the fifteen member Environmental Quality Committee serves in an advisory capacity to the City Council, staff, other boards, commissions, and committees, and the residents of the City with regard to environmental quality issues within the City of El Cerrito. The Committee recommends programs, policies, and ordinances to the City Council and promotes the City’s environmental quality efforts. The Committee also promotes and fosters public awareness, education, interest and support for environmental quality efforts, fosters volunteer opportunities, and educates El Cerrito residents regarding environmental quality and issues relating to environmental impacts. Meets on the 2nd Tuesday of each month at 7:00 p.m. at City Hall. Members: Natasha Benjamin, Emily Corwin, Mildred Dandridge, Ronald Egherman, Howdy Goudey, Michael Huang, Sam Krueger, Mark Miner, Paloma Pavel, , Renée Solari, Ellen Spitalnik, and Dave Weinstein. (3 Vacancies) Staff liaison: Garth Schultz (Environmental Services). Project/Task/Event Amount Requested Events and Outreach $5,000 Total $5,000 Financial Advisory Board (5 Members) Reviews and makes recommendations on the proposed annual budget and long-term financial plan for the City and the Redevelopment Agency. Conducts an annual review of the City’s investment policies, and gives consideration to the managing of the City’s financial reserves to assure maximum returns on approved investments. Reviews the annual audit and management letter, and provides the City Council and the Redevelopment Agency with recommended changes in financial practices. Reviews and ---PAGE BREAK--- 299 makes recommendations on all proposed bonds or other debt instruments to be issued by the City and the Redevelopment Agency. Meets on the 2nd Tuesday of each month at 7:00 p.m. at City Hall. Current members: Rich Bartke, Brad Caftel, Hale Kronenberg and Rick Murphy. (1 Vacancy) Staff liaison: Mary Dodge (Administrative Services). Human Relations Commission (7 Members) Develops positive human relations through education, encouragement of greater respect, and understanding between people, their equal opportunity rights under the law, and the recognition of the racial, ethnic, religious, and cultural diversity of the El Cerrito community. Initiates educational and cultural programs, and promotes tolerance and mutual respect between all persons. Commission members are generally representative of the demographics of the City, considering race, religion, age, gender, ethnicity, and other factors. Meets on the 1st Wednesday of each month, 7:00 p.m. at City Hall. Current members: Robert Abele, Patricia Durham, Linda Jolivet, Sara Parker, Gabriel Quinto, amd Erika Rincón Whitcomb (1 vacancy). Staff liaison: Sukari Beshears (Administrative Services). Project/Task/Event Amount Requested Diversity Events $3,500 Total $3,500 Park and Recreation Commission (7 Members) Acts in an advisory capacity on all matters pertaining to public recreation, including parks, playgrounds, landscaping, childcare, educational courses, and entertainment. Considers the annual budget of the Recreation Department during its preparation and makes recommendations with respect thereto. Assists in the planning of a recreation program for the City—promotes and stimulates public interest; and to that end, solicits to the fullest possible extent the cooperation of special authorities and other public and private agencies interested. Studies present and future needs of the City with regard to park and recreation facilities. Meets on the 4th Wednesday of each month at 7:00 p.m. at City Hall. Current members: Manish Doshi, Leslie Goldstein, Seth Kaplan, Steve Lipson, Robin Mitchell and Margo Takemiya (1 Vacancy). Staff liaison: Chris Jones (Recreation). Planning Commission (7 Members) California’s Conservation and Planning law requires the City to establish a Planning Commission. The Council appoints Planning Commission members, whose powers and duties are defined by State law. It functions as an advisory body to the City Council in matters relating to planning and the physical development of the City. Annually reviews the General Plan for modifications or additions, hears and acts upon use and variance permits, initiates required zoning amendments or changes to the zoning map, recommends after public hearings on subdivisions and other matters that the City Council may deem appropriate. Meets on the 3rd Wednesday of each month in regular ---PAGE BREAK--- 300 session at 7:30 p.m. at the Community Center. Current members: Amy Coty, Carla Hansen, Bill Kuhlman, Lisa Motoyama, and Tim Pine (2 Vacancies). Staff liaison: Jennifer Carman (Planning Division). Project/Task/Event Amount Requested Planner’s Institute or other relevant conference (one per commissioner per year) $11,000 Total $11,000 Tree Committee The Tree Committee serves in an advisory capacity to the City Council, other commissions, and the residents of the City with regard to the growth, maintenance, and location of trees within the City. The Committee recommends programs, policies, and ordinances to implement and promote the City’s Master Street Tree Plan and Urban Forest Management Plan and to coordinate with the Public Works staff regarding management and maintenance efforts. The Committee promotes and fosters public awareness, education, interest and support for urban forestry efforts, fosters volunteer opportunities for tree planting and irrigation along the city’s streets and in residential front yards, and educates El Cerrito residents regarding selecting, planting and maintaining trees. The Committee also promotes and fosters public awareness and education about potential hazards of trees near underground and above ground utilities and the appropriate tree species for avoiding such hazards. Date and time of meetings to be announced. Members to be appointed. ---PAGE BREAK--- 301