Agenda packet — Berkeley City Council, June 14, 2022 (part 4 of 7)

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• Use of Zoom videoconference platform has allowed the City's legislative process to continue and provided for public engagement in meetings during the pandemic. • The City Clerk Department has also supported the Independent Redistricting Commission since the start of 2021. This additional responsibility has resulted in only meeting baseline tasks and not engaging in improvements or special projects.

4 Facilities, Infrastructure, Transportation, Environment, and Sustainability (FITES) CY 2020 CY 2021
City Council 81 84
Agenda and Rules 25 27
Budget and Finance 19 23
FITES3F
4 11 12
Health, Life Enrichment, Equity, and Community 10 3
Public Safety 7 6
Land Use, Housing, and Economic Development 6 15
Independent Redistricting Commission - 24
City Council and Policy Committee meetings administered, total 159 170

SERVICE
Meetings
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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• The high quality and capacity of the staff managing the legislative bodies is a key factor in administering the high volume of items.
• The OnBase Agenda Manager software is essential to tracking, reviewing, and publishing the items for the legislative body agenda packets.
• A significant number of new items and revisions submitted late in the process require an inordinate amount of time to process as compared to complete items submitted in accordance with established deadlines.
• Multiple Supplementals and items that are repeatedly carried over from meeting to meeting are more time-consuming to process and result in a complex legislative record that can be difficult for the public to review and understand.
• The City Clerk Department has also supported the Independent Redistricting Commission since the start of 2021. This additional responsibility has resulted in only meeting baseline tasks and not engaging in improvements or special projects.
0 100
200
300
400
500
600
700
800
900
City Council items Policy Committee items Independent Redistricting Commission
Legislative Items
Collated and Tracked
CY 2020 CY 2021

SERVICE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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0 200
400
600
800
1000
1200
1400
Campaign Finance Filings Lobbyist Disclosures Form 700 Statement of Economic Interests filings
Disclosures
CY 2020 CY2021
• The NetFile online filing system assists both filers and staff with the submission, processing, and public availability of the disclosure documents.
• The implementation of online Form 700 filing for city commissioners has reduced vehicle trips to the Civic Center, reduced late filings, reduced the amount of hard copy notices mailed from the City Clerk, improved accuracy of filed statements, and reduced terminations from commissions for non-filing.
• New programs in this area (Lobbyist, Public Financing) have hindered staff's ability to deliver the level of service and assistance to filers that was previously available. • New amendments to the Berkeley Election Reform Act have expanded the Public Financing Program for City Candidates. This will likely result in increased turnaround time for payments of
matching funds.
• The complexity of the Lobbyist Ordinance and the high registration fee ($500) has caused some difficulty in staff's administration of the ordinance as well as compliance difficulties for filers.

SERVICE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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• Berkeley Animal Care Services (BACS) has highly successful adoption and rescue rates. This can be attributed to a number of factors, including an excellent working relationship with nonprofit rescue organizations, accessible hours of operation to the public (limited during COVID-19), and excellent customer service.
• Some animals are too sick injured or aggressive to place. • Limited veterinary staffing has constrained the City’s ability to perform surgeries and other procedures.

SERVICE
Animal Care Services

Average days per shelter stay……………………………………………….... 8 days Percentage of animals adopted………..................................................……...22% Percentage of animals going to nonprofit rescues…………......................…...35% Percentage of animals returned to owners......................................................34%

6% 6%
0%
5%
10%
15%
CY 2020 CY 2021
Low Euthanasia Rate
Low euthanasia rate
National standard
58 59
60 61
62 63
64 Non-Sterilization Surgeries
CY 2020 CY 2021
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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• Hosting community meetings on Zoom likely increased participation in public meetings. In the recent Measure T1 Phase 2 community process, and the Vision 2050 community outreach, staff were able to attend more neighborhood group meetings to take feedback and share progress and updates. Additionally, advertising, use of in-house graphic design, and publicizing meetings and events helped increase community contacts. • Pandemic restrictions have limited staff’s ability to hold in‐person meetings and special events.

However, as the health restrictions are lifted, staff anticipate a return to pre-COVID levels of events and in-person programs.

SERVICE

0 20
40 60
80 100
120
FY 2019 FY 2020
Number of Community
Contacts
Commission & Sub-Committee meetings
Community meetings/pop-ups
Communications
0 50
100
150
200
FY 2019 FY 2020
Hours
Time Spent During Community
Meetings
Commission & Sub-committee meetings
Community meetings/pop-ups
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
Parks, Recreation and Waterfront Community Contacts

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• The safe return to the office (from shelter in place) has positively impacted performance, as staff has more opportunity to be in the field and address cases. • Acquiring two Unit vehicles to replace one has allowed for simultan eous inspections that may occur on the same workday.
• Lack of software tools to research contact information for non-responsive property owners • Only way to collect fines from issued administrative citations is to place a lien on the property.

This is cumbersome and is typically reserved for extreme/high-value balances. Hiring a third- party collection agency (commonly done in other jurisdictions) would fairly collect for all values of outstanding balances. Note: current outstanding balances for unpaid fines is at $620,700. • Current case management is cumbersome. A new, dedicated software system would help to automate the process of documentation, noticing, and reporting. • Insufficient staffing relative to the workload, as identified in the City Auditor's 2018 report.

Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Average
days to
resolve
case
CEU responds to complaints as they are received,
and has no control over the complexity of cases that
are received. Highly complex cases may come in at
any time. These cases can take months or even
years to resolve, the unpredictable receipt of even a
few such cases may cause the metric to fluctuate
considerably from year to year.

CEU will begin tracking additional
data to determine not just the
time from case creation to
completion but also from creation
to acquisition by an enforcement
officer—a better method for
measuring responsiveness.

SERVICE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

18.07 16.82
53 0%
20%
40%
60%
80%
100%
0 20
40 60
CY 2019 CY 2020 CY 2021
Neighborhood Services Code Enforcement Unit (CEU)
Average Days to Resolve & Case Completion Rate
Average days to resolve case Case completion rate
In CY 2021:
303 total cases
238 completed cases

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Increase in Information & Assistance sessions due to pandemic-related demand. Since senior centers were closed for most of FY21, Aging Services staff pivoted to provide assistance to seniors and connection to resources virtually. Staff also proactively conducted wellness calls and provided information to seniors during those calls.

Due to the shelter-in-place order, face-to-face information and assistance sessions are not being conducted, but are being provided virtually by phone.

SERVICE
-
1,000
2,000
3,000
4,000
5,000
6,000
FY2018 FY2019 FY2020 FY2021
Information and Assistance Sessions Provided by
Aging Services Division
Number of sessions
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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• The Full Service Partnership (FSP) program utilizes the Assertive Community Treatment model, an evidence-based practice, which has been shown to support the population it serves. • The FSP program provides the vast majority of services in the field, allowing for engagement of clients who previously have been unengaged.
• The FSP program utilizes motivational interviewing and harm reduction strategies, allowing the team to support clients who have not done well with mental health care in the past. • The FSP program quickly responds to crisis events, finding solutions to issues that led to hospitalization in the past.
• There are sometimes shortages in sub-acute treatment placements, reducing the ability to avoid hospitalization.
• There are not enough housing options available, leading to increased stress on clients.

SERVICE
Factors Contributing to Current Performance
Factors Restricting Performance Improvement
83% 89% 86%
78%
0%
20%
40%
60%
80%
100%
FY 17 FY 18 FY 19 FY 20
Reduction of Days Spent in Psychiatric Hospital Among
Clients in Full Service Partnership Program
% reduction in days spent in psychiatric hospital

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• The Environmental Health Division (EHD) staff address community complaints regarding vectors such as rats, bedbugs, and yellow jackets effectively reducing overall vector calls to EHD.

Many communities are experiencing increasing vector calls due to pandemic-related changes in consumption and live/work patterns.
• Reduced staffing among field staff and support staff in EHD caused some community vector calls to be transferred to the county in FY 2020.
• The Alameda County Agriculture Department restricted the use of a common pesticide used to control the yellow jacket population which impacted the ability to respond to community complaints. The hold was lifted in FY 2020.

SERVICE
539
436
310
366
0 100
200
300
400
500
600
FY 18 FY 19 FY 20 FY 21
Vector Service Requests Received by Environmental Health Vector Program
Calls Received
Factors Contributing to Current Performance
Factors Restricting Performance Improvement

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SERVICE
98% 92% 99%100% 98% 92%97% 99% 93%99% 96%
75%
0%
20%
40%
60%
80%
100%
October November December
COVID Cases and Contacts
with Outreach Initiated
Cases CY 20 Cases CY 21 Contacts CY 20 Contacts CY 21
Note: For data purposes, the months are calculated from the 25th of the preceding month through the 24th of the month. For example, October is September 25 through October 24.

Factors Contributing to Current Performance
The City of Berkeley worked to maintain staffing of case investigators and contact tracers (CICT) due to the reduction of the redirected staff from California Department of Public Health (CDPH) and continued increase of cases. We have been able to hire additional staff but have not filled all vacancies and continue our partnership with UC Berkeley.

The City of Berkeley provides support, to CICT staff at UC Berkeley and CDPH to ensure effective contact tracing and case investigation.

Bilingual and bi-cultural CICT staff members were recruited and hired to serve all members of the Berkeley community.

Factors Restricting Performance Improvement
Cases do not always provide correct contact information or are unwilling to provide any contact information of those they have come in contact with making it difficult to initiate outreach.

In December, the City of Berkeley began experiencing a tremendous surge of cases on top of an already high baseline of cases due to a holiday surge and the steep rise in cases due to the Omicron variant. This required shifting in outreach of cases to target high risk populations and settings while providing some outreach to all cases and contacts. This approach has reduced the amount of cases and contacts where outreach was initiated.

Over the holidays, cases and contacts were less responsive to CICT staff outreach, also impacting ability and effectiveness of staff outreach.

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SERVICE
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY 2019 FY 2020 FY 2021
Circulation of Books and Electronic Materials
Electronic items circulated Physical items circulated
Factors Contributing to Current Performance
During part of the period measured, Outdoor Pickup service was the primary way that people checked out Library materials. Electronic materials circulation continued. Because people were not entering Library buildings, there was a decrease in circulation overall due to the fact that people were only checking out materials on hold versus browsing. • Demand for electronic materials continues to increase, mirroring a national trend. This demand was heightened during the closure as some additional users opted for electronic books.

Factors Restricting Performance Improvement
Libraries are now open to the public, but during the period from which this data was collected, they were not. For this reason, a lower percentage of materials was circulated. The numbers will adjust to standard levels when browsing and other aspects of access are once again available.

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SERVICE
0%
20%
40%
60%
80%
100%
Visited website first Felt adequately prepared
(from website visit)
Received courteous
service
Permit Service Center
Customer Satisfaction
2019 2021
Factors Contributing to Current Performance
• The 2021 Survey received more responses than the 2019 edition, largely from efforts to make sure all clients were aware of the survey.
• Staff believe this cross-section of respondents is more representative than in 2019, including more building professionals who comprise the majority of Permit Service Center clients.

This survey captured clients who experienced all of the new remote submittal services Planning introduced to remain fully open during the pandemic.

Factors Restricting Performance Improvement
• While remote applications are fully available to building permit clients, that is not yet true for Land Use permit clients, both of whom were surveyed.
• Evidence suggests that building professionals view Berkeley services positively in comparison to services in other jurisdictions. However, this warrants more direct questions in future surveys.

• Zoning and Building are regulatory functions, which inherently means that customers will sometimes be told they are not allowed to pursue the project they envisioned. There will always be a portion of negative responses which reflect Zoning and Building performing their proper functions.

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SERVICE

2.88 2.97 2.14 2.34 1.871.89 1.89 1.92 1.69 2.001.45 1.55 1.91 1.61 1.55 0 2
4 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Months
Time from Application Completion
to Staff Approval
Complex Administrative Use Permits (AUPs)
Medium Complexity AUPs
Simple AUPs
33% 37%
54% 57% 63%62%
36%
57% 59% 50%
66%
82%
63% 66% 67%
0%
100%
CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Percent Application Completion to Staff Approval
in Under Two Months
Complex Administrative Use Permits (AUPs)
Medium Complexity AUPs
Simple AUPs
Factors Contributing to Current Performance
• New Accessory Dwelling Unit (ADU) regulations and guidelines allow more types of projects without discretionary review.
• There are improved application forms and how-to guides for common development project types. • There were revisions to the Zoning Ordinance, including amendments to streamline processes for small businesses.

Factors Restricting Performance Improvement
• Review and approval of digital permitting documents by staff through remote access exclusively can be cumbersome and subject to technical limitations. • There has been a surge in accessory dwelling unit (ADU) and other home improvement/expansion applications.
• Multiple and ongoing revisions to ADU ordinance have confused some clients as they prepare submittals.
• Substantial staff turnover has challenged the Land Use Division at all levels, as new planners are hired and trained and others take on new roles.

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SERVICE
20 21
22 23
24 25
26 CY 2018 CY 2019 CY 2020 CY 2021
Days
Average City Plan Check Review Time
Factors Contributing to Current Performance
• Increased efficiency through improved electronic plan check tools and hardware; Plan Check meets due dates over 90% of time.
• Elimination of previous plan check queue backlog has improved employee morale and reduced inquiries regarding plan check status.
• Establishment of Plan Check performance dashboard and daily plan check queue review to identify and correct processing issues.
• Better education of applicants through how-to guides and submittal checklists result in higher quality submittals which require fewer plan check corrections Factors Restricting Performance Improvement
• Metric has limited utility for public, as it aggregates all project types from bathroom remodels to 16-story hotels.
• Metric has limited utility for staff, as different types of reviews are not segregated by reviewing agency.
• Large parts of the time a client experiences— preparation before initial submittal, and the speed and completeness of responses to City comments—are not within City control and thus are not reflected in data.

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SERVICE
Factors Contributing to Current Performance
• The Berkeley Police Department (BPD) prides itself on the service provided to the community through law enforcement activities as well as routine community interaction and engagement.

Officers are occasionally stopped on the street and thanked for their service, or receive positive feedback at the end of a call for service. Sometimes the level of service or engagement efforts of the officers prompt people to independently contact BPD to share their praise. These commendations are shared with the Police Accountability Board and within the Department where they become part of the involved officer’s personnel file. • The Berkeley Police Department now provides information to community members on how they can provide a commendation or file a complaint about the service they received from BPD. This was a new practice that began in 2021. This may have contributed to an increase in commendations.

Factors Restricting Performance Improvement
• While commendations often speak directly to high levels of trust and happiness with police service, it is challenging to use the number of commendations to speak to overall levels of community trust and satisfaction.
• Many positive interactions and good performances may not be recognized by a member of the public taking the time to write about the experience.
75 82 86
111
137
0 20
40 60
80 100
120
140
CY 17 CY 18 CY 19 CY 20 CY 21
Commendations

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SERVICE
Factors Contributing to Current Performance
Phone abandon rates have increased during COVID due to reduced staffing in the office.

Incoming calls average 1,500 calls a week. The other methods for contacting 311 for services are processed by staff working at home. The Community contacts using Web, email or voicemail have increased by 29% and majority of requests are responded to on the same day.

Factors Restricting Performance Improvement
During COVID19 - 311 has implemented rotating schedules. Staff working in the office receive approximately 1500 calls a week with a staff of 5 resulting in an increased abandon rate. Staff working at home, are managing side work office duties. (311 On-line Service Center Service requests, Customer Service email, 311 voice mail, SeeClickFix mobile cases and responding to Direct Line answering service calls for service). If team members are out of the office, 311 is unable to maintain same day responses.
• Due to recent changes in technology infrastructure, pandemic response priorities and an 18% vacancy rate for IT classifications, the IT Department is working to improve performance and add the capability to provide more accurate performance measurements. IT anticipates resolving these issues in FY 2023.
0%
20%
40%
60%
80%
100%
FY 19 FY 20 FY 21
First Call Resolution
311 Help Desk
79,577 incoming calls to 311 in FY
0%
5%
10%
15%
20%
25%
FY18 FY19 FY20 FY21
Abandonment Rate
311 Help Desk
Note: In FY21, due to a midyear phone system upgrade, only have partial data for Help Desk.

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Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Time to
hire
Operating with reduced staff due to
employee turnover and competing
priorities such as memorandum of
understanding (MOU) negotiations,
the time to hire did not decrease as
targeted.

By employing a variety of strategies and
technologies, staff was able to limit the overall
impacts, even successfully (during certain
months) succeeding in meeting time-to-hire
targets. Moving forward, the Department is
addressing the turnover rate and identifying
additional strategies and helpful technologies to
continue to improve time-to-hire.

WORKFORCE
Factors Contributing to Current Performance
• The Examinations Division operated with reduced staff due to employee turnover, but incorporated strategies and operational changes that involved using recruitment software and web conferencing platforms to improve hiring functions such as automated screening, on line interviewing, web-based exams, and notification functions.

Factors Restricting Performance Improvement
Despite a Citywide COVID-19-related hiring freeze for positions not critical for continuity of essential functions, Examinations received a higher than anticipated number of hiring freeze exceptions from Departments. There are elements of hiring outside the control of the Human Resources Department that may result in delays such as requisition approval, candidate selection, Live Scan, pre-employment medical screening, and offer acceptance. 0 100
200
300
400

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Time to Hire
CY 2020 Days from Requisition Approval to Hired Status
CY 2021 Days from Requisition Approval to Hired Status
Average
231 hires, CY 2021

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WORKFORCE
Factors Contributing to Current Performance
EEO Trainings: Due to COVID-19 shelter-in-place and remote work the use of web conferencing for training to timely comply with SB 1343 which requires in-person Harassment Prevention training for all employees.

Citywide Trainings: The City is anchored by 3 core values; One City Team, Continuous Learning and Customer Service. Trainings are coordinated in alignment with these values. In 2020, in response to the COVID-19 crisis, a suite of uniquely designed trainings were calibrated to meet city need.
• Requests for Tuition Reimbursement: The City has three Tuition Reimbursement programs.

Local 1 was added in FY 2022. The SEIU Tuition Reimbursement program is limited to certain staff classifications only. The Standard Citywide Tuition Reimbursement program is open to all City staff.

Factors Restricting Performance Improvement
EEO Trainings: Competing interests and workload demands impacted participants’ ability to complete mandatory harassment training. Some of these demands included the impact of the pandemic and the greater use of telework.

Citywide Trainings: Workforce location, scheduling, and technology challenges have traditionally constrained capacity and equitable consumption of Citywide training. Plans are in place to build structures to increase access for all valuable city staff. Some demands included the impact of the epidemic and the greater use of telework.

Request for Tuition Reimbursement: Because of limited utility, applications for this program have historically been low, as staff are compelled to utilize an “in person” modality (not reflective of current conditions) and classes are limited to specific and delineated subjects only. All tuition reimbursement applications in 2021 have been lower than expected due to the impact of COVID.

94 84
10 10
0 50
100
CY 20 CY 21
Citywide Trainings Available
Number of Citywide trainings
Number of EEO-facilitated harassment trainings
8 4
0510
CY 20 CY 21
Requests for Tuition Reimbursement
567 599
783
1,360
559 677
-
250
500
750
1,000
1,250
1,500
CY 19 CY 20 CY 21
Employee Attendance
Citywide trainings
EEO-facilitated harassment trainings

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Addressing Measures Not Meeting Target
Measure Outcome and Analysis Next Steps
Reduction
in LRCC
Grievances

The five open grievances are analogous incorrect
pay issues from one bargaining unit.

This issue is being resolved
going forward.

WORKFORCE
Factors Contributing to Current Performance
The reduced number of appointments is on target. The reduction is due to the impact of the pandemic shifting focus at the department level to emergency operations from performance management.

Factors Restricting Performance Improvement
• The reasons supervisors/managers schedule appointments are outside the control of the Employee Relations division. Supervisor/managers may schedule multiple appointments related to the same or similar personnel matters, and may need to schedule more than one appointment on the same matter in order to receive advice to ensure due process. • The reasons why grievances are filed are often outside the control of the Employee relations division. Employee Relations may not be notified of a grievance until later in the grievance handling process. Additionally, organizational priorities shifted to customer focused emergency operations and early detection of MOU compliance.
244 211 161
0 50
100
150
200
250
300
350
CY 19 CY 20 CY 21
Labor Relations Coordinating Committee (LRCC) Appointments Appointments (for counseling, advice)
5 8
3 3
0 5
10 CY 20 CY 21
LRCC Grievances
Grievances opened Grievances closed
45 161
44 161
0 50
100
150
200
CY 20 CY 21
LRCC Cases
Cases opened Cases closed

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385

APPENDIX 2 – FUNDING REQUESTS

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Limited 3 year term
1 City Manager's Office x Grant Assistance 200,000 100,000 100,000 100,000 100,000 Grant writer for Reimagining Public Safety and other programs. Project Based NTE 3 years 1 Police Staffing Assessment 70,000 70,000 - 70,000 - Staffing assessment to meet public safety expectations and employee health and wellness 1 Police Additional Training Funding 200,000 100,000 100,000 100,000 100,000 Ongoing training in support of Fair and Impartial Policing concepts, officer safety, professional development 1 Police Additional Wellness Funding 100,000 50,000 50,000 50,000 50,000 To support Critical Incident Stress Contract, Peer Support Team, and emerging wellness needs 1 Police Dispatch Center Analysis 200,000 200,000 200,000 - Analyze the current dispatch center including recommendations for a prioritized emergency fire & medical dispatch system
1 Public Works BerkDOT Development 300,000 300,000 300,000 - BerkDOT implementation, including funding research in support of new "white paper" and potential state legislation 1 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Expand Downtown Streets Teams 100,000 50,000 50,000 50,000 50,000 Expand Team as placement for low-level violations (e.g., vehicular camping/parking and sidewalk ordinance infractions). Recommend Measure P funds
1 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Language Equity 15,000 15,000 15,000 Publish Victim Resources in Plain Language and Multiple Languages 1 Mayor Arreguín,Councilmembers
Harrison, Bartlett, Hahn. Budget
referral Councilmember Harrison
x Behavioral Health, Crisis Response, and
Crisis-related Services Needs and Capacity
Assessments
100,000 100,000 100,000 - Conduct a service needs assessment based on 911 and non-911 calls for service, dispatch, and response and capacity assessment of crisis response and crisis-related services. Possible use of Measure P. 1 Mayor Arreguín,Councilmembers
Harrison, Bartlett, Hahn. Budget
referral Councilmember Harrison
x Youth Peers Mental Health Response 700,000 350,000 350,000 350,000 350,000 Funds a HHCS coordinator position to deliver mental health wellness support and services to the Cityrun Berkeley High School Mental Health Center
1 Subtotal Tier 1 Funding 10,179,324 5,432,162 4,747,162 4,871,462 4,186,462 Tier 2
Police 5 Parking Enforcement Officers 1,283,950 641,975 641,975 Address parking/traffic matters that do not necessitating a sworn response. Expanded Preferential Parking Program 2 Police 1 Parking Enforcement Supervisor 300,700 150,350 150,350 Required supervision for added Parking Enforcement Officers 2 Public Works Transportation fines/ fees analysis 150,000 150,000 - Review Berkeley Municipal Code for proposed changes to increase equity and racial justice in the City’s existing transportation fines and fees
2 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Hearing Officer-Alternatives to
Sanctions/Fines
300,000 150,000 150,000 Expand existing hearing officer to provide alternative referrals to community service and social services for parking and other infractions
2 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Department of Community Safety 250,000 250,000 - Support an organizational design process to create an umbrella agency or Department of Community Safety 2 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Violence Prevention and Youth Services 420,000 210,000 210,000 Opportunities for community reinvestment per Council’s omnibus proposal. Possible use of Measure P. 2 Mayor Arreguín, Councilmembers
Harrison, Bartlett, Hahn
x Respite from Gender Violence 500,000 500,000 - Provide services and housing leads for victims of Gender Violence. Possible use of Measure P 2 Subtotal Tier 2 Funding 3,204,650 2,052,325 1,152,325 - - 13,383,974 7,484,487 5,899,487 4,871,462 4,186,462 Reimaging Public Safety
Subtotal Reimagining Public Safety
Funding Requests Appendix
A‐1

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FY 23 24 Proposed Budget Enhancements to Baseline Budget Funding Requests by Tier
Requestor Budget
Referral
Expenditure Type/Description Requesting
Amount
FY 23
Request
FY 24
Request
FY 23
Proposed
Funding
FY 24
Proposed
Funding
Reason for Request Proposed
Funding
Tier
Staffing Augmentation
Tier 1
City Attorney Deputy City Attorney II/III 600,000 300,000 300,000 300,000 300,000 Additional support with Risk Management and Litigation portfolio. 1 City Attorney Assistant to the City Attorney 500,000 250,000 250,000 250,000 250,000 Additional support (New Classification- estimated cost) 1 City Auditor Accounting Office Specialist III MC 72,536 36,268 36,268 - - Increase position from 0.50 FTE to 0.75 FTE due to workload. Included in baseline budget. 1 City Auditor Accounting Office Specialist III MC 40,000 20,000 20,000 - - Overtime in Payroll Audit for ESS and Executime implementation and Payroll Audit. Included in baseline budget. 1 City Auditor Overtime 10,000 5,000 5,000 - - Overtime in Payroll Audit for staff to help with personnel action audits Included in baseline budget. 1 City Auditor Auditor II 370,394 185,197 185,197 - - 2 year temporary position to work on ERMA implementation. Included in baseline budget. 1 City Manager's Office Communications Specialist 208,776 - 208,776 - 208,776 FY23 covered by state COVID-19 grant (HHCS) 1 City Manager's Office Administrative Assistant 330,148 165,074 165,074 165,074 165,074 Continuation of position. Funding ends 6/30 1 Finance Revenue Development Specialist I 100,000 50,000 50,000 50,000 50,000 Convert 2 Field Rep positions to RDS I for operational enhancement 1 Finance Accounting Office Specialist Supervisor 344,340 172,170 172,170 172,170 172,170 Enhance business license processing 1 Finance Accounting Office Specialist II 493,900 246,950 246,950 246,950 246,950 Enhance business license processing 1 Fire Accounting Office Specialist III 288,068 144,034 144,034 144,034 144,034 To assist with payroll processing 1 Health, Housing & Community Services Community Development Project Coordinator
368,996 184,498 184,498 184,498 184,498 Support BART sites housing development/Project based NTE 3 yrs 1 HHCS Community Services Specialist II 414,877 207,439 207,439 - - Manage encampment grant, Project RoomKey/Project based NTE 3 yrs. Included in Measure P baseline budget 1 Office of Director of Police
Accountability (ODPA)
Associate Management Analyst 383,512
191,756 191,756 191,756 191,756 Meet work demands of department 1 Planning 25% Principal Planner – Projects 120,702 60,351 60,351 60,351 60,351 Support Commission, Design Review Committee,CEQA review, interdepartmental coordination on City initiatives 1 Planning 75% Associate Planner -- (75% GF) 277,266 138,633 138,633 138,633 138,633 Long Range & Policy work-- including General Plan Update: Safety Element, Land Use Element, & Env. Justice Element
1 Planning AOS Supervisor 152,290 76,145 76,145 76,145 76,145 Allows Planning Manager more time for planning policy and development; oversee the daily duties of the administrative support team.
1 Police 2 Assistant Management Analysts 661,188 330,594 330,594 330,594 330,594 To address City Auditor report, workload, increased transparency. 1 Police 4 School Crossing Guards 154,312 77,156 77,156 77,156 77,156 Previously approved by City Council for FY22 (AAO#1 adustment 12/21). On-going funding to support 4 part-time School Crossing Guards as developed with Public Works and Community Support for student safety. 1 Parks, Recreation & Waterfront Assistant Recreation Coordinator 60,110 30,055 30,055 30,055 30,055 To cover 25% of a new Assistant Rec Coord for special fee classes; the remaining 75% FTE is funded by vacancy and existing baseline budget.
1 Public Works x Transportation: Mobility Coordinator 380,000 190,000 190,000 190,000 190,000 Implement 2030 Electric Mobility Roadmap. Council referral 3/20/21. Energy Commission referral 4/26/22 1 Public Works x Streets & Utilities: Community Services
Specialist I
166,608 83,304 83,304 83,304 83,304 To support public engagement and volunteer efforts with Public Works Projects and Services. Cost share (General Fund @50%) with other funds
1 Councilmember Taplin x Ceasefire Program Staffing 2,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Implementation of Ceasefire program 1 Subtotal Tier 1 Funding 8,498,023 4,144,624 4,353,400 3,690,720 3,899,496 Tier 2
City Manager's Office Communications Specialist 417,552 208,776 208,776 Backup PIO coverage for emergencies 2 City Manager's Office Code Enforcement Officer I 312,200 156,100 156,100 Reduce response time to complaints 2 Office of Economic Development Sr Economic Development Project Coordinator
549,328 274,664 274,664 Work on special projects and Council identified priorities 2 ODPA Police Accountability Investigator 385,360 192,680 192,680 Meet work demands of department 2 Parks, Recreation & Waterfront CIP staffing: 40% Associate Civil Engineer 169,308 84,654 84,654 To offset existing staff costs to implement CIP funded projects 2 Parks, Recreation & Waterfront CIP staffing: 60% Associate Civil Engineer 288,493 144,247 144,247 To offset staff costs to implement proposed CIP Waterfront projects 2 Public Works Engineering: AOSIII 26,778 13,389 13,389 Support Real Property, lease tracking and agreements, payment collection 2 Public Works Transportation: OSII - Parking Citation
Review
220,000 110,000 110,000 Support citation review program, address backlog 2 Public Works CIP Manager 150,686 75,343 75,343 Coordinate CIP efforts for Transportation/Engineering. Contingent on passage of revenue measure. 2 Councilmember Harrison x Community Development Project
Coordinator
209,726 104,863 104,863 To assist HHCS with Workforce Standards and Enforcement 2 Councilmember Taplin x West Berkeley Park Ambassadors 600,000 300,000 300,000 Funding for Park Ambassadors:2-3 part time positions for one year at San Pablo Park, Strawberry Creek Park and Aquatic Park seven days a week
2 3,329,431 1,664,716 1,664,716 - - Subtotal Tier 2 Funding Funding Requests Appendix
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FY 23 24 Proposed Budget Enhancements to Baseline Budget Funding Requests by Tier
Requestor Budget
Referral
Expenditure Type/Description Requesting
Amount
FY 23
Request
FY 24
Request
FY 23
Proposed
Funding
FY 24
Proposed
Funding
Reason for Request Proposed
Funding
Tier
Tier 3
Planning 50% GIS Specialist 147,087 73,544 73,544 Assistant Planner/Geographic Information Systems Analyst. 2 year term 3 Public Works Applications Programmer Analyst I 52,078 26,039 26,039 Streets & Utilities: Implement NexGen and Assetworks 3 Public Works Transportation Manager 278,392 139,196 139,196 Restoring Transportation Division Manager classification after Reclass of previous Transportation Manager to Deputy Director
3 Councilmember Droste, Parks and
Waterfront & Public Works
Commission
x Adopt-A-Spot Program 1,000,000 500,000 500,000 Volunteer coordinator & entry level position coordinator- Recommend partial funding for 1 position in Tier 1 3 Councilmembers Bartlett, Robinson,
Harrison, and Taplin x Guidelines/Procedures for Council Staffing Expenditures
2,453,240 1,226,620 1,226,620 Review guidleines for Council office staffing levels 3 3,930,797 1,965,399 1,965,399 - - 15,758,252 7,774,738 7,983,514 3,690,720 3,899,496 Non-Personnel Operating Budget
Tier 1
City Attorney Implementaion of Case Management
Software
55,340 55,340 - 55,340 - Modernize office and create efficiencies 1 City Attorney Annual Maintenance of Software 26,600 - 26,600 - 26,600 Modernize office and create efficiencies 1 City Attorney Office Upgrades 50,000 50,000 - 50,000 - Modernize office 1 Councilmembers Droste, Mayor
Arreguín, Coucilmembers Wengraf
and Harrison
x
Charter Officer Performance Review 120,000 60,000 60,000 60,000 60,000 Consultant to faciliate annual performance evaluation of Attorney City Attorney Training and professional development 79,600 39,800 39,800 39,800 39,800 Professional development and training 1 City Manager's Office Training and professional development 160,000 80,000 80,000 80,000 80,000 Professional development and training 1 Finance Training and professional development 100,000 50,000 50,000 50,000 50,000 Professional development and training 1 City Manager's Office Onnline dog licensing sfotware 14,000 14,000 14,000 - Continues funding for this Strategic Plan priority activity 1 City Manager's Office Meeting Space Configuration 180,000 180,000 - 180,000 - Furniture for outdoor meetings and A/V equipment for hybrid meetings 1 Office of Economic Development Pacific Steel Redevelopment Assistance 150,000 150,000 - 150,000 - Technical Assistance/Impact Analysis - catalytic development site 1 Planning Pacific Steel CEQA Rezoning Efforts 100,000 100,000 - 100,000 - Rezoning analysis and CEQA work related to properties in and around corner of Eastshore Hwy and Gilman Street (RVV #1)
1 Office of Economic Development #DiscoveredinBerkeley Campaign 50,000 50,000 - 25,000 - Extend continued support for Berkeley’s businesses post pandemic 1 Fire Paramedic Tax Fund Short Fall 2,614,331 2,614,331 2,614,331 - To address FY 22 deficit resuting from COVID-19 related overtime. Fund will operate in a deficit unlesss General Fund support, reduction in services, or increased revenue. May be elible for federal FEMA reimbursement. 2 Human Resources Citywide Safety Programs 50,000
25,000 25,000 25,000 25,000 Departmental safety programs, protocols, and procedures 1 Human Resources Revision of Personnel Rules 40,000 20,000 20,000 20,000 20,000 Update rules to comply w/ current operations and applicable laws 1 Information Technology Move to 1947 770,000 770,000 - - Facilitate increased office space for IT. Recommend funding through IT Cost Allocation and built into future rates.
1 Office of Director of Police Accountability Professional Services - Policies 100,000 50,000 50,000 50,000 50,000 Outside assistance for policy review and development 1 Office of Director of Police Accountability Professional Services - Strategic Plan 50,000 50,000 - 50,000 - Consultant to lead strategic planning process 1 Office of Director of Police Accountability Charter Officer Performance Review 120,000 60,000 60,000 60,000 60,000 Consultant to conduct annual performance evaluation of Director 1 Planning San Pablo Specific Plan Area/ San Pablo
Avenue Specific Plan
150,000 150,000 - 150,000 - Speific plan, zoning, General Plan amendments and CEQA document for the San Pablo Avenue Area. Offsetting grant.
1 Planning Ashby & North Berkeley BART Stations Area
Planning (/BART Stations Area Plan)
300,000 300,000 - 300,000 - Implementation of Transit-Oriented Development at the Ashby and North Berkeley BART Station areas 1 Councilmembers Robinson,
Harrison Droste and Mayor Arreguín
Downtown Berkeley BART Station
Modernization Design
250,000 250,000 - 250,000 Funding for preliminary design engineering work for the Downtown Berkeley BART Station Modernization project 1 Planning, Councilmember Droste x Land Use Safety & Environmental Justice Update
300,000 300,000 - 300,000 - Element updates required to meet State regulations; in addition, Env. Justice Element is required to be adopted by close of 2024, per SB1000.
1 Planning Objective Development Standards / ZORP
Phase II Revisions
350,000 350,000 - 350,000 - Objective Standards to streamline/standardize development review and refinements to zoning code 1 Planning Economic Feasibility Analysis 150,000 150,000 - 150,000 - Consultant services for economic analysis of Southside zoning, Affordable Housing mitigation fee, local density bonus, in lieu fee
1 Planning Municipal Building Energy Policy 30,000 30,000 - 30,000 - Develop options for an updated Municipal Building Energy/Green Building Policy. Offsetting grant. 1 Parks, Recreation & Waterfront DEI and scholarships at resident camps 150,720 75,360 75,360 75,360 75,360 New DEI programs and scholarships as approved by Council on 1/18/2022. $10k estimated to come from donations. 1 Subtotal Tier 3 Funding
Sub-Total Personnel Requests
Funding Requests Appendix
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FY 23 24 Proposed Budget Enhancements to Baseline Budget Funding Requests by Tier
Requestor Budget
Referral
Expenditure Type/Description Requesting
Amount
FY 23
Request
FY 24
Request
FY 23
Proposed
Funding
FY 24
Proposed
Funding
Reason for Request Proposed
Funding
Tier
Parks, Recreation & Waterfront Minor maintenance 250,000 250,000 100,000 100,000 Camps, pools and expenditures in parks and the Waterfront. 1 Public Works Engineering: Deep Class Engineer Study 25,000 25,000 25,000 HR study on evaluation/promotion system for engineering positions 1 Planning Transportation Impact Fee Analysis 100,000 100,000 - 100,000 - Transportation Impact Fee analysis 2 Councilmembers Hahn, Bartlett, and
Harrison
x Grant writing services 300,000 300,000 - - - Recommended funding of $100k each year in Tier 1 Reimagining Councilmember Wengraf, Mayor
Arreguín, and Councilmember Hahn
x Annual Holocaust Remembrance Day 12,000 6,000 6,000 6,000 6,000 Funds the Holocaust Remembrance Day Program 1 Councilmember Taplin, Mayor
Arreguín, Councilmembers Harrison
and Hahn
x Developing Social Housing in the City 300,000 300,000 - 300,000 - Review and develop social housing policy. Possible use of Measure P 1 Mayor Arreguín, Councilmembers
Hahn, Harrison, and Bartlett
x Continuing Anti-Displacement Programs 1,800,000 900,000 900,000 - - Funding included within baseline budget using Measue U1 1 Mayor Arreguín x Small Business Rental and Legal Support 1,000,000 1,000,000 - 1,000,000 - ARPA funds to launch a needs-based grant program for Berkeley-based small businesses (under 50 employees) to provide supplemental assistance to cover outstanding commercial rent debt and fund legal assistance 1 Mayor Arreguín, Councilmember
Hahn
x Supply Bank School Supply Distribution 60,000 30,000 30,000 30,000 30,000 Supply Bank to provide essential school supplies to Berkeley families 1 Mayor Arreguín, Councilmembers
Hahn, Harrison, and Bartlett
x Housing Retention Fund 1,000,000 1,000,000 - 1,000,000 - ARPA funds to the Eviction Defense Center to supplement the Housing Retention Program, including COVID-19 emergency grants
1 Councilmembers Kesarwani and
Bartlett
x Capacity Building for Merchant Associations
in the Gilman and Lorin Districts
20,000 20,000 - 20,000 - To provide one-time capacity building totaling $20,000 ($10,000 each) for the Gilman and Lorin District merchant associations to support economic development in their respective commercial areas 1 Councilmembers Hahn, Wengraf,
and Harrison
x Solano Stroll 20,000 20,000 - 20,000 Solano Avenue Stroll to support the September 2024 Stroll event 1 Councilmembers Kesarwani and
Taplin
x Expand Scope of the Downtown Streets to
Gilman District
100,000 50,000 50,000 50,000 50,000 Expand the scope of services for the Downtown Streets Team to address the need for enhanced services around commercial and industrial areas in the Gilman District twice weekly 1 Councilmembers Harrison, Mayor
Arreguín, Bartlett, and Wengraf
x Establishing City Process for Siting and
Developing Public Electric Vehicle DC Fast
Charging Hubs
1,200,000 600,000 600,000 600,000 600,000 Fund Berkeley's annual maximum Service Fee of $100,000/year per fast-charging hub for three hubs. 1 12,697,591 10,604,831 2,092,760 8,459,831 1,292,760 Tier 2
Public Works Updating Engineering Standard
Specifications
100,000 100,000 - $100k add'l split across other funds to update specifications 2 Councilmember Harrison x Fund Mayoral Budgetary Analyses 200,000 100,000 100,000 Certified public accountant to provide supplemental budgetary assistance 2 Civic Arts Commission x Festival Grants Budget Allocation 83,370 41,685 41,685 - - To increase allocation to $200,000 annually 2 Councilmember Taplin x West Berkeley Transportation Plan 300,000 300,000 - - - Consultant to conduct a study and draft a comprehensive plan for transportation in West Berkeley through 205 02 Councilmembers Bartlett, Hahn,
Taplin, and Mayor Arreguín
x Local Reparations Plan 350,000 350,000 - - Consultant to facilitate community process to design and implement a local reparations plan 2 Subtotal-Tier 2 Funding 1,033,370 891,685 141,685 - - Tier 3
City Manager's Office Web producers to help transition launch 70,000 70,000 - - - Website launch assistance/website contingency 3 Planning Equitable Engagement for Climate Action 20,000 20,000 - - Facility rental, food, and facilitation services for Climate Action events 3 Planning Racial Equity in Planning services and
staffing
75,000 75,000 - - - Workplan for services centered on racial equity; recruit/retain diverse staff 3 Landmarks Preservation Commission x City-wide Historic Context Statement 275,000 275,000 - - - Berkeley’s first City-wide Historic Context Statement. 3 Subtotal-Tier 3 Funding 440,000 440,000 - - - 14,170,961 11,936,516 2,234,445 8,459,831 1,292,760 Subtotal-Tier 1 Funding
Sub-Total Operating Requests
Funding Requests Appendix
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Citywide facility total estimated cost of $1.2M
1 Finance Property Tax Assessment System
Replacement
450,000 450,000 - 450,000 Replacing aging 30 year-old system; approved for FY2022, but deferred. Cost revised based on IT estimate. 1 Finance Business License Tax System Replacement 500,000 500,000 500,000 Difficult to Maintain; Improve business license processing. Cost may be higher based on IT estimate. 1 Police Jail Control Panel Replacement 500,000 500,000 500,000 Fire & Life Safety Concern – control panel exceeded its useful life and due to obsolescence, repair parts are difficult to locate. To be funded using FY 22 Excess Property Transfer Tax. 1 Parks, Recreation & Waterfront Waterfront Pilings (docks, office and restrooms)
1,500,000 1,500,000 850,000 650,000 Design completed. Funding to augment T1 and Marina Fund to complete timber piling replacements. 1 Parks, Recreation & Waterfront CIP Baseline Contribution 4,500,000 2,250,000 2,250,000 1,500,000 2,000,000 Currently at $400,000. With inflation, annual cost of $2.247M Public Works Traffic Calming Program 100,000 50,000 50,000 - 70,000 Increase funding for residents/Council requests and referrals for traffic calming devices. Recommend funding for specific budget referrals as well.
1 Public Works Telegraph/Channing Garage Elevator
Repairs
3,600,000 3,600,000 - 3,600,000 - Public safety issue to replace elevator 1 Councilmembers Robinson and
Hahn
Telegraph-Channing Garage Elevator
Repairs
3,600,000 3,600,000 - - Funding recommended per item above Public Works ADA Transition Plan Update Implementation 2,000,000 1,000,000 1,000,000 250,000 500,000 Annual amount for implementation of ADA projects 1 Public Works Facility Maintenance 2,000,000 1,000,000 1,000,000 250,000 500,000 Deferred maintenance. CIP Fund contribution flat since 2009 (ongoing) 1 Public Works Street Paving additional CIP Fund 16,000,000 8,000,000 8,000,000 5,000,000 9,100,000 Paving Maintenance Investment - needed to maintain PCI (ongoing) 1 Councilmembers Kesarwani, Taplin,
and Wengraf, and Droste
Street Maintenance Funding 18,000,000 9,000,000 9,000,000 - - See recommended funding above 1 Councilmember Harrison Street, Sidewalk, Micromobility and Transit Infrastructure
16,000,000 8,000,000 8,000,000
- - See recommended funding above 1 Councilmember Taplin x Reckless Driving and Sideshow Deterrence Improvements
- Refer to the FY2023 budget process the funding of sideshow deterrence infrastructure, traffic circles or botts' dots; $50K per traffic circle and costs related to Bott's dot materials 1 Councilmembers Kesarwani, Taplin,
Wengraf, and Droste
x South Sailing Basin Dredging 350,000 350,000 - 350,000 - South Sailing Basin Dredging planning & evaluation. 1 Councilmembers Kesarwani, Taplin,
Robinson, and Wengraf
x Implement State Law AB 43 for Reduced
Speed Limits on High-Injury Commercial
Corridors
50,000 50,000 - 50,000 - Funding for new speed limit signage. 1 Councilmembers Hahn, Wengraf,
and Robinson
x Hopkins Corridor Bike, Pedestrian, and
Placemaking Improvements
300,000 150,000 150,000 150,000 150,000 Funding for bike, pedestrian, and streetscape improvements to be implemented in coordination with protected bike lanes, pedestrian safety features, and re-paving of the Hopkins Corridor 1 Councilmembers Hahn, Mayor
Arreguín, Taplin, and Harrison
x Accessibility Renovations-Luna Dance
Institute
150,000 150,000 - 150,000 - Renovation of 931 Ashby Avenue for a fully accessible, permanent dance education center for children, families, artists, teachers and the public
1 Councilmembers Bartlett and Mayor
Arreguín
x Convert 62nd St. between King St, and
Adeline St. into a cul de sac/ marked bicycle
lane
300,000 300,000 - 300,000 Convert 62nd St. between King St. & Adeline St. into a cul de sac. Marked bicycle lane connecting Adeline St. to the bicycle boulevard on King St.
1 Councilmembers Harrison and
Bartlett
x Dwight Way Traffic Calming 50,000 50,000 - 50,000 - Traffic calming intersection improvements on Dwight Way between Grant Street and California Street 1 Councilmembers Bartlett x Semi-diverter traffic bollards at the intersection of Newbury Street and Ashby
Avenue
50,000 50,000 - 50,000 - Funding to install semi-diverter traffic bollards at the east corner of the intersection at Newbury Street and Ashby Avenue
1 32,900,000 20,450,000 12,450,000 14,050,000 13,420,000 Subtotal-Tier 1 Funding Funding Requests Appendix
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BUILDING A BETTER

BERKELEY

SMART INVESTMENT IN ACTION
PROPOSED FY 2023- FY 2027 CAPITAL IMPROVEMENT PROGRAM

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ELECTED OFFICIALS
Mayor
Jesse Arreguín
Councilmembers
Rashi Kesarwani (District 1)
Terry Taplin (District 2)
Ben Bartlett (District 3)
Kate Harrison (District 4)
Sophie Hahn (District 5)
Susan Wengraf (District 6)
Rigel Robinson (District 7)
Lori Droste (District 8)
Cit y Auditor
Jenny Wong
City Manager
Dee Williams-Ridley
Deputy City Managers
Paul Buddenhagen
LaTanya Bellow
Researched and Prepared
by:

The O ffice of Budget and Fisc al Management
Sharon Friedrichsen, Budget Manager
Maricar Dupaya, Senior Management Analyst
Rama Murty, Senio
r Management Analyst
Michelle Rosete, As
sociate M anagement Analyst
Emelit a Bersonda,
Accounting Office Speci ali st III
Special thanks to Department Directors and CIP staff for their assistance and contributions in preparing this document.
1

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TABLE OF CONTENTS
Budget Message ........................................................................................................................................ 4 Program Overview ..................................................................................................................................... 9 Financial Summaries ................................................................................................................................ 17 Unfunded Capital ..................................................................................................................................... 25 City Facilities ...................................................................................................................................39 Information Technology .................................................................................................................. 65 Parks, Recreation & Waterfront ...................................................................................................... . 82 Sanitary Sewer System .................................................................................................................. . 113 Sidewalk s.......................................................................................................................................137 Storm Water System ..................................................................................................................... . 145 Streets ........................................................................................................................................... . 159 Transportation ............................................................................................................................. . 169 Other Infrastructure .................................................................................................................... 205 Equipment & Fleet ......................................................................................................................... 213 3 Program Categories ......................................................................................................................................37

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Office of the City Manager
May 24,
2022
Honora
ble Mayor and Members of the City Council:

The Pro
posed Biennial Capital Budget for Fiscal Years 2023 and 2024 (FY 23 and 24 respectively) and the Five-Year (FY 2023 – FY 2027) Capital Improvement Program (CIP) are submitted herein for your consideration. The discussion on the CIP commenced with departmental presentations to the Budget and Finance Policy Committee in March 2022 and additional public meetings are scheduled over the next several weeks, leading to budget adoption on June 28, 2022.

The Capital Improvement Program represents the spending plan for infrastructure improvements and other specific large -scale purchases over a five -year timeframe. The goal of the CIP is to create a blueprint of the projected infrastructure improvement needs of the City of Berkeley to assist in the planning and budgeting process . It is intended to achieve the following goals:
 Systematic evaluation of all potential projects at the same time;  Framework by which City Council can focus on preserving the City of Berkeley’s infrastructure while ensuring the efficient use of public funds; and  Allows for planned capital projects to be ranked in order of priority, The Five -Year CIP Book provides a de tailed list of capital projects and equipment purchases and also includes proposed and planned funding sources for the projects. It consists of 115 capital projects, 106 of which are either continuing or starting in FY 2023.

The CIP totals $359.5 million, with anticipated spending by fiscal year indicated below:
 $103.6 million in FY 23
 $81.7 million in FY 24
 $66.6 million in FY 25 and
 $55.3 million in FY 26 and
4

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 $52.2 million in FY 27
Of the $103.6 million Proposed FY 2023 Capital Budget, $77.4 million is funded from various sources (special revenue funds, bonds, enterprise funds, internal service funds, and grants) and $26.3 million from the General Fund or CIP Fund, with $7.4 million funded at this time and $19.1 million of pending funding requests. In FY 24, $62.6 million of the $81.7 million Proposed Capital Budget is funded from various sources (special revenue funds, bonds, enterprise funds, internal service funds, and grants) and potentially $19.1 million from the General Fund. Currently the General Fund contributes $4.2 million while an outstanding funding need of $14.9 million remaining.

Before looking toward future needs, it is worthwhile to reflect on some of the projects successfully implemented as noted below:
• Upgrades at the Central Library Interior Upgrades, Public Works Corp Yard and the Marina Corp Yard Electrical and Structural Upgrades, Carpet Replacement at 2180 Milvia 2nd and 3rd Floors.
• Installation of Electric Vehicle (EV) charging stations at City properties. • Sewer Main Rehabilitation: Public Works replaced 27,963 feet of sewer pipelines (nearly a mile greater than the required average) in accordance with the sewer consent decree.
• 50/50 Sidewalk Repair Backlog: Public Works made significant gains towards addressing the 50/50 sidewalk repair program list backlog. From July 1, 2020 through January 31, 2022, 1,907 repairs occurred that 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 projection to reduce the 2019 backlog total by 88% from by the end of FY2023.
• Green Infrastructure Installations & Creek Restoration: Public Works completed Green Infrastructure installations at Grayson Street, Dwight Way, Page Street, Piedmont Avenue Traffic Circle and Medians, and Woolsey Street; and the grant funded Codornices Creek restoration at Kains Avenue. This storm water capital work includes the installation of nine bioretention basins
• Street Rehabilitation and Surface Seals Work: Completion of the FY 2021 annual Street Rehabilitation and Surface Seals projects at citywide locations identified in the 5 Year Paving Plan, complete design and beginning 5

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construction of the FY 2022 Annual Street Rehabilitation and Surface Seals project.
• Mobility & Vision Zero Action Plan: Expanded use of “quick-build” program to deliver Vision Zero traffic safety projects more quickly and affordably, and developed a Shared Electric Micromobility Permit Program • Phone System Upgrade: The upgrade to the City’s phone system advanced the City’s Strategic Plan goal to provide state -of-the-art, well-maintained infrastructure, amenities, and facilities. This hardware and software upgrade improved call center services to meet current “e911” law and regulations in accordance with State and federal regulations. This upgrade also included increased vendor support, documentation, administrator training, and annual disaster recovery planning and testing. • Re-building of Berkeley Tuolumne Camp: In August, 2013, the California Rim Fire destroyed Berkeley Tuolumne Camp. The nearly $55 million re- build project, funded more than 95% by insurance, federal government (FEMA) and donations, resulted in construction of 62 new tent cabins, 20 staff housing cabins, 4 restroom buildings, water and wastewater treatment facilities, a dining hall, a recreation hall, pedestrian bridges and accessible pathways. The Camp is set to open in the summer of 2022. • 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 Ave 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 and University, resurfacing of Marina Blvd, and reconstruction of Spinnaker Way along Cesar Chavez Park. The project was funded by Measure T1 ($4.2 million), a one- time capital contribution from a local business ($3 million), and Public Works streets funding ($1 million).

CHALL
ENGES
The City's ability to fund its Capital Improvement Program is limited by the total available resources that are competing with other community priorities. The capital needs of the City far exceed available resources. The City of Berkeley faces significant challenges in maintaining its critical infrastructure due to years of limited funding. Deferred maintenance has resulted in an aging City infrastructure that desperately ne eds repair and improvement. While all of the capital program areas are negatively impacted, t he City’s streets, facilities, and waterfront are the most adversely affected by this limited 6

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resource. The COVID-19 Pandemic and its impact on the economy also hindered some planned capital projects in the City’s Parking program. New projects stemming from an ADA accessibility Transition Plan and projects that addresses climate change and sustainability require funding. Beyond the projects included in this five -year CIP, the unfunded capital needs total approximately $1.65 billion. Long term funding strategies will need to be developed in the future to meet these infrastructure needs and options will be explored with the City Council and community.

OPPORTU
NITIES
In reading the Capital Improvement Program, it is important to note the tremendous advances made by the City in addressing critical infrastructure needs. With resources generated by the hard work of City staff through grant awards, and the support of Berkeley voters by approving Measure F, Measure M, and Measure T1, along with the General Fund, Special Revenue Funds, Enterprise Funds, and other funds, the City has revitalized a number of City facilities, streets, right of way, open spaces, bicycle lane s, and other City infrastructure.

The City Council has made sound fiscal policy decisions that continue to provide a solid budget framework. Those decisions include establishing five -year plans for revenue and spending, and a “fix it first” approach in which we fund current capital improvements before funding new projects. Council adopted a policy that Transfer Tax in excess of $12.5 million is treated as one-time revenue to be transferred to the Capital Improvement Fund for capital infrastructure needs after the fiscal year ends. However, Property Transfer Tax is tied directly to real property sales, it is a volatile revenue source, and difficult to predict more than one year at a time.

The City Manager’s Office created a Capital Improvement Working Group to address CIP related issues, assess , create, and improve processes, and to provide efficient and equitable CIP financial planning.

Other funding opportunities to consider are:
• General Obligation Bond – 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 7

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will develop and complete a timeline for the debt issuance for the two outstanding measures.
• Local, State, and Federal grants – there are various grant opportunities available for capital projects in the coming years. More specifically, the Infrastructure Investment and Jobs Act is a $1.2 trillion spending package in which $550 million is in new spending. The more shovel ready the projects are , the better chance of getting awarded.

Despite the ongoing challenges, the City has accomplished projects that contributes to the health, safety, and quality of life of its residents. Staff continues to work diligently to secure external funding and proactively look for solutions to achieve internal efficiency, and leverage programmatic funding and partnerships.

The development of this CIP is a collaborative effort with the City’s CIP Departments and the City Manager’s Office, along with the Budget and Finance Policy Committee, the rest of City Council, and the public. This continued collaboration will be vital as we celebrate accomplishments, face challenges, and welcome opportunities in the upcoming years.

Respe
ctfully Submitted,
Dee Wi
lliams-Ridley City Manager
8

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WHAT I
S 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 fir
st 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 2023 Capital Budget does not include capital project budget which has previously been encumbered and unspent from the previous fiscal year.

Proje
cts 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 i
s 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,
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. 9 CAPITAL IMPROVEMENT PROGRAM OVERVIEW

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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.

FIVE - YEA R CAPITAL IMPROVEMENT PROGRAM
FY 2023- FY 2027

The Five-Year (FY 2023 – FY 2027) CIP contain 115 capital projects, 106 of which are either continuing or starting in FY 2023.

The Five-Year (FY 2023 – FY 2027) CIP total is $359.46 million. The FY 2023 CIP is proposed at $103.62 million. The FY 2024 CIP is proposed at $81. 69 million. Future years of FY 2025 is planned at $6 6.63 million, FY 2026 is planned at $55.33 million, and FY 2027 is planned at $52.19 million.

The Proposed FY 2023 Capital Budget is $103.62 million, $77.36 million is funded from various sources (special revenue funds, bonds, enterprise funds, internal service funds, and grants). The General Fund or CIP Fund are i dentified as the funding source for $26.27 million. However, only $7.14 million is funded and $19.13 million of that amount is still a funding request.

The Proposed FY 2024 Capital Budget is $81.69 million, $62.58 million is funded from various sources (special revenue funds, bonds, enterprise funds, internal service funds, and grants). The General Fund or CIP Fund are identified as the funding source for $1 9.11 million. However, only $4.26 million is funded and $14.85 million of that amount is still a funding request.

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.

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

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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 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 2023, 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 2023 is $26,270,623 and includes the annual baseline allocations plus one-time funding requests that do not have other funding sources. Measure T1: Measure T1
1 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 addi tional 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. It 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 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.
1 https://berkeleyca.gov/your-government/our-work/ballot-measures/measure-t1 . 11

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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 2018 and FY 2019 Biennial Budget, the threshold amount was increased and is still the current amount today.

 On May 27, 20172, 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 for the CIP Fund 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 2021) 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 Baseline Allocation to CIP programs
Facilities $900,000
Parks $400,000
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.

2FY 2018 & FY 2019 Biennial Budget Adoption (Item 47)

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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 3 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 City’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 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 2023 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,
3 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
13

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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 2023, 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.

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49 Sports courts
36 Picnic areas
38 Public
restrooms
15 Sports fields
4 Community centers
3 Resident
camps
2 Pools
2 Clubhouses
PROPOSED FY 2023- FY 2027 CAPITAL IMPROVEMENT PROGRAM CITY OF BERKELEY PAGE X 300+ Miles of Sidewalks
215
Miles of stree
ts
255 Miles
of sewer
mains
78 Miles of underground pipes,
catch basins and cross-drains

INFRASTRUCTURE INVENTORY
42,000 Trees
(street, parks and camp trees)
63 Play areas
52 Parks
UNISEX
263 Park and
median irrigation
systems

52.5 Total miles of bicycle infrastructure
13 Linear miles of
Landscaped Medians
4 Miles of Bay Trail/
Greenways
136 Pathways
30 Green
infrastructure sites
in the right of way
15

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PROPOSED FY 2023- FY 2027 CAPITAL IMPROVEMENT PROGRAM CITY OF BERKELEY PAGE X

WHAT WE MAINTAIN
142
traffic
signals
194
Triangles,
traffic
diverters
and circles
28 Speed
feedback
signs (SF
S)
25 Rectangular
Rapid
Flashing
B
eacons
(RRFB)
1 Pedestrian
Hybrid Beacon
(PHB)
8,011
City Owned
Streetligh
ts,
all LED
621
Vehicles
75 City owned EV charging stations
as of March 2022
142 Speed humps
and raised crosswalks
95 Buildings/facilities

39 are in the Parks
Recreation and Waterfront’s
inventory and 56 are in
Public Works’ inventory.
(Not including Library
facilities and facilities
leased to other entities, )
The Berkeley Waterfront has:
1 Advent
ure
Playground
1 Shore
bird
Nature
Center and
classroom
1,000 Boat-berth Marina, with
large boat and small craft launch areas
100 Acres of open space and parks
50 Acres of Marina Harbor
11 Parking lots 8 Restroom buildings
7 Miles of pedestrian trails
16

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CAPITAL IMPROVEMENT PROGRAM
FINANC

IAL SUMMARIES
This section of the CIP provides charts and tables of the City’s Five-Year CIP budget.

These summaries provide an overview of how the City’s CIP is proposed to be funded based on program category, funding sources, how much is from general fund and the specific projects associated with that funding, what is funded, what still needs funding, and the FY 2023 Capital Budget.

The following section contain, the:
Summary table and chart by category, All Funds
Summary table and chart by funding source, All Funds
Summary table by program and project, General Fund
Proposed FY 2023 & FY 2024 CIP General Fund – Funded and Requesting Funding
Summary Table of FY 2023 Capital Budget
17

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FY 2023 - FY 2027 CAPITAL IMPROVEMENT PROGRAM BY CATEGORY - ALL FUNDS Category
Proposed FY
2023
Proposed FY
2024
Planned FY
2025
Planned FY
2026
Planned FY
2027 Total
City Facilities 5,188,925$ 7,858,801$ 6,865,740$ 3,256,135$ 1,494,924$ 24,664,525$ Equipment & Fleet 2,829,074$ 2,388,550$ 4,217,547$ 3,516,802$ 6,193,388$ 19,145,361$ Information Technology 5,036,340$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 8,036,340$ Parks, Recreation, and Waterfront 16,636,943$ 14,058,333$ 6,748,333$ 4,860,000$ 1,880,000$ 44,183,610$ Sanitary Sewer 19,764,924$ 20,813,315$ 24,489,500$ 21,967,500$ 20,885,000$ 107,920,239$ Sidewalk Repairs 2,685,000$ 1,035,000$ 1,535,000$ 1,535,000$ 1,535,000$ 8,325,000$ Storm Water System 3,175,000$ 2,305,000$ 1,350,000$ -$ -$ 6,830,000$ Streets 21,287,178$ 18,332,178$ 17,257,178$ 17,257,178$ 17,257,178$ 91,390,890$ Transportation 21,727,339$ 8,502,049$ 1,769,300$ 1,050,000$ 1,050,000$ 34,098,688$ Other Infrastructure 5,292,798$ 5,392,798$ 1,392,798$ 1,392,798$ 1,392,798$ 14,863,990$ Total 103,623,521$ 81,686,024$ 66,625,396$ 55,335,413$ 52,188,288$ 359,458,643$ $24,664,525 City
Facilities 7% $19,145,361 Equipment &
Fleet 5%
$44,183,610 Parks,
Recreation, and Waterfront
12%
$107,920,239
Sanitary Sewer
30%
$8,325,000
Sidewalk Repairs
2%
$6,830,000
Storm Water System
2%
$91,390,890 Streets 26%
$34,098,688
Transportation
10%
$14,863,990
Other Infrastructure
4%
$8,036,340 IT 2%
18

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FY 2023 - FY 2027 CAPITAL PROGRAM BY FUNDING SOURCE - ALL FUNDS Proposed
FY 2023
Proposed
FY 2024
Planned
FY 2025
Planned
FY 2026
Planned
FY 2027 Total
General Fund 26,270,623$ 19,105,676$ 15,597,6 15$ 14,068,0 10$ 13,411,7 99$ 88,453,7 23$ General Fund 18,962,361$ 14,853,767$ 12,066,455$ 10,679,778$ 10,000,000$ 66,562,361$ Capital Improvement Fund 7,308,262$ 4,251,909$ 3,531,160$ 3,388,232$ 3,411,799$ 21,891,362$ Special Revenue Funds 20,299,866$ 12,832,484$ 11,527,4 01$ 10,828,1 01$ 10,848,1 01$ 66,335,9 53$ Measure B 262,100$ 262,100$
Measure BB 12,357,739$ 7,039,383$ 6,094,300$ 5,375,000$ 5,375,000$ 36,241,422$ Measure F (Vehicle Registration Fee) 1,071,461$ 655,000$ 255,000$ 255,000$ 255,000$ 2,491,461$ Measure Q 800,000$ -$ -$ -$ -$ 800,000$
Parks Tax 1,050,000$ 1,050,000$ 1,090,000$ 1,110,000$ 1,130,000$ 5,430,000$ Private Party Sidewalks 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$ Street Light Assessment 392,798$ 392,798$ 392,798$ 392,798$ 392,798$ 1,963,990$ State Transportation Tax (includes SB1) 2,715,768$ 2,295,303$ 2,595,303$ 2,595,303$ 2,595,303$ 12,796,980$ UC Settlement (LRDP) 1,550,000$ 1,300,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,850,000$ Capital Project Funds 16,350,277$ 16,978,333$ 8,093,333$ 4,105,000$ -$ 45,526, 943$ Measure T1 Infrastructure Fund 16,350,277$ 16,978,333$ 8,093,333$ 4,105,000$ -$ 45,526,943$ Enterprise Funds 24,289,924$ 23,718,315$ 27,189,5 00$ 22,817,5 00$ 21,735,0 00$ 119,750,239$ Clean Storm Water 2,275,000$ 1,555,000$ 1,350,000$ -$ -$ 5,180,000$ Marina Operations 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750,000$ Permit Service Center 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 4,500,000$ Sanitary Sewer 19,764,924$ 20,813,315$ 24,489,500$ 21,967,500$ 20,885,000$ 107,920,239$ Zero Waste 400,000$ -$ -$ -$ -$ 400,000$
Internal Service Fund 3,429,074$ 2,388,550$ 4,217,547$ 3,516,802$ 6,193,388$ 19,745,3 61$ Equipment Replacement Fund 2,829,074$ 2,388,550$ 4,217,547$ 3,516,802$ 6,193,388$ 19,145,361$ IT Cost Allocation 600,000$ -$ -$ -$ -$ 600,000$
Other One-Time Funding 12,983,757$ 6,662,666$ -$ -$ -$ 19,646, 423$ Capital Grants - Federal 7,501,276$ -$ -$ -$ 7,501,276$ Capital Grants - State 2,686,594$ 1,905,666$ -$ -$ -$ 4,592,260$ Capital Grants - Local 837,000$ 1,057,000$ -$ -$ -$ 1,894,000$ Other Grants 1,958,887$ 3,700,000$ -$ -$ -$ 5,658,887$ $ Total 103,623,521$ 81,686,024$ 66,625 ,396$ 55,335 ,413$ 52,188 ,288$ 359,45 8,643$ 19

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FY 2023 - FY 2027 CAPITAL PROGRAM BY FUNDING SOURCE - ALL FUNDS General Fund
88,453,723
25%
Special Revenue Funds
66,335,953
18%
Capital Project
Funds
45,526,943
13%
Enterprise Funds
119,750,239
33%
Internal Service Funds
19,745,361
6%
Other One-Time Funding
19,646,423
5%
General Fund Special Revenue Funds Capital Project Funds Enterprise Funds Internal Service Funds Other One-Time Funding 20

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CITYWIDE CAPITAL PROGRAM GENERAL FUND RESOURCES
FY 2023, FY 2024, FY 2025, FY 2026, and FY 2027
Program Categories
Type of
Funding
Proposed
FY 2023
Proposed
FY 2024
Planned
FY 2025
Planned
FY 2026
Planned
FY 2027 Totals
City Facilities 3,183,925$ 2,438,801$ 3,680,740$ 2,151,135$ 1,494,924$ 12,949,525$ Building Assessment BF 77,175 81,034 85,085 89,340 93,807 426,441 Carpet Project BF 150,000 157,500 165,375 173,644 182,326 828,845 Corp Yard Comprehensive Plan BF 440,000 - - - - 440,000 EV Charging OTMC 1,150,000 - - - - 1,150,000
Evidence Storage BF 36,750 - - - - 36,750
Public Safety Building Projects BF 150,000 157,500 165,375 - - 472,875 Roof Replacement BF 180,000 189,000 198,450 208,373 218,791 994,614 Facilities deferred maintenance investment OGRF 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Telegraph Channing Garage Elevator OTRF - 853,767 2,066,455 679,778 - 3,600,000 Information Technology 2,386,340$ -$ -$ -$ -$ 2,386,340$ Animal Services License System OTRF 45,000 - - - - 45,000 Business Licensing System Replacement OTRF 500,000 - - - - 500,000 CIP Project Management & Planning Software OTRF 500,000 - - - - 500,000 City Website Enhancements OTRF 150,000 - - - - 150,000 Environmental Health Time and Case Tracking
Replacement OTRF 153,840 - - - - 153,840
Legal Case Management and Practice Management
Software OTRF 112,500 - - - - 112,500
NextGen System Upgrades OTRF 75,000 - - - - 75,000 Paperless Contract Workflow System OTRF 400,000 - - - - 400,000 Property Tax Assessment System Replacement OTRF 450,000 - - - - 450,000 Parks, Recreation, and Waterfront 3,650,000 400,000 400,000 400,000 400,000 5,250,000 Bike Park on University Ave. OTRF 600,000 - - - - 600,000 Cedar Rose (2-5 And 5-12 Play Structure) BF - 400,000 - - - 400,000 Grove Park Phase 2 BF 400,000 - - - - 400,000
J&K Parking Lot OTRF 1,150,000 - - - - 1,150,000
Piling Replacements OTRF 1,500,000 - - - - 1,500,000 Capital Fund Annual Allocation BF - - 400,000 400,000 400,000 1,200,000 Sidewalks 635,000 635,000 635,000 635,000 635,000 3,175,000 Proactive & Responsive Sidewalk Repair BF 635,000 635,000 635,000 635,000 635,000 3,175,000 Storm Water System 250,000 750,000 - - - 1,000,000 Strawberry Creek- Culvert Repairs BF 250,000 750,000 - - - 1,000,000 21

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CITYWIDE CAPITAL PROGRAM GENERAL FUND RESOURCES
FY 2023, FY 2024, FY 2025, FY 2026, and FY 2027
Program Categories
Type of
Funding
Proposed
FY 2023
Proposed
FY 2024
Planned
FY 2025
Planned
FY 2026
Planned
FY 2027 Totals
Streets 10,131,875 9,881,875 9,881,875 9,881,875 9,881,875 49,659,375 Annual Street Rehabilitation & Paving* BF 2,131,875 1,881,875 1,881,875 1,881,875 1,881,875 9,659,375 Street Rehabilitation PCI Improvement Project OGRF 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 40,000,000 Other Infrastructure 4,500,000 5,000,000 1,000,000 1,000,000 1,000,000 12,500,000 ADA Transition Plan Update Implementation OGRF 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Jail Control Panel Replacement OTRF 500,000 - - - - 500,000 Parking Meters Replacement OTRF 3,000,000 4,000,000 - - - 7,000,000 Transportation 1,533,483 - - - - 1,533,483
7TH/Anthony Traffic Signal Project OTF 82,559 - - - - 82,559 Ashby/San Pablo Trf Improv OTF 1,100,423 - - - - 1,100,423 Dwight/California Intersection Improvements OTMC 326,021 - - - - 326,021 Woolsey / Eton Intersection-Traffic Calming OTMC 24,480 - - - - 24,480 Total General Fund 26,270,623$ 19,105,676$ 15,597,615$ 14,068,010$ 13,411,799$ 88,453,723$ Type of Funding: BF=Baseline Funded; OTF=One-time Funded; OTRF= One-time Requesting Funding; OGRF=On-going Requesting Funding; OTMC= Mayor/Council One Time Funded *The Public Art & First Source contribution already subtracted from amount $88,453,723 Five-Year CIP General Fund Total
$66,732,500Five-Year CIP General Fund Request
(FY 2023 = $19.13 million GF Request, FY 2024 $14.85 million GF Request) 22

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$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Proposed FY 23 & FY 24 CIP - General Fund
FY 2023 FY 2024
General Fund -
What’s Funded and
What’s Requested?
FY 2023
Total = $26.27 million
Funded = $7.14 million
Requesting Funding = $19.13 million
FY 2024
Total = $19.11 million
Funded = $4.26 million
Requesting Funding = $14.85 million
23

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FY2023 CAPITAL BUDGET - PROPOSED
City Facilities Information
Technology
Parks,
Recreation, &
Waterfront
Sanitary
Sewer
Sidewalk
Repairs
Storm
Water
System
Streets Transportation Other
Infrastructure
$5,188,925 $2,829,074 $16,636,943 $19,764,924 $2,685,000 $3,175,000 $21,287,178 $21,727,339 $5,292,798 GF/CIP
Funding
Request
$1,000,000
GF/CIP
Funding
Request
$2,382,500
GF/CIP
Funding
Request
$3,250,000
GF/CIP
Funding
Request
$0
GF/CIP Funding
Request
$0
GF/CIP
Funding
Request
$0
GF/CIP
Funding
Request
$8,000,000
GF/CIP Funding
Request
$0
GF/CIP
Funding
Request
$4,500,000
49 Equipment and Fleet
$2,829,074
FY 2023 Total General Fund
Request $19.13 million
106
Proposed Capital Projects
TOTAL FY 2023 PROPOSED CAPITAL BUDGET
$103,623,521
24

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UNFUNDED CAPITAL FY 2023 – FY 2027
Corporation Yard Building

OVERVIEW
Due
to the age of the City’s infrastructure and limited resources allocated to infrastructure, the City’s unfunded needs tied to infrastructure have increased over the years and are anticipated to range around $1.65 billion from FY 2023 to FY 2027. Of note, the City’s street infrastructure is likely to further deteriorate without a significant infusion of new resources.

Several recent items adopted by voters have provided a much- needed increase in the resources available for the City to address its infrastructure needs:

ϒ Measure T1: In November 2016, Berkeley voters passed Measure T14 authorizing the City to sell $100 million of General Obligation Bonds 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. 4 https://berkeleyca.gov/your-government/our-work/ballot-measures/measure-t1 25

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Council approved 45 projects to be completed in Phase 1, spanning 2017 to 2021. The majority of these projects are now complete, with the balance to be completed in 2022. On December 15, 2020, Council approved more than 30 additional projects to be completed in Phase 2, between 2021 and 2026 and on April 27, 2021, City Council authorized the City to raise an additional $45 million to complete Phase 2 projects. It is anticipated that the full $100 million of Measure T1 funds will be expended by 2026, if not sooner.

ϒ Measure F: The November 2014 voter approval of Measure F (a Citywide special parks parcel tax) provided an additional $750,000 per year for major maintenance projects, raising annual funding for parks capital and major maintenance projects from the prior $250,000 to $1 million.

ϒ Measure M: In November 2012, Berkeley voters approved Measure M (a general obligation bond), to provide an additional $30 million towards improving the condition of city streets and where appropriate, install Green Infrastructure projects as defined in the Watershed Master Plan. The funds raised with this bond have been fully expended and the City inves ted these resources back to the community.

ϒ Measure BB: In November 2014, Alameda County voters approved Measure BB (assessment

0.5% sales tax), increasing funding for local transportation enhancements. Berkeley’s allocation is approximately $2.6 million annually and is applied to improving the pavement condition and specific street/transportation improvement projects.

Despite these measures, City facilities and infrastructure needs continue to exceed available funds. For the next five years, the minimum unfunded needs in parks, pools and camps exceed $80 million. The amount of recurring funding to address these needs has been bolstered by the passage of Measure F, but is still only $1.4 million per year. The unfunded needs at the Waterfront exceed $146 million. There is $350,000/year planned for capital in the Marina Fund, which is insufficient to address Waterfront needs. Even this level of funding exceeds the Fund’s resources: The Marina Fund is projected to need $1.4 million in the next budget cycle just to maintain baseline Waterfront operations. Capital needs at the Waterfront are otherwise dependent on external funding and grants.

The City has begun the Berkeley Marina Area Specific Plan (BMASP), which will explore new revenue generating opportunities to help address the structural deficit, exhausted reserves, and declining operating revenue that makes it impossible for the Marina Fund to reinvest in its facilities.

The unfunded needs in streets, sidewalks, storm drain/watershed, sewer, transportation and buildings/facilities exceed $990 million. The amount of recurring funding to address these needs is $31.5 million.

It is anticipated that infrastructure costs will continue to increase through typical wear and tear on our City infrastructure in the coming years, plus the pressures of long -deferred maintenance. As needed improvements continue to be deferred, operating and maintenance costs rise and rehabilitation and replacement costs increase substantially.
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UNFUNDED NEEDS
The following describe the various unfunded needs by program category:

ϒ City Facilities: The City is responsible for maintenance of 95 facilities, not including Library facilities and facilities leased to other entities, which have not been accounted for in this analysis. These 95 facilities include: 39 facilities in the Parks Recreation and Waterfront inventory and 56 facilities in the Public Works inventory.

The City regularly performs assessments and provides updated condition reports and cost estimates for the City’s facility inventory. The most recent assessment for city facility needs estimates the cost of improvements at approximately $288 million, while the programmed baseline budget allocation to Public Works over the next five years for this work is a cumulative $4 million allocation from the Capital Improvement Fund. In addition to utilizing one -time sources of project funding, such as Measure T1, Public Works is evaluating the establishment of an internal service fund methodology for major facility capital replacement similar to the established internal service fund for maintenance of city owned facilities, equipment, and information technology.

ϒ Information Technology: Technology infrastructure presents unique challenges with respect to forecasting long term requirements because technology evolves quickly compared to other types of infrastructure. The City’s needs in terms of network bandwidth, data storage, and wireless devices may be dramatically different in the future than they are today. Additionally, unlike traditional infrastructure replacement projects which can be done incrementally, some technology tools require a large upfront investment to implement but cost significantly less to upgrade as the technology becomes more common. City staff currently use and maintain a vast technology infrastructure to provide services to the community each day. Current information technology infrastructure will expand as the City uses more technology tools to gain efficiencies.

Currently, the City’s asset inventory comprises approximately  1,300 desktops,
 530 laptops,
 100 tablets, and
 100 Public Safety Mobile Data Computers (MDCs)
The following are critical projects that are unfunded:
• Geographical Information Systems (GIS) – Master Address Database (MAD) o The GIS MAD project will address non-compliance with the National Emergency Number Association (NENA) Grid and e911 Technology, with the goal to establish one master address database out of the City’s multiple sources of address data. Information Technology is working on the cost estimate of this unfunded project. 27

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• 1947 Center Street Network Upgrade
o Upgrade aging network infrastructure in the 1947 Center St. building. Multi -mode fiber, 3,000-5,000 feet, needed at an estimated cost of $75,000. • Workforce Mobility
o The vast majority of City employees still use fixed desktop computers, and the City has only recently started deploying laptops and tablets. The IT Department recommends moving to a laptop and mobile first strategy. This will greatly improve productivity of the workforce and likely result in overall cost savings. However, computer replacement costs will increase, approximately $100,000 per year.

ϒ Parks, Recreation & Waterfront : The Parks, Recreation & Waterfront Department (PRW) operates, maintains and manages 54 pa rks, 4 community centers, 2 clubhouses, 2 pools, 3 resident camps, 15 athletic fields, 49 sports courts, 63 play areas, 36 picnic areas, 35,000 street trees and park trees, 152 landscaped street medians and triangles, 263 street irrigation systems, and 30 restrooms and out- buildings. In addition, PRW operates and maintains the Berkeley Waterfront and its related facilities, including the docks, pilings, channel, streets, pathways, parking lots, buildings, trails, Adventure Playground, and 1,000 boat and be rth rentals. The recurring funding available for capital and major maintenance is $1.815 million, as shown in the table below.

Funding Source Annual Capital & Major
Maintenance Funding
Parks Tax Fund $1,065,000
Capital Improvement Fund $400,000
Marina Fund $350,000
Camps Fund5 $0
Total Funding Available $1,815,000
5Due to the loss and rebuilding of Berkeley Tuolumne Camp, the Camps Fund does not have sufficient funds at this time to cover any annual investment in capital or major maint enance. 28

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Unfunded Capital Needs
Needed Improvements85 Cost Estimate
Resident Camps $7,935,000
Waterfront $146,092,000
Pools $7,200,000
Park Buildings/Facilities $4,510,000
Parks (General) $14,400,000
Parks (Specific) $41,927,000
Park Restrooms $4,450,000
Total Need $226,514,000
The majo
rity of these unfunded needs are at the Waterfront, where many of the docks, pilings, buildings, parking lots and streets have reached the end of their useful life and are starting to fail. ability to pay for the pressing capital needs in the Waterfront.

The Marina Fund, which is the City’s mechanism for managing all Waterfront revenues and expenditures, is projected to be insolvent in the next budget cycle. Revenues have declined more than 20% in the last several years, from $6.8 million in FY 2019 to $5.3 million in FY 2021 as a result of safety and security concerns and failing infrastructure, and most recently due to the COVID- 19 pandemic, which has hit restaurants, the hotel and commercial office tenants located at the Waterfront particularly hard. The combination of falling revenue and increasing expenditures have strained the relatively small Marina Fund to a breaking point.

The City has begun a long-term planning effort – the Berkeley Marina Area Specific Plan – to establish the community’s vision for the Waterfront and a plan for the Marina to achieve financial viability. There is still a need to address an estimated $146 million in infrastructure repairs to docks, pilings, dredging, streets, parking lots, and pathways. If additional investments are not made, facilities and infrastructure will either require costlier emergency funding or be closed as in the case of the Berkeley Pier.

Waterfront customers will continue to leave the Berkeley Marina, continuing the downward spiral of revenue loss and blight.

ϒ Sanitary Sewer System: In 2014, the City (along with EBMUD and all agencies conveying flows to EBMUD) concluded negotiations with the Environmental Protection Agency and the Department of Justice for violation of the Clean Water Act and agreed to a stipulated settlement known as the final Consent Decree. To comply with the Consent Decree, the City is required to rehabilitate an average of 4.2 miles of sewer pipeline annually based on a three - 29

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year rolling average. Effectively, this mandated significant additional maintenance activities and capital improvements results in increased costs of managing the City’s existing sewer system.

After a sewer rate study was completed, a series of rate adjustments were adopted beginning in FY 2016 to support the added financial load of the Consent Decree requirements.

The City is currently on track to meet rehabilitation mileage targets with revenues generated from sanitary sewer fees, however the costs per mile for sewer construction have increased sinc e the rate study was completed. These costs will have to be closely monitored going forward over the duration of the Consent Decree, in case additional funding is needed to maintain the City’s sanitary sewer system. Public Works is currently preparing a Sanitary Sewer Master Plan, which will identify areas of high inflow and infiltration and capacity deficiency in the sanitary sewer system, provide prioritization of capital improvements, develop 5-year and 15-year capital improvement plans, and analyze the City’s current sanitary sewer rate structure’s ability to fund future improvements. Based on the results of this master plan, a better assessment of future liability will be presented in the next Unfunded Liabilities Report.

ϒ Storm Water System: The City’s engineered storm drains include approximately 78 miles of underground pipes, manholes, catch basins and cross -drains, and 30 green infrastructure installations. Much of the storm water infrastructure is over 80 years old and needs substantial rehabilitation. The backlog of projects includes:
 Rehabilitation of pipeline reaches;
 Conveying dry weather flows;
 Replacement of deteriorated drain inlets and piping;
 Major cleaning of the primary storm collectors in the lower Berkeley drainage watersheds; and
 Replacement of street cross drains.

The City desires to address these issues while forwarding its policies to improve the environment by pursuing Green Infrastructure and Low Impact Development (LID) methods.

In 2012, City Council adopted the City’s Watershed Management Plan (WMP). The WMP uses LID methods to develop an integrated and sustainable strategy for managing storm water resources that addresses water quality, flooding, and the preservation of local creek habitats and the San Francisco Bay. According to the 2012 Watershed Management Plan, the total unfunded need of the storm water system is projected at $208 million. Staff estimates an additional need of $38 million over the next five years towards unfunded maintenance of storm water infrastructure as well as storm drain and Green Infrastructure Plan capital improvement projects. Set to begin in 2021 are updates to the Watershed Management Plan and development of a Storm Drain Master Plan, which will assist with the planning for rehabilitation and replacement of aging infrastructure and how to address future water runoff flows. 30

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The City has two Clean Storm Water Fee sources assessed to owners of real property that contribute to storm water runoff and use the City’s storm drain for collection and conveyance. The first Clean Storm Water Fee was established in the early 1990’s and generated enough revenue to cover only baseline storm water maintenance operations and emergency storm drain response efforts. In FY 2018, the City passed a second Clean Storm Water Fee through voter approval of a majority of responding property owners. In addition to increasing revenue for maintenance and operations, the new fee has added an additional $1.1 million in annual revenue available for capital projects.

ϒ Sidewalks: The City manages sidewalk repair programs to keep the City’s sidewalks safe and provide for safe pedestrian passage, including make -safe repairs, annual proactive and responsive repair programs, and the City’s 50/50 replacement cost share program in which the City shares the liability and costs for broken sidewalks with property owners.

Approximately $700,000 is available in annual funding towards sidewalks maintenance and repair construction from baseline allocations from the Capital Improvement Fund and 50/50 Program contributions from residents. Over time, the backlog of sidewalk repairs identified to be addressed through the 50/50 program has grown significantly beyond the funding capacity to make the needed repairs. In addition to the residen t-requested sidewalk repairs, the ADA Transition Plan is underway and includes a proactive condition assessment of approximately 475 miles of sidewalks. This assessment will likely result in approximately $50 million in unfunded need for sidewalks, and $10 million in unfunded pathway needs. A one-time
allocation of $500,000 in Excess Equity revenue was added to the FY 2020 Sidewalks CIP budget, but a second $500,000 allocation programmed for FY 2021 was deferred due to citywide budget balancing needs. T1 P hase 2 is allocating $1.8 million to sidewalks to help with the backlog of repairs. Any reallocation to sidewalks from local streets and roads funds such gas tax would impact the streets paving program.

ϒ Streets: Berkeley has 216 centerline miles (450 lane miles) of public streets within the City limit comprising 22 miles of arterials, 37 miles of collectors, and 156 miles of residential streets.

The current citywide Pavement Condition Index (PCI) rating for those streets is 57 (out of 100), putting Berkeley streets collectively in the “At-Risk” category. This is well below the 2012 City Council approved City Auditor recommendation to achieve a PCI rating goal of 75. The City currently allocates about
$7.3 million in recurring funding to Street paving from local and state sources, including:
 Measure BB,
 Vehicle Registration Fees (VRF),
 State Transportation Tax/SB1; and
 The City’s Capital Improvement Fund.
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This funding for street paving projects is not only spent on paving, but is also spent on complete streets project elements such as:
 Traffic calming;
 Signal maintenance and improvements;
 Transit area improvements;
 Sidewalk maintenance and capital improvements; and
 Storm drainage and green infrastructure improvements.

The City has used bond funding to supplement its recurring sources of funding, including Measure M, Measure T1, in which $8.5 million was programmed to Streets in Phase 1 and $6.8 million in Phase 2.

According to the City’s Street Saver system software and detailed analysis and projections provide by a Streets Engineering consultant, the streets network has approximately $250 million in deferred maintenance needs. The City would need to allocate $17.3 million each year to maintain its current PCI, and increase its annual paving funding to $27.3 million a year to increase the PCI by 5 points. In order to merely maintain the City’s PCI after one - time bond funds are expended, it will be necessary to identify additional annual funding for the pavement management program. To significantly improve Berkeley’s pavement condition, a substantial investment and influx of funding will have to be made.

ϒ Transportation: The City currently has 142 traffic signals and 20 Rectangular Rapid Flashing Beacons (RRFBs) maintained by the Public Works Department. To support this network, Public Works has a baseline budget of $300,000 in capital maintenance for signals and other traffic calming devices, and $100,000 toward new traffic calming requests. These funding levels are insufficient to bring all of the signals up to date. As a result, there are deficiencies at many intersections throughout the city, including lack of detection devices, lack of pedestrian push buttons, and lack of battery backup for signal controllers in case of power outage. Any reallocation to traffic signals from street and transportation funds such as gas tax and Measure B & BB would impact the street paving program or other transportations projects.

Parking capital infrastructure is newly added to the unfunded capital needs report in FY 2021. COVID- 19 impacts to both on -street and off -street parking revenue have depleted parking fund reserves earmarked for major capital improvements to the City’s parking infrastructure. The Telegraph Channing Garage Elevator Replacement Project, scheduled to begin in F Y 2021 but deferred to a future fiscal year, has an estimated full project cost of approximately $3.6 million. The Citywide Parking Meter Upgrade/Replacement project is estimated to cost $7 million and is scheduled for FY 2023, to align with cell network carrier technology upgrades. Public Works has programmed an annual contribution to the On-Street Parking Fund balance at a rate of $1 million/year through FY 2023 to fund the project.

At the start of FY 2023, those fund balances will not have been restored to levels sufficient to cover parking program expenses beyond operations and maintenance. Funding for these major projects is uncertain until the parking funds can restore revenues. 32

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FY 2023 - FY 2027 Summary of Unfunded Capital
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total
Year 1-5
Parks, Park Buildings, Pools, Waterfront, and Camps
Available Funding(1)
$1,815,000 $1,815,000 $1,840,000 $1,860,000 $1,880,000 $9,210,000 Expenditures $1,815,000 $1,815,000 $1,840,000 $1,860,000 $1,880,000 $9,210,000 Capital & Maint. Need (2)
$226,514,000
Unfunded Liability ($229,192,980) ($231,925,540) ($234,687,250) ($237,483,795) ($240,315,871) ($240,315,871) Public Buildings
Available Funding $800,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 Expenditures $800,000 $800,000 $800,000 $800,000 $800,000 $4,000,000 Capital & Maint. Need $288,000,000
Unfunded Liability ($292,944,000) ($297,986,880) ($303,130,618) ($308,377,230) ($313,728,775) ($313,728,775) Sidewalks
Available Funding $2,685,000 $700,000 $700,000 $700,000 $700,000 $5,485,000 Expenditures $2,685,000 $700,000 $700,000 $700,000 $700,000 $5,485,000 Capital & Maint. Need $60,000,000
Unfunded Liability ($58,461,300) ($58,916,526) ($59,380,857) ($59,854,474) ($60,337,563) ($60,337,563) Streets & Roads
Available Funding $13,037,178 $10,332,178 $9,257,178 $9,257,178 $9,257,178 $51,140,890 Expenditures $13,037,178 $10,332,178 $9,257,178 $9,257,178 $9,257,178 $51,140,890 Capital & Maint. Need $250,000,000
Unfunded Liability ($241,702,078) ($235,997,298) ($231,274,923) ($226,458,100) ($221,544,940) ($221,544,940) Sewers
Available Funding $19,764,924 $20,813,315 $24,489,500 $21,967,500 $20,885,000 $107,920,239 Expenditures $19,764,924 $20,813,315 $24,489,500 $21,967,500 $20,885,000 $107,920,239 Capital & Maint. Need $185,400,000
Unfunded Liability ($168,947,778) ($151,097,152) ($129,139,805) ($109,315,751) ($90,199,366) ($90,199,366) Storm Water
Available Funding $3,175,000 $2,305,000 $1,350,000 $1,300,000 $1,300,000 $9,430,000 Expenditures $3,175,000 $2,305,000 $1,350,000 $1,300,000 $1,300,000 $9,430,000 Capital & Maint. Need $244,500,000
Unfunded Liability ($246,151,500) ($248,723,430) ($252,320,899) ($256,041,317) ($259,836,143) ($259,836,143) 33

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FY 2023 - FY 2027 Summary of Unfunded Capital
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total
Year 1-5
Traffic Signals & Parking Infrastructure
Available Funding $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Expenditures $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Capital & Maint. Need $21,000,000
Unfunded Liability ($21,012,000) ($21,024,240) ($21,036,725) ($21,049,459) ($21,062,448) ($21,062,448) Street Lights
Available Funding $392,798 $392,798 $392,798 $392,798 $392,798 $1,963,990 Expenditures $392,798 $392,798 $392,798 $392,798 $392,798 $1,963,990 Capital & Maint. Need $5,000,000
Unfunded Liability ($4,699,346) ($4,392,679) ($4,079,879) ($3,760,822) ($3,435,385) ($3,435,385) Undergrounding P3
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $105,000,000
Unfunded Liability ($107,100,000) ($109,242,000) ($111,426,840) ($113,655,377) ($115,928,484) ($115,928,484) Bike & Ped Projects
Available Funding $2,481,850 $4,844,568 $169,300 $150,000 $150,000 $7,795,718 Expenditures $2,481,850 $4,844,568 $169,300 $150,000 $150,000 $7,795,718 Capital & Maint. Need $122,500,000
Unfunded Liability ($122,418,513) ($119,925,424) ($122,151,246) ($124,441,271) ($126,777,097) ($126,777,097) Transit Projects
Available Funding $9,227,675 $4,452,400 $1,600,000 $900,000 $900,000 $17,080,075 Expenditures $9,227,675 $4,452,400 $1,600,000 $900,000 $900,000 $17,080,075 Capital & Maint. Need $45,000,000
Unfunded Liability ($36,487,772) ($32,676,079) ($31,697,601) ($31,413,553) ($31,123,824) ($31,123,824) 34

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FY 2023 - FY 2027 Summary of Unfunded Capital
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total
Year 1-5
Vets & Old City Hall
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $110,000,000
Unfunded Liability ($112,200,000) ($114,444,000) ($116,732,880) ($119,067,538) ($121,448,888) ($121,448,888) Transfer Station
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $76,000,000
Unfunded Liability ($77,520,000) ($79,070,400) ($80,651,808) ($82,264,844) ($83,910,141) ($83,910,141) 1947 Center St Network Upgrade
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $75,000
Unfunded Liability ($76,500) ($78,030) ($79,591) ($81,182) ($82,806) ($82,806) Workforce Mobility
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $500,000
Unfunded Liability ($510,000) ($520,200) ($530,604) ($541,216) ($552,040) ($552,040) GIS: Address Database
Available Funding $0 $0 $0 $0 $0 $0
Expenditures $0 $0 $0 $0 $0 $0
Capital & Maint. Need $500,000
Unfunded Liability ($510,000) ($520,200) ($530,604) ($541,216) ($552,040) ($552,040) 35

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FY 2023 - FY 2027 Summary of Unfunded Capital
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Total
Year 1-5
Available Funding $53,779,425 $46,855,259 $40,998,776 $37,727,476 $36,664,976 $216,025,912 Expenditures $53,779,425 $46,855,259 $40,998,776 $37,727,476 $36,664,976 $216,025,912 T1 Funding: $100M Infrastructure Bond(4)
$9,717,500 $21,695,000 $6,460,000 $1,105,000 $0 $38,977,500 Capital & Maint. Need $1,739,989,000
Unfunded Liability ($1,710,021,917) ($1,675,672,096) ($1,661,726,762) ($1,656,128,821) ($1,652,586,421) ($1,652,586,421) (3) As presented to Council in the closed session dated 12/1/2020. (4) All Measure T1 funds are projected to be fully expended by FY 2026. (1) Unless otherwise noted, available funding includes recurring sources of capital and major maintenance funding. (2) Capital & Maint. Needs are current estimates of unfunded needs. Needs are estimated to increase at a rate of 2% per year.

TOTALS
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CAPITAL IMPROVEMENT PROGRAM

PROGRAM CATEGORIES
This section of the CIP provides an overview of the CIP program categories, charts and tables for each of the City’s CIP program categories five-year budget and projects. This section provides more specific information about each CIP program categories including individual capital project detail pages.

The following section contain, the:
o City Facilities
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Information Technology
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Parks, Recreation, and Waterfront
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Sanitary Sewer
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Sidewalk Repairs
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
37

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o Storm Water System
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Streets
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Transportation
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Other Infrastructure
 Narrative
 Summary table and chart of FY 2023-FY 2027 Projects
 Project Detail Pages
o Equipment & Fleet
 Narrative
 Summary tables of FY 2023-FY 2027 Equipment and Fleet purchases

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CITY FACILITIES
Solar pane
ls at the newly renovated North Berkeley Senior Center

SUMMARY
Many City buildings have significant deferred maintenance needs, which can decrease the value of the assets and diminish the utility of the buildings for City programs. To partially address this problem, Measure T1 bonds have been used recently to upgrade a number of City buildings, including the Public Safety Building, North Berkeley Senior Center, Mental Health Facility, and the City’s Corporation Yard Maintenance Building. However, many outdated structures remain that require considerable improvements. P rojects are selected and prioritized each fiscal year based on facility condition assessments, life- safety deficiencies, facility maintenance staff recommendations, and department needs.

ACCOMPLISH
MENTS
Over the last two years, Public Works has delivered upgrades at several major facilities:
□ Central Library Interior Upgrades, Public Works Corp Yard and the Marina Corp Yard Electrical and Structural Upgrades, Carpet Replacement at 2180 Milvia 2nd and 3rd Floors. In addition, evaluations were completed for the following: C OVID-19 Facilities Evaluation at 1947 Center Street, PSB, Civic Center Building, Transfer Station Airco Building, and a leak evaluation for Old City Hall and Veteran’s Building.
□ Transfer Station Environmental Review: Public Works initiated process for Environmental Permits for Transfer Station Replacement Project, while continuing to work with consultant for California Environmental Quality Act compliance for Solid Waste & Recycling Transfer Station replacement. 39

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FY 2023 CIP PROJECTS
In terms of City Facilities, the following are the FY 2023 CIP projects:
□ Transfer Station Redesign & Replacement: From FY 2021 - 2023, the Zero Waste Transfer Station Redesign and Rebuild project will be in the Environmental Review Phase (CEQA). More refined Design/Engineering Plans, Geotechnical Site Investigation, and actual construction are anticipated to occur over the course of the next 5 years.
□ Measure T1 Phase 2 Facilities: From FY 2022 - 2024, the CIP consists of $8.7 million in facilities upgrade projects, including upgrades of public restrooms, seismic upgrades to the South Berkeley Senior Center care and shelter facility, upgrades at Fire Stations 2, 3, 4, 5 and 6, and a seismic analysis and energy efficiency upgrades at the 1947 Center Street building. □ Deferred Maintenance: Public Works will use its baseline facilities capital funding over the next three years on building assessments to identify priority projects, carpet replacements and roof replacements at selected facilities, and Public Safety building upgrades. Some project funds will be held in reserve for emerging projects.

FUNDING

Deferred facilities maintenance and repair for City buildings continues to be at a critical point. The baseline General Fund budget allocation for emergency building maintenance, deferred maintenance and ADA Compliance remain at the same levels as FY 2013 ($900,000). Measure T1 Phase 2 will provide $6.63 million towards citywide facilities through 2024, however after T1 Funds are exhausted, additional resources will need to be identified and allocated to capital facilities to decrease the growing deferred maintenance burden.

The Public Works Departme nt is requesting funding from the General Fund or CIP Fund in the amount of $ 1 million annually starting in FY 2023 (five -year total of $ 5 million). 40

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Capital Projects
Strategic
Plan
New or
Continuing
Funded or
Requesting
Funding
Identified
Funding
Source(s)
FY 2023
Proposed
FY 2024
Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total 1947 Center St
Improvements No Continuing Funded Measure T1 110,000$ 1,095,0 00$ 295,000$ -$ -$ 1,500,0 00$ 1947 Center St
Improvements
Total 110,000$ 1,095,000$ 295,000$ -$ -$ 1,500,000$ Building Assessment No New Funded CIP Fund 77,175$ 81,034$ 85, 085$ 89, 340$ 93, 807$ 426 ,441$ Building
Assessment Total 77,175$ 81,034$ 85,085$ 89,340$ 93,807$ 426,441$ Carpet Project No New Funded CIP Fund 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ 828,845$ Carpet Project
Total 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ 828,845$ Corp Yard
Comprehensive Plan No New Funded CIP Fund 440,000$ -$ -$ -$ -$ 440,000$ Corp Yard
Comprehensive
Plan Total 440,000$ -$ -$ -$ -$ 440,000$
Corpyard - Wash
Station Compliance No New Funded Measure T1 50,000$ 150,000$ -$ -$ -$ 2 00,000$ Corpyard - Wash
Station
Compliance Total 50,000$ 150,000$ -$ -$ -$ 200,000$ Corpyard -Green
Room Lockers,
Bathroom, Training,
Room, Floor,
Cabinets - Building B No New Funded Measure T1 65,000$ 900,000$ 5 25,000$ -$ -$ 1,490,0 00$ Corpyard -Green
Room Lockers,
Bathroom,
Training, Room,
Floor, Cabinets -
Building B Total 65,000$ 900,000$ 525,000$ -$ -$ 1,490,000$ Deferred
Maintenance - Gate,
Paving, Parking, Fuel
Island No New Funded Measure T1 50,000$ 50,000$ 250 ,000$ -$ -$ 3 50,000$ FY 2023 - FY 2027 PROPOSED CIP - FACILITIES
41

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Capital Projects
Strategic
Plan
New or
Continuing
Funded or
Requesting
Funding
Identified
Funding
Source(s)
FY 2023
Proposed
FY 2024
Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total Deferred
Maintenance -
Gate, Paving,
Parking, Fuel
Island Total 50,000$ 50,000$ 250,000$ -$ -$ 350,000$ Emergency Power
Supply- Solar
Batteries No New Funded Measure T1 80,000$ 70,000$ 250 ,000$ -$ -$ 4 00,000$ Emergency Power
Supply- Solar
Batteries Total 80,000$ 70,000$ 250,000$ -$ -$ 400,000$ EV Charging No Continuing Funded CIP Fund 1,150,000$ -$ -$ -$ -$ 1,150,0 00$ EV Charging Total 1,150,000$ -$ -$ -$ -$ 1,150,000$ Evidence Storage Yes New Funded CIP Fund 36,750$ -$ -$ -$ -$ 36,750$ Evidence Storage
Total
36,750$ -$ -$ -$ -$ 36,750$
Facilities deferred
maintenance
investment No New
Requesting
Funding
General Fund
or CIP Fund
1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Facilities deferred
maintenance
investment Total 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Oxford & Telegraph
Channing Garage
Restrooms No New Funded Measure T1 200,000$ -$ -$ -$ -$ 200,000$ Oxford &
Telegraph
Channing Garage
Restrooms Total 200,000$ -$ -$ -$ -$ 200,000$ Public Safety Building
Projects
No New Funded CIP Fund 150,000$ 157,500$ 165,375$ -$ -$ 472,875$ Public Safety
Building Projects
Total 150,000$ 157,500$ 165,375$ -$ -$ 472,875$ Restrooms in the
ROW (2-3)
No New Funded Measure T1 350,000$ 350,000$ 300,000$ -$ -$ 1,000,0 00$ 42

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Capital Projects
Strategic
Plan
New or
Continuing
Funded or
Requesting
Funding
Identified
Funding
Source(s)
FY 2023
Proposed
FY 2024
Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total Restrooms in the
ROW (2-3) Total 350,000$ 350,000$ 300,000$ -$ -$ 1,000,000$ Roof Replacement Yes New Funded CIP Fund 180,000$ 189,000$ 198,450$ 208,373$ 218,791$ 994,614$ Roof Replacement
Total 180,000$ 189,000$ 198,450$ 208,373$ 218,791$ 994,614$ South Berkeley
Senior Center No New Funded Measure T1 110,000$ 120,000$ 1,565,0 00$ 1,105,0 00$ -$ 2,900,0 00$ South Berkeley
Senior Center
Total 110,000$ 120,000$ 1,565,000$ 1,105,000$ -$ 2,900,000$ Storage Room - Roof
Repair Bldg H No New Funded Measure T1 30,000$ 495,000$ -$ -$ -$ 5 25,000$ Storage Room -
Roof Repair Bldg
H Total 30,000$ 495,000$ -$ -$ -$ 525,000$ T1 - Fire Station 2-6 No Continuing Funded Measure T1 160,000$ 2,190,0 00$ -$ -$ -$ 2,350,0 00$ T1 - Fire Station 2-
6 Total 160,000$ 2,190,000$ -$ -$ -$ 2,350,000$ Telegraph Channing
Garage Elevator No New
Requesting
Funding General Fund -$ 853,767$ 2,066,455$ 679,778$ -$ 3,600,000$ Telegraph
Channing Garage
Total -$ 853,767$ 2,066,455$ 679,778$ -$ 3,600,000$ Warehouse Project No New Funded Measure Q 800,000$ -$ -$ -$ -$ 800,000$ Warehouse
Project Total 800,000$ -$ -$ -$ -$ 800,000$
Grand Total 5,188,925$ 7,858,801$ 6,865,740$ 3,256,135$ 1,494,924$ 24,664,525$ 43

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20 Proposed Projects in Five-Year CIP
$24,664,525 Five-Year CIP Budget
$8,000,000General Fund Request (FY
2023 = $1million,FY 2024 = $1.85 million)
General Fund/CIP
Fund $12,949,525
53%
Measure T1
$10,915,000 44%
Measure Q $800,000
3%
General Fund/CIP Fund Measure T1 Measure Q$5,188,925FY 2023 Capital Budget 44

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Project Name: Project Code: PWENBM2301
Total Capital Project Budget: 426,441$ FY 2023-2027 Capital Project Budget 426,441$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 10,500$ 11,025$ 11,576$ 12,155$ 12, 763$ 58,019$ Plans/Specs/Designs/CM 15,750$ 16,538$ 17,364$ 18,233$ 19, 144$ 87,029$ Construction 50,925$ 53,471$ 56,145$ 58,952$ 61, 900$ 281,393$ Total Capital Project Budget -$ -$ 77,175$ 81,034$ 85,085$ 89,340$ 93,807$ 426,441$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 77,175$ 81,034$ 85,085$ 89,340$ 93,807$ 426,441$ Fund -$
Fund -$
Fund -$
Total -$ -$ 77,175$ 81,034$ 85,085$ 89,340$ 93,807$ 426,441$ Project Description:

Project Justification:

Regular building assessments will result in lower overall cost and increased reliability. A pro-active facility improvement approach will allow to address potential issues before they occur.

Project Location:

The top priority building assessments include Corp Yard Buildings (1326 Allston Way), HHCS Buildings, Garages, University Ave Bldgs. Council district 2 & 4.

History/Notes:

Unappropriated Future (Planned) Fiscal Years
Public Works manages about fifty buildings and facilities. Buildings should be assessed about every ten years to evaluate the state of the facilities. Typical building assessments include architectural, mechanical, electrical, and structural evaluations. Regular assessments allow for continuous improvements and maintenance.

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Building Assessment
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
45

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Project Name: Project Code: PWENBM2302
Total Capital Project Budget: 828,845$ FY 2023-2027 Capital Project Budget 828,845$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 20,000$ 21,000$ 22,050$ 23,153$ 24,310$ 110,513$ Plans/Specs/Designs/CM -$
Construction 130,000$ 136,500$ 143,325$ 150,491$ 158,016$ 718,332$ Total Capital Project Budget -$ -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ 828,845$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ 828,845$ Fund -$
Fund -$
Fund -$
Total -$ -$ 150,000$ 157,500$ 165,375$ 173,644$ 182,326$ 828,845$ Project Description:

Project Justification:

There are numerous locations throughout the building, where carpet failures are visible, including heavy damage, crushed padding, seam failures, water damage, and heavy staining.

Project Location:

Council District 4.

History/Notes:

The top priority locations are carpet at 2180 Milvia Street, 4th Floor IT section, Legal Section, HR Section. *The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Many carpets at City Facilities need to be replaced, because are very old and have surpassed their typical life expectancy of twenty years. Most of these carpets are so damaged, that they have become trip and fall hazards.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Carpet Project
Unappropriated Future (Planned) Fiscal Years
46

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Project Name: Project Code: PWENBM2303
Total Capital Project Budget 440,000$ FY 2023-2027 Capital Project Budget: 440,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 440,000$ 440,000$
Construction -$
Total Capital Project Budget -$ -$ 440,000$ -$ -$ -$ -$ 440,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 440,000$ 440,000$
Fund -$
Fund -$
Fund -$
Total -$ -$ 440,000$ -$ -$ -$ -$ 440,000$ Project Description:

Project Justification:

The planned approach will provide cost savings and efficiency. It will improve the operation of the Yard.

Project Location:

The top locations are Fire Station 3 (2710 Russell) and Mental Health (2636 MLK). Council district 4.

History/Notes:
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The Corp Yard is a mixture of various facilities, without a planned approach. This plan will provide a vision over the next 10-15 years.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Corp Yard Comprehensive Plan
Unappropriated Future (Planned) Fiscal Years
47

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Project Name: Project Code: PWENEN2001
Total Capital Project Budget 1,292,746$ FY 2023-2027 Capital Project Budget 1,150,000$ Department: Public Work s Program Category: Facilities Project Status Continuing Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 17,016$ -$ Plans/Specs/Designs/CM 125,730$ -$ Construction 1,150,000$ 1,150,000$
Total Capital Project Budget 142,746$ -$ 1,150,000$ -$ -$ -$ -$ 1,150,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 142,746$ 300,000$ 850,000$ 1,150,000$ Fund -$
Fund -$
Fund -$
Total 142,746$ 300,000$ 850,000$ -$ -$ -$ -$ 1,150,000$ Project Description:

Project Justification:

Project Location:

Unappropriated Future (Planned) Fiscal Years
Upgrading the Pacific Gas and Electric Electrical Service to the Corporation Yard, to support the installation of 4 dual head and 1 single head smart level 2 charging stations and one DC fast charging station at the Corporation Yard located at 1326 Allston Way to support fleet electric vehicle charging.

Public Works Equipment Maintenance division is transitioning the fleet to electric vehicles. They have ordered approximately 10 Ford F150 all Electric trucks anticpated to arrive in 2023. This charging infrastructure to support fleet needs and the transistion.
1326 Allston Way Council District 2
Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
EV Charging
Unappropriated Future (Planned) Fiscal Years
48

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Project Name: Project Code: PWENBM2304
Total Capital Project Budget: 36,750$ FY 2023-2027 Capital Project Budget: 36,750$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 6,750$ 6,750$
Plans/Specs/Designs/CM -$
Construction 30,000$ 30,000$
Total Capital Project Budget -$ -$ 36,750$ -$ -$ -$ -$ 36,750$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 36,750$ 36,750$
Fund -$
Fund -$
Fund -$
Total -$ -$ 36,750$ -$ -$ -$ -$ 36,750$ Project Description:

Project Justification:

The facility is old and needs to be upgraded. This project includes finding a suitable location and providing necessary upgrades.

Project Location:

The new location will be evaluated as part of this project.

Unappropriated Future (Planned) Fiscal Years
The Police Department stores evidence materials in a small modular facility, located at the Transfer Station. The facility is surrounded with a chain link fence, gate, and access path. It also includes an electrical service for lighting.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Evidence Storage
Unappropriated Future (Planned) Fiscal Years
49

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Project Name: Project Code: PWENBM2308
Total Capital Project Budget: 5,000,000$ FY 2023-2027 Capital Project Budget: 5,000,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM -$
Construction 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Total Capital Project Budget -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 5,000,000$ Project Description:

Project Justification:

An investment in regular facilities maintenance will address potential issues before they occur, and result in lower overall cost and increased reliability.

Project Location:

Citywide.

Unappropriated Future (Planned) Fiscal Years
The City is responsible for maintenance of 95 facilities. The most recent assessment for city facility needs estimates the cost of improvements at approximately $288 million, while the programmed baseline budget allocation to Public Works is $800,000 annually from the Capital Improvement Fund. To significantly improve facilities conditions in the City of Berkeley, a substantial investment and influx of funding will have to be made.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Facilities Deferred Maintenance Investment
Unappropriated Future (Planned) Fiscal Years
50

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Project Name: Project Code: PWENBM2305
Total Capital Project Budget: 472,875$ FY 2023-2027 Capital Project Budget: 472,875$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 15,000$ 15,750$ 16,538$ 47,288$ Plans/Specs/Designs/CM 35,000$ 36,750$ 38,588$ 110,338$ Construction 100,000$ 105,000$ 110,250$ 315,250$ Total Capital Project Budget -$ -$ 150,000$ 157,500$ 165,375$ -$ -$ 472,875$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 150,000$ 157,500$ 165,375$ 472,875$ Fund -$
Fund -$
Fund -$
Total -$ -$ 150,000$ 157,500$ 165,375$ -$ -$ 472,875$ Project Description:

Project Justification:

The PSB is old and requires several upgrades. Some of the necessary upgrade include, Haz Mat Locker, Painting, Crime Scene Unit, Building Security, or the Communication Center.

Project Location:
2100 MLK Blvd. Council District 4.

History/Notes:

Plans/Drawings/Maps/Pictures/Charts/Tables here..
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The Public Safety Building (PSB) requires improvements, as outlined in the building assessment.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Public Safety Building Projects
Unappropriated Future (Planned) Fiscal Years
51

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Project Name: Project Code: PWENBM2306
Total Capital Project Budget: 994,614$ FY 2023-2027 Capital Project Budget: 994,614$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 15,000$ 15,750$ 16,538$ 17,364$ 18, 233$ 82,884$ Plans/Specs/Designs/CM 35,000$ 36,750$ 38,588$ 40,517$ 42, 543$ 193,397$ Construction 130,000$ 136,500$ 143,325$ 150,491$ 158, 016$ 718,332$ Total Capital Project Budget -$ -$ 180,000$ 189,000$ 198,450$ 208,373$ 218,791$ 994,614$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 501- Capital Improvements 180,000$ 189,000$ 198,450$ 208,373$ 218,791$ 994,614$ Fund -$
Fund -$
Fund -$
Total -$ -$ 180,000$ 189,000$ 198,450$ 208,373$ 218,791$ 994,614$ Project Description:

Project Justification:

Regular roof assessments will result in lower overall cost and increased reliability. A pro-active roof improvement approach will allow to address potential issues before they occur.

Project Location:

The top locations are Fire Station 3 (2710 Russell) and Mental Health (2636 MLK). Council district 4.

Unappropriated Future (Planned) Fiscal Years
Many city roofs are old and are in need of repair. Some are at risk of becoming health and safety problems. Most roofs are not visible and their condition is not known. They are only upgraded once they fail, and mold, leaks, or structural integrity issues are noticed.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Roof Replacement
Unappropriated Future (Planned) Fiscal Years
52

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Project Name: Project Code: PWENBM2401
Total Capital Project Budget: 3,600,000$ FY 2023-2027 Capital Project Budget 3,600,000$ Department: Public Wor ks Program Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 43,000$ 26,250$ 27,563$ 96,813$ Plans/Specs/Designs/CM 372,767$ 240,205$ 252,215$ 865,187$ Construction 438,000$ 1,800,000$ 400,000$ 2,638,000$ Total Capital Project Budget -$ -$ -$ 853,767$ 2,066,455$ 679,778$ -$ 3,600,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 853,767$ 2,066,455$ 679,778$ 3,600,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ -$ 853,767$ 2,066,455$ 679,778$ -$ 3,600,000$ Project Description:

Project Justification:

This is the key elevator system at the Telegraph Channing Garage. Currently there are operational, safety, and efficiency concern.

Project Location:

Telegraph Channing Garage. Council district 7.

History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Telegraph Channing Garage Elavator
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Upgrade of old elevator system. Replace electrical and mechanical system. 53

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Project Name: Project Code: PWT1CB2201
Total Capital Project Budget: 3,000,000$ FY 2023-2027 Capital Project Budget: 2,900,000$ Department: Public Works Program Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 100,000$ 110,000$ 120,000$ 230,000$ Construction 1,565,000$ 1,105,000$ 2,670,000$
Total Capital Project Budget 100,000$ 110,000$ -$ 120,000$ 1,565,000$ 1,105,000$ -$ 2,900,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 100,000$ 110,000$ 120,000$ 1,565,000$ 1,105,000$ 2,900,000. 00$ Fund -$
Fund -$
Fund -$
Total 100,000$ 110,000$ -$ 120,000$ 1,565,000$ 1,105,000$ -$ 2,900,000.00$ Project Description:

Project Justification:

Disaster preparedness is one of the City’s resilience goals. The new seismic upgrades will allow the building to be used as a shelter after an emergency.

Project Location:
2939 Ellis Street
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
South Berkeley Senior Center
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The SBSC has been identified to become a future care and shelter site. This project includes seismic upgrades to achieve an “immediate” occupancy rating, which will allow to operating the building after an earthquake. 54

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Project Name: Project Code: PWT1CB2202
Total Capital Project Budget: 1,350,000$ FY 2023-2027 Capital Project Budget: 1,000,000$ Department: Public Work s Program Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 350,000$ 350,000$ 350,000$ 300,000$ 1,000,000$ Construction -$
Total Capital Project Budget 350,000$ 350,000$ -$ 350,000$ 300,000$ -$ -$ 1,000,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 75,000$ 75,000$ 150,000$ Total Operating Budget -$ -$ -$ -$ -$ 75,000$ 75,000$ 150,000$ Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 350,000$ 350,000$ 350,000$ 300,000$ 1,0 00,00 0$ Fund -$
Fund -$
Fund -$
Total 350,000$ 350,000$ -$ 350,000$ 300,000$ -$ -$ 1,000,000$ Project Description:

Project Justification:

Project Location:
2450 Durant Ave, Other Locations TBD
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Restrooms in the ROW (2-3)
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
55

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Project Name: Project Code: PWT1CB2203
Total Capital Project Budget: 1,800,000$ FY 2023-2027 Capital Project Budget: 1,500,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 300,000$ 110,000$ 110,000$ Construction 1,095,000$ 295,000$ 1,390,000$
Total Capital Project Budget 300,000$ 110,000$ -$ 1,095,000$ 295,000$ -$ -$ 1,500,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 300,000$ 110,000$ 1,095,000$ 295,000$ 1, 500,000$ Fund -$
Fund -$
Fund -$
Total 300,000$ 110,000$ -$ 1,095,000$ 295,000$ -$ -$ 1,500,000$ Project Description:

Project Justification:

This facility has an outdated HVAC system that needs to be upgraded. The overall system is coordinated for each floor. For this project one of the goals is to centralize the HVAC system and controls.

Project Location:
1947 Center Street
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
1947 Center St Improvements
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes a seismic analysis and design. In addition it includes upgrades of the HVAC, electric, and control systems. 56

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Project Name: Project Code: PWT1CB2204, PWT1CB2205
Total Capital Project Budget: 2,750,000$ FY 2023-2027 Capital Project B 2,350,000$ Department: Public Works P rogram Category: Facilities Project Status Continuing ProjeStrategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 375,000$ 160,000$ 160,000$
Construction 25,000$ 2,190,000$ 2,190,000$
Total Capital Project Budget 400,000$ 160,000$ -$ 2,190,000$ -$ -$ -$ 2,350,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 400,000$ 160,000$ 2,190,000$ 2,350,000$ Fund -$
Fund -$
Fund -$
Total 400,000$ 160,000$ -$ 2,190,000$ -$ -$ -$ 2,350,000$ Project Description:

Project Justification:

Many fire stations are old and need upgrades to comply with current codes. Fire Station 2 and 6 are important facilities for the operation and need to be upgraded to provide state of the art facilities.

Project Location:

FS 2: 2029 Berkeley Way & FS6: 999 Cedar Street
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
T1 - Fire Station 2-6
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes upgrades of Fire Station 2 and 6. The upgrades include electrical, mechanical, and architectural improvements to meet with the latest code requirements and to provide up to date facilities for the fire fighters. 57

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Project Name: Project Code: PWT1CB2212
Total Capital Project Budget: 350,000$ FY 2023-2027 Capital Project B 350,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 50,000$ 50,000$ 100,000$ Construction 250,000$ 250,000$
Total Capital Project Budget -$ 50,000$ -$ 50,000$ 250,000$ -$ -$ 350,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 50,000$ 50,000$ 250,000$ 350,000$ Fund -$
Fund -$
Fund -$
Total -$ 50,000$ -$ 50,000$ 250,000$ -$ -$ 350,000$ Project Description:

Project Justification:

Project Location:
1326 Allston Way
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Deferred Maintenance - Gate, Paving, Parking, Fuel Island Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
58

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Project Name: Project Code: PWT1CB2210
Total Capital Project Budget: 200,000$ FY 2023-2027 Capital Project B 200,000$ Department: Public Work s Program Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 50,000$ 50,000$ Construction 150,000$ 150,000$
Total Capital Project Budget -$ 50,000$ -$ 150,000$ -$ -$ -$ 200,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 50,000$ 150,000$ 200,000$ Fund -$
Fund -$
Fund -$
Total -$ 50,000$ -$ 150,000$ -$ -$ -$ 200,000$ Project Description:

Project Justification:

The washing station need to be upgraded to comply with the latest standards.

Project Location:
1326 Allston Way
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Corpyard - Wash Station Compliance
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Modifications of the vehicle washing station to comply with the latest sewer/stormwater requirements. 59

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Project Name: Project Code: PWT1CB2209
Total Capital Project Budget: 1,700,000$ FY 2023-2027 Capital Project B 1,490,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 210,000$ 65,000$ 65,000$
Construction 900,000$ 525,000$ 1,425,000$ Total Capital Project Budget 210,000$ 65,000$ -$ 900,000$ 525,000$ -$ -$ 1,490,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Meausure T1 210,000$ 65,000$ 900,000$ 525,000$ 1,490,000$ Fund -$
Fund -$
Fund -$
Total 210,000$ 65,000$ -$ 900,000$ 525,000$ -$ -$ 1,490,000$ Project Description:

Project Justification:

Many of buildings in the Corp Yard are old and need upgrades to comply with current codes. Building B and H are important facilities for the Yard operation and need to be upgraded to comply with the latest standards.

Project Location:
1326 Allston Way
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Corpyard -Green Room Lockers, Bathroom, Training, Room, Floor, Cabinets - Building B Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes Green Room (Building B) upgrade and Storage Room (Building H) roof replacement. 60

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Project Name: Project Code: PWT1CB2208
Total Capital Project Budget: 500,000$ FY 2023-2027 Capital Project B 400,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 100,000$ 80,000$ 70,000$ 150,000$ Construction 250,000$ 250,000$
Total Capital Project Budget 100,000$ 80,000$ -$ 70,000$ 250,000$ -$ -$ 400,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 10,000$ 10,000$ 20,000$ Total Operating Budget -$ -$ -$ -$ -$ 10,000$ 10,000$ 20,000$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 100,000$ 80,000$ 70,000$ 250,000$ 400,000$ Fund -$
Fund -$
Fund -$
Total 100,000$ 80,000$ -$ 70,000$ 250,000$ -$ -$ 400,000$ Project Description:

Project Justification:

Project Location:
1901 Hearst Ave
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Emergency Power Supply- Solar Batteries
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes installation of a battery backup system at the North Berkeley Senior Center. The battery will have the capability to be charged with solar energy to provide electricity during power outages.

The battery will be able to provide emergency power to NBSC during power outages. The solar system will charge the battery during sunlight periods and provide energy during night time.

This is the first battery installation in Berkeley and will serve as a model for future installations. 61

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Project Name: Project Code: PWT1CB2207
Total Capital Project Budget: 300,000$ FY 2023-2027 Capital Project B 200,000$ Department: Public Works P rogram Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 100,000$ -$
Construction 200,000$ 200,000$
Total Capital Project Budget 100,000$ 200,000$ -$ -$ -$ -$ -$ 200,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 100,000$ 200,000$ 200,000$
Fund -$
Fund -$
Fund -$
Total 100,000$ 200,000$ -$ -$ -$ -$ -$ 200,000$
Project Description:

Project Justification:

The restroom is in very bad shape. It is not inviting with insufficient lighting, broken fixtures, and with bad odors.

Project Location:
2450 Durant Ave
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Oxford & Telegraph Channing Garage Restrooms
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes the renovation of the restroom at the Telegraph Channing Garage. The current public restroom needs to be upgraded to provide an improved facility. It will get a general overhaul and be more user-friendly and save.
62

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Project Name: Project Code: PWT1CB2211
Total Capital Project Budget: 600,000$ FY 2023-2027 Capital Project B 525,000$ Department: Public Work s Program Category: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 75,000$ 30,000$ 30,000$ Construction 495,000$ 495,000$
Total Capital Project Budget 75,000$ 30,000$ -$ 495,000$ -$ -$ -$ 525,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 75,000$ 30,000$ 495,000$ 525,000$ Fund -$
Fund -$
Fund -$
Total 75,000$ 30,000$ -$ 495,000$ -$ -$ -$ 525,000$ Project Description:

Project Justification:

Project Location:
1326 Allston Way
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Storage Room - Roof Repair Bldg H
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The project includes Green Room (Building B) upgrade and Storage Room (Building H) roof replacement. 63

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Project Name: Project Code: FD22002
Total Capital Project Budget 957,434$ FY 2023-2027 Capital Project B 800,000$ Department: Fire Program Cate gory: Facilities Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 157,434$ 800,000$ 800,000$
Construction -$
Total Capital Project Budget 157,434$ -$ 800,000$ -$ -$ -$ -$ 800,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure Q 157,434$ 800,000$ 800,000$
Fund -$
Fund -$
Fund -$
Total 157,434$ -$ 800,000$ -$ -$ -$ -$ 800,000$
Project Description:

Project Justification:

To create office space for staff overseeing the Fire Warehouse and the above ground water system apparatus and equipment.

Project Location:

Fire Warehouse at 1011 Murray Avenue
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Warehouse Project
Unappropriated Future (Planned) Fiscal Years
Plans/Drawings/Maps/Pictures/Charts/Tables here..

Unappropriated Future (Planned) Fiscal Years
Interior and site improvements at the Fire Warehouse.
64

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INFORMATION TECHNOLOGY

SUMMARY
Currently, the City’s asset inventory comprises approximately 1,300 desktops, 530 laptops, 100 tablets, and 100 Public Safety Mobile Data Computers (MDCs), which is an increase of 20% due to the expansion of remote work. City staff currently use and maintain a vast technology infrastructure to provide services to the community each day. Current information technology infrastructure will expand as the City uses more technology tools to gain efficiencies.

ACCOMPLISHMENTS
Highlights of Information Technology (IT) CIP accomplishments include:

Server and Storage Replacement
The Server and Storage Replacement project was completed in November 2020. The City's previous server and storage environment had limited redundancy and disaster recovery (DR) capabilities, leaving daily operations and services vulnerable to a total outage or a significant interruption after a local disaster, such as an earthquake. The new storage and disaster recovery solution provides a si mple infrastructure that significantly reduces internal staff overhead. The new solution provides full redundancy between the data centers at City Hall and the Public Safety Building.

Data Backup Solution
The Department of Information Technology completed the Data Backup Solution project in March 2020.

The City's previous data backup solution provides data backups, redundancy, and encryption for approximately 18 terabytes (TB) of data required to support the City's file, email, website, and database servers. The new backup solution offers a modern, scalable backup solution geared towards supporting modern technology and future needs of the City.
65

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Phone System Upgrade
The upgrade to the City’s phone system was critical to advance our City’s Strategic Plan goal to provide state-of-the-art, well-maintained infrastructure, amenities, and facilities. This hardware and software upgrade improved call center services to meet current “e911” law and regulations in accordance with Kari’s Law and FCC regulations. This upgrade also included increased vendor support, documentation, administrator training, and annual disaster recovery planning and testing.

FY 2023 and 2024 CIP PROJECTS
IT has completed their infrastructure replacement projects for the current CIP budget cycle. IT will spend FY 2023 and 2024 working with other departments to replace their large multi -department software as itemized below.

Capital Projects Department Funding Funding
Source(s)
FY 2023 FY 2024
Paperless Contract
Workflow System
City Clerk Requesting
Funding
General Fund $400,000
CIP Project Management
& Planning Software
PW and PRW Requesting
Funding
CIP Fund $500,000
CIP Project Management
& Planning Software
PW and PRW Funded Measure BB
LS&R, State
Transportation
Tax
$550,000
Digital Permitting
Software Replacement
Planning, PW,
Fire
Requesting
Funding
Permit Svc.

Center Fund
$1,500,000 $1,000,000
Business Licensing
System Replacement
Finance Requesting
Funding
General Fund $500,000
Legal Case and Practice
Management Software
City Attorney Requesting
Funding
General Fund $112,500
Animal Services License
System
CMO/Animal
Svcs, Finance
Requesting
Funding
General Fund $45,000
City Website
Enhancements
CMO/
Communications
Requesting
Funding
General Fund $150,000
NextGen System
Upgrades
HHCS Requesting
Funding
General Fund,
Multiple
$75,000
Environmental Health
Division’s time and case
tracking Replacement
HHCS Requesting
Funding
General Fund $153,840
($3,840 is
funded)

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Property Tax Assessment
System Replacement
Finance,
Planning, Rent
Board
Requesting
Funding
General Fund $450,000
Customer Relationship
Management (CRM)
System Replacement
IT Funded General Fund $600,000
Total $5,036,340 $1,000,000

FUNDING
This cycle of Information Technology capital projects is funded by multiple funds, including but not limited to the General Fund, CIP fund, Permit Service Center fund, and other funds as determined by each department. Information Technology is requesting additional General Fund allocation in the amount of $1, 068,500 to assist the departments with their technology capital projects. The General Fund request is listed below.

Capital Projects Client Department
Funded or
Requesting
Funding
Identified
Funding
Source(s)
FY 2023 Client
Department GF
Funding Request
FY 2023 With
Revised IT Labor
IT CIP Implementation Cost
for various projects -
General Fund Request
Paperless Contract
Workflow System City Clerk
Requesting
Funding General Fund 150,000$ 400,000$ 250,000$
CIP Project
Management &
Planning Software
PW and PRW
Requesting
Funding
General Fund
or CIP Fund $ 200,000 500,000$ 300,000$
Business Licensing
System
Replacement
Finance
Requesting
Funding
General Fund
or CIP Fund 500,000$ 500,000$ -$
Legal Case
Management and
Practice
Management
Software
City Attorney
Requesting
Funding General Fund 50,000$ 112,500$ 62,500$
Animal Services
License System
CMO/Animal Svcs,
Finance
Requesting
Funding General Fund 14,000$ 45,000$ 31,000$
User
Design/Interface
Issues for New
Website
CMO/Communications
Requesting
Funding General Fund 100,000$ 150,000$ 50,000$
NextGen System
Upgrades HHCS
Requesting
Funding Multiple -$ 75,000$ 75,000$
Environmental
Health Time and
Case Tracking
Replacement
HHCS
Requesting
Funding General Fund -$ 150,000$ 150,000$
Property Tax
Assessment
System
Replacement
Finance, Planning,
Rent Board
Requesting
Funding General Fund 300,000$ 450,000$ 150,000$
Total 1,314,000$ 2,382,500$ 1,068,500$
67

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Capital Projects Client Department
Strategic
Plan
New or
Continuing
Funded or
Requesting
Funding
Identified
Funding
Source(s) FY 2023 Proposed FY 2024 Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total Animal Services
License System
CMO/Animal Svcs,
Finance Yes New
Requesting
Funding General Fund 45,000$ -$ -$ -$ -$ 45,000$
Animal Services
License System
Total 45,000$ -$ -$ -$ -$ 45,000$
Business Licensing
System
Replacement Finance Yes New
Requesting
Funding General Fund 500,000$ -$ -$ -$ -$ 500,000$ Business
Licensing
System
Replacement
Total 500,000$ -$ -$ -$ -$ 500,000$
CIP Project
Management &
Planning Software PW and PRW No New
Requesting
Funding CIP Fund $ 500,000 $ - $ - $ - $ - 500,000$ CIP Project
Management &
Planning Software PW and PRW No New Funded
Measure BB -
LS&R $ 300,000 $ - $ - $ - $ - 300,000$
CIP Project
Management &
Planning Software PW and PRW No New Funded
State
Transportation
Tax $ 250,000 $ - $ - $ - $ - 250,000$
CIP Project
Management &
Planning
Software Total $ 1,050,000 $ - $ - $ - $ - 1,050,000$ City Website
Enhancements
CMO/Communications Yes New
Requesting
Funding
General Fund 150,000$ -$ -$ -$ -$ 150,000$
City Website
Enhancements
Total 150,000$ -$ -$ -$ -$ 150,000$
Customer
Relationship
Management
System
Replacement
Information
Technology Yes New Funded
IT Cost
Allocation 600,000$ -$ -$ -$ -$ 600,000$
Customer
Relationship
Management
System
Replacement
Total 600,000$ -$ -$ -$ -$ 600,000$
Digital Permitting
Software
Replacement Planning, PW, Fire Yes Continuing Funded
Permit Service
Center Fund 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 4,500,000$ Digital
Permitting
Software
Replacement
Total 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 4,500,000$ Environmental
Health Time and
Case Tracking
Replacement HHCS No Continuing Funded General Fund 3,840$ -$ -$ -$ -$ 3,840$ FY 2023 - FY 2027 PROPOSED CIP - INFORMATION TECHNOLOGY 68

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Capital Projects Client Department
Strategic
Plan
New or
Continuing
Funded or
Requesting
Funding
Identified
Funding
Source(s) FY 2023 Proposed FY 2024 Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total 11 Proposed Projects in Five-Year CIP
$8,036,340 Five-Year CIP Budget
$2,382,500General Fund Request in FY2023
IT Cost Allocation $600,000
7%
General Fund/CIP Fund
$2,386,340 30%
Other Funds
$550,000 7%
Permit Service Center Fund
$4,500,000 56%
IT Cost Allocation General Fund/CIP Fund Other Funds Permit Service Center Fund $5,036,340FY 2023 Capital Budget
70

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Project Name: Project Code:

Total Capital Project Budget 45,000$ FY 2023-2027 Capital Project B 45,000$ Department: Information T echnology Program Category: Information TechnologProject Status New Project Strategic Plan Yes Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year
FY 2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 15,000$ 15,000$
Software and Services 30,000$ 30,000$
-$
Total Capital Project Budget -$ -$ 45,000$ -$ -$ -$ -$ 45,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year
FY 2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 6,000$ 7,500$ 9,000$ 10,500$ 33,000$ Total Operating Budget -$ -$ -$ 6,000$ 7,500$ 9,000$ 10,500$ 33,000$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year
FY 2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 45,000$ 45,000$
Fund -$
Total -$ -$ 45,000$ -$ -$ -$ -$ 45,000$
Project Description:

Implement public facing module for existing animal services system. New module will provide online payment services and capabilities to accept donations.

Project Justification:

Project Location:

History/Notes:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Animal Services License System
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
The current system does not have online payment or donation capabilities.

City Manager's Office, Finance
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close. 71

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Project Name: Project Code:

Total Capital Project Budget: 500,000$ FY 2023-2027 Capital Project B 500,000$ Department: Information Technology Program Category: Information Technology Project Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 165,000$ 165,000$
Software and Services 335,000$ 335,000$
-$
Total Capital Project Budget -$ -$ 500,000$ -$ -$ -$ -$ 500,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 67,000$ 83,750$ 100,500$ 117,250$ 368,500$ Total Operating Budget -$ -$ -$ 67,000$ 83,750$ 100,500$ 117,250$ 368,500$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 500,000$ 500,000$
Fund -$
Fund -$
Fund -$
Total -$ -$ 500,000$ -$ -$ -$ -$ 500,000$ Project Description:

Project Justification:

Project Location:

Unappropriated Future (Planned) Fiscal Years
Replacement of Business License Tax Assessment and Billing System - Replacement of Accela Licensing module with a dedicated business license tax system The current system (Accela) is in actuality a platform that has been retrofitted to serve as a business license taxation and billing system. There are a lot of issues with being able to pull the necessary data to perform audits and to get information on delinquent taxpayers in order to pursue collection efforts. We expect to be able to increase revenues from additional collections enough to cover the capital cost in 2 years.

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Business Licensing System Replacement
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
72

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Project Name: Project Code: PWADPL2301
Total Capital Project Budget: 1,050,000$ FY 2023-2027 Capital Project B 1,050,000$ Department: Public Works P rogram Category: Information Technology Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 350,000$ 350,000$
Software and Services 700,000$ 700,000$
-$
Total Capital Project Budget -$ -$ 1,050,000$ -$ -$ -$ -$ 1,050,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 140,000$ 175,000$ 210,000$ 245,000$ 770,000$ Total Operating Budget -$ -$ -$ 140,000$ 175,000$ 210,000$ 245,000$ 770,000$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 127- State Transportation Tax 250,000$ 250,000$
134- Meas BB LSR 300,000$ 300,000$
501- Capital Improvement 500,000$ 500,000$
Fund -$
Total -$ -$ 1,050,000$ -$ -$ -$ -$ 1,050,000$ Project Description:

Project Justification:

Project Location:

History/Notes:

Citywide - licensed to users as needed at multiple city facilities Public Works released an RFP in FY 2020 for similar services but with a larger scope, and before the ERMA Financial system was in place, and ultimately decided not to proceed with selecting a vendor at that time. A revised RFP and software scope in FY 2023 will be informed by planned integration with the now in place ERMA Project Ledger. *The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Implement a Capital Improvement Program (CIP) software solution to help manage the city's extensive portfolio of capital assets and infrastructure. Currently, the City uses many disparate and antiquated technologies to budget, manage, and execute CIP projects. These systems lack workflow automation, provide no ability for digital field / mobile communications, have no integration with financials or GIS, and cannot provide effective fiscal management and data analytics typically offered by a modern CIP software system.

The current situation has led to inefficiencies in business workflow, delayed community response times, delays in project completion time, projects running over budget, and limited reporting and analysis required to manage the City’s CIP projects effectively. The City would like to unify and streamline the CIP process to improve coordination, communication, and transparency.

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
CIP Planning & Management Software
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
73

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Project Name: Project Code:

Total Capital Project Budget 150,000$ FY 2023-2027 Capital Project B 150,000$ Department: Information Technology Program Category: Information Technology Project Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 50,000$ 50,000$
Software and Services 100,000$ 100,000$
-$
Total Capital Project Budget -$ -$ 150,000$ -$ -$ -$ -$ 150,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$
Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 150,000$ 150,000$
Fund -$
Total -$ -$ 150,000$ -$ -$ -$ -$ 150,000$ Project Description:

Project Justification:

Project Location:

History/Notes:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
City Website Enhancements
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
The new City website launched in Spring 2022. This project will continue to develop content and integrations with other City systems.

The new website requires further development to meet the goals of City Council, City Manager's Office and City Departments, and make services more usable and accessible.

Citywide
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close. 74

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Project Name: Project Code:

Total Capital Project Budget 600,000$ FY 2023-2027 Capital Project B 600,000$ Department: Information T echnology Program Category: Information Technology Project Status New Project Strategic Plan Yes Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 200,000$ 200,000$
Software and Services 400,000$ 400,000$
-$
Total Capital Project Budget -$ -$ 600,000$ -$ -$ -$ -$ 600,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 80,000$ 84,000$ 88,200$ 92,610$ 344,810$ Total Operating Budget -$ -$ -$ 80,000$ 84,000$ 88,200$ 92,610$ 344,810$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total IT Cost Allocation Fund 600,000$ 600,000$
-$
-$
-$
Total -$ -$ 600,000$ -$ -$ -$ -$ 600,000$
Project Description:

Project Justification:

Current CRM system is out of date and unsupported by the vendor. The systems and processes are not well integrated with other City business systems, including billing, work order and payment systems.

Project Location:

History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Customer Relationship Management (CRM)
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Replacement of legacy CRM system to support 311 and citywide customer service.

Citywide
75

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Project Name: Project Code:

Total Capital Project Budget: 4,500,000$ FY 2023-2027 Capital Project B 4,500,000$ Department: Information Technology Program Category: Information Technology Project Status Continuing ProjeStrategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 500,000$ 335,000$ 335,000$ 165,000$ 16 5,000$ 1, 500,000$ Software and Services 1,000,000$ 665,000$ 665,000$ 335,000$ 33 5,000$ 3, 000,000$ -$
Total Capital Project Budget -$ -$ 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 4,500,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unenc
umbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 200,000$ 210,000$ 220,500$ 23 1,525$ 86 2,025$ Total Operating Budget -$ -$ -$ 200,000$ 210,000$ 220,500$ 231,525$ 862,025$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unenc
umbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total PSC-- 621 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 5 00,000$ 4 ,500,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ 1,500,000$ 1,000,000$ 1,000,000$ 500,000$ 500,000$ 4,500,000$ Project Description:

Procure and implement new digital system for permitting functions, including BP and Land Use applications, cross-departmental reviews, and online customer access.

Project Justification:

Need to replace current out-dated software system that was implemented circa 2015, many teams and operations depend on a gliche free system at the Permit Service Center counter that integrates with other systems such as ERMA AR, GIS, ACA/ACI online payments. The aim is to have a seamless system that produces reports that reconcile, and is simpler to maintain adminstratively.

Project Location:

Planning and Development Department with collaboration with IT History/Notes:

RFP Processes was initiated in FY19 or so. Vendor presentations had completed, decision was to be made, pandemic hit, project put on hold. Revenue generated in recent fiscal years have increase reserves to a point where we can re-initiate project.
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Digital permittng replacement project:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Digital Permitting Software Replacement
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
76

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Project Name: Project Code:

Total Capital Project Budget 150,000$ FY 2023-2027 Capital Project B 150,000$ Department: Information T echnology Program Category: Information TechnologyProject Status Continuing ProjeStrategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 50,000$ 50,000$
Software and Services 100,000$ 100,000$
-$
Total Capital Project Budget -$ -$ 150,000$ -$ -$ -$ -$ 150,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 20,000$ 25,000$ 30,000$ 35,000$ 110,000$ Total Operating Budget -$ -$ -$ 20,000$ 25,000$ 30,000$ 35,000$ 110,000$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 150,000$ 150,000$
Fund -$
Total -$ -$ 150,000$ -$ -$ -$ -$ 150,000$
Project Description:

Project Justification:

Project Location:

History/Notes:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Environmental Health Time & Case Tracking
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
EHD currently uses Envision to track their time and environmental health cases, such as vector requests for services, restaurant and food facility inspections and body art vendors. It allows EHD to maintain records on the many businesses and residents they provide services to as well as bill grant funding as applicable. EHD is working with Planning's Toxics unit to identify a replacement for mutual use since the vendor is no longer supporting Envision sufficiently for continued operation.

The inability to track cases would negatively impact customer service and with it, potentially community health, while the inability to track time would prevent EHD from billing external funders.

HHCS, Planning
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close. 77

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Project Name: Project Code: PWADPL2301
Total Capital Project Budget: 112,500$ FY 2023-2027 Capital Project B 112,500$ Department: Informati on Technology Program Category: Information Technology Project Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 37,500$ 37,500$ Software and Services 75,000$ 75,000$ -$
Total Capital Project Budget -$ -$ 112,500$ -$ -$ -$ -$ 112,500$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ 15,000$ 18,750$ 22,500$ 26 ,250$ 82,500$ Total Operating Budget -$ -$ -$ 15,000$ 18,750$ 22,500$ 26,250$ 82,500$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 112,500$ 112,500$ Fund -$
-$
-$
Total -$ -$ 112,500$ -$ -$ -$ -$ 112,500$ Project Description:

Project Justification:

Project Location:

History/Notes:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Legal Case Management and Practice Management Software
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Implement a case management and practice management for the City Attorney's Office.

Current processes for managing cases and legal workflows are manual and inefficient. This system will automate processes and modernize management and data retention.

City Attorney
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close. 78

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Project Name: Project Code:

Total Capital Project Bud 75,000$ FY 2023-2027 Capital Project B 75,000$ Department: Information T echnology Program Category: Information Technology Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 25,000$ 25,000$
Software and Services 50,000$ 50,000$
-$
Total Capital Project Bud -$ -$ 75,000$ -$ -$ -$ -$ 75,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011- General Fund 75,000$ 75,000$
Fund -$
Total -$ -$ 75,000$ -$ -$ -$ -$ 75,000$
Project Description:

Project Justification:

The update and upgrades will allow for efficient and effective provision of health care services by supporting updated record keeping and customer service Project Location:

History/Notes:

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
NextGen System Upgrade
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
The NextGen upgrade to V6.2021.1 will allow for current modules of the electronic health record system used by the Berkeley High School Health Center and the Immunization Clinic to work efficiently. This upgrade will also enable the implementation of the Medication Inventory, the First Aid Module and the Patient Portal and the Mental Health module.

HHCS
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close. 79

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Project Name: Project Code:

Total Capital Project Budget: 400,000$ FY 2023-2027 Capital Project B 400,000$ Department: Information T echnology Program Category: Information TechnologyProject Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$ -$ 100,000$ 100,000$
Software and Services -$ 300,000$ 300,000$
-$
Total Capital Project Budget -$ -$ 400,000$ -$ -$ -$ -$ 400,000$ Project Impact on Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ 60,000$ 63,000$ 66,150$ 69,458$ 258,608$ Total Operating Budget -$ -$ -$ 60,000$ 63,000$ 66,150$ 69,458$ 258,608$ Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total General Fund (Requesting) 400,000$ 400,000$
-$
-$
-$
Total -$ -$ 400,000$ -$ -$ -$ -$ 400,000$ Project Description:

The project will eliminate the cumbersome and paper-intensive “blue-back” hard copy contract process and implement an electronic workflow for review, approval, and retention.

Project Justification:

The project will reduce paper use, speed up approvals, and aid with orderly retention of contracts. Significant staff time efficiencies and sustainability benefits will be obtained.

Project Location:

Citywide
History/Notes:

This is a joint poject with the City Clerk Department, Finance Department, and Informtion Technology Department. *The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Paperless Contract Workflow System
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
80

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Project Name: Project Code:

Total Capital Project Budget 450,000$ FY 2023-2027 Capital Project B 450,000$ Department: Information Technology Program Category: Information Technology Project Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits 150,000$ 150,000$
Software and Services 300,000$ 300,000$
-$
Total Capital Project Budget -$ -$ 450,000$ -$ -$ -$ -$ 450,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Operating Budget
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - $ (200,000) $ (200,000) $ (200,000) $ (200,000) (800,000)$ Non-Personnel (50,000)$ (50,000)$ (100,000)$
Non-Personnel -$ 60,000$ 63,000$ 66,150$ 69, 458$ 258,608$ Total Operating Budget -$ -$ -$ (140,000)$ (137,000)$ (183,850)$ (180,543)$ (641,393)$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencum
bered Carryover Capital Budget Year
Sources of Funding
Plus FY 2022 Estimated
Expenditures
To Capital Budget Year FY
2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total 011 - General Fund 450,000$ 450,000$
Fund -$
Fund -$
Fund -$
Total -$ -$ 450,000$ -$ -$ -$ -$ 450,000$ Project Description:

Project Justification:

Project Location:

Unappropriated Future (Planned) Fiscal Years
Replacement of FUND$ Property Tax Assessment System - Replacement of 30 year old "green screen" system FUND$ is an outdated system that is difficult to use, and time-consuming and expensive to maintain. Just to produce the annual assessments and send data to the County for Property Tax Special Assessments each year requires a great deal of internal support from IT, as well as outside consultants (0.25 FTE + outside costs). Within Finance, there is almost an entire FTE dedicated to manually maintaining parcel owner information and updating square footage of properties because there is no interface with our Building Permitting system. This is one of the few remining modules in the legacy FUND$ system, and the only one not yet scheduled for replacement. Maintaining it in the long term would require continuing FUND$ maintenance costs.

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Property Tax Assessment System Replacement
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
81

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PARKS, RECREATION & WATERFRONT
King Park 5-12 Play Structure Berkeley Tuolumne Camp Spinnaker Circle

SUMMARY
The Parks, Recreation and Waterfront Department maintains:
 250 park acres,
 11.5 miles of medians, including 152 landscaped areas between streets and numerous landscaped triangles adjacent to streets,
 263 irrigation systems,
 175 acres in the Waterfront, and
 3 resident camps.

The City of Berkeley’s resident camps include Cazadero Camp in Sonoma County, Echo Lake Camp located just above South Lake Tahoe, and Berkeley Tuolumne Camp located near the western entrance to Yosemite Park. These camps include hundreds of facilities, amphitheaters, bridges, pathways, water systems, and swimming pools.

The City
has 54 parks that contain:
 15 athletic fields,
 49 sports courts,
 63 play areas,
 36 picnic areas,
 4 community centers,
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 2 clubhouses,
 30 restrooms and outbuildings, and
 2 swimming pools.

The Waterfront has the largest public Marina in the Bay Area located on 125 acres of land and 50 acres of water, and includes approximately 1,000 berths, public access docks, pilings, streets, pathways, parking lots, a hotel, restaurants, restrooms, a large boat launch ramp, and a small craft launch area in the south cove.

ACCOMPLISH
MENTS
Parks, Recreation and Waterfront has completed 58 projects since 2016, including 14 in 2021, and has 40 funded projects in design, planning or construction. Highlights of PRW CIP accomplishments include:

Re-building of Berkeley Tuolumne Camp: In August, 2013, the Cal ifornia 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, onl y 17 structures remained: a single restroom and 16 family tent cabins. The $55 million rebuild of Camp, funded more than 95% by insurance, FEMA and donations, has included construction of:
62 new tent ca
bins;
20 staff housing cabins;
4 restroom/laundry buildings;
Water intake, pumping, treatment, storage and di stribution; Wastewater i
ntake, pumping, treatment and disposal;
Dining Hall, including commercial kitchen;
Recreation Hall and Mai
ntenance Shop;
Pedestrian bridges and accessible pathways;
Numerous Recreational and Operations Facilities, including Nature Center, First Aide, Sauna, Amphitheater, Sports Court, Registration Office & Store, and seasonal weirs.

Marina Streets: The M arina Streets project is an $8 million project to reconstruct the infamously bumpy Univ
ersity Ave west of I-80, to create a new gateway to the City’s waterfront. The reconstructio n included shifting University Ave lanes to the north, off of the old Berkeley Pier crossbeams that led to uneve n pavement settling. The project also includes the creation of a new roundabout at Marina and University, resurfacing of Marina Blvd, and reconstruction of Spinnaker Way along Cesar Chavez Park. The project was funded by Measure T1 ($4.2 million), a one-time capital contribution from the project sector ($3 million), and Public Works streets funding ($1 million).
83

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 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. Following several years of insurance negotiations, coordination with the School District, 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.
 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 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.

A full list of completed and upcoming projects is available here.6 FY 2023-24 PROJECTS AND CAPITAL BUDGET
PRW will manage a capital budget of $ 16.64M in FY23 and $14.06 M in FY24. The majority of this is one-time funding from the Measure T1 bond program and grants. Recurring capital funding for projects is $1.815 million/year, including $1.065 million/year from the Parks Tax, $350,000/year from the Marina Fund,
and $400,000 from the CIP Fund (General Fund).

Capital projects planned for the next budget cycle (with funding sources in parentheses), include:

Parks Projects:
 Renovation
of the Grove Park sports field, picnic area, and 2 -5 and 5-12 play structures (Parks Tax, CIP Fund, T1);
 Renovation of the Cedar Rose Park 2-5 and 5-12 play structures (Parks Tax, CIP Fund);  Renovation of the Ohlone Park 2-5 and 5-12 play structures, garden mural and exercise area (T1, Parks Tax);
 New restroom at Ohlone Park (T1)
 Development of a new park at the Santa Fe Right of Way, funded by a $5M Prop 68 grant;
 Renovation and seismic upgrades to the MLK YAP Youth Services Community Center (T1);  Replacement of the Willard Park clubhouse and restroom (T1);  Civic Center Turtle Garden project to make improvements in the fountain area at Civic Center Park (Clean California grant, T1);
6 See https://www.cityofberkeley.info/CIP_currently_funded_capital_projects_list/ 84

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New restroom and community space at Tom Bates Sports Complex (Parks Tax, T1); Renovation of the restroom at Harrison Park (T1);
Construction management and inspection of $3 million Aquatic Park improvements negotiated as part of the 600 Addison development (Parks Tax); and Tree plantings in areas of Berkel
ey not covered by grant funding.

Work on al
l of these park projects will be underway in the next budget cycle. With Measure T1 funding, there will be up to six new public restrooms built citywide, including new restrooms in Ohlone Park and Cesar Chavez Park. Measure T1 Phase 2 funding is also funding five new play structures in Ohlone Park, John Hinkel Park, and Grove Park.

Waterfront Projects: At the Waterfront, proposed projects focus on the most urgent repair needs to our dock and Marina infrastructure. FY23-24 projects include:
 Replacement of deteriorated timber pilings at the Waterfront, (Marina Fund, T1);  Dock and Marina infrastructure repairs (Marina Fund);  Renovation of the public restroom at K Dock (T1); and  New restroom at Cesar Chavez Park (T1).

An additional $3.25 million is requested from General Fund in FY 2023-2 4 for unfunded Waterfront priorities, including $1.5 million to complete all needed timber piling replacements; $1.15 million to reconstruct the J&K parki
ng lot; and $600,000 to leverage potential funding for a new bike park along University Ave in the Waterfront.
 Other Comm
unity Projects: PRW is coordinating the project management, design and construction of a new African American Holistic Resource Center funded by Measure T1.

Design will be underway in FY23 -FY24, with construction completed in the next budget cycle.

SUMMARY OF FY2025-FY2027 PROJECTS
Several T1 funded projects will continue into the next budget cycle, including the African American Holistic Resource Center, the Harrison Park restroom renovation, Ohlone Park lighting and restroom projects, and the completion of the Tom Bates Sports Complex restroom and community space. All T1 expenditures are planned to be complete by FY26.

Between FY25 and FY27, the recurring funds of $1.815 million from Parks Tax, Marina Fund and CIP Fund will continue to be programmed to address basic needs. Significant additional capital funding will need to be identified to address the backlog of needs.

As of April 2022, the unfunded needs in camps, pools, parks, and the Waterfront is estimated to exceed $226 million, (see table below). The majority of these unfunded needs are in the Waterfront, where many of the docks, pilings, buildings, parking lots and streets have reached the end of their useful life.

There is a need to increase annual infrastructure funding so these unfunded needs do not continue to grow.
85

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PRW Unfunded Capital Needs
Needed Improvements Cost Estimate
Resident Camps $7,935,000
Waterfront $146,092,000
Pools $7,200,000
Park Buildings/Facilities $4,510,000
Parks (General) $14,400,000
Parks (Specific) $41,927,000
Park Restrooms $4,450,000
Total Need $226,514,000

FUNDING
T
he recurring funding available for capital and major maintenance is $1.815 million, as shown in the table below.

Funding Source Annual Capital & Major Maintenance
Funding
Parks Tax Fund $1,065,000
Capital Improvement Fund $400,000
Marina Fund $350,000
Camps Fund7 $0
Total Funding Available $1,815,000
PRW relies on other one -time funding to supplement these sources, including bond measures and grants, to address critical unfunded needs. The passage of Measure T1 by voters in 2016 provided $100 million in funding for existing facilities and infrastructure. Phase 1 ($35 million) began in 2017 and is nearly complete, funding more than 15 park and Waterfront projects. Phase 2 was approved by Council
in December 2020, authorizing work on an additional 17 projects in parks, camps and the Waterfront. All Measure T1 projects are projected to be completed by 2026. 7Due to the loss and rebuilding of Berkeley Tuolumne Camp, the Camps Fund does not have sufficient funds at this time to cover any annual investment in capital or major maintenance. 86

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An additional $700,000 is set aside for minor maintenance in Parks and the Waterfront, as shown in the table below.

Funding Source Annual Minor Maintenance
Funding
Parks Tax Fund $450,000
Marina Fund $250,000
Total Funding Available $700,000
These funds
are critical to address the minor maintenance repairs that are required annually including painting, playground surfacing, stone work and facility repairs. In the past, when there was not this dedicated set aside, these more minor repairs often cut into capital budgets, exacerbating the problem of under-investment in capital and major maintenance. There is an additional $250,000 requested from General Fund in FY23 to cover needed repairs at Echo Lake Camp and the Waterfront, for which there is no other funding source as both the Camps Fund and the Marina Fund have significant structural deficits.
87

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Capital Projects Strategic Plan
New or
Continuing
Funded or
Requesting
Funding
Identified Funding
Source(s) FY 2023 Proposed FY 2024 Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total African American Holistic
Resource Center Yes Continuing Funded Measure T1 1,057,777$ 333,333$ 2,333,33 3$ 3,000,00 0$ -$ 6,724, 444$ African American Holistic
Resource Center Total 1,057,777$ 333,333$ 2,333,333$ 3,000,000$ -$ 6,724,444$ Aquatic Park Bolivar
Improvements (600 Addison)
Design Development Yes New Funded Parks Tax 100,000$ 100,000$ -$ -$ -$ 200,00 0$ Aquatic Park Bolivar
Improvements (600
Addison) Design
Development Total 100,000$ 100,000$ -$ -$ -$ 200,000$ Bike Park on University Ave. No New Requesting Funding General Fund or CIP Fund 600,000$ -$ -$ -$ -$ 600,000$ Bike Park on University
Ave. Total
600,000$ -$ -$ -$ -$ 600,000$
Cedar Rose (2-5 And 5-12 Play
Structure)
Yes Continuing Funded CIP Fund -$ 400,000$ -$ -$ -$ 400,000$ Cedar Rose (2-5 And 5-12 Play
Structure)
Yes Continuing Funded Parks Tax -$ 875,000$ -$ -$ -$ 875,000$ Cedar Rose (2-5 And 5-12
Play Structure) Total
-$ 1,275,000$ -$ -$ -$ 1,275,000$
Cesar Chavez Park - New
Restroom (On Spinnaker)
No Continuing Funded Measure T1 25,000$ 300,000$ -$ -$ -$ 325,00 0$ Cesar Chavez Park - New
Restroom (On Spinnaker)
Total 25,000$ 300,000$ -$ -$ -$ 325,000$ CIP Fund Annual Allocation No New Funded CIP Fund -$ -$ 400,000$ 400,000$ 400,000$ 1,200, 000$ Civic Center Park – Turtle GardenYes Continuing Funded Measure T1 150,000$ -$ -$ -$ -$ 150,00 0$ Civic Center Park – Turtle GardenYes Continuing Funded Clean California Grant 591,666$ -$ -$ -$ -$ 591,66 6$ Civic Center Park – Turtle
Garden Total
$ 741,666 $ - $ - $ - $ - $ 741,666 FY23 Tree Planting No New Funded Parks Tax 75,000$ -$ -$ -$ -$ 75,000$ FY23 Tree Planting Total 75,000$ -$ -$ -$ -$ 75,000$ FY24 Tree Planting No New Funded Parks Tax -$ 75,000$ -$ -$ -$ 75,000$ FY24 Tree Planting Total -$ 75,000$ -$ -$ -$ 75,000$ Grove Park Phase 2 Yes Continuing Funded Measure T1 700,000$ -$ -$ -$ -$ 700,00 0$ Grove Park Phase 2 Yes Continuing Funded CIP Fund 400,000$ -$ -$ -$ -$ 400,00 0$ Grove Park Phase 2 Yes Continuing Funded Parks Tax 750,000$ -$ -$ -$ -$ 750,00 0$ Grove Park Phase 2 Total 1,850,000$ -$ -$ -$ -$ 1,850,000$ Harrison Park - Restroom
Renovation
No Continuing Funded Measure T1 50,000$ 50,000$ 3 50,000$ -$ -$ 450,00 0$ Harrison Park - Restroom
Renovation Total
50,000$ 50,000$ 350,000$ -$ -$ 450,000$ J&K Parking Lot Yes New Requesting Funding General Fund or CIP Fund 1,150,000$ -$ -$ -$ -$ 1,150, 000$ J&K Parking Lot Total 1,150,000$ -$ -$ -$ -$ 1,150,000$ K Dock Restroom Renovation No Continuing Funded Measure T1 37,500$ 325,000$ -$ -$ -$ 362,50 0$ K Dock Restroom
Renovation Total
37,500$ 325,000$ -$ -$ -$ 362,500$ Marina Capital No New Funded Marina Fund 350,000$ 350,000$ 3 50,000$ 350,000$ 350,000$ 1,750,00 0$ Marina Capital Total 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 1,750, 000$ FY 2023 - FY 2027 PROPOSED CIP - PARKS, RECREATION, AND WATERFRONT 88

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Capital Projects Strategic Plan
New or
Continuing
Funded or
Requesting
Funding
Identified Funding
Source(s) FY 2023 Proposed FY 2024 Proposed FY 2025 Planned FY 2026 Planned FY 2027 Planned 5-Year Total MLK Youth Services Center Yes Continuing Funded Measure T1 -$ 6,000, 000$ -$ -$ -$ 6,000, 000$ MLK Youth Services Center
Total -$ 6,000,000$ -$ -$ -$ 6,000,000$
Ohlone (Milvia) Ages 2-5, 5-12,
Garden Mural, Exercise Yes Continuing Funded Measure T1 400,000$ 100,000$ -$ -$ -$ 500,000$ Ohlone (Milvia) Ages 2-5, 5-
12, Garden Mural, Exercise
Total 400,000$ 100,000$ -$ -$ -$ 500,000$ Ohlone Park - New Restroom Yes Continuing Funded Measure T1 50,000$ 50,000$ 4 00,000$ -$ -$ 500,00 0$ Ohlone Park - New
Restroom Total 50,000$ 50,000$ 400,000$ -$ -$ 500,000$ Ohlone Park Lighting Yes Continuing Funded Measure T1 125,000$ 75,000$ 500,000$ -$ -$ 700,00 0$ Ohlone Park Lighting Total 125,000$ 75,000$ 500,000$ -$ -$ 700,000$ Parks Tax Annual Allocation No New Funded Parks Tax 1,090,000$ 1,110,000$ 1,130,000$ 3,330, 000$ Piling Replacements Yes New Funded Measure T1 1,200,000$ -$ -$ -$ -$ 1,200, 000$ Piling Replacements Yes New Requesting Funding General Fund or CIP Fund 1,500,000$ -$ -$ -$ -$ 1,500, 000$ Piling Replacements Total 2,700,000$ -$ -$ -$ -$ 2,700,000$ Santa Fe Right of Way Yes Continuing Funded Clean California Grant 1,000,000$ 3,700,00 0$ -$ -$ -$ 4,700, 000$ Santa Fe Right of Way Total 1,000,000$ 3,700,000$ -$ -$ -$ 4,700,000$ Tom Bates Restroom/
Community Space Yes Continuing Funded Measure T1 200,000$ 1,325,00 0$ 1,325,00 0$ -$ -$ 2,850, 000$ Tom Bates Restroom/
Community Space Yes Continuing Funded Parks Tax 125,000$ -$ -$ -$ -$ 125,000$ Tom Bates Restroom/
Community Space Total 325,000$ 1,325,000$ 1,325,000$ -$ -$ 2,975,000$ Willard Clubhouse/Restroom
Replacement Yes Continuing Funded Measure T1 6,000,000$ -$ -$ -$ -$ 6,000, 000$ Willard
Clubhouse/Restroom
Replacement Total 6,000,000$ -$ -$ -$ -$ 6,000,000$ Grand Total 16,636,943$ 14,058,333$ 6,748,333$ 4,860,000$ 1,880, 000$ 44,183, 610$ 23 Proposed Projects in Five-Year CIP
$44,183,610 in Five-Year CIP Budget
$3,250,000General Fund Request in FY 2023
General Fund/CIP Fund
$5,250,000 12%
Grant Fund
$5,291,666 12%
Marina Fund
$1,750,000 4%
Measure T1 Fund
$26,461,944 60%
Parks Tax Fund
$5,430,000 12%
General Fund/CIP Fund Grant Fund Marina Fund Measure T1 Fund Parks Tax Fund$16,636,943FY 2023 Capital Budget 89

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Project Name: Project Code: PRWT122002
Total Capital Project Bud 7,250,000$ FY 2023-2027 Capital Project Bu 6,724,444$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status Continuing ProjeStrategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 525,556$ 1,057,777$ 1,057,777$ Construction 333,333$ 2,333,333$ 3,000,000$ 5,666,667$ Total Capital Project Bud 525,556$ 1,057,777$ -$ 333,333$ 2,333,333$ 3,000,000$ -$ 6,724,444$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total General Fund 250,000$ -$
Measure T1 275,556$ 1,057,777$ 333,333$ 2,333,333$ 3,000,000$ 6, 724,444$ Fund -$
Fund -$
Total 525,556$ 1,057,777$ -$ 333,333$ 2,333,333$ 3,000,000$ -$ 6,724,444$ Project Description:

African American/Black Culturally Congruent Services, the City funded a feasibility study and in December 2020, City Council approved Measure T1 funds for the design and construction of the AAHRC.

Project Justification:

Project Location:
1890 Alcatraz Avenue
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
African American Holistic Resource Center
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
The African American Holistic Resource Center (AAHRC) will be a facility slated to house culturally congruent services to help eliminate inequities within the Berkeley Community. Following the report, A Community Approach for 90

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Project Name: Project Code: PRWPK23001
Total Capital Project Bud 200,000$ FY 2023-2027 Capital Project Bu 200,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status New Project Strategic Plan Yes Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 100,000$ 100,000$ 200,000$ Construction -$
Total Capital Project Bud -$ -$ 100,000$ 100,000$ -$ -$ -$ 200,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Parks Tax 100,000$ 100,000$ 200,000$
Fund -$
Fund -$
Fund -$
Total -$ -$ 100,000$ 100,000$ -$ -$ -$ 200,000$ Project Description:

Project Justification:

Project Location:

History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Aquatic Park Bolivar Improvements (600 Addison) Design Development Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Bolivar from Addison to Dreamland street, bike and pedestrian path, landscape. 91

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Project Name: Project Code: PRWPK22001
Total Capital Project Budget: 700,000$ FY 2023-2027 Capital Project B 600,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status New Project Strategic Plan Yes Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 100,000$ -$ Construction 600,000$ -$ 600,000$ Total Capital Project Budget 100,000$ -$ 600,000$ -$ -$ -$ -$ 600,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total CIP Fund 100,000$ -$ -$ -$ CIP Fund or GF (Request) 600,000$ 600,000$ Fund -$
Fund -$
Total 100,000$ -$ 600,000$ -$ -$ -$ -$ 600,000$ Project Description:

Project Justification:

Project Location:

Berkeley Marina
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Bike Park on University Ave.

Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

This would establish the City's only bike park and create a destination to attract more people to the Waterfront. Additional $600K requested would cover design development and will be leveraged with grant opportunities to cover construction of the new bike park.

Unappropriated Future (Planned) Fiscal Years
92

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Project Name: Project Code: PRWPK22008
Total Capital Project Bud 1,425,000$ FY 2023-2027 Capital Project Bu 1,275,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status Continuing ProjeStrategic Plan Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 150,000$ 400,000$ 400,000$ Construction 875,000$ 875,000$
Total Capital Project Bud 150,000$ -$ -$ 1,275,000$ -$ -$ -$ 1,275,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total CIP Fund 150,000$ 400,000$ 400,000$
Parks Tax 875,000$ 875,000$
Fund -$
Fund -$
Total 150,000$ -$ -$ 1,275,000$ -$ -$ -$ 1,275,000$ Project Description:

Project Justification:

Project Location:
1300 Rose Street
History/Notes:
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Cedar Rose (2-5 And 5-12 Play Structure)
Renovate/replace existing play structures and related site improvements.

Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
Unappropriated Future (Planned) Fiscal Years
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Project Name: Project Code: PRWT122015
Total Capital Project Budget: 350,000$ FY 2023-2027 Capital Project B 325,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status Continuing ProjeStrategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 25,000$ 25,000$ 25,000$ Construction 300,000$ 300,000$
Total Capital Project Budget 25,000$ 25,000$ -$ 300,000$ -$ -$ -$ 325,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ 10,000$ 10,000$ 10,000$ 30,000$ Total Operating Budget -$ -$ -$ -$ 10,000$ 10,000$ 10,000$ 30,000$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 25,000$ 25,000$ 300,000$ 325,000$ Fund -$
Fund -$
Fund -$
Total 25,000$ 25,000$ -$ 300,000$ -$ -$ -$ 325,000$ Project Description:

Project Justification:

In anticipation of the restroom building, sewer lateral and necessary ADA parking stalls will be installed as part of the Spinnaker Way Pavement Rehabilitation and Drainage Improvement project that is currently in construction.

These elements will streamline the construction of the restroom building.

Project Location:

Western terminus of Spinnaker Way
History/Notes:
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Replacement of the portable toilets at Spinnaker way with a restroom building.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Cesar Chavez Park - New Restroom (On Spinnaker)
Unappropriated Future (Planned) Fiscal Years
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Project Name: Project Code: TBD
Total Capital Project Budget 1,200,000$ FY 2023-2027 Capital Project B 1,200,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM -$
Construction 400,000$ 400,000$ 400,000$ 1,200,000$ Total Capital Project Budget -$ -$ -$ -$ 400,000$ 400,000$ 400,000$ 1,200,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total CIP Fund 400,000$ 400,000$ 400,000$ 1,200,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ -$ -$ 400,000$ 400,000$ 400,000$ 1,200,000$ Project Description:

Project Justification:

Project Location:

Berkeley Marina
History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
CIP Fund Annual Allocation
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
95

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Project Name: Project Code: PRWPK21008
Total Capital Project Budget: 891,666$ FY 2023-2027 Capital Project B 741,666$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status Continuing ProjeStrategic Plan Yes Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 150,000$ 150,000$ 150,000$
Construction 591,666$ 591,666$
Total Capital Project Budget 150,000$ -$ 741,666$ -$ -$ -$ -$ 741,666$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$
Non-Personnel -$ -$
Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumb
ered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Measure T1 150,000$ 150,000$ 150,000$
Clean California Grant 591,666$ 591,666$
Fund -$
Fund -$
Total 150,000$ -$ 741,666$ -$ -$ -$ -$ 741,666$
Project Description:
eight stone medallions to symbolize Turtle Island and celebrate the indigenous cultures of the Americas.

Project Justification:

Project Location:

Martin Luther King Jr. Civic Center Park is located at MLK Jr. Way between Center Street and Allston Way.

Unappropriated Future (Planned) Fiscal Years
The project is for the renovation of the existing decommissioned fountain into a garden and planter with native plantings, including the installation of public art. The public art includes four bronze loggerhead turtles and Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
Civic Center Park – Turtle Garden
Unappropriated Future (Planned) Fiscal Years
96

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Project Name: Project Code: PRWPK23003
Total Capital Project Bud 75,000$ FY 2023-2027 Capital Project Bu 75,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status New Project Strategic Plan No Total Previous Fiscal Years Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM 75,000$ -$ 75,000$ Construction -$
Total Capital Project Bud -$ -$ 75,000$ -$ -$ -$ -$ 75,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Parks Tax 75,000$ -$ 75,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ 75,000$ -$ -$ -$ -$ 75,000$ Project Description:

Project Justification:

Project Location:

History/Notes:

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
FY23 Tree Planting
Unappropriated Future (Planned) Fiscal Years
*The FY 2023 Capital Budget includes a combination of new appropriation and carryover appropriation of estimated FY 2022 unencumbered funds. The carryover appropriation is estimated as part of the CIP budget development. It will be reconciled to actual unencumbered funds at FY 2022 year-end close.

Unappropriated Future (Planned) Fiscal Years
Annual Parks Tax allocation to plant city trees.
97

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Project Name: Project Code: PRWPK24002
Total Capital Project Budget 75,000$ FY 2023-2027 Capital Project B 75,000$ Department:

Parks Recreation and
Waterfront Program Category:

Parks Rec. &
Waterfront Project Status New Project Strategic Plan No Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Capital Project Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits -$
Plans/Specs/Designs/CM -$ 75,000$ 75,000$ Construction -$
Total Capital Project Budget -$ -$ -$ 75,000$ -$ -$ -$ 75,000$ Project Impact on
Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Operating Budget

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Salary and Benefits $ - -$ Non-Personnel -$ -$ Total Operating Budget -$ -$ -$ -$ -$ -$ -$ -$ Total Previous Fiscal Years
Actuals
*Estimated FY 2022
Unencumbered Carryover Capital Budget Year
Sources of Funding

Expenditures

2023 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 5 Yr Total Parks Tax -$ 75,000$ 75,000$ Fund -$
Fund -$
Fund -$
Total -$ -$ -$ 75,000$ -$ -$ -$ 75,000$ Project Description:

Project Justification:

Project Location:

Unappropriated Future (Planned) Fiscal Years
Annual Parks Tax allocation to plant city trees.

Unappropriated Future (Planned) Fiscal Years
City of Berkeley
FY 2023 - 2027 Capital Improvement Plan
Capital Project Detail Page
FY24 Tree Planting
Unappropriated Future (Planned) Fiscal Years
98

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Berkeley City CouncilJune 14, 2022

Berkeley City Council
June 14, 2022