Berkeley City Council
June 14, 2022

195

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $634,070, or 14% over the FY 22 Adopted Budget of $4.4. This is primarily due to an increase of $330,167 in salaries and benefit costs.

Human Resources is requesting funding for the Citywide Safety Program ($50,000) and the Revision of Personnel Rules ($40,000) in FY 23 and FY 24.

196

INFORMATION TECHNOLOGY

MISSION STATEMENT
The Department of Information Technology’s vision is to provide excellent customer service through innovative and intuitive solutions with a diverse workforce to enable City operations, and to connect and deliver quality solutions for the community.

ORGANIZATIONAL CHART

DEPARTMENT OF INFORM ATION TECHNOLOGY OVERVIEW
The Department of Information Technology (IT) provides cost-effective smart technology solutions to its business partners and community with integrity and commitment to excellence. IT is comprised of five operational divisions, as outlined below:
• Office of the Director: The Office of the Director oversees digital strategic planning, technology governance, policy and procedures, budget, technology procurement and contracts, vendor management, Council reports, performance metrics, leadership and team-building, project portfolio management, and performance management.
• 311 Customer Service: 311 is the centralized customer service experience for the community and businesses, answering request for services for Public Works, Finance Business License, Residential Parking Permits, Citations, Refuse services & payments, general City service requests and more. To support this objective, Berkeley’s 311 uses a Customer Relationship Management (CRM) software application to manage, track, and categorize customer service requests.

Director
Office of the
Director
Enterprise
Applications
Project
Management
and Analytics
Infrastructure,
Security and
Operations
Customer
Service/311

197

• Enterprise Services: Enterprise Services provides systems administration support, business analysis, and project management services to departments and the City for enterprise software applications across a variety of technology platforms. • Project Management and Analytics: The Project Management and Analytics Division provides implementation services for new technology projects and support for existing technologies. Specifically, project management, programming, and business analysis services are provided to each department’s technology portfolio to maximize interdepartmental workflow efficiencies.
• Infrastructure, Security, and Operations: The Infrastructure, Security and Operations Division provides technology operations support to the City. Services include Helpdesk, Network Engineering, and Cyber Security. This Division also provides 24x7 support for mission-critical systems, including 911 Computer Aided Dispatch (CAD), and Police/Fire Mobile Data Computers (MDCs).

The Helpdesk provides the first point of contact for City staff with computer hardware, software, or network connectivity issues. The Network Engineering and Security team provides infrastructure support for the City of Berkeley network, including servers, storage, Database Administration, Local Area Network (LAN), Wide Area Network (WAN), fiber, Internet, wireless, and desk phone services. The Cyber Security team plans and deploys initiatives around cyber security and works closely with departments to maintain compliance with data standards and applicable laws around data privacy and security.

198

IT 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
7,384,040 8,214,212 8,474,262 9,006,426 9,095,430 9,347,596 Services and
Materials
5,432,993 6,616,883 7,136,408 9,573,160 10,912,371 10,868,713 Capital Outlay 160,859 25,068 - 920,649 920,649 920,649 Internal Services 254,671 624,609 925,968 910,297 910,297 910,297 Indirect Cost
Transfer
7,073 15,133 15,493 13,356 - -
13,239,636 15,495,905 16,552,132 20,423,888 21,838,747 22,047,255

By Division:

Office of IT Director 2,151,259 2,301,933 2,423,011 2,476,330 2,462,740 2,498,030 Project
Management &
Analytics
7,399,520 6,966,107 6,364,829 12,098,829 7,776,573 7,887,553 Infrastructure, Security & Operations 5,942,015 3,969,775 9,225,734 9,397,009 Customer Service
311
1,599,655 1,710,116 1,822,277 1,878,954 2,373,700 2,264,663 13,239,636 15,495,905 16,552,132 20,423,888 21,838,747 22,047,255

By Fund:

General Fund 1,525,916 1,396,627 1,330,730 1,526,760 1,526,760 1,526,760 IT Cost Allocation 8,024,374 11,104,138 12,006,689 14,673,515 16,610,868 16,795,282 Employee Training 165,944 157,257 160,712 188,374 188,374 188,374 Phone System
Replacement
- - 82,521 449,408 449,408 449,408
FUND$
Replacement
2,158,374 2,101,361 2,508,754 3,292,694 2,924,340 2,948,434 Capital
Improvement Fund
638,384 5,360 - - - -
Zero Waste Fund 105,806 155,040 172,295 162,140 8,000 8,000 Sanitary Sewer
Fund
9,053 - 18,025 - - -
Permit Service
Center
269,700 231,086 238,570 - - -
PEG Access
Facilities
- - - 100,000 100,000 100,000
Computer
Replacement Fund
227,560 114,000 - - - -
Other Funds 114,525 231,037 33,835 30,997 30,997 30,997 13,239,636 15,495,905 16,552,132 20,423,888 21,838,747 22,047,255

199

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
Planning,
Finance, Public
Works, Fire
Upgrade Accela
Environments
Upgrade Accela
environments to ensure
all are running a stable
and supported version.
9/21-6/24 Continuing $200,000
Provide an
efficient and
financially-
healthy City
government
All City
departments
Upgrade Analytics
Now FUND$ Web-
based Reporting
Tool
Upgrade the Analytics
Now to version 11.1.x that
is both supported by
Central Square and
provides enhancements
over the current version.
2/21-3/23 Continuing $200,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
All City
departments
Enterprise
Architecture
Document the current
architecture and
implement ways to
standardize. This would
include documenting the
As-Is architecture,
implementing Source
Control, creating
document taxonomy etc.
7/20-6/24 Continuing $250,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
All City
departments
Enterprise Data
Integration
Develop plan/tool to
integrate and manages
data exchange across all
connected systems in and
out of the enterprise in a
standard and efficient
way.
6/20-6/24 Continuing $500,000

200

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially-
healthy City
government
All City
departments
SQL Server 2008
Upgrade/Migration
Citywide
Upgrade to a Microsoft-
supported version of SQL
Server, continued
support, improved
security.
4/19-6/24 Continuing $150,000
Provide an
efficient and
financially-
healthy City
government
All City
departments (led
by City
Manager’s
Office:

Communications)
New City of
Berkeley Website
Phase 2
For FY 23, there will be
some production
management support and
security enhancements
and fixes for User Design
/ Interface issues.
3/19-6/22 New $200,000
Provide an
efficient and
financially-
healthy City
government
Health, Housing
and Community
Services
Alameda County
Community Health
Record Access for
Public Health
Provide authorized City
users with access to the
Alameda County
Community Health
Record. Gather initial
access information upon
City Attorney approval.
8/21-6/24 Continuing $100,000
Provide an
efficient and
financially-
healthy City
government
Public Works Accela Workflow
Enhancements and
Online Payments
for Public Works
Accela workflow and
functionality
enhancements to provide
online access to
community members for
payments for Public
Works permits.
5/21-6/24 Continuing $35,000
Be a
customer-
focused
organization
Finance Accela Citizen
Access –
Expansion of
Online Business
Currently only "Rental for
Real Property" business
licenses can renew their
licenses online on web
5/21-6/24 Continuing $50,000

201

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Licensing Renewal
to all Business
Types
portal. Agency has
requested this feature to
be extended to other 19
Business Licensing types
issued by City of
Berkeley.

Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Planning Accela: Building
Permit Online
Application for
Planning
Request to create a new
functionality that would
allow the public to apply
for, pay for, and receive
permits online and check
on status of permits.
2/21-6/24 Continuing $100,000
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
Finance FUND$: Modify
Zero Waste Billing
Customer Charges
for Official
Payments
Modify the Utility Billing
and Accounts
Receivables scripts that
send Customer Charges
to Official Payments so
that the scripts operate in
production only (or Test
as needed).
2/21-2/23 Continuing $150,000

202

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
Finance Accela:

Enhancement/Fixes
to Existing Accela
Financial Reports
Provide enhancements
requested by department
on reports and fix issues
reported by users.
1/21-6/24 Continuing $50,000
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Finance Accela Refund
Bridge
Overpayment and
Refunds
Process overpayments
and refunds checks and
provide reporting of same
data.
1/21-6/24 Continuing $100,000
Be a
customer-
focused
organization
City Auditor Mission Mark Audit
Software
Using the Mission Mark
Audit Platform to aid the
City Auditor in managing
and tracking ongoing
9/19-6/24 Continuing $24,000

203

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
audits recommendations,
and publishing
recommendations to the
public website.

Provide an
efficient and
financially-
healthy City
government
Police Police Form filing
system: Guardian
Tracking
Digitize all of the papers
that need signatures.
1/22-6/24 Continuing $50,000
Provide an
efficient and
financially-
healthy City
government
Fire Prioritized Dispatch
for Fire
Fire dispatch application
software.
1/22-12/22 Continuing $100,000
Create a
resilient,
safe,
connected,
and prepared
city
Police Next Generation
911 (NG 911)
Regional project to update
911 service infrastructure
to enable the public to
transmit text, images,
video and data to 911
center.
3/20-6/24 Continuing $100,000
Create a
resilient,
safe,
connected,
Police Open Data Project
– Berkeley PD
(Audit Response)
Collecting police data
from various sources,
including Stop Data, Call
For Service, and Use of
Force. Transforming and
6/19-6/24 Continuing $50,000

204

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
and prepared
city
making this data available
to the public.

Create a
resilient,
safe,
connected,
and prepared
city
Police Migrate Evidence
data from legacy
system to current
Evidence.com
system
Migrate evidence data
from Veripic (legacy
system) to evidence.com
(current system from
Axon).
4/19-6/24 Continuing $100,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Police Time Management
Application for
Police
Time Management
Application for Police shift
and time scheduling and
tracking.
3/19-6/24 Continuing $50,000
Create a
resilient,
safe,
connected,
and prepared
city
Police Crime forum
transition to new
vendor
Migrate police crime
forum to new software
where various agencies
share crime data.
1/19-6/24 Continuing $100,000
Provide an
efficient and
financially-
healthy City
government
Police Microfiche
Digitizing for
Berkeley Police
Department
Digitize remaining Police
Department microfiche
data to improve data
management and
accessibility.
1/19-6/24 Continuing $150,000
Provide an
efficient and
financially-
Police Migrate Legacy
Police Records to
Convert very old data
from 80s and 90s to
Microsoft SQL server.
1/19-6/24 Continuing $200,000

205

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
healthy City
government
supportable
platform
Create a
resilient,
safe,
connected,
and prepared
city
Fire Fire Aside software
and mobile
application
Provide a vegetation
inspection software
solution with phone
application.
5/22-5/24 New $60,000
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
PW, Fire, Police,
PRW
New 311 Customer
Relationship
Management
System
Replace CRM System
and integrate with other
systems in the City such
as AssetWorks.
5/22-6/24 New $500,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
All Departments Microsoft
SharePoint,
OneDrive and
Teams Citywide
deployment
This is a project to
redefine SharePoint and
Teams functionality and
launch intranet.
4/22-4/23 Continuing $100,000
Provide
state-of-the-
All Departments Smart Conference
Rooms
This is a project to
upgrade conference
7/22-12/22 New $80,000

206

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
art, well-
maintained
infrastructure,
amenities,
and facilities
rooms and provide new
technology for hybrid
remote / onsite meetings
and presentations.

Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Planning,
Finance, Fire
Master Address /
Parcel Database
Produce a Master
Address / Parcel
database with continually
updated information.
9/22-9/23 New $300,000
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Planning,
Finance
Publish GIS data to
Open Data Portal
on City Web Site
Set up new data Hub for
GIS data for internal and
external use. Allows us to
get rid of duplicated
software.

To be
determined
New $150,000

207

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially-
healthy City
government
Finance FUND$ upgrade
Phase 2 from v7.3
to v7.4
Upgrade to more recent
version to be compliant
with maintenance
agreement and upgrade
Rocket LMi Source
Control software.
12/22-9/23 Continuing $200,000
Provide an
efficient and
financially-
healthy City
government
Planning Accela Electronic
Document
Management
System
Replaces system out of
compliance.
6/22-12/22 New $200,000
Create a
resilient,
safe,
connected,
and prepared
city
All Departments Business Impact
Analysis
Provide Disaster
Recovery of critical and
non-critical systems in the
City government.
1/19-5/24 Continuing $100,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
HR Human Resources
systems for
learning
management,
performance
management and
employee
onboarding
(NeoGov)
Add modules for staff
onboarding, classes for
staff, and performance
management.
7/22-12/23 Continuing $71,000
Provide
state-of-the-
art, well-
City Manager’s
Office, Animal
Animal Services
License System
Provide on-line services
for Animal Shelter.
8/22-11/22 Continuing $14,000

208

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
maintained
infrastructure,
amenities,
and facilities
Services,
Finance
(Online Dog
Licensing)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works FUND$
Replacement: Zero
Waste
Management and
Billing System
Implement software to
manage operations and
billing for Zero Waste.
1/21-6/23 New $500,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works FUND$
Replacement: Fleet
Management
Implement software to
manage City fleet of
vehicles.
7/21-12/22 New $500,000
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works Capital
Improvement
Projects software
Implement capital
improvements project and
financial management
software.

To be
determined
New $2,100,000
Provide an
efficient and
financially-
Planning, Public
Works, Fire
Digital Permit
software
Replacement
Replace existing software. To be
determined
New $3,600,000

209

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
healthy City
government
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
City Attorney Case Management
and Practice
Management
Software
Case management
software for Legal; RFP
being reviewed.

To be
determined
New $112,500
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
City Attorney Scheduling
Software
Software to manage
charges / schedules for
Legal.
7/22-12/22 New $25,000
Provide an
efficient and
financially-
healthy City
government
Finance FUND$ Upgrade
NetIQ Security
Software
Upgrade security for
FUND$ financial software.
12/22-6/23 Continuing $50,000
Provide an
efficient and
financially-
healthy City
government
Human
Resources
ERMA: AR/GB
(Accounts
Receivable /
General Billing)
Enable accounts
receivable and general
functionality in ERMA
(Tyler Munis) software.

To be
determined
Continuing $350,000
Provide an
efficient and
financially-
Human
Resources
ERMA: ESS
(Employee Self
Service)
Enable employees to view
own time off, pay stub,
W2 information in ERMA.

To be
determined
Continuing $96,000

210

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
healthy City
government
Provide an
efficient and
financially-
healthy City
government
Finance Automation of BL
Delinquent Report
(fixes to existing
Accela Finance
Reports)
Add reporting for
delinquent payments.

To be
determined
Continuing $50,000
Provide an
efficient and
financially-
healthy City
government
Finance Accela Refund
Bridge
Overpayment and
Refunds
Code to track
overpayments and
refunds per permit.
1/19-8/22 Continuing $50,000
Provide an
efficient and
financially-
healthy City
government
Payroll Audit ERMA/Time and
attendance system
(Executime)
Software to allow staff to
input own time sheets and
for approvals to be
automated and electronic.

To be
determined
Continuing $235,000
Create a
resilient,
safe,
connected,
and prepared
city
Parks,
Recreation and
Waterfront
New Security Gate
System @
Waterfront
Security gate for Berkeley
Marina.
2/22-8/22 New $92,000
Provide an
efficient and
financially-
healthy City
government
Finance Business licensing
software
replacement
New software for
business licenses .

To be
determined
Continuing $500,000

211

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

Measure Description Target Actual Tracking
First call
resolution
Number of queries answered on the first
call by:
• 311 Customer Service (external)
• Helpdesk (internal)
↑
• 84% first call resolution, 311
Customer Service
• 45% first call resolution, Help Desk 
Percent
abandonment
rate
Abandoned calls divided by total number
of inbound calls received by 311
Customer Service (external)
↓
• 20% abandon rate, 311 Customer
Service 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

212

CHALLENGES
In 311, total service requests increased 2% in FY 2021 while the staffing budget remained flat. 311 maintained a hybrid staffing model throughout the COVID pandemic using Direct Line Services to cover meetings, lunch hour, and day end payment balancing. A recent Community Survey confirmed that community and businesses reach out more often to 311 customer service for assistance by phone, website, and email.

Customer calls for service and payment by phone remained strong during the pandemic and remain so today. The focus of 311 is to utilize staffing to maintain the highest level of service to the community.

In FY 23, 311 will publish a request for proposals (RFP) for a new customer relationship management (CRM) software application that will allow 311 to expand services through the website, mobile application and other technology features to allow customers to self- service.

Other IT challenges include:
• Resources and Stability: Operations and core technologies require investment, resources and stabilization.
• Balancing Projects and Core Services: The IT Department has an extensive, ambitious project portfolio which diverts resources from core IT service delivery. • Employee Retention and Recruitment: The technology team has a 22% vacancy rate stemming from the “great resignation”, retirements, and a hot job market for tech. To address employee retention, the IT Department will focus on has a need for professional development opportunities and success planning. • Work Space: The IT Department has very a tight office space. These office space limitations impact service levels.
• Standards: There is a lack of technology standards and adoption of redundant technologies. This is when multiple tools are deployed in different parts of the City, serving the same need (e.g., Zoom, Microsoft Teams, and Skype) or multiple tools serving the same employee (e.g., a desktop and laptop per employee instead of a laptop and a docking station). The lack of standards, together with redundant technologies, cause inefficiencies and excessive costs. • COVID-19 Technology Response: IT continues to receive requests for immediate software and hardware solutions to assist with remote work. Full staffing will assist with response time to our internal departments.

213

ACCOMPLISHMENTS
The IT Department completed many innovative projects and achieved operational success while struggling with challenges related to staffing and pandemic response.

Accomplishments include the following:
• COVID/Remote Work Response
• Website Reinvention Project
• ERMA Payroll System and Budget Module launch
• New Recruiting System (NeoGov)
• Racial and Identity Profiling Act (RIPA) Reporting
• Internal Crime Mapping Dashboard
• Council Redistricting Mapping
• Interactive Kiosk Deployment (IKE)
• New Irrigation System for Parks
• Public Works Work Order System (NexGen)
• Public Records Act System
• City’s Phone System Upgrade
• Server & Storage Replacement
• Data Backup Replacement
• Cybersecurity Projects: 60% of Cyber Resiliency Plan projects are completed. • COVID-19 Information Services: 311 was an essential service to the community in terms of responding to COVID-19 requests for information. In calendar year 2020, in a 7-month Period, 311 responded to over 7,000 emails. In calendar year 2021 there were many changes to the Public Health Orders and masking mandate and 311 processed over 16,000 emails, including requests for information on where to get vaccinated and how to find testing locations in Berkeley. Calendar year 2022 has started off with far less inquiries, with most of the current inquiries pertaining to testing and vaccine information.
• 31 1 Customer Service: The 311 Customer Service Center remained fully staffed offering the community a consistent contact for services, resulting in increased requests via website and mobile applications. 311 staff working at home focus on service requests received through the website, mobile cases, Direct Line coverage cases, email, and voicemail. Responses for these case types improved from two days service level to same day response.

214

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $1,414,859, or 7%, over the FY 22 Adopted Budget. This is primarily due to an increase in salaries and benefit costs, technical services, and software maintenance. Information Technology is requesting funding in the amount of $770,000 for the IT Department move to 1947 Center Street.

215

BERKELEY PUBLIC LIBRAR Y

MISSION STATEMENT
We believe free, universal access to information is fundamental to a healthy democracy and that reading and learning are key to a well-lived life. The Berkeley Public Library is a trusted hub of reading, learning, and community engagement.

ORGANIZATIONAL CHART

BERKELEY PUBLIC LIBR ARY OVERVIEW
Berkeley Public Library (Library) provides access to collections of physical and electronic books, music, articles, and films; offers cultural and learning experiences for community members; provides access to spaces for studying and meeting with others; and develops opportunities for community engagement and skill sharing. The Library offers five facilities: the Central Library in downtown Berkeley and four neighborhood branches: Claremont, North, Tarea Hall Pittman South, and West. The Tarea Hall Pittman South facility includes the Tool Lending Library that provides access to a wide range collection of borrowable household tools. The Berkeley Public Library contains the following divisions:
• Branch and Central Library Services: These subdivisions provide direct services to community members in the form of programming for all ages; technology support; access to tools; readers’ advisory; outreach to community events; and information and referral services. Subdivisions include the following:
o Central Adult Services,
o Central Children’s Services,
Director of
Library
Services
Administrative
Secretary Communications Deputy
Director
Library
Services
Manager
Library
Services
Manager
Circulation Information
Technology
Finance Human
Resources

216

o Central Support Services,
o Claremont Branch,
o North Branch,
o Tarea Hall Pittman South Branch,
o Tool Lending Library, and
o West Branch.
• Collections Services: The Collection Services subdivision develops collections of physical and electronic resources that meet the reading and cultural interests of Berkeley’s diverse community. Collections Services is responsible for the acquisition, selection, cataloging, processing, and ongoing evaluation of library materials and resources.
• Facilities Management: The Facilities Management subdivision maintains the mechanical systems and physical plant of the five Berkeley Public Library facilities.

This subdivision’s practices emphasize environmentally sound and cost-effective solutions.
• Information Technology: The Library Information Technology subdivision manages the Library’s networks, servers, computers, and enterprise applications. The subdivision also provides computer hardware and software support and training. • Circulation Services: The Circulation Services subdivision oversees the check-out, check-in, and shelving of Library materials. The subdivision creates and maintains the Library’s database of patron accounts; handles patron fees; coordinates patron holds and interlibrary reserves; performs physical delivery of materials to and from the branches; and offers Books-by-Mail services to patrons for reasons of mobility. • Literacy Services: The Literacy Services subdivision, known as BerkeleyREADS, provides tutoring and literacy support services for clients aged 16 years and older.

This subdivision coordinates family literacy outreach that includes story times, the distribution of free books, and parent literacy workshops at partner sites that serve disadvantaged families.
• Library Administration - Finance, Communications and Human Resources: The Finance and Human Resources subdivisions oversee personnel records, accounting and payroll functions, financial measurements and reports, and oversight of business contracts and purchasing, in addition to management of the Library Tax Fund, the BPL Foundation Fund, the Friends and Gift Fund, and all other Library revenue and expenditure sources. Communications supports effective internal and external messaging to all stakeholders.

Services the Library provides include the following:
• Access to a collection of over 400,000 physical books. • Access to 739,000 electronic books.
• Access to over 68,000 films (DVDs and streaming).

217

• Access to over 400,000 audiobooks and music (CDs and streaming). • Access to millions of additional book, DVD, and CD titles through the Link+ consortium of public and academic libraries.
• Access to five facilities that are open a total of 13,624 hours annually. • Approximately over 300 cultural and educational programs annually, including literacy programs, story times, lectures, discussions, intergenerational programs, musical programs, and more. Programming is offered in a variety of formats, including virtually, outdoors, and in-person.
• 500 reader seats across the five facilities.
• An adult literacy program offering one-on-one tutoring and group programs for adults wishing to improve their practical reading skills.
• Access to free and discounted museum passes through the Library’s Discover & Go program.
• Delivery of materials to and from each branch providing community members full access to the entire Library collection regardless of their location in the City.

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LIBRARY 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
13,911,888 13,413,608 13,019,367 15,965,123 17,494,475 17,455,698 Services and
Materials
4,332,638 4,452,402 4,475,423 5,900,330 6,173,760 6,173,760 Capital Outlay 256,610 792,955 2,566,172 3,504,000 949,000 1,249,000 Internal Services 219,840 206,499 194,281 196,888 196,888 196,888 Indirect Cost
Transfer

18,720,976 18,865,464 20,255,244 25,566,341 24,814,123 25,075,346

By Division:

Library
Administration
1,789,035 2,367,869 4,879,186 5,883,762 3,438,536 3,746,057 Operations 16,931,941 16,497,595 15,376,057 19,682,579 21,375,587 21,329,289 Central Library - - - - - -
Branch Libraries - - - - - -
Technical Services - - - - - -
18,720,976 18,865,464 20,255,244 25,566,341 24,814,123 25,075,346

By Fund:

Library Fund 18,374,387 18,698,465 19,524,604 25,001,452 24,397,794 24,657,820 Direct Loan/Inter
Library Loan
14,735
Library - Grants 68,839 38,841 87,844 64,889 66,330 67,526 Library Friends &
Gift Fund
106,205 64,117 65,428 150,000 150,000 150,000
Library Foundation 156,810 64,041 577,368 350,000 200,000 200,000 Measure FF -
Branch Renovations

18,720,976 18,865,464 20,255,244 25,566,341 24,814,123 25,075,346

219

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

DIVISION/ACTIVITY SUMMARY

Library
Administration

Administration
Director 1,739,903 1,663,905 2,197,326 2,633,762 2,838,536 2,846,057 Library Information
Systems

Facilities
Capital Projects 49,132 703,964 2,681,861 3,250,000 600,000 900,000 Division Total 1,789,035 2,367,869 4,879,186 5,883,762 3,438,536 3,746,057

Operations
Deputy Director 5,754 689
Information
Systems
1,746,128 1,903,119 1,792,138 2,026,454 2,110,624 2,136,885 Facilities 1,627,052 1,401,515 1,221,508 1,771,685 1,815,254 1,823,693 Circulation
Services
2,798,142 2,539,767 2,220,412 3,049,652 3,322,840 3,357,616 Central Children's
Services
907,726 907,409 827,554 1,060,955 1,216,458 1,217,734
Central Art And
Music
466,448 278,001 250,498 480,700 650,134 568,030
Central Reference 1,128,754 883,291 889,463 1,198,724 1,473,504 1,447,818 Central Support 58,258 351,024 387,595 962,941 996,111 977,182 North Branch 1,124,488 1,175,138 1,170,370 1,336,112 1,439,488 1,426,555 South Branch 1,113,318 1,134,267 973,428 1,240,124 1,306,143 1,323,071 West Branch 1,136,713 1,088,655 952,253 1,203,597 1,374,025 1,374,007 Claremont Branch 1,141,761 1,091,399 942,429 1,266,421 1,363,898 1,353,332 Collections 2,876,957 2,927,292 2,920,958 3,215,052 3,410,072 3,414,475 Tool Library 396,092 422,018 380,071 429,508 447,510 446,275 Literacy Programs 410,103 388,946 446,691 440,654 449,526 462,618 Division Total 16,931,941 16,497,595 15,376,057 19,682,579 21,375,587 21,329,289

Department
Total
18,720,976 18,865,464 20,255,244 25,566,341 24,814,123 25,075,346

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
The Berkeley Public Library supports the City of Berkeley Strategic Plan and has identified three key goals that significantly relate to the Library’s mission:
• Provide state-of-the-art, well-maintained infrastructure, amenities, and facilities. • Champion and demonstrate social and racial equity.
• Provide excellent, timely, easily-accessible service and information to the community.

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Champion
and
demonstrate
social and
racial equity
Berkeley
Public Library
staff, CA State
Library,

CALIFA,
GARE
(Government
Alliance on
Race and
Equity)
Equity,
Diversity and
Inclusion
Initiatives
Berkeley Public Library
staff team, the Library
Racial Justice Advisory
Group (RJAG), drafting a
racial equity action plan for
the Library; EDI and
trauma-informed service
trainings for Library staff
3/21-
Ongoing
Continuing $20,000
(Library Tax
Fund)
Provide
excellent,
timely, easily-
accessible
service and
information to
the
community
Health,
Housing and
Community
Services (for
best
practices),
local agencies
serving people
experiencing
housing
insecurity
Community
outreach and
resourcing
The Library serves patrons
who experience mental
health needs as well as
housing insecurity. Many
public libraries have
identified a need for a
social worker to provide
services and build capacity
amongst staff in working
with these community
members.
7/21-
Ongoing
New $142,117
(Library Tax
Fund)

221

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works Address
Deferred
Maintenance
Redesign and replacement
of Bancroft Wing exterior
stucco and windows.

Address replacement
needs for air conditional
units and roof of Central
Library.
12/21-
12/22
Continuing $2 million
(Library Tax
Fund)
Create a
resilient,
safe,
connected,
and prepared
City
Berkeley
Public Library
staff,
administration,
Foundation,
Friends, City
partners such
as the Office
of Economic
Development,
Berkeley
Unified School
District
(BUSD) and
the Chamber
of Commerce
COVID-19
Pandemic
Response
Support community
resilience and growth
through offering programs
and awareness of or
access to information and
Library materials
that respond to the
community’s changing
needs during the
pandemic.
7/21-
Ongoing
Continuing $20,000
(Friends of
the
Berkeley
Public
Library)
Provide
excellent,
timely, easily-
accessible
service and
information to
Information
Technology,
Berkeley
Public Library
staff
Online User
Experience
Improvements
Improve web-based access
to Library’s online catalog
for the public to improve
search experience; restore
meeting room booking,
events management, and
registration.
5/22-6/24 New $150,000
(Library Tax
Fund)

222

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
the
community

223

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

Measure Description Target Actual Tracking
Circulation of books
and electronic
materials
Count of electronic and physical items
that circulated in a given year ↑
• 935,152 electronic items
• $1,873,090 physical items 
Access to books
and materials
Number of registered users as a
percentage of service population ↑ • 144,041 registered users  Provision of
information
services
Count of reference transactions
↑
• 10,000 transactions

 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

224

CHALLENGES
Berkeley Public Library’s current challenges include:
• Staff vacancies at approximately 28% (departures, retirements); recruitment during citywide hiring freeze,
• Aging physical plant and equipment deferred projects at the Central Library, including stucco replacement, air conditioning units, and roof replacement, • Transitioning programming and service back to in-person settings, centering patron and staff safety, while continuing to navigate stages and surges of the global pandemic, and
• Addressing social equity and community wellness inside and outside Library facilities.

With respect to future challenges, concerns related to balancing collection needs and increasing costs will persist, along with support of information technology (IT) infrastructure:
• The cost of licensing e-books and e-audiobooks remains high as demand continues to increase and there is need for replenishment of the physical collection at the same time. There are also pay-per use licensing costs for streaming media. • Along with an aging physical plant, the Library will need to plan for needed maintenance and enhancements to IT infrastructure.

ACCOMPLISHMENTS
Highlights of recent Berkeley Public Library accomplishments include:
• Central Library Improvement Project: The Central Library Improvement Project, made possible through the support and partnership of the Berkeley Public Library Foundation, successfully completed its first phase. This included creating safer spaces, interior renovations, a new Teen Room, and a new Mystery Room, reopened to the public in June 2021.
• Library Reopening: The Central Library and all branch libraries reopened for outdoor services by June 2020 and indoor services by June 2021. In terms of programming, virtual programming began in summer 2020, followed by outdoor programming in summer 2021, and the reintroduction of limited indoor programming this winter.
• Racial Justice Advisory Group: The Berkeley Public Library was accepted into the year one cohort of California Libraries Cultivating Race, Equity and Inclusion

225

Initiative (CREI). An internal change team (Racial Justice Advisory Group [RJAG]) was formed and participated in training with the Government Alliance on Race and Equity (GARE). RJAG’s work continues and is expanding, despite the state CREI initiative not being funded for a year two.
• Increase in Electronic Holdings: The Berkeley Public Library substantially increased its e-collections and e-resource holdings to match the increase in patron use during the pandemic.
• Programming Pivots: To continue to deliver the same level and quality of services in a pandemic environment, the Berkeley Public Library pivoted to develop and provide robust virtual programming for all ages as well as introducing a significant amount of outdoor, in-person programming.
• Supporting Patrons Remotely: Throughout the pandemic, when library buildings were closed to the public, questions continued to pour into the Reference Desk. Staff provided patrons support over the phone and through e-mail, answering information questions, such as where to register to vote, or queries asking for ideas about good books to read.
• Ensuring Equity Access and Service: During the pandemic, Berkeley Public Library identified a variety of methods to ensure everyone in the community especially vulnerable populations could continue to access library services. This included expanding the books-by-mail program, developing laptop and wifi hotspot lending programs, and developing and promoting outdoor service models. • Strengthening Partnerships: Berkeley Public Library strengthened its partnerships with City departments, Berkeley Unified School District, and community organizations while working together on the Emergency Operations Center, outreach and crisis communications, and providing the community with resources.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23-24 proposed budget includes funding for the following items in the Berkeley Public Library:
• Conversion of one non-benefited, non-career Library Aide position to a .5 FTE benefited Library Aide
• Library Materials to >$2M: Library Tax Fund, increase maintained from last year • Physical Plant and Infrastructure Deferred and Ongoing Maintenance: Library Tax Fund, $2 million budgeted
• Enhancements to the Library’s information technology platforms for the public including meeting room booking and catalog access
• Funding to support key projects such as strategic planning and system-wide Equity, Diversity and Inclusion (EDI) training
• Library Tax Fund Reserves adjusted to 6% percent of adopted revenues

226

MAYOR & COUNCIL

The Berkeley City Council consists of a Mayor and eight (8) Councilmembers. The City is divided into eight Council districts, which are used for the election of Councilmembers. The Mayor is elected citywide. The Mayor is the President of the Council and votes as an individual ninth member.

Following is a list of the current Council and office contact information.

Mayor Jesse Arreguín, (510) 981-7100
District 1 - Councilmember Rashi Kesarwani, (510) 981-7110 District 2 - Councilmember Terry Taplin, (510) 981-7120 District 3 - Councilmember Ben Bartlett, (510) 981-7130 District 4 – Councilmember Kate Harrison, (510) 981-7140 District 5 - Councilmember Sophie Hahn, (510) 981-7150
District 6 - Councilmember Susan Wengraf, (510) 981-7160 District 7 - Councilmember Rigel Robinson, (510) 981-7170 District 8 - Councilmember Lori Droste, (510) 981-7180

227

MAYOR & COUNCIL FINA NCIAL 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
1,917,751

2,041,868

2,220,692

2,723,468

3,652,040

3,701,702
Services and Materials
82,540

127,547

126,194

113,526

113,526

113,526
Capital Outlay
65 Internal Services
81,181

356,505

361,958

259,565

259,565

259,565
Indirect Cost Transfer

2,081,536

2,525,920

2,708,844

3,096,559

4,025,131

4,074,793

By Division:

Mayor's Office
649,348

688,527

689,572

1,118,408

1,321,961

1,337,529
Council Offices
1,432,188

1,837,392

2,019,272

1,978,151

2,703,170

2,737,264

2,081,536

2,525,920

2,708,844

3,096,559

4,025,131

4,074,793

By Fund:

General Fund
2,081,536

2,525,920

2,708,844

3,096,559

4,025,131

4,074,793

2,081,536

2,525,920

2,708,844

3,096,559

4,025,131

4,074,793

228

PLANNING

MISSION STATEMENT
The Planning and Development Department's mission is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect Berkeley's distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

ORGANIZATIONAL CHART

PLANNING AND DEVELOP MENT DEPARTMENT OVERVIEW
The Planning and Development Department consists of approximately 100 career full- and part-time staff, and is organized into five divisions, including the Office of the Director, which all work together to plan, implement, and monitor the physical environment of Berkeley. The Department provides the following services:
• Office of the Director: The Office of the Director provides department-wide leadership, management oversight, and policy direction for overall operations and implementation. The Office oversees information technology projects, special projects and research, budget and fiscal oversight, regulatory compliance and reporting, and purchasing, and payroll and accounting services for the Department. • Building and Safety Division (B&S): The Building and Safety Division reviews proposed construction documents for conformance to the building code and other applicable codes; approves building, plumbing, mechanical and electrical permits; inspects construction projects to ensure conformance with the approved plans and code provisions; investigates work done without permits; provides code information Director
Office of the
Director
Building and
Safety
Land Use
Planning
Office of
Energy and
Sustainable
Development
Toxics
Management

229

and interpretation to the public and other city agencies; ensures the safety of Berkeley's rental housing stock; and manages programs to mitigate seismic risk in existing buildings.
• Land Use Planning Division (LUP): The Land Use Planning Division is responsible for researching and implementing land use policy and regulations for the City of Berkeley. The land use policy section prepares amendments to the Zoning Ordinance, the General Plan, area plans, and other long-range planning policies that guide future development and preservation in Berkeley. The development projects section reviews proposed projects for conformance with the Zoning Ordinance, the General Plan, and other applicable plans, policies and regulations. • Office of Energy and Sustainable Development (OESD): The Office of Energy and Sustainable Development Division develops policies and implements programs to promote resilience and sustainable practices, and to reduce energy and water use and the associated greenhouse gas emissions in both City operations and the Berkeley community.
• Toxics Management Division (TMD): The Toxics Management Division is the City’s regulatory agency and a State-Certified Unified Program Agency (CUPA), responsible for implementing, inspecting and enforcing California Environmental Protection Agency and hazardous materials codes associated with the Governor’s Office of Emergency Services and State Fire Marshall within the City of Berkeley.

TMD also responds to community complaints, assists the City with toxicological concerns, and inspects industrial sites for storm water pollution prevention.

230

PLANNING 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
13,532,855 15,122,379 15,370,250 17,985,711 19,165,156 19,714,137 Services and
Materials
2,454,117 3,218,242 3,052,302 3,876,712 4,042,425 4,012,225 Capital Outlay 51,028 - - 58,000 34,500 -
Internal Services 914,898 1,745,416 1,764,326 1,789,024 1,841,874 1,841,874 Indirect Cost
Transfer
1,372,597 1,509,391 1,500,812 1,543,282 1,925,166 1,959,694 18,325,495 21,595,429 21,687,691 25,252,729 27,009,121 27,527,930

By Division:

Office of the Director 1,702,649 2,680,738 2,385,602 2,997,712 3,740,965 3,777,728 Toxics Management 906,434 1,131,212 1,252,026 1,415,697 1,493,004 1,520,605 Energy &
Sustainability
1,084,197 1,400,369 1,248,890 1,566,545 1,917,861 1,939,650 Land Use 4,990,859 5,783,493 6,231,031 6,317,163 6,776,719 6,833,605 Building & Safety 9,641,356 10,599,617 10,570,142 12,955,612 13,080,572 13,456,342 18,325,495 21,595,429 21,687,691 25,252,729 27,009,121 27,527,930

By Fund:

General Fund 1,885,755 2,540,320 2,567,473 2,325,367 3,209,174 3,212,698 Capital
Improvement Fund
16,195 19,779 21,364 26,537 27,760 28,354
Rental Housing
Safety
1,098,310 1,325,597 1,399,404 2,230,164 1,902,671 2,033,208 Parks Tax 34,585 38,612 41,038 40,566 43,399 46,819
Zero Waste 25,797 41,653 43,574 49,500 108,182 105,882 Sewer 38,991 43,444 46,105 44,923 48,397 52,164
Clean Storm Water 84,202 117,946 163,524 179,238 184,870 188,010 Permit Service
Center
13,917,286 16,092,915 15,638,895 18,762,608 19,670,708 20,040,162 Unified Program
(CUPA)
518,367 688,743 671,925 803,266 859,340 867,113
Other Funds 706,008 686,419 1,094,388 790,560 954,621 953,520 18,325,495 21,595,429 21,687,691 25,252,729 27,009,121 27,527,930

231

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 1,702,649 2,680,738 2,385,602 2,997,712 3,740,965 3,777,728 Division Total 1,702,649 2,680,738 2,385,602 2,997,712 3,740,965 3,777,728

Toxics
Management

Toxics - CUPA 473,373 627,709 644,912 729,282 780,892 785,075 Toxics - Non-CUPA 433,062 503,504 607,113 686,415 712,112 735,530 Division Total 906,434 1,131,212 1,252,026 1,415,697 1,493,004 1,520,605

Energy &
Sustainability

ESD - Green
Building
1,084,197 1,400,369 1,248,890 1,566,545 1,917,861 1,939,650 Division Total 1,084,197 1,400,369 1,248,890 1,566,545 1,917,861 1,939,650

Land Use
ESD - Green
Buiilding
32,725
Land Use Plan
Admin
370,073 408,215 405,921 308,097 612,105 599,667
Land Use 4,620,786 5,342,553 5,825,111 6,009,066 6,164,614 6,233,938 Division Total 4,990,859 5,783,493 6,231,031 6,317,163 6,776,719 6,833,605

Building &
Safety

Bldg Safety
Administration
321,531 331,136 335,298 331,820 340,447 346,094
Permit Center 1,547,701 1,490,812 1,579,096 1,810,541 2,153,280 2,168,094 Building Inspection 5,956,287 6,866,285 6,515,254 8,058,373 7,888,140 8,022,109 Housing Inspection 1,007,774 1,082,494 1,248,786 1,981,233 1,737,609 1,863,560 PW Engineering 442,943 412,350 299,082 246,809 471,836 499,133 Fire Permits 365,121 416,540 592,626 526,836 489,260 557,352 Division Total 9,641,356 10,599,617 10,570,142 12,955,612 13,080,572 13,456,342

Department
Total
18,325,495 21,595,429 21,687,691 25,252,729 27,009,121 27,527,930

232

STRATEGIC PLAN PRIORITY PROJECTS AND PROG RAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Information
Technology,
Public Works

Residential EV
Charging Pilot
Program, Next
Generation

Develop equitable
solutions for
residential charging
access such as the
development of DC
Fast Charging hubs.
6/17-6/24 New Staff time only
(Note a
corresponding
budget
referral
adopted by
Council on
2/8/22.)
Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Information
Technology
and Public
Works
Municipal Building
Energy Policy
(/New Municipal
Building Energy
Policy)
Update Municipal
Building Energy/Green
Building Policy and
energy and water use
data management
system to assure
efficient use of
resources and
reductions in
greenhouse gas
emissions and utility
costs.
7/19-6/24 Continuing

$50,000
($20,000
funded,
$30,000
requesting
funding)
Be a global
leader in
addressing
climate
change,
advancing
Climate Equity
Fund
Implement Climate
Equity Fund Pilot
Programs in building
and mobility
electrification and
equitable community
7/22-6/24 New $600,000
(funded)

233

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
environmental
justice, and
protecting the
environment
engagement with low-
income communities
Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Climate Adaptation
Planning
(/Climate Adaption
Work)
Participate in regional
coordination and
grant-funded study of
geographic impacts of
ground water and sea
level rise.
7/19-6/23 Continuing Staff time only
Create
affordable
housing and
support
services for
our most
vulnerable
community
members
City Attorney,
HHCS
23-2031 Housing
Element Update
Update the Housing
Element of the
General Plan, with
corresponding updates
to the Zoning
Ordinance, to
accommodate
Regional Housing
Needs Allocation and
increase access to
housing.
5/21-5/23 Continuing $540,000
(funded)
Create a
resilient, safe,
connected,
and prepared
city
Public Works,
City Manager,
City Attorney
Solar + Storage in
Municipal Facilities
(/Energy
Assurance)
Participate with East
Bay Community
Energy (EBCE) in a
facility assessment for
solar plus battery
7/20-6/23 Continuing Staff time only

234

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
storage at critical
facilities and
participate in a
procurement process
for a third party Power
Purchase Provider.

Create
affordable
housing and
support
services for
our most
vulnerable
community
members
City Attorney Objective
Development
Standards
(/Development/
Density Standards
Project)
Establish objective
standards for density
to bring the zoning
ordinance in better
alignment with state
laws, streamline
project review, and
provide predictable
outcomes.
7/19-6/23 Continuing $250,000
(funded)
Create
affordable
housing and
support
services for
our most
vulnerable
community
members
City Attorney Southside Zoning
Modifications
(/Increased
Student Housing)
Modify development
standards in the
Southside to
accommodate
additional housing
units, including a
variety of housing
types.
1/20-6/23 Continuing $192,000
(funded)
Create
affordable
housing and
support
services for
our most
City Attorney,

HHCS, RSB
Demolition
Ordinance
(/Demolition Ord
and Affordable
Housing)
Update the Demolition
ordinance and
associated fees.

3/20-1/23 Continuing Staff time only

235

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
vulnerable
community
members
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
City Attorney Sign Policy Evaluate and update
processes and policies
pertaining to signs.
7/19-6/23 Continuing Staff time only
Provide an
efficient and
financially-
healthy City
government
Public Works,
Finance, City
Attorney
Transportation
Impact Fee
Analysis
Analyze the feasibility
of and appropriate rate
for a Transportation
Impact Fee.
7/22-6/24 New $100,000
(requesting
funding)

Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Information
Technology
Building Emissions
Savings Ordinance
Mandatory
Requirements

Implement
amendments to
ordinance to focus on
building electrification
to reduce emissions in
addition to improving
energy efficiency.

Expand the program
by proposing
mandatory
7/15-6/23 Continuing

$68,000
(funded)

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
requirements for
emissions reductions
improvements in
existing buildings.

Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Finance, IT Land Use
Applications
Payment Process
Improvements

Modernize, streamline
and improve land use
application payment
processes. This
project will align the
land use portion of the
permitting payment
process with the
building portion by
enabling existing
software to accept
land use application
payments online. It will
also create a
mechanism for
collecting housing
data.
7/22-6/23 New $150,000
(funded)
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
IT Land Use
Applications
Submittal Process
Improvements
Modernize, streamline
and improve land use
submittal processes.

This project will align
the land use portion of
the permitting
submittal process with
the building portion by
enabling existing
7/22-
12/23
New $50,000
(funded)

237

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
information to
the
community
software to accept
submittal of land use
applications online.

Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
City Attorney Land Use
procedures and
policy
interpretations
Compile and organize
existing reference
materials, and develop
new materials, to
advance consistency
of interpretations by
staff and guidelines for
customers to use prior
to project submittals
(description clarified,
spring 2022)
7/19-6/23 Continuing Staff time only
Create a
resilient, safe,
connected,
and prepared
city
City
Manager’s
Office, City
Attorney
Permit Conditions
Enforcement,
Phase II
Update procedures
and standards for
monitoring and
enforcing agreed-to
conditions on Land
Use permits.
7/22-6/23 New Staff time only
Create
affordable
housing and
housing
support
services for
our most
vulnerable
Human
Resources
Expanded and
streamlined rental
housing safety
program
Expand and
streamline the Rental
Housing Safety
Program to enable
proactive inspections
and other actions to
maintain Berkeley’s
aging rental housing
stock.
7/19-6/23 Continuing

Staff time only
(enterprise
funded)

238

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
community
members
Create a
resilient, safe,
connected,
and prepared
City
None Seismic safety
programs, Phase
III
Using third FEMA
Hazard Mitigation
Grant, accepted in
spring 2022, provide
new phase of design
and construction
grants to owners of the
most seismically
vulnerable buildings in
Berkeley. Phase I
began in 2017, Phase
2 began in 2020.
7/22-6/23 New $4.5 million
(funded) Create
affordable
housing and
support
services for
our most
vulnerable
community
members

Create a
resilient, safe,
connected,
and prepared
City
None San Pablo Avenue
Specific Plan
Prepare a specific
plan. Zoning and
General Plan
amendments and
appropriate CEQA
document for the San
Pablo Avenue Area.
7/22-4/25 New $900,000
($750,000
grant funded,
$150,000
requested)

239

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Create
affordable
housing and
support
services for
our most
vulnerable
community
members

City Attorney,
HHCS
Ashby & North
Berkeley BART
Stations Area
Planning
(/BART Stations
Area Plan)
Implementation of
Transit-Oriented
Development at the
Ashby and North
Berkeley BART
Station areas,
including developer
selection process,
strategy for affordable
housing, infrastructure
and other desired
community benefits.
7/22-6/25 New $300,000
(requesting
funding)

Create a
resilient, safe,
connected,
and prepared
City
City Attorney’s
Office,
Berkeley Fire
Department,
HHCS
Land Use, Safety
& Environmental
Justice Updates
Element updates
required to meet State
regulations; in
addition,
Environmental Justice
Element is required to
be adopted by close of
24, per SB1000.
7/22-6/25 New $600,000
($300,000
funded,
requesting
$300,000)
Provide an
efficient and
financially-
healthy City
government
None Economic
Feasibility Analysis
Conduct economic
feasibility analysis for
Affordable Housing
mitigation fee and
other value capture
programs.
6/23-6/25 New $150,000
(requesting
funding)
Be a
customer-
focused
None Objective
Development
Objective Standards to
streamline/standardize
development review
6/23-6/25 New $350,000
(requesting
funding)

240

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
Standards / ZORP
Phase II Revisions
and refinements to
zoning code for clarity
and consistency of
allowed uses and
permit processes
across all districts.

Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Information
Technology,
Public Works

Residential EV
Charging Pilot
Program, Next
Generation

Develop equitable
solutions for
residential charging
access such as the
development of DC
Fast Charging hubs.
6/17-6/24 New
Staff time only
(Note a
corresponding
budget
referral
adopted by
Council on
2/8/22.)
Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Information
Technology
and Public
Works
Municipal Building
Energy Policy
(/New Municipal
Building Energy
Policy)
Update Municipal
Building Energy/Green
Building Policy and
energy and water use
data management
system to assure
efficient use of
resources and
reductions in
greenhouse gas
7/19-6/24 Continuing

$50,000
($20,000
funded,
$30,000
requesting
funding)

241

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
emissions and utility
costs.

Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Climate Equity
Fund
Implement Climate
Equity Fund Pilot
Programs in building
and mobility
electrification and
equitable community
engagement with low-
income communities.
7/22-6/24 New $600,000
(funded)
Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
Climate Adaptation
Planning
(/Climate Adaption
Work)
Participate in regional
coordination and
grant-funded study of
geographic impacts of
ground water and sea
level rise.
7/19 -
6/23
Continuing Staff time only
Create
affordable
housing and
support
services for
our most
vulnerable
City Attorney,
HHCS
23-2031 Housing
Element Update
Update the Housing
Element of the
General Plan, with
corresponding updates
to the Zoning
Ordinance, to
accommodate
Regional Housing
5/21-5/23 Continuing $540,000
(funded)

242

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
community
members
Needs Allocation and
increase access to
housing.

243

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

Measure Description Target Actual Tracking
Percent
customer
satisfaction
• Percent of respondents who visited
the City website prior to visiting the
Permit Service Center (PSC)
• Percent who felt the website
adequately prepared them for visit
• Percent who felt they received
professional and courteous service
↑
• 83% visit website
• 64% felt adequately prepared
• 83% received courteous service

Turnaround time:

Land Use
Permits
Administrative Use Permits (AUPs),
complex, medium, or simple:
• Total time to get from application to
completion to staff approval; and
• Percent that get from completion to
staff approval in under two months
↓
• Complex AUPs:

1.87 months
63% in less than 2 months
• Medium-complexity AUPs:
2 months
50% in less than 2 months
• Simple AUPs

1.61 months
66% in less than 2 months

Turnaround time:

Building Permit
Plan Check
Process
For building permit plan checks, the
total amount of time for staff to
process, on average, regardless of
complexity or need for multiple
resubmittals
↓
• 22.76 days

 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

244

CHALLENGES
The Planning and Development Department faces the following challenges:
• Ongoing Pandemic Impacts: The COVID-19 pandemic has continued to have a range of impacts on Department staff and operations. At the onset of the pandemic, the Department’s core functions and services were shifted to function online and remotely. The Permit Service Center successfully restored in-person services in June 2021; however, the Department’s online services still remain in high demand.

The maintenance of parallel systems of service has resulted in a net increase in workload, at least in the near term. The Department will continue to evolve systems and deploy staff as efficiently as possible to meet the needs of clients. • Staffing: The Department’s overall vacancy rate increased by roughly half over the past year, from 13% to 19%. Staff turnover has been significant, particularly in the Land Use Planning Division, with consequences including increased workload for remaining staff, increased time spent on recruitment and training rather than core functions and special projects, decreased institutional knowledge (and related impacts on efficiency), and low morale.
• Ineffective Permitting Software. Existing permitting software is not effectively meeting department needs and is creating significant customer service and efficiency challenges, including turnaround times for permit applications. • Ongoing Resource Need to Support Climate Action Goals: There is an ongoing need for additional resources to support the City’s climate action goals, including electric vehicle infrastructure development for the City fleet and the community, planning for climate change adaptation, funding to accelerate energy efficiency and electrification in homes for low- and moderate-income community members, and a utility usage management system to track municipal energy and water use. • Addressing Increase in Public Records Act (PRA) Requests: PRA requests are increasing in volume and requiring greater commitment of staff resources to address.
• Staff Resources for Software Replacement/Upgrade Projects: The Department is partnering with IT to advance projects during the upcoming budget cycle to replace or upgrade multiple software systems that are not currently meeting the needs of the Department and its clients (EnvisionConnect, Accela Digital Permitting System). These projects will require the dedication of significant staff resources from the Department, consultant partners, and IT staff.

245

ACCOMPLISHMENTS
Following are some of the highlights from the Planning and Development Department’s numerous accomplishments during the past year:
• Mitigated seismic risks and improved housing safety. The Retrofit Grants program disbursed five grants for a total of $191,888 to Berkeley property owners in the 2nd half of FY 21. The City also continued enforcement of the soft story ordinance: in FY 22 (July-December), eight buildings completed retrofits and were removed from the inventory of potentially hazardous buildings, and three additional properties were added to the inventory. The Rental Housing Safety Program expanded the Housing Inspector series to include three additional classifications and drafted a comprehensive Housing Inspector Training Manual. The team began the second cycle of enforcement for the Exterior Elevated Elements Inspection Program. • Advanced Solar + Storage at municipal facilities. Completed site assessments at eight critical municipal facilities to determine suitability for solar energy generation plus energy storage. Selected sites will be capable of maintaining critical energy loads when grid power is unavailable. The systems will be financed through a Power Purchase Agreement (PPA) managed by East Bay Community Energy (EBCE). • Completed the Building Electrification Strategy. In November 2021 City Council adopted a groundbreaking plan to transition existing buildings in Berkeley from gas appliances to all-electric clean energy alternatives in a way that benefits all residents, especially members of historically marginalized communities. • Launched the Climate Equity Fund Pilot Program. Projects that provide climate and resilience benefits to low-income residents in Berkeley were selected in early 2022. Programs will support building and transportation electrification, providing community access to resilience measures, and electrification engagement with historically marginalized communities.
• Maintained Essential Services. Staff continued to process permit applications, land use entitlements, plan check services, inspections, and other essential services throughout the pandemic, even as application volume remained high. In-person services at the Permit Service Center were restored in June 2021. Staff in the Toxics Management Division were able to resume and conduct in-person inspections at pre-pandemic levels.
• Secured grant funding. OESD was awarded $50,000 from East Bay Community Energy for kitchen electrification at North and South Berkeley Senior Centers. • Adoption of Citywide Residential Off-street Parking Reform. In January 2021, the Land Use Planning Division (LUP) advanced new parking policy to City Council for adoption, including establishing parking maximums, eliminating parking minimums, and establishing new transportation demand management requirements.

246

• Adoption of the new Baseline Zoning Ordinance. In October 2021, LUP completed Phase I of the Zoning Ordinance Revision Project (ZORP) which was initiated to improve customer service by rewriting, reformatting, and re-organizing Title 23 of the Berkeley Municipal Code.
• Successful Grant Awards. Two competitive grants were awarded through the Association of Bay Area Governments (ABAG): the Regional Early Action Planning Grant ($75,000) to identify opportunities for missing middle housing in the 6th Cycle Housing Element Update and a Priority Development Area (PDA) Planning Grant ($750,000) to initiate the San Pablo Avenue Specific Area Plan. • Affordable Housing Preliminary Funding. Staff secured provisional reservation of $53 million in City affordable housing funds towards the Ashby and North Berkeley BART stations as prescribed in City-BART Memorandum of Understanding. • Affordable Housing Efforts. Staff worked with Health, Housing and Community Services, and the City Attorney’s Office to develop a consolidated framework for citywide affordable housing requirements that respond to Council referrals and recent changes in State Law. Proposals were presented to the Planning Commission and at a Council Work session in May 2021. A draft ordinance and resolution are anticipated to go to the Planning Commission and Housing Advisory Commission in March and City Council in spring 2022.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 baseline budget increases by $1,756,392, or 7%, over the FY 22 Adopted Budget of $22,252,729. This is primarily due to an increase of $1,179,445 in salaries and benefit costs, and an increase of $381,884 in indirect cost charges due to a rate adjustment.

There is one technology capital project proposed to start in FY 23. The Digital Permitting Software Replacement (with an estimated total project cost of $4.5 million [through FY 26], funded by the Permit Service Center Fund). The Department is partnering with IT, Finance, and other relevant departments to plan for its upgrade or replacement.

Planning is requesting funding for the following items in FY 23 and FY 24. If these items are approved for funding, they will create significant changes from prior year’s budget:
• Objective Development Standards / ZORP Phase II Revisions ($350,000, General Fund).
• Ashby & North Berkeley BART Stations Area Planning ($300,000, General Fund). • Affordable Housing & Other Value Capture Programs (Economic) Feasibility Analysis ($150,000, General Fund).

247

• Transportation Impact Fee ($100,000, General Fund).
• Equitable Community Engagement for Climate Action ($20,000, General Fund). • Racial Equity in Planning Services and Staffing ($75,000, General Fund). • CEQA Review for Rezoning Referrals ($100,000, General Fund).

In addition to the above requests, there are several requests for funding on projects where other sources of partial funding has already been secured:
• Land Use, Disaster Preparedness & Safety, and Environmental Justice Updates ($300,000, General Fund). The total budget for this project is estimated at $600,000, with $300,000 funded by the Permit Service Center/Community Planning Fee. The amount of necessary General Funds could be reduced if the City secures grant funds to support this work.
• Municipal Building Energy Policy ($30,000, General Fund). The total budget for this project is $50,000; of that, $20,000 is funded by a grant from East Bay Energy Watch.
• San Pablo Avenue Specific Plan ($150,000, General Fund). The total budget for this project is $900,000; of that, $750,000 is funded by a grant from the Metropolitan Transportation Commission/Association of Bay Area Governments (MTC/ABAG).

The Department proposes the following personnel changes in order to pursue Strategic Plan priority projects and maintain essential services. These positions are requesting partial General Fund allocations. Positions are proposed to be permanent, except where indicated otherwise.
• Principal Planner, Projects ($60,351, General Fund). The total cost is with 25% General Fund (GF) and 75%, $181,519, Permit Service Center (PSC) Fund). This position would supervise staff working on large development project applications, oversee historic preservation and design review, and serve as a resource and clearinghouse for CEQA documents for City-led projects. • Associate Planner, Long Range & Policy ($138,633, General Fund). The total cost is $184,844, 75% GF and 25%, $46,211, PSC Fund. This position would support the General Plan Update (including the Disaster Preparedness & Safety Element, Land Use Element, and Environmental Justice Element), the San Pablo Specific Plan, and other long-range planning projects.
• Accounting Office Specialist (AOS) Supervisor ($76,145 General Fund). The total cost is $152,290, 50% GF, and 50% PSC Fund. This position is necessary to plan and oversee the daily duties of the administrative support team in the Land Use Planning Division, which have increased over the past three years, including mandated and timely responses to public records act requests, CEQA filings and other official records, and overall support activities of the staff who support several commissions, issue permits, and other operations of the division.

248

• Assistant Planner/GIS Specialist: Temporary, 2-year term ($73,544 General Fund). The total cost is $147,088, 50% GF and 50% PSC Fund. This temporary, project-based position would establish a Geographic Information Systems (GIS) Analyst for the Department. There is a growing need to improve the coordination, communication, and integrity of data that is used by staff, clients, and other stakeholders. This position will support policy development, project application processing, customer services, and other critical functions of the Department.

The following positions are proposed to be funded solely by enterprise funds (i.e., PSC Fund, Rental Housing Safety Program Fund):
• Associate Planner, Current Projects: Temporary, 3-year term. This position would process permit applications for moderate and large development projects (which have increased in volume during the current budget cycle), and support the Landmarks Preservation Commission and the Design Review Committee. • Planning Technician, Temporary, 3-year term. This position would provide support services including maintaining website content, data mapping and analysis, internal systems quality control, and software updates. At present this specific role is unfilled and is required to maintain the customer service and data management functions of the Land Use Planning division.
• Community Services Specialist I. This existing position in the Office of Energy and Sustainable Development is funded at 75% in the Department’s baseline budget, and was temporarily increased to 100% by reallocating a portion of a vacant position. The Department proposes to make the increase to 100% time permanent, using Permit Service Center funds.
• Rental Housing Safety Program positions. The Department proposes to add two Housing Inspector positions and an AOSII to facilitate the expansion of the Rental Housing Safety Program per council referrals.

249

POLICE

MISSION STATEMENT
Our mission is to safeguard our diverse community through proactive law enforcement and problem solving, treating all people with dignity and respect.

ORGANIZATIONAL CHART

POLICE DEPARTMENT OVERVIEW
The Police Department maintains law and order in the City, including laws of the United States, the state of California, and all City ordinances. There are limited exceptions when such enforcement is by law, ordinance, or the City Charter made the responsibility of another officer, department, or the responsibility of a state or federal agency.

Additionally, the Police Department administers the City jail and the care, custody, and control of prisoners. The work of this department at times includes the performance of such other functions as may be assigned by the City Manager or prescribed by ordinance of the Council or by applicable state law.

The Police Department is organized into five divisions to deliver the following baseline services:
• Office of the Chief: The Office of the Chief provides overall leadership and administrative oversight for the Police Department. The Office includes the Chief of Police, the Internal Affairs Bureau, and the Fiscal Services Unit. • Operations Division: The Operations Division supports the department’s mission by responding to calls for service, conducting initial criminal investigations, making arrests, issuing citations, and providing crime prevention services and proactive problem-solving efforts, all focused on safeguarding the community. The Operations Office of the Chief
Operations
Division
Investigations
Division
Professional
Standards Division
Support Services
Division

250

Division includes Patrol Teams, Bicycle Officers, Community Services Bureau (i.e., the Area Coordinators, Public Information Officer, Police Reserve Program, Special Events Coordinator, and Crisis Intervention Training Coordinator), the Special Response Team, and the Explosive Ordinance Disposal Team. Bicycle Officers supplement the beat officers in some of the city’s most heavily populated areas, including downtown and south campus business districts, but also provide data- driven focused enforcement throughout the city.
• Investigations Division: The Investigations Division supports the Department’s mission through the work of several Bureaus and Units. The Detective Bureau conducts follow-up investigations on felony crimes, including homicides, felony assaults, robberies, sexual assaults, domestic violence assaults, sexual assaults on children and minors, residential and commercial burglaries, identity theft, fraud, forgery, and elder abuse, among other offenses. The Traffic and Parking Enforcement Bureau consists of two Units: The Traffic Unit’s Motorcycle Officers focus on community safety through enforcement of traffic laws, investigation of serious injury traffic collisions including fatalities, driving under the influence (DUI) enforcement, and coordinating grant-funded focused enforcement efforts. The Parking Unit’s Parking Enforcement Officers (PEO) enforce applicable state and local codes which regulate parking in the City of Berkeley, and further provide traffic control and support as needed for other Department Divisions (e.g., through working on planned Special Events, or in assisting with major incident scene management).

The Crime Analysis Unit provides Department personnel with relevant data and analysis skills to inform enforcement and problem-solving efforts. The Crime Scene Unit is responsible for properly identifying, seizing, and documenting forensic crime scene evidence.
• Professional Standards Division: The Professional Standards Division supports the Department’s mission through the administration of its hiring and training efforts, policy review and maintenance, and systems review, auditing, and project coordination. The Division includes the Personnel and Training Bureau, Policy Sergeant, and Audit Sergeant, as well as professional administrative staff. The Professional Standards Division, through Personnel and Training, facilitates and coordinates all training needs for sworn and non-sworn staff. This includes training that is mandated by law as well as training required for employee development. • Support Services Division: The Support Services Division supports the Department’s mission through a variety of essential operational and administrative activities. The Support Services Division comprises the Public Safety Communications Center (which receives and dispatches calls for Police, Fire, and Medical services), the Berkeley City Jail, Records, and Front Counter Units, the Property and Evidence Unit, Public Safety Technology System Unit, Warrant Unit

251

and Court Liaison Officer. The Division provides fundamental structural support across all Department Divisions.

252

POLICE 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
63,465,165 71,461,933 71,508,798 69,511,973 76,814,793 78,401,763 Services and
Materials
3,212,616 3,181,080 2,807,889 2,945,661 2,991,271 2,991,271 Capital Outlay 361,371 111,713 70,374 444,817 895,361 895,361 Internal Services 2,527,951 5,007,986 5,008,571 4,904,992 4,896,342 4,896,342 Indirect Cost
Transfer

69,567,103 79,762,713 79,395,632 77,807,443 85,597,767 87,184,737

By Division:

Office of the Police
Chief
1,265,065 3,977,025 4,091,603 2,672,028 4,851,533 4,887,432 Professional
Standards
4,207,385 4,242,994 3,533,953 3,566,942 3,937,958 4,001,502 Support Services 14,108,242 14,949,574 15,689,620 15,470,096 16,228,992 16,463,531 Police Operations 36,284,878 41,810,086 40,517,577 38,651,691 43,197,765 44,046,051 Police Investigations 13,701,533 14,783,035 15,562,879 17,446,686 17,381,519 17,786,221 69,567,103 79,762,713 79,395,632 77,807,443 85,597,767 87,184,737

By Fund:

General Fund 65,493,664 75,754,210 77,270,053 73,228,172 80,870,183 82,371,991 Asset Forefeiture 93,522 69,751 23,650 201,000 201,000 201,000 Federal Grants 138,758 170,214 148,504 182,000 192,710 192,710 State/County Grants 811,635 702,352 1,945,073 738,221 752,505 763,318 Parking Funds 3,029,523 3,066,185 - 3,458,050 3,581,369 3,655,717 Other Funds 8,352
69,567,103 79,762,713 79,395,632 77,807,443 85,597,767 87,184,737

253

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

DIVISION/ACTIVITY SUMMARY

Office of the
Police Chief

Admin & Fiscal
Services
688,543 3,104,765 3,265,141 1,811,562 3,698,841 3,713,353 Internal Affairs 576,523 872,260 826,462 860,466 1,152,692 1,174,079 Division Total 1,265,065 3,977,025 4,091,603 2,672,028 4,851,533 4,887,432

Professional
Standards

Policy And Audits 773,813 827,189 849,036 844,867 1,156,081 1,175,764 Personnel and
Training
3,433,573 3,415,805 2,684,917 2,722,075 2,781,877 2,825,738 Division Total 4,207,385 4,242,994 3,533,953 3,566,942 3,937,958 4,001,502

Support
Services

Support Services
Admin
5,720,776 5,830,279 6,224,829 5,875,783 6,210,864 6,237,783 Communications
Center
5,799,782 6,132,583 6,426,964 6,243,982 6,532,460 6,671,553 Jail 2,587,684 2,986,712 3,037,828 3,350,331 3,485,668 3,554,194 Division Total 14,108,242 14,949,574 15,689,620 15,470,096 16,228,992 16,463,531

Police
Operations

Patrol 36,115,508 41,757,984 40,481,945 38,427,710 43,140,551 43,988,837 Community
Services
169,370 52,102 35,633 223,981 57,214 57,214
Division Total 36,284,878 41,810,086 40,517,577 38,651,691 43,197,765 44,046,051

Police
Investigations

Detectives -

SEU/CSU
7,432,272 8,776,998 9,481,558 10,019,960 9,416,937 9,654,118 Traffic And Parking 6,269,260 6,006,037 6,081,321 7,426,726 7,964,583 8,132,103 Division Total 13,701,533 14,783,035 15,562,879 17,446,686 17,381,519 17,786,221

Department
Total
69,567,103 79,762,713 79,395,632 77,807,443 85,597,767 87,184,737

254

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
City Attorney,
City
Manager’s
Office,
Information
Technology,
Fire
Community Safety
During
Demonstrations
Increase Police
Department capacity,
resources, tools and
training, including
training a bike-officer
response unit, to
effectively protect
and facilitate free
speech and maintain
community safety
when demonstrations
and protests occur.
6/15-6/24 Continuing Reflected in
Reimagining
Public Safety
Proposals:
(10) Police
Officers,
approximately
$2,900,000
(requesting
funding)
Create a
resilient,
safe,
connected,
and
prepared city
City Attorney,
City
Manager’s
Office,
Information
Technology
Comprehensive
Police Department
Policy Review
Fully implement and
update Police
Department policies
to Lexipol
format, ensuring full
compliance with
current law, case
law, and incorporate
best practices.
1/16-6/24 Continuing Staff time
Attract and
retain a
talented and
diverse City
government
workforce
Develop resources
and programs for
employee resiliency
Expand Police
employee wellness
and resiliency
programs, including
mental health,
7/19-6/24 Continuing $50,000
(requesting
funding)

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
fitness, and nutrition
resources.

Attract and
retain a
talented and
diverse City
government
workforce
City Manager,
Human
Resources
Retaining and
Recruiting
Personnel
In order to continue
to provide excellent
service to the
community, this
project employs a
focus on maintaining
a relationship with a
recruiting firm and
partnering with
Human Resources to
expedite processing,
to achieve a "break
even" status vis-a-vis
attrition.
7/19-6/24 Continuing Varies based
on the
quantity and
classifications
needed
Champion
and
demonstrate
social and
racial equity
City Manager Officer Development
Training Programs
Ongoing update and
new trainings to be
developed
/completed in the
areas of Fair and
Impartial Policing,
Procedural Justice,
Implicit Bias, and
Hate Crimes.
7/21-6/24 Continuing $100,000
(requesting
funding)
Create a
resilient,
safe,
Fire
Department,
Public Works
Portable Radio
Replacement
Current portable
radios are no longer
supported by
7/21-6/24 Continuing $487,50425
(funded)

25 The cost each year is approximately $487,504 over a seven-year lease.

256

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
connected,
and
prepared city
manufacturer, and do
not have the current
mandated encryption
levels. The entire
fleet of portables will
need to be replaced.

257

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

Measure Description Target Actual Tracking
Safer streets through
reduction in deaths and
accidents relating to
vehicles/
bicycles
• Number of deaths relating
to vehicles/bicycles
• Number of accidents
relating to vehicles/
bicycles
↓
• 8 deaths (8 vehicle, 0 bicycle)
• 722 accidents (625 vehicle, 97
bicycle) 
Demographics reflective of
the overall community
Department demographic
information compared to
community information Parity
The department is within 10% of
parity for race, but not for gender:
• 84.0% male, 16.0% female
• 14.1% Black, 10.7% Hispanic,

60.4% White

Incidents of use of force Number of uses of force; in
comparison to calls for
service, and, in comparison to
arrests
↓
The reporting standard for Use of Force has
substantively changed.

Data for both the old and new standard is
available in the Performance Measures
appendix to this document, under the Equity
goal.

External personnel
complaints
Number of external personnel
complaints made against the
Department, compared to
number of Calls for Service
↓
• 23 complaints; 60,393 calls for
service 
Commendations Number of commendations the
Department receives ↑ • 137 commendations 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

258

CHALLENGES
The Police Department’s challenges include:
• Staffing and Recruitment: Staffing and recruitment continues to be a challenge.

There is a tight labor market for police recruits. Additionally, the City of Berkeley has high eligibility requirements and both the background process and academy training take considerable time. The length of time from recruitment to someone working as a solo officer can translate to vacancies remaining open for over six months. Finding and hiring suitable qualified candidates in the highly competitive hiring atmosphere has presented a challenge for the Department.
• Officer Development Training Programs: The nature of policing is rapidly transforming. To ensure Berkeley stays in step with the community, the Department must continue to analyze data to understand the nature and extent of disparities, in order to ensure existing training is adequate and develop or complete new trainings in the areas of Fair and Impartial Policing, Procedural Justice, Implicit Bias, and Hate Crimes. Finding or developing expanded training can create a challenge, as does having limited staff to backfill absences so that officers can attend trainings. This important work requires $100,000 in funding to support the training costs for both course instruction and staff attendance.
• Portable Radio Replacement: The Department’s new portable radios require setting up the new system and installing the hardware in each vehicle, handhelds, dispatch consoles, and the network for implementing over-the-air upgrades.

ACCOMPLISHMENTS
Highlights of recent Police Department accomplishments include:
• Transparency Hub: In May 2022, the Department will launch a new Transparency Hub, created to share information with the Berkeley community. Over the past several years the Department has placed an increased emphasis on expanding its data and analysis capacity, recognizing that data transparency is a foundational piece to a police department’s trust and legitimacy. The Department’s newly formed Data and Policy Analysis Team worked to create this Transparency Hub, with the goal of building/increasing community engagement, trust, and legitimacy. In its current design, the Transparency Hub will include data on Calls for Service, Use of Force, as well as the information collected as part of the California Racial and Identity Profiling Act (RIPA). Listening and collaborating with community partners, the Department will continue to expand this hub.
• Inaugural Reporting – Police Equipment and Community Safety Ordinance:

The Department will bring this item to Council in May 2022 pursuant to City

259

Ordinance 2.100 and AB 481. The first year of reporting includes Impact Statements and Use Policies for all specified equipment. Also, in the first year and annually thereafter, the Department will produce an Annual Use Report. Any acquisitions of new specified equipment would proceed through requirements of ordinance and state law. These materials are posted on the Departmental website. • Efforts towards Council Referral on improving hate crimes reporting and response: The Department prioritized work towards this Council referral, launching a public information campaign, working to conduct proactive outreach with community groups, the Police Accountability Board, Berkeley Unified School District and other City partners focused on this work, and improving communication and reporting through the Chain of Command related to hate crimes and incidents. The Department will continue to work on the other tasks related to this referral and are committed to supporting victims of these senseless acts.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The Department’s FY 23 baseline budget includes funding for 30 positions that were deferred in FY 22 and other operational costs, including a radio lease of approximately $488,000 annually.

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OFFICE OF THE DIRECT OR OF POLICE ACCOUNTABILIT Y

MISSION STATEMENT
To promote public trust through independent, objective civilian oversight of the Police Department by conducting prompt, fair, and impartial investigation of complaints against sworn employees of the Police Department, and by assisting the Police Accountability Board in its role to advise the public, City Council, and City Manager on policies and procedures of the Police Department with community participation.

ORGANIZATIONAL CHART

OFFICE OF THE DIRECT OR OF POLICE ACCOUNTABILIT Y

OVERVIEW
The Office of the Director of Police Accountability (ODPA) accepts complaints of alleged misconduct by Berkeley police officers and helps members of the public understand the steps in the complaint process. ODPA conducts investigations and makes recommended investigative findings and disciplinary recommendations to the Police Accountability Board. The Board may hold a hearing at which the complainant and subject officer testify, before sending its findings and recommendations to the Chief of Police. Complainants may opt for mediation as an alternative to an investigation.

Members of the public who file a complaint with the Police Department’s Internal Affairs Bureau (IAB) only, and receive a disposition letter following IAB’s investigation without Community
City Council
Director of
Police
Accountability
Investigator
Police
Accountability
Board Officer
Administrative
Support

261

any sustained findings, may appeal the decision to the Director of Police Accountability.

The Director may then initiate a review of IAB’s record.

This Department also supports the policy work of the Police Accountability Board, whose members are appointed by the Mayor and Council and serve as the voice of the community in police-related matters. Policy reviews may be mandated by statute; self- initiated; or requested by the City Council, a member of the public, the Police Department, or ODPA staff. Review of the Police Department’s policies, practices, and procedures ensures that they are up-to-date, incorporate best practices, and reflect the values of the community.

The Director of Police Accountability serves as the Board’s secretary, preparing and publishing meeting agendas, packets, and minutes for the full Board and for policy subcommittees, so the public is aware of the Board’s deliberations and decisions.

262

OFFICE OF THE DIRECT OR OF POLICE ACCOUNT ABILITY

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 569,889 589,642 587,481 910,496 940,985 958,675 Services and Materials 25,830 22,468 15,973 124,016 135,136 126,136 Capital Outlay
Internal Services 145,483 163,592 138,245 79,723 90,015 90,015 Indirect Cost Transfer
741,202 775,701 741,700 1,114,235 1,166,136 1,174,826

By Fund:

General Fund 741,202 775,701 741,700 1,114,235 1,166,136 1,174,826 741,202 775,701 741,700 1,114,235 1,166,136 1,174,826

263

CHALLENGES
The Office of the Director of Police Accountability’s challenges include:
• Staffing. The Office was insufficiently staffed during its first year of operations, as it established a new department and supported the work of a new legislative body, the Police Accountability Board. Former Police Review Commission (PRC) staff became interim ODPA staff, and the former PRC Officer was appointed the Interim Director of Police Accountability, an added position. The PRC Officer position remained vacant, ideally to be redefined and filled by the permanent Director. Additionally, the long-time investigator retired, and a temporary investigator is in place.

Based on observed needs this year, the department plans to reallocate the vacant PRC Officer position to an Associate Management Analyst position. A second Investigator position is being proposed, and a second Associate Management Analyst position, to focus on data analysis, is also proposed.
• Board responsibilities. The Board was required to receive 40 hours of training on such topics as constitutional rights and liberties and Police Department operations, and policies, within 6 months of appointment. This was difficult to achieve by the end of 2021, due to other demands on the Board’s time, which included hearings on complaint investigations and policy work stemming from Council referrals, ordinance mandates, and public request.
• Interpreting Charter mandates. Two significant parts of the Charter amendment have taken time and much reliance on the City Attorney’s Office to interpret. One concerns the process for presenting findings and recommendations to the Board after staff’s investigation is completed. A second new territory being is explored is the ODPA and Board’s access to Police Department records, necessitating new parameters and procedures for releasing records.
• Board relationship with police association. Successful civilian oversight of law enforcement is dependent upon the good faith collaboration of all stakeholders, and on the perceived legitimacy of stakeholders by others. More work is necessary to develop the needed trust between the parties for fruitful collaboration to occur. • Permanent regulations to be adopted. The Board may approve permanent regulations for handling complaints against police officers this fiscal year, but some provisions will likely be subject to meet-and-confer with the police union. The regulations must then be approved by the City Council.

264

ACCOMPLISHMENTS
Highlights of recent Office of the Director of Police Accountability accomplishments include:
• The Office of the Director of Police Accountability began operating, with Police Review Commission staff winding down the work of the PRC and transitioning to ODPA staff.
• The Police Accountability Board began meeting, electing a chair and vice-chair, setting a meeting schedule, adopting standing rules, and establishing subcommittees.
• Training of Board members as required by the Charter began. • Interim regulations for handling complaints were developed by the Director and the Board, and approved by the City Council. The Board also adopted Standing Rules for its internal procedures, which the City Council ratified. • The ODPA began accepting and investigating complaints against sworn officers, and presenting findings and recommendations to the Board; the Board began its considerations of those findings and recommendations, holding hearings when warranted, all according to the new procedures established by the Charter. The Director worked closely with the Police Department to establish the new procedures, which require more coordination than under the former PRC process.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
• Increasing the FY 23 & 24 budget for the Office of the Director of Police Accountability two additional full-time employees -- one investigator and one analyst -- for a total of six personnel. New personnel will require one-time allocations for furniture and equipment, and ongoing costs for office space. • $50,000 in the professional services – miscellaneous category, for consultant fees (which may include legal consultants) to augment the staff and the Board’s policy work.
• $50,000 for a consultant to lead the Board and Director in a strategic planning process for FY 23.
• $25,000 for a consultant to conduct a performance evaluation of the Director in FY

24. • These additions increase the FY 23 baseline budget by $520,538, or 47% over the FY 22 Adopted Budget of $1.14M.

265

PARKS, RECREATION AND WATERFRONT

MISSION STATEMENT
The Parks, Recreation and Waterfront Department is committed to administering excellent recreation programs at our community centers, camps, waterfront and parks; maintaining our trees and urban forest, landscaping and infrastructure; and developing capital projects with community input to improve and enhance residents’ park and facility experience.

ORGANIZATIONAL CHART

PARKS, RECREATION AND WATERFRONT OVERVIEW
The Parks, Recreation & Waterfront (PRW) Department maintains the City’s parks, playgrounds, pools, camps, community centers, and waterfront facilities; provides diverse recreation programs and special events throughout the year; delivers resident camps opportunities for youth, families and seniors; operates the largest public marina on the Bay; and plans, designs, and constructs capital improvements to Berkeley’s parks, recreation, and waterfront facilities and infrastructure.

PRW is organized into five division to deliver the following baseline services:
• Parks: This Division maintains Berkeley’s 52 parks, 63 play areas, 49 sports courts, 15 sports fields, 4 community centers, 2 clubhouses, 36 picnic areas, 35,000 street and park trees, 152 landscaped street medians and triangles, 263 irrigation systems, and 29 restrooms and out buildings. The Parks Division also organizes community volunteer days and participates in special events.
• Recreation and Youth Services: This Division provides a variety of programs and classes for all ages ranging from tots and pre-K to teens, youth, and adult sports, summer camps, therapeutic recreation, and adult fitness. The Division also operates the City’s swimming pools, tennis courts, basketball courts, skate park, community Director
Administration
Division
Capital
Improvement
Division
Parks Division Recreation
Division
Waterfront
Division

266

centers, and resident camps. The Division hosts multiple large special events for the community throughout the year.
• Waterfront: This Division operates the Berkeley Marina and its related facilities, including the docks, pilings, streets, pathways, parking lots, buildings, trails, Adventure Playground, and 1,000 boat and berth rentals. The Division also manages agreements with Waterfront businesses, maintains Waterfront parks and facilities including Cesar Chavez Park, Shorebird Park and Nature Center, and the Adventure Playground, and manages special events.
• Capital Projects: This Division plans and manages capital improvement projects at City parks, park buildings, community centers, pools, camps, and the Waterfront.

This includes park and facility planning and community engagement, grant acquisition, permitting, environmental review, design, and construction management. • Administration: The Office of the Director provides overall management of the Department; communications with Council, Commissions and the public; financial management, budgeting, payroll, purchasing, contracts and accounting; and grant and lease administration.

267

PARKS, RECREATION AN D WATERFRONT 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
17,552,213 18,266,183 19,085,403 20,752,962 23,764,978 24,208,341 Services and
Materials
10,542,222 14,383,661 11,868,375 7,110,548 10,043,616 11,025,866 Capital Outlay 2,124,215 8,573,178 27,400,591 22,354,125 13,610,713 13,411,222 Internal Services 951,502 1,993,987 2,065,851 2,343,952 2,343,952 2,343,952 Indirect Cost
Transfer
425,826 376,437 374,831 417,969 465,353 443,489
31,595,977 43,593,445 60,795,051 52,979,556 50,228,611 51,432,870

By Division:

PRW - Director 1,626,717 2,663,911 2,925,368 3,777,692 4,244,959 4,318,278 PRW - Parks 10,232,973 11,908,352 11,386,587 12,507,027 12,722,701 13,001,264 PRW - Recreation 9,466,126 13,100,381 25,077,435 20,924,724 11,150,535 11,464,328 PRW - Waterfront 4,983,012 4,901,883 4,442,217 4,942,775 5,982,637 5,823,733 PRW - Capital
Improvement
5,287,149 11,018,917 16,963,444 10,827,338 16,127,779 16,825,267 31,595,977 43,593,444 60,795,051 52,979,556 50,228,611 51,432,870

By Fund:

General Fund 5,943,167 6,987,179 7,304,226 7,675,564 9,061,484 9,290,044 Capital
Improvement Fund
658,357 1,008,884 1,463,965 550,000 550,000 550,000
Federal Grants 40,363 33,274 34,826 101,900 68,451 69,820 State/County Grants 25,000 156,943 230,578 - -
Playground Camp
Fund
3,399,462 7,225,246 19,137,450 13,850,034 3,596,951 3,669,222 Other 340,748 851,956 550,350 396,851 2,007,512 4,095,106 Parks Tax 12,397,889 14,632,368 16,539,555 14,302,226 15,861,978 16,223,340 Measure WW Park
Bond Grant

550,464

927,398

551,598
- -
Measure T1- Infrastructure &
Facilities
5,331,241 8,900,249 8,776,816 10,822,044 9,399,268
Zero Waste 170,134 163,148 186,628 186,276 194,999 197,472 Marina 6,154,796 6,275,809 5,895,626 7,139,889 8,065,191 7,938,598 31,595,977 43,593,445 60,795,051 52,979,556 50,228,611 51,432,870

268

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

DIVISION/ACTIVITY SUMMARY

PRW - Director
Office of the PRW Director - Admin 2,925,368 3,777,692 4,244,959 4,318,278 Division Total 1,626,717 2,663,911 2,925,368 3,777,692 4,244,959 4,318,278

PRW - Parks
Parks - Admin 357,016 526,788 519627.81 392,905 502,057 515,175 Parks - Forestry
Services
2,516,651 2,917,235 2624523.89 4,239,545 3,114,945 3,192,831 Parks- Landscaping
Services
5,784,979 6,361,552 6434899.55 6,105,947 7,198,142 7,335,126 Parks - Building
Maintenance
1,574,328 2,102,777 1807535.82 1,768,630 1,907,557 1,958,132 Division Total 10,232,973 11,908,352 11,386,587 12,507,027 12,722,701 13,001,264

PRW - Recreation
Rec - Admin 1,663,428 1,873,067 2,011,519 2,272,781 2,440,470 2,516,217 Rec- Special Fee
Class
434,596 324,064 301,824 446,144 585,681 602,196
Rec- Live Oak
Center
379,205 273,580 261,411 433,051 350,196 364,540
Rec- Francis
Albrier
788,102 693,882 664,541 828,053 987,707 1,012,146
Rec- King Swim
Center
500,266 401,505 344,928 508,509 477,613 500,713
Rec- W. Campus
Swim Ctr
176,266 300,710 380,653 192,339 515,629 523,176
Rec - Willard HUB 180,832 174,175 244,688 167,199 106,162 108,378 Rec - Citywide
Athletics
636,705 701,326 889,723 963,845 853,974 863,033
Rec - Theraputic
Rec
172,693 42,135 29,865 67,128 198,888 209,841
Rec - James
Kenney Ctr
272,571 388,009 375,514 444,104 439,643 468,688
Rec - MLK
Community Ctr
799,917 669,746 485,085 913,049 819,365 851,177
Rec - Cazadero
Camp
30,546 46,747 153,444 259,369 61,405 63,550
Rec - Echo Lake
Camp
844,104 783,256 421,263 656,042 818,164 838,260
Rec - Tuolumne
Camp
2,314,964 6,182,865 18,436,073 12,447,562 2,084,917 2,121,437 Rec - Day Camp 271,931 245,296 76,902 325,549 410,723 420,976 Waterfront -
Recreation
17 Division Total 9,466,126 13,100,381 25,077,435 20,924,724 11,150,536 11,464,328

269

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Actual Actual Actual Adopted Proposed
PRW - Waterfront
Waterfront - Admin 741,625 862,387 700786.32 852,425 949,662 843,235 Waterfront - Bldg
Maint
788,873 659,021 692329.75 899,004 921,799 931,868
Waterfront -
Operations
2,252,311 2,234,942 2138342.91 2,138,003 2,706,521 2,652,266 Waterfront -
Recreation
404,151 315,727 45519.25 152,373 465,587 463,673
Waterfront -
Landscaping Svcs
796,052 829,805 865238.62 900,970 939,069 932,691
Division Total 4,983,012 4,901,883 4,442,217 4,942,775 5,982,637 5,823,733

PRW - Capital
Improvement
5,287,149 11,018,917 16,963,444 10,827,338 16,127,779 16,825,267

Department
Total
31,595,977 43,593,444 60,795,051 52,979,556 50,228,612 51,432,870

270

STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Be a
customer-
focused
organization
that provides
excellent,
timely, easily-
accessible
service and
information to
the
community
Finance Develop Online
payment for
Waterfront Marina
Slipholders
(Payment System
– Waterfront)
Build capacity for
boaters to pay online
rather than via phone,
mail or autopay.
7/21-6/23 Continuing Staff time/to
be
determined
Provide an
efficient and
financially-
healthy City
government
City Attorney 199 Seafront
Lease Completion
Finalize new lease for
199 Seawall at the
Berkeley Marina.
7/21-7/23 Continuing $700,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Grove Park
Construction:

Renovation of 2-
5 and 5-12 Play
Areas (Grove Park
Field Renovation)
Measure T1 project to
renovate two play
areas at Grove Park
(Renovation of existing
ballfield backstop,
dugout, lights, and
irrigation –
Construction).
7/21-7/23 Continuing $700,000
(funded,
Measure T1)

271

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
John Hinkel Park
Planning: Hut
Conceptual Plan
Development
Parks Tax-funded
project to do planning
and design for Scout
Hut at John Hinkel
Park.
7/21-6/23 Continuing $150,000
(funded,
Parks Tax)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
MLK Junior
Youth Services
Center
Planning:

Facility
Conceptual
Plan
Development
Measure T1-funded
project to seismically
retrofit and renovate
the MLK YAP
community center.
7/21-4/23 Continuing $7,000,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works Ohlone Park
Planning and
Design: Lighting
Improvements
Measure T1-funded to
improve park lighting.
7/21-6/24 Continuing $700,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Ohlone Park
Planning and
Design: New
Restroom
Measure T1-funded
project to build a new
public restroom at
Ohlone Park.
7/21-6/23 Continuing $500,000
(funded,
Measure T1)

272

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Tom Bates
Fields Design:

Restroom and
Community
Space
Measure T1-funded
project to build a new
restroom and
community space at
the Tom Bates Sports
Complex.
7/21-4/23 Continuing $2,900,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works

Waterfront
Construction: O
and K dock
Electrical
Project funded by the
Marina Fund and
General Fund to
replace the electrical
infrastructure at O&K
docks at the Berkeley
Marina.
7/21-
10/22
Continuing $1,200,000
(funded,
$550,000
General
Fund,
$650,000
Marina Fund)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Waterfront
Construction: Piling
Replacement
Measure T1-funded
project to replace failed
or deteriorated pilings
at the Berkeley Marina.
7/21-6/23 Continuing $1,200,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Waterfront Design:

D and E Dock
Replacement
California State Parks
Division of Boating and
Waterways (DBW)
Loan and Measure T1-
funded project to
replace D&E docks at
the Berkeley Marina.

7/21-3/23 Continuing $6,000,000
(funded,
$5,500,000
DBW loan,
$500,000
Measure T1)

273

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Willard Park
Design: New
Center and
Restroom
Measure T1-funded
project to replace
Willard Park clubhouse
and restroom.
7/21-3/23 Continuing $7,000,000
(funded,
Measure T1)
Champion
and
demonstrate
social and
racial equity
Diversity, Equity
and Inclusion
Departmental
Changes
Implementing 15
initiatives across 4
divisions to improve
diversity, equity and
inclusion in our
programs, services,
projects, and staffing.

One initiative involves
increasing the number
of families that can
access scholarships for
camps and recreation
programs. Another
focuses on increasing
the tree canopy in South
and West Berkeley.
7/22-
12/22
New $75,000
(requesting
funding;
most
initiatives
funded by
grants and
reallocation
of baseline)
Provide an
efficient and
financially-
healthy City
government
City Attorney Waterside
Workshops Lease
Establishing a new
lease for park buildings
at Aquatic Park for
local, nonprofit
Waterside Workshops.
7/22-
10/22
New Staff time
Provide an
efficient and
City Attorney YMTC Lease Establishing a new
lease for park buildings
7/22-
12/22
New Staff time

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
financially-
healthy City
government
at Aquatic Park for
local nonprofit Youth
Music Theater
Company (YMTC).

Provide an
efficient and
financially-
healthy City
government
City Attorney Bay Area Hispano
Institute for
Advancement
(BAHIA) Lease
Establishing a new
lease for park building
at James Kenney for
local nonprofit BAHIA.
7/22-4/23 New $40,000
(funded)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
James Kenney
Skate Spot
Conceptual Design
Design of small skate
park adjacent to
basketball courts at
James Kenney.
7/22-4/23 New $40,000
(funded)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Glendale LaLoma
2-5 and 5-12 Play
Structures
Conceptual Design
Conceptual design for
replacement of existing
play structures,
including public
process.
7/22-8/23 New $150,000
(funded)
Provide
state-of-the-
art, well-
maintained
infrastructure,
Cedar Rose 2-5
and 5-12 Play
Structures
Conceptual Design
Conceptual design for
replacement of existing
play structures,
including public
process.
7/22-9/22 New $150,000
(funded)

275

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
amenities,
and facilities
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Waterfront Main
Harbor Dredging:

Permitting
Bathometric survey
and permitting: BCDC,
Army Corps of
Engineers and all
related permits.
7/22-9/22 New $300,000
(funded)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
African American
Holistic Resource
Center Conceptual
Design
Measure T1-funded
project to complete a
public process, initial
studies and cost
estimate.
7/22-3/23 New $350,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Public Works Aquatic Park
Bolivar
Improvements (600
Addison) Design
Development
Bolivar from Addison to
Dreamland street, bike
and pedestrian path,
landscape.
7/22-3/23 New Developer
funded
community
benefit
agreement
Provide
state-of-the-
art, well-
maintained
infrastructure,
Aquatic Park Tide
Tube Cleanout
Phase 1B (Soil
Removal)
Construction
Measure T1-funded
project to remove
dredged soil related to
tide tube cleanout
(Phase 1A).
7/22-8/22 New $500,000
(funded,
Measure T1)

276

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
amenities,
and facilities
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Aquatic Park
Boaters and
Rowers Access
Parking and ADA
Construction
Southern Aquatic Park
lagoon boat access
improvements and ADA
parking.
7/22-
10/22
New $400,000
(funded)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
Civic Center Upper
Plaza/Turtle
Garden Design
Development
Measure T1- and
grant-funded project to
replace existing
fountain with native
pollinator garden.
7/22-
10/22
New $175,000
(funded,
Measure T1)
Provide
state-of-the-
art, well-
maintained
infrastructure,
amenities,
and facilities
City Attorney Santa Fe Right of
Way (SFROW)
Conversion to Park
Conceptual Design
Grant-funded project to
convert 4 undeveloped
blocks of SFROW to
park land.
7/22-3/23 New $500,000
(funded)

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

Measure Description Target Actual Tracking
Number of
community
contacts
• Number of community
communications, including
brochures, press releases and
flyers
↑
• 54 communications

• Number of, and time spent at,
community meetings/pop-ups
• 35 community meetings/pop-ups,
95 hours 
• Number of, and time spent at,
Commission and Sub-Committee
meetings
• 32 Commission and Sub-
Committee meetings, 75 hours 
Tonnage of fire
debris removed
Amount of fire fuel debris tonnage
removed from the hills ↑ • 327 tons 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

278

CHALLENGES
PRW’s current challenges include:
• Marina Fund: PRW’s challenge will continue to be to improve infrastructure and improve safety and security so that existing revenue sources are stabilized, and so that PRW has the potential to grow new revenue sources. These are central to positioning the Berkeley Marina to compete against neighboring marinas to attract and retain boaters, to attract tenants and their investments, and to attract new special events that are able to pay Waterfront fees. While the planned $1.15 million in American Rescue Plan Act (ARPA) funds will keep the Marina Fund solvent through FY 23, fund reserves will be exhausted in FY 24. An estimated $1.36 million in new funding or cost shifts will be required to continue to operate the Waterfront through the next budget cycle.
• Unfunded Waterfront infrastructure: Much of the existing Marina infrastructure – docks, pilings, buildings, and parking lots – was originally constructed in the 1960s and 1970s. The majority of Waterfront infrastructure has reached the end of its useful life. The immediate unfunded need is estimated to exceed $130 million, (see table below).

Needed Improvements Cost Estimate
Waterfront Pier and Docks $90,650,000
Waterfront Pathways, Shoreline and Buildings $27,385,000 Waterfront Parking Lots $10,102,000
Waterfront Streets $2,750,000
Total $130,867,000
For many years, capital projects and large maintenance projects were only completed if absolutely necessary or if they were funded by grants. Since the inception of the Marina Fund, funds have not been set aside on an annual basis in a dedicated account for capital projects. Staff estimate that the needed capital set aside should have been between $1.5M million/year and $2.5 million/year. The previous annual allocations for capital ($150,000 to $250,000) have primarily been used for minor maintenance and have just scratched the surface of what is needed.

Despite these fiscal restraints staff have been able to secure funding and complete the following projects during the last 20 years, relying largely on grants and external funding.

279

• Camps Fund: The challenge going forward will be to operate Berkeley Tuolomne Camp (BTC) successfully, to narrow the current $260,000/year structural deficit.

Success will mean attracting the community to Camp, at levels similar to those pre- fire, while continuing to improve our existing Camp programs. Occupancy levels pre- fire at Camp were greater than 90%. However, after a gap of 9 years during which families had to find alternatives to BTC, a physically changed environment at camp with reduction in tree canopy, and the reality of a new generation of families needing to be introduced to camp, the likelihood that BTC will be immediately successful is limited. It may take several years to re-establish a camper community. In the meantime, there will be pressure for the other Camp programs like Echo Lake and Berkeley Day Camp to continue to perform to not lose any ground. The Department will need to closely monitor performance in each program and of the Camps Fund more broadly to ensure that the Fund remains stable until BTC can be fully re- established.

ACCOMPLISHMENTS
Highlights of recent PRW accomplishments include:
• Completed Capital Projects: PRW has completed 58 projects since 2016, including 14 in 2021, and has 40 funded projects in design, planning, or construction.

Highlights include:
o Rebuilding Berkeley Tuolomne Camp: In August, 2013, the California Rim Fire destroyed Berkeley Tuolumne Camp, which pre-fire included 115 structures, an amphitheater, a nature center, recreation hall and dining hall, and its own water intake, water treatment, and wastewater disposal system.

After the fire, only 17 structures remained: a single restroom and 16 family tent cabins. The $54 million rebuild of Camp, funded more than 95% by insurance, Federal Emergency Management Agency (FEMA) and donations, has included construction of:
 62 new tent cabins;
 20 staff housing cabins;
 4 restroom/laundry buildings;
 Water intake, pumping, treatment, storage and distribution;  Wastewater intake, pumping, treatment and disposal;
 Dining Hall, including commercial kitchen;
 Recreation Hall and Maintenance Shop;
 Pedestrian bridges and accessible pathways; and
 Numerous recreational and operations facilities, including Nature Center, first aide, sauna, amphitheater, sports court, registration office and store, and seasonal weirs.

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o Marina Streets: The Marina Streets project is an $8 million project to reconstruct the infamously bumpy University Ave west of I-80, to create a new gateway to the City’s waterfront. The reconstruction included shifting University Avenue lanes to the north, off of the old Berkeley Pier crossbeams that led to uneven pavement settling. The project also includes the creation of a new roundabout at Marina Boulevard and University Avenue, resurfacing of Marina Boulevard, and reconstruction of Spinnaker Way along Cesar Chavez Park. The project was funded by Measure T1 ($4.2million), a one-time capital contribution from the Doubletree Hotel ($3 million), and Public Works streets funding ($1 million).
o King School Park 2-5 and 5-12 Play Structure: Unforeseen, a giant eucalyptus tree toppled during the night of February 26, 2019, crushing and destroying the King School playground designed for 2-5 year-olds, known as King School Park Totlot. Following several years of insurance negotiations, coordination with the School District, and design and construction, the new playground is complete. The park improvements include a new 2-5 tot lot, picnic area, and popular new 5-12 DNA play structure element. The park re- opened to the public in the summer of 2021.
o Pier-Ferry Feasibility Study: In December 2021, the City completed the conceptual planning process and identified a preferred concept for a potential dual-use recreational pier and Water Emergency Transportation Authority (WETA) ferry terminal at the Berkeley Pier. This process started in 2018, and included a large-scale ferry feasibility study, as well as a year-long public process with multiple focus groups, 3 large community workshops, and 2 Council work sessions. Next steps will be to work with WETA to identify funding sources and to initiate design development and permitting. • Set up operations of Berkeley Tuolumne Camp: To prepare the Camp for re- opening for the first time in 9 years, PRW has worked on multiple fronts to: recruit, hire, and train a new camp manager and new camp staff; furnish all camp supplies from cots to dining tables to utensils; learn, test, use, and train staff on the 89 different systems including water and wastewater systems needed to operate camp; establish fees that cover the costs to operate camp; reduce barriers to participation by expanding scholarships and subsidized programs; develop new programs; and market and outreach, with a focus on attracting a new, more diverse generation of families and making camp more inclusive.
• Tree Planting in South and West Berkeley: Parks staff launched Trees Make Life Better, a tree planting campaign to increase the tree canopy in south and west Berkeley. With the help of two grants totaling $1.25 million, Urban Greening, received in 2020 and Environmental Enhancement and Mitigation Program (EEMP), received in 2022, the Trees Make Life Better program will attempt to plant 1,800

281

street and park trees in northwest and southwest Berkeley. This program includes purchase of trees, associated supplies, and concrete cutting and watering if needed. • Expanded Access and Reduced Barriers to Scholarships: On January 18, 2022, Council approved changes to PRW scholarship policies to significantly increase access to scholarships for Recreation programs, camps, and events. The changes expand eligibility for 100% scholarships from “extremely low income” to “very low income” US Department of Housing and Urban Development (HUD) levels for Berkeley residents, and similarly increasing the threshold for 50% scholarships.

Additionally, City and school district staff collaborated to align scholarship programs, so that going forward, Berkeley families who are qualified for BEARS, the school district’s subsidized after-school program, will automatically qualify for City scholarships.
• Transition back to pre-COVID program offerings: For the first time in two years, Recreation programming will return to pre-COVID levels in the spring of 2022, including a full slate of summer camps (resident and day camps), tot and 0-5 programs, aquatic programs, drop-in programs (basketball, volleyball, weight room, badminton), and community center and pool rentals. Additionally, the Parks and Recreation Divisions will offer 36 special events between March and August of 2022.

SIGNIFICANT CHANGES FROM PRIOR YEAR’S BU DGET
The FY 23 proposed budget is $50.3 million and reflects an overall decrease of $2.8 million over the FY 22 Adopted Budget. The personnel budget increases by $3.0 million, or 14.5%, over the FY 22 Adopted personnel budget. This is primarily due to an increase in salaries and benefit costs. The General Fund baseline budget increases by approximately $98,000 to cover rising costs for utilities, janitorial supplies, pool chemicals and other operational necessities. The budget also includes $450,000 for fire fuel mitigation for hazardous vegetation and tree removal.

PRW is requesting $4.4 million from the General Fund for Waterfront capital projects and CIP staffing; minor maintenance needs at pools, camps, parks and the Waterfront; camp scholarships and diversity, equity and inclusion programs.

282

PUBLIC WORKS

MISSION STATEMENT
The Public Works Department is committed to providing quality services to the Berkeley community with pride, courtesy, and excellence.

ORGANIZATIONAL CHART

PUBLIC WORKS OVERVIEW
The Department of Public Works is organized into eight divisions to deliver the following services:
• Office of the Director: The Director’s Office provides department-wide leadership, management oversight, and policy direction to Public Works divisions for overall operations and implementation; information technology projects; audits and accreditation management; and employee labor relations, and training and development. Public Works has two Deputy Directors to assist the Director in these efforts. Duties and areas of responsibility are divided into two separate areas:

Deputy Director of Operations and Deputy Director of Engineering & Transportation. • Administrative and Fiscal Services Division: The Administrative and Fiscal Services Division is responsible for the Department’s budget and fiscal oversight, Office of the
Director
Deputy Director of
Public Works
Engineering
Transportation
Administrative and
Fiscal Services
Deputy Director of
Public Works
Equipment
Maintenance
Streets and Utilities
Zero Waste
Facilities
Maintenance

283

regulatory compliance and reporting, and analytical support for routine and special projects in all Public Works operating divisions. Division functions include: budget development; implementation and oversight for the annual operating and capital budgets; fund management; fiscal and administrative policy development and process improvements; contract administration and grants compliance; and purchasing, payroll and accounting services for approximately 328 full time staff. • Engineering Division: The Engineering Division comprises the following programs and responsibilities: Street Pavement Infrastructure Management; Sanitary Sewer Capital and Regulatory Compliance Programs; Storm Water Capital and Regulatory Compliance Programs; Creeks/Watershed Management; Sidewalk Capital Program; Buildings/Facilities Capital Program; Disability Compliance and Program Coordination; Construction Management and Inspection; Land Development and Plan Review; Land Surveying; and Drafting/ GIS services. Engineering is also responsible for coordination of utility service markings, issuance of permits, and coordination and inspection for outside utility agency projects. • Zero Waste Division: The Zero Waste Division (ZWD) is an enterprise funded operation within the Department of Public Works with an operations staff of more than 100 and 50+ fleet of vehicles, and funds another 27.74 FTEs throughout other City departments. The ZWD provides the weekly curbside collection service of refuse and compost for over 23,000 single family and multi-family (up to five units) residential customers and up to seven-day per week curbside collection service of refuse, dual-stream recyclables (fiber and containers collected separately) and compost for over 5,000 multi-family (more than six units) and commercial customers.

ZWD also manages third party vendor provided contracts for:
o Various Services: landfill disposal services; food/green material offsite hauling and composting; and offsite hauling and recycling of construction and demolition, metal, tires, cylinders, and appliances. o Recycling Collection: third-party non-profit organizations for: the collection of residential dual-stream recyclables (8,400 tons per year). o Recycling Processing: operates Berkeley Recycling for the sorting, processing, and marketing of residential, multi-family, and commercial recyclables (16,000 tons per year and a Recycling Buyback and Drop Off program; and salvaging of reusable materials dropped off at the Transfer Station (1,000 tons annually).
• Transportation Division: The Transportation Division provides traffic engineering, transportation planning, bicycle and pedestrian planning, project development, and parking management services that support safe and effective movement of people and goods in and through Berkeley. The Division also provides transportation review of private development projects and interagency coordination on regional

284

transportation projects. Key Division and Department values include safety, equitable mobility, and environmental and financial sustainability. • Facilities Management Division: The Facilities Management Division includes electrical maintenance and the Radio Shop; building maintenance and janitorial services; and property management support. This Division maintains 900,000 square feet of public service facilities; installs and maintains traffic signals and pedestrian control devices at approximately 140 intersections; maintains approximately 8,000 LED streetlights; and installs and maintains Police and Fire Department vehicle radios, sirens, lighting, and radio system infrastructure, including interface with the regional public safety radio system. The Division also maintains sound systems for Council meetings and special events and radio alarms at sewage lift stations.
• Streets & Utilities Division: The Streets and Utilities Division maintains and repairs the City’s curbs, sidewalks and pathways, 214 miles of streets, 400 miles of sanitary sewers, and 78 miles of storm water piping, including approximately 5,800 storm structures 30 green infrastructure installations. In partnership with business improvement districts, the Division manages the Clean City Program by providing street and sidewalk sweeping and cleaning services, including unattended property removal/storage and illegal dumping removal. The Streets and Utilities Division also coordinates with Transportation, Engineering and Parking Services staff to maintain traffic signs, pavement markings, and the City’s 3,750 metered spaces. • Equipment Maintenance Division: The Equipment Maintenance Division operates facilities at both the Corporation Yard and Transfer Station. Staff in this Division manage the maintenance as well as purchase and replacement of the City’s 730 fleet vehicles, heavy duty trucks and large equipment, including public safety, fire, and alternative fuel vehicles and equipment.

285

PUBLIC WORKS 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
45,837,444 48,014,066 47,899,824 54,750,159 59,072,739 59,697,245 Services and
Materials
34,552,236 35,313,048 30,900,914 36,582,860 43,502,204 41,480,315 Capital Outlay 18,630,681 40,917,768 31,668,015 39,499,469 71,604,884 61,051,864 Internal Services 9,825,958 12,494,464 12,282,094 13,379,529 14,159,811 13,517,827 Indirect Cost
Transfer
3,091,188 3,282,509 3,156,576 3,226,639 4,363,707 4,434,240 111,937,507 140,021,855 125,907,423 147,438,656 192,703,345 180,181,492

By Division:

PW - Office of the PW Director 6,467,050 8,036,585 8,664,442 8,748,951 PW -
Transportation 20,534,230 19,460,565 15,034,042 14,157,293 35,021,305 22,072,684 PW- General
Engineering 19,792,069 43,620,242 31,272,980 42,193,671 59,136,333 59,190,268 PW - Facilities
Management 8,365,576 9,317,072 8,395,914 13,543,181 13,761,455 13,936,641 PW - Streets and
Sanitation 12,309,135 13,313,631 13,093,294 15,582,230 17,288,835 17,243,617 PW - Equipment
Maintenance 8,120,656 10,323,144 13,555,710 13,844,182 14,391,148 14,104,216 PW- Zero Waste 38,671,979 37,204,132 38,088,434 40,081,514 44,439,828 44,885,117 111,937,507 140,021,854 125,907,423 147,438,656 192,703,345 180,181,492

By Fund:

General Fund 4,691,231 4,729,001 5,499,277 4,742,625 5,993,903 5,886,935 Capital
Improvement
Fund
3,045,311 7,662,086 5,055,843 6,689,147 9,405,071 8,529,258 Federal Grants 431,512 2,693,406 793,300 125,000 1,757,529 752,827 State/County
Grants 2,894,209 5,449,181 2,021,139 378,244 10,127,522 3,280,910 Gas Taxes 7,186,872 12,395,153 9,842,724 14,735,920 22,307,941 18,152,291 Street Light
Assessment 1,156,223 1,633,874 1,359,122 2,279,288 2,918,953 2,906,686 Parks Tax 88,624 90,386 35,591 39,996 39,996 39,996
Zero Waste 42,231,872 42,753,883 42,813,822 46,482,814 54,573,345 57,618,013 Marina 141,346 204,744 166,636 168,513 138,866 152,857
Sanitary Sewer 10,993,652 23,673,264 17,010,658 29,654,740 34,584,528 32,114,067 Equipment
Replacement 1,973,127 3,174,339 7,755,546 5,738,197 6,500,018 6,292,519 Equipment
Maintenance 7,319,727 8,448,185 7,130,354 9,812,320 9,573,258 9,527,237

286

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

EXPENDITURES (CONTINUED)
Building
Maintenance 3,398,704 3,425,214 3,363,019 4,463,546 4,798,308 4,815,297 Bldg Purchase &
Management 1,071,981 1,267,177 1,157,868 1,798,252 2,196,543 2,253,520 Bonds-Measure
G/I/Q/R/GG/M/T1 8,745,411 9,293,606 10,859,691 4,370,038 7,366,271 9,458,435 Clean Storm
Water 1,535,236 1,403,147 2,366,107 4,698,529 6,965,494 5,246,665 Off Street
Parking 9,770,873 5,267,372 2,755,089 4,639,156 4,878,777 5,027,907 Parking Meter
Fund 3,780,271 4,209,151 3,867,665 4,766,071 5,193,520 4,960,183 Permit Service
Center 829,319 990,966 961,222 1,524,819 1,545,684 1,565,547 Other 652,005 1,257,722 1,092,750 331,441 1,837,817 1,600,343 111,937,507 140,021,855 125,907,423 147,438,656 192,703,345 180,181,492

287

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

DIVISION/ACTIVITY SUMMARY

PW - Office of the
PW Director

PW Director - Director 128 1,146 6,363 129,178 50,286 50,286 PW Director - Admin &
Fiscal
2,998,479 5,430,374 5,237,874 6,160,235 6,782,904 6,860,195 PW Director - Corp
Yard Admin
751,006 954,333 952,624 1,341,281 1,394,310 1,388,437
PW Director -
Customer Service
394,249 397,216 270,189 405,891 436,942 450,032
Division Total 4,143,861 6,783,069 6,467,050 8,036,585 8,664,442 8,748,951

PW -
Transportation

Administration 676,688 666,789 689,388 767,174 713,679 721,024 Transportation
Planning
1,205,795 1,147,211 1,104,144 1,082,777 1,535,888 1,296,058 Traffic Engineering 851,576 980,485 1,000,085 1,252,649 1,539,652 1,583,730 Parking Services 1,225,641 7,013,042 3,964,491 6,523,303 7,225,298 7,004,827 Capital Projects 14,812,64
6 6,524,363 5,347,813 1,232,966 20,511,53
0 7,909,507
Traffic Maintenance - 1,305,883 1,134,444 1,197,331 1,365,869 1,392,787 Parking Meter
Collection
591,040 642,302 720,517 886,886 891,835 916,392
Repair/Maintenance 1,170,845 1,180,491 1,073,160 1,214,207 1,237,554 1,248,359 Division Total 20,534,23
0 19,460,56
5 15,034,04
2 14,157,29
3 35,021,30
5 22,072,68
4 PW - General
Engineering

Gen Eng -
Administration
837,131 876,595 600,691 1,280,415 1,275,177 1,047,357
Gen Eng - Services 292,702 218,586 248,871 994,877 1,794,354 1,102,343 Gen Eng - Streets 8,690,053 10,516,90
2 10,113,76
0 10,213,26
9 14,379,58
3 14,449,25
7 Gen Eng - Sidewalks 648,602 1,660,280 128,963 2,198,510 3,009,487 1,265,748 Gen Eng - Storm 651,600 2,906,802 2,170,656 2,124,822 4,361,817 3,048,983 Gen Eng - Sewers 2,946,201 14,141,60
4 7,949,693 18,536,26
6 22,687,72
0 19,979,23
3 Gen Eng -
Facilities/Buildings
3,243,027 10,975,90
8 7,522,433 3,486,323 7,685,832 14,293,43
7 Gen Eng - Inspection 1,689,782 1,838,660 1,643,525 2,538,422 2,751,133 2,798,788 Gen Eng -
Development/Permits
792,972 484,904 894,389 820,767 1,191,230 1,205,122
Division Total 19,792,06
9 43,620,24
2 31,272,98
0 42,193,67
1 59,136,33
3 59,190,26
8 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Actual Adopted Proposed Proposed

288

DIVISION/ACTIVITY SUMMARY cont.

PW - Facilities
Management

Administration 71,256 71,236 71,293 71,233 71,233 71,233 Routine Building
Maintenance
1,873,875 2,104,415 1,714,606 2,538,326 2,639,710 2,720,916 Environmental
Compliance
381,324 434,496 450,649 709,701 690,456 708,180
Electric/Communicatio
n System Mtce
2,877,383 3,370,563 2,597,238 3,960,182 4,084,597 4,115,878 Traffic Signal
Maintenance
724,075 731,179 830,164 1,561,611 1,374,011 1,391,556
Janitorial Services 1,315,125 1,329,827 1,635,339 1,778,019 1,880,923 1,899,737 Property Management 1,016,903 984,119 859,432 1,411,742 1,623,629 1,631,657 ADA Building
Improvements
7,500 194,915 168,710 1,300,120 1,300,120 1,300,120
Internal Non-Routine
Mtc.
11,342 8,736 9,441 5,000 5,000 5,000
External Non-Routine
Mtc.
8,294 19,526 5,162 - - -
Capital Projects - - - 184,267 67,851 67,851
University Avenue
Center
78,501 68,061 53,879 22,980 23,926 24,512
Division Total 8,365,576 9,317,072 8,395,914 13,543,181 13,761,455 13,936,641

PW - Streets and Sanitation
Administration 256,568 529,719 535,650 486,225 523,113 538,192 Clean Cities 4,365,756 4,303,481 4,349,698 5,519,387 5,511,008 Sanitary Sewer
Maintenance
4,978,520 6,009,587 5,759,950 6,693,666 6,768,910 6,928,167 Storm Drain
Maintenance
989,729 647,022 787,707 1,725,452 1,841,840 1,878,902
Traffic Maintenance 4,114,945 - - - - -
Street Maintenance 1,473,901 1,729,018 1,493,150 1,910,189 2,085,586 1,987,348 Parking Meter
Maintenance
495,470 - - - - -
Sidewalk Maintenance 32,529 213,357 417,000 550,000 400,000 Division Total 12,309,135 13,313,631 13,093,294 15,582,230 17,288,835 17,243,617

289

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

PW - Equipment Management
Administration 286,428 296,898 283,904 282,944 303,134 308,693 Equipment Mtc
- Corp Yard
6,344,218 7,364,097 6,086,156 8,474,843 8,287,051 8,226,001 Equipment
Replacement
1,490,010 2,662,149 7,185,650 5,086,395 5,800,962 5,569,522 Division Total 8,120,656 10,323,144 13,555,710 13,844,182 14,391,148 14,104,216

PW - Zero Waste
Administration 1,274,583 1,307,360 1,283,954 1,809,027 2,047,316 2,101,073 Residential
Refuse Collect
Service
14,301,892 14,425,332 13,174,341 15,980,098 18,251,857 18,029,137 Commercial
Refuse
Collection
Service
9,593,757 7,842,435 10,316,071 9,236,134 10,733,180 11,185,941 Container/Cart
Maintenance
786,674 863,403 834,742 853,107 871,052 888,055
Transfer &
Disposal
Service
11,473,366 10,961,633 11,399,704 11,029,580 11,252,462 11,424,090 Special
Collections
1,241,707 1,803,969 1,079,621 1,173,568 1,283,961 1,256,821 Division Total 38,671,979 37,204,132 38,088,434 40,081,514 44,439,828 44,885,116

Department
Total
111,937,507 140,021,854 125,907,423 147,438,656 192,703,345 180,181,492

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STRATEGIC PLAN PRIORITY PROJECTS AND PROGRAMS
Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
Parks,
Recreation
and
Waterfront;
City Attorney;
City
Manager's
Office;
Finance;
Health
Housing and
Community
Services;
Human
Resources;
Information
Technology;
Planning and
Development
Transfer Station -
Master Plan
Phase 1 – Feasibility
Study for replacement
of Transfer Station &
Recycling Center
(completed), Phase 2 -
consultant retained to
conduct CEQA
Compliance for Initial
Study and Migrated
Negative Declaration
or Environmental,
Phase 3 – Final Eng.

Design & Planning &
Development
permitting, Phase 4 –
RFP for construction.
4/20-6/24
(Phase 2)
Continuing $1,000,000
(Phase 2,
funded)
Provide state-
of-the-art,
well-
maintained
infrastructure,
City Attorney,
City
Manager’s
Office, Parks
Recreation
Gilman Street
Interchange Project
Improve the mobility
and safety of the
Gilman Street Corridor
by reconstructing the
Gilman Street
Interchange and
10/18-
12/24
Continuing $65,000,000
(funded
26 ACTC,
Measure BB)

26 Funded primarily through Alameda County Transportation Commission (ACTC). City contribution includes staff time and $1,000,000 in Measure BB funds.

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
amenities,
and facilities
and
Waterfront
creating a new
gateway into North
Berkeley.

Be a global
leader in
addressing
climate
change,
advancing
environmental
justice, and
protecting the
environment
City
Manager’s
Office,
Planning and
Development,
Information
Technology
Long-Term Waste
Operations
Strategy
Develop long term
Zero Waste Strategic
Plan – a
comprehensive road
map to reduce land
filled waste.
7/21-
12/24
Continuing $700,000
(funded)
Provide an
efficient and
financially-
healthy City
government
Parks,
Recreation
and
Waterfront
50/50 Sidewalk
Program
Reduce 50/50 sidewalk
backlog to improve
mobility.
7/19-
12/23
Continuing $3,000,000
(funded)
Provide an
efficient and
financially-
healthy City
government
Police, Fire,
Health
Housing and
Community
Services,
Parks
Recreation
and
Waterfront
Bicycle Plan FY
2022 Update
Update the Bicycle
Plan to identify and
prioritize bikeway
projects and programs
to make Berkeley a
model bicycle-friendly
city where bicycling is
a safe, comfortable,
and convenient form of
transportation and
recreation for people of
all ages and abilities.
1/21-
06/23
Continuing To be
determined
(to be paid
out of
Measure BB
Bicycle and
Pedestrian
funds)

292

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially-
healthy City
government
Planning and
Development
Update Watershed
Management and
Storm Drain Master
Plans
Updating the citywide
watershed
management and
storm drain master
plans.
3/21-6/24 Continuing $1,500,000
(funded)
Provide an
efficient and
financially-
healthy City
government
Finance Zero Waste
Rate Evaluation
Developing a study
that provides for a new
five-year rate structure
that sets rates through
the Proposition 218
process.
7/19-7/23 Continuing $165,000
(funded)
Provide an
efficient and
financially-
healthy City
government
City
Manager’s
Office,
Finance
Undergrounding
Utility Wires
Construction of
Underground Utility
District #48 (Grizzly
Peak) including
installation of
decorative solar street
lighting in support of
this Undergrounding
District.
7/20-
10/26
Continuing $12,000,000
(funded)
Provide an
efficient and
financially-
healthy City
government
Sewer Master
Plan
The plan will assess
condition and capacity
of the sewer system. It
will provide
prioritization of capital
sewer improvements
and a basis for a
sanitary sewer rate
study.
10/19-
06/23
Continuing $1,200,000
(funded)

293

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide an
efficient and
financially-
healthy City
government
City
Manager’s
Office, Police,
City Attorney,
Finance
BerkDot
Develop plans for
establishing a Berkeley
Department of
Transportation to
ensure racial justice
and equity in
Transportation policies,
programs, services,
capital projects,
maintenance, and
enforcement.

Coordinate this with
the Reimagining Police
effort.
7/20-6/24 Continuing $550,000
($250,000,
funded;
$300,000
requesting
funding)
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
Parks,
Recreation
and
Waterfront,
Planning and
Development,
Information
Technology
Streetlight
Comprehensive
Plan
Plan to establish
operations,
recommended
maintenance, future
system needs, and
related funding needs
of the City’s current
street lighting
infrastructure.
1/21-
12/22
Continuing $200,000
(funded)
Be a global
leader in
addressing
climate
change,
advancing
environmental
City Attorney Shared Electric
Micromobility
Program
Establish a program to
allow permitting of
shared electric bikes,
scooters, and other
mobility devices
provided to the public
1/21-
12/22
Continuing Staff time

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Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
justice, and
protecting the
environment
by third party
operators.

Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
City
Manager’s
Office,
Finance
Long-term Paving
Plan (Response to
Audit)
Plan to determine
funding, operations,
and recommended
maintenance of the
City’s streets.
1/21-
12/23
Continuing $100,000
(funded)
Provide an
efficient and
financially-
healthy City
government
Public Works,
City Auditor
Fleet Audit
Response
Implement new
Assetworks fleet
management software
to improvement fiscal
and records
management of
equipment
replacement funds and
fleet assets.
1/21-
12/22
Continuing $487,249
(funded)
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
City
Manager’s
Office, Office
of Economic
Development
Southside
Complete Streets
Install bikeways, transit
lanes, and pedestrian
safety improvements
on various streets in
Berkeley's Southside
of campus area.
1/21-
12/24
Continuing $9,719,926
(funded)
Provide state-
of-the-art,
well-
Parks
Recreation
and
Measure T1
Infrastructure Bond
Design and construct
approved projects for
Phase 2 adopted by
4/21-6/25 Continuing $45,000,000
(funded)

295

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
maintained
infrastructure,
amenities,
and facilities
Waterfront,
City
Manager’s
Office,
Finance
Measure, Phase
2A
City Council on
12/15/20. FY2022
efforts will focus on
conceptual design and
design development of
Phase 2A projects.

Provide an
efficient and
financially-
healthy City
government
City
Manager’s
Office
Equitable Clean
Streets
Purchase of new rear-
end loader and hiring
of two-person crew to
facilitate increased
cleaning of areas,
including
encampments. Add
clean up services by
non-profit organization.
2/21-
12/22
Continuing $415,000
(funded)
Create a
resilient, safe,
connected,
and prepared
city
Police, City
Manager's
Office, City
Attorney
Installation of
Public Safety
Surveillance
Cameras
The purchase and
installation of Public
Safety Surveillance
Cameras at City
Council approved
locations per Berkeley
Police Department
Policy No. 351.
2/22-6/23 New $1,300,000
(funded)
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
Public Works Ohlone Greenway
Modernization and
Safety
Improvements
Upgrade pathway as a
low-stress bikeway and
pedestrian path
between Virginia
Gardens and border.
1/22-
12/24
New $2,100,000
(funded)

296

Goal Supporting
Departments
Title Description Planned
Start/End
New or
Continuing?
Estimated
Budget
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
Public Works Woolsey-Fulton
Bike Blvd
Class 3b bicycle
boulevard along
Woolsey from Adeline
to Wheeler, Wheeler
from Woolsey to
Prince, along Prince
from Wheeler to
Fulton, and along
Fulton from Prince to
Dwight.
1/22-
12/24
New $2,600,000
(funded)
Provide state-
of-the-art,
well-
maintained
infrastructure,
amenities,
and facilities
Public Works Parker Street to
Addison Bikeway
A Class 3B bicycle
boulevard along Parker
from 9th to Mabel,
Mabel from Ward to
Dwight, Bonar from
Dwight to Bancroft,
Bancroft from Mable to
the Strawberry Creek
Park entrance, West
Street from Allston to
Strawberry Creek Park
and from this park to
Addison.
1/22-
12/24
New $950,000
(funded)

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

Measure Description Target Actual Tracking
Average days to
abate illegal dumping
on private property
Average Lagan (service request
system) case closed date27 ↓
• 4.58 days

Percent of commute
trips by solo occupant
vehicle
Calculated as part of the US
Census Bureau's American
Community Survey
↓
• 33% of commute trips

Three year average of
fatalities/severe
injuries on City streets
Calculated with Statewide
Integrated Traffic Records
System
↓
• 4.9 fatalities
• 49.7 severe injuries 
Pavement condition
index (PCI)
Numerical rating of pavement
condition based on type and
severity of distress observed
↑
• 56 PCI

Percent of waste
diverted from landfill
Calculated using CalRecycle's
online calculator ↑ • 74% diverted 
 Meeting/exceeding target ↑ Target is to increase numbers/percentages  Near target ↓ Target is to decrease numbers/percentages  Not meeting target

27 Residential requests are reported to 311 Customer Service and then once a work order is generated it is given to the crew to respond. Data is based on Lagan Case Closed date. These are not encampment cleanups, which instead, occur twice per week and serve several locations.

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CHALLENGES
Major challenges the Public Works Department has faced over FY 22 include:
• Vacancy Rate: Throughout all of FY 22, Public Works has experienced a vacancy rate among career positions at about 15-18%. With vacant positions, delays occur, remaining staff already at capacity absorb additional work, and morale decreases.

Staff is working on expediting internal processes and coordinating with Human Resources to reduce the vacancy rate.
• Resource Alignment: As of the last inventory, the Department had approximately 159 outstanding pieces of direction from City Council referrals, adopted Strategic Plan projects, budget referrals, and audit findings. The high volume of direction, particularly when not matched with available resources (i.e., financial or staff capacity), can be difficult to track and prioritize.
• Key Challenged Funds/Programs:
o Public Works continues to experience major revenue related impacts related to COVID-19 in the On-Street Parking Fund (Meters) and Off-Street Parking Fund (Garages), driven by COVID-19 policies from local agencies restricting activity, but also customer/resident behavior. Revenue has begun to return to approach pre-COVID levels, but fund balances are still insufficient to fund the planned Elevator Replacement at the Telegraph/Channing Mall and Garage and the citywide Parking Meter Replacement projects.
o Equipment Replacement Fund balances have been depleted over time due to historical under-collection not accounting for staff expenditures, as well vehicle upfitting costs that are part of the Fund’s expenses. This fund balance as further been depleted by strategic city budget balancing measures, meaning that significantly less is available than has been collected for replacement.
o A challenge for the Sanitary Sewer Fund will be the inability to predict the outcome of Consent Decree Mid-Course check-in, and if a Performance Evaluation Plan (PEP) will need to be implemented. The draft PEP calls for Berkeley to install up to 100 flow monitors to collect additional information to identify intrusion sources. The potential impact will be $500,000 to $1,000,000, and funding for these potential projects are not a part of the current sanitary sewer rate structure.
• Critical Unfunded Needs: Public Works is charged with the maintenance of City facilities and public right-of-way infrastructure. Recurring funding to support maintenance of this infrastructure has been perennially underfunded. The longer the asset’s maintenance is deferred, the greater the future costs are to repair or replace.

A FY 22 revised estimate of these assets under the Department’s portfolio projects

299

an accumulated more than $1 Billion in deferred maintenance costs and needed improvements. To address the systemic funding issues, Public Works is coordinating with other departments to put a Vision 2050 infrastructure revenue measure before City Council for consideration. The measure’s goal would be to address the infrastructure funding gap and improve Berkeley streets, sidewalks, storm facilities, buildings and traffic safety infrastructure managed by Public Works. Approved bond or tax funding would be combined with an increased priority allocation of local funds towards ongoing regular maintenance on infrastructure to keep infrastructure in good condition.

ACCOMPLISHMENTS
Highlights of recent Public Works Department accomplishments include:
• Completion of Measure T1 Bond Phase 1 Construction Projects and Beginning Phase 2: Public Works, along with the Parks, Recreation and Waterfront Department, met the 85% expenditure milestone for Phase 1 bond funds, and completed a community process for developing the Phase 2 project list. Measure T1 Phase 1 projects are completed with the exception of Marina Streets and North Berkeley Senior Center projects which are expected to be completed by June 2022.

Measure T1 Phase 2 Projects have started and the John Hinkel Storm Drain Project has been completed.
• Sidewalk Safety Improvements: Public Works made significant gains towards addressing the 50/50 sidewalk repair program list backlog. 656 repairs were completed in FY 21, which reduced the backlog by 18%. Overall, as of January 31, 2022, there have been 1,907 repairs which has reduced the 50/50 sidewalk repair program backlog by 53%. During COVID, the sidewalk shaving program took advantage of the reduced pedestrian traffic and focused on the repair areas in the typical high pedestrian traffic areas of the City. This greatly reduced potential tripping hazards, with minimal construction impacts. Projects are underway to continue this work over the next two years, and, by the end of FY 23, it is projected that the 50/50 program backlog repair will have been reduced by 88% from the 2019 backlog total. • Vision Zero & Healthy Streets: Public Works completed construction of the Milvia Bikeway Project, Sacramento Complete Streets Project, 9th Street Path Way Phase II, and the Shattuck Reconfiguration Project. There is continued construction on Addison Street Bike Boulevard Project and North Berkeley BART-Sacramento Street. The Department applied and received grant awards for pedestrian and bicycle crossing safety improvements on various high-injury streets. Also, the Department expanded on the use of the “quick-build” program to deliver Vision Zero traffic safety projects. In addition, Public Works developed a Shared Electric Micromobility Permit Program.

300

• Equity: Public Works has taken important strides in building equity into its programs and services. It has adopted formal equity components into its Berkeley Strategic Transportation Plan, Pedestrian Plan, and Vision Zero Action Plan. This year, City Council adopted an update to its Street Maintenance and Rehabilitation Policy that included a formal Equity Zone. Automatic fee discounts for low-income residents are being built into the Department’s sewer fees. As the Department leads implementation of Vision 2050, it seeks more opportunities to build equity into City programs and services based on the Vision 2050 equity definition: disadvantaged residents with more pressing needs should experience infrastructure benefits sooner than others.
• Customer Service: Public Works has conducted scientific surveys involving 1,483 constituents to gauge the services the Department delivers through the City’s infrastructure and its divisions. These surveys show broad satisfaction with Public Works’ sewer and Zero Waste services (and rates); mostly positive ratings of the City’s traffic safety and bike/pedestrian infrastructure; mixed ratings of the safety and ease in getting around Berkeley; and negative views of the City’s street condition.

SIGNIFICANT CHANGES F ROM PRIOR YEAR’S BUD GET
The FY 23 baseline budget is $192,703,345 and translates to an overall increase of

30.70% or $45,264,689 over the FY 22 Adopted Budget of $147,438,656. The expenditure categories, amounts, and percentages of the Public Works budget increases are shown in the table below.

Public Works is requesting funding for the following items in FY 23 and FY 24. If these items are approved for funding, they will create significant changes from prior year’s budget:
• Key Staffing Proposals supporting BerkDOT, the Reimagining of Public Safety and Vision 2050: Public Works is proposing several new positions, including Transportation Manager, Mobility Coordinator, Assistant Planner (Vision Zero), Capital Improvement Program (CIP) Manager, and Traffic Maintenance Worker I that FY 2022 FY 2023
Adopted Proposed
Increase/(Decrease) %
Salaries and Benefits 54,750,159 59,072,739 4,322,580 7.90% Services and Materials 36,582,860 43,502,204 6,919,344 18.91% Capital Outlay 39,499,469 71,604,884 32,105,415 81.28% Internal Services 13,379,529 14,159,811 780,282 5.83% Indirect Cost Transfer 3,226,639 4,363,707 1,137,068 35.24% Total 147,438,656 192,703,345 45,264,689 30.70%

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will improvement department capability for delivering capital projects in the 5 Year CIP as well as Vision 2050 initiatives.
• Capital Investment: The Department is proposing to increase annual Capital Improvement Fund allocations to Streets (+$8.0 million), Facilities (+$1.0 million) and ADA Improvements ($1.0 million). These new funding levels will be critical to maintain or improve facilities at or above current levels. Public Works will continue Vision 2050 Master Planning and Infrastructure Investment in FY 23, including the final outreach and the balloting process for a revenue bond or parcel tax. FY 23 will also see significant project budgeting and beginning of construction for approved projects for Phase 2 of the Measure T1 Infrastructure Bond. • Grant Funding: Public Works will manage over $14.0 million in federal, state and local grant funds in FY 23 and FY 24, including One Bay Area Grant (OBAG) funds to the Southside Complete Streets Project, and Affordable Housing and Sustainable Communities grant funds applied toward several transportation infrastructure related projects in support of the Berkeley Way HOPE Center project, including: Milvia Street Bikeway Improvements, Addison Street Bicycle Boulevard, and University Avenue/Grant Street Bus Bulb and Pedestrian Crossing Improvements, as well as other bike boulevard and bus stop projects.
• Updated Internal Service Fund Methodology: Public Works is implementing updated Building Maintenance Fund, Building Purchases and Management Fund (1947 Center St.), Equipment Replacement Fund, and Equipment Maintenance Fund methodologies to make the funds cost recoverable, simplify and increase transparency in how the rates are generated, and smooth year by year cost impacts to client departments.

302

RENT STABILIZATION BOARD

MISSION STATEMENT
The mission of the Rent Stabilization Board is to regulate residential rent increases in the City of Berkeley, protect against unwarranted rent increases and evictions, and provide a fair return to property owners. The Board works to ensure compliance with legal obligations relating to rental housing; and to advance the housing policies of the City with regard to low- and fixed-income persons, minorities, students, disabled, and the aged.

ORGANIZATIONAL CHART

RENT STABILIZATION B OARD O VERVIEW
The nine elected commissioners of the Rent Stabilization Board enact regulations, hear petition appeals, and administer a program to implement the Rent Stabilization and Eviction for Good Cause Ordinance that regulates most residential rents in Berkeley, provides tenants with increased protection against unwarranted evictions, and is intended to maintain affordable housing and preserve community diversity. (Berkeley Municipal Code (Chapter 13.76.)
The Rent Stabilization Program provides information and counseling to over 10,000 landlords and tenants annually, calculates and certifies individual rent ceilings, maintains a database of registered rental units, collects registration fees, and conducts administrative hearings and issues decisions on landlord and tenant rent adjustment petitions. Owners of rental property fully covered by the Ordinance and most partially Rent
Stabilization
Board
Executive
Director
Administration
& Policy
Public
Information
Unit
Registration
Unit Hearings Unit
General
Counsel
Legal Unit

303

covered properties are required to register their units and pay annual registration fees, which cover the program's cost.

The Rent Stabilization Program is organized into five units to deliver the following baseline services:
• Administration and Policy: This Unit provides Rent Board and Committee meeting support to ensure compliance with the Brown Act, public access, and transparency, and the coordination of agendas, minutes, and related documents, and assists with electronic outreach including email and helps maintain the agency’s website. It also provides office administration, payroll, purchasing, finance, and accounting support; and prepares, executes, monitors, and reports on the budget and contracts. The Unit develops and implements administrative polices and operational processes, and works with City Council and other departments to develop and implement a coordinated housing policy consistent with the Ordinance, including monitoring legislation and conducting surveys and studies to help guide the formulation of sound public policy.
• Public Information Unit: This Unit provides active outreach and education to owners and tenants regarding their rights and obligations by publishing newsletters, postcards, maintaining an up-to-date website and Facebook page, attending events in the community, and conducting workshops and webinars. Housing Counselors provide in- office, offsite, phone, and e-mail counseling on the Ordinance and applicable state housing laws to over 10,000 clients per year, and assist landlords and tenants with filing petitions. During the COVID-19 pandemic, staff also provides outreach and counseling on complex and rapidly-changing state and local anti- displacement laws.
• Registration Unit: This Unit assists property owners and tenants with understanding unit and tenancy registration requirements under the Ordinance and Rent Board Regulations, bills and collects registration fees, processes and tracks changes in rental status, maintains the Rent Board’s electronic property database, collects penalties and processes requests to waive penalties, issues the Annual General Adjustment, provides rent ceiling notices, and communicates with new tenants and owners.
• Legal Unit: This Unit represents the Board in litigation; analyzes housing-related legislation and public policy and advises the Director and Board; advises the Board on appeals from administrative hearing decisions; drafts regulations, resolutions, and contracts; and provides legal advice to the Director on matters related to the Ordinance and its administration. Legal staff also conduct mediations to help landlords and tenants voluntarily resolve disputes, and processes and gathers responses to Public Records Act requests.

304

• Hearings Unit: This Unit conducts administrative hearings under standard due process procedures for a variety of claims, including rent reductions due to habitability/code violations, rent increases for additional occupants or capital improvements, and determinations of a property’s exempt status. Upon conclusion of the hearing a written decision is issued, which can be appealed to the Board and/or the courts. Hearings examiners focus on conflict resolution by holding informal settlement conferences before formal hearings, and conducting voluntary mediations.

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RENT STABILIZATION B OARD F INANCIAL 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 3,831,455 4,074,227 3,928,261 4,705,500 4,863,157 5,006,854 Services and Materials 1,260,894 1,675,894 1,533,120 2,038,130 2,038,130 2,038,130 Capital Outlay 2,504 - 2,500 2,500 2,500
Internal Services 14,600 5,100 55,809 79,405 79,405 79,405 Indirect Cost Transfer
5,109,453 5,755,222 5,517,190 6,825,535 6,983,192 7,126,889

By Division:

Rent Stabilization Board 5,109,453 5,755,222 5,517,190 6,825,535 6,983,192 7,126,889 5,109,453 5,755,222 5,517,190 6,825,535 6,983,192 7,126,889

By Fund:

General Fund 265,419
Measure U1 460,420 550,000 550,000 550,000
Rent Stabilization Board 4,844,034 5,755,222 5,056,770 6,275,535 6,433,192 6,576,889 5,109,453 5,755,222 5,517,190 6,825,535 6,983,192 7,126,889

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STRATEGIC PLAN PRIORITY PROJECTS AND P ROGRAMS
The Rent Stabilization Board has not adopted the City of Berkeley Strategic Plan and does not have performance measures connected with its goals.

CHALLENGES
The Rent Stabilization Board’s challenges include:
• Ending of State and Local Eviction Moratoriums: The Rent Board is the only city department providing counseling and outreach on complex and rapidly changing state and local anti-displacement laws. The state and local eviction moratoriums that are currently in place have prevented evictions from going forward during a time when many tenants owe a significant amount of rent due to the economic impacts of the COVID-19 pandemic. As these laws change or come to end, the Rent Board will continue to counsel tenants and landlords on the status of all applicable anti- displacement laws, and the elected Rent Board will work with the City Council to explore policies to reduce the number of evictions that eventually move forward. • Completing a New Tenant Survey: The Rent Board surveys Berkeley tenants about every 10 years. The Rent Board’s tenant survey asks tenants to answer questions on their household characteristics, the conditions of their unit or building, and their knowledge and opinion of the services that are provided by the Rent Board. The previous tenant survey was completed in 2009 and this survey, which has been delayed due to the COVID-19 pandemic, is scheduled to be completed in fall of 2022, with results published in 23. Updating the tenant survey will provide important information for Berkeley rental housing policy. • Transitioning to New Rent Tracking and Case Management Systems: The Rent Board is working with a vendor to transition to a new software system that integrates the tracking of rental unit registration and the agency’s case management system.

The Rent Board’s new software platform launched in the 1st quarter of 2022.

Counseling cases are now being entered into the new system and the FY 23 rental unit registration will take place entirely in the new platform. Replacing and integrating the agency’s outdated rent tracking system and case management systems with an integrated software solution will create greater efficiencies for staff, but it is a major challenge to transition to a new system and successfully migrate over 40 years of rental unit data.

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ACCOMPLISHMENTS
Highlights of recent Rent Stabilization Board accomplishments include:
• Implementing Berkeley’s Fair Chance Ordinance: The City Council passed the Ronald V. Dellums Fair Chance Access to Housing Ordinance (Berkeley Municipal Code. Chapter 13.106) in April of 2022. The Rent Board agreed to administer this Ordinance on behalf of the City and assisted the City Attorney’s Office with the drafting of the administrative regulations to establish an administrative review and hearings process for Fair Chance complaints. Rent Board now provides counseling to existing landlords and tenants on the Fair Chance Ordinance and is equipped to process any Fair Chance complaints that arise.
• Registration of Rental Units Under Measure MM: In November 2020, Berkeley voters passed Measure MM which, amongst other things, created new registration requirements for most rental units partially covered by Berkeley’s Rent Ordinance.

The new Measure MM fee was due on July 1st, 2021 and the agency has successfully registered nearly 5,000 units that qualify for registration under Measure MM.
• New Executive Director: In the spring of 2020 the Rent Board’s Executive Director of almost 19 years unexpectedly retired. The Rent Board conducted an agency assessment to guide recruitment of a new Executive Director . The Rent Board then began the recruitment process in the fall of 2021 and hired DéSeana Williams in November 2021 after a nationwide search for the best candidates. DéSeana was born and raised in New York and comes from a position with the Detroit Housing Commission where she worked for 15 years. The Rent Board is excited to begin a new chapter with DéSeana onboard.
• Providing High Quality Counseling and Outreach During the COVID-19 Pandemic: The demand for Rent Board counseling services has increased as tenants and property owners struggle with the financial impacts of COVID-19. In response, the Rent Board quickly pivoted to providing remote counseling and outreach by phone, videoconference, email, and webinars. Staff have gotten quickly up-to-speed on a constant stream of changes to state and local anti-displacement laws— including Berkeley’s Emergency Ordinance, Assembly Bill 2179, and Senate Bill 91—and have provided counseling and created outreach materials designed to help tenants stay in their homes, and property owners understand their rights and obligations under these complex laws. The Rent Board also implemented a new online appointment system for clients that wish to schedule an appointment to consult with a Rent Board housing counselor.

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SIGNIFICANT CHANGES FROM P RIOR YEAR’S BUDGET
The Rent Stabilization Board adopted the FY 22 staffing model and budget on June 17, 2021. The Rent Board’s Budget and Personnel Committee meets regularly between January and June of each year to discuss the agency’s financial status and to consider possible revisions to the budget for the following fiscal year. This process typically results in a joint budget recommendation from both the committee and the Board’s Executive Director.

The Rent Stabilization Board’s FY 23 budget will be published on the Board’s webpage (https://rentboard.berkeleyca.gov/
) after it is adopted by the Board in June of 2022.

309

NON- DEPARTMENTAL (AL L CITY FUNDS)
The Non-Departmental budget contains critical pieces of the City budget not attributable to a single program or department. The largest component of this budget is the transfer of funds or money from one fund to another, such as a General Fund transfer to the Capital Improvement Fund ($4,950,905).*
Some examples of other transfers include the following:
• General Fund to Measure U1 - $5,120,350
• General Fund to Stability Reserve Fund ($1,375,000) and the Catastrophic Reserve Fund ($1,125,000)*
• General Fund to the PERS Savings Fund (Section 115 Trust) - $2,000,000 • General Fund to Health State Aid Realignment Fund ($1,953,018) • General Fund to the Public Liability Fund ($3,895,888) • Health State Aid Realignment to the General Fund - $2,643,280 • Parking Meter Fund to General Fund - $1,742,288
Because most transfers are budgeted in two separate funds, the Non-Departmental budget and in an operating Department budget, they are considered “dual appropriations.” Dual appropriations, amounts that are designated in different areas, are balanced in the budget for a net appropriation amount.

Other components of the Non-Departmental budget include:
• Debt service costs for General Obligation Bonds
• Lease Purchase Agreements
• Certificates of Participation (C.O.P.s)
• A llocation for Community-Based Organizations
• General overhead costs such as Property Insurance and School Board Salaries

*Dollar amounts currently reflect the baseline budget and have not been adjusted for the General Fund transfer to the Capital Improvement Fund for Tier 1 Capital projects or the additional $4.5 million in recommended contributions to reserves.

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NON- DEPARTMENTAL FIN ANCIAL 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

Services and
Materials
84,752,912 56,913,626 79,186,118 127,522,399 74,905,663 70,364,121 Capital Outlay
Internal Services
Indirect Cost
Transfer

Total 84,752,912 56,913,626 79,186,118 127,522,399 74,905,663 70,364,121

By Division:

Non-Departmental 84,752,912 56,761,522 78,633,402 127,522,399 74,905,663 70,364,121 Emergency
Operations
152,104 552,716
Total 84,752,912 56,913,626 79,186,118 127,522,399 74,905,663 70,364,121

By Fund:

General Fund 51,972,083 27,414,646 29,995,640 51,669,260 41,230,901 40,739,358 Measure U1 946,163 -
GF - Stabilization
Reserves
6,900,000
GF - Catastrophic
Reserves
4,500,000
Capital
Improvement
2,099,738 1,598,404 1,054,047 1,054,047 1,054,047 1,054,047 Section 108 HUD
Loan
543,837 546,678 553,108 553,108 587,612 587,612
CDBG 147,456 154,260 143,373 138,719 176,194 176,194
UC Settlement 1,255,717 1,294,328 1,210,073
ARPA - Local
Fiscal Recovery
46,300,355 4,050,000
Workers
Compensation
5,198,207 4,296,758 5,320,633 5,332,340 5,332,340 5,332,340 Zero Waste 1,951,645
Sewer Fund 557,501 90,501 90,501 90,501 90,501 90,501
Off Street Parking 1,169,475 1,915,550 1,348,325 1,911,850 1,911,850 1,911,850 Parking Meter 1,781,649 1,742,288 1,742,288 1,742,288 1,742,288 1,742,288 Health State Aid
Realignment
2,643,280 2,643,280 2,643,280 2,643,280 2,643,280 2,643,280 Mental Health
Services Act
400
Debt Service
09 Measure FF
Library Debt
Service
1,618,924 1,620,705 1,500,664 1,343,638 1,343,638 1,343,638

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

EXPENDITURES (CONTINUED)
CFD#1 Dis Fire
Protect Bond
854,788 1,424,337 2,611,840 2,803,978 2,803,978 2,803,978 2012 Ref Lease
Rev Bonds
500,735
Successor Agency 57,600 56,960 57,120 57,120 57,120 57,120 2015 GORBS -
2002 G.O.

Refunding Bonds
481,793 480,100 479,460 379,561 379,561 379,561
Thousand Oaks
Underground
97,556 102,751 73,636 98,448 98,448 98,448
2015 GORBS
(2007 Series A)
181,181 180,826 180,302 142,865 142,865 142,865
2015 GORBS 2,616,747 2,611,620 2,604,056 2,051,966 2,051,966 2,051,966 2015 GORBS
(2008 Measure I)
612,867 611,666 609,895 481,286 481,286 481,286
Sustainable
Energy Finance
40,011 23,951 18,724
2010 COP (Animal
Shelter)
404,833 404,533 5,329,159 406,991 406,991 406,991
Measure FF -
Public Safety
757,925 757,925 757,925
Measure M GO
Street & Water Imp
1,656,838 1,648,488 1,642,613 740,738 740,738 740,738
Measure O -
Affordable Housing
785,000 2,003,748 2,023,940 2,023,940 2,023,940
Measure T1
Infrastructure &
Facilities
3,015,181 2,471,056 1,730,806 1,731,181 1,731,181 1,731,181 Building
Purchases & Mgmt
1,631,277 1,634,111 279,202 1,636,188 1,636,188 1,636,188 Other 1,661,995 1,160,830 3,617,063 1,430,826 1,430,826 1,430,826 Total 84,752,912 56,913,626 79,186,118 127,522,399 74,905,663 70,364,121

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COMMUNITY AGENCIES
The City of Berkeley prides itself in its support of community-based organizations and the incredible extension of critical services these agencies provide Berkeley citizens.

The Proposed Budget contained appropriation recommendations only for FY 23.

ALLOCATION PROCESS
The City of Berkeley combines multiple sources of funds into one consolidated Request for Proposals (RFP) and allocation process for community agencies. Starting this year, the City changed the process to a four-year funding cycle, rather than the prior two-year cycle. These funds are used to support public services and capital projects that benefit people with incomes at 80% of Area Median Income (AMI) or below. The Health, Housing & Community Services Department manages the RFP and allocation process and coordinates the review process among the four commissions: the Housing Advisory Commission (HAC), Homeless Commission (HC), Human Welfare and Community Action Commission (HWCAC), and Children, Youth, and Recreation Commission (CYRC) The consolidated allocation process includes specific recommendations for CDBG and ESG funds to community agencies.

During this funding process 63 agencies applied for over $21 million in funding for 119 programs including 13 new agencies and 33 new programs. FY 23 will be the 4th year of a 4-year allocation of federal funds for community agencies.

Funding for Arts projects continues to pass through a separate allocation process involving the Civic Arts Commission. Public Health, Mental Health, and Public Works community agency allocations are also allocated through different processes.

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FUNDING SUMMARY
For FY 23, the City will spend $22,043,881 in General Funds, Federal Funds, and other funds for community agencies. This amount represents a 4% increase from the $21,260,574 amount allocated to community agencies in FY 22.

The following charts represent a listing of the entire community agency allocations proposed for FY 23. These charts show the following:
• FY 23 Community Allocations by Service Type
• FY 23 Proposed Budget Community Agency Allocations for all funding sources

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FY 23 Community Agency Allocations by Service Type
Funding by Category General
Funds
Federal
Funds
Other
Funds
Arts $586,652 $0 $0
Childcare 630,627 - 13,275 Community Facilities Improvements 24,575 505,008 - Community Media 230,710 - - Disability Programs 103,305 159,660 1,569,911 Economic Development 181,125 - - Employment Training 295,165 - - Health 2,060,256 160,000 - Homeless 11,991,322 634,930 177,045 Housing Dev & Rehab 303,475 250,000 - Legal/ Advocacy 895,486 35,000 - Other 168,104 - - Recreation 18,573 - - Seniors 9,110 - - Youth 1,040,567 - - TOTAL $18,539,052 $1,744,598 $1,760,231

Funding by Category FY 2022 FY 2023 Percent
All Sources All Sources Change
Arts $586,652 $586,652 0%
Childcare $643,902 $643,902 0%
Community Facilities Improvements $1,169,826 $529,583 -55% Community Media $230,710 $230,710 0%
Disability Programs $1,694,976 $1,832,876 8%
Economic Development $181,125 $181,125 0%
Employment Training $295,165 $295,165 0%
Health $2,220,256 $2,220,256 0%
Homeless $11,517,647 $12,803,297 11%
Housing Dev & Rehab $553,475 $553,475 0%
Legal/ Advocacy $930,486 $930,486 0%
Other $168,104 $168,104 0%
Recreation $18,573 $18,573 0%
Seniors $9,110 $9,110 0%
Youth $1,040,567 $1,040,567 0%
$21,260,574 $22,043,881 4%

315

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Arts
Berkeley Art Center 86,652 86,652 86,652
Civic Arts Grants 500,000 500,000 500,000
Arts Total 586,652 586,652 586,652
Childcare
Bay Area Hispano Institute for
Advancement - Child Development
Program
82,143 82,143 82,143
Bananas Inc.

Child Care Subsidies 283,110 283,110 269,835 13,275 Play & Learn Playgroups 10,527 10,527 10,527
QRIS Services 95,000 95,000 95,000
Ephesians Children's Center -
Childcare Program
45,507 45,507 45,507
Healthy Black Families, Inc.

Sisters Together Empowering Peers
(STEP)
87,616 87,616 87,616
Nia House Learning Center 39,999 39,999 39,999
Childcare Total 643,902 643,902 630,627 13,275

Community Facilities
Improvements

Rebuilding Together
Community Facilities 24,575 24,575 24,575
Public Facility Improvements RFP 1,145,251 505,008 505,008 Community Facilities Imp.Total 1,169,826 529,583 505,008 24,575

Community Media
Berkeley Community Media 230,710 230,710 230,710 Community Media Total 230,710 230,710 230,710
Disability Programs
Bay Area Outreach and Recreation
Program

Recreational Services for the Disabled 43,592 43,592 43,592

316

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Disability Programs (cont.)
Berkeley Place 17,183 17,183 17,183
Bonita House
Creative Wellness Center 15,324 15,324 15,324
Center for Independent Living:

Wheelchair, Ramp & Lift Program 159,660 159,660 159,660 Easy Does It 1,432,011 1,569,911 1,569,911
Through the Looking Glass 27,206 27,206 27,206
Disability Programs Total 1,694,976 1,832,876 159,660 103,305 1,569,911 Economic Development
Berkeley Convention and Visitors
Bureau
181,125 181,125 181,125
Economic Development Total 181,125 181,125 181,125 Employment Training
Bread Project 57,850 57,850 57,850
Inter-City Services 101,351 101,351 101,351
Multicultural Institute Lifeskills
Program
68,136 68,136 68,136
Rising Sun – Green Energy Training
Services
67,828 67,828 67,828
Employment Training Total 295,165 295,165 295,165 Health
Lifelong Medical Care:

Access for Uninsured (BPC, WBFP,
Uninsured, Acupuncture Detox Clinic)
189,855 189,855 160,000 29,855
Geriatric Care/Hypertension 114,543 114,543 114,543 Berkeley Free Clinic
Free Women and Transgender Health
Care Service
15,858 15,858 15,858
Sugar - Sweetened Beverage
Berkeley Unified School District
950,000 950,000 950,000
Sugar - Sweetened Beverage Panel
(POE)*
950,000 950,000 950,000
Health Total 2,220,256 2,220,256 160,000 2,060,256

317

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Homeless Services
Alameda County Homeless Action
Center

SSI Advocacy 129,539 129,539 109,539 20,000
Rapid Rehousing for Homeless Elders
Project
68,220 68,220 68,220
Alameda County Housing &
Community Development Department

HMIS Support 6,676 6,676 6,676
COVID Rapid Re-Housing Pass
Through to Abode

Alameda County Network of Mental
Health Clients

Daytime Drop-In 35,721 35,721 35,721
Representative Payee Services 32,016 32,016 32,016 Locker Program 50,000 50,000 50,000
Bay Area Community Services
North County HRC 3,781,785 2,181,785 248,419 0 1,000,000 100,000 833,366 Pemanent Housing
Subisidies/Shallow Subsidies
1,600,000 1,600,000
STAIR Pathways 2,708,858 2,708,858 209,333 2,499,525 Berkeley Food & Housing Project
Case Management Tied to Permanent
Housing
100,190 100,190 100,190
Men's Shelter 170,502 170,502 170,502
Hope Center - Mental Health Services 71,250 71,250 Russell Street Supportive Housing
Program
157,045 157,045 157,045
Women's Shelter 119,963 119,963 119,963
COVID Respite Program
COVID Rapid Re-Housing
Bonita House
Case Management Tied to Permanent
Housing
24,480 24,480 24,480
Building Opportunities for Self
Sufficiency:

318

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Homeless Services (cont.)
BOSS House Navigation Team 86,831 86,831 86,831
Representative Payee Services 52,440 52,440 52,440 Ursula Sherman Village Families
Program
51,383 51,383 51,383
Ursula Sherman Village Singles
Shelter
104,662 104,662 104,662
Step Up Housing (1367 University) 233,244 1,133,244 1,133,244 City of Berkeley EveryOne Home 23,837 23,837 23,837 Covenant House California (YEAH!)
Shelter Services - HCRC 318,388 318,388 318,388
Dorothy Day
Berkeley Emergency Storm Shelter 30,101 216,601 186,500 30,101 Drop In Center 182,000 182,000 182,000
Vets Shelter 566,000 566,000 566,000
Horizon 784,000 1,011,900 1,011,900
Downtown Berkeley Association
Double Helping Hand
Homeless Outreach Worker 40,000 40,000 40,000
Downtown Streets Team 225,000 225,000 225,000
Fred Finch Youth Center:

Turning Point 189,255 89,255 89,255
Lifelong Medical Care:

Case Management Tied to Permanent
Housing
163,644 163,644 163,644
Supportive Housing Program UA
Homes
55,164 55,164 55,164
Street Medicine / Trust Clinic 525,000 525,000 525,000 Options Recovery Services - Detox
Services & Day Treatment

Transitional Housing and Case
Management
50,000 50,000 50,000

319

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Homeless Services (cont.)
Telegraph Business Improvement
District

Berkeley Host Program 49,139 49,139 49,139
The Suitcase Clinic 9,828 9,828 9,828
Toolworks, Inc. Supportive Housing 47,665 47,665 47,665 Women's Daytime Drop-In Center:

Bridget Transitional House Case
Management
118,728 118,728 118,728
Daytime Drop-In Services 48,153 48,153 48,153
Homeless Case Management -
Housing Retention
100,190 100,190 100,190
Youth Spirit Artworks -
TAY Tiny Homes Case Management 78,000 78,000 78,000 Homeless Services Total** 11,517,647 12,803,297 418,921 0 216,009 9,168,419 100,000 2,722,903 177,045

Housing Development &
Rehabilitation

Bay Area Community Land Trust 5,200 5,200 5,200
Organizational Capacity Building 200,000 200,000 200,000 CHDO Programs Refer to

HTF/CHDO
Refer to

HTF/CHDO

Habitat for Humanity East Bay/Silicon
Valley

Housing Rehabilitation Grant Program 250,000 250,000 250,000 Rebuilding Together
Safe Home Project 98,275 98,275 98,275
Housing Develop. & Rehab. Total 553,475 553,475 250,000 200,000 103,475 0

Legal/Advocacy
East Bay Community Law Center
Consumer Justice Clinic/Housing
Advocacy
33,644 33,644 33,644
Eviction Defense Services 275,000 275,000 275,000

320

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Legal/Advocacy (cont.)
Housing Retention 0
Eden Council for Hope and
Opportunity
35,000 35,000 35,000
Eviction Defense Center
Rent Board 275,000 275,000 275,000
COVID Rental Assistance
Housing Retention 250,000 250,000 250,000
Basic Needs
Family Violence Law Center -
Domestic Violence & Homelessness
Prevention Project
61,842 61,842 61,842
Legal/Advocacy Total 930,486 930,486 35,000 0 0 0 800,000 95,486 0 Other
Animal Rescue 23,812 23,812 23,812
Berkeley Community Gardening
Collaborative
11,895 11,895 11,895
Berkeley Project 32,000 32,000 32,000
Community Agency Publishing
Outcomes Project
25,000 25,000 25,000
Eden Information & Referral 35,000 35,000 35,000
McGee Avenue Baptist Church 17,844 17,844 17,844
SEEDS Community Resolution Center 22,553 22,553 22,553 Other Total 168,104 168,104 168,104 0
Recreation
Ephesians Children's Center - Greg
Brown Park Supervision
18,573 18,573 18,573
Recreation Total 18,573 18,573 18,573
Seniors
J-Sei 9,110 9,110 9,110
Seniors Total 9,110 9,110 9,110
Youth
Bay Area Community Resources

321

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
Youth (cont.)
School Based Behavioral Health
Services
94,964 94,964 94,964
Bay Area Hispano Institute for
Advancement - Out of School Time
Programs
21,447 21,447 21,447
Berkeley High School Bridge Program 79,000 79,000 79,000 Berkeley Youth Alternatives:

Afterschool Program 30,000 30,000 30,000
Counseling 30,000 30,000 30,000
Biotech Partners – Biotech Academy
at Berkeley High
91,750 91,750 91,750
Ephesians School-Age Program 39,840 39,840 39,840 Lifelong Medical Care
Rosa Parks Collaborative 44,804 44,804 44,804
Multicultural Institute Youth Mentoring 33,603 33,603 33,603 Pacific Center for Human Growth -
Safer Schools Project
23,245 23,245 23,245
RISE Program 216,039 216,039 216,039
Stiles Hall 90,000 90,000 90,000
Supplybank.Org (Formerly K to
College)
0 Through The Looking Glass -
Parenting Education and Kindergarten
Readiness
25,000 25,000 25,000
UC Berkeley
BUILD Literacy/Cal Corp 95,360 95,360 95,360
Bridging Berkeley 34,640 34,640 34,640
YMCA of the East Bay - Y-Scholars
Program

Y- Scholars Program 40,000 40,000 40,000
School Readiness Program 50,875 50,875 50,875
Youth Total 1,040,567 1,040,567 0 1,040,567

TOTAL COMMUNITY AGENCY

ALLOCATIONS
21,260,574 22,043,881 1,368,589 160,000 216,009 9,168,419 1,100,000 8,270,633 1,760,231

322

Agency/Individual Name FY 2022
Adopted
FY 2023
Proposed CDBG CSBG ESG
General
Fund
Measure P
Measure
U1 Other Funds
o Community Development Block Grant (CDBG)/Emergency Solutions Grant (ESG) *Subject to the Sugar – Sweetened Beverage Panel of Experts (POE) allocation.

**General Fund Homeless Allocation does not reflect proposed plan to shift these allocations to Measure P as proposed in the Tier 1 budget recommendations.

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CAPITAL IMPROVEMENT PROGRAM
WHAT IS A CAPITAL PROJECT?
A capital project is a project that helps maintain, improve, or adds to the City’s infrastructure. Typically, a project is considered a capital project if it results in an acquisition of a new asset or new construction, improvements, expansion, renovation, rehabilitation, repairs, or replacement of an existing City facility and other infrastructure assets. It usually requires a large investment of City funds and staff resources from project conception to project closeout. A capital project is expected to result in a long- term useful life and long-term benefit to the City and its residents. A completion of a capital project usually impacts the operating budget by either increasing or decreasing it depending on the type of project.

WHAT IS A CAPITAL IMPROVEMENT PROGRAM AND CAPITAL BUDGET? In conjunction with the biennial budget process, the City of Berkeley prepares a CIP that identifies anticipated project expenditures over a five-year timeframe. The Capital Improvement Program represents the spending plan for infrastructure improvements and other specific large-scale recurring purchases. The goal of the CIP is to create a roadmap of the projected infrastructure improvement needs of the City of Berkeley to assist in the planning and budgeting process.

The first year of the CIP is known as the Capital Budget. It is intended to closely reflect that year’s projected appropriation for capital projects and is usually adopted in conjunction with the City’s annual operating budget. It is important to point out that the FY 23 Capital Budget does not include capital project budget which has previously been encumbered and unspent from the previous fiscal year.

Projects and funding sources identified in subsequent years are not formally approved until the budget for those years is legally adopted. Beyond the first year, the CIP serves as a planning and budgetary management tool and are subject to annual re-evaluation to reflect community needs and Council priorities, as well as funding opportunities and challenges.

A CIP is necessary as the City has an extensive portfolio of capital assets and infrastructure. Below is a partial list of the City’s capital inventory:
• 95 public buildings of various ages,
• Approximately 215 centerline miles of improved streets, • Over 300 miles of concrete sidewalk,

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TOTAL # of Five-Year Proposed Projects = 115
FY 2023 = $103,623,521
FY 2024 = $81,686,024
FY 2025 = $66,625,396
FY 2026 = $55,335,413
FY 2027 = $52,188,288
Proposed Five-Year CIP Total = $359,458,643

• A storm drain system that consists of approximately 78 miles of underground pipes, maintenance holes, catch basins, and cross-drains (corner inlets and outlets),
• A sewer system consisting of 255 miles of public sanitary sewer mains and 130 miles of public sewer laterals,
• 52.5 miles of bicycle infrastructure
• 250 park acres,
• 11.5 miles of medians,
• 175 acres of land in the Waterfront,
• Three resident camps outside of the City,
• A fleet of 730 vehicles and pieces of large equipment, and • 42 different facilities served by the City’s information technology systems.

Maintaining these assets is a costly and time-consuming enterprise that requires significant resources and constant attention. Additionally, Berkeley is an aging city and thus, its infrastructure faces challenges that other younger cities do not.

FUNDING SOURCES
The City's ability to fund its CIP is limited by the total available resources that are competing with other community priorities. However, years of limited funding and deferred maintenance have resulted in aging City infrastructure that desperately needs repair and improvement.

CIP funding resources include the General Fund (this includes the CIP Fund), a number of special revenue funds and enterprise funds, as well as grants and loans. The City uses outside funding sources to the greatest extent possible. This CIP section of the budget book endeavors to identify all known CIP projects, categorizing these projects as

325

Baseline (annual, recurring program), One-time (special allocations, grants, loans), and Unfunded or Requesting Funding (funding source has yet to be identified).

Funding sources include:
• General Fund, CIP Fund;
• Special Revenue Funds such as Measure B and Measure BB Sales Tax, Vehicle Registration Fee, State Transportation Tax Fund (Gas Tax), Measure F, Parks Tax, Playground Camp, Streetlight Assessment, UC Settlement; • Measure T1 Infrastructure GO Bond;
• Enterprise Funds such as Zero Waste, Marina, Sanitary Sewer, Clean Storm Water;
• Internal Service Funds such as Equipment Replacement Fund; and • Federal, State, and Local funds and grants.

The following provides a brief description of some of the above-named funds:

• General Fund: In FY 23, a baseline transfer in the amount of $4,950,905 from the General Fund to the Capital Improvement Fund is proposed. The total General Fund resources (this includes the CIP Fund) proposed for FY 23 is $26,470,623 and includes the annual baseline allocations plus one-time funding requests that do not have other funding sources.
• Measure T1: Measure T1
28 was approved by Berkeley voters in November 2016.

It consists of General Obligation Bonds not -to-exceed $100 million, for use to repair, renovate, replace, or reconstruct the City’s aging infrastructure and facilities, including sidewalks, storm drains, parks, streets senior and recreation centers and other important City facilities and buildings. Council approved 45 projects to be completed in Phase 1. The majority of these projects are now complete. On December 15, 2020, Council approved more than 30 additional projects to be completed in Phase 2, between 2021 and 2026. It is anticipated that the full $100 million of Measure T1 funds will be expended by 2026.
• Measure F: Measure F was approved by Berkeley voters in November 2014. I t
benefits the Parks, Recreation & Waterfront Department in terms of additional annual funding for major maintenance and capital expenses for parks facilities.

Measure F funds will provide the majority of funding for major renovations and upgrades to the Rose Garden Trellis.
• Measure BB: Measure BB was approved by Alameda County voters in November 2014. It implements a 30-year Transportation Expenditure Plan by renewing the 0.5 percent transportation sales tax approved in 2000 and increasing the tax by 0.5 percent. Measure BB benefits the City’s streets and roads, as well as pedestrian and bicycle infrastructure. This one percent sales

28 https://berkeleyca.gov/your-government/our-work/ballot-measures/measure-t1 .

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tax is managed by the Alameda County Transportation Commission and Berkeley will receive over $3 million a year in additional funding, as well as capital funding for the Gilman interchange project.

The Capital Improvement Fund is a funding source created to pay for some of the City’s capital projects.

Fiscal Policy Pertaining to the CIP Fund
In FY 2013, during budget development discussions of the challenges ahead in FY 2014 and FY
2015 and beyond, several fiscal policies were identified to work towards resolving some of the City’s long-term problems. The following policy is targeted to help fund the City’s capital improvement needs:

 Transfer Tax in excess of $10.5 million dollars will be treated as one-time revenue, available for one-time expenditures. We will first consider use of these funds for the City’s capital improvement needs (fund 610).

In the FY 18 and FY 19 Biennial Budget, the threshold amount was increased and is still the current amount today.

 On May 27, 201729, Council adopted the proposed reset of the Property Transfer Tax baseline from 10.5 million to $12.5 million beginning FY2018. While this will reduce the amount available for new infrastructure needs, the additional $2.0 million contribution to the City’s General Fund operating base line is need to balance the $5 million shortfall in FY2018 and $5.3 million shortfall in FY2019.

Funding Sources for the CIP Fund
The primary source of funding is an annual transfer from the General Fund to the CIP Fund. For the last 10 years or so, the annual allocation has hovered between $5.4M to $4.9M (with the exception in FY 21) without any increases to account for CPI increases and other inflationary factors. The secondary source of funding is the excess property transfer tax over $12.5M; however, currently, this is not a guaranteed source of funding.

Other miscellaneous sources of funding are from interest income, mitigation fees, and other department specific revenue.

Annual CIP Fund Baseline Allocation to CIP programs
Facilities $900,000
Parks $400,000

29 FY 18 & FY 19 Biennial Budget Adoption:
https://www.cityofberkeley.info/Clerk/City_Council/2017/06_June/City_Council__06-27-2017_ - _Regular_Meeting_Agenda.aspx (Item 47)

327

Sidewalk $635,000
Streets $1,925,000
Transportation $170,000
*The annual allocations have not kept up with increases in cost. They have not effectively changed for at least 10 years.

Personnel Funding
The CIP fund is charged some personnel cost. HHCS, Planning, and Public Works have FTEs budgeted in the CIP fund baseline. Public Works offsets most of this cost by charging to specific projects during the fiscal year and the CIP fund realizes some salary savings.

Another Factor to consider in relation to funding capital projects, include:
• General Obligation Bond Capacity: Based on the existing bond authorizations, outstanding balances and projected tax revenues, the City is likely to have the ability to generate new bond proceeds in excess of the outstanding $200 million over the next 30 years. Finance is developing scenarios for bond debt programs that would keep the taxes paid by property owner’s level over a course of time.

This could mean that as old debt is retired, new debt could be issued for new projects. Staff will develop and complete a timeline for the debt issuance for the two outstanding measures.

UNFUNDED CITYWIDE CAPITAL INFRASTRUCTURE NEEDS
The City has a number of major infrastructure project needs that are not addressed in the capital plan. Included in the Projections of Future Liabilities report 30 that went to
Council on March 16, 2021, is a summary of the City’s capital assets and infrastructure needs including an overview of the City’s long-term expenditure obligations.

The Ci
ty’s infrastructure requires investments of capital in order to maintain them in a good working condition and replace or rehabilitate assets at the end of their useful lives.

Without sufficient and timely capital investments, the assets will deteriorate, costing the City of Berkeley substantially more in maintenance costs, and infrastructure will ultimately fail. The unfortunate outcome of this is a requirement of a much larger capital investment. Adequate amount of funding is needed to provide proper annual maintenance as this keeps assets in good working condition and typically prolongs their useful lives. Adequate funding is also necessary for when assets reach the end of their useful lives to pay for total repair or replacement in a timely manner. Due to limited

30 Projections of Future Liabilities:
https://www.cityofberkeley.info/Clerk/City_Council/2021/03_Mar/Documents/2021-03- 16_WS_Item_02a_Unfunded_Liability_Obligations_pdf.aspx

328

available funding and competing priorities, the City has had to defer several capital improvement projects. For each year that a capital project is deferred, the project cost increases due to inflation (compounded each year the project is delayed), construction demands and construction bid results, the cost increases year over year due to scope changes as the longer the project is delayed, the more issues arise, unpredictable trends in the industry, and other unknown factors (economic, public health, and others).

Despite support from a variety of City funds, City facilities and infrastructure needs continue to exceed available funds. The City’s unfunded capital needs have increased over the years and is anticipated to reach a five-year total of around $1.65 billion from FY 23 to FY 2027.

PROJECT CATEGORIES
The proposed CIP plan presents the City’s blueprint for funding critical capital projects based on resource availability and Council’s capital investment priorities. Elements of CIP project costs are grouped into broad program categories:
• City Facilities,
• Equipment & Fleet,
• Information Technology,
• Parks, Marina & Waterfront,
• Sanitary Sewers,
• Storm Drains,
• Sidewalks,
• Streets,
• Transportation, and
• Other Infrastructure.

The resources that the City will commit to its priority capital projects are identified within these program categories. While the budget adopts appropriated funds for capital projects in FY 23, there are still some unknowns (i.e. status of the economy and pending State and Federal funding for approved projects) that exist. Furthermore, funding for the remaining years of the five-year plan are subject to the availability of resources.

329

APPENDIX 1 – PERFORMANCE MEASURES DETAIL

Performance Measures Appendix
A-1

PERFORMANCE MEASURES
This section provides detailed data and contextual information on many of the City’s performance measures. Over time, staff continue to review and improve not only performance, but how it’s measured. Staff may come to better understand the data or find more efficient ways to analyze or collect data. When staff discover an error due to outlying data, it brings the remaining data into better clarity, which in turn exposes new outliers. Sometimes outliers are just that, anomalous data points, but other times they expose errors in the way the data is calculated or filtered.

In some cases, staff may identify different things to track that better answer “how well are we doing?” and “is anyone better off?”
The data is organized by Strategic Plan Goal, as shown in the table below. Please note, abbreviations are used for each Strategic Plan Goal. Additionally, throughout this section, Calendar Year (CY) denotes January through December and Fiscal Year (FY) denotes July through June. In sections where the impact of COVID-19 is discussed, this is denoted by

STRATEGIC PLAN
GOAL

ABBREVIATION PERFORMANCE MEASURES
Create affordable
housing and
housing support
services for our
most vulnerable
community
members

AFFORDABLE

HOUSING
• Percentage of STAIR0F
1 clients exiting
to permanent housing
• Shelter uptake rate1F
2 Be a global leader
in addressing
climate change,
advancing
environmental
justice, and
protecting the
environment
ENVIRONMENT • Climate Action Plan
progress/decreasing community
greenhouse gas (GHG) emissions
• Average days to abate illegal
dumping on private property
• Percent of commute trips by solo
occupant vehicle
1 STAIR (stability, navigation, and respite) is Berkeley’s Housing Navigation center. 2 For contextual reasons, this measure is shown in the following pages under the goal “Resilient” alongside the other measures relating to the work of the Homeless Response Team (HRT).

Performance Measures Appendix
A-2

STRATEGIC PLAN
GOAL

ABBREVIATION PERFORMANCE MEASURES
• Percentage of waste diverted from
landfill
Champion and
demonstrate social
and racial equity
EQUITY • Number of meals provided (Aging
Services)
• Access to technology (Library)
• Number of registered users as
percentage of Berkeley residents
(Library)
• Average days to close a complaint;
number of complaints (Equal
Employment Opportunity [EEO])
• Citywide workforce demographics
compared to community
• Police Department demographics
compared to community
• Use of (police) force in comparison
to calls for service and to arrests
• Complaints (relating to police) in
comparison to call for service
Provide an efficient
and financially-
healthy City
government
FISCAL HEALTH • Achieving a balanced budget
• Number of budget adjustments made
• Number of contracts reviewed for
budget
• Receiving a Government Finance
Officers’ Association (GFOA) award
• Reporting on unfunded liabilities
• Meeting target contributions for
General Fund reserves and Section
115 trust
• Number and dollar amount of
purchase orders; percent returned as
noncompliant; percent requiring
review
• Dollar amount of cash and
investments; rate of return; meeting
safety, liquidity, and reasonable
return requirements

Performance Measures Appendix
A-3

STRATEGIC PLAN
GOAL

ABBREVIATION PERFORMANCE MEASURES
• Meeting statutory publication date for
Annual Financial Report; receiving
no audit findings
Provide state-of-the-
art, well-maintained
infrastructure,
amenities, and
facilities
INFRASTRUCTURE • Pavement condition index (i.e.,
roads/streets)
Foster a dynamic,
sustainable, and
locally-based
economy
LOCAL ECONOMY • Number and dollar amount of
payments processed; percent
noncompliant or requiring additional
review
• Number of arts and culture grant
applications received; count of arts
and culture grants awarded; total
dollar amount distributed
• Number of active Revolving Loan
Fund (RLF) loans; number of private
sector jobs saved with RLF loans;
number of jobs created
• Amount of American Rescue Plan
Act (ARPA) funds disbursed to arts
and culture organizations, visitor and
tourism sector, and small business
support
Create a resilient,
safe, connected,
and prepared City
RESILIENT • Count of volunteers; volunteer hours
(Animal Services)
• Foster rate (Animal Services)
• Number of spays/neuters performed;
number of vaccinations administered
(Animal Services)
• Average tonnage/pounds of debris
removed (Homeless Response
Team [HRT])
• Average number of storage notices
and violation notices provided/month
(HRT)
• Average number of encampment
closures performed/month (HRT)

Performance Measures Appendix
A-4

STRATEGIC PLAN
GOAL

ABBREVIATION PERFORMANCE MEASURES
• Average and median call response
time (Fire and Emergency Services)
• Percentage of scheduled fire
prevention inspections completed
• Fire fuel debris removed (Parks,
Recreation and Waterfront)
• Three-year average of
fatalities/severe injuries on City
streets
• Deaths and accidents relating to
vehicles or bicycles
Be a customer-
focused
organization that
provides excellent,
timely, easily-
accessible service
and information to
the community
SERVICE • Number of records indexed online;
number of City Council and Policy
Committee meetings administered;
number of legislative items collated
and tracked; number of disclosures
processed
• Average days per animal shelter
stay; percentage of animals adopted;
percentage of animals going to
nonprofit rescues; percentage of
animals returned to owners (Animal
Services)
• Low euthanasia rate (Animal
Services)
• Non-sterilization surgeries provided
(Animal Services)
• Number of community contacts; time
spent during community meetings
(Parks, Recreation and Waterfront)
• Average days to resolve a case;
case completion rate; total cases;
completed cases (Neighborhood
Services – Code Enforcement Unit)
• Number of information and
assistance sessions provided (Aging
Services)
• Percent reduction days spent in
psychiatric hospital among clients in

Performance Measures Appendix
A-5

STRATEGIC PLAN
GOAL

ABBREVIATION PERFORMANCE MEASURES
Full Service Partnership program
(Mental Health Division)
• Number of vector service requests
and complaints received
• Percent of COVID-19 cases and
contacts with outreach initiated (e.g.,
for case investigation and contact
tracing)
• Number of items circulated; amount
of information services provided,
number provided and amount of
participation in cultural and
educational programs (Library)
• Customer satisfaction (Permit
Service Center)
• Time from land use permit
application completion to staff
approval
• Average building permit plan check
review time
• Number of (police) commendations,
annually; commonly occurring
words/themes in commendations
• First call resolution and
abandonment rate (311, IT Help
Desk)
Attract and retain a
talented and diverse
City government
workforce
WORKFORCE • Time to hire (from requisition
approval to hired status)
• Employee training attendance;
number of trainings available;
number of requests for tuition
reimbursement
• Number of appointments; number of
grievances (Labor Relations
Coordinating Committee [LRCC])

Performance Measures Appendix
A-6

3 STAIR (stability, navigation, and respite) is Berkeley’s Housing Navigation center.

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Percent of
STAIR2F
3 clients that
exit to
permanent
housing
It was challenging to support clients to obtain and
maintain benefits during the pandemic, as services
for benefits claims, applications, and appeals were
delayed. Most benefit offices became operational
via phone, requiring clients to verify their identity
via mail before receiving services i.e. (adjustment
in payment, request and appeal for supplemental
security income [SSi] and health insurance, proof
of identification needed to reinstate payment or
coverage). Benefits services have since
increased, but had a direct impact on housing
placements. The pandemic decreased landlord
participation and inhibited Bay Area Community
Services (BACS) from expanding its landlord
pool. Due to safety precautions, there was a
significant decrease in affordable “shared” housing
options being offered by landlords. The program
saw an increase in self-exits attributed to shelter in
place, site quarantines, and newly implemented
safety policy and procedure regulations.

BACS has grown its Housing
Coordination and Employment
Services Team that provides
greater resources to identify
affordable housing for all
resident income levels and IPS
services including a wide range
of bridge support including
career and job placement,
connections to legal advocacy
for benefits, fix income work
programs, school/work
programs and more. In order to
house the growing number of
residents who have fixed
income, BACS continues to
extend its landlord platform to
offer a variety shared housing
options at affordable price point
to its participants.

Factors Restricting Performance Improvement

AFFORDABLE HOUSING
0%
20%
40%
60%
80%
100%
FY2019 FY2020 FY2021
Percentage of STAIR Clients
that Exit to Permanent Housing
• Program is unique because it combines
outreach component and rapid rehousing to
help people that are living on the streets
and in encampments get housed quickly.
• Richer constellation of services are
available than typically found in other
shelters.
• Housing placements are limited by the supply of affordable housing and income of participants served.

Factors Contributing to Current Performance

Performance Measures Appendix
A-7

ENVIRONMENT
Climate Action Plan
 Total community greenhouse gas (GHG) emissions in 2019 decreased 26% from the 2000 baseline and decreased 4% from 2018.

Learn about Berkeley’s progress toward achieving its Climate Action Plan (https://berkeleyca.gov/your-government/our-work/adopted-plans/berkeley-climate-action-plan) goals. View the latest Berkeley Climate Action Plan 2022 Update presentation (https://berkeleyca.gov/sites/default/files/2022-
05/February%208%202022%20CAP%20Workshop_Slides_final_0.pdf) and accompanying staff report (https://berkeleyca.gov/sites/default/files/2022-04/2022-02- 08%20Item%2017%20Greenhouse%20Gas%20Emissions%20Inventory.pdf)

Performance Measures Appendix
A-8

ENVIRONMENT
Factors Contributing to Current Performance
• The Public Works Clean City program staff work seven days a week to keep Berkeley clean.

They are very responsive and often resolve most illegal dumping issues the same day reported.

Factors Restricting Performance Improvement
0 1
2 3
4 5
CY 2017 CY 2020 CY 2021
Average Days to Abate
Illegal Dumping on Public Property
Days Average
2482
3138
3706
0 1000
2000
3000
4000
CY 2017 CY 2020 CY 2021
Number of Cases for
Illegal Dumping on Public Property
Cases Linear (Cases)
• There has been a 72% increase in the number of requests for service over the last 6 years.

Cases for repeat (third call within a year) illegal dumping locations remain open longer to ensure they are processed with Code Enforcement. Staff vacancies within the Clean City program have impacted response time.

Performance Measures Appendix
A-9

ENVIRONMENT
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• The existing long-term partnerships with Community Reuse and Recycling companies continue to improve the volume of waste diverted from the landfill. • The Public Works Department Zero Waste Division expanded collection service to 400+ commercial accounts previously serviced by non-exclusive haulers. Commercial refuse, recycling, and organic volumes increased when Zero Waste began servicing these 440 commercial accounts. The overall increase from CY 2019 to CY 2020 is the result of a change in CalRecycle’s reporting methodology.
• The City opted in to a phased Alameda County Mandatory Recycling/Composting Ordinance in 2012 and 2014 with associated outreach/education campaigns. This likely increased recycle/compost participation through 2015. The City has limited staff available to conduct continued outreach and education to Berkeley residents and businesses. Currently, residents divert 65% of their waste into their curbside recycle and compost bins. Businesses and large multifamily properties recycle/compost only 35% of their waste. • In November 2021, the City opted in to the StopWaste.org ordinance for compliance with CA's SB1383 - Organic Reduction.
• In 2017, the closure of Pacific Steel Castings eliminated 12,000+ of recyclable slag.* This material had previously been included as “diversion” in the City’s diversion rate. • In future years, StopWaste will replace this metric with disposal pounds per person per day. • Current Transfer Station Facility is not designed or built to expand reuse and recycling services to commercial or residential customers. The proposed alternative is to replace all facilities at 2nd St.

The Solid Waste & Recycling Transfer Station Replacement Project Feasibility Study was completed in November 2019. The Council approved plans to proceed with the CEQA process for the Study’s two proposed Transfer Station Replacement concepts which are currently scheduled to be completed by December 2023. The final engineering of plans and specifications would be awarded and construction projected in CY 2025-26. *Slag is a by-product of steel making and is produced during the separation of the molten steel from impurities in steel-making furnaces.
60%
65%
70%
75%
80%
CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020
Percentage of Waste Diverted from Landfill
Waste diverted

Performance Measures Appendix
A-10

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Waste
diverted
from
landfill
The Zero Waste Division
continues to support source
reduction and reduced recycling
and composting through existing
and the implementation of new
programs, including a recent
carpet recycling program and
expanded mattress recycling
options. However, the City faces
many of the same challenges as
the rest of the State, as outlined
in California's 2019 State of
Disposal and Recycling. Due to
the plateau in diversion rates and
the increase of landfill tonnage
countywide, Alameda County
StopWaste is considering
changing from diversion rate
goals to reducing volumes of
waste landfilled.

To meet state legislation SB 1383 requirements,
Council approved an ordinance opting in to
Alameda County’s Organics Reduction and
Recycling Ordinance (ORRO) in November 2021.

Staff is currently working to implement the
programmatic regulations of SB 1383 and ORRO
that are effective beginning 2022 through 2024.

ENVIRONMENT

Performance Measures Appendix
A-11

Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• With the City's off-street bike path network nearly complete, the recent addition of protected on- street bikeways and low-stress biking facilities has increased the comfort for people to bike instead of driving. Also, recent safety improvements at many crossings of major and collector streets have made walking and biking easier as a way of taking trips or connecting to transit services. The increased availability of shared mobility options, including short-term rentals through bicycle sharing and car sharing services, has improved the viability of not owning a car for many people.
• Changes in transit service sometimes reduce coverage of areas, particularly in the hills, making it harder for people to choose transit instead of driving.

The data predates the COVID-19 pandemic and resultant increase in work from home. However, this has also led to an avoidance of mass transit and shift to driving alone for more of the remaining commute trips. This phenomenon was observed in 2021 when freeway peak period volumes returned to near pre-pandemic levels even as most office employees were still working either entirely or mostly from home.
0%
10%
20%
30%
40%
50%
CY 2010 CY 2015 CY 2019
Percent of Commute Trips
by Solo Occupant Vehicle

ENVIRONMENT

Performance Measures Appendix
A-12

EQUITY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
FY2018 FY2019 FY2020 FY2021
Meals Provided by Aging Services FY2018-2021
Congregate meals Meals on Wheels
Dramatic increase in Meals on Wheels numbers are due to greater number of older adults sheltering in place due to pandemic.

Due to home quarantine recommendations that occurred during the first part of FY21, seniors had more limited food access options. Congregate meal delivery to seniors shifted to a combination home delivery and grab & go model. Aging Services was also able to deliver more meals with assistance of other City staff during first part of FY21. • Provision of meals limited by County funding and Aging Services staffing to pack and deliver meals.

Performance Measures Appendix
A-13

EQUITY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
-
50,000
100,000
150,000
200,000
FY 2019 FY 2020
Access to Technology/Internet
Public internet computer uses, total
Wifi Sessions
The Library created and offered loan of wifi
hotspots and laptops. Also, many people were able
to access the Library’s public free wifi from outside
of the closed buildings.

During part of the period measured, library and City
services were temporarily closed. On-site computer
services could not be accessed, except public wifi,
which remained available and is accessed
frequently from outside the facility. Libraries began
to open in May 2021, shortly before the period from
which this data is drawn concluded.

In FY 2021, library buildings were closed, thus limiting access to use of public computers.

89% 104% 116%
-
25,000
50,000
75,000
100,000
125,000
FY 2019 FY 2020 FY 2021
Registered Users
Registered Users
Population of service area
Registered Users as percentage of population
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
The significant increase in registered users
can be attributed to the heightened interest
in electronic materials inspired by the public
health crisis, and potentially changing
demographics.
• The Library launched a temporary eCard
program in response to the pandemic that
made it easier for people to access
electronic and physical materials. This
program was discontinued in December of
2021, but this data represents fiscal year
2021 (from July 2020 through June 2021).

• Demand for electronic materials continues to increase, which also drives interest in new library card registration.
• The extent of awareness of library services plays a role in determining registration rates for new records. If people in the community either do not know or experience barriers in completing the registration process, they will not register for new cards. The Library seeks approaches on an ongoing basis to mitigate both concerns.
• The Library partnered with Berkeley Unified School District (BUSD) to facilitate easier access by students to some kinds of digital materials. This might have inspired interest in new library card registration. In addition, California residents are eligible for Berkeley Public Library cards.

Performance Measures Appendix
A-14

EQUITY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
0 10
20 30
40 50
CY 2020 CY 2021
Equal Employment Opportunity (EEO) Complaints
Average days to close complaint Number of complaints
• Increased collaboration between EEO and Employee Relations through implementation of a new HR case management system, easier identifying potentially duplicative matters with overlapping allegations.
• Simplified intake process making it easier to resolve issues early on at the department level, particularly if allegations are not rising to the level necessitating a formal investigation. • Better education of employees and managers/supervisors through EEO Division-led harassment prevention training results in fewer complaints received that are unable to meet jurisdictional threshold.
• Federal and state laws require employers are required to conduct an investigation and make a factual determination whenever they become aware of allegations of misconduct that, if true, would violate rules, expectations, or policies.
• The number of complaints received may be tied to workplace risk factors outside of the EEO Division’s control (e.g. cultural and language differences, power disparities, discourse outside of work, etc.).
• Need to avoid risk of potential chilling effect on complaint process, duty to identify and eliminate obstacles that might inhibit employees from filing discrimination, harassment, or retaliation complaints.

Performance Measures Appendix
A-15

EQUITY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
78%
204%
85%
47% 41% 42%
78% 84%75%
203%
85%
43% 33% 46%
121%
85%
Whites Black or
African
American
Hispanic or
Latino
Asian American
Indian or
Alaska
Native
Native
Hawaiian
or Other
Pacific
Islander
Two or
More Races
Minorities
Work Force Parity Comparison
City of Berkeley 2020 & 2021
vs.
2020 US Census, Alameda County
City of Berkeley 2020 City of Berkeley 2021 Alameda County 2020 US Census Based on 2020 US Census for Alameda, CA, U.S. Census Bureau QuickFacts: Alameda County, California • Citywide commitment to advancing strategic plan goal of attracting and retaining a talented and diverse City government workforce.
• The racial/ethnic composition of the City and surrounding labor market is very diverse and has high levels of educational attainment.
• Transparency and accountability, workforce demographic trends are monitored by the EEO Division and Personnel Board and published online for the public, prospective job applicants, hiring managers, and City Departments.
• Department level commitment to cultivate and promote a highly qualified and diverse pool of internal job candidates when vacancies open.
• The civil service or merit system by design limits the ability to promote and hire government employees only to their ability to perform a job without consideration of a protected class status. • Historical trends resulting in overrepresentation or underrepresentation in certain jobs or fields of work based on race, ethnicity, and/or gender stalling full integration of certain groups across occupations.
• Proposition 209 amended state constitution to prohibit governmental institutions from considering race, sex, or ethnicity, specifically in the area of public employment.

Performance Measures Appendix
A-16

EQUITY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
171.4%

30.6%
122.1% 135.5%

47.5%
170.4%

31.6%
122.5% 128.2%

48.0%
Male Female White Black Hispanic
Police Department Demographics
Compared to Community
Police Department CY2020 Police Department CY2022 Community Based on 2020 US Census for Alameda, CA, U.S. Census Bureau QuickFacts: Alameda County, California • Streamlined hiring/background practices allowed the Department to hire the best candidates. • Police departments overall are predominately made up of men and it is challenging to find women candidates interested in the profession.
• A reduction in the Department’s authorized staffing numbers have affected hiring. • The law enforcement profession has seen a significant decrease in applications. • Other City staff saw a reduction in staff which had a direct impact on the Department’s ability to hire.

Performance Measures Appendix
A-17

EQUITY
The Berkeley Police Department proudly accomplishes its work with minimal reliance on force through approaches such as de-escalation, awareness of mental health issues, and a culture valuing the dignity and sanctity of human life.

Recently, the Department adopted a higher bar for how it defines and records use of force. The older policy focused on more significant uses of forces involving complaint of pain, injury, or the use of a weapon. The new policy more accurately captures lower levels of force more frequently relied on when officers need to use force—such as grabs, control holds, and the use of leverage or body weight with no injury or complaint of pain. In a given incident, more than one technique may be used to bring a resistant individual into custody, and more than one officer may use force during the incident. As an example, if two officers grab a suspect that is pulling away from them, that would be counted as two uses of force.

75,781 76,347 77,693 69,915 76,176
60,799
45,473
78 78 98 31 90 62 50
CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 Uses of Force in Comparison to
Calls for Service
Calls for Service Total Uses of Force, All Types

OLD REPORTING STANDARDS
2,905 3,264 3,503
2,533 2,878
2,247
1,373
78 78 98 31 90 62 50
-
1,000
2,000
3,000
CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 Uses of Force in Comparison to
Arrests
Arrests Total Uses of Force, All Types

Performance Measures Appendix
A-18

EQUITY

NEW REPORTING STANDARDS
Level 1, 66.10%
Level 2, 27.66%
Level 3, 6.16% Level 4, 0.08%
Policy 300 Use of Force Data - 2021
The levels range from 1, the lowest reporting
level associated with momentary discomfort
to 4, the highest level which is associated
with deadly force. Learn more on page 13 of
the Use of Force Policy at
https://berkeleyca.gov/sites/default/files/2022
-05/Use_of_Force.pdf
342 Total Use of Force Incidents
1,186 Total Applications of Force
6% resulted in no injury or complaint of pain
66% Level 1; 94% Level 1 or Level 2
Booking, 3.51% Bike Stop, 0.29%
Assisting Jail Staff, 2.63%
Warrant Arrest, 3.51%
Traffic Stop, 2.92%
Search Warrant, 2.92%
Ped Stop, 1.17%
On-View, 4.68%
NULL, 0.29%
Investigative Stop,

9.65%
Call for Service,

68.42%
Reason for Officer Presence
66% Level 1 Use of Force
68% in response to Community
Call for Service (CFS)
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• Higher levels of training especially in the areas of de-escalation have a positive impact. • Having a variety of available tools and less than lethal options results in safer outcomes for all involved.
• Officers are required to resolve situations and do not have control over a subject’s actions. Police often do not have a choice about when they will be required to use force. If a subject requires police contact and the subject initiates a violent encounter, police may be required to use force to resolve the situation or effect an arrest.
• Lack of some additional less than lethal tools may limit the types of available responses.

Performance Measures Appendix
A-19

EQUITY

NEW REPORTING STANDARDS
200
142
140
102
57 54
5 11
31 5
6 14
10 3
3 89
29 11
19 11
18 47
32 4
27 21
8 7
3 2
2 2
3 5
18 12
6 10
3 10
2 2
9 0 20 40 60 80 100 120 140 160 180 200 220 240 260 280 300 Effect an Arrest
Resisting Arrest
5150 Detention
Combative
Fleeing
Assault on Citizen
Reported as Armed
Clearing a Structure
Resisting Jail Transfer
Perceived as Armed
Brandishing a Weapon
Assault on Officer
Clearing a Vehicle
Block Search
Resisting DNA Buccal Swab
Forced DUI Blood Draw
Clearing Outdoor Area
NULL
Reason Force Was Used
Level 1 Level 2 Level 3 Level 4
66% Use of Force Level 1
68% in response to Community Call for Service
29% Use of Force occurred to affect an arrest

Performance Measures Appendix
A-20

EQUITY
74,703 75,767 75,781 76,347 77,693
69,915
76,176
58,095 60,393 61
55 60
41 28 25
15 24 23
-
10 20
30 40
50 60
70 -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 Complaints in Comparison to Calls for Service
Calls for Service Complaints
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• The Berkeley Police Department (BPD) considers meaningful and regular community engagement a vehicle to enhancing community trust. Engagement occurs daily, around the clock as officers interact with the citizens we serve. It also occurs through more organized events, ranging from far reaching public events to focused smaller group interactions. Thought and effort is given to reach many groups within the community including and especially those most in need of services or least familiar with the BPD.
• People who are unhappy with the interaction they had with BPD can file a complaint with BPD’s Internal Affairs. These complaints are recognized as a reflection of the way individuals feel about their interaction or the service they received.
• Perception of “police” and “policing” is strongly influenced by media and culture. While any negative perceptions can be mitigated by good interactions, they are difficult to eradicate. • An individualized complaint may be tied to factors beyond the Police Department’s control or be a result of a very particular situation or set of facts, and thus may not directly connect to the experiences or level of trust of the greater community.

Performance Measures Appendix
A-21
FY 14-15 FY 16-17 FY 18-19 FY 20-21 FY 22
Balanced Budget     
Received GFOA Award     
Issued Unfunded Liabilities Report     n/a*

FISCAL HEALTH
Budget Activities Overview
*The unfunded liabilities report is issued every two years.

Factors Contributing to Current Performance
• Balanced Budget: Working with City departments, Budget and Finance Policy Committee, and Council to prepare a biennial budget where expenditures are equal to or less than anticipated revenues in all funds.
• GFOA Award: Having adequate time and staffing to produce the budget document that encompasses the various rigorous GFOA requirements needed to receive the GFOA Distinguished Budget Presentation Award.
• Unfunded
Liability Report: This report is only prepared on a biennial basis. • Budget
Adjustments: Adequate staffing, system training/understanding citywide fiscal staff and time allotted to ensure budget adjustments are performed correctly and within appropriate spending authority.
• Contract and Report Review: Adequate staffing and time allotted to ensure that no adverse financial impacts would result from, and that sufficient funding is identified, in relation to any agenda report proposal and contract.

Factors Restricting Performance Improvement
• For GFOA Award: Shortened timelines/staff availability due to competing priorities and staff vac
ancies led to not applying for the Awards Program.

673
1,364 1,113
0 500
1000
1500
FY 2019 FY 2020 FY 2021
Budget Adjustments
726 reports and 549 contracts reviewed for fiscal impact and consistency.

Performance Measures Appendix
A-22

FISCAL HEALTH
0%
20%
40%
60%
80%
100%
Reserve as
Percentage of
Revenues
FY 22
Health of General Fund Reserves
Actual
2020 Target
2027 Target
The majority of performance measures in
this report are things the organization itself
directly impacts and for which staff can
answer “how much did we do, how well did
we do it, is anyone better off”. On this
page are some fiscal measures that staff
does not have a direct impact on, but are
equally important and provide context.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY 19 FY 20 FY 21
Section 115 Trust Contributions
Target
Actual
Factors Contributing to Current Performance
The ongoing COVID-19 pandemic impacts on the economy and the City’s revenues, as well as the additional services and funding needs triggered by the City’s response to COVID-19, have drawn down on the General Fund and included use of reserves.  The City was able to refinance some of its debt and the savings from that refinancing were used as the original seed money for the Section 115 Trust.
 The City found an innovative way to contribute to this Trust. The City Manager approved the pre- funding of the City’s Unfunded Liability piece of its premium. Prefunding allows the City to make a rate of return on the investment and then adds the savings to the Trust.

Factors Restricting Performance Improvement
The nature of the pandemic is ongoing and will require significant resources even during recovery. This limits the amount of available excess equity, inhibiting the City’s ability to fully contribute to these items.
 Although the City has found innovative ways to cont ribute to its Section 115 Trust, it is still falling short of its targeted contribution level. The Section 115 will be a valuable resource in aiding the City to effectively maintain operations and services while confronting soaring pension costs.

Performance Measures Appendix
A-23

FY 2020 FY2021
Total cash and investments $596,640,057 $660,517,110
Rate of return, pooled 1.87% 0.97%
Rate of return, trust 3.17% 4.23%
Meeting safety, liquidity, & reasonable return requirements   FY 2020 FY 2021
Meet statutory publication date for Annual Comprehensive Financial Report   Receive no audit findings  

FISCAL HEALTH
City Portfolio Overview
Factors Contributing to Current Performance
• These include macro-economic activity, interest rates, inflationary pressures and investment confidence.

Factors Restricting Performance Improvement
• Cash and investments are subject to City Council restrictions and statutory limitations.

Financial Reporting
Factors Contributing to Current Performance
• For financial reporting (i.e., audits, annual comprehensive financial report) the implementation of a new financial system contribute to current performance.

Factors Restricting Performance Improvement
• The lack of adequate resources can restrict performance improvement.

Performance Measures Appendix
A-24

FY 2020 FY 2021
Noncompliant, returned 10% 4%
Partially compliant, require review 20% 0%
Total purchase orders, count 4,968 4,129
Total purchase orders, amount $206,961,915 $155,828,129

FISCAL HEALTH
Purchasing Overview
Factors Contributing to Current Performance
• The city implemented a new financial system in 2018 which streamlined procure-to-pay processes. The system provides purchasing staff with visibility of required documentation, and the ability to reject and return non-compliant requisitions, and to communicate efficiently with the departments submitting requisitions.
• Reporting capabilities in the new system are enhanced compared to the old system, and provide for easy access to the count, amount, and status of requisitions, purchase orders, and contracts. • Staff provided internal training on requisitioning procedures.

Factors Restricting Performance Improvement
• There are certain requisitions that require special handling. • Staff turnover in requisitioning departments can affect performance improvement. For example, newer staff may not have experience or training on requisitions. The Finance Department’s General Services Division provides training but it may lag behind the initial onboarding of new staff.

Performance Measures Appendix
A-25

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
PCI The Paving Condition Index
(PCI) is utilized throughout the
nation to indicate the condition of
the pavement of the streets. The
current city-wide average
Pavement Condition Index (PCI)
is 56, ranging from 52.8 to 61.9
across council districts. The
average PCI is down from 58 in
2019.

Improving the City’s streets and roads continue to
be a severely underfunded need. Public Works is
investing $26.3 million in repaving funds, including
$6.75 million in Measure T1 funds over the next
two years. However, the lack of resources
available to the Paving Program is resulting in a
continual decline in the condition of the City’s
streets.

As part of the FY 2023-2024 budget process, the
Public Works Department is asking that City
Council secure an additional $8 million per year
just to maintain our street conditions and prevent
further decline from their “at risk” state. Also, in
June 2022, the Public Works Department will
present Council information on options to bring
forward an infrastructure-focused revenue
measure on the November ballot.

INFRASTRUCTURE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
59 57
56 56
54 55
56 57
58 59
60 CY 2010 CY 2015 CY 2020 CY 2021
Pavement Condition Index (PCI)
• Between FY 20-21, Public Works paved

18.6 miles. Public Works was able to
increase the amount of annual paving due
to funding from Measure T1 and leveraging
existing funding by cost sharing with East
Bay Municipal Utilities District (EBMUD)
and Pacific Gas & Electric (PG&E) to pave
segments of Ellsworth, Stuart, Blake,
Parker, and Mathews.
• Improving the Pavement Condition Index requires significant additional funding as identified in the recent Auditor's Report entitled Rocky Road: Berkeley Streets at Risk and Significantly Underfunded. Deferred maintenance continues to impact the current condition and increase the costs of future repairs.

Performance Measures Appendix
A-26

FY 2020 FY 2021
Noncompliant/requiring additional review 20% 5%
Total payments, count 91,428 87,626
Total payments, amount $407,577,485 $513,637,408

LOCAL ECONOMY
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
Payment Requests
• The City implemented a new financial system in 2018 which streamlined procure-to-pay processes. The system provides accounts payable staff with visibility of required documentation, and the ability to reject and return non-compliant payment requests, and to communicate efficiently with the departments submitting payment requests. • Reporting capabilities in the new system are enhanced compared to the old system, and provide for easy access to the count, amount, and status of payment requests. • There are certain payment requests that require special handling. • Staff turnover in requesting departments can affect performance improvement.

Performance Measures Appendix
A-27

LOCAL ECONOMY
$-
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
$1,750,000
-
20 40
60 80
100
120
FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22***
Arts and Culture Grants
Grant Applications Received Count of Grants Awarded
Count of Grants Awarded Via ARPA** Total Dollar Amount Distributed (all grants) **City Council approved funds for Berkeley Arts Relief Grants with equity-centered criteria aligned with American Rescue Plan Act (ARPA) guidelines.
***With the exception of Berkeley Arts Relief Grants (ARPA funded), the arts and culture grants cycle has moved to a two-year cadence, the next application window will open in the fall of 2022.

Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• Professionalized grant review program with transparent scoring, professional grant review panelists, and a streamlined application program.
• The program is moving towards a two-year grant cycle, which will allow applicants to plan budgets and design programs with more longevity and efficiency.

COVID-19’s impact on the arts and cultural sector will mean that demand will likely far outstrip supply of grant monies.
• Limitations of the current contracting and invoicing/payment systems can make processing grant payments cumbersome to staff, and not as timely to recipients.

Performance Measures Appendix
A-28

0 20
40 60
80 100
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21
Revolving Loan Fund and Jobs
Private sector jobs saved Jobs created

LOCAL ECONOMY
0 2
4 6
8 10
12 FY
15 FY
16 FY
17 FY
18 FY
19 FY
20 FY
21 Active Loans
Revolving Loan Fund Active Loans
Resiliency Loan Program Active Loans
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
FY
15 FY
16 FY
17 FY
18 FY
19 FY
20 FY
21 Total Dollars Loaned
Total Resiliency Loan Program dollars loaned
Total Revolving Loan Fund dollars loaned
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
• Changes to the Revolving Loan Fund (RLF)
Administrative plan allowed for larger loans to
be offered, with corresponding impact to jobs
retained and created.
• Active marketing of RLF loans and a
professionalized underwriting system have
increased program efficiencies.
• Transitioning to an online application intake
process has made the program more attractive
to many potential Berkeley RLF program
applicants.

COVID-19’s impact on the small business
sector will mean that demand for financial
support will likely far outstrip supply of loan
monies. However, staff has been able to use
leverage other funding from the Coronavirus
Aid, Relief, and Economic Security (CARES)
Act to establish a second loan fund (Resiliency
Loan Program [RLP]) and provide additional
technical assistance to RLP program
participants.
• Limitations of the current contracting, loan
servicing and payment systems, can make
processing loan payments cumbersome to
staff, and loan disbursement not as timely to
recipients.

Performance Measures Appendix
A-29

Pandemic Recovery Funds
 City Council awarded American Rescue Act (ARPA) Funds on June 30, 2021.  Office of Economic Development disbursed $500,000 to Visit Berkeley (Conventions and Visitors Bureau) to support the visitor and tourism sector.  Office of Economic Development developed the grant program Berkeley Arts Relief Grants with equity-centered criteria, aligned with American Rescue Act guidelines. The effort involved creating an application, guidelines, working with the Civic Arts Commission, reviewing and scoring 75+ applications. 74 grant awards ranging from $3,000 to $33,000 with an average grant size of $20,734 per organization were disbursed in February of 2022.
 With CARES Act funds, established an additional loan fund (the RLP), to provide direct assistance to Berkeley’s businesses. This program was supported with additional ARPA funds dedicated to offering technical assistance to program participants to keep them thriving in Berkeley.

LOCAL ECONOMY
$2,000,000
$500,000
$170,000
American Rescue Plan Act (ARPA) Funds
Arts & Culture Organizations Visitor and Tourism Sector Small Business Support

Performance Measures Appendix
A-30

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Volunteer
hours
The Animal Shelter was
closed to volunteers for
the first six months of
2021 due to COVID.

The Animal Shelter is now open and accessible to
volunteers.

RESILIENT
Factors Restricting Performance Improvement
• Berkeley Animal Care Services (BACS) has
made vaccines available to public animals
that were brought in for sterilization, and
made sterilization available to publicly
owned animals. This has contributed to the
increased vaccine and spay/neuter
performance.
• BACS offers a robust volunteer program that
allows volunteers maximum access to the
shelter.

Reduced volunteer access to shelter due to COVID shelter-in-place eliminated volunteer opportunities and thus reduced hours.
• Fostering is practical for a limited and predictable number of people, which tends to keep these numbers relatively stable.

Factors Contributing to Current Performance
20,020
9,780
-
5,000
10,000
15,000
20,000
25,000
CY 2020 CY 2021
Volunteer hours
0% 10% 20% 30%
CY 2020
CY 2021
Foster rate
-
500
1,000
1,500
2,000
2,500
Vaccinations Spays/neuters
performed
Vaccinations and Spays/Neuters
CY 2020 CY 2021
Animal Care Services
229 volunteers
in 2021

Performance Measures Appendix
A-31

RESILIENT
Homeless Response Team
Shelter uptake rate……………………………………………………………….... 39%
Average tonnage/pounds of debris removed……………... 27,453 pounds/month Average storage notices provided………………………………... 6 notices/month Average number of violation notices provided…………….…...... 9 notices/month Average number of encampment enclosures performed……... 3 closures/month Factors Restricting Performance Improvement
• The Council's creation of the Homeless Response Team with a FY 2022 budget allocation has enabled the creation of an inter-departmental team with staffing and equipment available on a regular/predictable schedule, which has accelerated the pace of the work. • The creation in CY 2021 of the Horizon Transitional Village Program shelter (50 beds) and the Safe Parking And Respite Kickstart (SPARK) program (40 RV parking spaces) has enabled staff to bring people out of encampments and into safer places, which has allowed us to close 10 encampments and significantly reduce the footprint of RVs parked throughout the City.

COVID has limited the number of available shelter beds, as some beds needed to be taken offline to allow for CDC physical distancing compliance. Spaces at SPARK and Horizon are now nearly full. Most of Berkeley's shelter beds are in congregate settings, and COVID has also affected the willingness of some unsheltered people to use congregate shelter.

Federal case law prevents encampments from being closed unless everyone in the encampment is given a shelter offer. Because of the limited number of beds available due to COVID, there are very few shelter vacancies in the system at any given time, which limits performance. • Regular data collection for storage notices and violation notices began in November, so these figures provide an incomplete picture of the work. Staff anticipates more robust data in CY 2022.

Factors Contributing to Current Performance

Performance Measures Appendix
A-32

RESILIENT
0:04:02
0:04:11
0:04:19
0:04:28
0:04:36
0:04:45
0:04:54
0:05:02
0:05:11
0:05:20
CY2015 CY2016 CY2017 CY2018 CY2019 CY2020 CY2021
Minutes
Call Response Time
Average Median
Note: Response time is the time interval from the first unit assigned to the first unit arrived.

Note:The chart reflects a possible underreported response time. The department is currently undergoing an in-depth Standard of Coverage analysis and reassessing criteria for response time.

Factors Restricting Performance Improvement
• Although the chart shows a slight improvement from Calendar Year (CY) 2020 to 2021, it possibly reflects an underreported response time due to data discrepancies. • The Fire Department with the assistance of an outside contractor, Citygate Associates, LLC, is currently undergoing an in-depth Standards of Coverage (SOC) analysis of its response time to understand best practice, how it performs against that best practice and the contributing factors to any deficits. The SOC analysis will provide a more detailed analysis of data and uncover more concrete causal factors to help drive specific actions with the ultimate goal to help reduce emergency response time to the community.
• Inadequate staffing.
• Multiple response time metrics and standards lead to inconsistent performance expectations. • The need to develop best practices, supported by consistent data, to identify a baseline response time.
• The lack of modern fire/emergency medical service dispatching software.

Factors Contributing to Current Performance

Performance Measures Appendix
A-33

RESILIENT
92%
57% 95%
0 1000
2000
3000
4000
5000
6000
7000
2018-19 2019-2020 2020-2021
Inspection Cycle
Fire Prevention Inspections
Number of scheduled inspections completed
Total number of scheduled inspections
Note: The inspection year typically runs from
August through June. In 2020-2021, only State-
mandated inspections were completed.

Factors Restricting Performance Improvement
In CY 2020 and 2021, the COVID-19
pandemic led to the suspension of the
program; thereby reducing inspections. The
program suspension extended through the
beginning of CY
2022, reducing the available
inspection window from approximately nine
months to five months. The outcome was a
backlog in inspections.
• In CY 2021, ongoing staffing challenges
within both the Operations and Fire
Prevention Divisions allowed for only certain
state-mandated annual ‘maintenance’ fire
inspections to be performed. These
inspections were typically high-risk
occupancies with greater probability of life
safety hazards or vulnerable occupant
populations such as educational, institutional
or high-rise facilities.
• Staffing challenges are the primary cause for restricting or impeding performance improvement.

Berkeley is comprised of varied occupancies and properties, and most require inspections.

Multiple residential occupancies of 3 or more units, commercial properties, homes in the hazardous fire areas, vacant lots, lots under construction and parking lots are subject to annual fire inspections. Adequate staffing consisting of Operations or Fire Prevention Division staff (or a combination of resources), who have access to efficient inspection software via mobile devices is the best way to meet the inspection goals of the Department. In response to the demands for annual inspections, the Department is in the process of hiring additional staff. • Once additional staffing is secured and trained and efficient inspection hardware and software adjuncts can be assessed, it will be possible to assess the level of agreement between the inspection mandates imposed at local and State levels and the inspection staffing level currently proposed. Ultimately, if the resources available to perform inspections cannot be made to match the mandated workload, it may be necessary to reevaluate the inspection workload that is within local control and modify the scope and/or frequency of locally mandated inspections. • Properties with difficult access, changes in property ownership or contact addresses being inconsistently updated from County and City records, and inconsistent communication with property owners make follow up on inspections difficult to ensure correction of violations. • Fire Suppression companies are necessary to complete the majority of inspections throughout the City. Demands on their time (emergency calls for service, training, etc.) are ongoing factors that impede 100% completion of scheduled inspection.

Factors Contributing to Current Performance

Performance Measures Appendix
A-34

RESILIENT
Factors Restricting Performance Improvement
• Continued annual allocations are needed to mitigate fire risk to remove hazardous trees and ladder fuels (i.e., brush/vegetation), which require annual maintenance and clearing.

Factors Contributing to Current Performance
• Fire fuel budget allocations from the General Fund over the last 4 years have enabled Parks staff to remove fire fuel (hazardous trees and vegetation) and reduce fire risk in the hills in parks, pathways and near private property.

0.00 50.00
100.00
150.00
200.00
250.00
300.00
350.00
FY 2019 FY 2020 FY 2021
T ons
Fire Fuel Debris Removed

Performance Measures Appendix
A-35

There has been an ongoing effort to improve traffic
safety, which led to the March 2020 adoption of the
Vision Zero Implementation Plan to eliminate severe
injury and fatal traffic crashes by 2028. The annual
Traffic Calming program was temporarily replaced
with the Healthy Streets program in 2020 as a
response to the COVID-19 pandemic. Healthy
Streets employed barricades and signage to regulate
motor traffic on some of the existing Berkeley Bicycle
Boulevards in order to provide streets with very low
motor traffic volumes so that people could walk, bike,
and travel outdoors while having the street space
needed for physical distancing.

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Three-year
average of
fatalities and
severe
injuries on
City streets
The three-year average
of fatalities and severe
injuries on the City's
streets has continued to
rise.

The implementation of the 2020 Vision Zero Action Plan
will continue to move forward through the initiation of Vision Zero Coordinating Committee meetings,
completion of Vision Zero design guidance for "quick-
build" projects to increase timeliness of delivery of traffic safety projects, the development of a Vision Zero public communications campaign, and increased rapidity of
crash data analysis. In addition, the delivery of Vision Zero capital projects will continue throughout the City, with projects currently in the design phase together
valued at well over $10 million.

RESILIENT
0 20
40 60
CY 2015 CY 2019 CY 2020
Three Year Average of Fatalities
and Severe Injuries on City Streets
3-year average fatalities
3-year average severe injuries
Factors Restricting Performance Improvement
The Vision Zero Action Plan was adopted one week before the start of the COVID-19 Shelter in Place public health order, and as a result many of the proposed action items that required public meetings, committee formation, and collaboration had to be put on hold. The pandemic also caused motor traffic volumes to decrease dramatically in 2020. This significant reduction in traffic congestion resulted in greater and more frequent motor vehicle driver speeding*. Concurrently, there was a decrease in pedestrian an
d bicyclist activity on major streets, as many people shifted to working from home and receiving home deliveries of groceries and retail goods. This may have resulted in increased risk for people who were still walking and biking on these streets due to the relative lack of visibility in smaller numbers.
*https://www.nhtsa.gov/sites/nhtsa.gov/files/2021-10/Traffic-Safety-During-COVID-19_Jan- June2021-102621-v3-tag.pdf
Factors Contributing to Current Performance

Performance Measures Appendix
A-36

Since shelter in place restrictions have mostly lifted, travel has increased on roadways. Shelter in place (SIP) orders meant drivers weren’t driving as frequently leading to less proficiency. Also, DMV postponed driver license renewals and tests throughout the SIP.

Post COVID driving behavior has led to drivers taking more risks behind the wheel.

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Deaths and
Accidents
Relating to
Bicycles or
Vehicles
With increased travel
after a year or more of
less time on the roads
(e.g., with shelter in
place), drivers and
bicyclists may have
lowered proficiency.

Also, many have
observed an increase in
risky driving behaviors.

The Berkeley Police Department is addressing these
safety issues with a multi-pronged approach:
• researching programs utilizing grant funding to
support enforcement, policies, and practices that
promote safe bicycling;
• applying for the Age Well, Drive Smart grant to
provide an education program to help seniors tune up
their driving skills, refresh their knowledge of the rules of the road, and discuss normal, age-related physical
changes and how they affect driving ability; and
• using grant funding to support enforcement of unsafe
driving behaviors and develop educational
campaigns.

RESILIENT
Factors Restricting Performance Improvement
COVID related absences, injuries and staffing shortages have reduced the number of available personnel to conduct traffic enforcement and community awareness operations. • Decreased visibility on the roadways has emboldened dangerous driving behavior.

Factors Contributing to Current Performance
0 1 0 1 0 0
2 3 4 4
2 8
0 5
10 CY16 CY17 CY18 CY19 CY20 CY21
Deaths Relating to Bicycles or
Vehicles
Bicycles Vehicles
146 155 148 109 67 97
545 581 584 521
316
625
0 200
400
600
800
CY16 CY17 CY18 CY19 CY20 CY21
Accidents Relating to Bicycles
or Vehicles
Bicycles Vehicles

Performance Measures Appendix
A-37

• Use of Electronic Document Management System (OnBase) for records repository to enhance access to records.
• Staffing levels are adequate to meet the level of service required. • Expansion of digital records program is dependent on staffing, funding, and technology capacity. • Funding for the Paperless Contracts Project in FY 2023-2024 will be essential to increasing efficiencies and allowing staff to meet baseline responsibilities. • Implementation of an electronic records management policy and certification of a Trusted Environment to store electronic records would improve efficiency and recordkeeping throughout the City, but have implementation costs and staffing needs required. • The current process of compiling communications from the public is primarily a manual process that is time intensive, however, this process accommodates all types of communications, including handwritten and hard copy communications.

CY 2020 CY 2021
City Council Legislative items 962 966
Contracts 497 496
Resolutions 441 194
Minutes 195 154
City Council Communications Packets 145 154
Ordinances 65 47
Contract extension letters 47 103
Certificates of liability insurance 4 7
Acceptance of work orders 2 14
Election results 1 0
Voter information pamphlet 1 0
Records indexed to the public portal, total 2,360 2,570 City Council Communications received by City Clerk 4,685 4,086

SERVICE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
Records and Communications