Berkeley City Council
June 28, 2022

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ATTACHMENT 3
Compostable Organics - $2.30 per bag.

Proposed Rates:

An Environmental Compliance Fee for Refuse, Construction and Demolition, and Organics (compostable) materials shall be:
 $3.50 per minimum load, 330 pounds or less, or
 $5.00 per ton.

The Base Rate for Refuse shall be:
 $38.50 per minimum load, 330 pounds or less, or
 $149.00 per ton.

The Special Materials Handling charges shall be:
 $18.00 of each set of mattresses/box springs for commercial customers.

Residents are accepted free (2 sets or less per day).
 $20.00 per automobile tire.
 $30.00 per truck tires truck.
 $48.00 per appliance, refrigerated and non-refrigerated.  $35.00 per propane tank.
 $9.00 per electronic item with three (3) or more, 1st 2 - items at no charge.  $50.00 per reload of prohibited materials, $150.00 per customers’ second occurrence.
 75% surcharge of refuse base rate on mixed refuse, construction & demolition and organics loads (10% or more of each material type based on visual inspection).

The Base Rate for clean loads of Organic (compostable) Materials shall be:
 $27.75 per minimum load, 330 pounds or less, or
 $72.05 per ton.

For the Base Rate for Construction and Demolition Materials shall be:
 $33.50 per minimum load, 330 pounds or less, or
 $130.00 per ton.

Purchase of Prepaid Bags for residential customer use only, the rates shall be:
 Refuse - $7.50 per bag.
 Compostable Organics - $3.00 per bag.

If Transfer Station scale is inoperable, the pounds per cubic yard conversion ratio shall be 330 pounds to the cubic yard and any estimate of volume will be made to the nearest half cubic yard.

Authorize the City Manager to annually review the base cost rates of refuse, construction and demolition, and organics materials; environmental compliance fee; and

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ATTACHMENT 3
special material handling charges; and, if required, increase these rates, fee and charges by CPI as needed.

The hearing will be held, on June 28, 2022 at 6:00 p.m. The hearing will be held via videoconference pursuant to Government Code Section 54953(e) and the state declared emergency.

A copy of the agenda material for this hearing will be available on the City’s website at www.CityofBerkeley.info as of June 16, 2022. Once posted, the agenda for this meeting will include a link for public participation using Zoom video technology.

For further information, please contact Greg Apa, Solid Waste & Recycling Manager, at (510) 981-6359.

Written comments should be mailed directly to the City Clerk, 2180 Milvia Street, Berkeley, CA 94704, or emailed to [email protected] in order to ensure delivery to all Councilmembers and inclusion in the agenda packet.

Communications to the Berkeley City Council are public record and will become part of the City’s electronic records, which are accessible through the City’s website. Please note: e-mail addresses, names, addresses, and other contact information are not required, but if included in any communication to the City Council, will become part of the public record. If you do not want your e-mail address or any other contact information to be made public, you may deliver communications via U.S. Postal Service or in person to the City Clerk. If you do not want your contact information included in the public record, please do not include that information in your communication. Please contact the City Clerk at 981-6900 or [email protected] for further information.

Published: Publication Date – June 17, 2022 and June 24, 2022 - Berkeley Voice Published pursuant to Government Code Section 6062a
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ I hereby certify that the Notice for this Public Hearing of the Berkeley City Council was posted at the display case located near the walkway in front of Council Chambers, 2134 Martin Luther King Jr. Way, as well as on the City’s website, on or before June 16, 2022.

Mark Numainville, City Clerk

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Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager

ACTION CALENDAR
June 28, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Sharon Friedrichsen, Budget Manager
Subject: FY 2023 & FY 2024 Biennial Budget Adoption

RECOMMENDATION
Adopt a Resolution:

1. Adopting the FY 2023 & FY 2024 Biennial Budget as contained in the City Manager’s FY 2023 & FY 2024 Proposed Biennial Budget that includes the Proposed Capital Budget, presented to Council on June 14, 2022, and as amended by subsequent Council action.

2. Authorizing the City Manager to provide applicable advances to selected community agencies receiving City funds in FY 2023, as reflected in Attachment 2 to the report, and as amended by subsequent Council action.

FISCAL IMPACTS OF RECOMMENDATION
The proposed City expenditure budget for all funds in FY 2023 is $ 733,086,531 (gross appropriations) and $ 616,642,121 (net appropriations). The General Fund (Funds 011- 099) total is $287,568,533 and the balance of $445,517,998, including Measure P and U1 expenditures, and represents the other non-discretionary funds. This fiscal information will be reflected in a separate Annual Appropriation Ordinance on the City Council’s agenda on June 28, 2022.

CURRENT SITUATION AND ITS EFFECTS
The development of the biennial budget for Fiscal Years 2023 and 2024 began in September 2021 with preparations leading to the inaugural use of the budget development module within the City’s new financial system. Over the next several months, departments worked with the City Manager’s Office to develop their baseline budget and funding requests, which were presented to the City’s Budget and Finance Policy Committee and subsequently to the City Council as part of the Fiscal Years 2023 and 2024 (“FY 23 and FY 24”) Proposed Budget. The City Council received the balanced FY 23 and FY 24 Proposed Budget, inclusive of the City Manager’s funding recommendations, on May 31, 2022.

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FY 2023 & FY 2024 Biennial Budget Adoption ACTION CALENDAR June 28, 2022
The FY 23 and FY 24 Proposed Budget includes the General Fund Budget, which represents the City’s’ general-purpose revenues and discretionary spending on various citywide programs, projects and services. Proposed expenditures for FY 23 total $263.3 million, decreasing to $256.1 million in FY 24. The planned expenses are offset by revenues and various balancing strategies resulting in a balanced budget.

Fiscal Year
2022 Adopted
Fiscal Year
2023 Proposed
Fiscal Year
2024 Proposed
All Revenues 236,066,707 263,409,219 245,077,313
Less Revenues* (22,120,350) (35,435,922) (35,435,922)
Baseline
Revenues
213,9466,357 227,973,297 209,641,391
All Expenditures 234,754,491 247,131,978 249,539,772
Less Expenditures* (20,808,520) (17,940,382) (17,735,757) Baseline
Expenditures
213,945,971 229,191,596 231,804,015
Initial Baseline
Projected
Surplus/(Deficit)
(1,218,299) (22,162,624)
Recommended Tier
1 Funding
Supplement to
Replenishing
Reserves
30,072,013
3,000,000
22,798,718
1,500,000
Revised Baseline*
Expenditures
263,263,609 256,102,733
Balancing
Strategies
(35,364,529) (46,482,839)
Projected
Surplus/(Deficit)
386 74,216 21,496
*Less Measure P and U1
The FY 23 and FY 24 Proposed Budget, including Tier 1 Funding Recommendations, addresses several Council priorities and fiscal policy objectives including:
 Continuation of core baseline services that restored funding for positions held vacant in FY 22, including 23 sworn officers within the Police Department, and continuation of the Homelessness Response Team and Downtown Street Team;

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FY 2023 & FY 2024 Biennial Budget Adoption ACTION CALENDAR June 28, 2022
 Funding for the Reimagining Public Safety pilot program, including funding to establish the Diversity, Equity and Inclusion Unit within the City Manager’s Office;  Funding for staffing and operations across the organization to enhance revenues and leverage grant opportunities; to address additional health and public safety initiatives within Fire, HHCS, Parks, Recreation and Waterfront, Planning and Public Works; to support affordable housing of the BART sites and other redevelopment opportunities; to provide oversight of the encampment grant, Project RoomKey and other services for the unhoused; to advance climate change initiatives and to implement operational efficiencies;  Funding of $14.1 million and $13.4 million respectively in each fiscal year toward capital projects intended to accomplish the following goals:
o Address the deferral of funding in FY 21 toward capital needs; o Increase the baseline for Parks, Recreation and Waterfront; o Provide additional funding to Public Works for street paving; o Begin initial funding to increase the baseline for multi-year projects such as facilities deferred maintenance and accessibility improvements; o Tackle a variety of one-time critical public safety capital needs such as the Jail Control Panel Replacement project, the Waterfront piling project; the Telegraph/Channing Garage Elevator Repairs, and various traffic claiming and improvement projects; and
o Enhance efficiencies and revenues through projects such as the Paperless Contracts Workflow System and business license system.  Allocation of $2.0 million to the Section 115 Trust in each fiscal year to address pension liabilities and an allocation of approximately $5.0 million each fiscal year to replenish and build reserves.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Actions included in the budget will be developed and implemented in a manner that is consistent with the City’s environmental sustainability goals and requirements.

CONTACT PERSON
Sharon Friedrichsen, Budget Manager, City Manager’s Office, 981-7000 Attachments:
1: Resolution: Adopting FY 2023 and FY 2024 Budget
Exhibit A: FY 2023 and FY 2024 Proposed Budget (May 31, 2021) 2: Community Agency Contract Advances

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RESOLUTION NO.

ADOPTING THE CITY OF BERKELEY BUDGET UPDATE FOR
FISCAL YEAR 2023 and 2024
WHEREAS, on May 31, 2022, the City Manager presented to the City Council the Fiscal Year 2023 and Fiscal Year 2024 (“FY 2023 and FY 2024”) Proposed Budget; and WHEREAS, the City Council held a series of meetings to consider the Proposed Budget Update, including public hearings held on May 31, 2022 and June 14, 2022; and WHEREAS, members of the City Council presented recommended revisions to the Proposed Biennial Budget at the Council meeting on June 28, 2022; and WHEREAS, in addition to formal budget adoption, City Council action is required to authorize advances for select community agencies receiving funds in FY 2023. The advances are to be equivalent to 25% of the agency’s allocation.

NOW THEREFORE, BE IT RESOLVED, that the Council of the City of Berkeley adopts the FY 2023 and FY 2024 Budget contained in the City Manager’s FY 2023 and FY 2024 Proposed Budget presented to Council on May 31, 2022 and as amended by subsequent Council action on June 28, 2022.

BE IT FURTHER RESOLVED that the appropriations constituting the FY 2023 Adopted Budget will be reflected in a separate FY 2023 Annual Appropriation Ordinance, as required by Charter.

BE IT FURTHER RESOLVED, that the City Manager is authorized to execute contracts and /or amendments, as necessary, to provide advances to selected community agencies receiving City funds in FY 2023.

BE IT FURTHER RESOLVED, that the City Manager is authorized to use the following invoicing/reporting system in contract administration, but maintains the discretion to amend these requirements depending on risk factors associated with past performance, the amount and type of funding an agency receives, and/or whether or not an agency is a new grantee:

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Agencies receiving under $50,000 in General Fund to provide the following services:

1. Drop-In services only with no intensive case management, meal programs, outreach programs, or recreation programs:
o Statements of Expense are required quarterly and a General Ledger is required at fiscal year-end; and
o An end-of-year narrative summary of accomplishments.

2. All other agencies receiving General Fund only:
o Statements of Expense are required quarterly and a General Ledger is required at fiscal year-end; and
o Program Reports are required semi-annually.

3. Agencies with State and/or Federal Funding:
o Statements of Expense are required quarterly and a General Ledger is required at fiscal year-end; and
o Program Reports are required quarterly.

BE IT FURTHER RESOLVED, that the City Manager is authorized to refuse to execute or amend a contract with any agency that has not provided required contract exhibits and documentation within 60 days of award of funding.

BE IT FURTHER RESOLVED, that the City Manager is authorized to execute other resultant agreement and amendments with other agencies relating to receipt and expenditure under CDBG or CSBG Program in accordance with the proposals for community agency funding approved through the budget process. A record copy of said contracts and any amendments are on file with the Office of the City Clerk.

Exhibits
Exhibit A: FY 2023 and FY 2024 Proposed Budget (May 31, 2021)

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PROPOSED BUDGET FISCAL YEARS 2023-2024

CITY OF BERKELEY
https://berkeleyca.gov/your-government/financial-information/city-budget

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Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/manager

May 31, 2022

Honorable Mayor Jesse Arreguín and Members of the City Council:

The City Manager’s Fiscal Years 2023 and 2024 Proposed Budget (“FY 23 and FY 24 Proposed Budget”) for the City of Berkeley is submitted herein for your review and consideration. Over the course of the next several weeks, both the Budget and Finance Policy Committee and City Council will hold several meetings and public hearings on the contents of the Proposed Budget subsequent to adoption. The budget is anticipated to be adopted on June 28, 2022, prior to the statutory deadline of June 30, 2022.

As a result of the economic impact of the coronavirus pandemic, the Fiscal Year 2022 Budget was adopted for one fiscal year. The FY 23 and FY 24 Proposed Budget is characterized by the return to the development of a biennial budget. However, similar to FY 22, the FY 23 and FY 24 Proposed Budget continues to reflect the challenges associated with COVID-19 on operations and revenue.

Operating Factors and Challenges
The department budget narratives contained within this document illustrate the ongoing impacts of the pandemic on operations. These narratives highlight the variety of strategies used by departments to continue to provide excellent service during the pandemic, including while adhering to social distancing protocols. Department narratives describe hybrid approaches delivering a combination of virtual and in-person services moving forward in order to enhance customer service, meet new service delivery expectations and improve operational efficiencies.

In addition to the pandemic, impacts to the provision of services and the implementation of programs and projects are compounded by staffing vacancies due to the phenomena known as the “Great Resignation” that both private and public sector organizations are facing. Another recent operational challenge relates to inflationary pressure increasing the cost and limiting the availability of various services and supplies. These factors are anticipated to continue into the next fiscal years and expenditures within the General Fund operating baseline budget reflect cost increases as well as anticipated savings from vacancies.

On the revenue-side, while revenues are projected to continue to improve, some General Fund revenues, such as sales and use tax and transient occupancy tax, still lag

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in terms of pre-pandemic levels of performance. The City of Berkeley received federal funding under the American Rescue Plan Act (ARPA) of 2021 of approximately $66.6 million, used in part to help offset revenue losses and balance FY 22. The Proposed Biennial Budget recommends deferring the partial use of remaining ARPA funds until FY 24 as part of a series of strategies to balance the General Fund baseline budget.

Additional budget balancing strategies are outlined later within this transmittal.

Budget Strategies
Consistent with prior years, the following budget strategies guided the development of the FY 23 and FY 24 Proposed Budget:

1. Continue serving the community. Public health and safety functions, as well as essential municipal services will be preserved to the maximum extent possible.

In so doing, the City will make every effort to avoid service and workforce reductions.

2. Live within our means. Strive for long-term sustainability that aligns available resources with needs and the City’s values that embrace a commitment to advancing racial and social equity, serving those who are most in need, and environmental sustainability.

3. Identify expenditures that can be deferred. Take a deferment first approach by thoroughly assessing expenditures with a special emphasis on large capital projects, equipment purchases, and new projects.

4. Pursue other revenue and assistance. Vigorously pursue cost recovery efforts, secure alternative sources of revenue, and be positioned to capitalize on federal and state assistance.

5. Manage use of, and replenish, reserves. In drawing on reserves, the City will adopt a long-term orientation to ensure that funds are available for the duration of the economic downturn. The City will look to its existing policies to ensure that any reserves that are utilized are restored when the economy improves.

6. Be data-driven and transparent. Budget decisions will be informed by data and be transparent. Staff will work collaboratively with the Budget and Finance Policy Committee with on-going communication and updates provided to the entire City Council.

Proposed All Funds Budget
Table 1 below summarizes the Citywide Proposed (All Funds) Budget. The Proposed All Funds Revenue Budget decreases by $2.8 million in FY 23 compare to FY 22, with further decline of approximately $21.2 million in FY 24. However, as revenues decrease, planned expenditures grow by $15.4 million in FY 23 over the FY 22 Adopted before decreasing to $13.4 million in FY 24. Overall, either additional fund balance is required to meet operating costs and/or alternative sources of funding (fee increases,

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grants/intergovernmental revenue and/or transfers from the General Fund) will be needed to balance in the outyears.

A detailed breakdown of the Proposed All Funds Revenue and Expenditure budgets that includes charts and graphs is provided in the Financial Summary section of the budget book. At this time, the General Fund Tier 1 Funding Recommendations have not been incorporated into the All Funds Summary.

Table 1: Proposed FY 23 & 24 All Funds Summary

Fiscal Year
2022 Adopted
Fiscal Year
2023 Proposed
Fiscal Year
2024 Proposed
Revenues 595,202,825 592,431,444 571,408,571
Expenditures 675,601,287 691,022,346 677,564,222
Proposed Use of
Fund Balance
78,398,462 98,590,902 106,155,651

Staffing
The City of Berkeley provides a variety of services and, as a service organization, the majority of the City’s expenses relate to staffing. Salary and benefit costs total $339 million and make up approximately 49 percent of the citywide budget on an all-funds basis and $166 million or 74 percent of the General Fund in FY 23. Authorized staffing levels increase by approximately 49 full-time equivalent positions (FTE) in FY 23 over the FY 22 Adopted. The increase is primarily attributable to a reorganization effort within the Fire Department that will result in more services to the community and a workforce that is better prepared and resilient to respond to the challenges the City will face in the coming decades. Overall, citywide staffing totals 1,735 in FY 23 and 1,737 in FY 24, excluding the additional positions included within the Tier 1 Funding Recommendations.

Proposed General Fund Budget
A portion of the All Funds budget includes the General Fund. The General Fund comprises general-purpose revenues, such as taxes, fines and fees, interest and other income that may be used to support general governmental operations. The FY 23 and FY 24 Proposed General Fund Budget is presented in Table 2 below.

The all revenues projection includes resources generated by Measure P ($14.0 million) and Measure U1 ($4.9 million). Council policy is to generally allocate Measure P and Measure U1 revenues to programs and services that address homelessness and support the expansion of affordable housing. Accordingly, the revenues and expenditure amounts for both Measure P and Measure U1 are removed from the Proposed General Fund Baseline Budget outlined below.

In addition, current policy recommends that any excess property transfer tax over the baseline be allocated to capital. Therefore, the $16.5 million in Property Transfer Tax

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revenues over the current baseline amount of $12.5 million set by Council are also removed from the baseline revenue calculation.

Table 2: Proposed FY 23 & 24 General Fund Summary

Fiscal Year
2022 Adopted
Fiscal Year
2023 Proposed
Fiscal Year
2024 Proposed
All Revenues 236,066,707 263,409,219 245,077,313
Less Revenues (22,120,350) (35,435,922) (35,435,922)
Baseline
Revenues
213,9466,357 229,006,665 209,641,391
All Expenditures 234,754,491 247,131,978 249,539,772
Less Expenditures (20,808,520) (17,940,382) (17,735,757) Baseline
Expenditures
213,945,971 229,191,596 231,804,015
Initial Baseline
Projected
Surplus/(Deficit)
(1,218,299) (22,162,624)
Recommended
Tier 1 Funding-
Operations
17,022,013 9,378,718
Balancing
Strategies
18,314,529 31,562,839
Baseline Projected
Surplus/(Deficit)
386 74,216 21,496

Tiered Funding Requests and Recommendations
As part of the budget process, City departments requested additional General Fund support over the baseline budget. In addition, the City Council has approved various budget referrals to be considered as part of the budget adoption process. These requests have been prioritized using three tiers as noted below and are included within Appendix 2 of the budget book. Table 2 reflects the recommended funding for Tier 1 operational expenses in both fiscal years.

 Tier 1 includes items that are required to be paid (example debt service, other contractual obligations); federal or state mandated services; public safety; critical operational needs; critical infrastructure; revenue generating, grant funded or cost-share; and addresses climate initiatives,

 Tier 2 includes items that are considered to be Non-Critical Operational Needs that may be placed on hold or have existing funding, and

 Tier 3 includes items deemed to be Non-Urgent Operational Needs.

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General Fund Balanced Budget Strategies and Outcomes
As reflected in Table 2 above, the General Fund baseline budget faces a shortfall once specialized revenues and expenditures are omitted. In addition to the imbalance between baseline revenues and expenditures, Tier 1 items are also recommended to be funded in both fiscal years. In order to achieve a balanced budget, several strategies are required as highlighted in Table 3 below.

Table 3: FY 23 and FY 24 Recommended Budget Balancing Strategies

Balancing Strategy Fiscal Year 2023
Proposed (Millions)
Fiscal Year 2024
Proposed (Millions)
FY Excess Property Transfer Tax 12.2 5.1
FY 23 & 24 Increased Baseline
(from $12.5 M to $18.0M)

5.5 5.5
Salary Savings 8.1 7.5
ARPA Deferral (10.7) 10.7
One-Time Measure P
for Nexus Programs

3.2 2.8
Total Projected Savings
Achieved (in millions)

18.3 31.6

These strategies are largely predicated upon the use of the nearly $27.4 million in FY 22 excess property transfer tax over the baseline revenue projection of $12.5 million.

Specifically, this additional revenue is anticipated to: (1) address operational shortfalls in FY 23 ($12.2 million) and FY 24 ($5.1 million); (2) replenish reserves ($1.5 million) and (3) augment the biennial capital budget ($8.6 million).

In addition, the FY 23 & FY 24 Proposed Budget recommends adjusting the current excess property transfer tax baseline of $12.5 million to $18.0 million, which allows these additional revenues ($5.5 million) to be redirected toward the increased cost of operations. Based on current and projected vacancies, salary savings assume a citywide average vacancy rate of 5% and reflect additional savings by projecting that new positions recommended within Tier 1 will likely take 6 months, on average, to fill in FY 23 with some savings to account for attrition in FY 24. Together salary savings represent, on average, approximately $7.8 million in each fiscal year.

As referenced previously in this transmittal, the Proposed Budget assumes the deferral of approximately $11 million of ARPA funds for use in FY 24. The final budget strategy

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recommends the use of Measure P for nexus programs typically funded through the General Fund, such as the funding to community agencies, and for limited Tier 1 items.

Recommended Policy Changes
This balancing approach requires a change in policy direction regarding the excess property transfer tax in FY 23 and FY 24. Specifically, Council policy currently sets the excess property transfer tax baseline at $12.5 million each fiscal year. The proposed budget balancing approach requires two changes: (1) the baseline excess property transfer tax for operations increases by $5.5 million in each fiscal year from $12.5 million to $18.0 million and (2) the excess property transfer tax over the baseline (now $18.0 million) is allocated to both reserves and capital rather than entirely to capital.

Funding for Unfunded Liabilities
Reserves: The FY 21 budget required the use of $11.4 million in reserves to balance the budget. Currently, $6.6 million has been allocated to reserves, resulting in a remaining shortage of $4.8 million The FY 23 and FY 24 Proposed Baseline Budget currently includes a transfer to the Stability Reserve Fund ($1.375 million) and the Catastrophic Reserve Fund ($1.125 million) for each fiscal year. In addition to this annual contribution of $2.5 million, it is recommended that $1.5 million of excess property transfer tax from Fiscal Years 2022, 2023 and 2024 also be allocated to reserves for a total increase of $4.5 million over the initial baseline. Together, the amount dedicated to reserves nears $9.5 million, which replenishes the reserve by FY 23 and also begins to grow it by approximately $5.0 million in FY 24 for future use.

Pension: On June 26, 2018, the City Council authorized the City Manager to establish an IRS Section 115 Pension Trust Fund (Trust) to be used to help fund pension obligations (the fund can be utilized to help smooth volatility from year to year fluctuations in annual required contributions). The FY 23 and FY 24 Proposed Budget includes annual funding of $2 million to the Trust. The Trust balance, as of June 30, 2021, is $12.8 million. In FY 21, the City realized a discount of approximately $1.3 million from the prepayment of the required CalPERS unfunded liability and anticipates achieving a similar discount from the FY 22 repayment that will be used to increase the Trust balance.

Capital: The Proposed Budget also recommends the use of excess property transfer tax to address unfunded capital needs. Overall excess property transfer tax revenue is projected at nearly $29.0 million annually in Fiscal Years 2023 and 2024. Of the $29.0 million, $18.0 million is recommended for operational needs and $1.5 million for reserves, which leaves approximately $9.5 million in each fiscal year for capital needs.

However, approximately $8.6 million is also available from the FY 22 excess property transfer tax, which is recommended to be allocated across both fiscal years to maximize funding for capital projects. This approach results in annual funding of approximately $14.0 million in each respective fiscal year.

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Together these strategies enable a true “balanced” budget meaning that, from a technical perspective, revenues equal expenditures, and more importantly, from a priority and policy orientation, the proposed General Fund budget, inclusive of the Tier 1 Funding Recommendations located within Appendix 2, achieves progress toward a number of citywide objectives including:

 Continuation of core baseline services that restored funding for positions held vacant in FY 2, including 23 sworn officers within the Police Department, and continuation of the Homelessness Response Team and Downtown Street Team;

 Funding for the Reimagining Public Safety pilot program, including funding to establish the Diversity, Equity and Inclusion Unit within the City Manager’s Office;

 Funding for staffing and operations across the organization to enhance revenues and leverage grant opportunities; to address additional public safety initiatives within Fire, Parks, Recreation and Waterfront, Planning and Public Works; to support affordable housing of the BART sites and other redevelopment opportunities; to provide oversight of the encampment grant, Project RoomKey and other services for the unhoused; to advance climate change initiatives and to implement operational efficiencies;

 Funding of $14.1 million and $13.4 million respectively in each fiscal year toward capital projects referenced within the Recommended Tier 1 Funding Requests located within Appendix 2 intended to accomplish the following goals:

o A ddress the deferral of funding in FY 21 toward capital needs; o I ncrease the baseline for Parks, Recreation and Waterfront; o P rovide additional funding to Public Works for street paving; o Begin initial funding to increase the baseline for multi-year projects such as facilities deferred maintenance and accessibility improvements; o T ackle a variety of one-time critical public safety capital needs such as the Jail Control Panel Replacement project, the Waterfront piling project; the Telegraph/Channing Garage Elevator Repairs, and various traffic claiming and improvement projects; and
o Enhance efficiencies and revenues through projects such as the Paperless Contracts Workflow System and business license system.

 Allocation of $4 million to the Section 115 Trust to address pension liabilities and an allocation of $9.5 million to replenish and build reserves.

Conclusion
The return to the preparation of the biennial budget proved to be challenging as revenues continue to rebound, but not reach pre-pandemic levels of performance; the

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costs of providing services, particularly related to personnel expenditures, increased; and the need for funding to implement strategic priorities and Council initiatives such as Reimagining Public Safety, to enhance staffing, to fund operational improvements, and to support on-time special projects, various community enhancements, and capital projects, outpace available resources. However, the FY 23 and FY 24 Proposed Budget provides a myriad of strategies to be used in tandem to fund operations, including restoring FY 22 deferrals, and to address unfunded liabilities pertaining to pension and capital while replenishing reserves.

This document also marks the continuation of an ongoing public budget development process leading to budget adoption on June 28, 2022. Continued dialog, discussion and deliberations with both the Budget and Finance Policy Committee and the City Council will occur throughout June to pass an adopted biennial budget that allocates resources to achieve Council priorities, provide community enhancements and continue to deliver both core and new services.

Acknowledgements
The production of this budget is possible due to the professional and diligent efforts of the Finance Department and its Director Henry Oyekanmi in particular, and key individuals within my Office including staff within the Budget and Fiscal Management Division, led by Sharon Friedrichsen, Melissa McDonough for her unbounded energy to incorporate strategic planning and performance measures into the budget process and Deputy City Managers Paul Buddenhagen and LaTanya Bellow. Together they collaborated in finding solutions to balance the budget, to prioritize funding requests and to produce this comprehensive document. I would also like to commend the Department Directors and their staff for continuing to play an integral role in delivering services and managing their budgets so effectively.

I thank the various Department Directors, the City Auditor and Charter Officers and their collective staff for their cooperation during this budget process, including delivering high quality presentations to the Budget and Finance Policy Committee regarding the department’s accomplishments, organizational challenges and funding needs. I also extend my appreciation to the members of the City’s Budget and Finance Policy Committee whom have assisted staff in developing policy recommendations to address our unfunded needs the entire calendar year and during the critical budget development cycle in particular. Finally, I wish to acknowledge the City Council whose leadership in setting priorities and fiscally managing the organization provided the framework necessary to create this budget. I look forward to the forthcoming discussions and engaging with Council and the public in adopting this important document.

Respectfully Submitted,

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Dee Williams-Ridley
City Manager

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TABLE OF CONTENTS
Financial Summaries ............................................................................................................... 7 General Fund ......................................................................................................................... 16 Other Fund Forecasts ............................................................................................................ 29 Staffing .................................................................................................................................. 58 Department Budgets .............................................................................................................. 77 City Attorney’s Office ......................................................................................................... 78 City Auditor’s Office ........................................................................................................... 83 City Clerk Department ........................................................................................................ 91 City Manager’s Office ......................................................................................................... 99 Office of Economic Development ..................................................................................... 120 Finance ............................................................................................................................ 130 Fire Department ............................................................................................................... 140 Health, Housing and Community Services ....................................................................... 160 Human Resources ........................................................................................................... 183 Information Technology ................................................................................................... 196 Berkeley Public Library .................................................................................................... 215 Mayor and Council ........................................................................................................... 226 Planning ........................................................................................................................... 228 Police ............................................................................................................................... 249 Office of the Director of Police Accountability .................................................................. 260 Parks, Recreation and Waterfront .................................................................................... 265 Public Works .................................................................................................................... 282 Rent Stabilization Board .................................................................................................. 302 Non-Departmental (All City Funds) .................................................................................. 309 Community Agencies ........................................................................................................... 312 Funding Summary ............................................................................................................... 313 Capital Improvement Program ............................................................................................. 323 Appendix 1 – Performance Measures Detail ....................................................................... 329 Appendix 2 – Funding Requests .......................................................................................... 392

502

1 BUDGET BOOK GUIDE
The purpose of the City of Berkeley’s budget is to serve as a “blueprint” to communicate to the residents, businesses, and employees how the City’s financial sources are planned in order to provide services to the community. As such, it is considered a working financial plan for the upcoming two fiscal years to guide the implementation of City policies, priorities, and programs. The budget includes both the operating costs to manage the City and provide daily services to the community as well as the capital investments or improvement projects that the City plans to implement over the next two fiscal years. Please note, throughout this document, Fiscal Year (FY) denotes July through June, and 23 and 24 is referred to as FY 23 and 24 respectively.

Below is a brief description of each of the major sections of the budget book:
• Budget Message: The budget message contains the City Manager’s transmittal letter to the City Council that details the budget, including budget issues and policies that lead to the development of the budget. It also includes proposed strategies to balance the budget where revenues equal or exceed expenditures as well as recommended budget enhancement over the baseline budget.
• Financial Summaries: The financial summaries provide summary financial analyses and a summary of assumptions used in creating the Five-Year Forecasts. • General Fund: The General Fund section includes summaries of expenditures and revenues for the General Fund.
• Other Fund Forecasts: This section provides the financial forecasts for the City’s key non-General Fund operating funds.
• Staffing: This section includes detailed staffing information at the summary level, by department, and by funding source.
• Department Budgets: This section includes a department’s mission statement, organizational structure, overview of core services, strategic plan priorities for FY 23 and 24, challenges, accomplishments, and significant changes from the prior year’s budget. • Community Agencies: Summary of the community-based organization funding process and the adopted allocation schedule for FY 23. (FY 24 baseline includes similar funding levels, although the organizations to be funded remains unknown at this time.) • Capital Improvement Program (CIP): The CIP section consists of an overview of the CIP, funding sources, unfunded citywide capital infrastructure needs, and project categories. More detailed CIP information is available in the accompanying CIP book.

503

2 CITY OF BERKELEY
FY 2023 & 2024 PROPOSED BUDGET

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)

City Auditor
Jenny Wong
_____________________________________________________________________ City Manager
Dee Williams-Ridley

Deputy City Managers
Paul Buddenhagen
LaTanya Bellow

Prepared by:

The City Manager’s Office
Office of Budget and Fiscal Management

Sharon Friedrichsen, Budget Manager
Rama Murty, Senior Management Analyst
Maricar Dupaya, Senior Management Analyst
Michelle Rosete, Associate Management Analyst
Emelita Bersonda, Accounting Office Specialist III
Special thanks to Melissa McDonough, the Finance Department, Department Directors and their staff for their assistance and contributions in preparing this document.

504

3

505

4 MISSION
As City of Berkeley employees our mission is to provide quality service to our diverse community; promote an accessible, safe, healthy, environmentally sound and culturally rich city; initiate innovative solutions; embrace respectful, democratic participation; respond quickly and effectively to neighborhood and commercial concerns; and do so in a fiscally sound manner.

506

5 ORGANIZATION CHART
The people of Berkeley are the highest level in the City’s organization chart. They directly elect the Mayor and the eight other members of the City Council, the members of the Rent Board, the members of the School Board, and the City Auditor.

The nine members of the City Council (eight elected by district and the mayor, elected at- large) appoint the members of the Board of Library Trustees and the members of the City’s Boards and Commissions. Boards and Commissions serve as advisory bodies to the Council, although some have quasi-judicial functions. Berkeley Housing Authority members are appointed by the Mayor and confirmed by the Council.

The Mayor and Council select and confirm the City Manager, who acts as a Chief Executive Officer for the rest of the City government. The City Manager is responsible for the administration of City services and programs, enforcement of the City's Municipal Code and ordinances, and preparation of the annual budget. The Department directors are selected by the City Manager and confirmed by the City Council.

People of
Berkeley
Rent
Stabilization
Board
Mayor &
Council
City Attorney City Manager Boards and
Commissions
Board of
Library
Trustees
Library
Director of
Police
Accountability
Office of Police
Accountability
City Auditor

507

6 City Manager
Fire Police Deputy City
Manager
Health, Housing
& Community
Services
Parks,
Recreation &
Waterfront
Planning
Public Works
Deputy City
Manager
Budget & Fiscal
Management
City Clerk
Economic
Development
Finance
Human
Resources
Information
Technology

508

7 FINANCIAL SUMMARIES
This section provides charts and tables of the City’s budget. These summaries show the revenues and expenditures associated with the City’s different funding sources, such as the General Fund, Special Revenue Funds, Grants, Capital Funds, Debt Service, Enterprise Funds, Internal Service Funds and Agency Funds. The charts illustrate revenues by funding source and expenditures by department.

509

8 SUMMARY OF FY 2023 & FY 2024 PROPOSED BUDGET

BY FUNDING SOURCE
Adopted FY 2022 Proposed FY 2023 Proposed FY 2024
Fund Description Revenue(b) Expenses Revenue(b) Expenses Revenue(b) Expenses General Fund Discretionary* 236,066,707 234,754,491 263,409,219 247,131,978 245,077,313 249,539,772 Measure U1 5,120,350 6,446,014 5,120,350 6,784,542 5,120,350 6,816,963 GF - Stabilization Reserves 1,375,000 - 1,375,000 - 1,375,000 - GF - Catastrophic Reserves 1,125,000 - 1,125,000 - 1,125,000 -

Special Revenue Funds
Library - Tax (a) 21,776,603 25,037,858 23,909,768 24,433,766 24,386,523 24,695,785 Emergency Disabled Services (Measure E) 1,451,853 1,451,853 1,590,735 1,590,735 1,622,550 1,622,550 Paramedic Tax (a) 4,088,559 4,916,665 4,320,545 5,218,195 4,391,797 5,268,022 Playground Camp (a) 12,803,855 13,850,034 3,341,425 3,596,951 3,412,972 3,669,222 Gas/Sales Tax Street Improvement Funds
(a)
12,738,525 15,711,594 17,761,587 23,281,269 16,906,189 19,132,216 CDBG (a) 4,437,743 4,576,057 4,437,743 4,882,923 4,437,743 4,923,840 Rental Housing Safety (a) 1,783,780 2,230,164 1,783,780 1,902,671 1,783,780 2,033,208 Parks Tax 15,366,468 14,402,630 16,863,663 15,966,197 17,199,496 16,331,645 Measure GG - Fire Preparation Tax 5,605,637 4,897,270 5,823,036 5,276,233 5,938,576 5,310,949 Street Light Assessment District (a)
2,240,939

2,671,488

2,240,939

3,312,730

2,240,939

3,301,154
PERS Savings
2,151,632

-
2,151,632
-

2,151,632
-
Health State Aid Realignment (a)
3,703,018

3,806,205

3,703,018

3,961,045

3,703,018

4,003,539
Mental Health State Aid Realigment (a)
2,710,000

3,182,564

2,710,000

4,061,702

2,710,000

4,178,676
Measure FF - Public Safety
12,750,000

12,750,000

8,604,000

8,160,000

8,776,080

8,323,200
Other Special Revenue Funds (a)
4,992,327

7,989,848

5,189,081

12,737,376

5,204,081

12,556,892

Grant Funds (a) (c)
59,521,981

81,244,159

25,882,939

57,065,819

25,899,755

45,771,257

510

9 Adopted FY 2022 Proposed FY 2023 Proposed FY 2024
Fund Description Revenue(b) Expenses Revenue(b) Expenses Revenue(b) Expenses Capital Funds
Capital Improvement (a) 4,950,905
8,393,901

4,950,905

11,112,302
4,950,905 10,237,899
Phone System Replacement
449,408

449,408

449,408

449,408
449,408 449,408
FUND$ Replacement (a)
-

3,571,725

-

3,221,742
- 3,249,509
PEG Access Facilities (a)
-

100,000

-

100,000
- 100,000
Park Acquisition Development
192

-

192

-
192 -
Measure T1 - Infrastructure & Facilities (b)
-

12,816,854

-

17,858,315
- 18,527,703
Measure O - Affordable Housing (b)
-

6,445,567

-

6,445,567
- 6,445,567

Debt Service Funds (a)
7,537,556

9,804,404

7,537,556

9,804,404
7,537,556 9,804,404

Enterprise Funds
Zero Waste (a)
46,767,263

48,199,561

46,767,263

56,177,214
46,767,263 59,250,480
Marina Operation (a)
7,163,572

7,308,402

7,514,876

8,204,057
6,650,211 8,091,455
Sewer (a) 24,986,977
30,227,353

24,986,977

35,226,528
24,986,977 32,765,777
Private Sewer Lateral 240,501
193,658

240,501

172,628
240,501 183,821
Clean Storm Water (a)
3,991,967

4,899,517

4,419,311

7,173,690
4,551,890 5,458,692
Permit Service Center (a)
14,997,428

20,692,553

20,746,600

21,676,546
19,709,270 22,075,108
Unified Program - Toxics
964,450

821,845

964,450

877,919
964,450 885,692
Off Street Parking (a)
6,165,769

6,551,006

4,124,985

6,790,627
5,091,895 6,939,757
Parking Meter (a)
8,974,259

10,006,409

12,052,490

10,557,178

9,712,789

10,398,188

511

10 Adopted FY 2022 Proposed FY 2023 Proposed FY 2024
Fund Description Revenue(b) Expenses Revenue(b) Expenses Revenue(b) Expenses Building Management (1947 Center St.) (a)
2,969,817

3,434,440

2,969,817

3,832,731

2,969,817

3,889,708

Internal Service Funds
Equipment Replacement (a)
4,754,926

5,906,134

4,754,926

6,676,989

4,754,926

6,473,770
Equipment Maintenance (a)
6,461,013

9,812,320

6,461,013

9,573,258

6,461,013

9,527,237
Building Maintenance (a)
3,821,039

4,463,546

3,821,039

4,798,308

3,821,039

4,815,297
Central Services (a)
225,000

385,483

225,000

391,386

225,000
394,486
Workers Compensation
9,046,720

6,593,924

9,046,720

6,440,039

9,046,720

6,469,976
Public Liability
3,895,888

3,843,932

3,895,888

3,797,298

3,895,888

3,811,342
IT Cost Allocation (a)
14,806,185

14,673,515

14,806,185

16,610,868

14,806,185

16,795,282

Successor Agency
-

57,120

-

57,120
- 57,120

Agency Funds
Thousand Oaks Undergrounding
-

98,448

-

98,448
- 98,448
Measure H - School Tax 500,000
500,000

500,000

500,000

500,000
500,000
CFD No. 1 Disaster Fire Protection
2,048,940

2,048,940

2,048,940

1,362,705

2,048,940
573,905
CFD No. 1 Mello-Roos
-

2,823,820

-

2,824,802
-
2,825,468
Berkeley Tourism Business Improvement Dist.
181,125

181,125

181,125

181,125

181,125
181,125
Elmwood Business Improvement District
30,000

30,000

30,000

30,000
30,000 30,000
Solano Avenue Business Improvement District
25,000

25,000

25,000

25,000
25,000 25,000
Telegraph Business Improvement District
523,371

523,371

583,315

583,315

583,315
583,315

512

11 Adopted FY 2022 Proposed FY 2023 Proposed FY 2024
Fund Description Revenue(b) Expenses Revenue(b) Expenses Revenue(b) Expenses North Shattuck Business Improvement District
210,363

210,363

210,363

210,363

210,363
210,363
Downtown Berkeley Property & Improvement Dist
1,313,214

1,313,214

1,383,139

1,383,139

1,383,139

1,383,139

Rent Stabilization Board (a) (d)
5,390,000

6,275,535

5,390,000

6,433,192

5,390,000

6,576,889

Revenue & Expenditure Totals: 595,202,825 673,601,287 592,431,444 691,022,346 571,408,571 677,564,222

Notes:
*FY 2023 & FY 2024 General Fund numbers do include proposed Tier 1 funding recommendations (a) Revenues do not reflect use of fund balances which are added to balance revenues with appropriations.

(b) Revenues for Bond Projects collected in prior fiscal years. (c) FY 23 & FY 24 grant revenues and expenditures will be adjusted to match once award amounts are known. (d) Library and Rent Board figures for FY 23 & FY 24 are unofficial and have not been approved yet by the Board of Library Trustees or the Rent Stabilization Board

513

12 General Fund,
523,727,232 , 45%
Special Revenue,
209,296,328 , 18%
Grant Funds,
51,782,694 , 5%
Capital Funds,
10,801,010 , 1%
Debt Service,
15,075,112 , 1%
Enterprise Funds,
246,432,333 , 21%
Internal Service,
86,021,542 , 7%
Agency Funds,
9,923,764 , 1% Rent Board, 10,780,000
, 1%
Revenue by Funding Source
FY 2023 & FY 2024
Biennial Budget
$1,163,840,015 (Two-Year Total)
(Excludes the Use of Fund Balance)

514

13 SUMMARY OF EXPENDITURES BY DEPARTMENT – ALL FUNDS

FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
Mayor & Council 2,081,536 2,525,920 2,708,844 3,096,559 4,025,131 4,074,793 Auditor 2,416,689 2,527,125 2,526,081 2,805,883 3,101,376 3,124,862 Police Review Commission(a) 741,202 775,701 741,700
Office of the Director of Police Accountability 1,114,235 1,166,136 1,174,826 City Manager 7,622,595 8,104,984 8,432,572 8,770,554 9,311,361 9,516,504 Office of Economic
Development 6,321,216 8,951,152 4,966,525 5,082,163 5,826,659 5,822,709 Information Technology 13,239,636 15,495,905 16,552,132 20,423,888 21,838,747 22,047,255 City Attorney 5,333,550 4,555,976 6,216,367 7,278,096 7,807,548 7,876,621 City Clerk 2,643,486 2,069,740 3,194,204 2,901,739 3,195,710 3,261,746 Finance 7,226,820 8,362,334 8,146,012 9,431,102 10,834,401 11,006,007 Human Resources 3,939,247 3,924,687 4,078,091 4,438,053 5,072,123 5,178,116 Health, Housing & Community
Services 50,027,411 60,608,060 81,811,330 84,514,926 93,368,105 92,280,363 Police 69,567,103 79,762,713 79,395,632 77,807,443 85,597,767 87,184,737 Fire 42,992,558 48,213,947 49,891,701 60,351,430 63,233,225 63,307,034 Public Works 111,937,507 140,021,855 125,907,423 147,438,656 192,703,345 180,181,492 Parks, Recreation & Waterfront 31,595,977 43,593,445 60,795,051 52,979,556 50,228,611 51,432,870 Planning 18,325,495 21,595,429 21,687,691 25,252,729 27,009,121 27,527,930 Library 18,720,976 18,865,464 20,255,244 25,566,341 24,814,123 25,075,346 Rent Board 5,109,453 5,755,222 5,517,190 6,825,535 6,983,192 7,126,889

515

14 FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
Non-Departmental(b) 84,752,912 56,913,626 79,186,118 127,522,399 74,905,663 70,364,121 Total All Funds 484,595,369 532,623,287 582,009,906 673,601,287 691,022,345 677,564,222

Notes:
*FY 2023 & FY 2024 General Fund numbers do include proposed Tier 1 funding recommendations (a) Police Review Commission has become the Office of the Director of Police Accountability in FY 22 (b) Non-Departmental consists of operational overhead costs such as Property Insurance and School Board Salaries, General Fund allocation for Community Based Organizations, Workers' Compensation costs, Debt Service, and Interfund Transfers.

516

15 General Government,
133,613,265 , 10% Economic
Development,
11,649,368 , 1%
Health, Housing &
Community Svcs.,
185,648,468 , 13%
Police,
172,782,504 , 13%
Fire, 126,540,259 , 9%
Public Works,
372,884,837 , 27%
Parks, Recreation &
Waterfront,
101,661,481 , 7%
Planning, 54,537,051 ,
4%
Library, 49,889,470 , 4%
Rent Board,
14,110,081 , 1% Non-Departmental,
145,269,784 , 11%
All Funds Expenditures by Department
FY 2023 & FY 2024 Biennial Budget
$1,368,586,567 (Two-Year Total)

517

16 General
Government
15%
Economic
Development
1%
Health, Housing &
Community Services
10%
Police
33%
Fire
17%
Public Works
2%
Parks Recreation &
Waterfront
4%
Planning
1%
Non-Departmental
17%
General Fund Expenditures by Department
FY 2023 & FY 2024 Proposed Biennial Budget
$496,671,750 (Two-Year Total)

GENERAL FUND
The primary fund of the City, the General Fund, is used to account for all revenues and expenditures not legally restricted as to use. The General Fund includes general purpose revenues from business licenses, property, sales and transient occupancy taxes and other discretionary revenues. These revenues are considered discretionary (i.e. there is no restriction in their use by federal, state or local legislation) and may be spent on a variety of City services, program and projects at the discretion of the City Council. This section describes what the different City departments’ share of the General Fund looks like, the diverse types of revenue that go into the General Fund, and the five-year forecast of General Fund revenue.

518

17 SUMMARY OF EXPENDITURES BY DEPARTMENT – GENERAL FUND FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2023
Proposed
FY 2024
Proposed
Mayor & Council 2,081,536 2,525,920 2,708,844 3,096,559 4,025,131 4,074,793 Auditor 2,266,839 2,432,086 2,467,028 2,705,379 3,006,058 3,026,481 Police Review Commission 741,202 775,701 741,700
Office of the Director of Police
Accountability
1,114,235 1,166,136 1,174,826
City Manager 7,071,344 7,573,988 7,872,856 8,377,168 8,899,604 9,101,074 Office of Economic Development 2,820,609 5,855,850 2,488,081 2,535,186 3,011,403 3,015,427 Information Technology 1,525,916 1,396,627 1,330,730 1,526,760 1,526,760 1,526,760 City Attorney 2,181,489 2,217,772 2,762,048 3,434,164 4,010,250 4,065,279 City Clerk 2,643,486 2,069,740 2,832,552 2,396,737 2,684,842 2,747,927 Finance 5,474,314 6,596,629 6,682,935 7,041,962 8,431,482 8,550,063 Human Resources 2,045,393 2,270,953 2,318,029 2,407,724 3,112,412 3,166,581 Health, Housing & Community
Services
19,186,176 27,809,295 25,566,360 23,455,690 25,265,310 25,429,537 Police 65,493,664 75,754,210 77,270,053 73,228,172 80,870,183 82,371,991 Fire 34,172,733 38,848,003 38,988,843 37,021,939 41,626,945 42,159,998 Public Works 4,691,231 4,729,001 5,499,277 4,742,625 5,993,903 5,886,935 Parks, Recreation & Waterfront 5,943,167 6,987,179 7,304,226 7,675,564 9,061,484 9,290,044 Planning 1,885,755 2,540,320 2,567,473 2,325,367 3,209,174 3,212,698 Rent Board 265,419
Non-Departmental 51,972,083 27,414,646 29,995,640 51,669,260 41,230,901 40,739,358 TOTAL $212,462,355 $217,797,922 $219,396,675 $234,754,491 $247,131,978 $249,539,772

519

18 FY 2023 & FY 2024 PROPOSED GENERAL FUND REVENUES SUMMARY Actual
Revenues
FY 2019
Actual
Revenues
FY 2020
Actual
Revenues
FY 2021
Adopted
FY 2022
Proposed
FY 2023
Proposed
FY 2024

Secured Property $59,178,773 $63,192,678 $68,166,155 $71,382,000 $75,664,920 $78,691,517 Unsecured Property 2,878,275 3,164,168 3,448,412 2,625,000 3,516,000 3,516,000 Supplemental Taxes 2,174,903 2,334,597 2,249,517 2, 000,000 2,000,000 2,000,000 Property Transfer Tax 19,952,981 22,095,507 21,469,955 12, 500,000 12,500,000 12,500,000 Property Transfer Tax for
Capital Improvements 8,500,000 16,462,172 16,462,172 Property Transfer Tax -
Measure P 2,932,313 9,512,603 10,919,576 8,500,000 14,073,750 14,073,750 Sales Tax 18,663,550 17,557,539 15,792,305 18, 287,215 19,016,546 19,790,997 Soda Tax 1,547,349 1,331,313 953,069 990,210 990,210 990,210 Business License 19,848,803 20,863,685 17,809,332 18, 498,146 19,000,000 19,000,000 Business License - Cannabis
Recreation 1,168,794 1,300,887 1,712,641 1,643,739 1,400,000 1,400,000 Measure U1 4,828,443 5,597,359 4,818,740 5, 120,350 4,900,000 4,900,000 Utility Users Tax 13,973,744 13,475,915 13,892,200 13, 000,000 13,800,000 13,800,000 Hotel Tax 7,995,188 6,387,495 2,292,480 2, 173,500 4,900,000 4,900,000 Vehicle In-Lieu 12,540,784 13,356,044 14,380, 453 14,959,837 15,926,168 16,563,215 Parking Fines 6,002,211 3,900,595 3,562,706 3, 726,450 4,326,450 4,326,450 Moving Violations 177,824 200,894 131,756 132,600 132,600 132,600 Interest 4,334,404 6,702,564 5,917,722 4, 462,320 6,000,000 6,000,000 Ambulance Fees 4,424,808 4,996,193 3,081, 204 3,154,002 3,880,779 3,880,779

520

19 Real & Unsecured
Property, $165,388,437
, 33%
Property
Transfer Tax,
57,924,344, 11%
Property Transfer Tax
- Measure P,
28,147,500, 6%
Sales & Soda Taxes,
40,787,963, 8%
Business License,
38,000,000, 7%
Business License - Cannabis
Recreation, 2,800,000, 1%
Measure U1,
9,800,000, 2%
Utility Users Tax,
27,600,000, 5%
Hotel Tax , 9,800,000,
2%
Auto License Fees,
32,489,383, 6%
Parking & Moving Violations,
8,918,100, 2%
Ambulance & Franchise
Fees, 10,988,124, 2%
Transfers, 31,739,846,
6% Other, 44,102,835, 9%
FY 2023 & FY 2024 Proposed General Fund Revenues Summary Actual
Revenues
FY 2019
Actual
Revenues
FY 2020
Actual
Revenues
FY 2021
Adopted
FY 2022
Proposed
FY 2023
Proposed
FY 2024
Franchise Fees 1,821,316 1,839,102 1,726,470 1, 613,283 1,613,283 1,613,283 Other Revenue 18,662,025 20,074,732 18,522,747 15, 443,132 15,951,418 16,151,417 Transfers 5,356,132 5,480,439 21,180,762 27, 354,923 27,354,923 4,384,923 TOTAL $208,462,620 $223,364,309 $232,028,202 $236,066,707 $263,409,219 $245,077,313

521

20 GENERAL FUND REVENUE S
The following chart shows projected General Fund revenues for FY 22 and the current projections for FY 23 through FY 26. 5 YEARS PROJECTED GENERAL FUND REVENUES
FY 2022
Adopted
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
FY 2025
Projected
FY 2026
Projected
Undesignated Revenues
Secured Property Taxes 71,382,000 71,382,000 75,664,920 78,691,517 83,019,550 87,585,625 Supplemental Taxes 2,000,000 2,000,000 2,000,000 2,000,000 2,110,000 2,226,050 Unsecured Property Taxes 2,625,000 3,637,247 3,516,000 3,516,000 3,709,380 3,913,396 Property Transfer Taxes 12,500,000 12,500,000 12,500,000 12,500,000 12,500,000 12,500,000 Property Transfer Tax – Measure P 8,500,000 20,054,687 14,073,750 14,073,750 14,355,225 14,642,329 Sales Tax 18,287,215 17,686,255 19,016,546 19,790,997 20,186,817 20,590,553 Soda Tax 990,210 990,210 990,210 990,210 1,010,014 1,030,214 Utility Users Taxes 13,000,000 13,800,000 13,800,000 13,800,000 14,076,000 14,357,520 Transient Occupancy Taxes (TOT) 2,173,5004 4,200,000 5,000,000 5,200,000 5,304,000 5,410,080 Short-term Rentals 630,000 1,000,000 1,000,000 1,000,000 1,020,000 1,040,000 Business License Taxes 18,498,146 19,000,000 19,000,000 19,000,000 19,380,000 19,767,600 Recreational Cannabis 1,643,739 1,400,000 1,400,000 1,400,000 1,428,000 1,456,560 Measure U1 5,120,350 4,900,000 4,900,000 4,900,000 4,998,000 5,097,960 Other Taxes 2,593,155 2,631,441 2,631,441 2,631,441 2,684,070 2,737,751 Vehicle In Lieu Taxes 14,959,837 15,024,697 15,926,168 16,563,215 17,474,192 18,435,272 Parking Fines – Regular Collections 3,726,450 4,326,450 4,326,450 4,326,450 4,412,979 4,501,239 Parking Fines – Booting Collections - - - - - -
Moving Violations 132,600 132,600 132,600 132,600 135,252 137,957 Ambulance Fees 3,154,002 3,268,275 3,880,779 3,880,779 3,958,395 4,037,562 Interest Income 4,462,320 5,766,586 6,000,000 6,000,000 6,120,000 6,242,400 Franchise Fees 1,613,283 1,613,283 1,613,283 1,613,283 1,645,549 1,678,460 Other Revenues 6,729,977 6,729,977 6,729,977 6,729,977 6,864,577 7,001,868 Indirect cost reimbursements 5,490,000 5,490,000 5,490,000 5,490,000 5,599,800 5,711,796 Transfers 27,354,923 27,354,923 27,354,923 4,384,923 4,472,621 4,562,074 Total Undesignated Revenues 227,566,707 244,888,631 246,947,047 228,615,141 236,464,420 244,664,667 Designated Revenues
Prop. Transfer Taxes for capital
improvements
8,500,000 27,396,465 16,462,172 16,462,172 17,041,415 17,632,244 Total Designated Revenues 8,500,000 27,396,465 16,462,172 16,462,172 17,041,415 17,632,244 TOTAL REVENUES & TRANSFERS 236,066,707 272,285,096 263,409,219 245,077,313 253,505,835 262,296,911

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21 SECURED PROPERTY TAX ($2,058,646 MORE TH AN FY 21 ACTUAL) During the nine months of FY 22, Secured Property Tax revenues totaled $46,074,107, which was $2,058,646 or 4.68% more than the $44,015,461 received for the same period in FY 21. The FY 22 Adopted Budget assumes a 4.72% increase for the year, while the County’s Certification of Assessed Valuation reflects growth of 4.48%.

UNSECURED PROPERTY T AX ($145,169 MORE TH AN FY 21 ACTUAL) During the nine months of FY 22, Unsecured Property Tax revenues totaled $3,637,247, which was $145,169 or 4.16% more than the $3,492,078 in the same period in FY 21. The FY 22 Adopted Budget reflected a decline of 31.4%, while the County’s Certification of Assessed Valuation reflected growth of 1.96% for FY 22. Staff increased the FY 22 Unsecured Property Tax revenue projection to $3,637,247.

PROPERTY TRANSFER TAX ($16,203,005 MORE THAN FY 21 AC TUAL) During the nine months of FY 22, Property Transfer Tax totaled $32,558,537, which was $16,203,005 or 99.1% more than the $16,355,532 received for the same period of FY 21. However, $3,384,375 of that increase resulted from the late payment by the County of the May 2021 Property Transfer Taxes, which should have been received in FY 21. Staff increased the FY 22 projection of $21,000,000 to $39,896,465. However, please note the decline in the growth rate of Property Transfer Tax sales transactions in the third quarter of FY 22 in Table 2, which may be the first sign of a slowdown in the real estate market.

The primary reasons for the remaining $12,818,630 ($16,203,005-$3,384,375) increase in Property Transfer Tax were (1) The dollar value of property sales increased by $903.5 million or 84.3% during the nine months of FY 22, as illustrated in Table 1 below; (2) The number of property sales transactions increased by 134 or 18.9% during the nine months of FY 22, as illustrated in Table 2 below; and (3) Seismic rebates increased from $524,200 in the nine months of FY 21 to $773,216 for the same period in FY 22.

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22 Table 1 In Million $
Property Sales
Under $1.5 million July Aug Sept Oct Nov Dec
Subtotal
Property
Sales $
FY 2022 $179.7 $194.3 $209.9 204.5 252.9 200.2 $1,241.5 FY 2021 74,0 115.0 106.4 129.7 139.0 118.4 682.5 Change 105.7 79.3 103.5 74.8 113.9 81.8 559.0 % Change 142.7% 69.0% 97.3% 57.7% 81.9% 69.1% 81.9%

Property Sales Under
$1.5 million Jan Feb Mar Apr May June
Nine-
Month
Property
Sales $
FY 2022 $302.6 $284.2 $147.5 $1,975.8
FY 2021 111.1 187.0 91.7 1,072.3
Change 191.5 97.2 55.8 903.5
% Change 172.4% 52.0% 60.9% 84.3%

Table 2

MEASURE P- PROPERTY TRANSFER TAX ($7,883, 771 MORE THAN FY 21

ACTUAL)
In addition, $14,670,038 in Measure P taxes (a tax which took effect on December 21, 2018) were collected during the nine months of FY 22, which was $7,883,771 or 116.2% more than the $6,786,267 collected during the same period of FY 21. The increase was a result of (1) 116.4% increase in the property sales amount in the nine months of FY 22 versus those for the same period Property Transfer
Transactions Jul Aug Sept Oct Nov Dec Subtotal

FY 2022 114 84 74 104 120 116 612
FY 2021 50 82 73 86 93 87 471
Change 64 2 1 18 27 29 141
% Change 128.0% 2.4% 1.4% 20.9% 29.0% 33.3% 29.9%
Property Transfer
Transactions Jan Feb Mar Apr May Jun
Nine-
Month
Total
FY 2022 62 65 105 844
FY 2021 53 74 112 710
Change 9 (9) (7) 134
% Change 17.0% (12.2)% (6.3)% 18.9%

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23 in FY 21, as reflected in the Table 3 below; (2) As reflected in Table 4, there was an 73.6% increase in the number of property sales transactions with a value of $1.5 million or more; and (3) there were 10 property sales transactions with a value of $10 million or more (average of $19.7 million) in FY 22 versus one such transaction in FY 21 ($12 million).

Staff increased the FY 22 projection of $8,500,000 to $20,054,687. However, please note the decline in the growth rate of Measure P property sales transactions in the third quarter of FY 22 in Table 4, which may be the first sign of a slowdown in the real estate market.

Table 3

Table 4

Property Sales
$1.5 million+ Jul Aug Sept Oct Nov Dec Total
FY 2022 $117.7 $128.5 $147.9 $145.5 $190.7 $134.0 $864.3 FY 2021 39.3 61.0 58.6 67.8 82.9 115.8 425.4
Change 78.4 65.8 89.3 77.7 107.8 18.2 438.9
% Change 199.8% 107.9% 152.4% 114.6% 130.0% 15.7% 103.2% Property Sales
$1.5 million+ Jan Feb Mar Apr May June Total
FY 2022 $234.7 $253.7 $115.9 1,468.6
FY 2021 55.2 149.3 48.7 678.6
Change 179.5 104.4 67.2 790.0
% Change 325.2% 69.9% 138.0% 116.4%
Measure P
Transactions Jul Aug Sept Oct Nov Dec Subtotal
FY 2022 53 42 49 44 59 51 298
FY 2021 10 26 27 30 38 28 159
Change 43 16 22 14 21 23 139
% Change 430.0% 61.5% 81.5% 46.7% 55.3% 82.1% 87.4%
Measure P
Transactions Jan Feb Mar Apr May Jun
Nine-
Month
Total
FY 2022 27 29 47 401
FY 2021 6 27 39 231
Change 21 2 8 170
% Change 350.0% 7.4% 20.5% 73.6%

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24 SALES TAX ($1,787,555 MORE THAN FY 21 ACTUAL)
For the nine months of FY 22, Sales Tax revenue totaled $13,885,146, which was $1,787,555 or

14.8% more than the $12,097,591 received for the same period of FY 21. The increase was consistent with the following revised projection made by the City’s Sales Tax Consultant:

Sales Tax Category Revenue Projection
General Retail $ 4,073,099
Food Products 4,698,212
Transportation 2,305,303
Construction 1,543,840
Business-to-business 1,564,308
Miscellaneous 607,268
Subtotal 14,792,030
County pool 3,960,607
State pool 2,378
County sharing (937,751) 1
CDTFA adm. (131,009) 2
Total $17,686,255

Staff decreased the FY 22 Sales Tax revenue projection to $17,686,255, from $18,287,215.

UTILITY USERS TAXES ($461,598 MORE THAN FY 21 ACTUAL)
Utility Users Tax (UUT) revenue for the nine months of FY 22 totaled $10,835,311, which was $461,598 or 4.45% more than the $10,373,713 received for the same period in FY 21. This increase of $461,598 resulted from the following:

FY 22 Actual Nine Month Revenues and FY 21 Actual Nine Month Revenues FY2022 FY 2021 $ Change % Change
Telephone $ 1,020,843 $ 1,111,712 $ -90,869 -8.17% Cable 782,504 740,462 42,042 5.68% Cellular 1,125,805 1,132,378 - 6,573 -.58% Electric 5,531,038 5,394,468 136,570 2.53% Gas 2,375,122 1,994,693 380,429 19.07%
Total $ 10,835,311 $10,373,713 $461,598 4.45%
Staff increased the FY 22 UUT projection from $13,000,000 to $13,800,000.

1The Cities in Alameda County share 5% of their Bradley Burns sales taxes with the County. 2The California Department of Tax and Fee Administration (CDTFA) administrative fees are a percentage of taxes CDTFA charges to administer the sales tax program.

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25 TRANSIENT OCCUPANCY TAX ($2,037,957 MORE THAN FY 21 ACTUAL) Transient Occupancy Tax (TOT) revenue for the nine of FY 22 totaled $3,588,199, which was $2,037,957 or 131.5% more than the $1,550,242 received for the same period of FY 21. The increase in FY 22 was primarily attributable to an increase of 133.8% at the five largest hotels in Berkeley during the nine months of FY 22 (155.8% in the first quarter, 134.1% in the second quarter and 124.2% in the third quarter). Staff increased the FY 22 TOT projection from $2,173,000 to $4,200,000.

SHORT -TERM RENTALS ($519,408 MORE THAN F Y 21 ACTUAL)
Short-Term Rentals revenue for the nine of FY 22 totaled $886,762 which was $519,408 or 141.4% more than the $367,359 received for the same period of FY 21. Based on the nine-month results, staff increased the FY 22 projection from $630,000 to $1,000,000.

BUSINESS LICENSE TAXES ($2,229,714 LESS THAN FY 21 ACTUAL) Business license Taxes (BLT) revenue for the nine months of FY 22 totaled $11,267,370, which was $2,229,714 or 16.5% less than the $13,497,084 received for the same period of FY 21. This decline results from the timing of the processing and recording of the BLT remittances in the nine months of FY 22 versus the same period of FY 21. The FY 22 year-end total will exceed the $18,498,146 reflected in the Adopted Budget, and staff increased the projection to $19,000,000.

MEASURE U1 REVENUES ($1,174,978 LESS THA N FY 21 ACTUAL) Measure U1 revenue for the nine months of FY 22 totaled $2,719,252, which was $1,174,978 or

30.2% less than the $3,894,230 received in the same period of FY 21. This decline results from the timing of the processing and recording of the U1 remittances in the nine months of FY 22 versus the same period of FY 21. The FY 22 year-end total will come in under the $5,120,350 reflected in the Adopted Budget. Staff has lowered the projection to $4,900,000.

VEHICLE IN LIEU TAXES ($312,775 MORE THA N FY 21 AC TUAL) Vehicle in Lieu Taxes (VLF) for the nine months of FY 22 totaled $7,503,002, which was $312,775 or

4.4% more than the $7,190,227 received in the same period of FY 21. This increase is consistent with the County’s Certification of Assessed Valuation, which reflects growth of 4.48%. Changes in VLF revenues are based on the growth in assessed values.

PARKING FINES ($1,133,986 MORE THAN FY 21 ACTUAL)
Parking Fines revenue for the nine months of FY 22 totaled $3,855,090, which was $1,133,986 or

41.7% more than the $2,721,104 received for the same period of FY 21. The primary reasons for the increase were a significant increase in ticket writing and a higher collection rate on outstanding citations.

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26 During the nine months of FY 22, ticket writing increased from 84,711 or 11.2% in the nine months of FY 21 to 94,165 in the nine months of FY 22, as follows:

July August Sept. Oct Nov Dec Subtotal
FY 2022 9,231 9,362 11,401 11,021 10,434 10,154 61,603 FY 2021 6,810 7,654 9,093 12,519 10,357 9,301 55,734 Difference +2,421 +1,708 +2,308 -1,498 77 853 +5,869 % Difference +35.6% +22.3% +25.4% -12.0% -.7% 9.2% +10.5%

Jan Feb Mar Apr May Jun
Nine-
Month
Total
FY 2022 9,015 11,136 12,411 94,165
FY 2021 9,197 9,736 10,044 84,711
Difference -182 +1,400 +2,367 +9,454
% Difference +9.8% +14.4% +23.6% +11.2%

Staff has increased the Parking Fines projection from $3,726,450 to $4,326,450.

AMBULANCE FEES ($518,777 MORE THAN FY 21 ACTUAL)
Ambulance Fees revenue for the nine months of FY 22 totaled $2,736,858, which was $518,777 or

23.4% more than the $2,218,081 received for the same period during FY 21. This increase was primarily due to an increase in the number of transports in FY 22. The City’s Ambulance Fees vendor projects that the total number of transports for FY 22 will be 4,500, an increase of 400 over the 4,100 transports in FY 21.

INTEREST INCOME ($1, 108,230 MORE THAN FY 21 ACTUAL)
For the nine months of FY 22, interest income totaled $4,800,122, which was $1,108,230 or 30.0% more than the total of $3,691,892 received for the same period in FY 21. This increase was primarily attributable to an increase in the proportion of the portfolio that was invested in long-term (i.e., one year or more) securities than in short-term securities (i.e., less than one year, which paid rates ranging from .01%-.25%), despite the decline in average interest rates. The City moved a significant portion of its short-term funds from its Fidelity money market fund, that paid a rate of .01% into other short-term alternatives, like Commercial Paper.

This increase of $1,108,230 occurred despite the Fed’s actions to keep short-term rates near zero, and the net interest rate earned by the City dropped from a range of .86%-1.17% during the nine months of FY 21, to a range of .91%-1.08% during the first half of FY 22, as follows:

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27 MONTHLY NET INTEREST RATE EARNED
Jul Aug Sept Oct Nov Dec Jan Feb Mar
FY 2022 .91% 1.03% 1.06% 1.08% 1.02% .96% .94% .95% 1.00% FY 2021 1.17% 1.13% 1.14% 1.12% 1.16% 1.14% 1.02% .94% .86%

TRANSFERS ($7,218,270 MORE THAN FY 21 AC TUAL)
Transfers from other funds for the nine months of FY 22 totaled $20,516,193 which was $7,218,270 or 54.3% more than the $13,297,923 received for the same period in FY 21. This was primarily attributable to the Transfer of $17,227,017 from the American Rescue Plan Fund in the nine months of FY 22, to recover from the impact of the COVID-19 pandemic, compared to the Transfer of $5,175,000 from the Stabilization Reserve Fund and the $3,375,000 from the Catastrophic Reserve Fund during the nine months of FY 21, to mitigate the negative impact of COVID-19. In addition, there was a one-time Shelter Plus Care County grant of $1,600,000 received during the first half of FY 21.

OTHER REVENUES ($2,314,752 LESS THAN FY 21 ACTUAL)
Other Revenues consists of licenses and permits; grants; preferential parking fees; general government charges for services; public safety charges for services; health charges for services; culture and recreation charges for services; rents and royalties; and other miscellaneous revenues that are not considered major.

Other Revenues for the nine months of FY 22 totaled $5,585,280 which was $2,314,752 or 29.3% less than the $7,900,032 received for the same period of FY 21. This decrease resulted primarily from the FY 21 receipt of $1,500,000 from the COVID Relief Program, and $704,000 from the East Bay Community Foundation for the Berkeley Relief Fund, to finance grant payments to assist businesses and nonprofit organizations impacted by the COVID-19 pandemic.

CONCLUSION
In order to provide the most accurate projections possible, staff have incorporated three additional months of FY 22 actual revenues and new information regarding leading economic indicators into its forecast. However, future economic conditions remain difficult to predict and changes could substantially impact future revenues.

While most of the public health mandates regarding social distancing and vaccination requirements in public spaces have expired, virus mutation and community spread across large portions of the state continues, and future restrictions affecting local economic activity and the national economy as a whole remain a possibility.

Also, the risk of inflationary effects on the economy has become more acute since staff’s mid-year projections. Consumer prices are rising at the fastest rates since the early 1980s. In response, the Federal Reserve Board has raised interest rates by the largest amount for a single increase in 20 years. It remains to be seen whether this is a temporary spike in prices or a longer-term

529

28 phenomenon. The influx of stimulus funds into the economy and the effects of the Russian invasion of Ukraine on energy prices are at least partially driving overall inflation. Absent additional federal legislation, the impact of federal stimulus will likely recede fairly quickly, but the availability of Russian oil and gas in the global market and the long-term impacts of its absence are difficult to predict at this time. Also, regardless of the proximate causes, inflation can become difficult to control, as rising consumer prices and wages begin to reinforce one another. If the Fed’s responding interest rate increases are too tame, the inflationary spiral might continue unabated, and if too aggressive, could send the economy into a recession. The Fed’s will have to try and balance its response so as not to tilt the balance either way.

Staff will continue to monitor the economic environment and update revenue projections as new information becomes available.

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29 OTHER FUND FORECASTS
This section summarizes other essential operating funds in the City, besides the General Fund. The following pages contain forecasts for the:
• Parks Tax Fund,
• Library Tax Fund,
• Camps Fund,
• Clean Storm Water Fund,
• Street Light Assessment District Fund,
• Permit Service Center Fund,
• Zero Waste Fund,
• Sanitary Sewer Fund,
• Off Street Parking Fund,
• Parking Meter Fund, and
• Marina Fund.

INTRODUCTION
This section contains financial forecasts for eleven of the City’s key operating funds, which can be described in these broad categories:
• Special Revenue/Grant Funds are revenue sources legally restricted to a specific purpose, service or program and include tax-based revenues. The City’s Special Revenue/Grant Funds are the:
o Parks Tax Fund,
o Library Tax Fund, and
o Camps Fund.
• Special Assessment Funds account for revenues and expenditures related to the financing of public improvements or services. The City’s Special Assessment Funds are the:
o Clean Storm Water Fund and
o Streetlight Assessment District Fund.
• Enterprise Funds are used to support the expenditures of a specific service or program and revenue is derived through the collection of the fees associated with providing the service/program. The City’s Enterprise Funds are the:
o Permit Service Center Fund,
o Zero Waste Fund,
o Sanitary Sewer Fund,
o Off-Street Parking Fund,
o Parking Meter Fund, and
o Marina Enterprise Fund.

A number of these funds face shortfalls and require balancing measures to close these gaps.

Revenue growth is limited by statutory “caps” on certain funds, specifically, the Clean Storm

531

30 Water and the Streetlight Assessment funds since revenues have been essentially frozen since the passage of Proposition 218. Several “special tax” revenue funds are limited in terms of revenue growth to the either the higher of the rate of inflation (i.e. Bay Area Consumer Price Index (CPI) or the Per Capita Personal Income Growth (PIG). For FY 23, the PIG increase of 7.55% was higher than the CPI increase of 4.99% and was used for all of the tax rate increases except for the Paramedic Tax, which is tied to the CPI. The City has no discretion in increasing revenues in these funds without voter approval. The impacts of the economy on some of these enterprise funds have caused significant revenue losses in the past. Nonetheless, expenditures within these funds have increased as a result of many of the same factors that impact the General Fund (e.g., salary cost-of-living increases, health benefit costs and retirement costs).

CAMPS FUND
The Playground Camps Fund is a special revenue fund established to account for the revenue and expenses to operate and maintain the City’s resident camps and day camp, including Berkeley Tuolumne Camp (BTC), Echo Lake Camp, Cazadero Camp and Berkeley Day Camp. Revenues from these camps are expected to cover their operations, maintenance and capital costs, as well as scholarships for camp participants.

ANALYSIS OF CAMPS FUND
Since the Berkeley Tuolumne Camp (BTC) was destroyed in the Rim Fire in 2013, the Camps Fund has had a persistent structural deficit, as BTC revenue was no longer available to offset the losses in the City’s other camp programs at Echo Lake Camp, Berkeley Day Camp, and Cazadero Camp. In the years since the fire, staff have worked to improve the cost recovery of the Fund’s other camps and programs, but there continues to be a structural deficit of $260,000/year. The Camps Fund is projected to remain solvent through the next budget cycle, but the structural deficit may exhaust fund balance by FY 25 depending on the performance of camp programs including the new Berkeley Tuolumne Camp.

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31 CAMPS FUND FORECAST
with BERKELEY TUOLOMNE CAMP (BTC) PROJECT

FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
FY 2022
Revised
FY 2022
Projected
FY 2023
Proposed
FY 2024
Proposed
2025
Projected
Beginning Fund Balance 20,733,248 17,613,473 13,650,422 13,650,422 13,650,422 736,677 479,150 220,901

Revenues
Cazadero Rent 10,000 37,500 45,000 45,000 45,000 45,900 46,818 47,754 Cazadero Insurance 354,843 592,934 592,934 1,759,099 0 0 0 Echo Lake Registration 72,034 578,845 679,000 679,000 588,600 600,372 612,379 624,627 Echo Lake Donations 11,775
Echo Lake Insurance
Tuolumne Registration 1,477,702 1,477,702 1,232,114 2,085,793 2,127,508 2,170,059 Tuolumne Sales 15,000 37,500 38,250 39,015
Tuolumne Insurance 3,597,947 13,601,625 8,724,719 8,724,719 7,923,662 282,621 292,993 Tuolumne Rentals
Tuolumne Donations 74,266 345,902
FEMA 0 567,858 193,770
Catastrophic Reserve 2,700,000
Day Camp Registration 59,641 315,075 249,500 249,500 283,567 289,239 295,024 300,924 ARPA Transfer In 1,035,000
Subtotal, Revenues 4,106,241 15,175,169 11,768,855 11,768,855 16,121,714 3,341,424 3,412,972 3,182,379

Expenditures
Personnel 954,500 721,276 1,461,564 1,461,564 1,415,172 1,939,848 1,979,309 1,720,042 Non-Personnel 368,483 110,411 888,470 1,013,611 1,006,551 1,659,103 1,691,913 1,725,751 Capital Projects 5,903,033 18,306,533 11,500,000 28,081,295 26,613,737 0 0 0 Subtotal, Expenditures 7,226,016 19,138,220 13,850,034 30,556,470 29,035,460 3,598,951 3,671,222 3,445,793

Operating Income / (Loss) (3,119,775) (3,963,051) (2,081,179) (18,787,615) (12,913,745) (257,527) (258,249) (263,414)

Camps Fund Reserve Balance
(with BTC Project) 17,613,473 13,650,422 11,569,243 (5,137,193) 736,677 479,150 220,901 (42,514) Reserve Rate 429% 90% 98% -32% 5% 14% 7% -1%

533

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

Revenues

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

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

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

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

Expenditures

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

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

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

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

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

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

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

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

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

536

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

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

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

537

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

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

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

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

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

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

538

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

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

539

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

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

540

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

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

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

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

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

541

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

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

542

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

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

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

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

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

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

543

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

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

544

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

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

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

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

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

545

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

546

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

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

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

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

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

547

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

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

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

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

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

548

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

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

549

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

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

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

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

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

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

550

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

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

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

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

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

551

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

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

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

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

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

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

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

552

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

23. Revenues

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

Expenditures

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

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

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

553

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

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

554

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

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

555

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

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

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

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

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

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

556

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

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

557

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

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

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

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

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

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

558

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

559

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

STAFFING TABLE 1:

POSITION SUMMARY BY DEPARTMENT-5 YEAR TREND

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

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

TOTAL CITY ATTORNEY 13.00 15.00 15.00 15.00 15.00 15.00

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

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

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

560

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

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

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

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

OFFICE OF ECONOMIC

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

TOTAL OFFICE OF ECONOMIC
DEVELOPMENT 7.00 7.00 7.00 7.00 8.00 8.00

561

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

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

TOTAL FINANCE DEPARTMENT 48.00 49.00 50.00 51.00 53.00 53.00

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

562

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

TOTAL FIRE DEPARTMENT 149.00 153.00 153.00 153.00 202.00 202.00

HEALTH, HOUSING & COMMUNITY

SERVICES
Career Employees:

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

563

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

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

564

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

SERVICES CONTINUED)
Hourly Employees:

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

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

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

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

565

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

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

TOTAL INFORMATION TECHNOLOGY 44.50 45.00 46.00 47.00 48.00 48.00

LIBRARY SERVICES
Career Employees:

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

Library Aides 0.75 0.75 0.75 0.75 0.75

0.75

566

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

TOTAL LIBRARY SERVICES 116.10 116.05 116.05 115.60 115.10 115.10

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

TOTAL MAYOR AND COUNCIL 12.00 15.00 15.00 15.00 15.00 15.00

OFFICE OF THE DIRECTOR OF POLICE ACCOUNTABILITY*

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

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

PARKS RECREATION & WATERFRONT

Career Employees:

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

567

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

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

Hourly Employees:

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

TOTAL PARKS REC & WATERFRONT 156.12 155.37 156.87 159.87 163.37 163.37

568

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

PLANNING & DEVELOPMENT DEPARTMENT
Career Employees:

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

569

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

DEPARTMENT CONTINUED)
Hourly Employees:

Intern 10.00 10.00 10.00 10.00 10.00 10.00

TOTAL PLANNING DEPARTMENT 94.80 103.40 104.70 110.33 111.04 113.04

POLICE DEPARTMENT
Career Employees:

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

Hourly Employees:

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

TOTAL POLICE DEPARTMENT 280.20 285.20 285.20 288.20 290.20 290.20

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

TOTAL POLICE REVIEW COMMISSION 3.00 3.00 3.00 0.00 0.00 0.00

570

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

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

571

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

TOTAL PUBLIC WORKS 300.60 320.50 322.00 323.00 337.00 337.00

572

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

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

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

573

72 STAFFING TABLE 2:

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

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

574

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

575

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

576

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

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

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

577

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

Fiscal Year 2023 and 2024 Proposed Staffing by Funding Source

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

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

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

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

578

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

579

78 CITY ATTORNEY’S OFFI CE

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

ORGANIZATIONAL CHART

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

580

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

581

80 CITY ATTORNEY’S OFFI CE FINANCIAL SUMMARY

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

EXPENDITURES

By Type:

Salaries and Benefits
2,555,631

2,162,620

2,615,730

3,471,032

3,974,284

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

2,174,097

3,379,051

3,569,479

3,595,679

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

219,586

232,795

232,795

232,795
Indirect Cost Transfer 5,213

5,333,550

4,555,976

6,214,367

7,278,096

7,807,548

7,876,621

By Division:

Administration
432,164

580,347

606,870

589,939

699,497

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

3,975,629

5,607,497

6,688,157

7,108,051

7,170,504

5,333,550

4,555,976

6,214,367

7,278,096

7,807,548

7,876,621

By Fund:

General Fund
2,181,489

2,217,772

2,762,048

3,434,164

4,010,250

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

2,338,204

3,310,972

3,843,932

3,797,298

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

5,333,550

4,555,976

6,216,367

7,278,096

7,807,548

7,876,621

582

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

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

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

583

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

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

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

584

83 CITY AUDITOR’S OFFIC E

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

ORGANIZATIONAL CHART

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

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

585

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

586

85 CITY AUDITOR’S OFFIC E FINANCIAL SUMMARY

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

EXPENDITURES

By Type:

Salaries and Benefits
2,259,727

2,240,439

2,227,535

2,503,968

2,796,961

2,820,447
Services and Supplies
62,052

60,455

68,948

70,833

72,385

72,385
Capital Outlay
5,603

4,051

4,051
Internal Services
94,910

226,231

229,599

225,479

227,979

227,979
Indirect Cost Transfer

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

By Division:

Administration
406,905

496,512

505,804

509,508

672,904

682,754
General Audit
930,332

940,218

997,583

1,078,198

975,422

972,747
Payroll Audit
1,079,453

1,090,395

1,022,695

1,218,177

1,453,050

1,469,361

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

By Fund:

General Fund
2,266,839

2,432,086

2,467,028

2,705,379

3,006,058

3,026,481
Workers'
Compensation

149,850

95,039

59,054

100,504

95,318

98,381

2,416,689

2,527,125

2,526,081

2,805,883

3,101,376

3,124,862

587

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

588

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

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

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

589

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

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

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

590

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

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

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

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

591

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

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

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91 CITY CLERK DEPARTMEN T

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

ORGANIZATIONAL CHART

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

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

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

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

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

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

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94 CIT Y CLERK DEPARTMENT FINANCIAL SUMMARY

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

EXPENDITURES

By Type:

Salaries and Benefits
1,559,308

1,529,902

1,672,456

1,631,778

1,811,749

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

351,865

1,340,663

1,066,477

1,180,477

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

25,390

25,390
Internal Services
82,882

183,877

181,085

178,094

178,094

178,094
Indirect Cost Transfer

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

By Division:

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

1,195,180

1,242,529

1,231,243

2,179,090

2,242,175
Records Management
442,543

479,525

459,841

576,543

133,600

133,600
Elections
1,114,226

394,855

1,491,759

1,093,953

883,020

885,971

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

By Fund:

General Fund
2,643,486

2,069,740

2,832,552

2,396,737

2,684,842

2,747,927
Fair Elections
361,652

505,002

510,868

513,819

2,643,486

2,069,740

3,194,204

2,901,739

3,195,710

3,261,746

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

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

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

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

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

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

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

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

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

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

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

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99 CITY MANAGER’S OFFIC E

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

ORGANIZATIONAL CHART

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

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100

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

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

602

101

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

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102

CITY MANAGER’S OFFIC E FINANCIAL SUMMARY

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

EXPENDITURES

By Type:

Salaries and Benefits
6,297,159

6,490,128

6,793,257

7,530,022

7,896,437

8,131,580
Services and Materials
981,163

993,353

974,685

619,645

794,037

764,037
Capital Outlay
53,750

14,196

30,737

Internal Services
281,009

606,623

633,892

620,887

620,887

620,887
Indirect Cost Transfer
9,514

683

7,622,595

8,104,983

8,432,572

8,770,554

9,311,361

9,516,504

By Division:

Administration
2,766,609

3,517,716

3,416,609

3,345,960

3,678,302

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

3,061,108

3,497,993

3,895,038

4,293,740

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

994,030

875,027

1,083,292

1,087,659

1,121,453
2020 Vision
392,951

532,130

642,829

446,264

251,660

258,788

7,622,595

8,104,985

8,432,459

8,770,554

9,311,361

9,516,504

By Fund:

General Fund
7,071,344

7,573,988

7,872,856

8,377,168

8,899,604

9,101,074
Animal Shelter Fund
47,927

30,764

20,682

52,480

52,480

52,480
Zero Waste Fund
275

-

30,118

48,600

48,600

48,600
Permit Service Center
82,575

5,624

Other Funds
420,475

494,609

508,916

292,306

310,677

314,350

7,622,595

8,104,984

8,432,572

8,770,554

9,311,361

9,516,504

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103

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

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

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104

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

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

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105

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

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106

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

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

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107

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

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

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108

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

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109

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

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

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110

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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OFFICE OF ECONOMIC DEVELOPMENT

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

ORGANIZATIONAL CHART

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

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

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

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

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

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

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OFFICE OF ECONOMIC DEVELOPMENT FINANCIAL SUMMARY

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

EXPENDITURES

By Type:

Salaries and Benefits
1,209,475

1,306,242

1,041,463

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

7,559,194

3,866,180

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

Internal Services
7,351

74,786

73,306

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

1,557

1,576

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

By Division:

Administration
127,249

125,088

48,970

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

5,606,761

3,155,258

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

2,787,152

1,491,146

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

203,549

212,852

58,427

221,669
219,728 222,037
Sustainable
Development

226,140

219,299

228,723

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

By Fund:

General Fund
2,820,609

5,855,850

2,488,081

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

157,872

23,122

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

2,996,566

2,343,629

2,013,569

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

76,205

16,406

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

17,119

1,772

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

399,260

267,670

Other Funds
37,822

101,216

155,905

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

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

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

$20,000
(ARPA)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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FINANCE

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

ORGANIZATIONAL CHART

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

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

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

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

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

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

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

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

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

EXPENDITURES

By Type:

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

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

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

285,149

221,410

385,483

391,386

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

62,472

64,470

7,226,820

8,362,334

8,146,012

9,431,102

10,834,401

11,006,007

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

DIVISION/ACTIVITY SUMMARY

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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FIRE DEPARTMENT

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

ORGANIZATIONAL CHART

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

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

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

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

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

EXPENDITURES

By Type:

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

49,016,432

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

63,233,225

63,307,034

By Division:

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

54,047,349

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

63,233,225

63,307,033

By Fund:

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

41,626,945

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

63,233,225

63,307,034

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

DIVISION/ACTIVITY SUMMARY

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

Fire
Operations

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

26,387,947

28,794,155

39,992,896

30,503,396

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

15,262,281

15,086,023

13,532,869

18,837,364

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

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

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

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

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