Berkeley City Council
June 14, 2022

32 Camps Fund Forecast Table | Assumptions
• Overall assumptions: Echo and Day Camp will run at regular capacity and BTC will reopen in summer 2022. • Prior to the Rim Fire, the Camps Fund maintained a strong fund balance of close to $1.5 million. BTC generated about $550,000/year in net revenue for the Camps Fund, enabling the City to offset losses in other camps. • Camps Fund programs now generally recover their costs, except for administrative personnel expenses. This is driving the structural deficit. If BTC increases occupancy beyond 75%, this will offset the structural deficit. • The BTC rebuild project is expected to fully cover costs, (funded by insurance, FEMA and catastrophic loss). • The BTC rebuild project is a $54 million project funded by insurance, FEMA and the City's catastrophic loss reserve. • Project revenue and expenditure is received and spent out of the Camps Fund. • Projections assume Project is completed on schedule and within budget, with Camp reopening for the summer of 2022. • The Cazadero dorm replacement project is expected to fully cover costs (funded by insurance).

Revenues

1. BTC revenue figures assume 75% occupancy each year.

2. All revenue increases 2% per year starting in FY 23.

3. In FY 22, $2.7 million revenue was added from catastrophic reserve for BTC.

4. A $1.035 million American Rescue Plan Act (ARPA) payment in FY 22 funded the Echo Lake Americans with Disabilities Act (ADA) project ($705,000), which had been deferred due to COVID-related budget balancing in FY 21; and offset $330 thousand of COVID- related revenue losses.

Expenditures

1. All expenditures escalate 2% per year starting in FY 25.

33 CLEAN STORM WATER FU ND
The Clean Storm Water fund provides the funding for the maintenance and improvement of the City’s storm water drainage system to reduce the pollutants in storm water from entering local creeks and the Bay. Revenue to this fund is from the collection of fees charged to every owner of real property in the city of Berkeley and is collected through property taxes.

ANALYSIS OF CLEAN STORM WATER FUND
Prior to FY 19, Clean Storm Water Fund revenues were fee-supported and are capped at 1996 levels by Proposition 218, set at flat $34 fee per year. The revenues generated by this fee were no longer sufficient to pay for the Clean Storm Water program. The City conducted a Proposition 218 rate increase process that was approved by the voters and the City Council. The new fees generated by the 2018 Clean Storm Water Fee are shown as separate line item on property tax bills from the 1991 Clean Storm Water Fees. The fee is subject to an annual adjustment based on the Consumer Price Index in future years, up to 3% per year.

34 CLEAN STORM WATER FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 2,812,874 5,617,025 7,568,154 7,568,154 7,568,154 8,765,037 6,010,658 5,103,855

Revenues 4,346,423 4,479,340 3,991,967 3,991,967 4,291,360 4,419,311 4,551,890 4,688,447 Clean Storm Water Fees 4,010,814 4,175,384 3,991,967 3,991,967 4,290,593 4,419,311 4,551,890 4,688,447 Interest 41,901 1,437 0 0 767 0 0 0
University in Lieu (LRDP) 293,708 302,519 0 0 0 0 0 0
ARPA 0 0 0 0 0 0 0 0

Expenditures 1,542,271 2,528,211 4,899,517 5,592,720 3,094,477 7,173,690 5,458,692 5,574,954 Personnel 786,266 1,023,608 1,747,128 1,747,128 990,028 1,784,281 1,835,045 1,908,447 Non-Personnel 754,960 743,422 3,152,389 2,787,950 1,046,807 2,799,409 1,428,647 1,471,506 Capital Improvement Projects 1,045 761,181 0 1,057,642 1,057,642 2,590,000 2,195,000 2,195,000

Annual Surplus/Shortfall 2,804,152 1,951,129 -907,550 -1,600,753 1,196,883 -2,754,379 -906,802 -886,507 Ending Balance 5,617,026 7,568,154 6,660,604 5,967,401 8,765,037 6,010,658 5,103,855 4,217,348

Clean Storm Water Fund Forecast Table | Assumptions
Revenues
• Projected Clean Storm Water fees include a 3% increase over the prior year. • The University of California Long Range Development Plan (UC LRDP) agreement has changed. The LRDP will include other infrastructure near the University.

Expenditures
• Personnel excludes project expenditures, which are included in the CIP instead, as part of the project budget. FY 22 Projected includes vacancies throughout the year, but assumes positions will be filled during the remainder of the year. • FY 22 Projected Non-personnel assumes all project budgets will be fully spent throughout the life of the project • FY 23 Projected Non-personnel includes baseline program budgets for green-infrastructure, major repairs, and $750,000 for the watershed management & master plan update, plus one-time $600,000 for continuing Wildcat Canyon repairs. $245,000 is contributed to information technology and roughly $160,000 is for payment to the State Water Resources Control and to Alameda County Clean Water Program.
• FY 24 and FY 25 Project Non-personnel CIP is for baseline storm water program budgets.

35 STREET LIGHT ASSESSM ENT DISTRICT FUND
The Streetlight Assessment District Fund provides for maintenance of the City’s 7,860 streetlights along the public streets, parking lots, pathways, recreation facilities, and marina.

Also, it is to be used for installation or construction of public lighting facilities. Revenue to this fund is collected through annual property taxes and is capped by Proposition 218, allowing for no rate increase to this assessment without voter approval.

ANALYSIS OF STREET LIGHT ASSESSMENT DISTRICT FUND
Property owners and the City Council approved a new 2018 Streetlight Assessment District that is shown as a separate line on the property tax bills. The Proposition 218 revenue increase provides additional revenue to support the program and maintain service levels. The approved ballot measure also allows for an inflation adjustment based on the Consumer Price Index, but no more than 3% per year. The inflation index can be applied to the sum of the 1982 and 2018 assessments. In FY 22, Public Works initiated an annual capital improvement projects for the street light program. Accumulated fund balance is mostly due to compounding salary savings from freezing and vacant positions. As the work on the streetlight deferred maintenance and capital plan ramps up, frozen positions will be reassessed.

36 STREET LIGHT ASSESSMENT FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 1,770,822 1,864,463 2,069,532 2,069,532 2,069,532 1,912,756 840,965 -219,250

Revenues 1,933,921 1,956,354 2,240,939 2,240,939 2,024,962 2,240,939 2,240,939 2,212,731 St Lt Assmt District 1982 and St Lt Maintenance and Improvement District 2018 2,240,939 2,240,939 2,024,505 2,240,939 2,240,939 2,212,231 Misc. Revenue (Damage to City Prop, Elec. St. Lt. Insp., Caltrans, Gain/Loss) Interest 6,518 444 457 500

Expenditures 1,840,281 1,751,284 2,671,488 3,175,968 2,181,738 3,312,730 3,301,154 2,729,471 Personnel 438,880 394,969 996,770 1,032,326 449,821 1,155,471 1,116,536 1,161,198 Non-Personnel 1,401,401 1,106,315 1,674,718 2,143,642 1,339,119 1,764,461 1,791,820 1,175,475 Capital Improvement Projects 0 250,000 0 0 392,798 392,798 392,798 392,798

Annual Surplus/Shortfall 93,641 205,070 -430,549 -935,029 -156,776 -1,071,791 -1,060,215 -516,740 Ending Balance 1,864,463 2,069,532 1,638,983 1,134,503 1,912,756 840,965 -219,250 -735,990

Clean Storm Water Fund Forecast Table | Assumptions
Revenues
• T he majority of the revenue is received in December and again in late March through April through property taxes. • The Streetlight Maintenance and Improvement District 2018 was approved and established in June 2018 with first billing in FY 19 County tax roll.
• FY 19 Actual, FY 20 and forward projected shows new assessment of $500,000 annually plus 3% increase per year. • FY 21 and forward projected shows an increase in the Street Light Assessment District 1982 plus 3% increase per year. The amount of increase will not exceed already approved ceiling.

Expenditures
• FY 20 and forward Projected assumes 4% increase over previous year projected to evaluate the effects of possible personnel increases (such as steps, PERS, Worker's Comp, and other benefits) on the fund. • FY 19 Actual, FY 20 and forward Projected shows a decrease in the Other Personnel due to IT cost shifting from personnel cost to interfund transfer out.
• Fund balance is mostly due to compounding salary savings from freezing of vacant positions. As the work on the streetlight deferred maintenance and capital plan ramps up, frozen positions will most likely be filled.

37 Clean Storm Water Fund Forecast Table | Assumptions (continued) • Forecast budget shown here assumes full expenditure of salary/benefits, but salary savings are anticipated to cover fund balance overages in FY 26/27.
• Debt service payment to California Energy Commission for the LED loan ends in 2025. • FY 21 and forward projected assumes 3% increase over previous years projects for CPI. • FY 19 Actual, FY 20 and forward projected reflects the cost of the City Streetlight Capital Program based on the conditions assessment completed during the Proposition 218 process.

Historical Forecast Notes
• Street lighting special assessment district to be used for maintenance and/or servicing of existing and future public lighting facilities, and the installation or construction of public lighting for the maintenance of servicing thereof, including grading, cleaning, removal of debris, the installation of curbs and gutters, walls, sidewalks or paving or water, irrigation, drainage, or electrical facilities.

38 PERMIT SERVICE CENTER FUND
The Permit Service Center Fund serves as the fund for the collection of zoning fees, building fees, and plan check fees. The fees are established by the City Council through a public hearing and adoption of a resolution establishing a fee schedule.

ANALYSIS OF PERMIT SERVICE CENTER FUND
The fund is maintaining a positive fund balance over the next few years but is facing an annual operating shortfall. Projected revenues for FY 22 and future years are conservative estimates based on the delayed impact of the pandemic to development activity and an unpredictable economic recovery. In addition, conservative estimates have also been made for personnel expenses and will likely be adjusted downward to manage and prioritize programs in light of a quickly changing landscape and as revenue is actualized.

39 PERMIT SERVICE CENTER FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 12,643,651 15,416,133 18,739,183 18,739,183 18,739,183 20,053,729 19,123,783 16,757,945

Revenues 20,491,391 20,555,517 14,997,428 14,997,428 21,170,000 20,746,600 19,709,270 20,103,455 Revenue from PSC 20,491,391 20,555,517 14,997,428 14,997,428 21,170,000 20,746,600 19,709,270 20,103,455

Expenditures 17,718,909 17,232,467 20,692,553 22,959,285 19,855,454 21,676,546 22,075,108 22,299,965 Personnel 12,209,283 12,277,996 14,640,738 14,562,409 13,902,269 14,967,765 15,341,683 15,801,933 Non-Personnel 5,509,626 4,954,471 6,051,815 8,396,876 5,953,185 6,708,781 6,733,425 6,498,032 Annual Surplus/Shortfall 2,772,482 3,323,050 -5,695,125 -7,961,857 1,314,546 -929,946 -2,365,838 -2,196,510 Ending Balance 15,416,133 18,739,183 13,044,058 10,777,326 20,053,729 19,123,783 16,757,945 14,561,435

Permit Service Center Fund Forecast Table | Assumptions Revenues
• Revenue projections for FY22 are based on year to date Actuals; an estimated percentage of project valuation of large-, medium-, small-project applications submitted; and projects in final stages of permitting. • Revenue projections for FY23-FY25 are based on: 1) FY22 projected revenues; 2) 7-10-year cyclical development pattern starting from last downturn; 3) land use permit applications submitted; 4) anticipated development activity with a 3% inflationary cost of project valuation, integrated with uncertainty in status of pandemic, labor shortages, supply chain challenges, and increase in CPI and inflation, all of which could impact development activity.

Expenditures
• Projected personnel expenditures are based on FY21 actual expenditures with 3% annual increase. • Non-personnel expenditure based on FY21 budgeted expenditures with 3% annual increase. • FY23 proposed non-personnel expenditure is based on FY21 Actuals, since FY22 will include paying backrent plus current rent due for 5th floor.
• FY23 and FY24, non-personnel expenditures are based on proposed baseline budget increases as part of the FY23 and FY24 budget submittal package and includes a rough estimate of $500,000 for non-departmental non-personnel expense. • Decrease in FY23 to FY24 Non-Personnel Expenses is due to a one-time training required in FY23 to stay abreast of CA Building Code Updates.

40 SANITARY SEWER FUND
Sanitary sewer fees pay for the costs of operation, maintenance, rehabilitation and improvement of the City's sanitary sewer collection system and comply with requirements imposed by the Consent Decree entered into with the Environmental Protection Agency (EPA) in July 2014. Sewer service fees are charged to users of the City’s sanitary system and are calculated on each hundred cubic feet of water used by each water account serving the premises as established by City Council Resolution. Sewer fees are collected through the payment of the property water bill (e.g., East Bay Municipal Utilities District [EBMUD]).

ANALYSIS OF SANITARY SEWER FUND
Sanitary Sewer Fund Rate increases approved by City Council June, 2015 expired June 30, 2020. A Sanitary Sewer Master Plan is in progress to evaluate Sanitary Sewer construction and operations programs to determine if future rate increases may be necessary. Current drought conditions may negatively impact revenue collections depending upon the degree of water conservation achieved by City of Berkeley residents and Commercial businesses. The Sanitary Sewer Fund is an enterprise fund that fully supports the operating and capital cost of the Sanitary Sewer program. While projected to maintain a positive fund balance through FY 24, the fund is showing a structural deficit trend that started in FY 20 due to high capital costs, and without a rate adjustment will run negative by the end of FY 25.

41 SANITARY SEWER FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 26,027,896 25,918,159 34,927,908 34,927,908 34,927,908 29,537,706 19,307,514 11,463,076

Revenues 23,881,952 26,449,634 24,724,000 24,724,000 25,862,277 24,996,336 24,918,339 24,846,871 Sewer Fees EBM 22,162,348 25,455,631 23,711,023 23,711,023 23,695,959 23,695,959 23,695,959 23,695,959 Connection Fees 1,365,653 957,672 750,000 750,000 1,812,039 1,000,000 1,000,000 1,000,000 Misc. Fees 6,412 7,235 5,000 5,000 5,000 5,000 5,000 5,000 Interest 347,539 29,096 257,977 257,977 349,279 295,377 217,380 145,912

Expenditures 23,991,689 17,439,885 30,058,492 47,140,725 31,252,479 35,226,528 32,762,777 38,829,414 Personnel 7,931,074 7,613,951 9,852,775 9,822,540 7,463,680 10,437,976 10,662,705 11,089,213 Non-Personnel 4,842,752 4,347,397 3,440,653 6,121,893 4,480,303 3,924,228 3,945,356 3,250,701 Capital Improvement Projects 11,217,863 5,478,537 16,765,064 31,196,292 19,308,496 20,864,324 18,154,716 24,489,500

Annual Surplus/Shortfall -109,737 9,009,749 -5,334,492 -22,416,725 -5,390,201 -10,230,192 -7,844,438 -13,982,543 Ending Balance 25,918,159 34,927,908 29,593,416 12,511,183 29,537,706 19,307,514 11,463,076 -2,519,467

Sanitary Sewer Fund Forecast Table | Assumptions
Revenues
• No rate increases implemented due to COVID-19.
• No future rate increases implemented until the completion of a Sanitary Sewer Master Plan (estimated 2023) and determination of potential impacts to fund.

Expenditures
• FY 23 personnel and forward includes a 4% increase over *Projected* (using 3-year average of FY20-22 actuals) to evaluate the effects of possible personnel increases (such as steps, PERS or Worker's Comp) on the fund. • Projected Sewer Capital Improvement Plan reflects the estimated total progress payments, not the projected total to be encumbered.
• FY 22 Projected reflects the annual sewer program budget. • FY 22 Projected reflects a 3% increase over the FY 21 Projected architectural and engineering services and miscellaneous professional services.

42 ZERO WASTE FUND
The Zero Waste Fund supports activities related to the removal of waste in the City of Berkeley. Fees for disposal of waste at the City’s transfer station and refuse fees charged to owners of premises and places in the City from which garbage is collected generate revenue to this fund. Refuse charges are either collected through the payment of property tax bills or directly paid to the City of Berkeley. Refuse collection fees are established by resolution of the City Council and the conduct of a majority protest process under Proposition 218. Fee amounts are currently determined by the size and number of receptacles, and the frequency of service.

ANALYSIS OF ZERO WASTE FUND
Rate increases to the Zero Waste Fund were last approved via the Proposition 218 process in May 2014, with the final scheduled rate increase effective in FY 19. A rate study was conducted in FY 22 to evaluate the current rate and any adjustments needed to sustain future Zero Waste Operations, including cost recovery for recycling collection and addressing capital needs at the Transfer Station. The fund maintains a positive fund balance but is projecting an annual operating shortfall over the next few years due to permitting and environmental review costs for the Transfer Station Replacement project.

43 ZERO WASTE FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 20,079,053 24,357,285 23,915,109 23,915,109 23,915,109 16,840,177 12,107,279 8,185,803

Revenues 48,383,847 44,817,257 46,767,263 46,767,263 46,551,220 47,968,396 49,313,084 50,696,443 Residential Collection 16,443,956 15,631,961 15,715,836 15,715,836 16,056,908 16,538,615 17,034,774 17,545,817 Commercial Collection 17,993,460 16,132,053 16,600,482 16,600,482 16,870,145 17,376,249 17,897,536 18,434,462 Transfer Station 8,182,926 7,693,396 8,513,516 8,513,516 8,072,861 8,346,585 8,513,516 8,683,787 Franchise Fees 235,868 414,545 337,644 337,644 363,278 363,278 363,278 363,278 Recycling Fee 243,645 146,395 133,447 133,447 175,535 180,801 186,225 191,812 Recycling Food Waste 3,053,307 2,611,757 3,053,307 3,053,307 2,887,502 2,974,127 3,063,351 3,155,252 CoB Interdepartmental 1,144,732 1,256,940 1,144,732 1,144,732 1,171,087 1,206,220 1,242,406 1,279,678 Exempt Agencies 416,055 240,520 412,211 412,211 359,804 370,598 381,716 393,168 Misc. Revenue 669,898 689,691 856,088 856,088 594,100 611,923 630,281 649,190

Expenditures 44,105,616 45,259,433 56,648,952 51,770,618 53,626,152 52,701,294 53,234,560 59,285,548 Personnel 19,532,818 20,570,671 22,021,155 22,242,821 20,398,050 22,126,448 22,687,462 23,594,960 Non-Personnel 24,572,798 24,688,763 34,627,797 29,527,797 33,228,103 30,574,846 30,547,098 35,690,588 Capital Improvement Projects

Annual Surplus/Shortfall 4,278,232 -442,176 -9,881,689 -5,003,355 -7,074,932 -4,732,897 -3,921,476 -8,589,105 Ending Balance 24,357,285 23,915,109 14,033,419 18,911,753 16,840,177 12,107,279 8,185,803 -403,302

Zero Waste Fund Forecast Table | Assumptions
Revenues
• Residential & Commercial Rate no increases through 2023. Rate Study in progress to determine rates for future years. • Transfer Station fees have not been increased since FY 2010. FY 23 and forward assumes a 2% growth increase over the previous fiscal year.
• Commercial customers have been requesting collection fee waivers or service reductions due to impacts of COVID-19. Will need to revisit as the situation progresses.
• Franchise agreements extended indefinitely.
• Misc. Recycling in previous years included Material Sales & Food Waste Revenue, now includes revenue from the sale of scrap metal.
• CoB Interdepartmental and Exempt Agencies, FY 23 and forward assumes no increase over the previous fiscal year projected.

44 Zero Waste Fund Forecast Table | Assumptions (continued) Expenditures
• FY 23 personnel and forward includes a 4% increase over Adopted to evaluate the effects of possible personnel increases (such as steps, PERS or Worker's Comp) on the fund.
• Contracts: a) Waste Management landfill - option for 5-year extension exercised through December, 2026. b) Recology - New contract extended through March 2025; annual increases equal to CPI c) New $30 million CCC contract for recyclables processing through June, 2031. New $50 million Ecology Center contract for residential curbside recycling through June 2031. • Capital Improvements: Preliminary Transfer Station Redesign in progress. • Recycling Facilities and Transfer Station Feasibility Study (pre CEQA) for replacement and integration completed FY 21. • Strategic Plan to prepare City to reach Zero Waste Goal est. cost $ 500,000, moved out to FY 23. • CEQA (California Environmental Quality Act) process start November, 2022 budget est. cost $ 4,000,000 - 5,000,000, est. completion date mid-2023.
• Complete final design & engineering plans for construction cost $3,000,000-4,000,000, 2023. • Geotechnical investigation, dependent on final design, $750,000 to 1,000,000, mid-2023 to 2024. • Construction start, budgetary estimated $ 30,000,000 - 40,000,000 (based upon final design/construction plans) late 2023/early 2024. Expected completion date late 2025.

45 OFF- STREET PARKING FUND
The Off-Street Parking Fund is an enterprise fund used for capital, operation, and maintenance of off-street parking facilities (garages). The City of Berkeley owns three garages (Center Street Garage, Oxford Garage, and Telegraph Channing Garage).

The rates for the garages follow the goBerkeley program which governs demand-responsive parking and Transportation Demand Management (TDM). The Off-Street Parking Fund pays back the debt service of 2016 Revenue Bond to fund the replacement of the Center Street Garage. The Center Street Garage Reconstruction project was completed in October 2018 and the grand opening in November 2018. The first full debt service payment for the revenue bond was made in FY 2020. The Off-Street Parking Garage Fund is required to have a 1.25 Debt Service Coverage Ratio.

ANALYSIS OF OFF- STREET PARKING FUND
In FY 19, the Center Street garage reopened with demand slow to return as the garage was closed due to construction for about two years. In FY 20, demand and revenue increased closer to staff projections until the March 2020 COVID-19 Pandemic shelter in place order.

The impact of this event on the fund was immediate, severe, and is still ongoing. Annual revenues stayed flat in FY 20 compared to FY 19 due to ramped up activity at the Center Street Garage up until March 2020, but were severely down in FY 21 and FY 22 to 38%, and 74% respectively, compared to FY 19 levels. These revenue impacts have led to a depletion of fund balance as well as requiring $1.9 million in General Fund support in FY 21 to pay for the Garage debt service and $3.94 million in American Rescue Plan Act funds to be transferred in to sustain parking operations in FY 22. In FY 23, the fund is proposed to receive $200,000 of American Rescue Plan Act funding.

Revenues are projected to recover to 100% of 2019 levels by FY 23, however, this puts the Center Street Garage four years behind planned revenue growth, and the fund balance will not have grown sufficient to fund the needed replacement of the Telegraph/Channing Mall & Garage Elevator unless other funding sources are identified.

46 OFF-STREET PARKING FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 2,235,776 -1,215,101 -356,678 -356,678 -356,678 657,193 -2,006,849 -3,904,989

Revenues 3,732,045 3,525,994 6,165,769 6,164,673 6,856,691 4,124,985 5,040,017 5,140,493 Center Street Garage 2,155,054 1,102,701 1,199,750 1,199,750 1,786,964 2,296,960 3,246,715 3,311,649 Telegraph/Channing Garage & Mall 1,116,502 500,993 731,964 731,964 957,367 1,193,645 1,203,628 1,227,701 Oxford Garage 451,489 3,051 284,499 284,499 160,000 415,424 573,474 584,943 Surface Lots 9,000 9,000 9,556 8,460 12,360 18,956 16,200 16,200 1x Transfer-in for Debt Service Pmt from GF
1x Transfer in from Rate Stabilization Fund
American Rescue Plan Act Transfer 3,940,000 3,940,000 3,940,000 200,000 Expenditures 7,182,922 2,667,572 4,631,236 5,378,902 5,842,820 6,789,027 6,938,157 6,998,255 Personnel 436,750 479,805 443,194 443,194 390,852 525,768 537,045 503,791 Non-Personnel 6,746,172 2,187,767 4,188,042 4,935,708 5,451,967 6,263,259 6,401,112 6,494,464 Capital Improvement Projects 0 0 0 0 0 0 0

Annual Surplus/Shortfall -3,450,877 858,423 1,534,533 785,771 1,013,871 -2,664,042 -1,898,140 -1,857,762 Ending Balance -1,215,101 -356,678 1,177,855 429,093 657,193 -2,006,849 -3,904,989 -5,762,751

Off-Street Parking Fund Forecast Table | Assumptions
Revenues
• Center Street Garage project a slow ramp up to 80% average monthly Pre-COVID revenue by June 2022, 90% in FY 23, 100% by FY 24.
• American Rescue Plan Act (ARPA) allocations were $3.94 million in FY 22, $200,000 for FY 23 (planned).

Expenditures
• Assumes Off-Street Fund pays the debt service for the garage bond, resuming in FY 22 and ongoing. • Telegraph Channing Garage/Mall Elevator replacement project (+$3 million) is not planned here due to lack of available funding within the fund.

47 PARKING METER FUND
Parking Meter revenue is generated through payments made by hourly parkers using “pay and display” parking meters and single space parking meters from the City’s eight parking meter routes. This enterprise fund provides the funding for the maintenance, collection, capital, and enforcement of parking meters. The Parking Meter Fund is the secondary surety in the Parking Revenue Bonds, Series 2016 (for the Center Street Garage Reconstruction Project).

ANALYSIS OF PARKING METER FUND
Prior to the COVID-19 pandemic, the Parking Meter Fund maintained a healthy fund balance, and averaged over $10 million (2016-2019) in annual revenue. The COVID-driven impacts on the fund have been immediate, severe, and remain ongoing. FY 20-2022 annual revenues were down at 70%, 40%, and 75% respectively, compared to FY 19 levels, triggering a depletion of fund balance, as well as requiring $3.2 million in General Fund support in FY 21 and $4.34 million in American Rescue Plan Act funds to be transferred in to sustain parking operations in FY 22. Revenues are projected to recover to 94% of 2019 levels by FY 24, however, fund balance will not have grown sufficient to fund the needed replacement of citywide parking meters unless other fund sources are identified.

48 PARKING METER FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 4,990,946 3,208,091 1,853,061 1,853,061 1,853,061 3,432,772 952,309 -2,708,867

Revenues 7,350,026 4,254,923 11,162,702 11,162,702 11,843,021 12,052,490 9,712,789 10,296,622 Parking Metered 7,016,029 3,894,333 6,472,916 6,472,916 7,138,030 9,007,482 9,367,781 9,840,136 Point-to-Point Vehicle Share 307,505 354,643 344,991 344,991 344,991 344,991 344,991 414,882 All Other 26,492 5,947 4,795 4,795 20,000 17 17 41,604
American Rescue Plan Act Transfer 4,340,000 4,340,000 4,340,000 2,700,000 0 0

Expenditures 9,132,881 5,609,953 10,006,409 10,006,409 10,263,310 14,532,954 13,373,964 10,726,177 Personnel 5,019,203 2,608,923 5,450,176 5,450,176 4,883,321 5,703,425 5,841,955 6,152,680 Non-Personnel 4,113,678 3,001,029 4,556,233 4,556,233 5,039,989 4,829,529 4,532,009 4,573,497 Capital Improvement Projects 0 0 0 0 340,000 4,000,000 3,000,000 0

Annual Surplus/Shortfall -1,782,855 -1,355,030 1,156,293 1,156,293 1,579,711 -2,480,464 -3,661,175 -429,555 Ending Balance 3,208,091 1,853,061 3,009,354 3,009,354 3,432,772 952,309 -2,708,867 -3,138,422

Parking Meter Fund Forecast Table | Assumptions
Revenues
• Berkeley Way Lot closed permanently June 2020.
• COVID-19 Shelter-at-Home from March 17, 2020.
• Meters shut-down during Shelter-at-Home, re-opened for business June 1, 2020. Enforcement restarted July 2020. • FY 21 and FY 22 project a slow ramp up to 90% average monthly pre-COVID revenue by June 2022, 100% in FY 23.

Expenditures
• Assumes Police Department Parking Enforcement Officers and Police Department Non-personnel continue to be paid from the fund after resuming in FY 22.
• Parking Meter Replacement Project would begin FY 23 if funding available. Showing full impact if paid for by fund. $3.5 million requested for General Fund/American Rescue Plan Act funds. • Non-personnel expenses include annual $1.75 million transfer out to General Fund, resuming in FY 22.

49 PAR KS TAX FUND
The Parks Tax is a special tax charged to Berkeley property owners on a square foot basis and is used to fund the maintenance of parks, city trees, and landscaping in the City of Berkeley. Berkeley voters approved the tax in May 1997 to replace the Landscape Assessment District. The tax rate was initially set by the voters and was adjusted annually based on the Consumer Price Index (CPI). In the November 2014 election, voters approved a

16.7% increase to the Parks Tax and approved allowing the annual adjustment to the tax rate to be indexed to greater of either the CPI or the per capita Personal Income Growth in California. Revenue is based on a square footage calculation and is collected through the property tax bill.

ANALYSIS OF PARKS TAX FUND
The passage of Measure F in 2014 helped to stabilize the Parks Tax Fund, increased funding for capital to $1 million/year, and established funding for minor maintenance ($450,000).

Following COVID-19, the Fund absorbed additional landscape costs from the Marina Fund and Sports Field Operations Fund, whose revenues were significantly impacted by COVID-

19. Many capital projects that were planned and funded in prior years are now under construction or will be in FY 23-24. This swell in capital projects - along with Covid impacts - have decreased the fund balance, and reserves are projected to be close to 10% in FY23-27.

50 PARKS TAX FUND FORECAST
Description / Account FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2022
Revised
FY 2022
Projected
FY 2023
Proposed
FY 2024
Proposed
2025
Projected

Beginning Fund Balance 7,080,688 6,295,912 4,394,403 4,394,403 4,394,403 1,825,866 2,723,331 3,591,183

Revenues
Interest Investment Pool 72,290 1,254 2,000 2,000 200 2,000 2,000 4,000 Sidewalks
Tax Revenue(1) 13,890,512 14,507,783 15,320,468 15,320,468 15,320,468 16,791,663 17,127,496 17,470,046 Lease Rents (various, misc.) 23,006 14,562 20,000 20,000 15,000 20,000 20,000 20,000 Other City Expense 0
Misc. (Rental Insurance, Tree Donation, etc.) 13,123 6,498 0 0 0 0 Park & Rec Fees (pk reserv) 19,136 55,376 24,000 24,000 100,000 50,000 50,000 51,000 Park Bench Donation 7,500 0 36,766 0 0 0
Insurance Payments 148,707 50,000 0 0 0
Subtotal, Revenues 14,025,567 14,734,180 15,366,468 15,366,468 15,522,434 16,863,663 17,199,496 17,545,046

Expenditures
Personnel 9,353,448 9,304,595 9,484,144 9,484,264 9,394,224 10,765,039 11,075,516 11,297,026 Non-Personnel 3,291,556 3,328,630 3,393,486 4,159,533 3,562,332 3,720,958 4,648,125 4,741,088 Minor Maintenance 969,195 410,646 450,000 646,072 646,072 450,000 450,000 460,000 Capital Projects 1,196,145 3,591,818 1,075,000 4,788,344 4,488,344 1,030,200 158,004 160,000 Subtotal, Expenditures 14,810,344 16,635,688 14,402,630 19,078,212 18,090,971 15,966,197 16,331,645 16,658,114

Operating Income / (Loss) (784,777) (1,901,509) 963,838 (3,711,744) (2,568,537) 897,466 867,851 886,932

Ending Fund Balance 6,295,912 4,394,403 5,358,241 682,658 1,825,866 2,723,331 3,591,183 4,478,115

Reserve Rate 44.89% 29.82% 34.87% 4.44% 11.76% 16.15% 20.88% 25.52%

51 Parks Tax Fund Forecast Table | Assumptions
• The passage of Measure F in 2014 helped to stabilize the Parks Tax Fund, increased funding for capital to $1 million/year and established funding for minor maintenance ($450,000).
• Following COVID, the fund absorbed additional landscape costs from the Marina Fund and Sports Field Operations Fund, whose revenues were significantly impacted by COVID.
• Many capital projects that were planned and funded in prior years are now under construction or will be in FY 23-24. This swell in capital projects - along with COVID impacts - have decreased the fund balance, and reserves are projected to be close to 10% in FY

23. Revenues

1. Tax revenue in FY 23 assumes a 7.55% increase based on the Personal Income Growth Rate for FY 23. The FY 23 tax rate will be officially set by Council on June 14, 2022. FY 24 & FY 25 assume a 2% increase.

Expenditures

1. FY 23 & FY 24 Proposed Personnel include approved salary increases and assumed benefit increases.

2. Capital and minor maintenance increase 2% starting FY 25.

3. FY 23 Proposed does not include $300,000 in FY 22 funds that will not be spent but will be spent in FY 23 and an additional $65,000 in baseline capital that is planned for FY 23 and FY 24. These funds will be added to FY 23 & FY 24 prior to the Budget Adoption on June 28, 2022.

52 MARINA FUND
The Berkeley Marina area (Waterfront) is part of San Francisco Bay and therefore, the property is owned by the State of California. The City holds the Waterfront in trust for the State and by law the Waterfront is required to be a self-supporting financial entity. Fees generated from vessels that berth at the Marina, commercial building and ground leases and special events provide the revenue that funds the operations at the Berkeley Waterfront, including University Avenue and the Bay Trail, from Frontage Road to Marina Boulevard; and all land, infrastructure and Marina waters west of Marina Blvd. There are 100 acres of open space and parks, streets and pathways, 1,000 berths in the Berkeley Marina, a large hotel, 3 restaurants, bait shop, commercial office building, the Adventure Playground, Shorebird Nature Center, the Berkeley Marine Center boatyard, a 4-lane public launch ramp, 9 restroom buildings, and 11 parking lots.

ANALYSIS OF MARINA F UND
The Marina Fund is projected to exhaust all reserves in the next budget cycle. The Fund has struggled with a structural deficit for many years, but since COVID-19, lease revenues from the hotel, restaurants and commercial tenants have plummeted and berth revenues have remained flat. Costs have continued to escalate, and infrastructure has continued to deteriorate. Unfunded infrastructure needs at the Waterfront now exceed $146 million. Even with the planned $1.15million in ARPA funds in FY23, there is an additional $1.45 million needed to maintain Waterfront operations through FY24, and an ongoing structural deficit of $1.2 million/year.

53 MARINA FUND FORECAST
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2022
Revised
FY 2022
Projected
FY 2023
Proposed
FY 2024
Proposed
FY 2025
Projected
Beginning Fund Balance 3,503,847 3,151,380 5,461,419 5,461,419 5,461,419 971,592 284,412 (1,150,834) Revenues
Damage to City 396 18
Short and Over (1,078) (112) (20) 0 0 0
Interest Invest Pool 42,706 802 2,000 2,000 400 4,000 8,000 10,000 Marina Benches / Trees 3,400 0 6,800 6,800 17,000 6,800 6,800 6,800 Sewer Service/Marina 3,750 3,850 3,940 3,940 3,946 4,045 4,146 4,250 Live Aboard Fees 259,664 256,143 257,724 257,724 256,143 262,547 269,110 275,838 Launch Ramp 129,657 121,220 136,140 136,140 75,000 80,000 82,000 84,050 Dry Storage 105,928 105,671 103,969 103,969 105,671 108,313 111,021 113,797 Charter Boat Fees 113,012 66,935 56,506 56,506 80,000 82,000 84,050 86,151 Locker Rentals 9,523 20,773 51,666 51,666 20,773 21,292 21,824 22,370 EV Charging Stations 2,380 1,946 3,200 3,280 3,362 3,446 Miscellaneous 37,304 105,389 29,450 30,922 30,922 32,469 Fines & Penalties 76,835 64,319 72,225 72,225 64,319 64,319 64,319 64,319 Marina Leases 1,806,344 1,186,077 1,814,019 1,814,019 1,590,526 2,129,170 2,214,337 2,302,910 Berth Rentals 3,420,177 3,443,688 3,249,168 3,249,168 3,443,688 3,443,688 3,529,781 3,706,270 Special Event Parking 101,626 0 0 75,000 150,000 200,000 Playground Svc Fees 8,848 (605) 4,534 4,534 0 35,000 50,000 70,000 Nature Center Fees 9,240 0 4,735 4,735 0 15,000 25,000 40,000 Donations 284 0 146 146 0 1,500 1,538 1,576
Other Revenue 1,830 0 0 0 0 0
Misc. Fees 3,000,000
Transfer from ARPA Fund 1,400,000 1,400,000 1,400,000 1,150,000 Subtotal, Revenues 6,131,825 8,376,115 7,163,572 7,163,572 7,090,097 7,516,876 6,656,210 7,024,245

Expenditures
Personnel 3,142,775 3,220,688 3,957,817 3,947,718 3,364,285 4,262,025 4,135,023 4,217,723 Non-Personnel (excludes debt svc & capital) 1,841,572 2,364,866 2,284,282 2,178,402 2,214,313 2,528,713 2,579,288 Capital Projects 782,038 345,016 350,000 5,671,065 5,371,065 650,000 350,000 350,000 Minor Maintenance 143,510 173,082 150,000 180,452 180,452 250,000 250,000 250,000 Principal Payment 180,579 188,059 197,546 197,546 197,546 305,391 319,346 333,212

54 FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2022
Revised
FY 2022
Projected
FY 2023
Proposed
FY 2024
Proposed
FY 2025
Projected
Interest Payment 305,140 297,660 288,173 288,173 288,173 522,328 508,373 494,507 Subtotal, Expenditures 6,484,292 6,066,076 7,308,402 12,569,235 11,579,924 8,204,057 8,091,455 8,224,730

Operating Income / (Loss) (352,467) 2,310,039 (144,830) (5,405,663) (4,489,827) (687,181) (1,435,245) (1,200,485)

Ending Fund Balance 3,151,381 5,461,419 5,316,589 55,756 971,592 284,412 (1,150,834) (2,351,319)

Reserve Rate 51% 65% 74% 1% 14% 4% -17% -33%

Marina Fund Forecast Table | Assumptions
• FY 21 operating income appears high because $3 million payment for Marina streets was received as revenue, but the $3 million in capital spending on that project happens in FY 22. Actual operating loss is approx. -$700,000 in FY 21. • ARPA funding received in FY 22 ($1.4 million) and planned in FY 23 ($1.15 million) will generally carry the Marina Fund through FY

23. Approx. $1.45 million is needed to keep the Fund solvent through FY 24. After that, there is a structural deficit of approx. $1.2 million/year.
• Berth rentals expected to remain flat in FY 22 and FY 23; increase 2.5% in FY 24 with annual fee increases; and increase 5% in FY 25 after D&E dock replacement.
• Marina lease revenue estimated to begin recovery in FY 22, but not to return to baseline levels until FY 25. • FY 22 Personnel figures are lower than budgeted due to vacant positions. Expected to resume full staffing levels in FY 23. FY 24 Personnel is reduced by 1 project-based FTE.
• Personnel and Non-Personnel escalate by 2% starting in FY 25. • Starting in FY 223, assume additional $342,000 in annual payments for $5.5 million California Division of Boats and Waterways (DBAW) loan at 4.5% interest rate, 30-year term.
• Includes baseline of $350,000/year in capital; $250,000/year in minor maintenance. • FY 23 Proposed does not include $300,000 for pilings project. These funds will be added prior to the Budget Adoption.

55 LIBRARY TAX FUND
The Library Tax Fund provides funding for the Berkeley Public Library system. The primary source of revenue to the fund is the Library Tax, which was originally established in 1980 and reauthorized in 1988. The City Council sets the tax rate annually through an ordinance and the tax rate is indexed to the greater of either the Bay Area Consumer Price Index or the per capita Personal Income Growth in California. Revenue is based on a square footage calculation and is collected through the property tax bill. Additional revenue to this fund includes the collection of library fees.

ANALYSIS OF FUND
The Library Tax Fund, although maintaining a positive fund balance over the next few years, is facing an annual operating shortfall (last occurrence was in FY 2008) as infrastructure maintenance and improvement projects are addressed and post-COVID-19 adjustments to delivery of library services are implemented. Commencing FY 22, reserves are lowered from $1.5 million to $1.25 million, reflecting approximately 6% of tax receipts as the basis of the reserves level is modified to a percentage of proposed adopted revenues from a fixed amount.

56 LIBRARY TAX FUND FORECAST
FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Adopted Revised Projected Proposed Proposed Projected Beginning Balance 10,266,639 12,027,796 13,187,635 13,187,635 13,187,635 15,201,511 14,677,510 14,368,248

Revenues 20,487,115 20,715,377 21,845,999 21,845,999 22,005,105 23,909,768 24,386,523 23,592,995 Library Services Tax 20,431,021 20,596,293 21,704,603 21,704,603 21,863,709 23,837,768 24,314,523 23,520,995 Fines & Fees 26,477 17,688 40,000 40,000 40,000 40,000 40,000 40,000 Miscellaneous and Interest 29,617 101,396 101,396 101,396 101,396 32,000 32,000 32,000

Expenditures 18,725,958 19,555,538 25,037,858 25,152,383 19,991,228 24,433,769 24,695,785 25,684,233 Personnel 13,352,627 12,972,590 15,931,595 15,931,595 12,725,924 17,491,479 17,453,498 17,818,568 Non-Personnel 4,669,368 4,145,856 5,786,263 5,900,788 5,894,676 6,097,290 6,097,287 6,116,665 Capital Improvement Projects 703,964 2,437,092 3,320,000 3,320,000 1,370,629 845,000 1,145,000 1,749,000

Annual Surplus/Shortfall 1,761,157 1,159,839 -3,191,859 -3,306,384 2,013,877 -524,001 -309,262 -2,091,238

Library Tax Fund Forecast Table | Assumptions
Revenues
• FY 19 - FY 21, Beginning Balance includes reserves of $1.5 million. • FY 22 - FY 23, Beginning Balance includes proposed reserves of $1.25 million. • FY 24 - FY 25, Beginning Balance includes proposed reserves of $1.36 million. • FY 21, the Library Services Tax was unmodified from the prior year as recommended to the City Council by the Board of Library Trustees, Resolution No. R20-018 on June 3, 2020.

Expenditures
• September 2020, the Director of Library Services position was filled. Prior, the Director position had been vacated in September 2017. April 2021, the Deputy Director position was vacated. • FY 22, Library budgets for Social Services Specialist to address providing on-site instant response for people experiencing mental health and or other immediate related needs while on Library premises. • FY 23 and beyond, Library plans to greatly reduce the vacancy rate and adding staff will increase actual personnel expenditures and costs associated with maintaining a nourishing work environment.

57 Library Tax Fund Forecast Table | Assumptions (continued) • FY 24/25, Library plans to establish a permanent CIP fund to actively show how we will cover repairing and maintaining both tangible and intangible infrastructures.
• FY 20 and FY 21, execution of the Central Library interior renovation capital improvement project. • FY 22, planned execution of the Central Library exterior stucco restoration and water sealing capital improvement project. • FY 23 and FY 24, projects execution of other deferred capital improvement projects including Central Library A/C units replacement and reroofing. Other project anticipated relate to IT infrastructure such as the website and longer-term needs assessment. • FY 22, library materials increased to over $330,000 to meet heightened demand for electronic materials.

58 STAFFING
This section includes a summary of Citywide staffing by department; by detailed position by department that reflects the number and type of positions and by funding source. The FY 2023 Proposed Budget reflects 1,735 full-time equivalent (FTE) positions, an increase of approximately 75 positions compared to the FY 2022 Adopted Budget. The increase in staffing levels are primarily attributed to the Fire Department (49 FTE) and Public Works (14 FTE). Proposed staffing in FY 2024 reflects a modest increase to 1,737 FTE. As illustrated in the tables below, the portion of staff allocated to the General Fund is approximately 688 positions, or 40%, of total FTE count while all other funds represent 1,057, or 60%, of the remaining positions. The ratio between the General Fund and all other funds remains constant in FY 24.

STAFFING TABLE 1:

POSITION SUMMARY BY DEPARTMENT-5 YEAR TREND

FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed

CITY ATTORNEY'S OFFICE
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00 1.00 1.00 1.00
Deputy City Attorney III 6.00 7.00 7.00 7.00 7.00 7.00
Legal Office Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
Paralegal 2.00 2.00 2.00 2.00 2.00 2.00
Senior Legal Secretary 2.00 3.00 3.00 3.00 3.00 3.00

TOTAL CITY ATTORNEY 13.00 15.00 15.00 15.00 15.00 15.00

CITY AUDITOR'S OFFICE
Accounting Office Specialist III 1.50 1.50 1.75 1.50 1.75 1.75 Accounting Technician 2.00 2.00 2.00 2.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Audit Manager 1.00 1.00 1.00 1.00 1.00 1.00
Auditor I 1.00 1.00 1.00 1.00 1.00 1.00
Auditor II 3.00 3.00 3.00 2.00 3.00 3.00
City Auditor 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Auditor for Payroll Mgmt. 1.00 1.00 1.00 1.00 1.00 1.00 Senior Auditor 2.00 2.00 2.00 3.00 3.00 3.00

TOTAL CITY AUDITOR'S OFFICE 13.50 13.50 13.75 13.50 14.75 14.75

CITY CLERK'S OFFICE
Assistant City Clerk 3.00 3.00 3.00 3.00 3.00 3.00
Assistant Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00
Office Specialist II 1.00 1.00 1.00 1.00 1.00 1.00
Office Specialist III 2.00 2.00 2.00 2.00 2.00 2.00

59 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(CITY CLERK’S OFFICE CONTINUED)
Records Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Records Manager 0.00 0.00 0.00 0.00 0.00 0.00

TOTAL CITY CLERK'S OFFICE 10.00 10.00 10.00 10.00 10.00 10.00

CITY MANAGER'S OFFICE
Accounting Office Specialist III 0.00 0.00 1.00 1.00 1.00 1.00 Administrative Assistant 2.00 2.00 1.00 1.00 1.00 1.00
Administrative Hearing Examiner 1.00 1.00 1.00 1.00 1.00 1.00 Animal Control Officer 4.00 4.00 4.00 4.00 4.00 4.00
Animal Services Assistant 3.50 3.50 3.50 3.50 3.50 3.50 Animal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Planner 1.00 0.00 0.00 0.00 0.00 0.00
Assistant to the City Manager 2.00 3.00 3.00 3.00 3.00 3.00 Associate Management Analyst 2.00 2.00 3.00 2.00 1.00 1.00 Budget Manager 1.00 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00 1.00
Code Enforcement Officer II 2.00 2.00 2.00 2.00 2.00 2.00 Code Enforcement Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist I 1.00 1.00 1.00 1.00 1.00 1.00 Community Services Specialist II 0.00 1.00 2.00 1.00 1.00 1.00 Deputy City Manager 2.00 2.00 2.00 2.00 2.00 2.00
Digital Communications Coordinator 1.00 1.00 1.00 3.00 3.00 3.00 Health Services Program Specialist 0.00 0.00 0.00 1.00 0.00 0.00 Homeless Services Coordinator 0.00 0.00 0.00 0.00 1.00 1.00 Office Specialist II 2.00 2.00 2.00 1.00 1.00 1.00
Office Specialist III 1.00 1.00 1.00 1.00 1.00 1.00
Registered Veterinary Technician 1.00 1.00 1.00 1.00 1.00 1.00 Secretary to the City Manager 1.00 1.00 1.00 1.00 1.00 1.00 Senior Animal Control Officer 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 4.00 5.00 5.00 5.00 5.00 5.00 Social Services Specialist 0.00 0.00 0.00 1.00 2.00 2.00

TOTAL CITY MANAGER'S OFFICE 35.50 37.50 39.50 40.50 40.50 40.50

OFFICE OF ECONOMIC

DEVELOPMENT
Assistant Management Analyst 1.00 1.00 1.00 1.00 0.00 0.00 Civic Arts Coordinator 1.00 1.00 1.00 1.00 3.00 3.00
Community Development Project
Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
Economic Development Project
Coordinator 2.00 2.00 2.00 2.00 2.00 2.00
Manager of Economic Development 1.00 1.00 1.00 1.00 1.00 1.00 Office Specialist III 1.00 1.00 1.00 1.00 1.00 1.00

TOTAL OFFICE OF ECONOMIC
DEVELOPMENT 7.00 7.00 7.00 7.00 8.00 8.00

60 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed

FINANCE DEPARTMENT
Accountant I 1.00 1.00 1.00 1.00 1.00 1.00
Accountant II 2.00 3.00 3.00 3.00 3.00 3.00
Accounting Manager 1.00 1.00 1.00 1.00 1.00 1.00
Accounting Office Specialist II 6.00 6.00 6.00 7.00 7.00 7.00 Accounting Office Specialist III 4.00 4.00 4.00 4.00 4.00 4.00 Accounting Office Specialist Supv 3.00 3.00 3.00 3.00 3.00 3.00 Accounting Technician 2.00 2.00 2.00 2.00 2.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Associate Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Buyer 1.00 1.00 1.00 1.00 1.00 1.00
Contract Administrator 1.00 1.00 1.00 1.00 1.00 1.00
Customer Service Specialist II 5.00 5.00 5.00 5.00 5.00 5.00 Customer Service Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director of Finance 0.00 0.00 0.00 0.00 1.00 1.00 Director of Finance 1.00 1.00 1.00 1.00 1.00 1.00
Field Representative 2.00 2.00 2.00 2.00 2.00 2.00
General Services Manager 1.00 1.00 1.00 1.00 1.00 1.00
Information Systems Specialist 0.00 0.00 1.00 1.00 1.00 1.00 Mail Services Aide 1.00 1.00 1.00 1.00 1.00 1.00
Revenue Collection Manager 2.00 1.00 1.00 1.00 1.00 1.00 Revenue Development Specialist I 2.00 2.00 2.00 2.00 2.00 2.00 Revenue Development Specialist II 2.00 2.00 2.00 2.00 2.00 2.00 Revenue Development Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Accountant 2.00 2.00 2.00 2.00 2.00 2.00
Senior Buyer 2.00 2.00 2.00 2.00 2.00 2.00
Senior Field Representative 1.00 1.00 1.00 1.00 1.00 1.00 Senior Systems Analyst 0.00 0.00 0.00 0.00 1.00 1.00
Systems Accountant 1.00 1.00 1.00 1.00 1.00 1.00
Treasury Manager 0.00 1.00 1.00 1.00 1.00 1.00

TOTAL FINANCE DEPARTMENT 48.00 49.00 50.00 51.00 53.00 53.00

FIRE DEPARTMENT
Accounting Office Specialist II 0.00 0.00 0.00 0.00 1.00 1.00 Accounting Office Specialist III 5.00 4.00 4.00 4.00 3.00 3.00 Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Fire Chief 2.00 2.00 2.00 2.00 4.00 4.00
Assistant Management Analyst 0.00 1.00 1.00 1.00 1.00 1.00 Associate Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Battalion Chief 3.00 3.00 3.00 3.00 3.00 3.00
Communications Specialist 0.00 0.00 0.00 0.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00
Deputy Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00

61 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(FIRE DEPARTMENT CONTINUED)
Emergency Services Advisor 0.00 0.00 0.00 0.00 1.00 1.00 Emergency Services Coordinator 2.00 3.00 3.00 3.00 3.00 3.00 Fire and Life-Safety Plans Examiner 2.00 2.00 2.00 2.00 2.00 2.00 Fire Apparatus Operator 33.00 33.00 33.00 33.00 33.00 33.00 Fire Captain I/II 29.00 31.00 31.00 31.00 33.00 33.00
Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00
Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00
Fire Prevention Inspector (Sworn) 1.00 1.00 1.00 1.00 8.00 8.00 Fire Prevention Inspector (Civilian) 2.00 2.00 2.00 2.00 2.00 2.00 Firefighter 55.00 54.00 54.00 54.00 57.00 57.00
Limited Term Emergency Medical
Technician 0.00 0.00 0.00 0.00 12.00 12.00
Office Specialist II 1.00 2.00 2.00 2.00 2.00 2.00
Office Specialist III 1.00 1.00 1.00 1.00 2.00 2.00
Paramedic Supervisor I 6.00 6.00 6.00 6.00 8.00 8.00
Single Function Emergency Medical
Technician 0.00 0.00 0.00 0.00 18.00 18.00

TOTAL FIRE DEPARTMENT 149.00 153.00 153.00 153.00 202.00 202.00

HEALTH, HOUSING & COMMUNITY

SERVICES
Career Employees:

Accounting Office Specialist III 3.00 3.00 3.00 3.00 3.00 3.00 Accounting Office Specialist Supervisor 0.00 0.00 0.00 1.00 1.00 1.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 1.00
Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 0.00 0.00 0.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Manager of Mental Health 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Management Analyst 3.00 4.00 6.00 6.00 5.00 5.00 Assistant Mental Health Clinician 3.00 3.00 3.00 3.00 2.00 2.00 Associate Management Analyst 6.00 6.00 5.00 5.00 7.00 7.00 Associate Planner 1.00 1.00 1.00 1.00 1.00 1.00
Behavioral Health Clinician I 3.00 3.00 5.00 6.00 8.00 8.00 Behavioral Health Clinician II 21.30 24.30 25.50 24.50 26.00 26.00 Building Inspector I (Cert) 1.00 1.00 1.00 1.00 1.00 1.00 Community Development Project
Coordinator 4.00 5.00 6.00 6.00 6.00 6.00
Community Health Worker 1.60 1.00 1.00 1.00 1.00 1.00
Community Health Worker Specialist 10.00 10.00 10.00 10.00 9.00 9.00 Community Service Specialist I 5.50 5.50 6.50 4.50 3.00 3.00 Community Services Specialist II 5.00 6.00 8.00 8.00 10.00 10.00 Community Services Specialist III 3.00 4.00 4.00 6.00 5.00 5.00 Deputy Director of Health, Housing &
Community Services 1.00 1.00 1.00 1.00 1.00 1.00
Director of Health, Housing & Community
Services 1.00 1.00 1.00 1.00 1.00 1.00
Employment Program Administrator 1.00 1.00 1.00 0.00 0.00 0.00

62 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(HEALTH, HOUSING & COMMUNITY

SERVICES CONTINUED)
Environmental Health Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Epidemiologist 1.00 1.00 1.00 3.00 3.00 3.00
Health Nutrition Program Coordinator 1.00 1.00 1.00 1.00 2.00 2.00 Health Officer (Certified) 1.00 1.00 1.00 1.00 1.00 1.00 Health Services Program Specialist 7.00 7.00 8.00 8.00 9.00 9.00 Health Services Supervisor 2.00 2.00 2.00 1.00 1.00 1.00 Homeless Services Coordinator 1.00 1.00 1.00 1.00 0.00 0.00 Manager of Aging Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager of Environmental Health 1.00 1.00 1.00 1.00 1.00 1.00 Manager of Housing and Community
Services 1.00 1.00 1.00 1.00 1.00 1.00
Manager of Mental Health Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager of Public Health Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager, Family Health & Nursing
Services 1.00 0.00 0.00 0.00 0.00 0.00
Mealsite Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
Mental Health Clinical Supervisor 5.00 6.00 7.00 8.00 8.40 8.40 Mental Health Nurse 0.00 0.00 4.50 5.20 3.50 3.50
Mental Health Program Supervisor 4.00 4.00 4.00 4.00 4.00 4.00 Mid-Level Practitioner 1.10 1.10 1.10 1.10 0.60 0.60
Mini Bus Driver 2.00 2.00 2.00 2.00 2.00 2.00
Nutritionist 0.50 0.50 0.50 0.50 1.50 1.50
Office Specialist II 20.00 20.00 19.00 18.00 18.00 18.00 Office Specialist III 4.00 4.00 4.00 4.00 4.00 4.00
Office Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 PPHP Deputy Health Officer 0.00 0.00 0.00 0.00 1.00 1.00 Psychiatrist 1.50 1.50 2.00 2.75 1.75 1.75
Public Health Nurse 9.65 8.75 8.75 9.00 7.00 7.00
Registered Environmental Health
Specialist 6.00 6.00 6.00 6.00 6.00 6.00
Registered Nurse 4.00 5.50 2.00 2.00 1.80 1.80
Senior Behavioral Health Clinician 4.00 4.00 4.00 4.00 4.00 4.00 Senior Citizen Center Director 2.00 2.00 2.00 2.00 2.00 2.00 Senior Community Development Project
Coordinator 1.00 1.00 1.00 1.00 2.00 2.00
Senior Community Health Specialist 4.00 4.00 4.00 4.00 4.00 4.00 Senior Environmental Health Specialist 2.00 2.00 2.00 2.00 2.00 2.00 Senior Health Management Analyst 1.00 1.00 1.00 1.00 0.00 0.00 Senior Health Services Program
Specialist 4.80 4.80 4.80 4.80 5.80 5.80
Senior Management Analyst 1.00 1.00 2.00 3.00 4.00 4.00 Senior Service Assistant 3.75 4.75 4.75 4.75 4.75 4.75
Social Services Specialist 8.00 11.00 11.00 11.00 10.00 10.00 Supervising Mental Health Nurse 0.00 0.00 0.00 0.00 1.00 1.00 Supervising Psychiatrist 1.00 1.00 1.00 1.00 1.00 1.00
Supervising Public Health Nurse 1.00 2.00 2.00 2.00 2.00 2.00 Transportation Services Coordinator 0.00 1.00 0.50 1.00 1.00 1.00 Vector Control Technician 1.00 1.00 1.00 1.00 1.00 1.00 Total Career Employees 192.70 205.70 216.90 220.10 222.10 222.10

63 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(HEALTH, HOUSING & COMMUNITY

SERVICES CONTINUED)
Hourly Employees:

Intern 2.00 2.00 2.00 2.00 2.00 2.00
Behavioral Health Clinician I & II 2.00 2.00 2.00 2.00 2.00 2.00 Mid-Level Practitioner 3.50 3.50 3.50 3.50 3.50 3.50
Mini Bus Driver 0.20 0.20 0.20 0.20 0.20 0.20
Physician 0.20 0.20 0.20 0.20 0.20 0.20
Psychiatrist II & III 0.48 0.48 0.48 0.48 0.48 0.48
Public Health Program Physician 0.00 0.00 0.00 0.00 0.00 0.00 Registered Environmental Health
Specialist 0.40 0.40 0.40 0.40 0.40 0.40
Senior Nutrition Program Supervisor 0.43 0.43 0.43 0.43 0.43 0.43 Senior Registered Environmental Health
Specialist 0.46 0.46 0.46 0.46 0.46 0.46
Senior Service Aide 3.88 3.88 3.88 3.88 3.88 3.88
Senior Service Assistant 0.91 0.91 0.91 0.91 0.91 0.91
Youth Enrollee Intern 26.02 26.02 26.02 26.02 26.02 26.02 Total Hourly Employees 40.48 40.48 40.48 40.48 40.48 40.48

TOTAL HEALTH, HOUSING &
COMMUNITY SERVICES 233.18 246.18 257.38 260.58 262.58 262.58

HUMAN RESOURCES
Assistant Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Human Resources Analyst 0.00 1.00 1.00 1.00 1.00 1.00 Associate Human Resources Analyst 4.00 4.00 4.00 4.00 4.00 4.00 Director of Human Resources 1.00 1.00 1.00 1.00 1.00 1.00 Equal Employment Opportunity &
Diversity Officer 1.00 1.00 1.00 1.00 1.00 1.00
Employee Relations Manager 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 0.00 1.00 1.00 1.00 1.00 1.00
Human Resources Technician 3.00 4.00 4.00 4.00 4.00 4.00 Information Systems Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 Occupational Health & Safety Officer 1.00 1.00 1.00 1.00 1.00 1.00 Occupational Health & Safety Specialist 1.00 1.00 1.00 1.00 1.00 1.00 Office Specialist II 3.00 2.00 2.00 2.00 2.00 2.00
Office Specialist III 1.00 0.00 0.00 0.00 0.00 0.00
Senior Human Resources Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Training Officer 1.00 1.00 1.00 1.00 1.00 1.00
TOTAL HUMAN RESOURCES 21.00 22.00 22.00 22.00 22.00 22.00

INFORMATION TECHNOLOGY
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Applications Programmer/Analyst I 0.50 0.00 0.00 1.00 2.00 2.00 Applications Programmer/Analyst II 13.00 14.00 14.00 14.00 14.00 14.00 Associate Management Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Customer Service Specialist III 9.00 9.00 9.00 9.00 9.00 9.00 Customer Service Manager 1.00 1.00 1.00 1.00 1.00 1.00
Customer Service Supervisor 1.00 1.00 1.00 1.00 1.00 1.00

64 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(INFORMATION TECHNOLOGY

CONTINUED)
Database Administrator 1.00 1.00 1.00 1.00 1.00 1.00
Director of Information Technology 1.00 1.00 1.00 1.00 1.00 1.00 Information Security Manager 1.00 1.00 1.00 1.00 1.00 1.00 Information Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 Information Systems Specialist 5.00 5.00 4.00 4.00 4.00 4.00 Information Systems Support Technician 2.00 2.00 2.00 2.00 3.00 3.00 Senior Information Systems Specialist 3.00 3.00 4.00 4.00 3.00 3.00 Senior Management Analyst 0.00 1.00 1.00 1.00 1.00 1.00 Senior Systems Analyst 4.00 4.00 5.00 5.00 5.00 5.00

TOTAL INFORMATION TECHNOLOGY 44.50 45.00 46.00 47.00 48.00 48.00

LIBRARY SERVICES
Career Employees:

Accounting Office Specialist III 2.00 1.00 1.00 1.00 1.00 1.00 Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Human Resources Analyst 0.00 1.00 1.00 1.00 1.00 1.00 Assistant Management Analyst 2.00 3.00 3.00 3.00 2.00 2.00 Associate Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Associate Management Analyst 0.00 0.00 0.00 1.00 1.00 1.00 Building Maintenance Mechanic 1.00 2.00 2.00 2.00 2.00 2.00 Building Maintenance Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 Circulation Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director of Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Director of Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Information Systems Specialist 3.00 3.00 3.00 3.00 3.00 3.00 Librarian I/II 21.30 21.30 21.30 22.30 22.30 22.30
Library Aide 14.00 13.00 13.00 13.50 14.00 14.00
Library Assistant 14.25 14.25 14.25 14.25 14.25 14.25
Library Info Systems Administrator 1.00 1.00 1.00 1.00 1.00 1.00 Library Literacy Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 Library Services Manager 2.00 2.00 2.00 2.00 2.00 2.00
Library Specialist I 3.00 3.00 3.00 3.00 3.00 3.00
Library Specialist II 13.55 13.55 13.55 13.80 13.80 13.80 Mail Services Aide 1.80 2.00 2.00 2.00 2.00 2.00
Office Specialist II 1.00 0.00 0.00 0.00 0.00 0.00
Senior Building Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Librarian 3.00 3.00 3.00 3.00 3.00 3.00
Social Services Specialist 0.00 0.00 0.00 1.00 1.00 1.00 Supervising Librarian 8.00 8.00 8.00 8.00 8.00 8.00
Supervising Library Assistant 9.00 9.00 9.00 9.00 9.00 9.00 Tool Lending Specialist 2.25 3.00 3.00 3.00 3.00 3.00
Total Career Employees 111.15 111.10 111.10 114.85 114.35 114.35 Hourly Employees:

Library Aides 0.75 0.75 0.75 0.75 0.75

0.75

65 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(LIBRARY SERVICES CONTINUED)
Library Page 4.20 4.20 4.20 0.00 0.00 0.00
Youth Enrollees
Total Hourly Employees 4.95 4.95 4.95 0.75 0.75 0.75

TOTAL LIBRARY SERVICES 116.10 116.05 116.05 115.60 115.10 115.10

MAYOR & COUNCIL
Assistant to Mayor 3.00 3.00 3.00 3.00 3.00 3.00
Legislative Aides 9.00 12.00 12.00 12.00 12.00 12.00

TOTAL MAYOR AND COUNCIL 12.00 15.00 15.00 15.00 15.00 15.00

OFFICE OF THE DIRECTOR OF POLICE ACCOUNTABILITY*

Director of Police Accountability 0.00 0.00 0.00 1.00 1.00 1.00 Office Specialist III 0.00 0.00 0.00 1.00 1.00 1.00
Police Review Commission Officer 0.00 0.00 0.00 1.00 1.00 1.00 PRC Investigator 0.00 0.00 0.00 1.00 1.00 1.00

TOTAL OFFICE OF THE DIRECTOR OF
POLICE ACCOUNTABILITY 0.00 0.00 0.00 4.00 4.00 4.00

PARKS RECREATION & WATERFRONT

Career Employees:

Accounting Office Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 Accounting Office Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 Accounting Office Specialist Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Aquatics Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
Aquatics Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Aquatics Specialist II 0.50 0.50 0.50 0.50 0.00 0.00
Assistant Aquatics Coordinator 0.00 0.00 0.00 0.00 1.00 1.00 Assistant Civil Engineer (Reg) 1.00 1.00 1.00 2.00 2.00 2.00 Assistant Management Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Assistant Recreation Coordinator 4.00 5.00 6.00 6.00 7.00 7.00 Associate Civil Engineer 2.00 2.00 2.00 3.00 3.00 3.00
Associate Management Analyst 0.00 0.00 1.00 1.00 1.00 1.00 Building Maintenance Mechanic 9.00 9.00 9.00 9.00 9.00 9.00 Building Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Camps Manager 0.75 1.00 1.00 2.00 2.00 2.00
Capital Improvements Program Manager 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director of Parks Recreation &
Waterfront 1.00 1.00 1.00 1.00 1.00 1.00
Director of Parks & Waterfront 1.00 1.00 1.00 1.00 1.00 1.00 Forestry Climber 4.00 4.00 4.00 4.00 4.00 4.00
Forestry Climber Supervisor 1.00 1.00 1.00 1.00 1.00 1.00

66 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(PARKS, RECREATION &

WATERFRONT CONTINUED)
Forestry Technician 1.00 1.00 1.00 1.00 1.00 1.00
Landscape Equipment Operator 4.00 4.00 4.00 4.00 4.00 4.00 Landscape Gardener 15.00 15.00 15.00 15.00 16.00 16.00
Landscape Gardener Supervisor 5.00 5.00 5.00 5.00 5.00 5.00 Marina Assistant 3.00 2.00 3.00 3.00 3.00 3.00
Office Specialist II 3.00 3.00 2.00 2.00 4.00 4.00
Parks Superintendent 1.00 1.00 1.00 1.00 1.00 1.00
Recreation & Youth Svcs Manager 1.00 1.00 1.00 1.00 1.00 1.00 Recreation Activity Leader 8.25 7.25 5.75 5.75 3.75 3.75 Recreation Coordinator 5.00 5.00 6.00 6.00 5.00 5.00
Recreation Program Supervisor 3.00 3.00 3.00 3.00 3.00 3.00 Rosarian 1.00 1.00 1.00 1.00 1.00 1.00
Senior Building Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Forestry Climber 3.00 3.00 3.00 3.00 3.00 3.00
Senior Forestry Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Groundskeeper 1.00 1.00 1.00 1.00 1.00 1.00
Senior Landscape Gardener 3.00 3.00 3.00 3.00 4.00 4.00 Senior Landscape Gardener Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Sports Official 2.00 2.00 2.00 2.00 2.00 2.00
Supervising Civil Engineer 1.00 1.00 1.00 1.00 2.00 2.00 Waterfront Manager 1.00 1.00 1.00 1.00 1.00 1.00
Waterfront Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
Total Career Employees 103.50 102.75 104.25 107.25 110.75 110.75

Hourly Employees:

Aquatics Specialist I 2.22 2.22 2.22 2.22 2.22 2.22
Aquatics Specialist II 4.02 4.02 4.02 4.02 4.02 4.02
Assistant Aquatics Coordinator 0.78 0.78 0.78 0.78 0.78 0.78 Camp Maintenance Mechanic 0.39 0.39 0.39 0.39 0.39 0.39 Camp Medical Staff Member 2.42 2.42 2.42 2.42 2.42 2.42 Camp Staff Leader 2.70 2.70 2.70 2.70 2.70 2.70
Camp Staff Member 2.62 2.62 2.62 2.62 2.62 2.62
Camp Staff Supervisor 1.07 1.07 1.07 1.07 1.07 1.07
Cashier Attendant 0.16 0.16 0.16 0.16 0.16 0.16
Groundskeeper 0.73 0.73 0.73 0.73 0.73 0.73
Office Specialist II 0.19 0.19 0.19 0.19 0.19 0.19
Playground Lead Trainee 8.90 8.90 8.90 8.90 8.90 8.90
Recreation Activity Leader 22.12 22.12 22.12 22.12 22.12 22.12 Senior Aquatics Specialist 0.79 0.79 0.79 0.79 0.79 0.79 Sports Field Monitor 0.95 0.95 0.95 0.95 0.95 0.95
Sports Official 2.27 2.27 2.27 2.27 2.27 2.27
Vegetation Reduction Supervisor 0.29 0.29 0.29 0.29 0.29 0.29 Total Hourly Employees 52.62 52.62 52.62 52.62 52.62 52.62

TOTAL PARKS REC & WATERFRONT 156.12 155.37 156.87 159.87 163.37 163.37

67 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed

PLANNING & DEVELOPMENT DEPARTMENT
Career Employees:

Accounting Office Specialist II 1.00 1.00 1.00 1.00 3.00 3.00 Accounting Office Specialist III 3.00 3.00 3.00 3.00 3.00 3.00 Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 0.00 0.00 0.00 0.00
Assistant Building & Safety Manager 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Management Analyst 2.00 2.00 1.00 2.00 2.00 2.00 Assistant Inspector 0.00 0.00 0.00 0.00 0.00 1.00
Assistant Planner 6.00 6.00 6.00 6.00 7.00 7.00
Associate Management Analyst 3.00 3.00 3.00 3.00 3.00 3.00 Associate Planner 6.00 6.00 6.00 5.00 5.00 5.00
Building and Safety Manager 1.00 1.00 1.00 1.00 1.00 1.00 Building Inspector I (certified) 2.00 2.00 2.00 4.00 2.00 2.00 Building Inspector II 1.00 0.00 0.00 0.00 0.00 0.00
Building Inspector II (certified) 6.00 6.00 6.00 7.00 6.00 6.00 Building Plans Engineer 1.00 1.00 1.00 1.00 1.00 1.00
Building Plans Examiner 3.00 4.00 4.00 2.00 2.94 2.94
Community Services Specialist I 1.60 2.20 1.60 1.35 2.00 2.00 Community Services Specialist II 0.00 0.00 2.75 3.75 3.75 3.75 Community Services Specialist III 2.70 2.70 2.85 2.85 2.80 2.80 Deputy Director of Planning 0.00 0.00 0.00 0.00 1.00 1.00 Director of Planning 1.00 1.00 1.00 1.00 1.00 1.00
Energy Program Manager 1.00 1.00 1.00 1.00 1.00 1.00
Engineering Inspector 1.00 1.00 1.00 0.00 0.00 0.00
Hazardous Material Manager 1.00 1.00 1.00 1.00 1.00 1.00 Hazardous Material Specialist I 1.00 0.00 0.00 0.00 1.00 1.00 Hazardous Material Specialist II 3.00 4.00 4.00 4.00 3.00 3.00 Housing Inspector I 0.00 0.00 0.00 0.00 1.00 1.00
Housing Inspector II 0.00 0.00 0.00 0.00 0.00 1.00
Housing Inspector (Certified) 3.00 5.00 5.00 6.00 2.00 2.00 Housing Inspector Supervisor 1.00 1.00 1.00 2.00 2.00 2.00 Land Use Planning Manager 1.00 1.00 1.00 1.00 1.00 1.00 Office Specialist II 5.50 6.50 7.50 7.50 7.75 7.75
Office Specialist III 2.00 2.00 2.00 3.00 3.00 3.00
Office Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Permit Center Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 Permit Specialist 4.00 4.00 4.00 4.00 4.00 4.00
Planning Technician 2.00 2.00 2.00 4.00 3.00 3.00
Principal Planner 4.00 4.00 4.00 4.00 4.00 4.00
Resilient Buildings Program Manager 0.00 1.00 1.00 0.88 0.80 0.80 Senior Building Inspector 2.00 2.00 2.00 2.00 2.00 2.00 Senior Building Plans Engineer 2.00 2.00 2.00 2.00 2.00 2.00 Senior Building Plans Examiner 0.00 2.00 2.00 2.00 2.00 2.00 Senior Housing Inspector 0.00 0.00 0.00 0.00 1.00 1.00
Senior Permit Specialist 2.00 2.00 2.00 2.00 2.00 2.00
Senior Planner 3.00 5.00 5.00 5.00 6.00 6.00
Supervising Building Inspector 1.00 1.00 1.00 1.00 1.00 1.00 Total Career Employees 84.80 93.40 94.70 100.33 101.04 103.04

68 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(PLANNING & DEVELOPMENT

DEPARTMENT CONTINUED)
Hourly Employees:

Intern 10.00 10.00 10.00 10.00 10.00 10.00

TOTAL PLANNING DEPARTMENT 94.80 103.40 104.70 110.33 111.04 113.04

POLICE DEPARTMENT
Career Employees:

Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Management Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Communications Manager 1.00 1.00 1.00 1.00 1.00 1.00
Community Service Officer 15.00 19.00 19.00 21.00 21.00 21.00 Community Service Officer Supervisor 4.00 4.00 4.00 4.00 4.00 4.00 Crime Analyst 1.00 1.00 1.00 1.00 3.00 3.00
Crime Scene Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
Office Specialist II 5.00 5.00 5.00 5.00 5.00 5.00
(POLICE DEPARTMENT CONTINUED)
Office Specialist III 5.00 6.00 6.00 6.00 6.00 6.00
Office Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Parking Enforcement Manager 1.00 1.00 1.00 1.00 1.00 1.00 Parking Enforcement Officer 21.00 21.00 21.00 21.00 21.00 21.00 Parking Enforcement Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 Police Captain 4.00 4.00 4.00 4.00 4.00 4.00
Police Chief 1.00 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 9.00 9.00 9.00 9.00 9.00 9.00
Police Officer* 137.00 137.00 136.00 135.00 135.00 135.00 Police Sergeant 30.00 30.00 31.00 32.00 32.00 32.00
Public Safety Dispatcher I & II 28.00 28.00 28.00 28.00 28.00 28.00 Supervising Public Safety Dispatcher 4.00 4.00 4.00 4.00 4.00 4.00 Total Career Employees 274.00 279.00 279.00 281.00 283.00 283.00

Hourly Employees:

Juvenile Bureau Counselor 0.50 0.50 0.50 0.50 0.50 0.50 Police Aide 2.00 2.00 2.00 2.00 2.00 2.00
School Crossing Guard 3.70 3.70 3.70 4.70 4.70 4.70
Total Hourly Employees: 6.20 6.20 6.20 7.20 7.20 7.20

TOTAL POLICE DEPARTMENT 280.20 285.20 285.20 288.20 290.20 290.20

POLICE REVIEW COMMISSION*
Office Specialist III 1.00 1.00 1.00 0.00 0.00 0.00
Police Review Commission Officer 1.00 1.00 1.00 0.00 0.00 0.00 PRC Investigator 1.00 1.00 1.00 0.00 0.00 0.00

TOTAL POLICE REVIEW COMMISSION 3.00 3.00 3.00 0.00 0.00 0.00

69 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed

PUBLIC WORKS
Accounting Office Specialist II 1.00 1.00 1.00 1.00 2.00 2.00 Accounting Office Specialist III 5.00 5.00 5.00 5.00 4.00 4.00 Accounting Office Specialist Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
Administrative & Fiscal Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.00 2.00 2.00 2.00 2.00 2.00
Architect 1.00 0.00 0.00 0.00 0.00 0.00
Assistant Architect 1.00 0.00 0.00 0.00 0.00 0.00
Assistant Civil Engineer (Reg) 4.00 6.00 5.00 5.00 5.00 5.00 Assistant Management Analyst 5.00 5.00 5.00 5.00 6.00 6.00 Assistant Planner 1.00 2.00 2.00 2.00 2.00 2.00
Assistant Public Works Engineer 2.00 2.00 2.00 2.00 2.00 2.00 Assistant Traffic Engineer 1.00 2.00 2.00 2.00 2.00 2.00 Associate Civil Engineer 7.00 8.00 10.00 10.00 9.00 9.00 Associate Management Analyst 3.00 4.00 4.00 4.00 5.00 5.00 Associate Planner 1.60 2.00 2.00 2.00 3.00 3.00
Associate Traffic Engineer 1.00 2.00 2.00 2.00 2.00 2.00 Building Maintenance Mechanic 5.00 6.00 5.00 5.00 5.00 5.00 Building Maintenance Mechanic Trainee 0.00 0.00 0.00 0.00 1.00 1.00 Building Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Chief of Party 2.00 2.00 2.00 2.00 2.00 2.00
Communications Technician 3.00 3.00 3.00 3.00 3.00 3.00 Community Development Project Coord. 1.00 1.00 1.00 1.00 1.00 1.00 Concrete Finisher 3.00 3.00 3.00 3.00 3.00 3.00
Construction Equipment Operator 3.00 3.00 3.00 3.00 3.00 3.00 Container Maintenance Welder 2.00 2.00 2.00 2.00 2.00 2.00 Deputy Director of Public Works 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works Reg 0.00 0.00 0.00 0.00 1.00 1.00 Director of Public Works 1.00 1.00 1.00 1.00 1.00 1.00
Disability Services Specialist 1.00 1.00 1.00 1.00 1.00 1.00 Drafting Aide 1.00 1.00 1.00 1.00 0.00 0.00
Drafting Technician 2.00 1.00 1.00 1.00 1.00 1.00
Electrical Parts Technician 1.00 1.00 1.00 1.00 0.00 0.00 Electrician 7.00 7.00 7.00 7.00 7.00 7.00
Engineering Inspector 7.00 8.00 8.00 9.00 9.00 9.00
Environmental Compliance Specialist 2.00 2.00 2.00 2.00 2.00 2.00 Equipment Superintendent 1.00 1.00 1.00 1.00 1.00 1.00
Facilities Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 1.00 Field Representative 1.00 3.00 3.00 3.00 7.00 7.00
Janitor 7.00 7.00 7.00 7.00 7.00 7.00
Janitor Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
Junior Public Works Engineer 0.00 1.00 1.00 1.00 3.00 3.00 Laborer 20.00 21.00 21.00 21.00 20.00 20.00
Lead Communication Technician 1.00 1.00 1.00 1.00 1.00 1.00 Lead Electrician 3.00 3.00 3.00 3.00 3.00 3.00
Manager of Engineering 1.00 1.00 1.00 1.00 1.00 1.00
Mechanic 8.00 8.00 8.00 8.00 8.00 8.00

70 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
(PUBLIC WORKS CONTINUED)
Mechanic Lead 1.00 1.00 1.00 1.00 1.00 1.00
Mechanic Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
Mechanical Sweeper Operator 5.00 5.00 5.00 5.00 5.00 5.00 Occupational Health & Safety Officer 0.00 0.50 1.00 1.00 1.00 1.00 Office Specialist II 3.00 3.00 3.00 3.00 5.00 5.00
Office Specialist III 3.00 4.00 4.00 4.00 3.00 3.00
Parking Meter Maint & Collection Suprv 1.00 1.00 1.00 1.00 1.00 1.00 Parking Meter Maintenance Worker 6.00 6.00 6.00 6.00 6.00 6.00 Parking Meter Mechanic 5.00 5.00 5.00 5.00 5.00 5.00
Parking Services Manager 1.00 1.00 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00 1.00 1.00
Public Works Maintenance
Superintendent 1.00 1.00 1.00 1.00 1.00 1.00
Public Works Operations Manager 2.00 2.00 2.00 2.00 2.00 2.00 Public Works Supervisor 6.00 6.00 6.00 5.00 6.00 6.00
Recycling Program Manager 1.00 1.00 1.00 1.00 1.00 1.00 Senior Building Inspector 2.00 1.00 1.00 2.00 3.00 3.00 Senior Building Maintenance Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 Senior Drafting Technician 1.00 1.00 1.00 1.00 1.00 1.00 Senior Electrical Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Engineering Inspector 0.00 1.00 1.00 0.00 0.00 0.00 Senior Equipment Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 3.00 4.00 4.00 4.00 4.00 4.00 Senior Planner 1.00 2.00 2.00 2.00 2.00 2.00
Senior Public Works Supervisor 2.00 2.00 2.00 3.00 3.00 3.00 Senior Solid Waste Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 Service Technician 4.00 4.00 4.00 4.00 4.00 4.00
Sewer Maintenance Assistant Supervisor 7.00 7.00 7.00 7.00 7.00 7.00 Skilled Laborer 15.00 17.00 17.00 17.00 21.00 21.00
Solid Waste Loader Operator 2.00 2.00 2.00 2.00 2.00 2.00 Solid Waste Supervisor 3.00 4.00 4.00 4.00 4.00 4.00
Solid Waste Truck Driver 33.00 33.00 33.00 33.00 33.00 33.00 Solid Waste Worker 34.00 36.00 36.00 36.00 36.00 36.00
Solid Waste/Recycling Manager 1.00 1.00 1.00 1.00 1.00 1.00 Supervising Civil Engineer 4.00 4.00 4.00 4.00 4.00 4.00 Supervising Traffic Engineer 1.00 1.00 1.00 1.00 1.00 1.00 Survey Technician 1.00 1.00 1.00 1.00 1.00 1.00
Tractor Trailer Driver 6.00 7.00 7.00 7.00 7.00 7.00
Traffic Engineering Assistant 2.00 1.00 1.00 1.00 1.00 1.00 Traffic Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Maintenance Worker I 3.00 3.00 3.00 3.00 4.00 4.00 Traffic Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 2.00 Transportation Manager 1.00 1.00 1.00 1.00 0.00 0.00
Warehouse Operations Specialist 1.00 0.00 1.00 1.00 1.00 1.00 Weighmaster 3.00 4.00 4.00 4.00 4.00 4.00
Welder Mechanic 1.00 1.00 1.00 1.00 1.00 1.00

TOTAL PUBLIC WORKS 300.60 320.50 322.00 323.00 337.00 337.00

71 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed

RENT STABILIZATION BOARD
Accounting Office Specialist III 1.00 1.00 1.00 0.00 1.00 1.00 Associate Management Analyst 2.75 2.75 1.00 1.00 1.00 1.00 Associate Planner 0.00 0.00 0.00 1.00 1.00 1.00
Community Services Specialist II 5.80 5.80 6.00 7.00 7.00 7.00 Community Services Specialist III 0.00 0.00 0.80 1.80 0.80 0.80 Deputy Director Rent Stabilization
Program 1.00 1.00 1.00 1.00 0.00 0.00
General Counsel 0.00 0.00 0.00 1.00 1.00 1.00
Executive Director Rent Board 1.00 1.00 1.00 1.00 1.00 1.00 Hearing Examiner 2.00 2.00 0.00 0.00 0.00 0.00
Legal Secretary 0.00 0.00 0.80 1.00 1.00 1.00
Office Specialist II 3.80 3.80 4.00 4.00 4.00 4.00
Office Specialist III 1.00 1.00 1.00 1.00 1.00 1.00
Senior Hearing Examiner 0.00 0.00 1.00 1.00 1.00 1.00
Senior Legal Secretary 1.00 1.00 0.00 0.00 0.00 0.00
Senior Management Analyst 0.00 0.00 0.75 0.75 0.75 0.75 Senior Planner 0.00 0.00 1.00 1.00 1.00 1.00
Staff Attorney II 2.00 2.00 2.00 2.00 2.00 2.00
Staff Attorney III 1.00 1.00 1.00 0.00 0.00 0.00
TOTAL RENT STABILIZATION BOARD 22.35 22.35 22.35 24.55 23.55 23.55

TOTAL AUTHORIZED FTEs 1,559.85 1,619.05 1,638.80 1,660.13 1,735.09 1,737.09 *Police Review Commission has become the Office of the Director of Police Accountability in FY 2022.

72 STAFFING TABLE 2:

FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
City Attorney 13.00 13.00 13.00 15.00 15.00 15.00 15.00 15.00 City Auditor 13.50 13.50 13.50 13.50 13.75 13.50 14.75 14.75 City Clerk 9.78 9.47 10.00 10.00 10.00 10.00 10.00 10.00 City Manager 29.00 34.50 35.50 37.50 39.50 40.50 40.50 40.50 Economic Development 5.00 7.00 7.00 7.00 7.00 7.00 8.00 8.00 Finance 38.50 45.00 48.00 49.00 50.00 51.00 53.00 53.00 Fire Department 141.00 148.00 149.00 153.00 153.00 153.00 202.00 202.00 Health, Housing & Community Services 213.63 222.88 233.18 246.18 257.38 260.58 262.58 262.58 Human Resources 20.00 19.00 21.00 22.00 22.00 22.00 22.00 22.00 Information Technology 39.50 41.50 44.50 45.00 46.00 47.00 48.00 48.00 Library 110.28 112.10 116.10 116.05 116.05 115.60 115.10 115.10 Mayor and Council 12.00 12.00 12.00 15.00 15.00 15.00 15.00 15.00 Office of the Director of Police Accountability* 4.00 4.00 4.00 Parks, Recreation & Waterfront 146.35 154.12 156.12 155.37 156.87 159.87 163.37 163.37 Planning & Development 82.95 91.08 94.80 103.40 104.70 110.33 111.04 113.04 Police Department 280.20 280.20 280.20 285.20 285.20 288.20 290.20 290.20 Police Review Commission* 3.00 3.00 3.00 3.00 3.00 0.00 0.00 0.00 Public Works 292.60 294.60 300.60 320.50 322.00 323.00 337.00 337.00 Rent Board 17.35 21.35 22.35 22.35 22.35 24.55 23.55 23.55 Full Time Equivalent Employee (FTE) Total 1467.64 1522.30 1,559.85 1,619.05 1,638.80 1,660.13 1,735.09 1,737.09 *Police Review Commission has become the Office of the Director of Police Accountability in FY 2022.

Note: FY 23 & 24 staffing does not include recommended Tier 1 positions at this time.

73 0 100 200 300 400
City Attorney
City Auditor
City Clerk
City Manager
Economic Development
Finance
Fire Department
Health, Housing & Community Services
Human Resources
Information Technology
Library
Mayor and Council
Office of the Director of Police Accountability*
Parks, Recreation & Waterfront
Planning & Development
Police Department
Police Review Commission*
Public Works
Rent Board
Historic FTE By Department
FY 2021 Actual FY 2020 Actual FY 2019 Actual FY 2018 Actual FY 2017 Actual Public Works, Police, and Health Housing & Community Services are the top three departments with the highest number of employees. The overall staffing level has a steady incline ranging from 1.22% to 4.52% per fiscal year since 2017.

74 0 50 100 150 200 250 300 350
City Attorney
City Auditor
City Clerk
City Manager
Economic Development
Finance
Fire Department
Health, Housing & Community Services
Human Resources
Information Technology
Library
Mayor and Council
Office of the Director of Police…
Parks, Recreation & Waterfront
Planning & Development
Police Department
Police Review Commission*
Public Works
Rent Board
Adopted & Proposed
FY 2024 Proposed FY 2023 Proposed FY 2022 Adopted

75 1350
1400
1450
1500
1550
1600
1650
1700
1750
1800
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
Full Time Equivalent Employee (FTE) Total
The line chart denotes the over-all staffing trend from FY 2017. Staffing is projected to increase overtime. The primary driver of growth in FY 2022 to FY 2023 is from Fire Department and Public Works Department, with the addition of 49 positions and 14 positions respectively. This increase in staffing is for service enhancements and effectual new program and project implementations.

As mentioned, the following table represents the proposed staffing by funding source.

Approximately 40% of the total positions in FY 2023 and 2024 are funded by General Fund and 60% from all other funds. The portion of funding allocation is almost similar compared to the FY 2022 Adopted Budget as indicated in the chart.

76 656.65
1003.48
Adopted FY 22 FTE
General Fund Other Funds
688.2
1046.89
Proposed FY 23 FTE
General Fund Other Funds
1 G
Staffing Table 3:

Fiscal Year 2023 and 2024 Proposed Staffing by Funding Source

FY 2023
Total
FTE
FY 2023
General
Fund
FTE
FY 2023
All
Other
Funds
FTE
FY 2024
Total
FTE
FY 2024
General
Fund
FTE
FY 2024
All
Other
Funds
FTE
City Attorney 15.00 13.75 1.25 15.00 13.75 1.25
City Auditor 14.75 14.00 0.75 14.75 14.00 0.75
City Clerk 10.00 9.43 0.57 10.00 9.43 0.57
City Manager 40.50 39.50 1.00 40.50 39.50 1.00
Economic
Development

8.00 7.19 0.81 8.00 7.19 0.81
Finance 53.00 43.00 10.00 53.00 43.00 10.00
Fire Department 202.00 128.51 73.49 202.00 128.51 73.49 Health, Housing &
Community
Services
262.58 76.76 185.82 262.58 76.76 185.82
Human Resources 22.00 13.70 8.30 22.00 13.70 8.30
Information
Technology

48.00 0.00 48.00 48.00 0.00 48.00
Library 115.10 0.00 115.10 115.10 0.00 115.10
Mayor and Council 15.00 15.00 0.00 15.00 15.00 0.00
Office of the
Director of Police
Accountability

4.00 4.00 0.00 4.00 4.00 0.00
Parks, Recreation
& Waterfront
163.37 24.63 138.74 163.37 24.63 138.74
Planning &
Development
111.04 14.74 96.30 113.04 14.74 98.30
Police Department 290.20 263.00 27.20 290.20 263.00 27.20 Public Works 337.00 20.99 316.01 337.00 20.99 316.01
Rent Board 23.55 0.00 23.55 23.55 0.00 23.55
Total 1735.09 688.20 1046.89 1737.09 688.20 1048.89

77 DEPARTMENT BUDGETS
This section contains a summary for various City departments and other public entities, including the Berkeley Public Library and the Rent Stabilization Board. Each narrative includes a mission statement; an overview of the organizational structure and core services provided; a financial summary illustrates expenditures by type, by division, and by funding source; strategic plan priorities; anticipated challenges in the upcoming fiscal years; accomplishments achieved in the current fiscal year and highlights of significant changes from the prior year’s budget.

78 CITY ATTORNEY’S OFFI CE

MISSION STATEMENT
The mission of the City Attorney’s Office is to provide the City with the highest caliber legal services and advice and to protect and advance the interests of this dynamic City by all legal and ethical means.

ORGANIZATIONAL CHART

CIT Y ATTORNEY’S OFFICE OVERVIEW
The City Attorney's Office provides legal advice and support to the entire City, including the City Council, City Manager, all City Departments, as well as appointed City Boards and Commissions. In addition, the City Attorney’s Office:
• Supports the City in its legislative and policy efforts; • Responds to claims and represents the City in a wide array of litigation; • Brings litigation on behalf of the City to protect the City’s interests; • Drafts and/or reviews contracts, leases, ordinances, and resolutions; • Provides advice and legal analysis regarding ballot measures; • Provides legal support to the City’s response to the COVID-19 pandemic; • Provides legal support to City affordable housing programs; City Attorney
Deputy City
Attorney (7)
Assistant City
Attorney
Senior Legal
Secretary (3) Paralegal (2)
Legal Office
Supervisor

79 • Supports City staff in enforcement of the City’s laws and regulations; • Supports the City in land use and development efforts and modernizing its planning and zoning framework;
• Supports infrastructure projects and economic development efforts; • Responds to Public Records Act (PRA) requests on behalf of the City Council, as well as coordinating responses to PRA requests that involve multiple departments; • Staffs the Fair Campaign Practices Commission and the Open Government Commission;
• Provides support to the City’s Independent Redistricting Commission • Provides support to the Police Accountability Board and the Reimagining Public Safety Task Force;
• Acts as the Risk Manager for the City; and
• Provides training to City staff, City Council, and City Boards and Commissions on a range of legal issues, including the Brown Act, the Public Records Act, California Environmental Quality Act (CEQA), and conflicts of interest.

80 CITY ATTORNEY’S OFFI CE FINANCIAL SUMMARY

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
2,555,631

2,162,620

2,615,730

3,471,032

3,974,284

4,043,357
Services and Materials
2,677,046

2,174,097

3,379,051

3,569,479

3,595,679

3,595,679
Capital Outlay 3,199 4,790 4,790 4,790 Internal Services 92,461
219,260

219,586

232,795

232,795

232,795
Indirect Cost Transfer 5,213

5,333,550

4,555,976

6,214,367

7,278,096

7,807,548

7,876,621

By Division:

Administration
432,164

580,347

606,870

589,939

699,497

706,117
Legal Advice & Litigation
4,901,386

3,975,629

5,607,497

6,688,157

7,108,051

7,170,504

5,333,550

4,555,976

6,214,367

7,278,096

7,807,548

7,876,621

By Fund:

General Fund
2,181,489

2,217,772

2,762,048

3,434,164

4,010,250

4,065,279
Public Liability
3,022,668

2,338,204

3,310,972

3,843,932

3,797,298

3,811,342
Other
129,393
143,347

5,333,550

4,555,976

6,216,367

7,278,096

7,807,548

7,876,621

81 STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
The City Attorney’s Office has no Strategic Plan Projects and Programs in FY 23 - 24 where it serves as the lead department; however, the office serves as a support department to most projects by providing legal advice, review, and defense.

CHALLENGES
The City Attorney’s Office’s challenges/opportunities include:
• Increased Need to Support New Policy Initiatives: The City Council created a set of Policy Committees to help navigate new policy initiatives. The City Attorney staffs these meetings routinely and plays a central role in providing legal advice throughout the legislative process. The number and complexity of new ordinances and other policy initiatives by the City Council or by City Boards or Commissions require significant City Attorney staff time to assist with drafting legislation and navigating legal issues. The propensity of the City Council to pursue groundbreaking, innovative legislation requires significant research and analysis prior to the adoption of the legislation, and the City Attorney’s Office is also responsible for defending legal challenges to the legislation.
• Increasing Number of Complex Litigation Matters: An evolving legal landscape and the need to support City Council and staff priorities has resulted in an increasing number of complex litigations being handled by the City Attorney’s Office. The City is also pursuing a number of initiatives proactively and has filed affirmative lawsuits to protect the City’s interests. The prosecution and defense of these lawsuits requires additional resources and time for the legal staff. In addition, City Attorney staff has been heavily involved in navigating the legal issues surrounding the new UC Berkeley Long Range Development Plan.
• Substantially Increased Volume of Public Records Act Requests: The number and scope of Public Records Act requests fielded by the City Attorney’s Office has generally increased over the past seven years, with a substantial uptick in 2021 and 2022. Responding to these requests increasingly calls for the review and production of voluminous electronic records. With the advent of new Police Record Disclosure Laws, there is a new body of work that the City Attorney’s Office is supporting that did not exist previously.

ACCOMPLISHMENTS
Highlights of recent City Attorney’s Office accomplishments include:
• Continued to support the City’s COVID-19 Response: The City Attorney’s Office continued to support the City’s wide-ranging efforts to deal with the COVID-19

82 response, including through implementation of both a vaccine verification requirement for local businesses, and a vaccination mandate for City employees. In addition, the City Attorney’s Office remained integrated into the City’s Emergency Operation Center and provided daily support for the City’s COVID-19 response. The Office drafted Health Officer orders necessary to respond to the COVID-19 emergency, provided legal support for the public health response to serious outbreaks of COVID-19, and supported the Health Officer in issuing timely orders that responded to the changing conditions of the pandemic. • Supported major projects such as the Bayer Development Agreement and settlement with the University of California over its Long-Range Development Plan: Bayer will contribute $33 million in community benefits over the course of a 30- year development agreement for their West Berkeley facilities. The University will provide $84 million to defray costs incurred by the City associated with the campus through 2036. The University will also provide significant services for the unhoused population near People’s Park.
• Supported the City's Efforts to Reimagine Public Safety: The City Attorney’s Office partnered with the City Manager’s Office, the Police Advisory Board, the Reimagining Public Safety Task Force, and others to begin implementing the Council's vision of a comprehensive new approach to public safety, including a new Use of Force policy.
• Public Records Act Modernization and Accountability: The City Attorney’s Office responded directly to over 130 Public Records Act (PRA) requests and provided support and training to City departments on a wide array of PRA issues, including a comprehensive update of the City’s Public Records Act policy. The Office supported the migration of the City’s PRA response workflow to the NextRequest platform. The Office responded to and provided support to City departments for a variety of complex, high-profile requests, including requests from the Police Department and requests relating to the City’s COVID-19 response.

SIGNIFICANT CHANGES FRO M PRIOR YEAR’S BUDGET
The FY 23 baseline budget increases by $529,452, or 7.27% over the FY 22 Adopted Budget of $7.8 million. This is primarily due to an increase of $503,252 in salaries and benefit costs.

The City Attorney’s Office is asking for two new positions to support the City’s ongoing and growing legal and administrative work as well as funding for case management software and office modernization.

83 CITY AUDITOR’S OFFIC E

MISSION STATEMENT
The mission of the City Auditor’s Office is to promote transparency and accountability in Berkeley government. Integrity, independence, impact, and inclusion are core tenets of our operations. Those values ensure the Office conducts its audits with the interest of the Berkeley community in mind to provide a fair, balanced, and objective opinion on the status of the City operations being audited.

ORGANIZATIONAL CHART

CITY AUDITOR’S OFFIC E OVERVIEW
The City Auditor is an elected official who serves the residents of Berkeley. The City Charter and Berkeley Municipal Code provide the City Auditor’s Office the authority and responsibility for conducting performance, financial, and compliance audits, and monitoring citywide payroll operations to ensure payroll transactions are processed accurately and timely. The City Auditor’s Office plays a vital role in ensuring taxpayer money is spent efficiently, economically, effectively, and equitably, and for examining payroll for compliance with employee compensation policies, laws, and regulations.

The City of Berkeley Auditor’s Office is divided into two divisions, performance audit and payroll audit:
• Performance Audit Division: The performance audit division focuses on assessing City activities and making recommendations to the City Council and City Manager on how to improve program performance. Other services include publicly reporting audit People of
Berkeley
City Auditor
Payroll Audit Performance
Audit

84 results and reporting on management’s progress implementing audit recommendations or any hindrances to implementation.
• Payroll Audit Division: The payroll audit division coordinates and monitors certain portions of the Citywide payroll operations, including assisting management with compliance on federal, state, and local tax and labor laws. While decisions about pay are not within the purview of this office, consistent review of various parts of the City payroll system helps prevent fraud and address incorrect payments.

85 CITY AUDITOR’S OFFIC E FINANCIAL SUMMARY

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
2,259,727

2,240,439

2,227,535

2,503,968

2,796,961

2,820,447
Services and Supplies
62,052

60,455

68,948

70,833

72,385

72,385
Capital Outlay
5,603

4,051

4,051
Internal Services
94,910

226,231

229,599

225,479

227,979

227,979
Indirect Cost Transfer

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

By Division:

Administration
406,905

496,512

505,804

509,508

672,904

682,754
General Audit
930,332

940,218

997,583

1,078,198

975,422

972,747
Payroll Audit
1,079,453

1,090,395

1,022,695

1,218,177

1,453,050

1,469,361

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

By Fund:

General Fund
2,266,839

2,432,086

2,467,028

2,705,379

3,006,058

3,026,481
Workers'
Compensation

149,850

95,039

59,054

100,504

95,318

98,381

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

86 STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
The City Auditor operates as an independent elected office to fulfill the responsibilities established in the City Charter to conduct performance and financial audits or special studies of any phases of the City of Berkeley government in accordance with government auditing standards. While the performance audit and payroll audit divisions consider the Strategic Plan, the City Auditor creates an independent internal work plan based on risks and input from stakeholders, including community input, in fulfilling its charter mandated responsibilities.

87 PERFORMANCE MEASURES SUMMARY
The below table summarizes the City Auditor’s Office performance measures.

Measure Description Target Actual Tracking
Reports issued Count of total reports (i.e., audit,
informational, report on follow-ups) n/a3
• 3 reports
n/a
Recommendations
issued
Count of all issued
recommendations; count of
recommendations by type n/a
14 recommendations:
• 2 Transparency & Accountability
• 6 Efficiency & Effectiveness
• 6 Internal Controls
n/a
Accurate, correct
paychecks
Number of accurate and correct
paychecks 99%
• 99.3% accuracy with
implementation of new payroll
system

Corrections made to
personnel actions
(PAs)
Number of PAs in which Payroll Audit
identified and corrected errors
↓
• 97% (calendar year 2021)
n/a4
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

3 The number of reports and recommendations issued varies depending on capacity, need and issue being addressed. 4 97% of audited PAs had errors that Payroll Audit identified and corrected. Payroll Audit continues to work with the Human Resources Department to improve the accuracy of PAs submitted to Payroll Audit. Additionally, as described elsewhere, the City Auditor is seeking additional staffing to help with corrections until accuracy improves.

88 CHALLENGES
The City Auditor’s Office challenges include:
• COVID-19 Pandemic: The Auditor’s Office had to shift priorities due to the City’s focus on the pandemic response. Certain functions were put on hold during the pandemic, including following up with City departments on outstanding audit recommendations. Challenges in the upcoming budget cycle will include reimplementing these functions and working with departments to address overdue audit recommendations.
• Employee Self Service and ExecuTime: The Payroll Audit Division will work with City management, including the Information Technology Department and Human Resources (HR) to roll out the Employee Self Service (ESS) portal. Employees will be able to change their tax withholdings and print copies of their paystubs and W-2 forms using this system. Payroll audit will also play a critical role in implementing ExecuTime. The ExecuTime System will improve productivity and efficiency by reducing the risk of erroneous time entries and preventing fraud and improper payments. The payroll audit division may experience challenges managing logistical issues and troubleshooting errors during implementation. Payroll audit will be ready to assist during this process dependent on City management’s timeline to ensure a smooth transition.
• ERMA
5 Implementation: The Payroll Audit Division has faced continued challenges in managing the transition from FUND$6 to the ERMA system. Payroll Audit has needed to troubleshoot logistical issues and answer user questions. The new system has additionally contributed to higher payroll error rates. While payroll errors from across departments are expected with the implementation of a new system, payroll audit has had to spend more time auditing payroll transactions and correcting errors. Payroll Audit has also increased its time in providing information and assistance to city management in resolving ERMA implementation challenges.

Moving forward, Payroll Audit will continue to monitor system implementation and respond to any challenges that arise.
• HR Payroll Transaction Error Rate: The Payroll Audit Division has dealt with an increase in errors from HR payroll transactions. Payroll Audit reviews these HR transactions and corrects any errors to ensure city employees receive accurate payments. The error rate has increased over time, from an average of 6.7 percent in 2016 to 94.5 percent in 2022. Since March 2021, the error rate has been over 85

5 The City’s new enterprise resource planning (ERP) software, referred to as ERMA (Enterprise Resource Management Application).
6 The City’s legacy enterprise resource planning (ERP) software, referred to as FUND$ (Financial Utility Network Data $ystem).

89 percent for all transactions. The following graphic demonstrates the yearly change in average error rate across all transactions:

The increase in the error rate places a greater burden on the Payroll Audit Division, and requires more time and resources to catch and correct errors.

ACCOMPLISHMENTS
Highlights of the City Auditor’s Office accomplishments include:
• Performance Audit Division: The Performance Audit Division won the 2020 Exemplary Knighton Award in the Small Shop Category from the Association of Local Government Auditors (ALGA) Awards Program Committee for the audit titled Rocky Road: Berkeley Streets at Risk and Significantly Underfunded. This was awarded on April 8, 2021. Performance Audit has also made strides in increasing the accessibility of its work by translating its report highlights pages into Spanish.

The Auditor’s Office continues to prioritize the accessibility and transparency of its audits.
• Payroll Audit Division: The Payroll Audit Division assisted in the implementation of ERMA, the new Windows-based payroll system that allows for modernized payroll operations. In 2021, the first year of operation, Payroll Audit devoted many weekly hours to troubleshooting bugs, streamlining processes, and assisting City management in resolving issues. This process will continue as the Division learns more about the new system’s functionalities.

90 SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $295,493, or 10.53% over the FY 22 Adopted Budget of $3.1 million. This is primarily due to an increase of $292,993 in salaries and benefit costs.

The Auditor’s Office is requesting a few primary changes to the departmental budget:
one position increase in payroll audit from 50 percent to 75 percent; one temporary Auditor II staff position; and an increase in the overtime budget for the Payroll Audit Division’ and a 2-year temporary auditor position to work on ERMA implementation issues. These changes are necessary due to the change from the FUND$ financial system to the ERMA financial system. The ERMA system requires more data entry into the system than in FUND$, therefore, it requires more time to audit personnel actions (PAs).

91 CITY CLERK DEPARTMEN T

MISSION STATEMENT
The City Clerk Department provides Citywide oversight for legislative proceedings of the City Council and its committees. As the Elections Official and Filing Officer, the City Clerk administers municipal elections, campaign finance, and conflict of interest regulations. As the Records Manager, the Department administers the Citywide Records Management Program to maintain the integrity of documented actions of the legislative bodies, and accessibility to the public. The Department performs all mandated functions under the United States Constitution, the Constitution of the State of California, State Codes, the Charter of the City of Berkeley, and the Berkeley Municipal Code.

ORGANIZATIONAL CHART

CIT Y CLERK DEPARTMENT
The City Clerk Department delivers the following services:
• City Council and Commission Support: City Clerk staff prepares the agendas, agenda packets, minutes, and legal notices for the City Council, the Successor Agency to the Redevelopment Agency, and the Joint Powers Financing Authority, City Clerk
Citywide Records
Program
Public Information
Electronic Records
Contracts Processing
Agenda Process
Legislative History
Municipal Code
Appeals/Public
Hearings
Elections/Campaign
Finance
Lobbyist Registration
Commissions
Conflict of
Interest/Form 700
Front Counter
ERMA Transactions
Office Support

92 and provides for the captioning and indexing of meeting video streams. The City Clerk Department also provides support to all six City Council Policy Committees and completes the necessary arrangements to ensure an effective meeting. The City Clerk administers the commission appointment process, maintains the information regarding the commission rules and regulations, and serves as an advisor for commission secretaries.
• Legislative History: The City Clerk facilitates, manages, and supports the meetings of the City Council, the Successor Agency to the Redevelopment Agency, the Joint Powers Financing Authority, and Council Policy Committees, and maintains the legislative history of the City (i.e., ordinances, resolutions, minutes), including the Charter and the Municipal Code.
• Public Information and Records: The Department provides general information and services to the public including: 1) administration of the Domestic Partnership Registry; 2) codification of the Municipal Code; and 3) access to public information and records. Members of the public are welcome to visit the City Clerk Department to research and review legislative actions, candidate and ballot measure information, campaign and conflict of interest filings, registered lobbyists disclosure statements, and other public information. City Clerk staff maintains a broad range of information on the City’s website at https://berkeleyca.gov/your-gover nment/about-
us/departments/city-clerk-department.

The Department also maintains the Records Online public access portal. This portal provides the public with quick and easy access to vital City records such as minutes, ordinances, resolutions, staff reports, election information, and contracts. • Citywide Records Management: The C
ity Clerk is the Custodian of Records for the
City and as such, administers the Citywide Records Program, prepares and maintains the City’s Records Retention Schedule and provides education to departments on the principles of records management and industry best practices by providing trainings, guidance, and advice as needed. The City Clerk contracts with an off-site records storage facility where 11,000 boxes of City records are stored.

The Department is responsible for managing the storage, retrieval, retention, and authorized destruction of all official City records.
• Campaign and Conflict Law: The City Clerk is the local Filing Officer for the State of California. The City Clerk maintains regulations and forms under the State’s Political Reform Act, Berkeley’s Election Reform Act and Lobbyist Registration Act, and the Berkeley public financing ordinance. All local campaign committees are required to file campaign statements with the City Clerk. All designated employees, elected officials and appointed commissioners are required to file conflict of interest statements with the City Clerk.
• Elections: The City Clerk is the Elections Official and administers the City’s regular and special municipal elections in accordance with state and local laws including: 1)

93 the nomination process for candidates for Mayor, Council, Auditor, Rent Board, and School Board; 2) processing and managing the initiative, referendum, and recall petitions; 3) ballot measure argument filing; 4) coordination with the Alameda County Registrar of Voters for regular and special elections services; and 5) ensuring transparency, accessibility, and equity in the public’s engagement with the municipal election process.

The City Clerk is the Charter-designated secretary for the Independent Redistricting Commission, a 13-member commission tasked with redrawing the Council district boundaries after each decennial census.

94 CIT Y CLERK DEPARTMENT FINANCIAL SUMMARY

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
1,559,308

1,529,902

1,672,456

1,631,778

1,811,749

1,877,785
Services and Materials
1,001,296

351,865

1,340,663

1,066,477

1,180,477

1,180,477
Capital Outlay 4,097
25,390

25,390

25,390
Internal Services
82,882

183,877

181,085

178,094

178,094

178,094
Indirect Cost Transfer

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

By Division:

City Clerk
Administration
124
181 75
Operations
1,086,592

1,195,180

1,242,529

1,231,243

2,179,090

2,242,175
Records Management
442,543

479,525

459,841

576,543

133,600

133,600
Elections
1,114,226

394,855

1,491,759

1,093,953

883,020

885,971

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

By Fund:

General Fund
2,643,486

2,069,740

2,832,552

2,396,737

2,684,842

2,747,927
Fair Elections
361,652

505,002

510,868

513,819

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

95 STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially
healthy City
government
Finance,
Information
Technology
Citywide
Contract
Creation and
Approval
Paperless
Workflow
Implement a
new paperless
system for the
compiling,
routing,
approval, and
retention of city
contracts.
7/22-6/23 New $150,000
(requesting
funding)

PERFORMANCE MEASURES SUMMARY
The below table summarizes the City Clerk Department’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
Number of City Council
legislative items collated, tracked
per agenda and minutes
Count of items per meeting (from
meeting agenda plus any added items
reflected in minutes)
n/a
7 807 items
n/a
Number of Policy Committee
legislative items collated, tracked
per agenda and minutes
Count of items per meeting (from
meeting agenda plus any added items
reflected in minutes); the same items
n/a
545 items
n/a

7 There are no “targets” for the City Clerk’s Office, as their numbers are directly dependent on the amount of City Council activity in a given year.

96 Measure Description Target Actual Tracking
appear on multiple agendas and must
be processed and compiled anew for
each meeting (including amendments
and revised versions)
Number of records indexed in the
public portal
Count of records indexed to the portal n/a 2,570 records n/a Number of City Council meetings
and Policy Committee meetings
administered
Total count of City Council and Policy
Committee meetings n/a
170 meetings
n/a
Number of disclosures
processed
Count of campaign finance filings,
lobbyist disclosures, and Form 700
filings
n/a
• 208 campaign
finance filings
• 126 lobbyist
disclosures
• 1,203 Form 700
filings
n/a
Number of communications the
City Clerk receives
Count of communications n/a 4,086
communications n/a

97 CHALLENGES
City Clerk Department challenges include:
• Election Cost Uncertainty: The City relies on the Alameda County Registrar of Voters to provide election services to the city for regular election activities as well as the additional cost of Ranked-Choice Voting. Election services have seen a steep increase since 2018, with the City’s first million-dollar election in 2020. It is uncertain at this time how recent state mandates and the pandemic will affect election costs on an ongoing basis. The billable costs of the November 2022 election should provide a more stable baseline for election cost allocations in future years. • New Mandated Programs: Four new mandated programs, the Public Financing Program (2016 & 2021), Lobbyist Registration (2019), City Council Policy Committees (2019), and Redistricting Commission (2020), have added significant demands to the staffing capacity of the City Clerk Department. The added time demands for the mandated programs has resulted in a decreased level of service to customers in the regulated community. For example, the Department is not able to offer the same level of assistance to campaign committee treasurers as was possible in past elections. Instead of being able to work with treasurers to troubleshoot issues and find solutions to inquiries, staff must only direct treasurers to the controlling regulation in order to be able to meet all competing demands.

In 2021, the Public Financing Program was expanded to allow candidates for Auditor, Rent Board, and School Board to participate in the public funds matching scheme. This will place additional demands on staff time to review and process paperwork and matching funds requests from the newly added offices. The amount of funds allocated from the Fair Elections Fund is capped in the City Charter, so no new funds can be allocated from the Fund for administrative costs. • Continuous Demands for Increased Technology Services: The City Clerk Department relies heavily on external software to automate processes and also has a high demand for service from the Department of Information Technology.

ACCOMPLISHMENTS
Highlights of recent City Clerk Department accomplishments include:
• Administration of the 2021-2022 Redistricting Process: The City Clerk Department was the primary support department for the Independent Redistricting Commission. The Commission process started in September of 2020 and concluded in May of 2022. The City Clerk supported all aspects of the Commission - staffing 31 meetings, conducting virtual and in-person outreach activities, assisting with map drafting, compiling and publishing 80 Community of Interest Forms and 270 written

98 communications, coordinating with professional consultants, the City Attorney, IT, and mapping software vendors. The process was completed on-time and within budget during the pandemic and on a compressed timeline to meet the deadline to use the new districts in the 2022 election.
• Development and Testing of Hybrid Meeting Procedures: The City Clerk Department has researched, developed, tested, and refined procedures and technology needs for the conduct of “hybrid” meetings of legislative bodies. Two successful test meetings were conducted at the Berkeley Unified School District Boardroom in preparation for the return to in-person meetings later in May 2022. • Enhancements and Upgrade to Commissioner Tracking Software: City Clerk staff collaborated with the IT Department and outside consultants to significantly upgrade the Commissioner Tracking System (CTS) to replace outdated legacy databases and ensure the continued reliability and accuracy of commissioner data.

The CTS database is an essential system that is used every day to track and report on commissioner appointments, resignations, leaves of absences, temporary appointments, mandated filings, and term limits for the City’s 300 volunteer commissioners.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
• The FY 23 baseline budget increases by $293,971, or 10.13% over the FY 22 Adopted Budget of $2.9 million. This is primarily due to an increase of $179,971 in salaries and benefit costs.
• The City Clerk Department is requesting funding of $150,000 for the development and implementation of the paperless contract workflow project. • There are no anticipated changes to the staffing levels for the City Clerk Department for FY 23 – FY 24.

99 CITY MANAGER’S OFFIC E

MISSION STATEMENT
The mission of the City Manager’s Office is to build and maintain, through sound management principles and community participation, an effective City government organization; to ensure the effective delivery of services; to provide the management direction and support for the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

ORGANIZATIONAL CHART

City Manager
Administration Communications
Deputy City
Manager
Support Services &
Special Projects
Budget
Economic
Development
Special Projects
Deputy City
Manager
Operations
Appeals
Cross-
Departmental
Work
Neighborhood
Services

100

CITY MANAGER’S OFFI CE OVERVIEW
As the Chief Executive Officer of the City of Berkeley, the City Manager is responsible for ensuring the overall effectiveness of the city organization, for acting as a conduit between the legislative and executive branches and presenting Council with a balanced budget. Within the City Manager’s Office, the City Manager also directly oversees several divisions and major programs that deliver the following services:
• Communications: The Communications division elevates and coordinates the work of every department by using information designed for modern digital tools to efficiently align the public’s needs with City services. The division builds and maintains a variety of complex tools that represent the City in the public sphere, most prominently in the overhaul and reinvention of the City’s website, engaging use of social media and the management of citywide listservs for all departments. These roles are amplified in emergencies, when the rapid dissemination of coordinated information is critical to building trust and leading people to safety. Communications has led crisis communications efforts that require multi-agency coordination for public safety power shutoffs (PSPS), fire weather, protests, and, most prominently, for COVID-19.
• Office of Budget and Fiscal Management: The Office of Budget and Fiscal Management is primarily responsible for the preparation, development and management of the City’s budget. The division provides financial analysis and support to the City Council and the Budget and Finance Policy Committee in particular; reviews Council agenda items and contracts; assists with special projects and processes payroll for the City Manager’s Office, the Mayor and Council, the City Attorney’s Office, the City Clerk’s Office, the Human Resources Department, the Office of Police Accountability, and for the Berkeley Unified School District (BUSD) Board of Education.
• Special Projects - Enterprise Resource Planning (ERP): The ERP team leads the Citywide effort to replace the City’s decades-old system of integrated applications that manage city operations and many internal functions related to finance, budgeting, technology, services, and human resources. The replacement initiative includes analyzing business processes to leverage the power of technology.

Addressing this long-neglected but critical portion of city infrastructure will increase efficiency, reduce unnecessary manual functions and set a foundation for a City government that is more nimble, forward-thinking, and better able to serve each other and our community.
• Neighborhood Services Division: The Neighborhood Services Division brings together staff from different City departments and partners in the community to address citizen complaints and concerns that affect the quality of life for all who live or work in Berkeley. The Division consists of four units:

101

o Animal Care Services: Animal Care Services provides field services for the cities of Berkeley and Albany, and shelters animals from Berkeley, Albany, Piedmont, and Emeryville. The services include the enforcement of city ordinances related to animals, removal of killed or injured wildlife, impoundment of stray pets, and investigation of animal-related neglect, cruelty, nuisance and bite cases. The City’s animal shelter houses domestic animals from the cities of Berkeley, Albany, Emeryville, and Piedmont and provides not only a safe haven for these homeless pets, but also adoption services, advice on animal-related topics, lost and found pet reports, and free or low-cost spay/neuter vouchers for Berkeley residents‘ dogs and cats. The shelter houses a highly successful adoption program and consistently maintains a live release rate in excess of 90%. Animal Care Services also supports homeless and low-income pet owners by providing free pet food and other pet supplies daily on a walk-in basis. With field services available daily and the shelter open seven days a week, Animal Care Services is easily accessible and user friendly.
o Code Enforcement Unit: The Code Enforcement Unit is responsible for the enforcement of violations of the Berkeley Municipal Code including graffiti, blight, unauthorized signage, and illegal dumping. The Unit works in conjunction with a Planning Code Enforcement Officer to address land use and zoning complaints, such as illegal business, unpermitted living units, and accessory units.
o Special Events: The Special Events Unit coordinates staff from multiple departments to safely and efficiently support a variety of street and park events that make life in Berkeley vibrant and exciting, including the Berkeley Half Marathon, Solano Stroll, Telegraph Holiday Fair, and many more. o Homeless Response Team: The Homeless Response Team is the inter- departmental team that responds to homeless encampments in Berkeley, performing sustained outreach to move people indoors, while simultaneously reducing the impact of encampments on the City with a variety of interventions that reduce health and safety threats while avoiding citation and arrest.
• Appeals: The Appeals Unit is responsible for administrative hearings. Administrative hearings are provided as a venue to appeal various violations or enforcement actions issued by the City before a hearing examiner. Although there are numerous types of appeals, the most common hearings are conducted for parking citation appeals, business license tax appeals, administrative citation appeals, and nuisance abatement appeals.

102

CITY MANAGER’S OFFIC E FINANCIAL SUMMARY

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
6,297,159

6,490,128

6,793,257

7,530,022

7,896,437

8,131,580
Services and Materials
981,163

993,353

974,685

619,645

794,037

764,037
Capital Outlay
53,750

14,196

30,737

Internal Services
281,009

606,623

633,892

620,887

620,887

620,887
Indirect Cost Transfer
9,514

683

7,622,595

8,104,983

8,432,572

8,770,554

9,311,361

9,516,504

By Division:

Administration
2,766,609

3,517,716

3,416,609

3,345,960

3,678,302

3,738,007
Neighborhood Services
3,598,708

3,061,108

3,497,993

3,895,038

4,293,740

4,398,256
Budget & Fiscal Mgmt.
864,327

994,030

875,027

1,083,292

1,087,659

1,121,453
2020 Vision
392,951

532,130

642,829

446,264

251,660

258,788

7,622,595

8,104,985

8,432,459

8,770,554

9,311,361

9,516,504

By Fund:

General Fund
7,071,344

7,573,988

7,872,856

8,377,168

8,899,604

9,101,074
Animal Shelter Fund
47,927

30,764

20,682

52,480

52,480

52,480
Zero Waste Fund
275

-

30,118

48,600

48,600

48,600
Permit Service Center
82,575

5,624

Other Funds
420,475

494,609

508,916

292,306

310,677

314,350

7,622,595

8,104,984

8,432,572

8,770,554

9,311,361

9,516,504

103

STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Champion
and
demonstrate
social and
racial equity
City
Manager’s
Office,
Information
Technology
(IT), Parks
Recreation &
Waterfront
African American
Holistic Resource
Center
In partnership with
many in the
community, plan for
the development of a
holistic African
American Resource
Center in South
Berkeley, which will
serve as a place of
support and strength
for the Berkeley
community.
7/17-To be
determined
Continuing $7,250,000+
(FY 22
funded)
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
All City
Departments
Annual Survey Implementing an
Annual Survey to
better understand the
needs of the
community.
7/20-To be
determined
Continuing $25,000 (FY
22 funded)
Create a
resilient,
safe,
connected,
All City
Departments
COVID-19
Demobilization and
Recovery
COVID vaccine is
universally available.

However, there are
still public health
To be
determined
Continuing Unfunded;
amount to
be
determined

104

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
and prepared
city
areas to address
related to City
physical infrastructure
and behavioral
change in order to
open up all of the
City's public buildings
and services. These
changes have yet to
be determined and
they are not
budgeted.

Champion
and
demonstrate
social and
racial equity
All City
Departments
Equity Toolkit
Operationalizing
equity lens in service
delivery and project
planning (e.g., toolkit
deliverable from
Racial Equity Action
Plan including things
like adding an equity
item to agenda
reports, requiring an
equity checklist as
part of project work
plans, etc).
7/19-To be
determined
Continuing On hold
Provide an
efficient and
financially-
healthy City
government
All City
Departments
Performance
Management
Implementing results-
based accountability
citywide and provide
a dashboard to better
communicate results.
1/20-To be
determined
Continuing Staff time
(dashboard
component
unfunded/on
hold)

105

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Champion
and
demonstrate
social and
racial
accountability
City Attorney,
Fire, Health
Housing &
Community
Services,
Human
Resources,
Police, Public
Works
Police Accountability
Board
Implementation
Establishing the
Office of the Director
of Police
Accountability
pursuant to Measure
II.
12/20-6/22 Continuing
$45,000
(director
recruitment,
FY 22
funded) +
estimated
$1,100,000
(department
budget, FY
22 funded)
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Public
Communications
Toolkit
Develop a suite of
tools, templates, and
short training videos
to help organization-
wide staff more
effectively tell their
story, inform
community members
about services and
opportunities, and
meet operational
goals through high
quality public
communications.
3/21-To be
determined
Continuing Staff time;
$25,000
(requesting
funding)
Champion
and
demonstrate
social and
racial equity
All City
Departments
Racial Equity Action
Plan
With assistance from
the Government
Alliance on Race and
Equity and
researchers from UC
Berkeley, develop a
8/18-To be
determined
Continuing On hold

106

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Racial Equity Action
Plan designed to
integrate equity
considerations
throughout City
operations and
services and to
influence change
within the community.

Champion
and
demonstrate
social and
racial equity
City Attorney,
Human
Resources,
Health
Housing &
Community
Services,
Police, Fire,
Public Works
Reimagining Public
Safety
Implementation of
July 2020 Omnibus
package to develop a
new paradigm of
public safety (i.e.,
BerkDOT, Specialized
Care Unit, Priority
Dispatching, analysis
of claims and
settlements, and
community
engagement).
8/20-6/25 Continuing To be
determined
Champion
and
demonstrate
social and
racial equity
All City
Departments
Accessibility
Training
Monitor website, train
staff and enforce
guidelines.
3/22-To be
determined
New $11,000 (FY
23 funded)
Foster a
dynamic,
sustainable,
and locally-
Planning,
Finance, City
Attorney,
Health
Update and
Implementation of
Street Vendor
Ordinance
Update the City's
street vendor
ordinance to comply
10/23-7/24 New (to the
Strategic
Plan, but
$156,110
(requesting
funding)

107

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
based
economy
Housing &
Community
Services,
Public Works
with changes in State
law (SB 946).
effort already
underway)
Create
affordable
housing and
housing
support
services for
our most
vulnerable
community
members
Health
Housing &
Community
Services
Referral Responses:

Managing
Recreational Vehicle
(RV) Parking
Transition RV parking
program from
Grayson Street.
7/22-10/22 New (to the
Strategic
Plan, but
effort already
underway)
Staff time
Create
affordable
housing and
housing
support
services for
our most
vulnerable
community
members
City Attorney,
Health
Housing &
Community
Services,
Parks
Recreation &
Waterfront,
Police, Public
Works
Sidewalk Policy
Amendments
Propose potential
amendments/changes
to City ordinances to
more effectively and
humanely manage
encampments. This
responds to two
referrals: (1) City of
Berkeley
Neighborhood
Services and
Outreach Program
(formerly “Amend
April 26, 2018
Referral Regarding
Sidewalks”) and (2)
1/23-7/23 New Staff time

108

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Non-Criminal Options
for Enforcement of
Sidewalk Regulations
Create
affordable
housing and
housing
support
services for
our most
vulnerable
community
members
City Attorney,
Health
Housing &
Community
Services,
Police, Parks
Recreation &
Waterfront,
Public Works
Resolve
Encampment at
People's Park and
operate Rodeway
Inn as
noncongregate
shelter
Transition individuals
currently living in
People's Park into
safe noncongregate
shelter at the
Rodeway Inn
6/23-6/23 New $4,708,015
(requesting
funding)
Create
affordable
housing and
housing
support
services for
our most
vulnerable
community
members
City Attorney,
Planning
Group Living
Accommodation
Ordinance
implementation
Update
implementation to
ensure better records-
keeping and
regulation of
organizations with
functionally equivalent
exemptions
1/22-9/22 New $156,110
(requesting
funding)
Attract and
retain a
talented and
diverse City
government
workforce
All City
Departments
Employee Retention
& Morale Building/
Engagement &
Talent Acquisition
(recruitment)
Create programs to
ensure City of
Berkeley as an
employer of choice to
attract and retain a
diverse valued
workforce with
9/22-6/24 New $350,000
(requesting
funding)

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
onboarding and
orientation,
mentorship programs,
alternative work
schedules, wellness
offerings,
recognitions, and
rewards.

Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Communications
Request Form
Create a tool that
allows departments to
more effectively
request and submit
adequate information
for Communications
requests
7/22-6/24 New $25,000
(requesting
funding)
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
Information
Technology
Photo Library Create a searchable
database of photos
for staff to use in
external
communications
7/22-6/24 New $25,000
(requesting
funding)

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
the
community
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Develop Branding
Standards
Create a branding
document with tools
so that staff can
communicate at all
levels using a
consistent look and
feel
7/22-6/24 New $100,000
(requesting
funding)

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PERFORMANCE MEASURES SUMMARY
The below table summarizes the City Manager’s Office performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
High live release/low
euthanasia
Live release rate Stay at or
below 10%
• 6%

Length of stay in shelter Average days per animal shelter stay ↓ • 8 days n/a8 Adoption rate Percentage of animals adopted ↑ • 22% n/a Rescue rate Percentage of animals going to
nonprofit rescues
↑ • 35% n/a
Return to owner rate Percentage of animals returned to
owners
↑ • 34% n/a
Disease control for
humans and animals
Count of vaccinations ↑ • 1,974 vaccinations 
Number of
spays/neuters provided
Count of spayed/neutered animals ↑ • 674 animals 
Total volunteers Count of volunteers ↑ • 229 volunteers n/a Number of volunteer
hours
Count of volunteer hours ↑ • 9,780 hours 
Foster rate Percentage of volunteers who foster
animals
↑ • 15% 
Number of surgeries
provided

Count of non-sterilization surgeries
provided
↑ • 63 surgeries

Shelter uptake rate Percentage of shelter offers that
result in a move-in
↑ • 39% n/a

8 First year tracking data for length of stay in shelter, adoption rate, rescue rate, return to owner rate, total volunteers, shelter uptake rate, tonnage/pounds of debris, closures.

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Measure Description Target Actual Tracking
Tonnage/pounds of
debris
Average pounds of debris removed
from encampments/month
Maintain at
27,000
lbs/month
• 27,453 lbs/months
n/a
Storage provision Average number of storage notices
provided/month
n/a9 • 6 storage notices n/a
Noticings Average number of violation notices
provided/month
n/a • 9 violation notices n/a
Closures Average number of encampment
closures performed/month
Maintain at
3/month
• 3 closures n/a
Case response time Average days to resolve case ↓ • 53 days n/a10 Case completion rate Percent closed/complete/resolved
cases (excludes duplicate
complaints and invalid complaints)
↑ • 71%

Case completion ratio Ratio of closed/completed/resolved cases to total cases received
↑ • 303 cases, 235
closed11 
Balanced budget Achieving a balanced budget Balanced
budget
• Balanced 
Government Finance
Officers Association
(GFOA) Distinguished
Budget Presentation
Receiving GFOA award each cycle Received
award
• Did not submit for
award 
Reporting on unfunded
liabilities
Reporting on unfunded liabilities
each cycle
Issued
report
• Not applicable, report
is only issued every 2
years.
n/a
Achieve healthy
reserves
Amounts contributed annually to
reserves
Percentage
targets per
• Ability to fund Workers
Compensation 98% of
target


9 Because conditions on the street and at each encampment are fluid, staff cannot provide a useful target for either the storage provision measure or the noticings measure.
10 Starting in 2021, the calculation includes the case queue numbers from all staff in the unit, including the supervisor.

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Measure Description Target Actual Tracking
reserve
policy
• General Fund
Reserves 90.9% of
2020 target and 50.6%
of 2027 target
Review Agenda Reports
for fiscal impact and
consistency
Number of agenda reports reviewed n/a • 726 reports
n/a
Review contracts Number of contracts reviewed n/a • 549 contracts n/a Processing budget
adjustments to ensure
the City and
Departments do not
overspend appropriation
authority
Number of budget adjustments
updated, annually
n/a • 1,113 adjustments
n/a
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

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CHALLENGES
The City Manager’s Office challenges include:
• Communications
o Staffing: The Communications Unit increases efficiency throughout the organization by reducing direct costs and staff time while increasing the ability for community members to access resources and services by themselves.

The Communications Unit currently has four people and is understaffed compared to other jurisdictions
o Digital Presence: The Unit has led the effort to create a new digital presence for the City of Berkeley. The existing site had decades of underlying issues that needed to be addressed. This work lays a foundation for all City services.

To complete this work, the Communications staff assumed over a dozen roles that were scattered throughout the organization or not done at all.

Additionally, the recent launch of berkeleyca.gov transformed virtually every aspect of the City’s website operations and addressed a wide range of deficiencies dating back almost thirty years to the birth of the internet.

Modernizing the City’s digital communications doesn’t end on with the launch- - helping guide staff toward consistent practices will require considerable work and collaboration citywide.
o COVID Pandemic and Other Emergency Response: The COVID-19 pandemic created unprecedented demand for information. Berkeley’s Communications Unit has developed a deep knowledge and expertise that has helped shape COVID communications throughout the region through close partnerships with other public health agencies. However, the City currently does not have capacity for full communications emergency response for vacations, holidays or after hours. Additionally, there is a still constant churn of information as the virus mutates and the scientific understanding of the virus evolves. An administrative assistant pivotal to pandemic communications has moved on to another position in the City. The Unit is no longer able to keep up with the pace of change
o Consistency: Most media calls are dispersed through departments, leading to inconsistent response. This leads to diminished trust in the public sphere. • Office of Budget and Fiscal Management: As local revenues continue to rebound from the pandemic, it will be challenging to develop balanced budgets for FY 23 and FY 24 that address critical City needs, unfunded liabilities, and allocated resources to address priorities established by the City Council.
• Neighborhood Services

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o Animal Care Services: The opening of businesses and the resumption of normal activities beginning summer 2021 had a major impact on the operations of Animal Services. The robust foster program that existed during 'shelter in place' very quickly diminished as fosters and potential fosters returned to work and school. With the opening of the animal shelter to the public during this same time period, the number of incoming animals began to increase and is now at pre-COVID numbers. However, the number of volunteers has not returned to pre-COVID levels and a number of staff positions remain vacant, placing constraints on field response times. o Code Enforcement Unit: At the pandemic’s height, the Code Enforcement Supervisor coordinated closely with the Emergency Operations Center (EOC) to enforce all non-food related COVID-19 Health Order Violations in the City of Berkeley. This resulted in an increase in COVID-19 related caseloads above and beyond the Unit’s baseline work. Consequently, the Unit’s response time has increased and the goal of addressing all complaints within 10 days of receipt has not been met. Although COVID workload has since decreased, the Unit is still addressing a backlog of complaints that are up to two months old. Additionally, the Unit assists and coordinates with the City’s Building and Safety inspectors, Health, Housing and Community Services (HHCS) inspectors, and Public Works with investigation and enforcement of reported violations. The 2018 City Auditor’s report on the Code Enforcement Unit identified staffing shortages as a constraint to performance, but the Unit’s staffing has not grown despite these increased demands. o Special Events: As vaccination rates in Berkeley rise and case rates fall, those who live in and love Berkeley are excited to experience all the City has to offer once again. As a result, requests for Special Events permits are at record highs. Moreover, events that had to be canceled or postponed during COVID surges in 2021 are now being rescheduled alongside 2022’s slate of events. This has resulted in a long queue of events to plan, coordinate, and permit, despite staffing challenges. The special events team consists of one full-time FTE assigned from Neighborhood Services and 8-10 staff from other departments.; Staffing has been challenging in some areas as some staff were reassigned to other duties. Also, there is limited infrastructural support, as some events previously held indoors now seek outdoor accommodations. o Homeless Response Team: The H
omeless Response Team (HRT)
launched in September 2021 and faced a daunting challenge of resuming operations at encampments and recreational vehicle (RV) communities after a year and a half in which encampment enforcement, even for egregious health and safety violations, was paused due to the Centers for Disease Control and Prevention (CDC) encampment guidance. During the first 6

116

months of operations, in order to mitigate health and safety concerns at encampments that had become deeply entrenched during the pandemic, the HRT had a large number of dangerous encampments to resolve, despite limited housing resources, a shelter system that is still operating at reduced capacity due to COVID, and a legal landscape that has limited the City’s ability to intervene.
• Appeals: Many appeals are scheduled by departments outside of the City Manager’s Office. Because of this, any delays by these departments due to staff shortages or other reasons, can create a bottleneck effect with appeals.

ACCOMPLISHMENTS
The City Manager’s Office accomplishments include:
• Communications
o Pandemic Communications: The City’s communications staff led the pandemic communications response through the EOC’s Joint Information Center (JIC): researching, drafting messages, coordinating internally and externally, and publishing a range of materials. In 2021, the primary focus of the EOC’s JIC was to get Berkeley vaccinated by creating clear, simple messaging and instructions that the public could use to find and sign up for first and second vaccine doses. These communications covered virtually every customer-facing aspect of vaccine delivery.
 Vaccine Messaging: JIC staff worked with public health and other government agencies around the region to coordinate and focus regional messaging around vaccination.
 Vaccine Notification Strategy: The JIC created and designed a sign- up form, vaccine notification emails and a messaging plan that emphasized transparency to build trust. The City widely promoted and used a single email notification list to alert people about available vaccine. The City used this list weeks, and sometimes months, before other jurisdictions were able to direct their communities to available vaccine. By June 2021, this vaccine communication strategy generated nearly 4 million points of contact with community members. The JIC repeatedly got emails from members of the public expressing confidence that they would be alerted to available vaccine when it was their turn.
 Vaccine Second-Dose Customer Support: The five-person JIC team created an onsite and offsite workflow to address customer needs for every aspect of second dose delivery, including:

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• A dedicated second dose webpage with clear guidance that became one of the City’s most popular web pages of all time. • Professional, HIPAA12-secure emails that were custom coded to individually reach thousands of people for second dose
appointments.
• Working with Curative, Inc., to create dedicated second dose website links (a first for the company) and onsite signup for second doses.
• Onsite signage about how to get second doses and business cards that provided links and instructions for any who missed appointments.
o New Website, BerkeleyCA.gov: The recently launched website represents an overhaul of three broad issues: technology, design and content. The Communications Unit improved navigation, created a modern look, and designed every page to prioritize key information for any device. The Unit re- wrote every word for accuracy, clarity, and efficient web reading.

To continue building trust, the Communications Unit created a process for maintenance to ensure that this is a space where the relationship with the community continues to grow. This monumental effort addressed issues that stretch back nearly thirty years to the birth of the Internet. For the first time, the City will have a managed website showing its unique breadth of services, elevating the work of all City services, and. increasing accessibility for each of those services.
• Office of Budget and Fiscal Management
o Budget Development: In tandem with ERP, the Budget Office developed the FY 23 and FY 24 Budget using the budget module of the new ERMA 13 system.
• Special Projects - Enterprise Resource Planning (ERP) o Ongoing Successful ERMA14 Rollout: The City Manager initiative to transform the City’s quarter century old enterprise system (FUND$15) into a more modern efficient one (ERMA) continues to move forward. To date, the ERP team has launched core financial, general ledger, accounts receivables,

12 Per the CDC, “The Health Insurance Portability and Accountability Act of 1996 (HIPAA) is a federal law that required the creation of national standards to protect sensitive patient health information from being disclosed without the patient’s consent or knowledge.”
https://www.cdc.gov/phlp/publications/topic/hipaa.html#:~:text=The%20Health%20Insurance%20Portabilit y%20and,the%20patient's%20consent%20or%20knowledge.
13 The City’s new ERP software, known as ERMA (Enterprise Resource Management Application).

15 The City’s legacy ERP software, known as FUND$ (Financial Utility Network Data $ystem).

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the budget module, human resources, and payroll modules. Implementing employee self-service and Executime are the next steps for this effort. • Neighborhood Services
o Animal Care Services: In 2021, Animal Care Services maintained its status as a “no-kill” shelter, with a very high live release rate of 94% for all animals and a euthanasia rate of 6%, which primarily reflected animals that sustained life-threatening injuries or displayed insurmountable behavioral issues, Overall, over 50% of cats and over 45% of dogs were adopted or rescued in 2021, despite receiving a larger number of very challenging animals. Animal Care Services was also able to increase vaccines and increase the number of sterilization procedures performed by nearly 70%. Animal Care Services also managed to increase overall foster rates over 2020 even despite a drop in volunteer hours by more than 50% - a testament to the Unit’s “whatever-it- takes” mentality.
o Code Enforcement Unit: The Code Enforcement Unit weathered the pandemic storm, coordinating closely with the EOC, the Health Officer, and other departments to respond to COVID enforcement issues. The Unit has identified key areas for performance improvement, including reducing response times to addressing cases and improving coordination with other departments. The Unit has also undertaken a comprehensive effort to update and enhance enforcement of the City’s Group Living Accommodations ordinance, by revamping the online registry system and updating administrative records.
o Special Events: Despite pandemic restrictions, the Special Events Unit permitted 86 Special Events in 2021, and estimate 125-175 special events for calendar year 2022. Public safety has requested a comprehensive review of barricades used during street closures. Parks, Recreation, and Waterfront staff are reviewing improved signage at parks for special events, including approved events as well as those interested in applying for permits.

Additionally, the new city website provides an enhanced and easier experience for members of the public who are seeking to permit events.

Despite staffing challenges, this Unit worked tirelessly throughout the year to keep attendees safe and support event organizers with the components of event operations from planning through execution.
o Homeless Response Team: The Homeless Response Team (HRT) performed at least weekly garbage collection and debris removal from encampments across the City, removing over 151,000 pounds of trash between September 2021 and March 2022. During that time, HRT also performed 16 closures of large and dangerous encampments, resolving conditions that included raw sewage and human waste, loose and scattered

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syringes and drug paraphernalia, rodents and other vector hazards, rotting food, and obstruction of sidewalks and vehicular lanes of traffic—all while issuing zero criminal citations and only one arrest. HRT also managed to reduce by roughly 50% the footprint of the vehicular encampment in the Gilman District, overall moving 38 vehicles into the City’s safe RV parking program. HRT has made well over 200 shelter offers since November 2021 with an uptake rate of roughly 40%, and has managed to end the unsheltered status of a number of individuals with multiple and complex needs. • Appeals: The Appeals Unit’s made improvements to Parking Management Software, by:
o Coordinating with the City’s contracted parking management vendor to add telephonic hearings as an option for Appellants to contest their citations. o Assessing appeal notice inconsistencies and working with the vendor to provide more information for appellants to be properly prepared for their hearings.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BUDGET
• The FY 23 baseline budget increases by $378,807, or 4% over the FY 22 Adopted Budget of $8.8 million. This is primarily due to an increase of $366,415 in salaries and benefit costs.

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OFFICE OF ECONOMIC DEVELOPMENT

MISSION STATEMENT
The mission of the Office of Economic Development (OED) is to assist businesses, entrepreneurs, artists and community organizations to access resources, feel welcome in Berkeley, and thrive.

ORGANIZATIONAL CHART

OFFICE OF ECONOMIC DEVELOPMENT OVERVIEW
OED is a division of the City Manager’s Office, comprising two work unites:
• Business Services: This Unit supports Berkeley’s commercial sectors, expands economic opportunities, and helps maintain a healthy business climate by providing the following baseline services:
o Direct Assistance to Businesses, Property Owners and Community Organizations,
o Support for Berkeley’s approximately 12 Commercial District and Business Associations,
o Industry Cluster Programs,
o Revolving Loan Program and Resiliency Loan Program,
o Sustainable Business Practices,
o Marketing,
o Research and Data Analysis, and
o 3 Commissions (Loan Administration Board, Elmwood Business Improvement District [BID] Advisory Board, Solano BID Advisory Board).

The Business Services team is at its base a customer service department, interacting with individuals, businesses, organizations, council and community members, and other city department departments. The team helps with individual technical assistance, offers resources, and provides economic data and analysis OED Manager
Business Services Civic Arts

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and support to Berkeley commercial sectors. Staff in this team serve as secretaries to three commissions, two BID boards (Elmwood and Solano) and the Loan Administration Board, and hold board seats in three property-based BIDs (Telegraph, Downtown, and North Shattuck).
• Civic Arts: This Unit promotes and furthers arts and cultural activities in Berkeley by providing the following baseline services:
o Direct Assistance to Artists and Community Organizations, o Civic Arts Grants,
o Festival Grants Program,
o Public Art Collection,
o Public Art Programs,
o City-Managed Galleries, and
o Civic Arts Commission.

The Civic Arts Unit provides direct grants to Berkeley’s art and cultural organizations, individual artists, and festivals, and manages the City’s Public art collection which has over 80 works of art in its care. The Unit also manages the gallery spaces in the city buildings including the Cube Gallery in the Center St Garage. Staff in this Unit serve as secretaries to the Civic Arts Commission, which has four subcommittees (grants, policy, public art, civic center visioning) and a recently submitted work plan that contains 53 items.

The vast majority of OED services are provided directly by its staff, and the strategic use of professional and technical services is vitally important to the efficacy, efficiency, reach, and impact of staff and operations. Notably, OED’s professional services allocation is its only resource for professional development opportunities that are specific to economic development and civic arts subject matter. OED also uses it to support commercial district association projects and capacity building; graphic design and other marketing and communications of services; fiscal impact and policy analysis; data purchases; and more.

As the costs of all of these services continue to rise with inflation, the allocations for a few strategic initiatives remain steady, which structurally challenges the team’s baseline effectiveness. However, with the restorations from the budget deferrals of FY 20, 21, and 22, particularly with the ARPA funding programed in FY 22 to support small business, the Division will be well supported to implement strategic COVID recovery efforts. In many cases, the funds will leverage outside private investments by partners, community organizations, and other funders.

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OFFICE OF ECONOMIC DEVELOPMENT FINANCIAL SUMMARY

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
1,209,475

1,306,242

1,041,463

1,251,800
1,691,337 1,687,361
Services and Materials
5,102,872

7,559,194

3,866,180

3,756,900
4,061,429 4,061,429
Capital Outlay
9,373

Internal Services
7,351

74,786

73,306

72,081
72,081 72,081
Indirect Cost Transfer
1,519

1,557

1,576

1,382
1,812 1,838
6,321,216 8,951,152 4,982,525 5,082,163 5,826,659 5,822,709

By Division:

Administration
127,249

125,088

48,970

97,817
125,644 131,703
Economic Development
4,478,754

5,606,761

3,155,258

3,330,914
3,602,020 3,604,927
Arts Coordination
1,285,525

2,787,152

1,491,146

1,194,152
1,618,198 1,595,736
South Berkeley
Revitalization

203,549

212,852

58,427

221,669
219,728 222,037
Sustainable
Development

226,140

219,299

228,723

237,611
261,069 268,306
6,321,216 8,951,152 4,982,525 5,082,163 5,826,659 5,822,709

By Fund:

General Fund
2,820,609

5,855,850

2,488,081

2,535,186
3,011,403 3,015,427
Loan Funds
147,256

157,872

23,122

156,387
156,387 156,387
Business Improvement
Districts

2,996,566

2,343,629

2,013,569

2,283,073
2,382,942 2,382,942
Public Art Fund
290,626

76,205

16,406

64,367
104,775 102,691
Zero Waste Fund
23,871

17,119

1,772

22,504
24,292 24,745
Measure T1
4,465

399,260

267,670

Other Funds
37,822

101,216

155,905

20,646
146,860 140,517
6,321,216 8,951,152 4,966,525 5,082,163 5,826,659 5,822,709

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Foster a
dynamic,
sustainable, and
locally-based
economy
City
Manager’s
Office
#Discovered in
Berkeley –
Berkeley Business
Marketing &
Communications
Project:

Continuation
Sustaining and
expanding upon
work from Berkeley -
Business Marketing
and
Communications
Project – (I.e.,
further development
of the “Discovered in
Berkeley” stories
series highlighting
Berkeley businesses
based on feedback
from businesses
featured in earlier
campaign phases).
7/22-6/23 New $50,000
(ARPA)
Foster a
dynamic,
sustainable, and
locally-based
economy
Information
Technology
Berkeley
Ventures,
Berkeley Values
Sustaining the
"Berkeley Tech,
Berkeley Values",
program to leverage
local tech sector
skills, wealth, and
other resources to
support equitable
and inclusive
growth.
7/22-To be
determined
New

$20,000
(ARPA)

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Foster a
dynamic,
sustainable, and
locally- based
economy
City
Manager’s
Office, HHCS
COVID Economic
Response and
Recovery
Multifaceted
program responding
to COVID-19's
impacts on
Berkeley's business
and arts community,
and working towards
local economic
recovery.
3/20-To be
determined
Continuing Staff time

Provide state-of-
the-art, well-
maintained
infrastructure,
amenities, and
facilities
City
Manager’s
Office, Parks
Recreation &
Waterfront,
Planning,
Public Works
Civic Center
Phase II
Next phase of the
Civic Center Vision
Plan (Building
Program and
Design). NOTE: The
scope portion of this
work is being
completed by Public
Works.
9/21-To be
determined
Continuing Staff time

Foster a
dynamic,
sustainable, and
locally-based
economy
Planning Expand and
Modify the
Downtown Arts
District Overlay
Develop
recommendations
for expanding the
boundaries of the
current Downtown
Arts District Overlay
as well as the
allowable active
ground-floor uses.
9/19-12/22 Continuing Staff time
Be a customer-
focused
Finance,
Information
Interactive Digital
Kiosks – Phase 2
Facilitate the second
round of installation
7/22-6/24 New Staff time

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
organization that
provides
excellent, timely,
easily-
accessible
service and
information to
the community
Technology,
Public Works
of interactive digital
kiosks (IKE) to share
information about
civic resources;
market local
businesses, arts
organizations, and
commercial districts;
and generate
revenue for the City
of Berkeley in new
locations.

PERFORMANCE MEASURES SUMMARY
The below table summarizes the Office of Economic Development’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
Arts and culture
grants (Arts
Organizations,
Festivals and
Individual Artists)
• Number and total dollar amount
of arts and culture grants
awarded
• Number of grant applications
↑
• 94 grants awarded, totaling
$580,000 in FY 202116

Active Revolving
Loan Fund (RLF)
loans
• Number of RLF loans executed
in a given year ↑
• 8 loans, FY 2021


16 This program for arts organizations, festivals, and individual artists is switching to a two-year grant cycle beginning in the fall of 2022.

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Measure Description Target Actual Tracking
Private sector jobs
saved
• Number of jobs retained through
RLF loans ↑ • 80 jobs, FY 2021 
Jobs created • Number of new jobs created
through RLF loans ↑ • 54 jobs, FY 2021 
Total RLF dollars
loaned
• Dollar amount of active RLF
loans ↑ • $795,000, FY 2021 
American Rescue
Plan Act (ARPA)
funding for
impacted sectors
• Tourism
• Arts & Culture Relief Grants
(BARG)
o Number and total dollar
amount of arts and culture
grants
17 • Small Business
o Resiliency Loan Program
(RLP) funded by CARES
Act (July 2020)
o Provided program
supports for ~$800K loan
fund for Berkeley
businesses
n/a
• $500,000 disbursed to
Visit Berkeley
(Convention and Visitors
Bureau)
• 70+ Berkeley Arts Relief
Grants (BARG) awarded,
totaling ~$2M
• $520,000 in 11 RLP
business loans executed
• $60,000 awarded to
Working Solutions for
technical assistance for
RLP program
participants.
n/a
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

17 Berkeley Arts Relief Grants for festivals and arts organizations were awarded with equity-centered criteria aligned with American Rescue Plan Act (ARPA) guidelines. 74 grant awards ranging from $3,000 to $33,000 (avg. grant size $20,734) per organization were disbursed in February of 2022, individual artist grants will be disbursed in May 2022.

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ACCOMPLISHMENTS
In FY 22 OED has numerous accomplishments including those identified in the Strategic Plan (SP):
• COVID Recovery (SP): As a relatively small Division (8 FTE), located within the City Manager’s Office, OED has a unique role in directly assisting some of the most impacted sectors of Berkeley’s business, artistic and cultural communities as the city recovers from the sprawling effects of the COVID-19 pandemic. During the past two years (from March 2020, to May 2022) this small Division worked tirelessly responding to the crisis:
o Keeping businesses and arts organizations appraised of evolving health regulations,
o Offering access to resources including testing and vaccination opportunities for Berkeley’s employers,
o Holding numerous roundtables and listening sessions, and o Developing a path to permanence for outdoor commerce operations.

OED publishes two frequent resource-rich newsletters (Civic Arts and OED Updates), and is currently three quarters of the way through implementing a suite of recovery programs from a variety of funding sources including the American Rescue Plan Act (ARPA). The work of this highly talented, empathetic, and motivated team is to be commended. This Division has matched the bravery of Berkeley’s business and arts groups, and has kept pace with the leadership of this Council in supporting the community during a global pandemic.
• Berkeley Art Works Projects (SP): Grants were provided to 32 artists, performers, and community members to create temporary public art projects throughout Berkeley that bolster collective resilience and recovery from the effects of COVID-

19. Grants ranged from $500 to $10,000 for larger projects, these projects began to be installed throughout the city in 2021 and will continue through 2022. • IKE Kiosk Installations (SP): The Interactive Kiosk Experience (IKE) information boards were successfully installed in December 2021.
• Public Art Projects (SP): The Measure T1 funded, North Berkeley Senior Center public art project “Song of Trees” was installed, along with “Community Wellness Is...” portrait series at the West Berkeley Service Center. • Bayer Health Care Development Agreement: The City of Berkeley successfully executed a 30-year development agreement with Bayer Health Care in November 2021.
• Outdoor Commerce Path to Permanence: Technical assistance continues to applicants who wish to conduct business operations outdoors in the right of way.

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CHALLENGES
OED has an ambitious program of baseline services, (in a normal year) and has taken on a tremendous amount of additional new work leading the recovery from the pandemic. In addition to the continued work responding to COVID, OED has a number of large projects on the horizon. There are other things that come up that will demand attention during the next budget cycle, some known, some unknown, related to commercial real estate opportunities, program and policy proposals from Councilmembers, and other needs and opportunities. The list below includes a variety of one-time projects and priorities for the upcoming budget cycle that go beyond baseline services, but aren’t necessarily elevated to the Strategic Plan. • Large Projects: The demand for OED’s leadership on complex projects far outstrips its resources. Below are projects on OED’s list that cannot begin until adequate staffing is in place:
o West Berkeley Opportunity Sites (e.g. Pacific Steel)
o Commercial District Revitalization Plan (Solano Ave)
o Establishing Parking Benefit Districts (Gilman and Lorin) o Bayer Health Care Development Agreement Implementation o Developing a Capital funding program for Cultural Arts/Artist space o Civic Center Phase II
o Diversity Equity and Inclusion – Berkeley Ventures Berkeley Values (a Strategic Plan project)
o IKE Kiosk – location selection phase 2
o Small Business Support Initiatives
 Succession Planning – Worker Owned Cooperatives
 Outdoor Commerce Support
 Additional Zoning Ordinance Modifications to Support Small Business • Balancing New Initiatives & Baseline Services: The challenge for OED going forward will be to successfully balance new initiatives and deliver excellent baseline services. In FY 22 OED was successful in leveraging special arts funds to get talented staff in place in the Civic Arts service line to deploy high quality program delivery; including centering equity in grant making activities and accelerating public art installation work.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $744,496, or 14.65% over the FY 22 Adopted Budget of $5.1 million. This is primarily due to an increase of $439,537 in salaries and benefit costs.

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Staff changes included the reallocation of a vacant Assistant Management Analyst position into a Civic Arts Coordinator role to manage the civic arts grant programs, and the addition of a Civic Arts Coordinator to manage the Public Art program.

With the existing high-capacity OED team, and the return of the paid intern program, the group has continued to deliver high quality service to its stakeholders. Consistent staffing has been achieved during FY 22, and by leveraging dedicated art funding, OED has been able to recruit for FTEs with specialized public art and arts grant administration expertise, and create opportunities for growth within the team. These ongoing strategic additions have the potential to reward this hard-working group, and meet the City’s strategic plan goal for retaining and challenging dedicated staff. The bulk of OED’s budget requests for the FY 23-24 cycle are directed towards bolstering this high-caliber team, with ongoing funding for a newly established “senior economic development project coordinator” classification. Other requests include financial assistance for recasting the Pacific Steel site in West Berkeley, and support for the #DiscoveredinBerkeley local business marketing campaign.

Office of Economic Development is requesting funding for the following items in FY 23 and FY 24 for a Senior Economic Development Project Coordinator ($274,664), to provide technical assistance and impact analysis for a potential redevelopment site ($150,000) and funding to extend support to Berkeley businesses as they emerge from the pandemic through the #Discovered in Berkeley Marketing & Communications Campaign ($50,000).

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FINANCE

MISSION STATEMENT
To conduct all of our responsibilities with integrity, warrant and receive the trust of colleagues and constituents, and to positively support the delivery of quality services to fulfill the City’s mission and citywide priorities. Within the framework of full disclosure and quality customer service, our principal obligations are to safeguard City assets, maximize revenues, manage the business of City programs, and provide accurate, timely, and complete financial information.

ORGANIZATIONAL CHART

FINANCE OVERVIEW
The Finance Department supports all City departments and provides services for the entire Berkeley community. In addition to the Office of the Director and Finance Administration, the department is organized into four divisions: Treasury, General Services, Accounting, and Revenue Collection.

The Finance Department is organized into five divisions to deliver the following baseline services:
• Office of the Direct and Finance Administration: The Finance Director serves as the City’s Chief Financial Officer, Investment Manager, and City Treasurer. The Office of the
Director
Treasury General
Services Accounting Revenue
Collection
Analytical,
Systems, &
Office Support

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Director’s Office provides expert, professional assistance to City management and City Departments on financial, accounting, and related matters; provides business administration and technical assistance to City departments; administers the annual budget and directs day-to-day financial operations; provides revenue and economic forecasting to City policymakers and stakeholders; manages the City and retiree medical plan investment portfolios; designs and implements an automated and integrated financial accounting system; makes presentations of the City’s financial status and operations to the City Council and other regulatory agencies; monitors developments related to finance and accounting matters and evaluates their impact on City operations and financial programs; and serves as the lead for citywide Payment Card Industry (PCI) compliance.
• Treasury: The Treasury Division is responsible for receipt recordation, deposits, and investments of City monies. It also assists the Finance Director in investing short- and long-term investments of surplus City funds; maintains fiscal accountability for all City monies; manages the City’s banking relationship; and coordinates implementation of the City’s online payment programs.

The Treasury Division acts as the City’s centralized cashiering operation and accepts deposits from all City cash acceptance locations and departments. It also acts as the main payment processing center for mail-in payments for Citywide billing and other revenue sources. It is responsible for revenue development, audits, and collection on delinquent accounts.
• General Services: The General Services Division manages a centralized purchasing function. This division identifies equipment, goods, and services that will meet the City’s needs; creates cost effective purchasing and maintenance agreements; issues and awards all non-construction bids and Requests for Proposal; and opens all construction bids to obtaining the best competitive pricing for purchases while adhering to the City’s purchasing policies. It also enforces compliance of City polices involving the following programs: Living Wage, Contract Compliance, and procurement restrictions. The Division maintains the purchasing information on the City’s website and assures that customers and vendors have online access to needed information and forms. General Services is also responsible for mail services.
• Accounting: The Accounting Division serves as advisor, consultant, and an information source to other departments on financial management items and Finance Department policies and procedures. It directs the maintenance of the City’s automated accounting system, including the general ledger and all required subsidiary ledgers. The Accounting Division reviews and ensures adequate internal controls throughout the City, performs bank reconciliations, and assists in the development of the Finance Department work plan. It is responsible for the preparation of various financial and accounting reports, including the Annual

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Comprehensive Financial Report (ACFR), State Controller’s reports, quarterly grants report, sales tax returns, payroll, and the City’s indirect cost allocation plans.

Accounting has an Accounts Payable unit which controls disbursements made from City funds, excluding those for investments, payroll, payroll liability, and to the workers’ compensation administrator. The Accounting Division ensures that all disbursements are timely, accurate, and are made in compliance with all internal controls and established City policies and procedures.
• Revenue Collection: The Revenue Collection Division provides billing services for refuse and most other City services; prepares the City’s and Berkeley Unified School District’s special property tax rolls for inclusion on the annual property tax bill; processes transfer tax, seismic retrofit, very low-income, and private sewer lateral refunds; prepares and processes annual business licenses and residential parking permits; schedules business license appeals; supports the Customer Service Counter with business license applications; administers and issues street vendor, massage, and food vendor permits; and maintains the City’s land management database. It confers with City staff and management in analyzing proposed rate structures of various City revenues.

The Customer Service Counter is a unit within the Revenue Collection Division. It provides counter service to the Berkeley community and processes walk-in/drop-off payments for various Citywide billings, business licenses, residential parking permits, parking citations, copies of birth and death certificates and assists customers in the community service program for Project 22. 18 This unit prepares and
submits all payments received from customers to Treasury for posting in the City's financial system. The staff provides support for updating customers’ records in the City’s parking system, maintains records of community service agreements, and processes tow and boot releases and account maintenance for parking related payment inquiries.

18 Project 22 is a program for eligible customers to complete community service in exchange for their citation/ticket balance, if they are unable to pay. The program has been on hiatus during the pandemic.

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FINANCE DEPARTMENT FINANCIAL SUMMARY
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits 5,790,526 6,347,845 6,492,503 7,444,363 8,830,759 8,999,217 Services and Materials 903,606 1,034,326 688,243 985,496 985,496 985,496 Capital Outlay 693 5,644 - 33 33 33
Internal Services 425,269 879,962 885,181 895,499 897,999 897,999 Indirect Cost Transfer 106,725 94,557 80,085 105,711 120,114 123,262 7,226,820 8,362,334 8,146,012 9,431,102 10,834,401 11,006,007 By Division:

Office of the Director 850,981 1,859,528 1,984,585 1,264,387 2,180,276 2,194,753 Treasury - - 1,427,650 2,134,571 2,487,514 2,494,306 Accounting 1,466,467 1,539,643 1,652,157 1,733,392 1,917,649 1,972,784 General Services 1,070,870 1,204,365 987,569 1,422,323 1,515,992 1,550,288 Customer Service 1,147,573 1,368,055 722,233 997,126 888,651 903,114 Revenue Collection 2,690,929 2,390,743 1,371,818 1,879,303 1,844,320 1,890,762 7,226,820 8,362,334 8,146,012 9,431,102 10,834,401 11,006,007 By Fund:

General Fund 5,474,314 6,596,629 6,682,935 7,041,962 8,431,482 8,550,063 U1 - Housing - - 83,327 385,442 403,212 415,512
Paramedic Assmt Dist 18,426 18,977 19,503 19,842 20,824 21,490 Library 18,431 18,977 19,503 19,842 20,783 21,443 Parks Tax 18,431 18,977 19,503 19,842 20,824 21,490 Street Light Assmt. 20,582 21,181 21,712 21,749 23,326 24,017 Zero Waste Fund 1,088,186 975,253 831,212 1,247,727 1,219,795 1,247,768 Clean Storm Water 20,583 21,179 21,711 21,750 23,326 24,017 Parking Meter 69,415 52,635 - 40,000 40,000 40,000 Equipment
Replacement 157,248 296,206 166,533 167,937 176,971 181,251 Central Services
283,324

285,149

221,410

385,483

391,386

394,486
Other Funds 57,880 57,171 58,666 59,526

62,472

64,470

7,226,820

8,362,334

8,146,012

9,431,102

10,834,401

11,006,007

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FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

DIVISION/ACTIVITY SUMMARY

Office of the Director
Administration 837,967 1,813,649 1,913,865
1,121,717
1,603,400 1,608,183
Systems Support 13,013 45,879 70,720 142,670 576,876 586,570 Division Total 850,981 1,859,528 1,984,585 1,264,387 2,180,276 2,194,753

Accounting
Administration 1,043,676 1,257,384 - - 221,988 214,422 General Accounting - - 1,391,012
1,329,889
1,262,259 1,312,816
Accounts Payable 422,791 282,259 261,144 403,503 433,401 445,545 Division Total 1,466,467 1,539,643 1,652,157 1,733,392 1,917,649 1,972,784

General Services
Gen Svcs - Admin - - - - 260,042 268,565
Procurement 787,546 919,216 766,160
1,036,840
864,564 887,237
Mail Services 283,324 285,149 221,410 385,483 391,386 394,486 Division Total 1,070,870 1,204,365 987,569 1,422,323 1,515,992 1,550,288

Treasury
Collections - - - 133,046 46,610 46,610
Administration - - 83,327 186,199 - -
Treasury - Admin 596,589 748,643 652,989 388,583 563,892 584,474 Operations 391,370 375,693 391,817 655,449 601,725 612,911 Revenue Development 159,614 243,718 299,517 771,294 1,275,288 1,250,311 Division Total 1,147,573 1,368,055 1,427,650 2,134,571 2,487,515 2,494,306

Revenue Collection
Rev Coll - Admin - - - - 270,677 279,592
Billing 1,690,659 1,505,707 1,299,047
1,869,418
1,563,702 1,601,220
Customer Service 798,202 713,897 722,233 997,126 888,651 903,114 Licensing/Permits 202,069 171,138 72,770 9,885 9,941 9,950 Division Total 2,690,929 2,390,743 2,094,051 2,876,429 2,732,971 2,793,876

Department Total 7,226,820 8,362,334 8,146,012 9,431,102 10,834,402 11,006,007

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Foster a
dynamic,
sustainable,
and locally-
based
economy
City
Manager’s
Office
Local Vendor
Preference
Policy
Implement vendor scoring
criteria to give preference to
vendors located within
Berkeley.
7/22-6/23 New Staff time
Champion
and
demonstrate
social and
racial equity
Human
Resources
Contracting
Equity Study
Working as part of a City-
wide team to address
results of study.
12/21-
6/23
New Staff time
Champion
and
demonstrate
social and
racial equity
City Attorney,
Health
Housing &
Community
Services
Equal Pay
Vendor
Preference
Implement preferential
vendor selection process in
City contracting.
7/21-6/23 Continuing;
Interrupted
by Pandemic
Staff time

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PERFORMANCE MEASURES SUMMARY
The below table summarizes the Finance Department’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
Citywide
purchasing
Review requisitions submitted and determine the
percentage that are either:
• not compliant with purchasing requirements
and require returning to the department, or
• substantially compliant but require additional
review.
10% or less
noncompliant
0% partially
compliant
4,129 purchase orders,
totaling $155,828,129
• approximately 4%
noncompliant
• approximately 0%
partially compliant

Citywide
payment
processing
Review payment requests submitted and
determine the percentage that are either:
• not compliant with payment requirements and
require returning to the department, or,
• substantially compliant but require additional
review.
10% or less
noncompliant
87,626 invoices
totaling $513,637,408
• approximately 5%
noncompliant/
requiring additional
review


Citywide
investments
Investments meet safety, liquidity, and reasonable
return requirements Meets
requirements
$660,517,110 total cash
and investments,
.97% pooled and 4.23%
trust rate of return


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Measure Description Target Actual Tracking
• successfully meeting
safety, liquidity, and
reasonable return
requirements
City
financial
reporting
Meet statutory state submission deadline with no
findings by external auditors
Meet
deadline with
no audit
findings
• Submitted on-time,
received no audit
findings 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

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CHALLENGES
Finance Department challenges include:
• Recruitment and Retention of Qualified Staff: The challenge in recruiting new personnel to replace retiring employees and filling long-vacant specialized positions has led to increased workload and decreased effectiveness.
• Business License Processing: License renewal processing, which brings in $28 million per year, does not have sufficient core staff resources to manage this operation. Instead, it is carried out in a fragmented fashion, using overtime and outside temporary staffing, which leads to an inefficient process that is not cost-effective. The reliance on staff overtime causes delays in processing and longer wait-times for customers because individual applications and renewals must be processed by several separate functional teams that all have other tasks as their primary responsibility.

Additional staffing would allow a team to focus exclusively on processing business license returns and payment, allowing a quicker turnaround and a unified customer support that could assist with all aspects of licensing and renewals.
• Payment Acceptance Process Improvement: Finance adapted to social distancing restrictions dictated by the response to the COVID-19 pandemic to provide the public with alternative options to pay taxes and fees rather than just in-person at City facilities. The Finance Department continues efforts to bring more online options for fee and tax payments, and to increase efficiency through automation of processes.
• ERMA (enterprise resource management application): Finance will work on implementing Phase 3 of the City’s new financial system (i.e., Accounts Receivable/General Billing modules) in

23. The Department currently has limited staff capacity, and implementing a new revenue and cash receipting system requires near full-time commitment of subject matter experts that are already at capacity with current operations.
• P-Card (Purchasing Card): A Citywide Purchasing Card program will increase the variety of items the City can purchase using the convenience of credit cards, but requires setting up a purchase approval and expense classification system. New procedures for card use and reporting need to be established, staff and program administrators need to be trained, and the existing card program needs to be phased out without an interruption to City procurement. • Parking Management System: The existing Passport System has limitations related to performing adequate cashiering reporting and reconciliations, causing an undue burden on staff who must do a great deal of additional research to make sure all payments are accurately recorded and that City resources are protected.

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ACCOMPLISHMENTS
Highlights of recent Finance Department accomplishments include:
• Business License Taxes: In 2022, the Revenue Collection Division increased the efficiency of the business license program. With limited resources, the Finance Department was able collect over $28,000,000 in Business License revenues by:
o Expanding online renewals and payments,
o Implementing a new audit program of non-compliant businesses, and o Improving system processes for increased effectiveness. • Miscellaneous Online Payment Portal: The Treasury Division and Financial Systems Group implemented a new payment portal for customers wanting to make donations or other miscellaneous payments to the City. This increases convenience for City customers and helps protect the City’s banking information.
• Revenue Enhancement: For 2022, the Finance Department implemented a new tax on Transportation Network Companies, enhanced collection efforts for delinquent Business License Taxes, and improved tracking and follow-up on returned checks and credit card chargebacks.

These efforts combined to produce millions of dollars in additional revenue. • Implementation of Governmental Accounting Standards Board (GASB) Statements: The Accounting Division implemented several interpretations of accounting principles issued by the GASB, including Statement No. 84 (identification of fiduciary activities); Statement No. 90 (reporting on majority equity interests in separate entities); and Statement No. 93 (replacement of London Interbank Offer Rate [LIBOR] interest rate benchmark).

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $1,403,299, or 15% over the FY 22 Adopted Budget of $9,431,102. This is primarily due to an increase in salaries and benefit costs. Finance is requesting funding for additional positions ($469,120), increased training ($50,000) and for the one-time cost of replacing the property tax assessment system ($300,000) and for the replacement of the current business license tax system ($500,000). If these items are approved for funding, they will create significant changes from the prior year’s budget.

140

FIRE DEPARTMENT

MISSION STATEMENT
The Berkeley Fire Department protects life, property, and the environment through emergency response, prevention, and community preparedness.

ORGANIZATIONAL CHART

FIRE DEPARTMENT OVERVIEW
The Berkeley Fire Department is committed to providing comprehensive fire protection, emergency medical, disaster preparedness, rescue, and other related services in an efficient, effective and caring manner to the diverse Berkeley community.

Office of the
Chief
Administrative
& Fiscal
Services
Fire
Operations
Fire
Suppression
Training
Support
Services
Emergency
Medical
Fire
Prevention
Wildland
Urban
Interface
Special
Operations
Office of
Emergency
Services

141

The Fire Department is organized five divisions which report to the Office of the Fire Chief and deliver the following services:
• Office of the Fire Chief: The Office of the Chief plans, organizes, coordinates, and directs the City’s fire prevention, suppression, and emergency medical service programs. The Office also assists City management, fosters cooperative working relationships with community groups and other agencies on fire matters, and maintains the labor and management relationships. • Administrative and Fiscal Services Division: The Administrative and Fiscal Services Division provides services of budget and fiscal policy, payroll, purchasing, administrative systems, record retention compliance, employee training and development, and the labor and management relationship. The Division also oversees strategic planning, grant writing, public record act request responses, performance tracking, and reporting.
• Operations Division: The Operations Division represents four distinct sub-divisions in the Fire Department: Fire Suppression, the Division of Training and Safety, Emergency Medical Services (EMS), and Support Services. In addition, this Division handles departmental logistics, which includes responsibility for radio systems, alerting systems, vehicle specifications, and maintenance. The Division contains these four subdivisions:
o Fire Suppression conducts all field operations including fire suppression, medical and rescue response, vehicle and pedestrian accident response, natural gas leaks, hazardous materials response, water rescue, fire alarm response, Bay Area Rapid Transit (BART) emergencies, UC Berkeley responses and all other emergency calls. This subdivision also conducts annual fire prevention inspections, public education, and other community emergency training.
o Training and Safety is focused on providing great training to the members of the Berkeley Fire Department. The subdivision is proud to run a California State Fire Training (SFT) Accredited Local Academy (ALA) where new firefighters attain their SFT Firefighter I and II certifications. The subdivision also provides ongoing training and development to the entire Department. This is accomplished with an Assistant Fire Chief, three sworn members, and one non-sworn member who provides critical administrative support. o Support Services coordinates logistical support for emergency and non-emergency operations. This includes design and construction of apparatus; procurement and distribution of tools, equipment, and supplies; and providing subject matter expertise for information technology and radio communications programs. o Emergency Medical Services (EMS) oversees the Department’s pre-hospital care and treatment program to the Berkeley community. All of Berkeley’s seven fire engines, two trucks, and four ambulances are staffed with paramedics. The subdivision also oversees emergency medical services for large events, and may provide standby services or require an event to contract EMS services to minimize the event’s impact on the 911 system. • Fire Prevention Division: The Fire Prevention Division plans, organizes, and implements all Fire Department prevention and inspection programs, including fire and arson investigations, vegetation management, hazard abatement, code enforcement, public fire safety education, plan checking, and evaluation and development of codes and ordinances.

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• Wildland Urban Interface (WUI) Division: The WUI Division focuses on addressing the wildland fire threat that faces the Berkeley community by performing vegetation management inspections, and delivering education to community groups.
• Special Operations Division: The Special Operations Division includes management of the Office of Emergency Services and implements disaster preparedness and response programs, outreach and education, and regional collaboration planning. The Special Operations Division also manages support for the Department’s information technology needs, emergency communications, mutual aid coordination with allied agencies and non-governmental organizations, hazardous material response oversight, and water rescue response oversight and policy.

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FIRE DEPARTMENT FINANCIAL SUMMARY
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits 38,479,529 40,694,615 41,987,522 43,808,664

49,016,432

49,959,699
Services and Materials 2,121,752 3,628,064 3,988,425 11,720,242
8,684,628 8,932,110
Capital Outlay 174,525 270,458 323,404 1,499,500 2,209,343 1,092,403 Internal Services 2,209,542 3,611,629 3,584,021 3,313,632 3,313,632 3,313,632 Indirect Cost Transfer 7,211 9,182 8,329 9,392 9,190 9,190 42,992,558 48,213,947 49,891,701
60,351,430

63,233,225

63,307,034

By Division:

Office of the Fire Chief 1,142,916 2,494,458 2,450,217 2,687,804 3,085,483 3,110,061 Fire Administrative Services - - - - - -
Fire Operations 39,801,454 43,298,209 45,431,197 55,145,843

54,047,349

54,081,766
Fire Prevention 1,070,409 1,227,376 814,281 1,343,794 2,760,419 2,758,484 Special Operations/OES 977,779 1,193,905 1,196,006 1,173,989 1,217,259 1,250,920 Wildfire Urban Interface 2,122,714 2,105,802
42,992,558 48,213,948 49,891,701
60,351,430

63,233,225

63,307,033

By Fund:

General Fund 34,172,733 38,848,003 38,988,843
37,021,939

41,626,945

42,159,998
Paramedic Tax Fund 3,949,552 4,057,997 5,018,644 4,896,823 5,197,371 5,246,532 CFD #1 Dis Fire Protect Bond 129,917 474,085 699,654 2,048,940 1,362,705 573,904 Measure GG 4,668,528 4,691,411 4,949,073 4,304,901 4,669,122 4,698,827 UC Settlement 2,883,664 2,969,558
Measure FF
11,992,075
7,402,075 7,565,275
Other Funds 71,828 142,451 235,488 86,752 91,342 92,939 42,992,558 48,213,947 49,891,701
60,351,430

63,233,225

63,307,034

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FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

DIVISION/ACTIVITY SUMMARY

Office of the Fire Chief
Administration 639,973 1,938,552 1,901,182 2,087,550 2,282,759 2,296,195 Fiscal Services 501,788 516,472 549,675 600,254 802,724 813,866 Professional Standards 1,155 39,433 (640)
Disaster Preparedness
Division Total 1,142,916 2,494,458 2,450,217 2,687,804 3,085,483 3,110,061

Fire
Operations

Administration 843,601 918,628 807,227 854,019 2,936,958 3,724,213 Suppression/Rescue/Hazard
24,484,495

26,387,947

28,794,155

39,992,896

30,503,396

29,629,495
Fire Prevention
Fire Training 705,277 729,352 743,792 766,059 1,581,094 1,610,887
Emergency Medical Service
13,768,080

15,262,281

15,086,023

13,532,869

18,837,364

18,937,476
Support Services 188,537 179,695
Division Total 39,801,454 43,298,209 45,431,197 55,145,843 54,047,349 54,081,766

Fire Prevention 1,070,409 1,227,376
814,280.90
1,343,794 2,760,419 2,758,484

Special Operations/OES
977,779
1,193,905 1,196,006 1,173,989 1,217,259 1,250,920

Wildfire Urban Interface 2,122,714 2,105,802

Department Total 42,992,558 48,213,948 49,891,701 60,351,430 63,233,225 63,307,033

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create a
resilient,
safe,
connected
and prepared
City

Human
Resources,
Information
Technology,
Public Works,
Finance
Fire Department
Reorganization

In FY 23-24 the
Department will begin a
significant re-organization
that will result in more
services to the community
and a workforce that is
better prepared and
resilient to respond to the
challenges the City will
face in the coming
decades.
7/22-6/25 New (funded,
General
Fund,
Measures

GG & FF,
Paramedic
Tax)
Create a
resilient,
safe,
connected
and prepared
City
Human
Resources,
Finance
Dispatch
Capacity
Building
The Berkeley Emergency
Communications Center
needs a comprehensive
analysis of existing
dispatch capabilities and
gap analysis to adjust
operations to better align
with evolving emergency
medical response. The
goal, per Council direction
is to enhance the dispatch
center so it is capable of
triaging calls, diverting
non-emergency calls
(including mental health
calls) to appropriate
resources like the SCU;
6/22-6/25 New $300,000
(partially
funded,
Measure
FF)

146

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
providing emergency
medical instructions to
callers. This will require an
adjustment to the staffing
model, additional
hardware, software and
improved training for
dispatchers.

Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works,
Finance
Fire Facilities
Master Plan
(FMP)
Berkeley Fire Department
stations are undersized, in
poor condition and in need
of remodels or
replacement. The
Department initiated a
long-term replacement
planning process to better
understand infrastructure
needs. To feed this plan,
Public Works has already
conducted an evaluation
of fire facilities immediate
repair/maintenance needs
that will be incorporated in
to the FMP. This process
will provide City leaders
with actionable information
ahead of future
infrastructure bond
measures.
2/22-9/22 New $300,000
(funded,
Measure
FF)

147

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Office of
Energy and
Sustainable
Development
Fire Station
Solar and
Lighting
Transition
The Department is
transitioning the stations
to use renewable energy
sources, have the capacity
to function off the grid and
begin installation of
infrastructure to support
the electrification of the
fire department’s fleet.

Goal is to install solar and
battery storage onto three
fire stations and the fire
warehouse. In addition,
staff is working to install
LED lighting in all facilities.
1/22-
12/25
New No cost
(costs
covered by
existing
utility bills)
Attract and
retain a
talented and
diverse City
government
workforce
Human
Resources
Administration &
Fiscal Services
Division
Increase Staffing: The
Department has an urgent
business need to increase
staffing within this
Division. There is currently
no redundancy in
knowledge and skill,
especially pertaining to
payroll processing.
4/22-
12/22
New $382,003
(funded,
Measure
FF)
Attract and
retain a
talented and
diverse City
Finance,
Human
Resources
Employee
Physicals &
Human
Performance
After a multi-year
solicitation process, two
Contractors have been
selected that will provide
services that include but
1/22-
12/22
New $652,354
(funded, UC
Settlement)

148

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
government
workforce
are not limited to, annual
physical examinations,
screening for cancer and
other chronic diseases
associated with the work,
one-on-one consultations,
managing wellness/fitness
initiatives, coordinating
awareness and
motivational campaigns,
mental and health related
training, long-term data
collection and analysis,
and educational seminars.

Attract and
retain a
talented and
diverse City
government
workforce
Human
Resources
Single Function
Recruitment
Process
The Department is
working to create a
modern recruitment
campaign that will attract
qualified employees to fill
these new and exciting
roles within the City. The
Department is also
working to create an entry
level academy curriculum
for these new employees
that is based on best
practices in adult
education and equity.
2/22-6/25 New $50,000
(funded,
Measure
FF)

149

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create a
resilient,
safe,
connected
and prepared
City
Finance Regional
Leadership
Academy
The Department was
awarded a FEMA
Assistance to Firefighters
Grant to design and
facilitate a class series for
current and prospective
leaders. Chief Officers,
Captains, and Paramedic
Supervisors are eligible to
attend. These classes are
running monthly through
August of 23 except for
the peak wildland fire
season.
1/22-8/23 New $168,272.73
(funded,

FEMA/AFG
Grant)
Create a
resilient,
safe,
connected
and prepared
City
Human
Resources
Wildfire Safety
and Public
Education
Program
Permanently staff the
Wildland Urban Interface
Division by staffing with
one Assistant Fire Chief,
one Office Specialist III
and three Sworn Fire
Inspectors to provide
wildfire safety planning,
fuel mitigation, inspection
programs and public
education. Budget
includes code 3 response
vehicles, and all overhead
costs.
7/21-9/22 Continuing $3,000,000
(funded,
Measure
FF)

150

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create a
resilient,
safe,
connected
and prepared
City
Health,
Housing and
Community
Services
(YouthWorks),
Parks,
Recreation,
Waterfront
(PRW)
Recreation,
Public Works
(PW)
Wildfire
Vegetation
Management/
Seasonal Fire
Crew
Creation of a seasonal
wildfire hand crew. Under
the direction of the new
Fire Captain, this crew
would work with PRW and
PW to identify excess fuel
mitigation needs and
handle them on public
property. Initially a
YouthWorks program with
possible expansion.

Budget includes a vehicle
and all overhead costs.
7/21-6/22 Continuing $1,000,000
(funded,
Measure
FF)

Create a
resilient,
safe,
connected
and prepared
City
Human
Resources
Evacuation
Zone Outreach
Develop curriculum and
hire interns or part-
time/temporary personnel
to conduct community
outreach and education on
evacuation plans and
routes.
7/21-6/22 New $25,000
(funded,
Measure
FF)
Provide an
efficient and
financially-
healthy City
government
Human
Resources
EMS Redesign
Over the next two fiscal
years, meet and confer,
develop the job
classifications, funding
sources, and program
design to allow for the
expansion of EMS
operations in a more
efficient cost and
7/21-6/23 Continuing

$6,727,077
(funded,
Measure
FF)

151

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
response model, including
Basic Life Support
ambulances, Advanced
Life Support ambulances,
code 3 equipped vehicles,
equipment for operations
in austere environments
and prioritized
dispatching.

Create a
resilient,
safe,
connected
and prepared
City
Finance,
Human
Resources
Wildfire Fuel
Mitigation Plan
Hire a consultant to
assess and write a fuel
management plan for the
City of Berkeley. This will
include the City and the
three remote camps
operated by the City.

California Environment
Quality Act (CEQA)
requirements will need to
be addressed and the
process will be a
collaborative science-
based approach with
community, industry
experts, and
environmentalists.
7/21-
10/22
Continuing $200,000
(funded,
Measure
FF)

152

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create a
resilient,
safe,
connected
and prepared
City
Finance Water Tenders These vehicles will allow
for an instant water supply
during a major disaster
and will supplement the
Above Ground Water
Delivery System funded
by Measure Q.
7/21-7/22 Continuing $950,000
(funded,
Measure Q)
Create a
resilient,
safe,
connected
and prepared
City
Technical
Rescue Team
Build a technical rescue
response team capable of
responding and mitigating
emergencies involving
height, confined space,
hazardous atmosphere,
and extrication from
generally unstable
platforms and to a degree
the department is not
currently capable of
addressing at industry
standards. This includes
recruitment and training of
existing personnel,
purchasing equipment and
on-going costs.
7/21-7/22 Continuing

$150,000
(funded,
Measure
GG)
Provide
state-of-the-
art, well-
maintained
infrastructure,
Finance,
Public Works,
Information
Technology
Property
Acquisition

Research, locate and
purchase or lease and
minimally develop a
property that would ideally
provide adequate space
7/21-6/22 Continuing

$4,875,000
(funded,
Measure FF

153

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
amenities,
and facilities

for hands-on and
classroom training of
public safety personnel
and Community
Emergency Response
Team (CERT) groups,
provide space for EMS
deployment, EMS offices,
warehouse/storage, and a
secondary (backup)
dispatch center.
& UC
Settlement)
Create a
resilient,
safe,
connected
and prepared
City
Finance Hazardous
Materials
Response Team
Type Rating
Update and expand
HazMat equipment and
training levels to bring
capabilities into alignment
with Cal OES Type 2
qualifications and
capabilities; better suited
for hazards within the City
of Berkeley and better
able to respond as a
regional resource.
7/21-7/22 Continuing

$150,000
(funded,
Measure FF
and UC
Settlement)
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
Finance, IT Fire Department
Communications
Increase and improve
communication to the
community by updating
the Fire Department web
page and creating social
media policy and
procedures
1/22-
12/22
Continuing $25,000
(funded,
Measure
FF)

154

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
accessible
service and
information to
the
community
Create a
resilient,
safe,
connected
and prepared
City
Training and
Equipment to
Emergency
Responders for
Medical Care in
Austere
Conditions
Develop and implement a
program that provides
policy, procedures,
equipment and training at
national standards to
Berkeley Firefighters so
they can safely and
effectively provide life-
saving care during mass
casualty events; not
limited to but to
specifically include active
shooter incidents.
7/19-6/22 Continuing $30,000
(funded,
Measure
FF)
Create a
resilient,
safe,
connected,
and prepared
city

City
Manager’s
Office,
Finance,
Human
Resources,
Information
Technology,
Public Works

Fire Prevention

Increase staffing in the
Fire Prevention Division to
meet the demand for
service.

7/19-6/22 Continuing $1,500,000
(funded, UC
Settlement)

155

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create a
resilient,
safe,
connected
and prepared
City
Police
Department,
Public Works
Outdoor
Emergency
Public Alerting
Systems

(part of Rescue and
Disaster Response
Capabilities Program)
Explore and provide
options for a system to
provide the City instant
mass notification of an
emergency. This could
include sirens, weather
ban radios, or other
technology.
(description updated)
12/19-
6/22
Continuing $2,000,000
(funded,
Measure
FF)
Create a
resilient,
safe,
connected
and prepared
City
Planning,
Police
Department,
Public Works
Safe Passages Develop standards, code
updates, and enforcement
mechanisms to identify
narrow streets that need
to have parking
restrictions and keep clear
areas identified and
marked.
7/20-6/22 Continuing $700,000
(funded,
Measure
FF)

156

PERFORMANCE MEASURES SUMMARY
The below table summarizes the Fire Department’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
Call response time Time from when station receives call to first arriving on scene
↓
• 5:07 average response
time19
• 4:43 median response time

Fire prevention
inspections
Percentage of scheduled inspections
completed
↑ • 95% completed 

 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

19 This reflects a possible underreported response time. The Department is currently undergoing an in-depth Standard of Coverage analysis and reassessing criteria for response time.

157

CHALLENGES
The Fire Department’s challenges include:
• Increased Demands: The Department’s basic structure has stayed the same since the 1980s, but the demand and need for services has greatly increased. It has grown from two services (structure fires and fire prevention) to sixteen:

1. Structure Fire

2. Fire Prevention

3. Emergency Medical

4. Disaster Preparedness

5. Hazardous Materials

6. Wildland Fires

7. Weapons of Mass Destruction

8. Vehicle Extrication

9. Technical Rescue

10. Active Shooter

11. Water Rescue Swimmer

12. Routine Wildland Urban Interface Fires

13. Vocational Education

14. Boat Operations

15. Pandemic Response

16. Community Medicine
There is a further expected increase in relation to expected expansion of services at Berkeley Marina. Also, the impending closure of some of Berkeley's Alta Bates Summit Medical Center services, coupled with the aging of Berkeley's population, will likely translate to the need for an expansion of ambulance transport services.

Besides expanded ambulance transport services, the Department also working in partnership with other departments and the community to plan for the future model of care and transport of mental health patients. Another source of increased demand is related to increases in population and density. Taller buildings and added density increase the complexity of the department's emergency response. Increased population, including increased UC Berkeley student population, translates into increased calls for service. Additionally, increased demands translate to a need for additional facilities.
• Ongoing Infrastructure and Equipment Needs: Capital infrastructure, including fire stations, office space, and training grounds are too often in poor condition, undersized, and in need of significant maintenance or replacement. The Department has partnered with Public Works to begin work on a landmark Fire Facilities Master Plan that will provide the leaders of today and tomorrow with a clear needs assessment and plan for the next 20 years.

158

• Staffing and Recruitment: The Department is experiencing unprecedented challenges recruiting and retaining qualified firefighter/paramedics. While some of this is related to the pandemic, the Department is re-designing itself to be a more appealing workplace with more opportunities for career advancement and more employee training and education.
• Administrative and Fiscal Staffing: The Administrative and Fiscal Services Division is requesting an additional position to help assist with payroll processing.

ACCOMPLISHMENTS
The Fire Department’s accomplishments include:
• Maintaining Minimum Staffing: The Department expedited two firefighter/paramedics recruitments in FY 22. These recruitments were critical to getting back to minimum staffing, which bolsters morale, and curbs employee fatigue and burnout associated with the excessive amount of overtime due to the pandemic. • Implementation of New Programs & Projects: With the passing of Measure FF in November 2020, the Department has worked to begin implementation of the programs and projects outlined to the City Council. This has been a significant challenge as the Department remains critically understaffed due to the lingering impacts of the pandemic and the difficulty in recruiting adequate numbers of entry level employees. Work that has occurred so far includes:
o Contracts: Staff negotiated contracts for the Community Wildland Protection Plan, Dispatch Analysis, Motorola Radio Lease, Wellness/Human Performance, Annual Physicals and Cancer Detection, and the Fire Facilities Master Plan.
o EMS Re-Design: Staff worked with the Human Resources Department and labor to create two new classifications, Emergency Medical Technician and Paramedic. These positions will create a more efficient and cost-effective EMS system and will allow the Department to recruit a more diverse pool of applicants.
o Wildland Urban Interface (WUI) Division: The Department has focused on addressing the wildland fire threat that faces the community and in support of those efforts hired Retired Annuitants temporarily to begin the work that will eventually be transitioned to full time staff. This allowed the Department to build the structure of the Division, perform vegetation management inspections, and deliver education to community groups.

159

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BUDGET
The Department budget increased due to the passing of Measure FF and the UC Settlement funds that will be appropriated in the FY 23-24 budget cycle. • Measure FF: With the passing of this measure, the Department budget will increase to $7.4 million in FY 23 and to $7.6 million in FY 24. These funds will support the Department’s proposed reorganization as well as support the following mandated programs, projects, and services that have begun:
o Creating a WUI Division, including developing a Community Wildfire Protection Plan (CWPP), expanding vegetation inspections to all of Zone 2, expanding Firewise programs, re-starting the Safe Passages Program, and re-building the vegetation inspection and citation programs; o Completing an analysis of Fire/EMS dispatching;
o Creating a single function division to more efficiently run emergency medical calls for service;
o Creating a Training Division, including developing a sufficient sized and adequately equipped training grounds and re-designing our EMS transport system;
o Completing a Standards of Coverage Analysis; and
o Initiating a Fire Facilities Master Plan (FMP).

The total Measure FF Budget for FY 23 is $8.1 million in FY 23 and $8.3 million in FY 24. The remainder of the funds are $757,925 in each fiscal year and are budgeted in Non-Departmental as a transfer to the Paramedic Tax Fund to help balance the fund in FY 23 & FY 24.
• UC Settlement: The Department’s budget will increase to $2.9 million in FY 23 and $3.0 million in FY 24. These funds will support the Department’s proposed reorganization and the following projects/programs:
o Employee Physicals and Cancer Prevention/Detection,
o Employee Wellness/Human Performance Program,
o Additional Fire Prevention Inspectors,
o Ongoing funding for employee training, equipment, and training facilities, and o Miscellaneous apparatus and equipment.

160

HEALTH, HOUSING AND COMMUNITY SERVICES

MISSION STATEMENT
The Mission of the Health, Housing, and Community Services Department is to enhance community life and support housing, health, and wellness for all.

ORGANIZATIONAL CHART

HEALTH, HOUSING & COMMUNITY SERVICES OVERVIEW
The Department of Health, Housing and Community Services (HHCS) is organized in an Office of the Director and five divisions which support the Department’s mission:

Aging Services, Housing and Community Services, Environmental Health, Mental Health, and Public Health. Together these divisions provide a wide array of services to the community, including Meals on Wheels for seniors, affordable housing development loans for nonprofit organizations, restaurant health inspections, mental health services for people with high level needs, health services at Berkeley High School, and much more. In addition, the Department currently staffs seven commissions, and also works closely with the Homeless Services Panel of Experts, now staffed in the City Manager’s Office. Baseline activities of each division are described in more detail below.

The Health, Housing, and Community Services Department is organized into five divisions and the Office of the Director to deliver the following baseline services:
• Office of the Director: The Office of the Director provides overall leadership, strategic direction, policy development, management, and fiscal oversight that includes budgeting, accounting, payroll, purchasing, and billing external funding agencies. As part of their leadership role, Office of the Director staff work closely with HHCS divisions, community stakeholders, the seven commissions staffed by Office of the
Director
Aging
Services
Environmental
Health
Housing &
Community
Services
Mental Health Public Health

161

HHCS as well as the other commissions to prioritize projects that most directly impact the health and well-being of the Berkeley community. The Office of the Director also encompasses the Public Health Officer’s Unit, which identifies and responds to community health threats through communicable disease prevention and control, epidemiology, and vital statistics.
• Aging Services: The Aging Services Division enhances the well-being and independence of older adults by offering social connections, activities, and lifelong learning. The Division operates two vibrant senior centers that offer thousands of classes, events, workshops and day trips as well as a nutritious weekday lunch for older community members. The Meals on Wheels program provides nutritious meals to home-bound seniors. Case managers provide consultation, referral, and linkage to community resources. Additionally, Aging Services provides taxi and van trips for older adults and disabled Berkeley residents to improve quality of life and access to community resources.
• Environmental Health: The Environmental Health Division (EH) protects public health and prevents disease by providing education and enforcing state and local health laws at more than 1,200 businesses and facilities across the city. Regulated and permitted programs include all retail food businesses, food service operations at public and private schools, public swimming pools and spas, body art facilities, tobacco retailers, and cannabis dispensaries. Further, EH investigates complaints of unhealthy conditions in buildings and neighborhood environments and eliminates nuisance conditions to prevent the spread of disease in the community. Examples include investigation of foodborne illness, responding to and resolving noise complaints, addressing abandoned automobiles, and providing vector control services.
• Housing and Community Services: The Housing and Community Services Division (HCS) produces, preserves, and supports affordable housing by working with community partners to help meet the housing needs of Berkeley residents who are low-income, homeless, seniors, disabled, or have special needs. HCS also provides funding and collaborates with community-based organizations to serve chronically unhoused people by providing shelter, coordinated entry to permanent housing, food, hygiene services, and other basic needs supports. HCS coordinates the City’s community agency funding process and administers Berkeley’s Shelter + Care program.
• Mental Health: The Mental Health Division (MH) provides intensive services to adults, youth, and children who have high level mental health needs and are eligible for Medi-Cal. It is also the “Front Door” to the public mental health system; providing on-demand assessment and linkage to care and comprehensive treatment for low- income adults, children, and families with major mental health concerns. The Division’s Mobile Crisis Team and Crisis Phone Lines respond to mental health

162

emergencies and crisis situations. MH also funds and supports a variety of community service providers and projects that result in culturally responsive services that reach a wide range of City residents, such as school age children, seniors, LGBTQI20 individuals, transition age youth, and underserved ethnic groups. • Public Health: The Public Health Division (PH) strives to achieve health equity in Berkeley by creating environments that optimize health and well-being for all, and through community-based partnerships. PH provides health education and promotion for tobacco cessation, cardiovascular/heart health, childhood health and nutrition, oral health, and adolescent health. The Division oversees and provides adolescent health services at the Berkeley High School and Berkeley Technology Academy Health Centers, and also provides maternal and child health services including prevention programs and targeted case management. The Division also addresses health policy work through the Healthy Berkeley Program and State Tobacco programs to enhance policy, systems, and environment changes to support healthy practices in the community. The Division now operates YouthWorks, a year- round employment and training program for residents aged 14 to 25, and incorporates job training activities with other youth resources in the community.

20 Lesbian, gay, bisexual, transgender, queer/questioning, and intersex.

163

DEPARTMENT OF HEALTH, HOUSING AND COMMUNITY

SERVICES FINANCIAL SUMMARY
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits 28,688,325 29,297,601 29,612,569 38,009,426 44,513,584 45,265,720 Services and Materials 18,968,967 27,154,559 48,761,541 42,113,206 44,814,001 42,713,357 Capital Outlay 804,105 665,935 20,652 247,062 137,062 247,062 Internal Services 1,534,905 3,471,744 3,380,540 3,956,417 3,851,576 4,001,576 Indirect Cost Transfer 31,108 18,221 36,028 188,815 51,882 52,648 50,027,411 60,608,059 81,811,330 84,514,926 93,368,105 92,280,363

By Division:

Office of the Director 2,866,391 4,785,842 7,149,835 8,386,513 11,043,830 11,317,937 Aging Services 3,917,656 4,019,360 3,935,411 5,246,576 5,708,535 5,768,626 Environmental Health 2,087,480 1,804,421 1,845,027 2,423,328 2,634,129 2,659,881 Housing & Community
Services
15,228,938 19,528,452 39,861,365 38,447,750 39,149,783 39,356,464 Mental Health 13,534,587 14,579,581 15,441,645 19,746,135 23,438,326 22,821,837 Public Health 8,386,055 7,859,736 6,550,238 10,264,624 11,393,502 10,355,619 Community Funding 4,006,304 8,030,668 7,027,809
50,027,411 60,608,060 81,811,330 84,514,926 93,368,105 92,280,363

By Fund:

General Fund 19,186,176 27,809,295 25,566,360 23,455,690 25,265,310 25,429,537 U1 - Housing 1,071 1,181,981 5,510,572 5,831,330 5,851,451 Capital Improvement Fund 109,215 74,145 80,887 74,170 75,424 76,240 Federal Funds 7,298,491 7,877,758 14,062,593 12,422,667 12,553,811 12,388,043 State Funds 16,222,308 14,793,788 17,935,905 23,002,415 27,963,550 26,817,359 County Grants 1,458,832 1,845,459 1,975,663 2,587,122 2,910,438 2,959,842 Local and Foundation Grants 1,676,566 4,148,734 3,104,535 3,275,813 3,797,526 4,138,539 Rental Housing Safety 610
Measure E Disabled Tax 1,249,165 1,297,768 1,341,961 1,432,011 1,569,911 1,601,060 Measure B Paratransit 383,646 455,244 527,845 525,433 36,797 36,797 Measure BB Paratransit 238,202 142,168 49,074 447,741 934,031 940,629 Measure GG Fire Prep Tax 314,021 137,856 204,136 242,527 256,287 260,632 Measure O 14,923,810 6,445,567 6,445,567 6,445,567 Sewer Fund 135,957 184,481 343,797 437,189 503,102 509,045 Permit Service Center
Other Funds 1,754,222 1,840,293 512,783 4,656,009 5,225,020 4,825,622 50,027,411 60,608,060 81,811,330 84,514,926 93,368,105 92,280,363

164

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Actual Actual Actual Adopted Proposed Proposed

DIVISION/ACTIVITY SUMMARY

Office of the Director
Administration 1,739,711 3,690,597 3,792,938 3,421,380 4,874,148 4,063,566 Fiscal &
Administration
1,126,680 1,083,552 1,163,556 1,483,505 1,787,464 1,822,239 Health Officer Unit 11,694 2,193,340 3,481,628 4,382,218 5,432,132 Division Total 2,866,391 4,785,842 7,149,835 8,386,513 11,043,830 11,317,937

Environmental Health
Office of the
Manager

Admin 1,830,680 1,607,288 956,478 2,099,820 887,854 944,893 Health Protection 256,800 196,001 858,707 323,508 1,746,274 1,714,987 Policy Development 1,132 29,843
Abandoned Auto
Abatement

Vector Control
Sewer Emergencies
Division Total 2,087,480 1,804,421 1,845,027 2,423,328 2,634,129 2,659,881

Mental Health
Administration 1,960,418 2,590,957 2,175,382 2,680,054 2,717,965 2,751,871 Adult Services 5,038,366 4,833,608 4,820,148 7,343,041 7,017,024 7,137,623 Medical 1,256,266 1,113,480 721,094 2,036,694 923,427 934,216 Family And Youth
Services
63,397 207,236 783,936 97,787 1,067,770 1,098,405 Access 1,244,705 1,370,356 1,131,770 1,583,108 1,451,534 1,625,284 Crisis Services 2,355,774 2,396,419 926,332 4,769,438 2,610,183 2,611,707 Mental Health
Services Act
1,615,661 2,067,525 4,577,114 6,173,375 5,480,862 Homeles Services 305,868 1,236,013 1,477,048 1,181,868 Family Youth & Chld
Treatment

FYC - FSP
Tier 1 IST
Division Total 13,534,587 14,579,581 15,441,645 19,746,135 23,438,326 22,821,837

Housing & Community
Services

Administration 4,123,742 4,786,372 8,522,191 6,227,155 6,084,232 6,159,656 Community Services 116,056 112,146 1,306,734 1,245,846 1,280,903 1,286,011 Employment
Services
1,218,695 1,130,033 421,451 63,734 123,727 129,955 Housing
Development &
Rehabilitation
2,102,543 4,248,745 19,855,131 18,016,647 18,786,949 18,849,692 Homeless Services 7,667,902 9,251,157 9,755,858 12,894,368 12,873,972 12,931,150 Division Total 15,228,938 19,528,452 39,861,365 38,447,750 39,149,783 39,356,464

165

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Adopted Proposed Proposed Actual
DIVISION/ACTIVITY SUMMARY cont.

Aging Services
Aging Services
Administration
440,563 555,462 456,293 450,368 455,029 453,220 North Berkeley
Senior Center
812,828 740,300 682,381 990,399 913,211 919,455 North Berkeley Senior Center - Transportation 698,955 1,129,864 1,125,731 1,129,609 South Berkeley
Senior Center
526,947 411,481 396,519 471,750 534,844 547,747 West Berkeley
Senior Center
63,997 44,341 38,345 177,669 180,161 181,608
West Berkeley Senior Center - Case
Management
1,024,535 1,220,913 1,690,341 1,734,436
West Berkeley
Senior Center -
Nutrition
598,088 577,080 638,383 805,613 809,216 802,551 Division Total 3,917,656 4,019,360 3,935,411 5,246,576 5,708,535 5,768,626

Public Health
Employment
Services
1,061,171 767,722 773,165
Administration 2,409,044 2,267,878 1,423,784 3,100,062 3,009,996 3,036,719 Case Management 594,392 571,611 317,847 709,806 545,220 539,308 Preparedness 384,660 275,721 773,837 463,942 575,721 537,144 Vital Statistics 408,014 362,492 2,190
Health Promotion 983,024 1,067,092 1,211,915 1,246,016 1,360,161 1,385,080 Clinical Services -
BHS
771,299 535,471 859,288 884,414 1,030,957 1,057,726 Clinical Services -
ACPHC
1,097,523 977,135 502,513 1,110,449 1,141,586 1,152,082 Maternal And Child
Health
1,201,763 1,061,223 1,229,166 1,471,408 2,766,744 1,669,207 Communicable
Disease
493,507 586,865 15,105
Oral Health 42,828 154,248 214,594 217,356 195,396 205,187 Division Total 8,386,055 7,859,736 6,550,238 10,264,624 11,393,502 10,355,619

Community Funding*
Community Agencies 3,877,304 4,433,876 3,463,367
Sugar Sweetened
Beverage
1,900,000 1,887,584
Affordable Child Care 129,000 1,696,792 1,676,858
Division Total 4,006,304 8,030,668 7,027,809
*Community Agency Funding transferred to HHCS from Non-Departmental at the start of each fiscal year

Department
Total
50,027,411 60,608,060 81,811,330 84,514,926 93,368,105 92,280,363

166

STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Champion
and
demonstrate
social and
racial equity
Planning &
Development,
Office of
Economic
Development
Health Equity &
Innovation
District
Referral to the Planning
Commission, the
Community Health
Commission, the
Commission on Aging, and
the City Manager to
establish a Health Equity &
Innovation District (HID).

The goal of the HID is to
reduce chronic racial health
disparities and improve the
overall public health
strategy of Berkeley by
fostering innovations in
healthcare delivery,
improving resiliency, and
strengthening the
integration of health
services and systems. The
HID is intended to draw
investment and grant
opportunities, as well as to
explore the expansion of
scope of practice for
medical providers.
2/22-6/24 New (referral
already in
progress,
adding into
Strategic
Plan)
$250,
Champion
and
demonstrate
Healthy
Checkout
Ordinance
Refer to the Sugar
Sweetened Beverage
Product Panel of Experts to
9/20-6/24 New (referral
already in
progress,
Staff time

167

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
social and
racial equity
consider recommending
funding allocations, and to
work with City staff to
develop protocols for,
implementation, education,
and enforcement.
adding into
Strategic
Plan)
Create
affordable
housing and
housing and
housing
support
services for
our most
vulnerable
community
members
City
Manager’s
Office
First They
Came for the
Homeless
Encampment
To refer Item back to the
Homeless Commission with
the chart of questions
provided by Council and
request that the
commission develop a more
specific policy that is
broadly applicable.
6/18-6/24 New
(referral,
adding into
Strategic
Plan)
Staff time
Champion
and
demonstrate
social and
racial equity
Human
Resources;
City Attorney
Paid Family
Leave
Ordinance
Explore an ordinance that
guarantees paid leave for
new parents.
1/20-6/24 Continuing Staff time
Champion
and
demonstrate
social and
racial equity
City Attorney Decriminalizing
Entheogenic
Plants
Refer to the Community
Health Commission to
consider the possibility of
de-prioritizing enforcement
of laws relating to
entheogenic plants and
fungi by persons over 21
years of age. Consider
7/21-6/24 New
(referral,
adding into
Strategic
Plan)
Staff time

168

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
potential health and
community benefits and
concerns, as well as
possible policy variations
with regard to possession,
use, growing/production,
and sales; quantities
involved; use while driving;
use during pregnancy and
other possible "special
circumstances
considerations.

Be a
customer-
focused
organization
that
provides
excellent,
timely,
easily-
accessible
service and
information
to the
community
Planning; City
Attorney
Cannabis
Ordinance
Revisions;
Amending
Berkeley
Municipal Code
Chapters 12.21,

12.22, 20.40,
23C.25, and
Sub-Titles 23E
and 23F
Direct the Berkeley Public
Health Department to
review the issue of flavored
cannabis products for
combustion or inhalation,
and cannabis products
whose names imply that
they are flavored, and
review any additional
ingredients that may be
hazardous, whether natural
or artificial, including
vitamin E acetate in
inhalation products, and
make recommendations for
action.
6/21-6/24 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time
Be a
customer-
City
Manager’s
Companion
Report: Smoke-

1. Refer to staff to explore
expanding the Ordinance to
6/22-6/24 New (referral
already in
Staff time

169

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
focused
organization
that
provides
excellent,
timely,
easily-
accessible
service and
information
to the
community
Office – Code
Enforcement
Unit
Free Multi-Unit
Housing
Ordinance
Policy and
Enforcement
Modifications
buildings with one unit; 2.

Refer to staff to explore and
consider improvements in
the interface between the
residential and commercial
non-smoking Ordinances in
mixed-use buildings; 3.

Refer to staff to create a
web-based complaint filing
mechanism/service; 4.

Refer to staff to create
special protocols for chronic
situations and to consider
including requirements for
better air filtration and
purification as well as other
measures to effectively
manage chronic cases; 5.

Refer to staff to study the
infraction and enforcement
mechanisms and determine
if they have any benefits
and to consider other
potential enforcement end
points; 6. Refer to staff to
look for opportunities for
bias in enforcement and
mechanisms to better guard
against bias while still
allowing for maximum
action to resolve legitimate
progress,
adding into
Strategic
Plan)

170

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
complaints; 7. Refer to staff
to propose funding sources
for enforcement; 8. Refer to
staff to collect demographic
data around complaints and
targets of complaints (as
much as possible); and 9.

To return to Council with
Ordinance amendments to
accomplish the following:
(a) amend or remove the
10-day language element
(b) modify or remove the 2-
complainant rule if
warranted (c) adjust for the
medical cannabis state law
changes, (d) propose any
and all other improvements
beneficial to the Ordinance.

Champion
and
demonstrate
social and
racial equity
Finance; City
Manager’s
Office
Companion
Report: The
SSBPPE
Commission’s
Proposed Policy
to Refrain from
Procuring,
Selling, and
Serving Sugar-
Sweetened
Beverages
Request that the City
Manager draft an ordinance
for consideration by the City
Council. Original
Commission
Recommendation: "...adopt
an Ordinance amending the
Administrative Code to
direct the City of Berkeley
departments and City food
services contractors to
7/21-
12/22
New (referral
already in
progress,
adding to
Strategic
Plan)
Staff time

171

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
refrain from: 1. Procuring
sugar-sweetened
beverages with City funds;

2. Selling sugar-sweetened
beverages on City property,
including in vending
machines; and 3. Serving
sugar-sweetened
beverages at City meetings
and events on City
property."
Create
affordable
housing and
housing and
housing
support
services for
our most
vulnerable
community
members
Planning Workforce
Housing
Affordability
Plan [Housing
Action Plan]
Refer to the City Manager
the addition of a new
workforce housing option to
the inclusionary housing
law that raises the
percentage of inclusionary
units by allowing the
production of more
subsidized units at a
reduced subsidy per unit.

Additionally, request that
the City Manager return
with “affordable by design”
suggestions to help address
the underproduction of
middle-income units in
Berkeley.
7/20-7/23 New (referral
already in
progress,
adding to
Strategic
Plan)
Staff time

172

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create
affordable
housing and
housing and
housing
support
services for
our most
vulnerable
community
members
Finance Community
Agency Funding
Information
Develop and publish
comprehensive report on
outcomes of community
agencies funded by City of
Berkeley.
9/22-6/24 Continuing Staff time
Champion
and
demonstrate
social and
racial equity
Information
Technology
Results-Based
Accountability
Framework for
Health, Housing
& Community
Services
Programs
Implement a results-based
accountability performance
management framework to
better account for and
improve the work that the
Department of Health,
Housing & Community
Services undertakes, and to
maximize impact. Develop
and publish outcomes data
on selected programs.
7/18-6/24 Continuing Staff time
Create
affordable
housing and
housing and
housing
support
services for
our most
City
Manager’s
Office
Open Doors
Initiative: City
Worker and
First Time
Affordable
Homebuyer
Program
That the City Council refer
the City Manager and
Housing Advisory
Committee to explore
mechanisms to support
homeownership by City of
Berkeley employees and
further refer to City
7/20-6/24 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time

173

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
vulnerable
community
members
Manager to prepare a
report detailing available
first-time homeownership
and low-income
homeowner programs that
might be available for
implementation in the City
of Berkeley. Analysis to
include the new Self-Help
Housing Program and the
provisions of AB 101.

Champion
and
demonstrate
social and
racial equity
Information
Technology
Public Health
Strategic Plan
Implementation
Implement a tracking and
reporting system for
Division program
performance measures
7/19-6/24 Continuing Staff time
Champion
and
demonstrate
social and
racial equity
Planning; City
Attorney
Refer to the
Planning
Commission
and Housing
Advisory
Commission to
Research and
Recommend
Policies to
Prevent
Displacement
and
Gentrification of
Berkeley
Refer to the Planning
Commission and Housing
Advisory Commission to
research and recommend
policies to prevent
displacement and
gentrification of Berkeley
residents of color.

Recommended policies
should include real
solutions. The Commission
should do the following: -
Develop a policy to address
the erosion of People of
2/20-6/23 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time

174

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Residents of
Color and
African
Americans
Color (POC), including the
African American sector of
our Berkeley society. -
Develop rules and
regulations to halt the loss
of People of Color including
the African American
communities. - Develop a
"right to return" for
Berkeleyans, including the
African American
communities who have
been displaced by these
economic and social
developments, and those
who continue to be
employed in our City, even
after having to relocate
beyond our boundaries. -
Solicit expert and lived
experience testimonies
regarding displacement and
gentrification. -
Recommend alternatives to
prevent displacement and
gentrification of our valued
Berkeley residents of color
and African Americans.

Recommendation includes
a request for public
workshops.

175

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially-
healthy City
government
Planning Local
Construction
Workforce
Development
Policy
Policy Recommendation:

That the City Council refer
to the Commission on
Labor to address the
shortage of qualified local
construction workers;
worker retention, and
elevated labor costs
through the creation of a
construction workforce
development policy. This
local workforce
development policy will
encourage housing and
nonresidential development
applicants to require
contractors to utilize
apprentices from state-
approved, joint labor-
management training
programs, and to offer
employees employer-paid
health insurance plans. The
policy will help stabilize
regional construction
markets; and enhance
productivity of the
construction workforce
Berkeley needs to meet its
General Plan's build-out
goals.
7/23-6/24 New
(referral,
adding to
Strategic
Plan)
Staff time

176

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Champion
and
demonstrate
social and
racial equity
Planning
Adding Threat
of Displacement
of a Berkeley
Resident to the
Current Income
Qualification
Guidelines
Which Would
Place an
Applicant in
Priority Status
for BMR (Below
Market Rate)
Units [Housing
Action Plan]
Refer to the City Manager
adding to income
qualification the status of
pending displacement of a
Berkeley resident or family,
for priority eligibility for BMR
units.
2/20-6/23 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time
Create
affordable
housing and
housing and
housing
support
services for
our most
vulnerable
community
members
Planning Companion
Report: Support
for Oregon Park
Senior
Apartments -
[Housing Action
Plan]
Refer the Housing Advisory
Commission’s
recommendation that staff
work with Oregon Park
Senior Apartments (OPSA)
to the Council prioritization
process so that the Council
can evaluate this
recommendation in the
context of other
recommendations for the
use of Housing &
Community Services
staffing resources. Adopted
with the following
6/18-6/24 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time

177

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
conditions: 1. Oregon Street
Park Apartments will
conduct a financial audit. 2.

Oregon Street Park
Apartments will conduct a
full assessment of the
structure of the building and
the facility needs. 3. Oregon
Street Park Apartments will
hire a property manager to
oversee the financials and
the property. 4. The City will
commit to holding the fines
in abeyance until such time
that conditions 1-3 are
completed.

Champion
and
demonstrate
social and
racial equity
Planning; City
Attorney
Neighborhood
Preference in
Affordable
Housing to
Reduce the
Impact of
Displacement
and Ellis Act
Evictions
[Housing Action
Plan]
Refer to the City Manager
and Planning Commission
an ordinance to clarify
existing preferences in
allocating City affordable
housing units to Berkeley
residents living within ½
mile of any new
development and tenants
evicted under the Ellis Act,
expand the second
category of preference for
eligible tenants displaced
under the Ellis Act to
2/20-6/23 New (referral
already in
progress,
adding into
Strategic
Plan)
Staff time

178

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
include certain tenants
displaced through an
Owner Move-In or
(Measure Y) eviction.

PERFORMANCE MEASURES SUMMARY
The below table summarizes the Health, Housing and Community Service Department’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
Meals provided by Aging Services Count of meals,
combining
congregate and
Meals on Wheels
n/a21
• 134,491 meals:
o 47,720 congregate
meals
o 86,771 Meals on Wheels
n/a
Information and assistance sessions
provided by Aging Services Division
Count of sessions n/a • 5,345 sessions n/a
Reduction in days in psychiatric hospital
among clients in our Full Service
Partnership program over the age of 18
1st year in Full
Service
Partnership
program versus
prior year
75% or
greater22
• 78% reduction

Number of vector service requests
received by Environmental Health
Division
Total calls
received n/a
• 366 calls
n/a

21 All performance measures in this table capture the level of activity and effort in their respective areas. For a few, the direction of a trend (e.g., upward or downward) can be in response to both positive and negative influences, making it difficult to establish a desired target. 22 Initially, staff identified increasing the percentage year over year as a fitting target, similar to targets explored by colleagues in other divisions.

After more consideration, staff identified meeting a floor of 75 percent.

179

Measure Description Target Actual Tracking
Percentage of COVID-19 cases with
outreach initiated
Number of cases
with outreach
initiated/all eligible
cases
↑
• 100% (December 2021)

Percentage of COVID-19 contacts with
outreach initiated
Number of
contacts with
outreach
initiated/all eligible
contacts
90%
• 99% (December 2021)

Percentage of STAIR23 clients that exit
to permanent housing
Number that exit
to permanent
housing
↑
• 64%

 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

23 STAIR (stability, navigation, and respite) is Berkeley’s housing navigation center.

180

CHALLENGES
The Health, Housing and Community Services (HHCS) Department’s challenges include:
• Responding to the COVID-19 Pandemic: The pandemic is entering its third year and continues to create unprecedented challenges through HHCS and the community. With responsibilities for public health safety, HHCS faced unique challenges. The Public Health Officer’s Unit had a key role in the City’s response.

Many HHCS staff members from throughout the Department were assigned to the Emergency Operations Center (EOC) for most of the year; in many cases with expanded scopes of work as they maintained many baseline services. Multiple HHCS programs, such as those in Mental Health, Public Health, and Aging Services, continued to face practical challenges in their efforts to reach and serve the community; which necessitated major shifts in service delivery such as the change to telehealth. The City is fortunate to have received more than $20 million in COVID- 19 relief funds through HHCS, primarily for health and homeless activities, which while beneficial to our community, added additional administrative and fiscal responsibilities to HHCS’s already full grants management workload. • Staffing Vacancies: HHCS had many vacant staff positions (about 25%) going into the pandemic. City departments and HHCS have not been immune to the “great resignation” seen throughout the labor market nationally, and positions have continued to turn over. In addition, it is very difficult to attract qualified applicants, particularly in some health and mental health related classifications. Since many of HHCS’s program and projects are of high priority to the Council and community, and the departmental budget has increased by about a third during the pandemic, it is difficult to impossible to scale back workload expectations regardless of staffing levels. This has led to the department exploring options to enhance recruitment and retention, which is needed to prevent staff overwork, low morale, and increased risk for errors.
• Implementation of California Advancing and Innovating Medi-Cal (CalAIM):

CalAIM is a multi-year initiative led by the California Department of Health Care Services (DHCS) to improve the quality of life and health outcomes of individuals by instituting systemic changes to Medi-Cal. The goals of CalAIM are to (1) Identify and manage comprehensive needs through whole person care approaches and social drivers of health; (2) Improve quality outcomes, reduce health disparities, and transform the delivery system through value-based initiatives, modernization, and payment reform; and (3) Make Medi-Cal a more consistent and seamless system for enrollees to navigate by reducing complexity and increasing flexibility. CalAIM will

181

require changes to the City’s relationships with the County and other healthcare providers, to the services provided, and to the way services are funded. • Configuring Staffing in the Housing and Community Services (HCS) Division to Support City Housing and Homeless Priorities: The number and variety of housing and homeless activities staffed in HCS have expanded significantly in recent years due to Council’s commitment to addressing these issues. In the Housing Services unit, for example, staff are now working on 17 development projects, the largest number the City has ever funded at one time, among many other responsibilities. Recruiting staff with the relatively high level of related experience and technical skills needed for these programs is difficult due to competition with many other housing organizations. In FY 23 HHCS will work with a consultant to review the current staffing structure and make recommendations to align with the workload.

ACCOMPLISHMENTS
Highlights of recent HHCS accomplishments include:
• COVID-19 Pandemic Response and Related Service Changes: The COVID-19 pandemic response and related service changes have been a major focus of work in HHCS over the past two years. HHCS staff efforts in the Emergency Operations Center have helped support testing and immunization efforts, contact tracing and investigation, community outreach and education and more. HHCS efforts have prioritized services for the most vulnerable, including within the Mental Health Division and the Aging Services Division that have continuously adapted their service delivery models throughout the pandemic to ensure continuity of services for vulnerable residents.
• Affordable Housing Development Financing: Affordable Housing Development financing, supported by sources including Measures U1, O and P, has reached an all-time high for the City, as has the diversity and complexity of projects being supported. Financing affordable housing requires years of work on each development. Staff involvement starts with predevelopment funding and evaluation of proposals and leads to complicated contracts and monitoring during construction and for decades into operation. HHCS is currently working with 17 developments in the predevelopment and construction phases, which include 915 affordable units and $119 million in City fund reservations and commitments. This includes 308 units in construction now, with the Berkeley Way and Jordan Court developments nearing occupancy.
• New Service Implementation to Address Inequitable Outcomes: Implementation of new services to address inequitable outcomes that are an indirect impact of the COVID-19 pandemic, including shifting from congregate meals to a meal delivery

182

service and increasing Meals on Wheels capacity 1 ½ times by the Aging Services Division, implementing a Homeless Full Services Partnership that provides intensive case management services to mentally ill and unhoused community members by the Mental Health Division, implementing community crisis response services to expand community outreach services for individuals experiencing or on the verge of crisis, and implementing COVID-19 and flu vaccinations, as well as referrals to other core services, for community members who are homebound due to a disability (and their attendants) by the Public Health Division.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
• $300,000 from the California Department of Public Heath (CDPH)’s California Equitable Recovery Initiative (CERI) awarded in FY 22. These CERI funds will be implemented to enhance the structures and systems of HHCS to bridge the gap of health inequities in the City of Berkeley. Funding will be used primarily for personnel costs who will support this department-wide initiative by supporting community engagement, data gathering, and collaboration across HHCS to support the creation of an HHCS Strategic Plan for Health Equity. The application of the CERI funds will coincide with the 2018 Council Referral to fund $250,000 to establish a Health Equity Innovation District through community engagement work. • $1,000,000 from the state Department of Health Care Services (DHCS) Crisis Care Mobile Units (CCMU) program awarded in FY 22. Funds will support the implementation of the Specialized Care Unit.
• $2,500,000 from the Mental Health Services Oversight and Accountability Commission’s Mental Health Student Services Act (MHSSA) program awarded in FY

22. MHSA funds will support program planning and implementation to increase access to mental health and wellness services for Berkeley Unified School District students.
• The General Fund Baseline Budget of $25.3 million includes approximately $15 million for salary and benefits costs, which is nearly $2.0 million, or a 15.1%, increase over the FY 22 Adopted Budget. In addition, the baseline budget increases by an additional $150,000 to help absorb the cost of salaries for certain grant-funded positions and for facility maintenance costs to support the move of the expanded Health Officer Unit to 1011 University and the Vital Statistics program to the Ground floor of 1947 Center Street to ensure public access. HHSC is requesting funding for two additional positions to support BART site housing development and to manage the implementation of Project RoomKey and other grants.

183

HUMAN RESOURCES

MISSION STATEMENT
Partner with all City departments to hire and retain a diverse and highly qualified workforce that support the mission of the City of Berkeley. The Human Resources Department is committed to delivering excellent customer service, responding to and facilitating staff access to needed resources and tools. Working together in a spirit of continuous improvement and collaboration, the Human Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our diverse community.

ORGANIZATIONAL CHART

HUMAN RESOURCES OVERVIEW
The Human Resources team serves the Berkeley community’s need for a well-qualified high performing workforce by attracting and retaining a talented and diverse City government workforce. The role of the Human Resources Department is to serve as a strategic business partner to its internal and external customers and provide leadership, expertise, support and guidance to other City Departments in the areas of recruitment and selection for employment, occupational health and safety, employee benefits, workers' compensation, employee development and training, employee relations and equal employment opportunity programs and Classification and Compensation.

The Human Resources Department delivers the following baseline services:
• Office of the Director: The Office of the Director provides overall leadership and administrative direction for all Human Resources Department activities. The Director Director
Personnel and
Administrative
Services
Employee
Relations
Equal Employment
Opportunity and
Diversity
Training and
Organizational
Development

184

of Human Resources acts as the City Manager’s representative for all disciplinary and grievance appeals, serves as Secretary and provides staff support to the Personnel Board as established by Section 119 of the City Charter, and serves as Lead Strategist/Chief Negotiator with all employee groups. • Personnel and Administrative Services: The Personnel and Administrative Services Division conducts all merit-based recruitment and examination activities in accordance with the City’s Personnel Rules and Regulations, federal and state laws, and other Ordinances and Resolutions adopted by City Council. Recruitment and examination activities include: developing examination plans, creating job announcements, conducting advertisement campaigns, reviewing applications, coordinating rater panels, administering exams, conducting statistical analyses of tests, and conducting new hire orientations and processing related paperwork. This Division also administers the classification and compensation plans; conducts organizational and compensation studies, job analysis and desk audits; processes all changes of employment status; and establishes and maintains all personnel records and tracks employee benefits.
• Employee and Labor Relations: The Employee and Labor Relations Division conducts all labor relations activities with the City’s seven labor organizations and represents the City Manager on employee relations matters; advises department staff on labor contract interpretations, federal and state employment laws, and human resources policies and procedures; and manages and reviews grievances and disciplinary issues. The Division also administers and assists departments with the City’s benefits, Workers’ Compensation, and Occupational Health and Safety programs. The City’s benefits plan includes: medical, dental, vision, and life insurance; Supplemental Retirement Income Plans; Deferred Compensation plans; CalPERS and PARS retirement plans; the Employee Assistance Program; long term disability, and other voluntary plans.
• Training and Organizational Development: The Training and Organizational Development Division administers and oversees the Citywide Training Program, which is designed to provide ongoing training and development to employees in skills that are fundamental to successfully achieving the City’s mission. The Citywide Training Program builds employee capacity in the “Three C’s” – Customer Service, One City Team, and Continuous Learning. In addition, the unit also oversees the Leadership Development, Management Skills, and Tuition Reimbursement programs, and provides organizational development services. • Equal Employment Opportunity (EEO) and Diversity: The EEO and Diversity Division administers, implements, and coordinates the City’s EEO matters; ensures compliance with EEO provisions; enforces diversity efforts pertaining to recruitment and retention; administers the City’s Harassment Prevention Policy and discrimination complaint process; conducts internal investigations of complaints filed,

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and assesses reasonable accommodation requests in compliance with the provisions of the Americans with Disabilities Act (ADA) and the CA Fair Employment and Housing Act (FEHA).
• Benefits Administration: The Benefits Administration Division administers competitive insured and self-insured employee benefit plans that best meets the needs of employees, retirees, their dependents and the City, and assists participants in effectively utilizing their plans. Administration and oversight of this program area includes benefit contract management, management of the annual open enrollment event, COBRA administration, legal compliance, and daily support for constituents. • Workers Compensation and Safety: The Workers Compensation and Safety Division administers the job-injury insurance program paid for by the City for the care of injured employees who have suffered a work-related injury or illness. The benefits include both medical care and disability benefits to help cover lost wage through a no-fault system and at no cost to the injured worker.

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HUMAN RESOURCES DEPARTMENT FINANCIAL SUMMARY
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Actual Actual Actual Adopted Proposed Proposed

EXPENDITURES

By Type:

Salaries and Benefits
2,988,727

3,005,735

3,131,801

3,707,315

4,037,482

4,143,179
Services and Materials 732,020 492,664 520,275 300,260 598,260 598,260 Capital Outlay 353 (48) 131
Internal Services 199,854 398,483 397,973 406,841 406,841 406,841 Indirect Cost Transfer 18,294 27,854 27,911 23,637 29,540 29,836

3,939,247

3,924,687

4,078,091

4,438,053

5,072,123

5,178,116

By Division:

Administration 555,027 805,401 801,030 834,891 833,063 828,460 Training &
Organizational
Development
545,798 585,097 510,229 462,648 629,665 647,287
Personnel &
Administrative Services

1,019,685

1,100,820
959,378
1,560,286

1,587,057

1,631,511
Employee Relations
1,640,653

1,215,162

1,624,704

1,396,098

1,791,749

1,825,578
Equal Employment
Opportunity & Diversity
178,085 217,791 182,750 184,130 230,589 245,280
Safety 416

3,939,247

3,924,687

4,078,091

4,438,053

5,072,123

5,178,116

By Fund:

General Fund
2,045,393

2,270,953

2,318,029

2,407,724

3,112,412

3,166,581
Employee Training Fund 568,397 595,376 555,538 618,930 646,573 663,875 Workers' Compensation
1,142,560
799,902 802,103
1,161,080

1,012,381

1,039,255
FUND$ Replacement 145,200
Permit Service Center 182,897 258,456 257,221 250,319 300,757 308,405

3,939,247

3,924,687

4,078,091

4,438,053

5,072,123

5,178,116

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Attract and
retain a
talented
and diverse
City
government
workforce
City Attorney,
City Clerk,
City
Manager’s
Office
Skilled
Workers
Academy
• Providing training with
intent to increase "pass
outcomes" for entry
level/other classifications
into higher classifications
and building a
collaborative and engaged
dialogue to provide On the
Job Training to support
"pass" outcomes
• Developing alternative
pipelines for career
development for existing
city staff leveraging
internal & external
resources
• Enhancing and
incentivizing Bachelor's
degree completion

7/20-6/24 Continuing $15,000/year
(funded)
Attract and
retain a
talented
and diverse
City
government
workforce
City Attorney,
City Clerk,
City
Manager’s
Office
Paid Family
Leave Policy
Supplemental California Paid
Sick Leave Program. That the
City Council adopt this policy
and refer to the City Manager
and City Attorney to amend
the proposed ordinance
based on the
7/21-6/24 Continuing To be
determined

188

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
recommendations of the Paid
Family Leave (PFL)
Subcommittee and to conform
to legal and code consistency
requirements. This is a
Council and Budget referral:

Ben Bartlett, Sophie Hahn,
Kate Harrison, Cheryl Davila.

Create a
resilient,
safe,
connected,
and
prepared
city
All City
departments
Citywide
Safety
Programs
Plan for All
Departments
There is a need to identify
gaps and update our current
City Safety plan. The review
should include the CalOSHA
mandatory Injury and Illness
Prevention Program (IIPP),
expanded safety training,
revamping the required safety
committee program,
developing an up-to-date
workplace violence prevention
plan, and developing
guidelines on early
identification and mitigation
for work place hazards. In our
continued management of the
different variants with COVID,
this division needs resources
to implement what is needed
to address worker safety.
7/19-
12/24
Continuing $50,000
(requesting
funding)

189

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Attract and
retain a
talented
and diverse
City
government
workforce
City Attorney,
City
Manager’s
Office
Revision of
Personnel
Rules and
Regulations
Update and revise Rules and
Regulations to comply with
current federal and state laws;
reflect best practices; and
ensure the established rules
are comprehensive and
consistent. (formerly
“Revision of Personnel Rules
and Regulations and the
Employer-Employee
Relations Resolution, now
split into 2 distinct projects).
6/19-6/24 Continuing $20,000/year
(requesting
funding) Attract and
retain a
talented
and diverse
City
government
workforce
City Attorney,
City
Manager’s
Office
Revision of
the Employer-
Employee
Relations
Resolution
Update and revise Resolution
to comply with current federal
and state laws; reflect best
practices; and ensure the
established rules are
comprehensive and
consistent. (formerly
“Revision of Personnel Rules
and Regulations and the
Employer-Employee
Relations Resolution, now
split into 2 distinct projects).
6/19-6/24 Continuing To be
determined
Provide an
efficient and
financially-
healthy City
government
All City
departments
Succession
Planning
In advance of a large amount
of expected retirements in
fiscal year 2018, develop and
provide guidance to all City
departments to improve
succession planning and
6/18-7/23 Continuing Staff time

190

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
minimize disruption to the City
government and the
community it serves.

191

PERFORMANCE MEASURES SUMMARY
The below table summarizes the HR Department’s performance measures. More detailed information is available in the Performance Measures appendix to this document.

Measure Description Target Actual Tracking
City demographics/
diversity mirrors
County
demographics/
diversity
Identify/address disparities based on
race/ethnicity categories in City
workforce
Parity
• 1,213 non-white employees
in City’s workforce
population (85% of Alameda
County)

Reduction in the time
it takes to address
and close an EEO
complaint
Average days to close an EEO
complaint ↓
• 30 days

Reduction in EEO
complaints
Number of EEO complaints
↓ • 5 complaints 
Training attendance • Number of employees attending
EEO-facilitated harassment trainings
• Number of citywide training available
• Number of people requesting tuition
reimbursements
↑
• 677 employees attending
EEO-facilitated trainings
• 134 citywide trainings
available
• 4 tuition reimbursement
requests

Appointments for
Labor Relations
Coordinating
Committee (LRCC)
counseling, advice,
etc
Number of LRCC appointments
n/a24
• 161 appointments
n/a
Reduction in LRCC
grievances and cases
• Number of LRCC grievances and
cases ↓ • 8 grievances opened, 3
grievances closed 

24 The reasons supervisors/managers choose to schedule one, several, or no appointments are outside the control of Employee Relations.

192

Measure Description Target Actual Tracking
• 161 cases opened, 161
cases closed
Time to hire Average number of days from
requisition approval to hired status ↓ • 242 days 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

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CHALLENGES
Human Resources challenges include:
• Human Resources staffing.
• Recruiting and retention issues as a result of the “great resignation” – creative solutions.
• Providing ongoing testing options for COVID-19 testing. • Ongoing challenges with ERMA/Transactions – i.e. obtaining audit manual for payroll
• Labor Relations impacted by COVID-19: Negotiating the City’s seven Memorandum of Understanding (MOU) with the City’s bargaining partners and implementing the 76 resulting provisions. Meet and confer process with the Unions on the Vaccination policy’s, workplace safety, and vaccination exemption process. • T echnology: Due to COVID-19, the NeoGov Onboarding and Performance Learning Management software full implementation which is critical to the organization for tracking and processing employees continues to be delayed. The NeoGov Performance and Learning Management module has been delayed pending the implementation of the Performance Learning module.

ACCOMPLISHMENTS
Highlights of recent Human Resources Department accomplishments include:
• Personnel Administrative Services
o Virtual Onboarding Process: The Personnel and Administrative Services Division streamlined new hire processes and training, including collecting paperwork through virtual conference meetings with new hires and deploying the NeoGov Onboard Module, designed with self-service, document repository, and interactive dashboard functions to achieve increased consistency, efficiency and effectiveness.
o Implemented Hiring Freeze Exception Process: In response to the citywide hiring freeze and minimizing staffing impact to departments, the Personnel and Administrative Services Division developed a procedure allowing departments to request hiring exceptions. In addition, the team enhanced the existing NeoGov system to support and report exceptions tracking. o Business Process Improvements: Staff identified and supported the implementation and development of several business process improvements in the development of Personnel Action (PA) workflows.

194

o ERMA Personnel Action Workflow Training: Staff served as subject matter experts for material development and training of payroll clerks on ERMA Personnel Action Workflows.
• Employee and Labor Relations
o Negotiation of Successor Union Contracts: The Employee and Labor Relations Division negotiated 7 MOUs and implemented 76 MOU provisions. • Training
o New Employee Orientation Training: Due to the pandemic redesign New Employee and New Supervisor Orientations to a digital structure of 8 hours (versus 24 hour in person).
o Restructure of Training for Citywide services Return to Work: The Training Division launched an urgent Needs Assessment to evaluate the next iteration of training to support staff resilience. This included analyzing the efficacy, present day and future forward relevance of mandated training, delivery modality and access constraints in anticipation of the post shelter-in- place era.
• Reinstatement of the Supplemental Retirement Income Plan (SRIP) Investment Plan Committee: The plan is administered by a committee of nine employees that adopt rules and regulations for the supervision of the SRIP plans. • Equal Employment Opportunity
o Equity Committee: The EEO Division expanded the membership and adopted rules and procedures to make recommendations on the Mason Tillman report.
• Benefits Administration
o City of Berkeley Benefits Plan: The Benefits Administration Division updated new benefit rates and negotiated a new contract to manage retiree benefits, and managed the annual open enrollment event online, and provide daily support for current employees, as well as retired constituents. • Workers Comp and Safety Program
o COVID-19 Response: This Division implemented mandatory COVID-19 vaccination policy and updated policy developed for Administrative Regulations and CalOSHA required COVID prevention Plan and Managers and Supervisors COVID-19 package. Contracted with onsite vender for COVID-19 testing.
o Workers Compensation Claims Revenue Recovery: This Division reduced the Total Estimated Future Liability on the entire program during this period by 2% (or $475,315), resulting in successful recovery of $13,805.95 from the City’s excess carriers and successful resolution of 16 claims.