Berkeley City Council
November 3, 2022

Energy Commission Recommendation FYE 23 and 24 Budget Priorities Action Calendar November 3, 2022
education in the FYE 2023 and 2024 budget, it puts at risk the health and safety of Berkeley’s residents, the City’s achievement of its adopted and mandated climate, clean energy, and transportation goals, and its national and global leadership on addressing climate change in innovative ways. The Energy Commission thus urges the City Council to incorporate the above stated priorities into its FYE 2023 and 2024 budget.

ALTERNATIVE ACTIONS CONSIDERED
We did not consider excluding these items from the budget.

CITY MANAGER
The City Manager recommends that the content and recommendations of the Commission’s Report be referred to the budget process.

CONTACT PERSON
Billi Romain, Energy Commission Secretary, 510-981-7432

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

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Eleanor Hollander, Economic Development Manager Subject: Fiscal Year (FY) 2023 Civic Arts Grant Awards

INTRODUCTION
This report is to inform the City Council of the Civic Arts Grant awards for individual artists and festivals for Fiscal Year (FY) 2023.

CURRENT SITUATION AND ITS EFFECTS
The Fiscal Year 2023 Civic Arts Grant award amounts (Attachments 1 and 2) as approved by the Civic Arts Commission include $44,000 for eleven (11) individual artists and $194,299 for thirty-three (33) festivals. Most festival applicants that applied were awarded funding (33), although three (3) festivals that applied were not awarded funds for FY23. A record-setting number of individuals artists (62) applied for grant funds for FY23, and with limited funding, forty-one (41) individual artist applicants were not awarded funds. These awards are in addition to the deployment of the second year of Arts Organization grant funding awarded in Fiscal Year 2022 for both FY22 and FY23 (totaling $458,697 per year for 70 arts organizations).

BACKGROUND
The Civic Arts Grant application period originally was from March 1, 2022 to March 31, 2022; however, the deadline was extended to April 13, 2022 to invite more applicants to apply. This year the Civic Arts Program received a combined total of 88 applications from individual artists and festival organizers for grant funding for the FY 2023 cycle.

Civic Arts staff held two grant application workshops to review grant application requirements and provide instruction on using the on-line grant application system: 1.

Grant Application Webinar on March 7, 2022 for individual artists applicants; and 2.

Grant Application Webinar on March 9, 2022 for festival applicants. Both workshops were held virtually by Zoom Webinar. Recordings of the webinars were also made available on the Civic Arts website for applicants’ reference.

To evaluate grant applications, Civic Arts staff asked for the assistance of seasoned grant review panelists approved by the Civic Arts Commission during the FY22 grant cycle. The slate of review panelists all have substantial backgrounds in arts and culture and a demonstrated commitment to cultural equity. Between June 7 and June 17, 2022,

FY 2023 Civic Arts Grant Awards INFORMATION CALENDAR
November 3, 2022

staff conducted two grant review panel meetings via Zoom. Panelists independently evaluated and scored applications relative to the review criteria prior to the panel reviews, and discussed the applications and their evaluations with fellow panelists during the panel review meetings.

After the conclusion of the grant review process, the compiled panel scores were presented to the Civic Arts Commission's Grants Subcommittee at a public Zoom meeting on July 12, 2022. The Subcommittee determined award recommendations based on application scores, the grant program guidelines, funding criteria, and available funding. The award amounts as recommended by the Grants Subcommittee were made public on July 13, 2022 through the meeting discussion and vote, and communicated to all applicants via email.

On July 27, 2022, the Civic Arts Commission approved the final FY23 Civic Arts Grant award amounts as follows: FY23 Individual Artist Projects grant funding recommendations - M/S/C (Blecher/Anno) Vote: Ayes — Anno, Blecher, Covarrubias, Dhesi, Ozol, Passmore, Woo; Nays — None; Abstain — None; Absent — Bullwinkel.

FY23 Festivals grant funding recommendations were approved as follows: FY23 Festivals grant funding recommendations. M/S/C (Blecher/Anno) Vote: Ayes — Anno, Blecher, Covarrubias, Dhesi, Ozol, Passmore, Woo; Nays — None; Abstain — None; Absent — Bullwinkel.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The Civic Arts Grants program is administered online. Applicants used a web-based grants management system to apply and grant review panelists evaluate and score the applications using the same system, greatly reducing the need for paper applications.

POSSIBLE FUTURE ACTION
The Civic Arts Grants are awarded on a bi-annual basis to Arts Organizations and annual basis to Individual Artists, and Festivals. The Civic Arts Grants Program plans to implement the annual grant application and review process for FY 2024 beginning in fall 2023. FY24 awards will be subject to the Civic Arts Commission’s approval.

FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
The City’s annual budget typically includes a baseline amount of $500,000 for Civic Arts Grants to Arts Organizations and Individual Artists and approximately $156,000 for Festivals. Council increased Festivals funding from $156,000 to $200,000 in FY23, allowing for a greater distribution of Festivals funds for the grant cycle.

CONTACT PERSON
Hilary Amnah, Civic Arts, Office of Economic Development, 510-981-7539 Attachments:

1. FY23 Civic Arts Individual Artists Projects Grant Awards

2. FY23 Civic Arts Festivals Grant Awards

FY23 Individual Artist Project Grants
Title Primary Discipline Score out of 1000 Award
1 Hector Salgado Media/Film 947 $4,000
2 Emily Onderdon k Music 933 $4,000
3 Marlene (Cookie) Segelstein Music 927 $4,000
4 Mahsa Vahdat Music 907 $4,000
5 Hector Munoz-Guzma n Visual 895 $4,000
6 Paula deJoie Visual 887 $4,000
7 Andy Warner Multi-disciplinary 885 $4,000
8 Oona Garthwait e Media/Film 883 $4,000
9 Erica Azim Music 882 $4,000
10 Natalia Quintero-Hong Multi-disciplinary 868 $4,000
11 Elizabeth Rosne r Literary 862 $4,000
12 Jamie Greenblatt Theatre 860 $0
13 Jaren Feele y Music 858 $0
14 Jon Wai-keung Lowe (Jonathan C. Lowe ) Theatre 852 $0 15 Milani Pelle y Multi-disciplinary 848 $0
16 Rachel Richardson Literary 848 $0
17 David Sweet-Corder o Visual 847 $0
18 Noor N Al-Samarrai Literary 843 $0
19 Ellie Falaris Ganelin Music 842 $0
20 Erica Varize Media/Film 838 $0
21 Dan Flanagan Music 835 $0
22 Aureliano Rivera Visual 820 $0
23 Risa Lenore Anderson Dy e Multi-disciplinary 815 $0
24 Shantee Bake r Theatre 812 $0
25 Stephen Taylo r Music 808 $0
26 Della Moran Visual 795 $0
27 Mariana Moreno-Gonzale z Visual 788 $0
28 Molly Barke r Visual 785 $0
29 Jenn Guitar t Media/Film 777 $0
30 Jodi Lomas k Multi-disciplinary 765 $0
31 Pauline Padrul Social Practice 762 $0
32 Gisoo Naseri Multi-disciplinary 748 $0
33 Rebecca Denison Literary 748 $0
34 Sara Fruch t Visual 745 $0
35 Fred Dodsworth Literary 727 $0
36 David Schweidel Theatre 708 $0
37 Tonja Robertson Visual 705 $0
38 Naomi Akers/East Bay Made Multi-disciplinary 702 $0
39 Paul Wang Visual 702 $0
40 Allison Landa Literary 690 $0
41 Jenny Cole Visual 685 $0
42 MELINDA E. LOPEZ Music 680 $0
43 Rebecca Pingree Theatre 680 $0
44 Jeni Fazio Social Practice 677 $0
45 Rick Gree r Music 677 $0
46 WENDY REID Music 665 $0
47 Paul Purcell Multi-disciplinary 657 $0
48 Niels Trayno r Visual 655 $0
49 Talia Beaumon t Multi-disciplinary 648 $0
50 Debra (Deb) Price Visual 613 $0
51 Jane Stillwate r Literary 595 $0
52 TREA McCrohan-Cleaves Social Practice 272 $0

Large Events with a proposed budget over $50,000
Title Score out of 1000 Award
1 Berkeley Juneteenth Festival 898 $7,581
2 California Native Ways — 4th Annual California Indian Arts & Culture Festival
893 $7,538
3 Disability Rights Rising: A Celebration of the Art, Culture, and the History of Disability Justice in Berkeley
888 $7,496
4 Freight Fest 887 $7,488
5 Standing on the Shoulders of Giants: A Community Celebration 850 $7,175 6 Foundation for the Future of Literature and Literacy (Bay Area Book Festival)
830 $7,007
7 San Francisco Mime Troupe Free Park Shows in Berkeley 2022 798 $6,736 8 Berkeley Bird Festival 795 $6,711
9 2023 Junior Bach Festival 745 $6,289
Mid-Size Events with a proposed budget between $5,001 - $50,000 10 Black Generations Festival 895 $6,044
11 Black Women's Blues Festival 878 $5,929
12 The Himalayan Fair 873 $5,896
13 The Queering Dance Festival 872 $5,889
14 30th Annual Berkeley Indigenous Peoples Day Powwow and Indian Market
868 $5,862
15 Persian New Year Festival - Chaharshanbe Souri 867 $5,855 16 Evolution: A 10th Anniversary Celebration of API Theater 862 $5,821 17 SF Bay Brazilian Day & Lavagem Festival 2022 860 $5,808 18 Berkeley Poetry Festival 837 $5,653
19 Dia de los Muertos 2022 835 $5,639
20 Chocolate & Chalk Art Festival 832 $5,619
21 Hawaiian Healing Arts Festival 827 $5,585
22 Berkeley Video & Film Festival 823 $5,558
23 West Berkeley Community Print Festival 813 $5,490
24 AfroLit 813 $5,490
25 Annual Contemporary Diasporas Festival 800 $5,403
26 Ubuntu Awards Festival 798 $5,389
27 Telegraph Avenue Holiday Street Fair 797 $5,382
28 Watershed Environmental Poetry Festival 775 $5,234
29 Telegraph Berkeley Summer Fair or (Sunday Best) 765 $5,166 30 Community Music Day 760 $5,133
31 Capoeira: The Art of Social and Personal Transformation 747 $5,045 32 Asian Cultural Festival 732 $4,943
Small Events with a proposed budget of up to $5,000
33 The Dragon Boat Experience 868 $2,442
Not Awarded
34 Makers Ball 2022 (Mid-Size Event) 673 $0
35 Front Row Festival (Mid-Size Event) 613 $0
36 Vida Vert Festival (Mid-Size Event) 545 $0
FY23 Festival Grants

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

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: David Sprague, Interim Fire Chief, Fire Department Subject: Fire Prevention Inspections Audit Status Report

CURRENT SITUATION AND ITS EFFECTS
On May 9, 2019 the City Auditor submitted a Fire Prevention Inspections audit report1 to the City Council with recommendations to improve the overall fire prevention inspection program, improve customer service, and reduce the risk of fires and other emergencies that may fall within the jurisdiction of the fire code. The purpose of this information item is to update City Council on the status of implementation of the audit report’s recommendations. This is the first status report regarding this audit.

BACKGROUND
The audit included eleven recommendations. Of these items, progress on the implementation or resolution of three of the recommendations was started shortly after the issuance of the report. Since the initial fire department response to the audit recommendations, the department has determined through further research, evaluation and the pursuit of a resolution for two of the recommendations that these two original recommendations should be dropped. These two recommendations involved technical modifications to, or work-arounds for the department’s fire record management system software known as RedAlert. Of the nine remaining recommendations three are partly implemented, four have been started, and two have not been started. The two recommendations that have not been started require reliable data on both fire inspection workload and on resources available to deliver inspection services.

Significant programmatic and structural changes are occurring in the fire department which makes meaningful fire inspection workload and resource analysis impossible under the current circumstances for both the wildland and the built-environment.

Changes currently being implemented within the department include a significant increase in fire prevention staffing, a changing picture of other fire department personnel that may or may not be available to support fire inspection activities, rapidly changing fire safety inspection mandates and priorities at both the local and State level, 1 Audit: Fire Prevention Inspections: Insufficient Resources Strain Code Compliance

Update on Berkeley’s Redistricting Process for City Council Districts INFORMATION CALENDAR November 3, 2022

and an initiative to move away from an inefficient, paper-based inspection system to a more efficient digital inspection system using digital devices in the field.

Once the scope, nature and impact of these changes are clear, a proposal to reconfigure the fire inspection program can be formulated. Any proposed changes in the scope or frequency of the locally mandated fire inspection program should strive to maximize the positive impacts of the program given any limitations on the resources available to implement the program. As recommended in the audit, both a workload analysis and an analysis of short- and long-term impacts of potential modifications to the program would be a part of a proposal to modify the annual fire inspection program.

Please see Attachment 1 for a detailed table of audit report recommendations, correction action plans, and implementation progress. The next status report to Council is expected to be presented on May 9, 2023.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or opportunities associated with the subject of this report.

CONTACT PERSON
Steven Riggs, Fire Marshal, Fire Department, (510)-981-3473.

Attachments:
1: Audit findings, Recommendations, and Status Updates

Finding
Recommendation
Number Recommendation Issue Date Department Last Status Current Status Update Fire Not Meeting
Inspection
Mandates; Extensive
Code Requirements
and Population
Growth Impact
Staffing Workload 1.1
Analyze the short- and
long-term impact of putting
for
th a change to the
Berkeley Municipal Code to
reduce the types or
frequency of fire prevention
inspections. 5/9/2019 Fire Not Started Not Started
An analysis of the short- and long-term
impacts of amending the Berkeley
Municipal Code inspection mandate has
been deferred due to significant
programmatic and structural changes that
are in progress within the fire department
and impact inspection workload and
resources.

Fire Not Meeting
Inspection
Mandates; Extensive
Code Requirements
and Population
Growth Impact
Staffing Workload 1.2
Perform a workload analysis
to quantify the staff needed
now and in the future to
comply with the local fire
prevention inspection
requirements. 5/9/2019 Fire Not Started Started
Estimated Start date: July, 2023. Both
inspection staff and the digital field
equipment and software are still being put
in place to begin generating inspector
productivity data.

Fire Relies on
Incomplete Data to
Manage Inspections 2.1
Develop a process, in
consultation with the
Information Technology
Department, for sharing
information on property
changes and additions
between Fire and other City
database platforms. 5/9/2019 Fire Started Dropped
The auditee has accepted the risk to the
city that the recommendation is meant to
address and is unable or unwilling to
implement the recommendation.

According to the department, they
engaged with IT and the current software
vendor and were unable to implement this
recommendation. They have stated that if
software replacement is pursued in the
future, the software’s capability to
communicate with other COP software
suites and the ability to automate the
update of property ownership and other
records will be considered for any
candidate software.

Fire Prevention Inspections: Insufficient Resources Strain Code Compliance

Fire Relies on
Incomplete Data to
Manage Inspections 2.2
Work with both the
database’s software vendor
and the Information
Technology Department to
strengthen controls over the
database, including:
·
Ass
essing the needs for
required fields for processing
an inspection, such as unit,
shift, inspector name,
address, violation details, and
violation location.
· For
matting drop
‑
down
menus for inspection status,
inspection type, and violation
status. Formatting the
options available for the
violation code numbers and
violation description fields. 5/9/2019 Fire Not Started Dropped The auditee has accepted the risk to the
city that the recommendation is meant to
address and is unable or unwilling to
implement the recommendation.

According to the department, they
engaged with IT and the current software
vendor and determined that the benefits of
implementing the recommendation within
the current software would not outweigh
the risks and limitations imposed by the
recommendation.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.1
Coordinate work plans with
Suppression for all mandated
fire prevention inspections.

These should take into
consideration the volume and
nature of the other work
Suppression performs. 5/9/2019 Fire Not Started Started Until the annual fire inspection program
can be redesigned and revised to meet
current and future goals and demands, the
current coordination program remains
valid for the current delivery model and
program. It's anticipated that inspection
staffing (Fire Prevention and Suppression)
may have stabilized by June 2023 and work
on this recommendation can proceed.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.2
Create a risk-assessment plan
to identify those properties
that are most at risk of a fire. 5/9/2019 Fire Started
Partly
Implemented
The fire department and our allied city
agencies and stakeholders have begun the
process of developing a Community
Wildfire Prevention Plan. This is both a fire
hazard and fire risk assessment program
that conducts a comprehensive
examination of the city’s risk of wildfire.

The initial CWPP project is expected to be
approved/adopted by Council in March of
2023. Estimated completion by June, 2023.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.3
Issue a General Order to the
Department on the
importance and necessity of
performing fire prevention
inspections. 5/9/2019 Fire Not Started Not Started
A rewrite of the fire department General
Order detailing the conduct of the annual
fire prevention inspection program will be
conducted following a redesign of the
annual fire inspection program in line with
the current programmatic and structural
changes occurring within the fire
department. The current General Order
which addresses the annual fire inspection
program remains valid for the current
delivery model and program.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.4
The Fire Marshal and
Suppression Management
jointly develop a
communication plan between
Fire Prevention and
Suppression. 5/9/2019 Fire Started Started
Until the annual fire inspection program
can be redesigned and revised to meet
current and future goals and demands, the
current coordination program remains
valid for the current delivery model and
program. It's anticipated that inspection
staffing (Fire Prevention and Suppression)
may have stabilized by June 2023 and work
on this recommendation can proceed.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.5
Revise the fire prevention
inspection training to provide
hands-on training, using
experienced Suppression
staff, on how to conduct
inspections and interact with
residents and community
members during inspections. 5/9/2019 Fire Not Started
Partly
Implemented
Fire inspection training for personnel
engaged in defensible space inspections
was completely redesigned and delivered
this year. Fire Prevention staff periodically
re-design the annual fire inspection training
for Suppression companies. The new fire
code adoption would be incorporated into
revised training near the start of the new
fiscal year (July 2023).

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.6
Develop and distribute
educational information to
property owners prior to the
beginning of the inspection
cycle to provide information
on the fire prevention
inspection program, common
violations, and any upcoming
inspections for that area of
the City. 5/9/2019 Fire Not Started
Partly
Implemented
The 2022 calendar year was the second
consecutive year that the fire department
conducted direct outreach to, and the
transmittal of educational materials to the
entire population of Berkeley Fire Zones 2
and 3 regarding the expansion of our
Defensible Space inspection program,
wildfire hazards, defensible space
requirements, and a message from the Fire
Chief regarding the need to provide
defensible space. The fire department is in
the process of hiring a full-time employee
as a Communications Specialist. July 2023
is the estimated start date to generate built-
environment outreach materials in
conjunction with department's new
Communications Specialist.

Fire Staff Do Not
Have Enough
Support to Get
Inspections Done 3.7
Create a process for issuing,
tracking, and following up on
administrative citations for
properties with repeat or
high-risk violations, including
revenue collections and
tracking. That process should
collaborate with other City
work units that perform
enforcement activities to
provide consistency. 5/9/2019 Fire Not Started Started
During 2022 the fire department has
initiated discussions with other COB
stakeholder entities about standardizing
the handling, tracking and processing of
Administrative Citations.

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

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee William-Ridley, City Manager
Submitted by: Donald E. Ellison, Interim HR Director
Subject: UPDATE: HR Response: Audit Directive(s) for Comprehensive Domestic Violence Policy to Support City Employees

INTRODUCTION
On October 10th, 2019, the City Auditor’s Office issued its audit, Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees with recommendations to improve Berkeley’s domestic violence response policy. The purpose of this information item is to update City Council on the status of implementation of the audit report’s recommendations. This is the first status report regarding this audit.

CURRENT SITUATION AND ITS EFFECTS
This report is an informational update on progress towards goals on HR’s proposed Corrective Action Plan in response to Audit recommendations. The audit includes 6 recommendations as listed in attachment A Recommendation Table DV Policy.

BACKGROUND
As a follow-up to the May 10th 2022 HR Audit meeting with the City Auditor’s office to review the City Auditors Report and recommendations for a Comprehensive Domestic Violence Policy to Support City Employees, the Human Resources Division is in the process of revising the Domestic Violence Policy A.R. 2.21.

On August 29th, 2022, the Human Resources department conferred with the affected departments regarding the revision of A.R. 2.21. The meet and confer process is ongoing; once it has been completed, the revision will be submitted to the City Manager’s office for review and approval.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACT
There are no identifiable environmental effects or opportunities associated with the subject of this report.

CONTACT PERSON
Donald Ellison, Interim Human Resources Director, Human Resources Department, (510)-981-6807.

Update on City of Berkeley’s Corrective Action Plan- Domestic violence policy INFORMATION CALENDAR 11/03/22

Attachments:

1. Attachment A (Recommendation Table DV Policy)

2. Attachment B (Audit Report)

Audit Title: Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees Finding Lead
Department
Expected or
Actual
Implementat
ion Date
Status of Audit Recommendations,
Corrective Action Plan, and Progress
Summary
Policy Does Not Completely
Reflect State Requirements

1.1 Define and include sexual assault,
stalking, and witnesses’ rights.

Human
Resources
Ongoing Partly Implemented:

Human Resources has made proposed
updates to terms and definitions in
the policy. Policy is in draft form and
awaiting approval.

Policy Does Not Completely
Reflect State Requirements

1.2 State that when assessing safety
accommodations, Human Resources
takes into consideration danger to the
employee and undue burden to the
employer.

Human
Resources
Ongoing Partly Implemented:

Human Resources has made proposed
updates to terms and definitions in
the policy. Policy is in draft form and
awaiting approval.

Policy Does Not Completely
Reflect State Requirements

1.3 Revise the policy title to reflect the
comprehensive scope of the policy.

Human
Resources
Ongoing Partly Implemented:

Policy title is updated in draft form
and is awaiting approval.

Policy Does Not Completely
Reflect State Requirements

1.4 Clarify that requirements for
employees to document their use of
leave or request for accommodations
are at the discretion of Human
Resources and may include self-
certification when appropriate. We
also recommend that Human
Resources clarify that employees are
encouraged to come to Human
Resources for assistance even if they
do not initially have the documentation
that may be requested.

Human
Resources
Ongoing Partly Implemented:

Policy is updated in draft form and is
awaiting approval.

Recommendation

Policy Does Not Address Key
Workplace Domestic Violence
Issues

2.1 Incorporate the model policy and all
best practice elements described in this
finding, and communicate this
guidance to city staff.

Human
Resources
Ongoing Started:

The policy update is in draft form and
is awaiting approval. In addition,
Human Resources will assess the
feasibility of adopting additional
elements from model policies and will
add as appropriate at a later date.

Berkeley Needs to Prepare All
Staff to Comply with the
Policy

3.1 Implement best practices, including:
• Training supervisors and Human
Resources staff about their role in
responding to employees experiencing
domestic violence and providing
information for employees about the
domestic violence response policy;
• Conducting periodic outreach to
employees to inform them about the
policy, encourage them to come
forward, and provide general
information about domestic violence;
• Facilitating collaboration among city
staff who have a role in implementing
the policy, and convening a domestic
violence response team to advise on
policies, ongoing outreach and
education, and Human Resources’
implementation of recommendations
from this audit; and
• Adopting a trauma-informed and
inclusive approach.

Human
Resources
Ongoing Started:

Human Resources may add policy
review to supervisor training to
include revised domestic violence
policy.

Promoting transparency and accountability in Berkeley government Audit Report
October 10, 2019
Domestic Violence
Response: Berkeley
Needs a Comprehensive
Policy to Support City
Employees

Promoting transparency and accountability in Berkeley government Report Highlights
For the full report, visit:
http://www.cityofberkeley.info/auditor
Findings

1. Berkeley’s domestic violence leave policy does not include the state requirements of defining sexual assault and stalking or stating that the policy covers employees dealing with these experiences. We also found that Berkeley’s policy does not provide Human Resources the flexibility to use its discretion to allow self-certification in rare instances.

2. Berkeley’s policy does not include guidance on key domestic violence issues that affect employees or the workplace.

3. Berkeley can adopt practices to be better positioned to implement a robust, coordinated, and supportive domestic violence response, including: training, outreach and
education, collaboration, and commitment to an inclusive and trauma-informed response.

Recommendations
To reflect the full extent of state law, we recommend Human Resources revise the policy to define and include sexual assault, stalking, and witnesses’ rights. We also recommend Human Resources clarify that requirements for employees to document their use of leave or request for accommodations are at the discretion of Human Resources, and that employees are
encouraged to come to Human Resources for assistance even if they do not initially have the documentation that may be requested.

To ensure Berkeley’s policy addresses key domestic violence issues in the workplace, we recommend Human Resources revise its policy to incorporate all the model policy and best practice elements described in the report, and communicate this guidance to city staff.

To prepare Berkeley for implementing an inclusive domestic violence response policy, we recommend Human Resources
implement best practices, including providing supervisor training, conducting ongoing employee outreach, facilitating collaboration, and adopting a trauma‑
informed and inclusive
approach.

October 10, 2019
Objectives
To what extent does Berkeley’s policy
reflect state requirements?
Does Berkeley’s policy address the key
domestic violence issues in the
workplace?
Is Berkeley prepared to implement a
supportive domestic violence response
policy?
Why This Audit Is Important
Domestic violence can extend into the
workplace to threaten employee safety
and wellbeing. In a national survey, 60
percent of respondents who
experienced domestic violence
reported losing their jobs as a
consequence of the abuse. Studies
estimate that domestic violence costs
$8.3 billion a year in health costs and
lost productivity.

A comprehensive response for
employees experiencing domestic
violence can improve their wellbeing
and help employees stay safe. Berkeley
is a step ahead of many other
workplaces in having developed a
stand-alone leave policy in January
2019 to help employees experiencing
domestic violence get the support they
need. However, we are concerned that
supervisors are not trained to comply
with the policy and employees do not
know about the options for assistance
available to them.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 3 Table of Contents

Introduction; Scope, Objectives, and Methodology
Background
Policy Does Not Completely Reflect State Requirements

Policy does not address sexual assault and stalking, or the rights of employees who have witnessed domestic violence.

Policy does not state factors used in determining whether accommodations are reasonable.

Policy title is focused on leave and is not comprehensive.

Policy does not allow exceptions for employees to self-certify their leave or accommodation.

assistance.

pendix III — Domestic Violence Resources

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 4 Introduction
Domestic violence can occur anywhere, and its effects can extend into the workplace to threaten employee safety, health, and wellbeing. Nationally, one in four women and one in seven men have experienced severe violence by an intimate partner in their lifetime.1 Domestic violence risk is higher for people of color and people who identify as LGBTQ+ or non-binary gender.2 In a national survey, 60 percent of respondents who experienced domestic violence reported losing their jobs, and 96 percent reported their work performance suffered as a consequence of the abuse.3 Alarmingly, 43 percent of women killed in U.S. workplaces were killed by a relative or domestic partner.4 Studies estimate that domestic violence costs $8.3 billion a year in health costs and lost productivity.5 Responding to local concerns about these distressing statistics, City Council passed a resolution in 2018 co-authored by Berkeley’s Peace and Justice Commission and Commission on the Status of Women resolving that freedom from domestic violence is a human right.

A comprehensive and coordinated response for employees experiencing domestic violence can improve their wellbeing and help employees stay safe, but most workplaces do not have a domestic violence response policy.6 Berkeley is a step ahead of many other workplaces in having developed a stand-alone leave policy in January 2019 to help employees experiencing domestic violence get the support they need. However, we are concerned that supervisors are not trained to comply with the policy and employees do not know about the options for assistance available to them. We are also concerned that the current policy is limited. The intention for this audit is to outline a more comprehensive approach that Berkeley can adopt to be a leader in responding to domestic violence in the workplace and encouraging employees to seek the assistance available to them if needed.

Scope, Objectives, and Methodology
This audit focused on the City of Berkeley’s domestic violence leave policy. Our objectives were to determine:

1. To what extent does Berkeley’s policy reflect state requirements?

2. Does Berkeley’s policy address the key domestic violence issues in the workplace?

3. Is Berkeley prepared to implement a supportive domestic violence response policy? We examined Berkeley’s current policy, reviewed relevant laws and regulations, interviewed subject-matter experts and Berkeley employees, and reviewed best practices. For more information, see Appendix I.

1 National Domestic Violence Hotline: https://www.thehotline.org/resources/statistics/ 2 Alameda County Department of Public Health: http://www.acphd.org/media/506904/dv_2018_ac.pdf 3 Workplaces Respond to Domestic and Sexual Violence: A National Resource Center: https://www.workplacesrespond.org/facts/ 4 National Bureau of Labor Statistics, 2015 (most recent data available): https://www.bls.gov/iif/oshwc/cfoi/workplace- homicides.htm
5 Workplaces Respond to Domestic and Sexual Violence: A National Resource Center: https://www.workplacesrespond.org/facts/ 6 National Domestic Violence Hotline: https://www.thehotline.org/resources/statistics/

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 5 Background
Domestic violence is a pattern of coercive behavior, including acts or threats, used by one person to gain power and control over another person. Domestic violence occurs between current or former spouses, family members, intimate partners, or parents of children or stepchildren in common. Domestic violence affects people of all walks of life regardless of race, gender, sexual orientation, income, culture, nationality, and religion. The populations at highest risk include:
 Women ages 18-44;
 Women of color, particularly African American and Native populations;  Pregnant and postpartum women;
 LGBTQ+ people;
 People with disabilities;
 Youth and adults who witnessed or experienced domestic violence as children;  People who are low-income or in poverty; and
 Immigrants and refugees.

Though incidents of domestic violence often occur outside of work, domestic violence is a serious issue that can affect employees in the workplace. Domestic violence can result in physical harm, health issues, trauma, and emotional distress for employees. As a result, employees experiencing domestic violence may have excessive absences from work, problems with work performance, and other interference that can threaten their ability to do their job, advance in their job, or keep their job. Maintaining sufficient employment is important for those experiencing domestic violence. About three out of four people who experience domestic violence cited economic insecurity as the main reason they stayed in an abusive situation.7 Table 1. Statistics on Domestic Violence in the Workplace Sources: See footnotes.
7 Workplaces Respond to Domestic and Sexual Violence: A National Resource Center: https://www.workplacesrespond.org/facts/ 8 National Bureau of Labor Statistics, 2015 (most recent data available): https://www.bls.gov/iif/oshwc/cfoi/workplace- homicides.htm
9 Workplaces Respond to Domestic and Sexual Violence: A National Resource Center: https://www.workplacesrespond.org/facts/ 10 National Domestic Violence Hotline: https://www.thehotline.org/resources/statistics/ 43%
of women killed in U.S. workplaces were killed by a relative or domestic partner.8
96%
of people who experienced domestic violence reported their work performance suffered as a consequence of the abuse.9 75%
of people who experience domestic violence cited economic insecurity as the main reason they stayed with the person abusing them.9
64%
of employees who reported experiencing domestic violence felt their ability to work was affected by the violence. 10

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 6 In 2012, U.S. President Barack Obama issued a presidential memorandum that required federal agencies to develop or modify policies for addressing the effects of domestic violence on the workforce. At the time, California already had laws in place granting employees experiencing domestic violence, sexual assault, or stalking the right to take time off of work to safeguard their health and wellbeing, and to request accommodations to stay safe at work. In 2013, California passed a bill prohibiting employers from discriminating or retaliating against employees for taking time off work or requesting accommodations related to domestic violence. In 2015, the City of Berkeley updated its policy that allowed employees to take extended leave for family care or health issues to include domestic violence issues, as required by state and federal law. Berkeley issued a stand-alone version of the policy in early 2019 that focused on leave time and accommodations for employees experiencing domestic violence.

Domestic violence is a complex issue for employers to address. Employers are not expected to be counselors or provide supportive services such as shelter, legal services, or counseling. But a secure workplace can be a safe haven for some and safety at work is an important part of an individuals’ comprehensive safety plan.

Employers can also be a resource to connect employees to supportive services in the community, such as the City’s existing Employee Assistance Program.11 On the other hand, employers could inadvertently worsen the situation if their response to employees experiencing domestic violence does not use best practices to demonstrate sensitivity to those experiencing domestic violence. Another challenge is that employers must also balance the concerns of individual employees with the need to maintain business operations. 11 Berkeley contracts with Claremont Behavioral Services Employee Assistance Program, which provides city employees referrals to counseling and other supportive services, including domestic violence counseling and community resources.

A note about language used in this report:

Domestic Violence: Domestic violence can take many forms, both physical and non-physical. It includes, but is not limited to: physical violence, injury, or intimidation; sexual violence or abuse; emotional and/or psychological intimidation; verbal abuse; threats; harassment; stalking; or economic abuse and control. This report uses the term domestic violence to include all of these forms of abuse.

Person/Employee, Survivor, and Victim: People are not defined by their experience. To acknowledge employees’ personhood and personal right to choose how they would like to identify, we use the term “person/employee experiencing domestic violence” rather than “survivor” or “victim.” We also use “person using violence or abuse” rather than “perpetrator” or “abuser.”

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 7 Berkeley’s Domestic Violence Leave
Policy Does Not Completely Reflect
State Requirements
Berkeley’s domestic violence leave policy (Administrative Regulation 2.21) generally reflects state law by allowing employees to take time off of work and request workplace accommodations to stay safe at work. However, the policy is missing some important components and clarity that would help ensure that Berkeley complies with the requirements of state law. If Berkeley’s policy does not have clear and explicit language that includes all key components of state law, city employees will not have complete information about how to support those experiencing domestic violence in a way that fully complies with the law, and city employees may not understand their rights and responsibilities.

The policy does not address sexual assault and stalking, or the rights of employees who have witnessed domestic
violence.

Berkeley’s domestic violence leave policy AR 2.21 does not define sexual assault and stalking or state that the policy covers employees dealing with those experiences. The policy also does not explicitly state that witnesses of domestic violence may use leave time to participate in court proceedings, though this right is included in the law. California law establishes employees’ right to take time off from work to protect their health and wellness if they experience domestic violence, sexual assault, or stalking.12 It also establishes their right to request reasonable accommodations to help them stay safe at work. The law further allows that witnesses of any of these circumstances have the right to use leave time to participate in court proceedings.

In 2018, Human Resources (HR) identified the need for a stand-alone domestic violence leave policy. In quickly meeting this need, HR based the policy on the existing Family Care Leave Policy,13 which did not include all the terms in the state requirements. The City Attorney’s Office reviewed the policy but did not note that some language describing who is covered by the policy was missing. According to HR staff, the policy was limited to a leave policy, which could account for the omission.

Sexual assault can
cause psychological,
emotional, and
physical distress that can lead
to problems at work. More than
50 percent of people who have
been stalked reported being
stalked at work.
12 California Labor Code sections 230 through 230.2: https://bit.ly/2YO344z 13 This policy allows employees to take leave, beyond what is allowed in other policies, for family care or health issues as required by state and federal law.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 8 If Berkeley’s policy does not explicitly define and address sexual violence and stalking as defined in state law, there is a risk that employees with these experiences will not know that they have rights under the policy. Additionally, supervisors may not be able to provide correct information to employees who are either facing these issues themselves or are witnesses. By not explicitly including these provisions from the law, there is an increased risk that city staff will not respond appropriately if someone experiencing sexual assault or stalking comes forward to seek assistance. As a result, employees experiencing sexual assault and/or stalking may not get the workplace assistance that they are allowed and they may face greater risk of harm, trauma, or even death.

These risks can affect not only the person experiencing domestic violence but also their coworkers.

The policy does not state factors used in determining
whether accommodations are reasonable.

Berkeley’s policy AR 2.21 states that employees may request reasonable accommodations for their safety while at work, but does not include language from state law that describes how employers should evaluate whether a request is reasonable. If an employee reports that they are experiencing domestic violence and requests accommodations to stay safe at work, state law requires employers to engage in a timely, good faith, and interactive process with the employee to determine effective reasonable accommodations.

This provision is included in Berkeley’s policy, but does not explicitly state that HR considers employee circumstances and needs in addition to impact on city operations. The law requires employers to consider the following when determining whether the accommodation is reasonable:
 Employers must consider the urgency of the circumstance or danger facing the employee; and
 Employers are not required to undertake an action that constitutes an undue hardship on their business operations (requiring significant difficulty or expense).

Including this language in the policy would help city staff charged with arranging accommodations to better understand what factors to consider in determining if they are reasonable. Without this guidance, supervisors and HR staff may not consistently align with the law or apply the policy.

Impacts of domestic
violence can affect
not only the person
experiencing domestic violence,
but also their coworkers.

State law requires
employers to engage
in a timely, good faith,
and interactive process with the
employee to determine effective
and reasonable
accommodations.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 9 The policy title is focused on leave and is not
comprehensive.

The title of Berkeley’s policy in AR 2.21 is “Domestic Violence Leave Policy,” which implies that the topic is limited to taking leave related to domestic violence rather than a comprehensive response to employees experiencing or who have witnessed domestic violence, sexual assault, or stalking. State law goes beyond allowing leave to also granting the right for employees to request accommodations to help them stay safe at work. The title of the policy may be misleading to both employees and supervisors seeking information about the full range of support available to employees and how to access it. An accurate descriptive title can help employers easily communicate to employees what the policy covers and provide the information they need.

The policy does not allow exceptions for employees to
self-certify their leave or accommodation.

Domestic violence circumstances and employee needs vary, yet Berkeley’s policy AR 2.21 does not provide HR the flexibility to tailor its response based on employees’ specific situation. If employees have an unexcused absence from work due to the effects of domestic violence, the law allows but does not require employers to request proof that the absence was for that reason.

Berkeley’s policy requires employees who have had an unexcused absence to retroactively provide certification to justify their use of leave in all instances.

Certification can include a police report, restraining order, or note from a doctor, counselor, or domestic violence or sexual assault advocate.

Berkeley’s requirement also conflicts with guidance from domestic violence experts who state that it is important for policies to be flexible enough to allow for a case-by-case approach that responds to the unique circumstances individuals face. They also state that the needs of an individual experiencing domestic violence and how they choose to seek assistance can vary depending on many factors including their culture, support network, and access to resources. Some of the actions people take to stay safe may not provide official documentation. There is a risk that seeking services that provide documentation may result in increased danger and retaliation, especially considering that leaving an abusive relationship is usually the most dangerous point in a person’s domestic violence experience.14
California state law
allows but does not
require employers to
request proof that the absence
was for one of the reasons
specified in the law.
14 National Coalition Against Domestic Violence: https://ncadv.org/why-do-victims-stay

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 10 Some of the actions people take to stay safe provide individuals with official documentation. For example, if law enforcement is called to a domestic violence situation, they are likely to issue an immediate temporary restraining order that could serve as documentation. Similarly, if an individual accesses services from a domestic violence agency or organization, such as staying in a shelter or participating in regular counseling, it is standard for the agency to issue documentation that clients can give to their employer.

However, some actions do not necessarily provide documentation. For example, leaving an abusive situation by moving into another family member’s home may not involve domestic violence services or documentation, especially if law enforcement was not involved. Leaving a partner who harms or abuses is often the most dangerous time in a person’s domestic violence experience, and there is a risk that seeking services that provide documentation may result in increased danger and retaliation. In the rare circumstances when an employee experiencing abuse may not have documentation, HR could allow employees to sign a statement certifying that they are using leave or requesting accommodations related to the allowed purpose.

HR staff reported that, in practice, they do consider individual needs and work interactively with employees to find the combination of leave time and accommodations that is the greatest benefit to the employee. They also reported that they prioritize getting employees the time off they need over getting documentation. However, it is important to document that practice in the policy to ensure it continues when new HR staff take on the role of administering the policy. It is also important that the policy state that HR may use its discretion to determine when additional supporting documentation may be necessary or when accepting a signed statement may be appropriate.

To encourage employees experiencing domestic violence to seek assistance from HR, the policy should specify that employees can come to HR regardless of whether they initially have supporting documentation. HR could also specify that a signed statement, like the one required for bereavement leave, can be acceptable to justify the need for accommodations. Domestic violence issues are unique to individual circumstances. Therefore, domestic violence leave policy elements do not necessarily need to apply to other city policies about employee leave and accommodations.

Leaving a partner who
abuses is often the
most dangerous time
in a person’s domestic violence
experience. Therefore, there is
a risk that seeking services that
provide documentation may
result in increased danger and
retaliation.

Domestic violence is
widely underreported.

People experiencing
domestic violence and abuse
face many barriers to coming
forward, including fear of
discrimination or retaliation at
work.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 11 Recommendations
To reflect the full extent of state law, we recommend Human Resources revise the policy to:

1.1 Define and include sexual assault, stalking, and witnesses’ rights.

1.2 State that when assessing safety accommodations, Human Resources takes into consideration danger to the employee and undue burden to the employer.

To clearly communicate the policy to employees and
supervisors, we recommend Human Resources:

1.3 Revise the policy title to reflect the comprehensive scope of the policy.

To allow Human Resources the flexibility to tailor its
response to individual domestic violence circumstances, we recommend Human Resources revise the policy to:

1.4 Clarify that requirements for employees to document their use of leave or request for accommodations are at the discretion of Human Resources and may include self-certification when appropriate. We also recommend that Human Resources clarify that employees are encouraged to come to Human Resources for assistance even if they do not initially have the documentation that may be requested.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 12 Berkeley’s Policy Does Not Address Key
Workplace Domestic Violence Issues
Berkeley has taken an important first step in establishing a stand-alone domestic violence leave policy AR 2.21, but it is missing key elements that could guide staff in responding to common related issues. More than 70 percent of employers in the U.S. do not have a formal program or policy that addresses domestic violence.15 Berkeley is notable among employers because it has created a policy. However, Berkeley can do more to help navigate the challenges that result from domestic violence by adopting elements from model domestic violence response policies. Berkeley has an opportunity to develop its policy into a more comprehensive response to domestic violence in the workplace and demonstrate its commitment to keeping its workplace community safe.

Model workplace domestic violence response policies state that HR staff and supervisors need guidance on topics beyond allowing leave time and accommodations, including how to handle work performance issues for staff experiencing domestic violence and how to ensure accommodations are effective for staff in different work settings. Berkeley’s policy contains only three of 12 model policy elements that address key domestic violence issues that affect the workplace (see Table 2).
15 National Domestic Violence Hotline: https://www.thehotline.org/resources/statistics/

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 13 Table 2. Comparison of Berkeley’s Domestic Violence Leave Policy AR 2.21 to Model Domestic Violence Response Policies
Sources: Policies listed in column headers, interviews with domestic violence organizations, and auditor conclusion.

Model Policy Elements
Model Policies Berkeley’s
Policy
(AR 2.21) Workplaces
Respond
American Bar
Association
Department of
Justice
Statement of support for employees Yes Yes Yes Yes
Explanation of leave time and accommodations
available to employees Yes Yes Yes Yes
Statement on non-discrimination and non-retaliation
related to domestic violence experience
Yes Yes Yes No16
Addresses employee work performance issues in
the context of domestic violence experience
Yes Yes Yes No
Designates responsibility of employer in helping
employee to access unemployment insurance if
maintaining work is no longer viable
Yes Yes No No
Designates training requirements for domestic
violence issues
No17 Yes Yes No
Emphasizes prompt or immediate response to an
employee reporting domestic violence
Yes Yes Yes Yes
Emphasizes prompt or immediate response to
domestic violence incidents between employees
Yes Yes Yes No18
Inclusion of different work locations and settings in
workplace definition
N/A N/A Yes No
Definitions of all relevant terms related to domestic
violence issues and specified in the law
Yes Yes Yes No
Section discussing the importance of maintaining
domestic violence survivor confidentiality
Yes Yes Yes No19
Designates employer responsibility relative to
restraining order enforcement, including if the
person using violence or abuse is also a city
employee
Yes Yes Yes No
16 Discussed in other workplace policies, but not Administrative Regulation 2.21: Domestic Violence Leave Policy. 17 Workplaces Respond discusses the purpose of the policy as supporting a comprehensive education and training program. 18 A separate policy on violence in the workplace specifies “immediate” response, but that is not stated in the Domestic Violence Leave Policy (AR 2.21).
19 AR 2.21 Domestic Violence Leave Policy states that supervisors and HR should keep information confidential but does not empha- size the importance of confidentiality or provide detail about how to ensure confidentiality.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 14 In addition to elements identified in model policies, there are other best practices that could help Berkeley meet employees’ needs. One recommendation from domestic violence organizations relevant to Berkeley’s diverse community is that domestic violence response policies should make a commitment to providing support that is inclusive and representative of the community’s cultural and linguistic diversity. This is critical to ensuring that a workplace domestic violence response policy is sensitive to the intersection between domestic violence and factors such as race, culture, and language. This view is not expressed in the City’s stand-alone domestic violence leave policy. Making this commitment would distinguish Berkeley as a leader in workplace domestic violence response and align its policy with Berkeley’s core values of safety, health, equity, and respect.

Without including the best practices such as those listed above, Berkeley may not be prepared to respond to many of the issues that may occur when an employee experiences domestic violence. As a result, the City may not be able to adequately protect employees experiencing domestic violence or support their success at work and continued employment. A lack of effective support for employees experiencing domestic violence could also cost Berkeley through decreased productivity and employee performance, and increase the risk of harm to employees.

Recommendation
Berkeley’s Core
Values: Service,
Collaboration,
Respect, Equity,
Accountability,
Continuous Learning,
Innovation, Safety, and
Health
To ensure Berkeley’s policy addresses relevant domestic violence issues in the workplace, we recommend Human
Resources revise its policy to:

2.1 Incorporate the model policy and all best practice elements described in this finding, and communicate this guidance to city staff.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 15 Berkeley Needs to Take Steps to Prepare
All Staff to Comply with the Policy
Berkeley employees are not prepared to implement a comprehensive domestic violence response policy. Without engaging in training, outreach, and collaboration, Berkeley cannot implement a comprehensive system to support employees experiencing domestic violence, sexual assault, or stalking. Berkeley has taken a first step in establishing a stand-alone domestic violence leave policy, but has not yet planned for how it will use best practices to fully implement the policy.

To be a leader in effective and thoughtful approaches to responding to domestic violence in the workplace, Berkeley will need to take steps to prepare all staff to comply with the policy as intended. There are practices that Berkeley is not currently following but can adopt to be better positioned to implement a robust, coordinated, and supportive domestic violence response plan. These include:

1. Training for all supervisors about domestic violence at work and the expectations for how they should respond;

2. Outreach and education to inform employees about domestic violence in the workplace and ways in which the City can support them;

3. Collaboration with resources in the City and in the community to strengthen Berkeley’s domestic violence response; and

4. Commitment to an inclusive and trauma-informed
perspective in addressing domestic violence at work.

Provide training and guidance for supervisors.

Supervisors need training to understand the domestic violence response policy and their role in following the policy. Supervisors and HR staff will also need training on the best practices for supporting employees experiencing domestic violence. All staff should be included in some level of information sharing about the policy because an employee experiencing domestic violence may be more willing to first report domestic violence to a coworker or supervisor they regularly work with rather than to HR. Without training on how to address performance issues that could be related to abuse, supervisors are not equipped to respond appropriately. HR should “Employers have an
important role to play
[and by] providing
support for employees who
experience abuse, HR
professionals may be able to
prevent workplace tragedies.”
- Society for Human Resources
Management, “When Domestic
Violence Comes to Work”

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 16 provide training to help supervisors and HR personnel respond appropriately and sensitively to employees with domestic violence concerns.

Trainings should include guidance on how to handle performance issues related to domestic violence.

Inform employees about the policy and encourage them
to seek assistance.

Ongoing outreach and education about the domestic violence response policy can both inform employees about their options to address domestic violence and provide encouragement for them to seek the available assistance. In one national survey of U.S. workplaces, two out of three respondents reported that they were not aware of their workplace having a domestic violence response policy.20 Employees who do not know about their rights or the City’s policy, or who do not feel comfortable reporting their domestic violence experience, may not request the time off or accommodations they need to address domestic violence concerns.

Informing all staff about the domestic violence response policy can also help staff understand the expectations of their role and mitigate the risk that Berkeley may be liable if staff are not sufficiently informed to follow the policy as intended. Actions HR could take to facilitate ongoing outreach include:
 Developing outreach materials using different types of media to let employees know about their rights as specified in the City’s domestic violence response policy. Outreach materials should include language that is supportive, understandable, and trauma‑
informed (see text box below);
 Making sure outreach materials and information about domestic violence resources in the community are accessible to all employees, including on the City’s website on a page that uses web‑
safety protocols; and
 Informing employees about the policy through the employee newsletter, Berkeley Matters, all-staff email communications, and, for staff without computer or internet access, by asking managers to share this information.

Considering current
workload and capacity
constraints, Human
Resources can explore options
such as providing short video
trainings for supervisors and
including domestic violence
training in existing supervisor
trainings.

Web safety protocols
are steps
organizations can take
to help people stay
safe by keeping their internet
use private when accessing
information online. Protocols
include adding a safety alert
header or a quick escape button
to a website. More tips for
technology safety can be found
at NNEDV.org.
20 Corporate Alliance to End Partner Violence: http://www.ncdsv.org/images/ CAEPVSurvey.WorkPlace.pdf

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 17 Collaborate with city staff on domestic violence response.

By collaborating with city employees who have expertise in domestic violence and crisis response, such as mental health providers and law enforcement, Berkeley can build capacity to promote a supportive and safe workplace. HR and city staff are not expected to be experts in domestic violence or provide supportive services such as shelter, counseling, or legal services. Convening a domestic violence response team would help HR access the knowledge and experience needed to develop a comprehensive domestic violence response that considers the many different perspectives of Berkeley’s diverse employees. Actions HR could take to facilitate collaboration include:
 Convening a domestic violence response team with City staff, such as mental health providers and law enforcement, who are informed about domestic violence to advise on policies, outreach, and education;
 Communicating with representatives in each department that may be involved in a workplace accommodation to establish a response process and clarify roles. Those departments may include: HR, IT, OSHO/building security, public works, police, the City Attorney’s Office, and the City Manager’s Office; and
 Contacting domestic violence organizations and the City’s Employee Assistance Program provider to develop a list of culturally‑
specific and linguistically‑representative resources to refer employees to when they request help.

The City has
department experts
on issues and
services related to domestic
violence, such as mental health
professionals in the Health
Housing & Community Services
Department and Berkeley
Police Department’s Domestic
Violence Prevention Unit. These
experts can advise Human
Resources on the tone and
language of the policy, training,
and outreach materials.

A trauma-informed approach 1) takes into account that all people may have experienced trauma, 2) includes the individuals in decisions about their wellbeing, and 3) promotes a culture of safety, empowerment, and healing.

An inclusive response considers employees’ needs across differences in socio‑economic status, race, culture, language, age, gender, and sexual orientation. Resources and information should be accessible to people across these differences.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 18 Adopt a trauma-informed and inclusive approach.

Domestic violence organizations emphasize the importance of using a trauma‑informed approach to developing a domestic violence response policy and response. Doing so takes into consideration the needs of people who have experienced trauma and provides referrals to resources that can support healing. They also emphasize that experiences of domestic violence can vary depending on an individual’s circumstances and that a domestic violence response should be inclusive. An inclusive response considers employees needs across differences in socio‑
economic status, race, culture,
language, age, gender, and sexual orientation. A thorough explanation of trauma-informed and inclusive principles is beyond the scope of this audit, but we included a high-level summary in the textbox above. A trauma- informed approach can help prevent employers from causing additional harm to someone experiencing domestic violence. An inclusive perspective is also essential to developing a domestic violence response that is as effective as possible for employees from different backgrounds. Actions HR could take to adopt a trauma-informed and inclusive approach include:
 Providing training to HR staff and supervisors about
trauma-informed and inclusive principles;
 Applying a trauma-informed lens to addressing performance issues;
 Using a supportive and non-judgmental tone for policy and related communication;
 Ensuring flexibility in policy and options to reasonably meet unique needs of each individual; and
 Maintaining an up-to-date and accurate directory of resources to refer employees to, including culturally-specific and linguistically appropriate options (see Appendix III).

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 19 Recommendation
To prepare Berkeley employees for implementing an
inclusive domestic violence response policy, we
recommend Human Resources:

3.1 Implement best practices, including:
 Training supervisors and Human Resources staff about their role in responding to employees experiencing domestic violence and providing information for employees about the domestic violence response policy;
 Conducting periodic outreach to employees to inform them about the policy, encourage them to come forward, and provide general information about domestic violence;
 Facilitating collaboration among city staff who have a role in implementing the policy, and convening a domestic violence response team to advise on policies, ongoing outreach and education, and Human Resources’ implementation of
recommendations from this audit; and
 Adopting a trauma-informed and inclusive approach.

Recommendation

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 20 Methodology
We audited the City of Berkeley’s current domestic violence leave policy for city employees. We performed a risk assessment of the City’s policy and of domestic violence in the workplace to identify potential internal control weakness, health and safety concerns, and fraud risks. There were no fraud risks significant to our objectives. We focused our audit on the City’s policy and preparedness to respond to domestic violence concerns. We did not review how the City responded to current or past instances of employees experiencing domestic violence. We provided a copy of the draft report to the Health, Housing, and Community Services Department, the City Attorney, and the Police Department. To accomplish our audit objectives, we:
 Reviewed State of California Labor Code Sections 230, 230.1, and 230.2 governing employers’ responsibilities to employees who report experiencing domestic violence, sexual assault, or stalking, or who have witnessed such circumstances.
 Reviewed California Government Code Section 12926 to understand the legal definition of “undue hardship” and California Labor Code Section 6400 to understand the legal definition of a “place of employment that is safe and healthful” as both are referred to in California Labor Code Section 230.  Reviewed Administrative Regulation 2.21: Domestic Violence Leave Policy; Administrative Regulation 2.4: Family Care Leave; Employee Violence in the Workplace and Employee Security Policy; and Bereavement Leave Policy to understand the city policies relevant to employee leave and safety.
 Interviewed Human Resources staff to gain an understanding of their process for developing and using the policy, and to understand their needs when supporting staff using the policy.  Interviewed City Attorney staff to understand the process that city policies go through for review and approval in the City Attorney’s Office, and the specific review of Administrative Regulation 2.21:

Domestic Violence Leave Policy.
 Reviewed best practices and studies from organizations focused on helping persons experiencing domestic violence to understand the impact of domestic violence in the workplace and what subject‑matter experts suggest employers do to address the concern. Specifically, we looked at information from National Domestic Violence Hotline; Futures Without Violence; Rape, Abuse & Incest National Network; National Network to End Domestic Violence; Narika; Women Organized to Make Abuse Nonexistent, Inc. (W.O.M.A.N., Inc.); National Coalition Against Domestic Violence; Maine Department of Labor: Family Crisis Services; and Society for Human Resources Management.
 Reviewed model policies from organizations that focus on domestic violence in the workplace to understand what information policies need to include. Specifically, we looked at policies from Workplaces Respond to End Domestic and Sexual Violence: National Resource Center; American Appendix I—Methodology and Statement of Compliance

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 21 Bar Association; U.S. Department of Justice; and Legal Momentum: The Women’s Legal Defense and Education Fund.
 Reviewed King County, Washington’s audit, Domestic Violence Resources for County Employees Are Limited and Hard to Find, to identify best practices, model policies, and common issues found in government jurisdictions in regards to responding to those experiencing domestic violence. We also reviewed Kind County’s Peer Review, which concluded the organization and sufficient quality control system were in place. We, therefore, concluded we could rely on the results of their audit.  Reviewed policies on domestic violence in the workplace from the City and County San Francisco, City of Los Angeles, and King County, Washington to understand what other local government jurisdictions have developed.
 Obtained Berkeley City Resolution 68,301-N.S. co-authored by Berkeley’s Peace and Justice Commission and Commission on the Status of Women resolving that freedom from domestic violence is a human right to understand local concerns regarding the effects of domestic violence.  Obtained the City of Berkeley’s Strategic Plan to understand the core values as they may apply to the city’s workforce.
 Reviewed labor agreements between the City of Berkeley and its unions, associations, and bargaining units to understand which contracts include explicit language regarding domestic violence leave.
 Gathered statistics on domestic violence at the national, state, and local level to understand the pre
valence of domestic violence. We specifically obtained statistics from National Domestic Violence Hotline; Alameda County Department of Public Health; National Bureau of Labor Statistics; National Coalition Against Domestic Violence; Workplaces Respond to End Domestic and Sexual Violence: A National Resource Center; and Corporate Alliance to End Partner Violence.

Domestic
Violence Statistics
Domestic violence is a sensitive topic making it difficult to obtain current, complete data. Research relies on people to self-report their domestic violence experiences and many people are unable to do so. Additionally, the organizations we cite in this report used varying sources, dates, population sizes, and other factors in their studies. As a result, some of the statistics we use in this report are several years old or do not match precisely across studies, e.g., one statistic may say 70 percent while another says 65 percent for the same topic.

However, what is consistently true is that domestic violence is a severe and prevalent problem, it shows up in the workplace, and it can have devastating effects on those experiencing domestic violence and their colleagues. Further, the organizations that conducted the studies are knowledgeable on the effects of domestic

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 22 violence and, therefore, credible in their work. As such, we determined that the statistics were sufficiently reliable for providing context in our report.

Independence Assessment
The lead auditor for this report serves as our office’s Area Safety Monitor (ASM). The role of the ASM is to discuss safety issues with the City’s Occupational Health & Safety Officer (OHSO) during regular safety committee meetings for city employees, and to share safety information between the OHSO and our office. It was serving in this capacity that the concern regarding the City’s domestic violence leave policy came to our attention. The lead auditor also has had prior experience working and volunteering with people experiencing domestic violence. We assessed the role of the ASM and the lead auditor’s former experience. This included consulting with an external audit expert on audit independence standards. We concluded that no independence impairments exist. Nonetheless, to support our commitment to independence, we put safeguards in place to address any potential perception that impairments did exist. Safeguards include disclosing this information in this report, and ensuring that the Audit Manager verified that our audit findings, conclusions, and recommendations are supported by unbiased, factual, sufficient, and appropriate audit evidence.

Statement of Compliance
We conducted this performance audit in accordance with Generally Accepted Government Auditing Standards. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 23 Appendix II—Management Response
We provided a draft of this report to City Management and the Human Resources Department (HR) for review and comment. HR provided comments, which are reproduced in full below. In its comments, HR agreed to our findings and conclusions and agreed with five recommendations, but did not agree with one recommendation.

HR concurred with our recommendation 1.1 to revise the policy to define and include sexual assault, stalking, and witnesses’ rights as well as with recommendation 1.2 to revise the policy on considerations in assessing safety accommodations. They also agreed to revise the title in recommendation 1.3 to be more comprehensive.

HR did not agree to allow employees to self-certify their leave request as we proposed in recommendation

1.4. The department said that, in its efforts to be consistent in its application of leave protected by legal mandate, that it is essential for employees to obtain documentation as allowed by law. We understand their perspective but note that the state law uses the language “may obtain” rather than “mandate.” for the list of possible documentation. In our work focusing on identifying risks, we want to ensure that in rare circumstances employees can attest to their unique situation. For some, obtaining documentation poses an obstacle that they may be unable to overcome even in life-threatening circumstances. This is a risk that could be addressed through self-certification. HR agreed to our proposal in recommendation 1.4 to encourage employees to come forward for help even if they do not have documentation. HR also informed us that they will work closely with employees to first prioritize their safety and connect them with help through the Employee Assistance Program to obtain documentation. While we understand the confines within which HR must operate, we continue to encourage flexibility to allow for employees to forego the certification requirement in rare circumstances.

HR expressed its commitment to the intent of recommendations 2.1 and 3.1. While the department agreed to those recommendations, it is still evaluating how best to fully implement them within the boundaries of its operations. Our recommendations are not meant to require HR to take actions for which they are not qualified. Therefore, as part of our follow-up process, we will be actively engaging with HR to continue to help them understand the purpose of our recommendations so that they implement them only as intended.

We want to emphasize the importance of collaborating with domestic violence experts working in the city in developing policies and trainings, and that these are created and implemented through a trauma-informed lens. Ultimately, we made these recommendations with the intention of mitigating safety and harm risks to the city when addressing domestic violence issues.

Below are HR planned corrective actions and proposed implementation dates. We will monitor their progress through our follow-up process and the department will provide City Council with regular updates on its actions until they address all of our recommendations.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 24 1.1
To reflect the full extent of state law, we recommend Human Resources revise the policy to define and include sexual assault, stalking, and witnesses’ rights.

Management Response: Concur
Proposed Implementation Plan: Note: Proposed changes to the language of the current policy are indicated by italics.

Add Witnesses To Policy: Human Resources proposes to modify t he language of Administrative Regulation No. 2.21 at Section II “Policy,” such that the first sentence reads as follows: “The City of Berkeley is committed to promoting a work environment that is supportive of victims of domestic violence, testifying witnesses, and the effects the abuse can have on employees and the workplace.”
Add Witnesses To Definitions: Human Resources proposes to add language to Administrative Regulation No. 2.21 at Section III “Definitions,” to include the following sentence: “D. Witness -- A witness is an employee required by subpoena or other court order to testify as a witness at any judicial proceeding.”
Add Witnesses To Procedures: Human Resources proposes to modify Administrative Regulation No. 2.21 at Section IV “Procedures” to reflect the provisions in Labor Code Section 230(b), regarding witnesses. The following paragraph may be added under IV, A., 6: “6.

Procedure for Witnesses: An employee who requests time off to serve as a witness in any judicial proceeding must produce either a subpoena or other court order to immediate supervisor requiring their appearance as a witness in any judicial proceeding, including but not limited to restraining orders hearings, family court hearings, and trial.” Note Re Accused/Alleged Perpetrators As Witnesses: Human Resources may also add a brief note indicating that the City also permits leave under this policy for testifying witnesses who are accused of domestic violence, sexual violence, stalking, etc. Labor Code Section 230(b) protects subpoenaed witnesses when required to testify in “any judicial proceeding.” Modify Definition of Perpetrator: Because of the updates related to sexual assault and stalking, HR proposes to revise the definition of perpetrator in Administrative Regulation No.

2.21 at Section III. “Definitions,” C. “Perpetrator” as follows: “Perpetrator – The individual who commits or threatens to commit an act of domestic violence, sexual assault or stalking.” Adding Sexual Assault And Stalking: Human Resources proposes to modify Administrative Regulation No. 2.21 at Section IV “Procedures,” A. “Request for Time Off” to read as follows:
“Employees who are victims of domestic violence, sexual assault and/or stalking […]”.

Proposed Implementation Date: January 1, 2020

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 25 1.2
To reflect the full extent of state law, we recommend Human Resources revise the policy to state that when assessing safety accommodations, Human Resources takes into consideration danger to the employee and undue burden to the employer.

Management Response: Concur
Proposed Implementation Plan: Human Resources proposes to revise Administrative Regulation No. 2.21 at Section V. “Responsibilities,” C. “Human Resources Department,” to provide, in accordance with Labor Code Section 230(f), that: “In determining whether the accommodation is reasonable, the City of Berkeley shall consider an exigent circumstance or danger facing the employee. This does not require the City to undertake any action that constitutes an undue hardship on the employer’s business operations.” The above sentence would be inserted prior to the last sentence in the current Regulation.

The last sentence reads: “To the extent required by law, the Human Resources staff will maintain confidentiality of any employee requesting time off.” Proposed Implementation Date: January 1, 2020

1.3 To clearly communicate the policy to employees and supervisors, we recommend Human Resources revise the policy title to reflect the comprehensive scope of the policy.

Management Response: Concur
Proposed Implementation Plan: Human Resources proposes to revise the title to read:

Domestic Violence, Other Protections and Leave Policy, and advise employees of changes to the policy which include protections for victims of sexual violence, stalking and witnesses giving testimony. Additionally, further definitions listed in Section 1.1 give sufficient notice of bases for leave and reasonable accommodation.

Proposed Implementation Date: January 1, 2020

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 26 1.4
To allow Human Resources the flexibility to tailor its response to individual domestic violence circumstances, we recommend Human Resources revise the policy to clarify that requirements for employees to document their use of leave or request for accommodations are at the discretion of Human Resources and may include self- certification when appropriate. We also recommend that Human Resources clarify that employees are encouraged to come to Human Resources for assistance even if they do not initially have the documentation that may be requested.

Management Response: Disagree
Proposed Implementation Plan: This recommendation is not reflective of requirements under Labor Code Section 230.

Request for time off: Section 230 provides that when an unscheduled absence occurs, employer shall not take any action against employee until employee provides certification within a reasonable time. The mandatory certification requirements listed in Administrative Regulation No. 2.21 are already within legal parameters for taking leave/time off as delineated in Labor Code Section 230(d)(2)(A-C). Self-certification is not included or discussed in this portion of the statute. Human Resources proposes to add a Section IV. A. 2. iv. Which provides as follows: “iv. A written declaration or statement by employee request for the applicable leave and agreement to submit one of the listed items listed in i. through iii. within ten (10) calendar days within leave request.”
Request for an accommodation: When employee requests an accommodation, however, the self-certification may be requested by the employer and submitted by the employee. The statute at Section 230(f)(7)(A) refers to self-certification as “a written statement signed by the employee or individual acting on the employee’s behalf, certifying that the accommodation is for a purpose authorized […]” by the statute.

To be clear, the City is obligated to obtain certification from employees requesting leave for unauthorized absences in the form of police reports, court orders or documentation from a professional. However, when the employee requests a reasonable accommodation, the City may accept self-certification (i.e., a written statement from the employee). To ensure that accommodation requests are consistent with other policies (e.g., FMLA and/or ADA), Human Resources proposes to add a Section IV. B.1. which provides as follows: “1. In support of a request for reasonable accommodation, an employee shall provide written certification documentation from a medical professional or other healthcare provider concurrent with the accommodation request. Alternatively, an employee may provide a written declaration

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 27 or statement by the employee followed by documentation from a medical professional or other healthcare provider within thirty (30) calendar days of the accommodation request.” The Human Resources staff will engage the employee in an interactive process to determine effective reasonable accommodations that can be provided to aid her/him in safeguarding their health and safety. When implementing any accommodations Human Resources will ensure that all appropriate benefits are provided, i.e. EAP. Any reasonable accommodation involving changes to an employees working conditions will be in accordance with the terms of the employee’s MOU, Personnel Rules and Regulations.

HR proposes to add to Section IV. 3 Confidentiality: The City recognizes the importance of maintaining confidentiality. The immediate supervisor shall maintain the confidentiality of any employee requesting leave under this regulation.

Proposed Implementation Date: January 1, 2020

2.1 To ensure Berkeley’s policy addresses relevant domestic violence issues in the workplace, we recommend Human Resources revise its policy to incorporate the model policy and all best practice elements described in this finding, and communicate this guidance to city staff.

Management Response: Concur
Proposed Implementation Plan: Human Resources intends to distribute the policy to city staff via email on a quarterly basis with an explanation of changes. Human Resources may notify employees in Berkeley Matters, highlighting changes and notifying supervisors about changes of which they need to be aware. Following the model policies provided by the Audit Team, Human Resources will add a) the statement of non-discrimination and non- retaliation; b) further definitions of key terms; and c) a sentence addressing the importance of survivor confidentiality.

In addition, Human Resources will assess the feasibility of adopting additional elements from model policies and will add as appropriate at a later date.

Proposed Implementation Date: January 1, 2020

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 28 3.1
To prepare Berkeley employees for implementing an inclusive domestic violence response policy, we recommend Human Resources implement best practices, including:
 Training supervisors and Human Resources staff about their role in responding to employees experiencing domestic violence and providing information for employees about the domestic violence response policy;
 Conducting periodic outreach to employees to inform them about the policy, encourage them to come forward, and provide general information about domestic violence;  Facilitating collaboration among city staff who have a role in implementing the policy, and convening a domestic violence response team to advise on policies, ongoing outreach and education, and Human Resources’ implementation of recommendations from this audit; and
 Adopting a trauma-informed and inclusive approach.

Management Response: Concur
Proposed Implementation Plan:

Training (To Be Implemented By Approx. January 1, 2020): Human Resources may coordinate with organizational trainer Wilhelmina Parker to add policy review to supervisor training to include revised domestic violence policy. Additionally, training announcement to be placed in Berkeley Matters.

Human Resources Will Request Appropriate Resources: Human Resources will be requesting resources to conduct additional year-round training outside of what is currently proposed.

The department does not have resources to prioritize domestic violence policy as a program, but aims to make its leave administration consistent with other such as FMLA, ADA, and collaborative with the needs of employees experiencing workplace violence.

Collaborative Approached Already Implemented: Human Resources already collaborates with other departments regarding necessary resources for the employee, including building security, workplace violence prevention, and information technology (changing computer, phone, email, work location). Administrative Regulation No. 2.21 Section IV, 1 (“Procedures”) already provides that employees will give reasonable advance notice to their immediate supervisor re leaves and unscheduled absences. In addition, Human Resources already has applicable Leave Specialist in the department available to process leave requests. A response team requires additional resources and may create potential liabilities re HIPAA, privacy and confidentiality as well as inefficient administration.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 29 Human Resources employees are not trained social workers or therapists equipped to provide Response Team services which are outside of the scope of leave administration.

Critical to future deployment and operational implementation, Human Resources will seek broad input from various departments in administration and in training development around this policy.

Proposed Implementation Date: Specified for individual components of the implementation plan, above.

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 30 Domestic Violence Resources
To further our intention of providing a roadmap for Berkeley, we wanted to provide some resources for those who could benefit. If you or someone you know are experiencing domestic violence or abuse, sexual assault, or stalking, you are not alone and help is available. Please reach out to one of the following resources for more support:
 If your life is in danger, please call 9-1-1 or your local emergency number.  National Domestic Violence Hotline: Advocates are available 24 hours a day, 365 days a year to help you create a plan to stay safe and refer you to services in your community. Help is available by phone or online chat:
1-800-799-7233 (English and Spanish) | 1-800-787-3224 (TTY) | thehotline.org  Employee Assistance Program: City of Berkeley employees have access to counselors through Claremont Employee Assistance Program. Counselors are available by phone 24 hours a day, 365 days a year. Claremont can also refer members to counselors or domestic violence services in your local community. Services are available in many languages and translation services are available:
1-800-834-3773
 Alameda County Family Justice Center (ACFJC): The ACFJC website provides helpful information and resources for people experiencing domestic abuse in Alameda County. Information is available that addresses domestic violence and teens, the LGBTQ+ community, immigrants, children, people with disabilities. There is also information about restraining orders, technology safety, housing, and employment. Visit their website:
http://www.acfjc.org/resource_library/domestic_violence Appendix III—Domestic Violence Resources

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 31 Appendix III—Domestic Violence Resources

Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees 32 Appendix III—Domestic Violence Resources

Mission Statement
Promoting transparency and accountability in Berkeley government.

Audit Team
Claudette Biemeret, Audit Manager
Caitlin Palmer, Auditor-in-Charge
Tracy Yarlott-Davis, Audit Team Member

City Auditor
Jenny Wong

Office of the City Auditor
Phone: (510) 981-6750
Email: [email protected]
Website: www.cityofberkeley.info/auditor

Copies of our audit reports are available at
www.cityofberkeley.info/Auditor/Home/Audit_Reports.aspx

Follow us:

@BerkeleyAuditor Berkeley City Auditor @AuditorJennyWong

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-6750 ● TDD: (510) 981-6903 ● Fax: (510) 981-6760 E-mail: [email protected] Website: http://www.CityofBerkeley.info/auditor

CONSENT CALENDAR
October 29, 2019
To: Honorable Mayor and Members of the City Council
From: Jenny Wong, City Auditor
Subject: Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees

RECOMMENDATION
We recommend City Council request that the City Manager report back by April 28, 2020, and every six months thereafter, regarding the status of our audit recommendations until reported fully implemented by the Human Resources Department. They have agreed to our findings and five of our recommendations. Please see our report for their complete response.

FISCAL IMPACTS OF RECOMMENDATION
We estimate that our first two recommendations will require 40 hours of staff time at an approximate cost of $5,000, and that the third, and final, recommendation will require approximately 100-300 hours at a cost of about $13,000 - $38,000, respectively. The Human Resources Department may need funding to implement our recommendation to provide training to their staff and supervisors. The cost is dependent upon the type of training Human Resources chooses to implement.

It is not possible to assign a price to health and safety, but the cost of not implementing the recommendations could be higher due to potential lost productivity, physical harm to employees, and legal costs.

CURRENT SITUATION AND ITS EFFECTS
Berkeley’s domestic violence leave policy does not completely reflect California state law. The policy does not address sexual assault, stalking, or witnesses’ rights; state factors used in determining reasonable accommodations; or allow rare exceptions for employees to self-certify their leave or accommodation requests. The policy title is also focused on leave, which is misleading as to the scope that the state law covers.

Beyond state law, the policy does not address key workplace domestic violence issues, such as addressing work performance issues for employees experiencing domestic violence. Further, there are practices that Berkeley is not currently following, but could adopt, to be better positioned to implement a coordinated and supportive domestic violence response, including:
training, outreach and education, collaboration, and commitment to an inclusive and trauma-informed response.

Domestic Violence Response: Berkeley Needs to Adopt a Comprehensive Policy to CONSENT CALENDAR Support Employees October 29, 2019
Pg. 2 of 2

To reflect the full extent of state law, we recommend Human Resources revise the policy to address sexual assault, stalking, and witnesses’ rights, and amend the policy title to reflect its comprehensive scope. We also recommend that Human Resources allow for employees to self-certify their leave and accommodation request when, in rare instances, it is not safe to obtain other documentation, and to clarify in the policy that employees are encouraged to come to Human Resources for assistance even if they do not initially have the documentation that may be requested.

To ensure Berkeley’s policy addresses relevant domestic violence issues in the workplace, we recommend Human Resources revise its policy to incorporate the model policy and best practice elements described in our audit, and communicate the guidance to city staff.

Additionally, to prepare Berkeley for implementing an inclusive domestic violence response policy, we recommend Human Resources provide training to supervisors and Human Resources staff responsible for implementing the policy, conduct outreach and education for all employees, facilitate collaboration, and adopt a trauma-informed and inclusive approach.

BACKGROUND
California law grants employees experiencing domestic violence, sexual assault, or stalking the right to take time off of work to safeguard their health and wellbeing, and to request accommodations to stay safe at work. The law extends to witnesses’ of domestic violence who need to take leave in order to participate in court proceedings. Berkeley has a domestic violence leave policy that focuses on leave time and accommodations for employees experiencing domestic violence.

ENVIRONMENTAL SUSTAINABILITY
There are no identifiable environmental effects or opportunities associated with this report.

RATIONALE FOR RECOMMENDATION
In a national survey, 60 percent of respondents who experienced domestic violence reported losing their jobs as a consequence of the abuse. Studies estimate that domestic violence costs $8.3 billion a year in health costs and lost productivity in the United States. A comprehensive and coordinated response for employees experiencing domestic violence can improve their wellbeing and help keep workplaces safer.

CONTACT PERSON
Jenny Wong, City Auditor, City Auditor’s Office, 510-981-6750 Attachment:
1: Audit Report: Domestic Violence Response: Berkeley Needs a Comprehensive Policy to Support City Employees

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

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Jordan Klein, Director, Planning and Development Department Subject: LPO NOD: 2065 Kittredge Street/#LMSAP2021-0004

INTRODUCTION
The attached Landmarks Preservation Commission Notice of Decision (NOD) for is presented to the Mayor and City Council pursuant to Berkeley Municipal Code/Landmarks Preservation Ordinance (BMC/LPO) Section 3.24.240.A, which requires that “a copy of the Notice of Decision shall be filed with the City Clerk and the City Clerk shall present said copy to the City Council at its next regular meeting.”

CURRENT SITUATION AND ITS EFFECTS
The Landmark Preservation Commission (LPC/Commission) has approved a Structural Alteration Permit (SAP) for the subject City Landmark property. This action is subject to a 15-day appeal period, which began on October 19, 2022.

BACKGROUND
BMC/LPO Section 3.24.300 allows City Council to review any action of the Landmarks Preservation Commission in granting or denying a Structural Alteration Permit. In for Council to review the decision on its merits, Council must appeal the Notice of Decision.

To do so, a Council member must move this Information Item to Action and then move to set the matter for hearing on its own. Such action must be taken within 15 days of the mailing of the Notice of Decision, or by November 3, 2022. Such certification to Council shall stay all proceedings in the same manner as the filing of an appeal.

If the Council chooses to appeal the action of the Commission, then a public hearing will be set. The Council must then rule on the designation within 30 days of closing the hearing, otherwise the decision of the Commission is automatically deemed affirmed.

Unless the Council wishes to review the determination of the Commission and make its own decision, the attached NOD is deemed received and filed.

LPO NOD: 2065 Kittredge Street/#LMSAP2021-0004 INFORMATION CALENDAR November 3, 2022

ENVIRONMENTAL SUSTAINABILITY & CLIMATE IMPACTS
Landmark designation provides opportunities for the adaptive re-use and rehabilitation of historic resources within the City. The rehabilitation of these resources, rather than their removal, achieves construction and demolition waste diversion, and promotes investment in existing urban centers.

POSSIBLE FUTURE ACTION
The Council may choose to appeal the decision, in which case it would conduct a public hearing at a future date.

FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
There are no known fiscal impacts associated with this action.

CONTACT PERSON
Fatema Crane, Principal Planner, Planning and Development, 510-981-7410 Attachments:
1: Notice of Decision – LMSAP2021-0004 for 2065 Kittredge Street

Attachment 1, Part 1

L A N D M A R K S

P R E S E R V A T I O N

C O M M I S S I O N
N o t i c e o f D e c i s i o n
DATE OF BOARD DECISION: August 4, 2022
DATE NOTICE MAILED: October 19, 2022
APPEAL PERIOD EXPIRATION: November 3, 2022
EFFECTIVE DATE OF PERMIT (Barring Appeal): November 4, 20221 2065 Kittredge Street
Structural Alteration Permit (#LMSAP2021-0004) to partially demolish the rear portion of the City Landmark Shattuck Hotel building, to completely demolish the 1926 and 1959 Hink’s department store expansions; and to construct a new multi-story, mixed use building on the site, located in the Downtown.

The Landmarks Preservation Commission of the City of Berkeley, after conducting a public hearing, APPROVED the following permit:

PERMITS REQUIRED:
 Structural Alteration Permit
APPLICANT: Bill Schrader, The Austin Group, 164 Oak Road, Alamo, CA ZONING DISTRICT: Commercial Downtown/Mixed-Use (C-D/MU) ENVIRONMENTAL REVIEW STATUS: The Commission adopted the Environmental Impact Report (EIR) Addendum to the certified 2211 Harold Way Mixed-Use Project Final EIR (SCH #2014052063) and a Revised Mitigation Monitoring and Reporting Program (MMRP) pursuant to the California Environmental Quality Act.

The Application materials for this project are available online at:
https://berkeleyca.gov/construction-development/land-use-development/zoning-projects 1 Pursuant to BMC Section 1.04.070, if the close of the appeal period falls on a weekend or holiday, then the appeal period expires the following business day. Pursuant to BMC Section 3.24.190, the City Council may “certify” any decision of the LPC for review, within fifteen days from the mailing of the NOD. Such certification shall stay all proceedings in the same manner as the filing of a notice of appeal.

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMSAP2021-0004
2065 Kittredge Street
October 19, 2022

FINDINGS, CONDITIONS AND APPROVED PLANS ARE ATTACHED TO THIS NOTICE COMMISSION VOTE: 5-2-1-1
YES: ADAMS, CRANDALL, LEUSCHNER, LINVILL, TWU
NO: ENCHILL, SCHWARTZ
ABSTAIN: MONTGOMERY
ABSENT: FINACOM
TO APPEAL THIS DECISION (see Section 3.24.300 of the Berkeley Municipal Code) An appeal may be taken to the City Council by the City Council on its own motion, by motion of the Planning Commission, by motion of the Civic Art Commission, by the verified application of the owners of the property or their authorized agents, or by the verified application of at least fifty residents of the City aggrieved or affected by any determination of the commission made under the provisions of this chapter.

Such appeal shall be taken by filing a written notice of appeal with the City Clerk within fifteen days after the mailing of the notice of the decision of the commission. The notice of appeal shall clearly and concisely set forth the grounds upon which the appeal is based. If the appeal is taken by an owner of the property affected, or an authorized agent, the notice of appeal shall be filed in duplicate and the City Clerk shall immediately forward one copy to the secretary of the commission. If the appeal is taken by someone other than an owner of affected property or an authorized agent, the notice of appeal shall be filed in triplicate and the City Clerk shall immediately forward one copy to the owner or authorized agent of the affected property and one copy to the secretary of the commission. Within ten days after the filing of a notice of appeal, the secretary of the commission shall transmit to the City Council a copy of the application, a copy of the notice of appeal and a written statement setting forth the reasons for the commission’s decision, and shall make available to the council, at the time the matter is considered by the council, all other papers constituting the record upon which the action appealed from was taken.

The City Clerk is located at 2180 Milvia Street, 1st Floor, Berkeley. The City Clerk’s facsimile number is (510) 981-6901. The City Clerk’s telephone number is (510) 981-6900.

An appeal must be received prior to 5:00 p.m. on the "APPEAL PERIOD EXPIRATION" date shown above (if the close of the appeal period falls on a weekend or holiday, then the appeal period expires the following business day).

The required fee is as follows (checks and money orders must be payable to “City of Berkeley”):

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMSAP2021-0004
2065 Kittredge Street
October 19, 2022

a. The basic fee for persons other than the applicant is $500. This fee may be reduced to $100 if the appeal is signed by persons who lease or own at least 50 percent of the parcels or dwelling units within 300 feet of the project site, or at least 25 such persons (not including dependent children), whichever is less. b. The fee for appeals of affordable housing projects (defined as projects which provide 50 percent or more affordable units for households earning 80% or less of Area Median Income) is $500, which may not be reduced.
c. The fee for all appeals by Applicants is $2,500.

STRUCTURAL ALTERATION PERMIT ISSUANCE:

If no appeal is received, the Structural Alteration Permit will be issued on the first business day following expiration of the appeal period, and the project may proceed at that time.

NOTICE CONCERNING YOUR LEGAL RIGHTS:

If you object to this decision, the following requirements and restrictions apply:

1. If you challenge this decision in court, you may be limited to raising only those issues you or someone else raised in a public hearing and/or written correspondence during the proceedings related to this permit.

2. You must appeal to the City Council within fifteen (15) days after the Notice of Decision of the action of the Landmarks Preservation Commission is mailed.

3. Pursuant to Code of Civil Procedure Section 1094.6(b) and Government Code Section 65009(c)(1), no lawsuit challenging a City Council decision, as defined by Code of Civil Procedure Section 1094.6(e), regarding a permit may be filed more than ninety (90) days after the date the decision becomes final, as defined in Code of Civil Procedure Section 1094.6(b). Any lawsuit not filed within that ninety (90) day period will be barred.

4. Pursuant to Government Code Section 66020(d)(1), notice is hereby given to the applicant that the 90-day protest period for any fees, dedications, reservations, or other exactions included in any permit approval begins upon final action by the City, and that any challenge must be filed within this 90-day period.

5. If you believe that this decision or any condition attached to it denies you any reasonable economic use of the subject property, was not sufficiently related to a legitimate public purpose, was not sufficiently proportional to any impact of the project, or for any other reason constitutes a “taking” of property for public use without just compensation under the California or United States Constitutions, your appeal of this decision must including the following information:

A. That this belief is a basis of your appeal.

B. Why you believe that the decision or condition constitutes a "taking" of property as set

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMSAP2021-0004
2065 Kittredge Street
October 19, 2022

forth above.

C. All evidence and argument in support of your belief that the decision or condition constitutes a “taking” as set forth above.

If you do not do so, you will waive any legal right to claim that your property has been taken, both before the City Council and in court.

PUBLIC COMMENT:

Communications to Berkeley boards, commissions or committees 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 a City board, commission or committee, 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 secretary of the relevant board, commission or committee. 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 secretary to the relevant board, commission or committee for further information.

FURTHER INFORMATION:

Questions about the project should be directed to the project planner, Fatema Crane, at (510) 981-7413 or [email protected]. All project application materials, may be viewed at the Permit Service Center (Zoning counter), 1947 Center Street, between 8 a.m. and 4 p.m., Monday through Thursday.

ATTACHMENTS:

1. Findings and Conditions

2. Project Plans, revised JULY 22, 2022
ATTEST:

Fatema Crane, Senior Planner
Secretary to the Landmarks Preservation Commission
cc: City Clerk
Applicant: Bill Schrader, The Austin Group, 164 Oak Road, Alamo, CA Property Owner: CA Student Living Berkeley, LLC, 130 E Randolph Street, Suite 2100, Chicago, IL

Attachment 1, Part 2
F i n d i n g s a n d C o n d i t i o n s
AUGUST 4, 2022
2065 Kittredge Street
Structural Alteration Permit #LMSAP 2021-0004

PROJECT DESCRIPTION
The application proposes to partially demolish the rear portion of the City Landmark Shattuck Hotel building, and to completely demolition the 1926 and 1959 Hink’s department store expansions; and to construct a new multi-story, mixed-use building on the site, located in the Downtown.

CEQA FINDINGS

1. An Addendum to the Final Environmental Impact Report (EIR) to the 2211 Harold Way Mixed-Use Project, which was certified in December 2015, was prepared to evaluate the potentially significant environmental impacts of the proposed project, pursuant to the California Environmental Quality Act. The Landmarks Preservation Commission has considered the Addendum together with the previously certified Final EIR. The Addendum reflects the independent judgment of the Commission and has been completed in compliance with CEQA. The Addendum, together with the 2211 Harold Way Mixed-Use Project Final EIR, is adequate for the 2065 Kittredge Street Mixed-Use Project. On the basis of the whole record, including the Addendum, the previously certified Final EIR, and the public comments received, the Commission finds that the project changes described in the Addendum, i.e., the modified project, will not result in new significant effects or a substantial increase in the severity of previously identified significant effects on the environment.

2. The Addendum prepared for the project addressed the following issues: Air Quality, Cultural Resources, Greenhouse Gas Emissions, Noise, Transportation, and Utilities and Service Systems.

3. Public Resources Code Section 21081.6 and CEQA Guidelines Section 15091(d) require the City to adopt a reporting or monitoring program for the changes to the project that it has adopted or made a condition of approval in order to avoid or substantially lessen significant effects on the environment. The Mitigation Monitoring and Reporting Program for the 2211 Harold Way Mixed-Use Project Final EIR, as modified in the addendum and reflected in the Conditions of Approval for the modified project, are hereby adopted as the reporting and monitoring program for this project; see Exhibit A. The monitoring program is designed to ensure compliance during project implementation.

LANDMARKS PRESERVATION ORDINANCE FINDINGS
Pursuant to Berkeley Municipal Code Sections 3.24.260.C.1.a, the Landmarks Preservation Commission of the City of Berkeley makes the following findings:

1. The proposed project allows for the preservation of the Mission Revival style original hotel, together with all of its 1912 and most of its 1913 additions. The Hotel will still form a

FINDINGS AND CONDITIONS 2065 Kittredge Street – Structural Alteration Permit #LMSAP 2021-0004

significant presence on Shattuck Avenue, retaining its distinctive form, stucco walls, decorative tile work, wall surface ornamentation, squared towers, hipped roof forms, arched or arcaded wall openings, varied roof heights, red clay tile roof cladding, and broad eave overhangs with exposed rafter tails; with the new building rising behind. Mitigation measures are included to reduce any construction related impacts to the hotel, and as such the project will not adversely affect its features.

FINDINGS REGARDING THE SECRETARY OF THE INTERIOR’S STANDARDS FOR

REHABILITATION
Regarding the Secretary of the Interior’s (SOI) Standards for Restoration/Rehabilitation, the Landmarks Preservation Commission of the City of Berkeley makes the following findings:

1. SOI Standard #2: The proposed project will retain the City Landmark Shattuck Hotel building, including its early 1912 and 1913 building additions. The structure’s Spanish Revival architectural design and character-defining features will not be removed or altered. The proposed demolition of a low-rise, rear portion of the 1913 addition building would not result alteration of the primary building facades, thereby avoiding loss of distinctive materials and features. The proposed wholesale demolition of the 1926 building addition is not found to be a significant loss of distinctive features, in part because the structure’s significance lay primarily in its associations with historical events. As the significant architectural character of the Shattuck Hotel will not be completely removed, and will continue to represented in the retained features of this site, the proposed project complies with Standard #2.

2. SOI Standard #9: The proposed new construction will be visually and physically separated from the street-facing façades of the Shattuck Hotel building; the Allston elevation will be separated by an existing alley that will remain, and the Kittredge elevation will feature a hyphen where the façade steps back and away from the historic structure. The new building will be located to the rear of the Shattuck Hotel, and the Hotel will retain its primacy and presence along Shattuck Avenue. The design of the new building is distinctively contemporary, thereby differentiating it from the historic structure.

ZONING ORDINANCE DESIGN REVIEW STANDARDS
Pursuant to BMC Chapter 23E.12.020, the Landmarks Preservation Commission of the City of Berkeley finds the project as proposed substantially conforms with the Southside Area Plan Design Guidelines (2011) in that the project:

1. General Guidelines - Similar to typical 20 th century commercial design, like Shattuck Hotel, the new project generally maintains a band separating the building’s base and creating a middle and a top. The upper most (or top) floor is present, though quiet as it steps back and features usable open space. The selection of proposed building materials is found to be comparable with new construction in Downtown, while the color palette is reflective of the historic Hotel building. The proposed window design comprises 25-50% of the upper façade, as recommended.

2065 Kittredge Street – Structural Alteration Permit #LMSAP 2022-0004 FINDINGS & CONDITIONS August 4, 2022 Page 3 of 4

2. Roof Forms. - Owing to the proposed massing and color palette, much of the upper story visually serves as a successful termination to the building.

3. Building Materials - The materials proposed for this project are found to be durable and of high quality.

4. Frontage, Setbacks & Heights - The project height is comparable to the neighboring buildings, including the City Landmark Shattuck Hotel. As the results of refinements, the final proposal maintains a continuous build-to-line with the exception of the main, residential entry plaza. A step-back occurs throughout the project at approximately 65 to 75 ft. above street level.

5. Open Spaces – As the result of project refinements, the final design features public open space that is directly aligned with the existing open space at Berkeley Public Library.

6. Public Serving Frontages for Kittredge, Harold and Allston Way - The project features the recommended pattern and placement of entrances on all three street-facing facades, as well as the desired amount of glazing on Kittredge and Allston elevations. The Harold Way façade exceeds the recommended amount of glazing at the live/work entrances and comes close in the residential window pattern.

HISTORIC PRESERVATION & DESIGN REVIEW CONDITIONS

1. Project plans. Project shall conform to plans, facades restoration specifications, and photographs, dated July 22, 2022.

2. Final Design Review. Pursuant to BMC Section 23.406.070.C, prior to submittal of any building permit for this project, the project proponent shall obtain Final Design Review (FDR) approval from the Landmarks Preservation Commission. Prior to FDR consideration, the project proponent shall make the following improvements subject to Commission approval:
a) Enlarge and further refine the commercial tenant space at the corner of Kittredge Street and Harold Way.
b) Further refine the public open space areas.
c) Establish internal access between the bicycle parking area and the residential entry.

3. This Structural Alteration Permit approval is contingent upon Use Permit approval of this project.

4. Mitigation monitoring & reporting program – Exhibit A. The project proponent shall adhere to and demonstrate compliance with this plan to the satisfaction of the Zoning Officer. The project proponent shall bear the cost of monitoring to ensure compliance with the plan; a deposit of not less than $10,000 may be required prior to building permit submittal in order to secure the services of a third-party monitor.

5. Chemical Treatments. Any chemical or physical graffiti removal treatments needed as construction progresses shall be undertaken using the gentlest means possible.

FINDINGS AND CONDITIONS 2065 Kittredge Street – Structural Alteration Permit #LMSAP 2021-0004

6. Signage program. For Final Design Review, the project proponent shall submit complete signage details, including colors, materials, letter heights, dimensions, placement on building, and installation details. All materials will be matte unless otherwise noted.

7. Landscape & Irrigation. For Final Design Review, the applicant shall submit a Landscape plan including the number, location, and species of all proposed plantings, and which existing plantings shall be removed. The applicant shall provide irrigation for all landscaped areas or provide drought tolerant plant palette. This shall be called out on Landscape building permit drawings. Further, the plans shall include irrigation for all landscaped areas.

8. Exterior lighting detail. For Final Design Review, the project proponent shall submit lighting details showing all proposed site and building lighting. Exterior lighting, including for signage, shall be downcast and not cause glare on the public right-of-way and adjacent parcels.

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-000

COVER SHEET
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com

BERKELEY PLAZA
2065 KITTREDGE ST, BERKELEY, CA 94704

CA VENTURES
PHONE:

CONTACT:

CA STUDENT LIVING BERKELEY, LLC
130 E RANDOLPH STREET
SUITE 2100
CHICAGO, IL 60601
(304) 238-4745

JESSICA LEO

DEVELOPER
PHONE:

CONTACT:

NILES BOLTON ASSOCIATES
3060 PEACHTREE RD. N.W.

SUITE 600
ATLANTA, GA 30305
(404) 365-7600

MOHAMED MOHSEN

ARCHITECTURE
PHONE:

CONTACT:

THOMAS BAAK AND ASSOCIATES, LLP
1620 NORTH MAIN STREET
SUITE 4
WALNUT CREEK, CA 94596
(925) 933-2583

RICK STOVER

LANDSCAPE ARCHITECTURE
PHONE:

CONTACT:

LANGAN ENGINEERING AND ENVIRONMENTAL SERVICES, INC.
135 MAIN STREET
SUITE 1500
SAN FRANCISCO, CA 94105
(415) 955-5200

JASON JOH
CIVIL ENGINEERING DOCUMENT ISSUANCES:
09-16-21 | SCHEMATIC DESIGN
10-25-21 | USE PERMIT
12-10-21 | USE PERMIT RESUBMISSION
12-22-21 | STRUCTURAL ALTERATION PERMIT
01-11-22 | USE PERMIT RESUBMISSION
02-25-22 | USE PERMIT RESUBMISSION DRAFT
03-17-22 | USE PERMIT RESUBMISSION
03-23-22 | SAP RESUBMISSION
04-11-22 | DRC MEETING - APRIL 21ST, 2022
05-10-22 | LANDMARK MEETING - JUNE 2ND, 2022
07-01-22 | STAFF REVIEW PACKAGE
PHONE:

CONTACT:

DCI ENGINEERS
135 MAIN STREET
SUITE 1800
SAN FRANCISCO, CA 94105
(415) 638-8913

MICHAEL BAUER

STRUCTURAL ENGINEERING
PHONE:

CONTACT:

KUCHAR
1821 WEST HUBBARD
SUITE 105
CHICAGO, IL 60622
(312) 624-9206

SARAH KUCHAR-PARKINSON

INTERIOR DESIGN
PHONE:

CONTACT:

WEST BUILDERS, INC.
120 RAILROAD AVENUE
POINT RICHMOND, CA 94801
(510) 307-5678

SEAN KIRBY

GENERAL CONTRACTOR
No. Description Date
3 SD S
ET 9/16/21
4 USE P
ERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
7 USE PERMIT RESUBMIT. 1/11/22
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 ST
AFF REVIEW #2 07/13/22
07-13-22 | STAFF REVIEW PACKAGE #2
N
PHONE:
16 LPC REVISIONS
07/22/22

SHEET LIST
A0-000 COVER SHEET
A0-001 EXISTING SITE PHOTOS
A0-002 EXISTING SITE PHOTOS
A0-003 EXISTING SITE PHOTOS
A0-004 DEMO SITE PLAN EXHIBIT
A0-005 PROJECT STATS
A0-006 ZONING AND CODE INFO
A1-001 SITE PLAN EXISTING- LEVEL U1
A1-002 SITE PLAN EXISTING- LEVEL 1
A1-003 SITE PLAN PROPOSED- LEVEL U1
A1-004 SITE PLAN PROPOSED- LEVEL 1
A1.001 ELECTRICAL ROOM DEMO, PLAN, SECTION
A1-101 PLAN- LEVEL U1
A1-111 PLAN- LEVEL 1
A1-112 PLAN- LEVEL 1 ENLARGED
A1-121 PLAN- LEVEL 2
A1-131 PLAN- LEVEL 3
A1-141 PLAN- LEVEL 4-7
A1-181 PLAN- LEVEL 8
A1-191 PLAN- ROOF
A1-201 NEW SERVICE HALL/ELECTRICAL ROOM PLAN
A3-001 ELEVATIONS- WEST (HAROLD WAY)
A3-002 ELEVATIONS- SOUTH (KITTREDGE ST.)
A3-003 ELEVATIONS- NORTH (ALLSTON WAY)
A3-004 ELEVATIONS- NORTH (HIDDEN)
A3-005 ELEVATIONS- EAST (HIDDEN)
A3-006 ELEVATIONS- SOUTH ENLARGED (KITTREDGE ST.)
A3-101 BUILDING SECTION
A3-102 BUILDING SECTION
A3-201 PERSPECTIVES
A3-202 PERSPECTIVES
A3-301 SHADOW STUDIES - JUNE 21
A3-302 SHADOW STUDIES - DEC 21
A3-303 SHADOW STUDIES - DEC 10
A3-304 STREET STRIP ELEVATIONS
A3-305 MATERIAL BOARDS
A5-001 SAMPLE UNITS
L0 TREE REMOVAL PLAN
L0 TREE REMOVAL PLAN
L1 GROUND LEVEL PRELIMINARY LANDSCAPE PLAN
L2 EIGHTH FLOOR PRELIMINARY LANDSCAPE PLAN
L3 RECOMMENDED PLANT LIST, SITE AMENITY IMAGES
L4 GROUND LEVEL PRELIMINARY IRRIGATION PLAN
L5 EIGHTH FLOOR PRELIMINARY IRRIGATION PLAN
L6 IRRIGATION NOTES AND DETAILS
Attachment 1, part 3

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-001

EXISTING SITE
PHOTOS
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
12" = 1'-0"A0-001
1 SITE PHOTO - KITTREDGE ST AND HAROLD WAY - LOOKING EAST 12" = 1'-0"A0-001
2 SITE PHOTO - ALLSTON WAY AND HAROLD WAY - LOOKING EAST 12" = 1'-0"A0-001
3 SITE PHOTO - HAROLD WAY - LOOKING SOUTH
12" = 1'-0"A0-001
4 SITE PHOTO - KITTREDGE ST - LOOKING WEST
No. Description Date
4 U S
E PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
13 JUNE LMRKS. MEETING 5/10/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-002

EXISTING SITE
PHOTOS
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
12" = 1'-0"A0-002
1 SITE PHOTO - ALLSTON WAY FACADE
12" = 1'-0"A0-002
2 SITE PHOTO - HAROLD WAY NORTH FACADE
12" = 1'-0"A0-002
3 SITE PHOTO - HAROLD WAY SOUTH FACADE
12" = 1'-0"A0-002
4 SITE PHOTO - KITTREDGE ST FACADE
No. Description Date
6 S A
P 12/22/21
9 SAP RESUBMIT. 3/23/22
13 JUNE LMRKS. MEETING 5/10/22
TF
MM

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-003

EXISTING SITE
PHOTOS
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
12" = 1'-0"A0-003
1 SITE PHOTO - ALLSTON WAY - EXISTING HOTEL
12" = 1'-0"A0-003
2 SITE PHOTO - SHATTUCK AVE - EXISTING HOTEL
12" = 1'-0"A0-003
3 SITE PHOTO - SHATTUCK AVE AND ALLSTON WAY - EXISTING HOTEL 12" = 1'-0"A0-003
4 SITE PHOTO - SHATTUCK AVE AND KITTREDGE ST - EXISTING HOTEL No. Description Date
6 S A
P 12/22/21
9 SAP RESUBMIT. 3/23/22
13 JUNE LMRKS. MEETING 5/10/22
TF
MM

PROPOSED CONSTRUCTION DIAGRAM

DEMO DIAGRAM

EXISTING DIAGRAM
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-004

DEMO SITE PLAN

EXHIBIT
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
NOT TO SCALEA0-004
1 DEMO SITE PLAN EXHIBIT
No. Description Date
4 U S
E PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-005

PROJECT STATS
121246
TF
MM

BERKELEY PLAZA

CA STUDENT LIVING BERKELEY, LLC
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com

AREA TABLE

UNIT MIX

EXISTING SITE

DESCRIPTION

PROPOSED PROJECT DESCRIPTION

THE USE OF THE
APPROXIMATELY 95,000 SF

EXISTING BUILDING

INCLUDES SERVICE AND

OFFICE SPACE
(APPROXIMATELY 3,000
RSF) ON 4 LEVELS
(BASEMENT THROUGH
PARTIAL THIRD FLOOR).

THERE WERE NO PREVIOUS

RESIDENTIAL USES ON THE
PROJECT SITE. THE ENTIRE

EXISTING BUILDING AND

BASEMENT WILL BE

DEMOLISHED WITHIN THE
PROPERTY BOUNDARY.

THE PROPOSED PROJECT IS A MIX-USED OFF-CAMPUS
STUDENT HOUSING COMMUNITY THAT CONTAINS 188
UNITS (585 BEDS).THE PROJECT UNIT TYPES INCLUDE
STUDIOS, 1 BEDROOM, 2 BEDROOM, 3 BEDROOM, AND
LIVE/WORK UNITS.

THE BUILDING TOTALS 220,982 GSF, WHICH
INCLUDES 149,687 SF OF RESIDENTIAL AREA AND
8,623 SF OF INDOOR RESIDENTIAL AMENITY AREA IN
ADDITION TO 2,946 SF OF ELEVATED ROOF TERRACE
AMENITY. THERE IS ALSO 4,181 SF OF GROUND LEVEL
COMMERCIAL.

THE PROJECT IS DESIGNED AS TYPE-IIIA

CONSTRUCTION (WOOD) OVER TYPE-IA (PODIUM)
WITH A TOTAL OF 8 RESIDENTIAL LEVELS. A PARTIAL
BASEMENT IS ALSO PROVIDED TO HOUSE 43 PARKING
SPACES. ADDITIONALLY, THE PROJECT WILL PROVIDE
129 BIKE PARKING SPACES ON LEVEL 1.

No. Description Date
PRE
LIM APP SB330 7/21/21
SD SET 9/16/21
USE PERMIT 10/25/21
USE PERMIT RESUBMIT. 12/10/21
SAP 12/22/21
USE PERMIT RESUBMIT. 3/17/22
SAP RESUBMIT. 3/23/22
USE PERMIT RESUBMIT. 3/28/22
APRIL DRC MEETING 4/11/22
JUNE LMRKS. MEETING 5/10/22
No.
2 3
4 5
6 8
9 11
1 2
13 16 LPC REVISIONS

07/22/22

KITTREDGE ST

ALLSTON WAY

HAROLD W
AY

SHATTUCK AVE
TRUE
NORTH

PROJECT SITE

HOTEL SHATTUCK
PLAZA
3 HR FIRE SEPARATION
3 HR FIRE SEPARATION

BUILDING A

BUILDING B

BUILDING C
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A0-006

ZONING AND CODE
INFO
121246
TF
MM

BERKELEY PLAZA

CA STUDENT LIVING BERKELEY, LLC
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
12" = 1'-0"A0-006
1 SITE MAP
The proposed project will comply with the Berkeley Energy Code (BMC Chapter 19.36) and Berkeley Green Code (BMC
Chapter 19.37), adopted by City Council on December 3rd., 2019, where building design must incorporate all-electric systems.

CONSTRUCTION INFORMATION CODE INFORMATION
• Waiver to exceed the height limit –
Proposed at 87’-0”, where 60 ft/75 ft with
use permit is the limit. The 87’-0” proposed
is measured to top of roof and does not
include the additional 5 feet parapet
allowed by right.
• Waiver to construct rooftop projections,
such as mechanical appurtenances or
architectural elements which exceed the
maximum heigh limit for the district.
• Waiver to reduce the 15' minimum front
setbacks above 75'
• Waiver to increase the 5' maximum front
setbacks between 0' to 20'
• Waiver to reduce the minimum landscape
coverage of usable open space from 40% of
the provided usable open space to 25% of
the provided usable open space
• Waiver to reduce the required parking
spaces for the commercial spaces from 6
required spaces to 0 provided spaces.
• Concession for 20% reduction in useable
open space and the percentage of
associated landscaped area.

WAIVER/CONCESSION LIST

COMMERCIAL SPACE REQUIREMENTS

NUMBER OF PARKING SPACES

NUMBER OF BIKE PARKING SPACES

USEABE OPEN SPACE
Proposed
Permitted/
Required

1.5 SPACES PER 1,000 SF OF RETAIL SUITE = 4 SPACES
1 SPACE PER FIRST 1,000 SF OF WORK AREA AND 1 SPACE PER ADDITIONAL 750 SF OF WORK AREA = 2 SPACES
1 SF OF USABLE OPEN SPACE
PER 50 SF OF COMMERCIAL FLOOR AREA
4,181 SF TOTAL
1,717 SF ALLSTON RETAIL SUITE
949 SF KITTREDGE RETAIL SUITE
1,515 SF WORK SPACE IN LIVE/WORK UNITS
0 6
Existing
0 1 BIKE SPACE PER 2,000 SF OF COMMERCIAL FLOOR AREA 3 30 84 840

UNIT, PARKING SPACES, AND BEDROOMS

NUMBER OF DWELING UNITS
Proposed
Permitted/
RequiredExisting
188 NA0

NUMBER OF PARKING SPACES
43 0 MIN
94 MAX0

SPACES LOCATED AT EXTERIOR BIKE RACKS
MAX 0.5 SPACES PER UNIT

YARDS AND HEIGHTS

FRONT YARD SETBACK (FT)
0'0'
BUILDING HEIGHT (STORIES) 8 -3
WAIVER
WAIVER

MAXIMUM (FT)
AREAS

LOT AREA
NUMBER OF BIKE PARKING SPACES 1290311 BEDROOMS
1 LONG TERM SPACE PER 3 BEDROOMS = 104 SPACES
1 SHORT TERM SPACE PER 40 BEDROOMS = 8 SPACES
112

LOCATED ON
LEVEL 1
0' MIN (0'-75' HEIGHT)
15' MIN (75'+ HEIGHT)
5' MAX (0'-20' HEIGHT)
87' -25' WAIVER

TOTAL GROSS FLOOR AREA

TOTAL AREA COVERED BY ALL FLOORS

BUILDING FOOTPRINT

LOT COVERAGE

USEABLE OPEN SPACE
FLOOR AREA RATIO 5.5:1 -2.8:1
12,032 SF 15,040 SF0
82% -100%
27,619 SF -33,582 SF
186,126 SF -92,531 SF
33,582 SF -33,582 SF

TABULATION FORM
PROJECT ADDRESS: 2065 KITTREDGE ST
APPLICANT'S NAME: BILL SCHRADER ZONING DISTRICT: C-DMU CORE DATE: 07-22-22
CONCESSION80 SF OF USABLE OPEN SPACE PER UNIT
WAIVER
No. Description Date
USE
PERMIT 10/25/21
USE PERMIT RESUBMIT. 12/10/21
SAP 12/22/21
USE PERMIT RESUBMIT. 1/11/22
USE PERMIT RESUBMIT. 3/17/22
SAP RESUBMIT. 3/23/22
USE PERMIT RESUBMIT. 3/28/22
APRIL DRC MEETING 4/11/22
JUNE LMRKS. MEETING 5/10/22
4 5
6 7
8 9
11 12
1 3
16 LPC REVISIONS

07/22/22

ASSUMED WALL CONFIGURATION
UP
UP
UP
UP

ASSUMED

ELEVATOR
UP
UP
UP
UP

ELEC ELEC ELEC ELEC
ELEC

ELEC ELEC ELEC ELEC ELEC
ELEC

ELEC ELEC

ELEC ELEC

ELEC ELEC ELEC ELECELEC

ELEC ELEC ELEC ELEC ELEC

HAROLD WAY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-001

SITE PLAN
EXISTING- LEVEL U1
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
4'0' 16'8'
1/16" = 1'-0"A1-001
1 LEVEL U1- EXISTING
No. Description Date
9 S A
P RESUBMIT. 3/23/22

ELECTRICAL

OFFICE SPACE

OFFICE SPACE

OFFICE SPACE

OFFICE SPACE

CORRIDOR

HALLWAY

HALLWAY
STAIRS
STAIRS

CORRIDOR

STORAGE
TRUE
NORTH

EXISTING

BASEMENT PLAN

OFFICE SPACE

OUTSIDE OF PROJECT

SCOPE/EXTENTS
13 J
UNE LMRKS. MEETING 5/10/22
TF
MM

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-002

SITE PLAN
EXISTING- LEVEL 1
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
4'0' 16'8'
1/16" = 1'-0"A1-002
1 LEVEL 1- EXISTING
No. Description Date
6 S A
P 12/22/21
9 SAP RESUBMIT. 3/23/22

HAROLD WAY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

BACK OF HOUSE DININGWOMEN'SMEN'SSTORAGE DINING
DN
DN
DN
DN
DN
DN

T-CER T-LINT-CERT-CERCNCT WOOD
9'-5" 14'-11"7'-11"7'-11"16'-5" 12'-10"
17'-2"
ELEC
ELEC

ELECELECELEC
WH
CEILING HT: CEILING HT:CEILING HT:CEILING HT:CEILING HT: CEILING HT:

COMMERCIAL
SPACE

COMMERCIAL
SPACE
B.O.H.

KITCHEN
THEATER 7
THEATER 6
THEATER 5
THEATER 3
THEATER 2
THEATER 1

COMMERCIAL
SPACE

COMMERCIAL
SPACE
THEATER 4
AUDITORIUM 9
AUDITORIUM 10
DINING
OFFICE

CONCESSION
THEATER 8

EXTERIOR
VEST.

HALLWAY
TRUE
NORTH

EXISTING GROUND

LEVEL PLAN
13 J
UNE LMRKS. MEETING 5/10/22

UP

SLAB CUTOUT ABOVE

HAROLD WAY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-003

SITE PLAN

PROPOSED- LEVEL
U1
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
4'0' 16'8'
1/16" = 1'-0"A1-003
1 LEVEL U1- PROPOSED
No. Description Date
9 S A
P RESUBMIT. 3/23/22
OFFICE
SPACE

STORAGE

HALLWAY
TRUE
NORTH

PROPOSED

BASEMENT PLAN

OUTSIDE OF PROJECT

SCOPE/EXTENTS
13 J
UNE LMRKS. MEETING 5/10/22
TF
MM
UP
STAIR
STAIR
24'-0"
163'-3"

TOTAL PARKING
43 SPACES
WATER
TANKS
1 2
3 11
12 19
20 23 CAR STACKER
SYSTEM

STORAGE
78 10 9
4 5
6 13
14 15
16 17
18 ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

5.61%

7.50% 15.15%
UP
UP
21 22 23
24 25
26 27
28 29
30 31
32 33
34 35
36 37
38 39
40 41
42 43
ELEV.

LOBBY
108'-2"

MECH UNIT
AREA

MECH UNIT AREA
15 S
TAFF REVIEW #2 07/13/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-004

SITE PLAN
PROPOSED- LEVEL 1
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
4'0' 16'8'
1/16" = 1'-0"A1-004
1 LEVEL 1- PROPOSED
No. Description Date
9 S A
P RESUBMIT. 3/23/22

HAROLD WAY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST
DIN
ING

HALLWAY
DN
DN
T-LIN
CPT
14'-11"
17'-2"
UP
ELEC
ELEC
CEILING HT:

CEILING HT:

7.5 0%
UP
AC

CESS TO ALLEY
UP
REFER TO 1/A1-201 FOR ENLARGED PLAN

COMMERCIAL
SPACE

COMMERCIAL
SPACE

COMMERCIAL
SPACE

COMMERCIAL
SPACE
NEW ELEC.

ROOM
B.O.H.

SERVICE
ALLEY
EGRESS
STAIR

EXTERIOR
VEST.

HALLWAY
TRUE
NORTH

PROPOSED GROUND

LEVEL PLAN
13 J
UNE LMRKS. MEETING 5/10/22
TF
MM
REFER TO 1/A1-001 FOR ENLARGED PLAN
UP
UPUP
UP
UP
UP
UP
STAIR
STAIR
STAIR
ELEV.

LOBBY
COFFEE
SHOP
RETAIL

15.15%
DN
1 BEDROOM
A1-A
638 SF

LIVE WORK
LW1
867 SF
108'-2"
31'-10 3/8" 10'-5 1/8" 88'-8 1/2"

LOBBY/STUDY
LOUNGE

LEASING
MAIL

PACKAGE
1 BEDROOM
A1-A
638 SF
2 BEDROOM
B1-A
952 SF

STORAGE
HALL
HALL
ENTRY

COURTYARD
12'-0"
8'-9"
19'-1"
14'-10"
6'-1"
7'-4"

7.50%

FITNESS
BREAK
RR
STOR.

STOR.

OFFICE
OFFICE
OFFICE

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

LIVE WORK
LW1
867 SF

LIVE WORK
LW1
867 SF

LIVE WORK
LW1
867 SF

FAN ROOM
TRASH

HOLDING
BOH
RETAIL
TRASH
TRASH
ROOM
JAN.

EXISTING HOTEL BUILDING
YOGA

FIRE PUMP
WATER

BOOSTER

VENDING
RETAIL

SEATING
(OPEN TO THE

PUBLIC)
(OPEN TO THE

PUBLIC)
(OPEN TO THE

PUBLIC)
MDF
22'-4 1/4"
19'-5 1/2"
7 SETB
ELEC.

ROOM

COMMERCIAL
SPACE
RR
RR
JAN.

MAINTENANCE
OFFICE

BIKE ROOM
5'-6"
STOR.

STOR.
15 S
TAFF REVIEW #2 07/13/22

UP

ELECTRICAL
ROOM
24'-10" 2'-0"
10'-4"
6'-0"
ER-1
Maa61
Maa61
Maa61
Maa61
Mae61
SC2

EXISTING WALL

EXISTING COLUMN

EXISTING COLUMN

EXISTING EXTERIOR

WALL WITH FINISH
177'-3"
175'-6"
3 A1.001
______________________
_____________________________________________________________ 3 A1.002

FROM INSIDE FACE OF

EXISTING EXTERIOR WALL

NEW STUCCO FINISH

INSIDE DEMOLISHED

EXISTING WALL
5'-0"
Mae61
Maa61
Mae61
KK.5

PROPERTY LINE

ALIGNS WITH FACE

OF BUILDING
LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 1.2
177'-0"

LOWEST GRADE
171'-0"

EXISTING BASEMENT BELOW

ELECTRICAL
ROOM
8'-0"
1'-9" 175'-6"
177'-3"
ER-1
Maa61
Mae61

EXISTING WALL

EXISTING COLUMN

EXISTING SLAB

EXISTING EXTERIOR

WALL WITH FINISH
SC2

NEW SLAB

NEW BEAM, SEE STRUCTURAL

CONTINUE ALL WALLS TO

UNDERSIDE OF EXISTING CEILING

GYP SOFFIT WITH

INSULATION AT

EXTERIOR SLAB

STUCCO SOFFIT WITH INSULATION, CONTINUE

STUCCO INTO OPENING IN EXTERIOR WALL

NEW BEAM, SEE STRUCTURAL

UTILITY LIGHT
PNL-L02-HM
PANEL
WIDTH

PANEL HEIGHT
11" 10" 11"1'-0"
1'-4"
1'-4"
PNL-F

PANEL HEIGHT
PANEL
WIDTH
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
A1.001

ELECTRICAL ROOM

DEMO, PLAN,

SECTION
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/8" = 1'-0"A1.001
1 ELECTRICAL ROOM PLAN
TRUE
NORTH
3/8" = 1'-0"A1.001
3 ELECTRICAL ROOM SECTION

DOOR SCHEDULE- ELECTRICAL ROOM
DOO
R
SIZE WxH

PANELS FRAME

HW SET COMMENTSTAG LOCATION

FIRE RATING
(MIN) TYPE FINISH TYPE
LEVEL 1.1
ER-1 ELECTRICAL
ROOM
0 3'-0"x7'-0" PNL-L02-HM 08-OPENINGS-HM FRM-00HM1 08.0 DOOR WITH HIGH-LOW LOUVERS TO THE EXTERIOR, COORDINATE WITH MECHANICAL. PANIC BAR HARDWARE TO BE
PROVIDED. LOCK TO BE PROVIDED, SEE HARDWARE SET BELOW.

ER-2 B.O.H. 0 3'-0"x7'-0" PNL-F-HM 08-OPENINGS-HM FRM-00HM1 13.0 EGRESS FROM B.O.H. PANIC BAR HARDWARE TO BE PROVIDED.

SEE HARDWARE SET BELOW.

No. Description Date
ELE
C. ROOM PERMIT 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

ELECTRICAL ROOM TI PERMIT
2240 SHATTUCK AVE
BERKELEY, CA 94704
DN
DN
ELEC
ELEC
NEW

ELECTRICAL
ROOM
_____________________________________________________________ 1 A1.001

COMMERCIAL
SPACE

COMMERCIAL
SPACE

THEATER
LOBBY

VESTIBULE
SHATTUCK AVE.

B.O.H.

ELECTRICAL
ROOM
296 SF

ELECTRICAL ROOM
ENTRY
NEW EGRESS DOOR FROM B.O.H.

ER-1
ER-2

PROPERTY LINE

ALIGNS WITH FACE

OF BUILDING
KITTREDGE ST.
1/8" = 1'-0"A1.001
5 BUILDING PLAN
22 1

UP
STAIR
STAIR
30'-11"141'-3"
113'-0"
24'-0"
163'-3"

TOTAL PARKING
43 SPACES
WATER
TANKS
1 2
3 11
12 19
20 23 CAR STACKER
SYSTEM

STORAGE
78 10 9
4 5
6 13
14 15
16 17
18 ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

ELECTRIC
SPACE

5.61%

7.50% 15.15%
UP
UP
21 22 23
24 25
26 27
28 29
30 31
32 33
34 35
36 37
38 39
40 41
42 43
ELEV.

LOBBY
108'-2"
26'-10 1/4"

MECH UNIT
AREA

MECH UNIT AREA
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-101
PLAN- LEVEL U1
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-101
1 PRESENTATION FLOOR PLAN- LEVEL U1
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRE
LIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

UP
UPUP
UP
UP
UP
UP
STAIR
STAIR
STAIR
ELEV.

LOBBY
COFFEE
SHOP
RETAIL

15.15%
DN
1 BEDROOM
A1-A
638 SF

LIVE WORK
LW1
867 SF
63'-0" 85'-7 3/4" 23'-6 1/4"
108'-2"
31'-10 3/8" 10'-5 1/8" 88'-8 1/2"
59'-0"

LOBBY/STUDY
LOUNGE

HAROLD WAY

KITTREDGE ST

ALLSTON WAY

LEASING
MAIL

PACKAGE
1 BEDROOM
A1-A
638 SF
2 BEDROOM
B1-A
952 SF

STORAGE
HALL
HALL
ENTRY

COURTYARD
6'-5"
12'-0"
8'-9"
19'-1"
14'-10"
6'-1"
7'-4"

7.50%

FITNESS
BREAK
RR
STOR.

STOR.

OFFICE
OFFICE
OFFICE

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

SETBACK

LIVE WORK
LW1
867 SF

LIVE WORK
LW1
867 SF

LIVE WORK
LW1
867 SF

FAN ROOM
TRASH

HOLDING
BOH
RETAIL
TRASH
TRASH
ROOM
JAN.

EXISTING HOTEL BUILDING
41'-10" 39'-2" 34'-0" 34'-0" 34'-0" 22'-0" 22'-2" 16'-10" 9"
YOGA

FIRE PUMP
WATER

BOOSTER

VENDING
RETAIL

SEATING
(OPEN TO THE

PUBLIC)
(OPEN TO THE

PUBLIC)
(OPEN TO THE

PUBLIC)
MDF
22'-4 1/4"
19'-5 1/2"
7"

SETBACK
ELEC.

ROOM

COMMERCIAL
SPACE
RR
RR
JAN.

MAINTENANCE
OFFICE

BIKE ROOM
5'-6"
STOR.

STOR.

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-111
PLAN- LEVEL 1
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-111
1 PRESENTATION FLOOR PLAN- LEVEL 1
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRELIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

WORK AREA WORK AREA WORK AREA WORK AREALIVE AREA LIVE AREA LIVE AREA LIVE AREA

SHARED KITCHEN SHARED KITCHEN SHARED KITCHENSHARED KITCHEN LIVE/WORK UNIT 4
TOTAL AREA: 867 SF
LIVE AREA: 336 SF (39%)
WORK AREA: 392 SF (45%)
SHARED KITCHEN AREA: 139 SF (16%)
LIVE/WORK UNIT 3
TOTAL AREA: 867 SF
LIVE AREA: 336 SF (39%)
WORK AREA: 392 SF (45%)
SHARED KITCHEN AREA: 139 SF (16%)
LIVE/WORK UNIT 2
TOTAL AREA: 867 SF
LIVE AREA: 336 SF (39%)
WORK AREA: 392 SF (45%)
SHARED KITCHEN AREA: 139 SF (16%)
LIVE/WORK UNIT 1
TOTAL AREA: 867 SF
LIVE AREA: 336 SF (39%)
WORK AREA: 392 SF (45%)
SHARED KITCHEN AREA: 139 SF (16%)
NOTE: THE KITCHEN IS CONSIDERED SPACE THAT SERVES BOTH THE LIVE AREA AND THE WORK AREA OF THE UNIT. THE SHARED AREA OF THE KITCHEN IS SPLIT BETWEEN THE

TWO CATEGORIES TO BRING BOTH LIVE FUNCTIONS AND WORK FUNCTIONS TO EXACTLY 50% OF THE TOTAL UNIT AREA, IN ACCORDANCE WITH IBC SECTION 419.

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-112
PLAN- LEVEL 1

ENLARGED
121246
Author
Checker

BERKELEY PLAZA

CA STUDENT LIVING BERKELEY, LLC
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/16" = 1'-0"A1-112
1 LIVE/WORK UNITS ENLARGED PLAN
No. Description Date
JUN
E LMRKS. MEETING 5/10/22
13 16 LPC REVISIONS

07/22/22

UP
UP
UP
STAIR
STAIR
STAIR
ELEC.

ELEV.

LOBBY
STUDY
STUDY

AMENITY
TRASH
ELEC.
2 BEDROOM
B4
953 SF
2 BEDROOM
B5
956 SF
2 BEDROOM
B6-A
962 SF
1 BEDROOM
A3
720 SF
2 BEDROOM
B1-A
952 SF
STUDIO
S3-A
381 SF

MICRO STUDIO
MS1-A
322 SF
1 BEDROOM
A1-B
638 SF

NANO STUDIO
NS1
295 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-A
952 SF

MICRO STUDIO
MS1-A
322 SF
2 BEDROOM
B8
953 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-B
986 SF
2 BEDROOM
B1-B
986 SF
1 BEDROOM
A1-A
638 SF
2 BEDROOM
B1-B
986 SF
2 BEDROOM
B1-B
986 SF 2 BEDROOM
B3-B
973 SF
STUDIO
S4
362 SF
59'-0"
34'-0"31'-11"

UTILITY
31'-10 3/8" 10'-5 1/8" 32'-8 1/2" 34'-0" 34'-0"

OPEN TO BELOW
STUDY
16'-2" 46'-10" 35'-9 3/4"
4" 34'-2" 23'-10"
33'-9"11'-6"11'-6"33'-11 3/4"18'-5 1/4"
14'-1 1/4" 11'-9" 32'-1 3/4"
STUDIO
S2
436 SF

EXISTING HOTEL BUILDING
1 BEDROOM
A1-B
638 SF

AMENITY
27'-10 1/8" 48'-4 5/8" 38'-9 1/4"

UTILITY
15'-1" 34'-0" 34'-0" 34'-0" 34'-0" 22'-0" 41'-0"
14'-2"25'-0"15'-10"
27'-2 1/4"
46'-2"
4'-0"
2'-0"
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-121
PLAN- LEVEL 2
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-121
1 PRESENTATION FLOOR PLAN- LEVEL 2
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRELIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

STAIR
STAIR
STAIR
ELEV.

LOBBY
STUDY
TRASH
3 BEDROOM
C2
1374 SF2 BEDROOM
B2-C
1003 SF
STUDIO
S2
436 SF
2 BEDROOM
B3-A
1030 SF
2 BEDROOM
B4
953 SF
2 BEDROOM
B5
956 SF
2 BEDROOM
B6-A
962 SF
2 BEDROOM
B7-A
977 SF
2 BEDROOM
B1-A
952 SF
STUDIO
S3-A
381 SF

MICRO STUDIO
MS1-A
322 SF
1 BEDROOM
A2
641 SF
1 BEDROOM
A1-B
638 SF

NANO STUDIO
NS1
295 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-A
952 SF

MICRO STUDIO
MS1-A
322 SF
2 BEDROOM
B8
953 SF
1 BEDROOM
A2
641 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-B
986 SF
2 BEDROOM
B2-B
991 SF
2 BEDROOM
B2-A
984 SF

MICRO STUDIO
MS1-B
348 SF
2 BEDROOM
B9
971 SF
3 BEDROOM
C1
1373 SF
27'-6" 11'-6" 31'-8" 31'-8" 31'-8" 34'-0" 56'-0" 41'-2 1/2"

UTILITY
50'-10 3/8" 10'-5 1/8" 32'-10 3/8" 33'-10 1/8" 34'-0"
STUDY

UTILITY
18'-2" 47'-0 1/2" 45'-9" 36'-0 1/4" 27'-4 3/4"
4" 34'-2" 24'-0 1/2"
14'-2"25'-0"15'-7 1/2"
33'-9"11'-6"11'-6"33'-11 3/4"18'-5 1/4"
25'-10 1/8"35'-1 7/8"
27'-10 1/8" 24'-2 5/8" 24'-2" 38'-11 3/4"
14'-1 1/4" 11'-9" 32'-4 1/4"
IDF

EXISTING HOTEL BUILDING
1 BEDROOM
A1-B
638 SF
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-131
PLAN- LEVEL 3
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-131
1 PRESENTATION FLOOR PLAN- LEVEL 3
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRELIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

UP
STAIR
STAIR
STAIR
ELEV.

LOBBY
STUDY
TRASH
3 BEDROOM
C2
1374 SF2 BEDROOM
B2-D
993 SF 2 BEDROOM
B3-A
1030 SF
2 BEDROOM
B4
953 SF
2 BEDROOM
B5
956 SF
2 BEDROOM
B6-A
962 SF
2 BEDROOM
B7-A
977 SF
2 BEDROOM
B1-A
952 SF
STUDIO
S3-B
375 SF

MICRO STUDIO
MS1-A
322 SF
1 BEDROOM
A2
641 SF
1 BEDROOM
A1-B
633 SF

NANO STUDIO
NS1
295 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-A
952 SF

MICRO STUDIO
MS1-A
322 SF
2 BEDROOM
B8
953 SF
1 BEDROOM
A2
641 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-B
986 SF
2 BEDROOM
B2-B
991 SF
2 BEDROOM
B2-A
984 SF

MICRO STUDIO
MS1-B
348 SF
2 BEDROOM
B9
971 SF
3 BEDROOM
C1
1373 SF
27'-6" 11'-6" 31'-8" 31'-8" 31'-8" 34'-0" 56'-0" 41'-2 1/2" 25'-10 3/4"35'-1 1/4"
51'-0 1/4" 10'-9" 32'-2 3/4" 34'-0" 34'-0"
14'-2"25'-0 1/4"15'-7 1/4"

UTILITY
@L 4/6
@L 5/7
@L 4/6
@L 5/7
@L 4/6
@L 5/7
18'-2" 93'-0" 35'-9 3/4" 27'-4 3/4"
1 3/4" 34'-0 1/4" 24'-0 1/2"
33'-9 1/256"11'-6"11'-6"34'-2 3/4"18'-2 1/4"
27'-10 3/4" 24'-2" 24'-2" 38'-11 3/4"
14'-1 1/4" 11'-9" 32'-4 1/4"
STUDY
ELEC.

UTIL.

ELEC.

STUDY
IDF
STUDIO
S2
436 SF

EXISTING HOTEL BUILDING
1 BEDROOM
A1-B
638 SF
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-141
PLAN- LEVEL 4-7
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-141
1 PRESENTATION FLOOR PLAN- LEVEL 4-7
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRELIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

OUTDOOR

TERRACE
STAIR
STAIR
STAIR
ELEV.

LOBBY
CLUB
ROOM

AMENITY
TRASH
3 BEDROOM
C2
1374 SF1 BEDROOM
1A-A
638 SF
2 BEDROOM
B2-E
908 SF 2 BEDROOM
B3-B
973 SF
2 BEDROOM
B4
953 SF
2 BEDROOM
B5
956 SF
2 BEDROOM
B6-B
909 SF
2 BEDROOM
B7-B
932 SF
2 BEDROOM
B1-A
952 SF
STUDIO
S3-B
375 SF

MICRO STUDIO
MS1-A
322 SF
1 BEDROOM
A2
641 SF
1 BEDROOM
A1-B
633 SF

NANO STUDIO
NS1
295 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-A
952 SF

MICRO STUDIO
MS1-A
322 SF
2 BEDROOM
B8
953 SF
1 BEDROOM
A2
641 SF
2 BEDROOM
B1-A
952 SF
2 BEDROOM
B1-B
986 SF
22'-0" 31'-8" 34'-0" 56'-0" 41'-2 1/2"36'-5 1/4"
10'-9" 32'-2 3/4" 34'-0" 34'-0"

UTILITY
RR

UTILITY
93'-0" 35'-9 3/4" 27'-4 3/4"
1 3/4" 34'-0 1/4"
33'-9 1/256"11'-6"11'-6"34'-2 3/4"18'-2 1/4"
STUDY
STUDIO
S2
436 SF

EXISTING HOTEL BUILDING
RR
JAN.
1 BEDROOM
A1-B
638 SF
14'-1 1/4" 11'-9" 30'-7 3/4"
1'-6"
27'-10 3/4" 24'-2" 24'-2" 38'-9 1/4"
14'-2"25'-0 1/4"15'-9 3/4"
16'-2"
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-181
PLAN- LEVEL 8
121246
TF
M
M

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-181
1 PRESENTATION FLOOR PLAN- LEVEL 8
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
TRUE
NORTH
2'-8"0' 10'-8"5'-4"
No. Description Date
1 P L
AN UPDATE 6/28/21
2 PRELIM APP SB330 7/21/21
3 SD SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22
BUILT-IN COUNTER W/(2) PROPANE GRILLSARCHITECTURAL OVERHEADSHADE ARBORCONVERSATION AREAS36" HT. BUILT-IN RAISEDSTORMWATER TREATMENTPLANTER ALONG PERIMETER 24" SQ. PAVERS ON PEDESTALS
24" HT. PREFABRICATEDFIBERGLASS PLANTERSCORNHOLE GAME24" SQ. PAVERSON PEDESTALS

AMENITY TERRACE

UP
UP
UP
STAIR
ELEV.

EQUIP.

AREA OF ROOFTOP STRUCTURES: 1,468 SF
TOTAL ROOF AREA: 25,461 SF
AVERAGE FLOOR AREA: 25,165
% OF ROOFTOP STRUCTURES: 5.8%

ROOFTOP STRUCTURE
ABOVE ROOF LEVEL: 597 SF

EXISTING HOTEL BUILDING

ROOFTOP TRELLIS

STRUCTURE ABOVE
LEVEL 8: 871 SF

TOTAL ROOF AREA
ABOVE LEVEL 7: 3,074 SF

TOTAL ROOF AREA ABOVE
LEVEL 8: 22,387 SF
(ROOF STRUCTURES/AVERAGE FLOOR AREA)
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-191

PLAN- ROOF
121246
TF
MM

BERKELEY PLAZA

CA STUDENT LIVING BERKELEY, LLC
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A1-191
1 PRESENTATION FLOOR PLAN- ROOF PLAN
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
2'-8"0' 10'-8"5'-4"
TRUE
NORTH
No. Description Date
USE
PERMIT RESUBMIT. 12/10/21
SAP 12/22/21
USE PERMIT RESUBMIT. 3/17/22
SAP RESUBMIT. 3/23/22
USE PERMIT RESUBMIT. 3/28/22
APRIL DRC MEETING 4/11/22
JUNE LMRKS. MEETING 5/10/22
STAFF REVIEW 07/01/22
5 6
8 9
11 12
1 3
14 15
S
TAFF REVIEW #2 07/13/22
16 LPC REVISIONS

07/22/22

UP
UP
UP

ELECTRICAL
ROOM
EGRESS
HALL
GAS
METER
RETAIL
SUITES
24'-10"
10'-4"

SERVICE
HALL
4 A1-201
______________________
UP

ACCESS TO ALLEY

EXTENTS OF DEMO
RETAIL
SUITES
RETAIL
SUITES
RETAIL
SUITES

EXISTING TO REMAINDEMO AND NEW CONSTRUCTION

EXPANSION JOINT BETWEEN BUILDINGS

KITTREDGE ST
U.5 Z.5 KK.5
ER-1
H1
H3
H2
H4
H5
4 A1-201
______________________

EXPANSION JOINT BETWEEN BUILDINGS

OPEN TO BELOW NEW ROOF
KK.5
4 A1-201
______________________

EXPANSION JOINT BETWEEN BUILDINGS

EXISTING ROOF
STAIR
ACCESS

EXISTING EMERGENCY EXIT

FIRE ESCAPE LADDER FROM ABOVE
KK.5
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 1.2
177'-0"

NEW SLAB ON GRADE

EXISTING ELEVATED SLAB

OVER BASEMENT

NEW ROOF

EXISTING ROOF

EXISTING EMERGENCY EXIT

FIRE ESCAPE LADDER FROM ABOVE

HOTEL BUILDING BEYOND

SIDEWALK

KITTREDGE ST

EXISTING BASEMENT TO REMAIN
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A1-201

NEW SERVICE

HALL/ELECTRICAL

ROOM PLAN
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/16" = 1'-0"A1-201
1 NEW DEMO/ELECTRICAL ROOM - LEVEL 1
3/16" = 1'-0"A1-201
2 NEW DEMO/ELECTRICAL ROOM - LEVEL 2
3/16" = 1'-0"A1-201
3 NEW DEMO/ELECTRICAL ROOM - LEVEL 3
3/16" = 1'-0"A1-201
4 NEW DEMO/ELECTRICAL ROOM SECTION
No. Description Date
9 S A
P RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
TF
MM

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
LEVEL 1.2
177'-0"
4'-6"84'-9"
10'-9"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-3"3'-9"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
-E5 WHITE FIBER CEMENT -E1 LIGHT TAN STUCCO -E6 VINYL WINDOW WITH

THERMOFOIL ALUMINUM
FINISH
-E13 GLASS RAILING
-E4 BRICK-E10 STOREFRONT-E2 CHARCOAL GREY STUCCO-E7 ALUMINUM CANOPY -E8 EXTERIOR WALL SCONCE -E2 CHARCOAL GREY STUCCO
PARAPET VARIES, MAX 5'
-E15 MESH SCREENING -E3 DARK TAN STUCCO-E2 CHARCOAL GREY STUCCO-E10 STOREFRONT -E4 BRICK

AREA PROJECTING

ACROSS PROPERTY LINE
PROJECTING AREA: 5,697 SF
TOTAL FACE AREA: 22,996 SF
PROJECTING AREA: 24.8%
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-001

ELEVATION- WEST
(HAROLD WAY)
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A3-001
1 PRESENTATION-ELEVATION- WEST (HAROLD WAY)
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
Keynote Legend
Key
Value Keynote Text
E1 LIGHT TAN STUCCO
E2 CHARCOAL GREY STUCCO
E3 DARK TAN STUCCO
E4 BRICK
E5 WHITE FIBER CEMENT
E6 VINYL WINDOW WITH THERMOFOIL

ALUMINUM FINISH
E7 ALUMINUM CANOPY
E8 EXTERIOR WALL SCONCE
E10 STOREFRONT
E13 GLASS RAILING
E15 MESH SCREENING
2'-8"0' 10'-8"5'-4"
1" = 30'-0"A3-001
2 PRESENTATION-ELEVATION- WEST PROJECTION DIAGRAM
No. Description Date
2 P R
ELIM APP SB330 7/21/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
LEVEL 1.2
177'-0"
10'-9"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"14'-0"
84'-9"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
4'-6"
-E1 LIGHT TAN STUCCO-E2 CHARCOAL GREY STUCCO-E5 WHITE FIBER CEMENT -E12 ALUMINUM DOOR
PARAPET VARIES, MAX 5'

BOUNDARY LINE

HOTEL SHATTUCK PLAZA

PROPOSED EXISTING
_____________________________________________________________ 1 A3-006
REFER TO 1/A3-006 FOR

ENLARGED ELEVATION

EXISTING EGRESS STAIRS BEYOND
-E6 VINYL WINDOW WITH

THERMOFOIL ALUMINUM
FINISH
-E4 BRICK
-E3 DARK TAN STUCCO -E10 STOREFRONT -E8 EXTERIOR WALL SCONCE -E17 PARKING GATE-E7 ALUMINUM CANOPY PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-002

ELEVATION- SOUTH
(KITTREDGE ST.)
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A3-002
1 PRESENTATION-ELEVATION- SOUTH (KITTREDGE ST.)
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
Keynote Legend
Key
Value Keynote Text
E1 LIGHT TAN STUCCO
E2 CHARCOAL GREY STUCCO
E3 DARK TAN STUCCO
E4 BRICK
E5 WHITE FIBER CEMENT
E6 VINYL WINDOW WITH THERMOFOIL

ALUMINUM FINISH
E7 ALUMINUM CANOPY
E8 EXTERIOR WALL SCONCE
E10 STOREFRONT
E12 ALUMINUM DOOR
E17 PARKING GATE
2'-8"0' 10'-8"5'-4"
No. Description Date
2 P R
ELIM APP SB330 7/21/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
LEVEL 1.2
177'-0"
84'-9"
10'-9"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"14'-0"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
4'-6"
-E5 WHITE FIBER CEMENT -E13 GLASS RAILING
-E10 STOREFRONT-E8 EXTERIOR WALL SCONCE

BOUNDARY LINE

HOTEL SHATTUCK PLAZA

PROPOSEDEXISTING
PARAPET VARIES, MAX 5'
-E15 MESH SCREENING
-E16 STONE BREEZE BLOCK
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-003

ELEVATION- NORTH
(ALLSTON WAY)
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A3-003
1 PRESENTATION-ELEVATION- NORTH (ALLSTON WAY)
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
Keynote Legend
Key
Value Keynote Text
E5 WHITE FIBER CEMENT
E8 EXTERIOR WALL SCONCE
E10 STOREFRONT
E13 GLASS RAILING
E15 MESH SCREENING
E16 STONE BREEZE BLOCK
2'-8"0' 10'-8"5'-4"
No. Description Date
2 P R
ELIM APP SB330 7/21/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
LEVEL 1.2
177'-0"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
84'-9"
10'-9"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-3"
4'-6"
PARAPET VARIES, MAX 5'
-E1 LIGHT TAN STUCCO -E2 CHARCOAL GREY STUCCO -E6 VINYL WINDOW WITH

THERMOFOIL ALUMINUM
FINISH
-E2 CHARCOAL GREY STUCCO

EXISTING BUILDING
-E12 ALUMINUM DOOR
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-004

ELEVATION- NORTH
(HIDDEN)
121246
Author
Checker

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
Keynote Legend
Key
Value Keynote Text
E1 LIGHT TAN STUCCO
E2 CHARCOAL GREY STUCCO
E6 VINYL WINDOW WITH THERMOFOIL

ALUMINUM FINISH
E12 ALUMINUM DOOR
2'-8"0' 10'-8"5'-4"
3/32" = 1'-0"A3-004
1 PRESENTATION-ELEVATION- NORTH (HIDDEN)
No. Description Date
8 U S
E PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
LEVEL 1.2
177'-0"
14'-0" 10'-0" 10'-0" 10'-0" 10'-0" 10'-0" 10'-0" 10'-9" 84'-9"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
3'-6"
-E6 VINYL WINDOW WITH

THERMOFOIL ALUMINUM
FINISH
-E2 CHARCOAL GREY STUCCO
-E5 WHITE FIBER CEMENT-E13 GLASS RAILING
PARAPET VARIES, MAX 5'

EXISTING BUILDING
-E5 WHITE FIBER CEMENT -E2 CHARCOAL GREY STUCCO
-E4 BRICK -E3 DARK TAN STUCCO
-E1 LIGHT TAN STUCCO
-E14 GLASS BLOCK
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-005

ELEVATION- EAST
(HIDDEN)
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3/32" = 1'-0"A3-005
1 PRESENTATION-ELEVATION- EAST (HIDDEN)
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
Keynote Legend
Key
Value Keynote Text
E1 LIGHT TAN STUCCO
E2 CHARCOAL GREY STUCCO
E3 DARK TAN STUCCO
E4 BRICK
E5 WHITE FIBER CEMENT
E6 VINYL WINDOW WITH THERMOFOIL

ALUMINUM FINISH
E13 GLASS RAILING
E14 GLASS BLOCK
2'-8"0' 10'-8"5'-4"
No. Description Date
2 P R
ELIM APP SB330 7/21/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
15 S
TAFF REVIEW #2 07/13/22

LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
ROOF
257'-3"
LEVEL 1.2
177'-0"

BOUNDARY LINE

HOTEL SHATTUCK PLAZA

PROPOSED EXISTING

NEW RECESSED ALCOVE TO

PROVIDE ELECTRICAL ROOM ACCESS

CROWD MOULDING TO EXTEND AROUND CORNER

FACADE ALTERATIONS SCOPE ASSOCIATED WITH THE EXISTING BUILDING TO REMAIN IS LIMITED TO:
1) REMOVING THE EGRESS STAIRS SHOWIN IN PHOTO 4/A0-001 - A NEW EGRESS STAIR

IS PROVIDED TO MAINTAIN THE EXITING FROM THE ELEVATED LEVELS AS ILLUSTARTED ON THE OVERALL SITE PLAN AND THE ENLARGED PLAN DIAGRAMS ON SHEET A1-201. 2) PROVIDING AN ALCOVE TO ACCESS THE NEW ELECTRICAL ROOM AS SHOWN ABOVE.

THE EXISTING ELECTRICAL ROOM IS CURRENTLY LOCATED WITHIN THE AREA TO BE DEMOLISHED AND NEEDS TO BE RELOCATED.

CHARCOAL STUCCO

METAL DOOR, PAINT TO MATCH STUCCO

EXISTING EGRESS

STAIRS BEYOND
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-006

ELEVATION -

SOUTH ENLARGED
(KITTREDGE ST.)
121246
Author
Checker

BERKELEY PLAZA

CA STUDENT LIVING BERKELEY, LLC
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
1/8" = 1'-0"A3-006
1 PROPOSED ELEVATION - SOUTH ENLARGED (KITTREDGE ST.)0' 8'4'2' No. Description Date
SAP
RESUBMIT. 3/23/22
USE PERMIT RESUBMIT. 3/28/22
APRIL DRC MEETING 4/11/22
JUNE LMRKS. MEETING 5/10/22
15 S
TAFF REVIEW #2 07/13/22
9 8
12 13

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
ROOF
257'-3"
LEVEL U1
163'-3"
LEVEL 1.2
177'-0"
10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-3"3'-9"10'-0" 84'-9" - LEVEL 1 TO TOP OF MAX ROOF SLOPE

MAX ROOF SLOPE
258'-0"
PARAPET - 5'-0" MAX

AMENITY

COFFEE SHOP RETAIL

ELECTRICAL ROOM BIKE ROOM PARKING

LOWEST GRADE
171'-0"
87'-0" - LOWEST GRADE TO TOP OF MAX ROOF SLOPE

PARKING PIT
156'-8"

STORAGE
A
B
C
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-101

BUILDING SECTION
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/32" = 1'-0"A3-101
1 BUILDING SECTION A - ZONING2'-8"0' 10'-8"5'-4"

NOT TO SCALE

SECTION KEYPLAN
No. Description Date
5 U S
E PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
ROOF
257'-3"
LEVEL U1
163'-3"
LEVEL 1.2
177'-0"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-3"3'-9"
84'-9" - LEVEL 1 TO TOP OF MAX ROOF SLOPE
87'-0" - LOWEST GRADE TO TOP OF MAX ROOF SLOPE
PARAPET - 5'-0" MAX

WATER TANKSBIKE ROOM

FITNESS

PARKING PIT
156'-8"

LIVE/WORK UNIT
LEVEL 1.1
173'-3"
LEVEL 2
187'-3"
LEVEL 3
197'-3"
LEVEL 4
207'-3"
LEVEL 5
217'-3"
LEVEL 6
227'-3"
LEVEL 7
237'-3"
LEVEL 8
247'-3"
ROOF
257'-3"
LEVEL U1
163'-3"
LEVEL 1.2
177'-0"

MAX ROOF SLOPE
258'-0"

LOWEST GRADE
171'-0"
10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-0"10'-3"3'-9"
84'-9" - LEVEL 1 TO TOP OF MAX ROOF SLOPE
87'-0" - LOWEST GRADE TO TOP OF MAX ROOF SLOPE

PARKING
ENTRY

COURTYARD

PARKING
ENTRY

PARKING PIT
156'-8"
A
B
C
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-102

BUILDING SECTION
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/32" = 1'-0"A3-102
1 BUILDING SECTION B - ZONING
3/32" = 1'-0"A3-102
2 BUILDING SECTION C - ZONING2'-8"0' 10'-8"5'-4" 2'-8"0' 10'-8"5'-4"

NOT TO SCALE

SECTION KEYPLAN
No. Description Date
6 S A
P 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-201

PERSPECTIVES
121246
TF, RK
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
NOT TO SCALEA3-201
3 PERSPECTIVE - PERSPECTIVE - KITTREDGE ST PLAZA AND RETAIL NOT TO SCALEA3-201
2 PERSPECTIVE - KITTREDGE ST RETAIL SPACE
NOT TO SCALEA3-201
1 PERSPECTIVE - KITTREDGE ST AND HAROLD WAY CORNER
No. Description Date
2 P R
ELIM APP SB330 7/21/21
3 SD
SET 9/16/21
4 USE PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
8 USE PERMIT RESUBMIT. 3/17/22
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
14 STAFF REVIEW 07/01/22
NOT TO SCALEA3-201
4 PERSPECTIVE - PERSPECTIVE - KITTREDGE ST PLAZA AND RETAIL 15 S
TAFF REVIEW #2 07/13/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-202

PERSPECTIVES
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
NOT TO SCALEA3-202
1 PERSPECTIVE - HAROLD WAY LIVE/WORK UNIT ENTRIES
NOT TO SCALEA3-202
2 PERSPECTIVE - NORTH WEST CORNER AERIAL
NOT TO SCALEA3-202
3 PERSPECTIVE - ALLSTON WAY AND HAROLD WAY RETAIL ENTRY No. Description Date
8 U S
E PERMIT RESUBMIT. 3/17/22
9 SAP
RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
TF, RK
MM
NOT TO SCALEA3-202
4 PERSPECTIVE - ALLSTON WAY AND HAROLD WAY CORNER

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-301

SHADOW STUDIES -
JUNE 21
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
JUNE 21 MORNING
JUNE 21 EVENING
JUNE 21 NOON
2 HOURS AFTER SUNRISE - 7:47 AM
2 HOURS BEFORE SUNSET - 6:34 PM

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED HOTEL

NEW SHADOWS FROM PROPOSED PROJECT SHOWN IN RED
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL

LIBRARY
MULTI-
FAMILY

COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
HOTEL
RETAIL

PARKING
RETAIL
RETAIL

LIBRARY
MULTI-
FAMILY

COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
No. Description Date
4 U S
E PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-302

SHADOW STUDIES
-DEC 21
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
DECEMBER 21 MORNING
DECEMBER 21 EVENING
DECEMBER 21 NOON
2 HOURS AFTER SUNRISE - 9:21 AM
2 HOURS BEFORE SUNSET - 2:53 PM

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

NEW SHADOWS FROM PROPOSED PROJECT SHOWN IN RED
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL
RETAIL
RETAIL

MULTI-FAMILY
RETAIL

MULTI-FAMILY
RETAIL

LIBRARY

MULTI-FAMILY
YMCA
HOTEL

POST OFFICE

COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE

ALLSTON WAY

KITTREDGE ST

HAROLD W
AY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL

RETAILLIBRARY
MULTI-
FAMILY
YMCA

POST OFFICE COLLEGE

COLLEGE

ALLSTON WAY

KITTREDGE ST

HAROLD WAY

SHATTUCK AVE
HOTEL
RETAIL

PARKING
RETAIL
RETAIL

LIBRARY

COLLEGE

COLLEGE

ALLSTON WAY
KIT
TREDG
E ST
HARO
LD WA
Y

SHATTUCK AVE
RETAIL

MULTI-FAMILY
YMCA

POST OFFICE
RETAIL

MULTI-FAMILY
HOTEL
RETAIL

PARKING
RETAIL
RETAIL

LIBRARY

COLLEGE

COLLEGE

ALLSTON WAY
KIT
TREDG
E ST
HARO
LD WA
Y

SHATTUCK AVE
RETAIL

MULTI-FAMILY
YMCA

POST OFFICE
RETAIL

MULTI-FAMILY
No. Description Date
5 U S
E PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
TF
MM

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-303

SHADOW STUDIES
-DEC 10
121246

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
DECEMBER 10 MORNING
DECEMBER 10 EVENING
DECEMBER 10 NOON
2 HOURS AFTER SUNRISE - 9:14 AM
2 HOURS BEFORE SUNSET - 2:49 PM

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

TOP VIEW EXISTING TOP VIEW PROPOSED ANGLE VIEW EXISTING ANGLE VIEW PROPOSED

NEW SHADOWS FROM PROPOSED PROJECT SHOWN IN RED
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No. Description Date
5 U S
E PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22
TF
MM

HAROLD WAYSHATTUCK AVE

HAROLD WAY SHATTUCK AVE
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-304

STREET STRIP

ELEVATIONS
121246
TF, RK
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
NOT TO SCALEA3-304
1 STREET STRIP ELEVATION - ALLSTON WAY
NOT TO SCALEA3-304
2 STREET STRIP ELEVATION - KITTREDGE ST
EXTERIOR ELEVATIONS FOR GENERAL REFERENCE ONLY. PLEASE REFER TO ENLARGED ELEVATIONS FOR PROPOSED DESIGN No. Description Date
4 U S
E PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
13 JUNE LMRKS. MEETING 5/10/22

E1 - TAN STUCCO E2 - CHARCOAL GREY STUCCO E4 - BRICK E5 - WHITE FIBER CEMENT E7 - ALUMINUM CANOPY E8 - EXTERIOR WALL SCONCE E9 - SIGNAGE E3 - DARK TAN STUCCO
PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A3-305

MATERIAL BOARDS
121246
TF, RK
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
NOT TO SCALEA3-305
1 MATERIAL BOARD
No. Description Date
6 S A
P 12/22/21
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

PROJECT # :

DRAWN BY:

CHECKED BY:

SHEET TITLE:

SHEET NUMBER:

This drawing, as an instrument of service, is and
shall remain the property of the Architects and shall
not be reproduced, published or used in any way
without the permission of the Architect.

NOT RELEASED FOR CONSTRUCTION
APPLICANT:

BILL SCHRADER
T 925 638 8782
A5-001

SAMPLE UNITS
121246
TF
MM

BERKELEY PLAZA

CA VENTURES
2065 KITTREDGE ST
BERKELEY, CA 94704
3060 Peachtree Rd. N.W.

Suite 600
Atlanta, GA 30305
T 404 365 7600
www.nilesbolton.com
3/16" = 1'-0"A5-001
5 SAMPLE UNIT - A1
3/16" = 1'-0"A5-001
3 SAMPLE UNIT - MS1
3/16" = 1'-0"A5-001
4 SAMPLE UNIT - NS1
3/16" = 1'-0"A5-001
2 SAMPLE UNIT - S2
5'-4"1'-4"0' 2'-8"
3/16" = 1'-0"A5-001
1 SAMPLE UNIT - B1
3/16" = 1'-0"A5-001
6 SAMPLE UNIT - B2
3/16" = 1'-0"A5-001
7 SAMPLE UNIT - C1
No. Description Date
4 U S
E PERMIT 10/25/21
5 USE PERMIT RESUBMIT. 12/10/21
6 SAP 12/22/21
9 SAP RESUBMIT. 3/23/22
11 USE PERMIT RESUBMIT. 3/28/22
12 APRIL DRC MEETING 4/11/22
13 JUNE LMRKS. MEETING 5/10/22

SP
SP
SP

HAROLD WAY

KITTREDGE STREET

ALLSTON WAY

LIBRARY
PLAZA
1 2
3 4
5 6 7 8 9
SP
SP
SP

HAROLD WAY

KITTREDGE STREET

ALLSTON WAY

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L0

TREE REMOVAL PLAN

SITE MAP

BUILDING
EXISTING TREES TO BE REMOVED:DIAMETER AT
SYMBOLBOTANICAL NAME (COMMON NAME)BREAST HEIGHT (IN.)
1 PYRUS (FLOWERING PEAR)1"
2 ULMUS PUMILA (SIBERIAN ELM)17"
3 ULMUS PUMILA (SIBERIAN ELM)15"
4 ULMUS PUMILA (SIBERIAN ELM)15"
5 ULMUS PUMILA (SIBERIAN ELM)15"
6 ULMUS PUMILA (SIBERIAN ELM)10"
7 ULMUS PUMILA (SIBERIAN ELM)13"
8 ULMUS PUMILA (SIBERIAN ELM)16"
9 ULMUS PUMILA (SIBERIAN ELM)3"

SP
SP
SP

HAROLD WAY

KITTREDGE STREET

ALLSTON WAY

LIBRARY
PLAZA
BIKE RACK LOOPSAT PLAZACONCRETE PAVING WITHACCENT GRID SCORINGLINEAR SCORED CONCRETEACCENT PAVING30" HT. RAISED PLANTERW/ SPECIMEN ACCENT TREE36" HT. RAISED STORMWATERTREATMENT PLANTER CITY-APPROVED STREETTREES IN 4' x 8' TREE WELLS BUILT-IN PLANTERSAT ARCH. COLUMNS(30" HT., MATCHBLDG. FINISH)CONCRETE PAVINGW/ SCORING BIKE RACK LOOPUNDER OVERHANG

GARAGE ENTRY

PREFABRICATED BIORETENTIONPLANTERS ALONG BUILDING
BIKE RACK LOOPAT BLDG.

STEPS

SEATING DININGTABLES
BUILT-IN PLANTERS ENTRY RAMPS(30" HT., MATCH BLDG. FINISH) STEP
35' O.C.

PROPOSED STREET TREESIN 4'x8' TREE WELLS SEATING AREAS CONVERSATION SEATINGAREAS W/ ARTIFICIAL PEBBLESEATING FEATURES 36" HT. RAISED STORMWATERTREATMENT PLANTER

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L1 GROUND LEVEL

PRELIMINARY

LANDSCAPE PLAN
REFER TO SHEET L2 FOR ROOF DECK LANDSCAPE
REFER TO SHEET L3 FOR PLANT LIST AND IMAGES

BUILT-IN COUNTER W/(2) PROPANE GRILLSARCHITECTURAL OVERHEADSHADE ARBORCONVERSATION AREAS36" HT. BUILT-IN RAISEDSTORMWATER TREATMENTPLANTER ALONG PERIMETER 24" SQ. PAVERS ON PEDESTALS
24" HT. PREFABRICATEDFIBERGLASS PLANTERSCORNHOLE GAME24" SQ. PAVERSON PEDESTALS

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L2 EIGHTH FLOOR

PRELIMINARY

LANDSCAPE PLAN
REFER TO SHEET L3 FOR PLANT LIST AND IMAGES

PROPOSED PLANT MATERIAL LIST (ALL BUILDING LEVELS):

BOTANICAL NAMECOMMON NAMEMATURESIZEWUCOLSNATIVE COUNT TREES: SIZE(H'xW') WATER USE STREET TREE (CITY-APPROVED)SEE PLAN 24" BOX MEDNO 9
CERCIS OCCIDENTALIS (LOW-BRANCHING) WESTERN REDBUD 18'x18' 36" BOX LOWYES 6 SHRUBS:
*+CALYCANTHUS OCCIDENTALIS SPICE BUSH8'x5' 5 GA LOWYES 11 +ERIOGONUM ARBORESCENSBUCKWHEAT4'x4' 5 GA LOWYES 15
*+SALVIA CLEVE. 'WINNIFRED GILLMAN' CALIFORNIA BLUE SAGE 3'x5' 5 GA LOWYES 33 TEUCRIUM 'COMPACTA'DWARF GERMANDER 3'x3' 5 GA LOWNO 8
PERENNIALS / GRASSES:
* +ACHILLEA MILLEFOLIUM COMMON YARROW 1'x2' 1 GA LOWYES 86 ERIGERON GLAUCUSBEACH ASTER1'x2.5' 1 GA LOWYES 36
*FESTUCA CALIFORNICACALIFORNIA FESCUE 2'x3' 5 GA LOWYES 8 *JUNCUS PATENSCALIFORNIA GRAY RUSH 1.5'x3' 1 GA LOWYES 41 *MUHLENBERGIA RIGENSDEER GRASS4'x4' 5 GA LOWYES 14
+PENSTEMON HETEROPHYLLUS FOOTHILL PENSTEMON 3'x2' 1 GA LOWYES 44 POLLINATOR PLANTS NOTE: 64% OF PLANT PALETTE IS NATIVE POLLINATOR SPECIES (189 OF 296 SPECIMENS) + DENOTES PLANT SPECIES RECOMMENDED AS POLLINATOR PLANT IN NORTHERN CALIFORNIA * DENOTES PLANT SPECIES SELECTED FROM THE ALAMEDA COUNTY APPENDIX B STORMWATER MEASURES PLANT LIST

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L3 RECOMMENDED

PLANT LIST, SITE

AMENITY IMAGES

PROJECT PRIVATE USABLE LANDSCAPE OPEN SPACE

TOTAL AREALANDSCAPE AREA
·GROUND LEVEL4,481 SF 835 SF
·ROOF LEVEL2,742 SF 722 SF
--------------------------------------------------------- 7,223 SF 1,557 SF
CITY REQUIREMENT THAT LANDSCAPE AREA EQUALS 40% OF USABLE PRIVATE OPEN SPACE TOTAL AREA OF LANDSCAPE PROVIDED EQUALS 21.5% OF USABLE PRIVATE OPEN SPACE

PREFABRICATED PLANTERS

TOURNESOL 'WILSHIRE' COLLECTION
COLOR: BRONZE

BUILT-IN PLANTERS

BIKE RACKS

COLUMBIA CASCADE LOOP RACK

WITH GALVANIZED FINISH
GENERAL NOTES:

1. ALL PLANTING SHALL BE WATERED BY FULLY AUTOMATIC,
WATER-CONSERVING IRRIGATION SYSTEM.

2. ALL PLANTING AREAS, EXCEPT FOR STORMWATER TREATMENT PLANTERS, SHALL RECEIVE A 3" LAYER OF FIRBARK MULCH DRESSING.

3. STORMWATER TREATMENT PLANTERS SHALL RECEIVE A 2" DEEP LAYER OF 1-3/8"Ø DECORATIVE RIVER-WASHED GRAVEL.

PREFABRICATED BIORETENTION PLANTERS

TOURNESOL SITEWORKS FIBERGLASS

SPECIMEN ACCENT TREES IN RAISED PLANTERS

CERCIS OCCIDENTALIS (WESTERN REDBUD)

ARTIFICIAL FIBERGLASS PEBBLE FURNITURE (LARGE AND SMALL)

FROM NATURE WORKS, ENGLAND

HAROLD WAY

KITTREDGE STREET

ALLSTON WAY

LIBRARY
PLAZA
STEPS

IRRIGATION MAINLINE STUB UPFOR REAR STORMWATER PLANTERS

IRRIGATION MAINLINE STUB TOROOF COURTYARD PLANTERS

IRRIGATION MAINLINE STUBFOR PLAZA PLANTERS ANDSTREET TREES ONHAROLD WAY

IRRIGATION MAINLINE STUB TOPLAZA PLANTERSIRRIGATION MAINLINE EXTENDSBELOW GRADE IN GARAGE

IRRIGATION BACKFLOW, FLOWSENSOR AND MASTER VALVEASSEMBLY IN PLANTER DRIP APPLICATION FOR PLANTERAREAS; SEPARATE IRRIGATIONCIRCUIT OF BUBBLERS AT TREES IRRIGATION WATER SUPPLYCONNECTION AND METER TO BECOORDINATION W/ CIVIL ENGINEER

DRIP APPLICATION FORPLANTER AREAS
S

IRRIGATION SOLAR SENSORLOCATION TO BEDETERMINEDIRRIGATION CONTROLLERLOCATION TO BEDETERMINED STEPS
STEPS

STEP STEPS

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L4 GROUND LEVEL

PRELIMINARY

IRRIGATION PLAN
REFER TO SHEET L5 FOR ROOF DECK IRRIGATION
REFER TO SHEET L6 FOR IRRIGATION NOTES AND DETAILS
IRRIGATION APPLICATION NOTE:

ALL IRRIGATION APPLICATION TO BE DRIP EMITTERS FOR
PLANTERS, WITH BUBBLER IRRIGATION FOR TREES. (TYPICAL)
GRAPHIC NOTE:

IRRIGATION PLAN IS A SCHEMATIC REPRESENTATION OF THE DESIGN. ALL

IRRIGATION PIPES AND VALVES SHOWN IN PAVING AREAS SHALL BE

INSTALLED IN ADJACENT PLANTERS ALONG BACK OF PAVING AS SITE CONSTRAINTS ALLOW. SLEEVE LOCATIONS ARE SHOWN RELATIVE TO RELATED SITE PAVING LOCATIONS.

PRELIMINARY IRRIGATION LEGEND:

CONTROLLER

WIRELESS SOLAR-SYNC SENSOR
OPEN MASTER CONTROL VALVE. FLOW SENSOR SHALL

BE WIRED TO CONTROLLER

REDUCED PRESSURE BACKFLOW PREVENTER ASSEMBLY

BALL VALVE

MAIN LINE
S

ROOF COURTYARD IRRIGATIONTO EXTEND FROM MAINLINESTUB-UP IN RAISED PLANTER

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L5 EIGHTH FLOOR

PRELIMINARY

IRRIGATION PLAN
IRRIGATION APPLICATION NOTE:

ALL IRRIGATION APPLICATION TO BE DRIP EMITTERS FOR
PLANTERS, WITH BUBBLER IRRIGATION FOR TREES. (TYPICAL)
REFER TO SHEET L6 FOR IRRIGATION NOTES AND DETAILS
GRAPHIC NOTE:

IRRIGATION PLAN IS A SCHEMATIC REPRESENTATION OF THE DESIGN. ALL

IRRIGATION PIPES AND VALVES SHOWN IN PAVING AREAS SHALL BE

INSTALLED IN ADJACENT PLANTERS ALONG BACK OF PAVING AS SITE CONSTRAINTS ALLOW. SLEEVE LOCATIONS ARE SHOWN RELATIVE TO RELATED SITE PAVING LOCATIONS.

BERKELEY PLAZA
2065 KITTREDGE STREET

BERKELEY, CALIFORNIA
RW Stover & Associates, Inc.

Landscape Architecture
Ph: 925.933.2583
1620 North Main Street, Suite 4
Walnut Creek, CA 94596
L6 IRRIGATION

NOTES AND

DETAILS
IRRIGATION NOTES:

GENERAL NOTES: DO NOT WILLFULLY INSTALL THE IRRIGATION SYSTEM AS SHOWN ON THE DRAWINGS WHEN IT IS OBVIOUS IN

THE FIELD THAT OBSTRUCTIONS, GRADE DIFFERENCES OR DIFFERENCES IN AREA DIMENSIONS EXIST THAT MIGHT NOT HAVE BEEN CONSIDERED IN THE DESIGN OF THE SYSTEM. SUCH OBSTRUCTIONS OR DIFFERENCES SHOULD BE BROUGHT TO THE ATTENTION OF THE LANDSCAPE ARCHITECT. NOTIFY LANDSCAPE ARCHITECT OF ANY ASPECTS OF LAYOUT, WHICH WILL PROVIDE

INCOMPLETE OR INSUFFICIENT WATER COVERAGE OF PLANT MATERIAL AND DO NOT PROCEED UNTIL THE INSTRUCTIONS ARE OBTAINED. IN THE EVENT THIS NOTIFICATION IS NOT PERFORMED, THE IRRIGATION CONTRACTOR SHALL ASSUME FULL RESPONSIBILITY FOR ANY REVISIONS NECESSARY. IT IS THE RESPONSIBILITY OF THE IRRIGATION CONTRACTOR TO FAMILIARIZE HIMSELF WITH ALL THE GRADE DIFFERENCES, LOCATION OF WALKS, RETAINING WALLS, ETC. PRIOR TO CONSTRUCTIONS. IT

SHALL BE THE CONTRACTOR'S RESPONSIBILITY TO PROTECT IN PLACE (BY ALL MEANS NECESSARY) ALL EXISTING UTILITIES UNLESS OTHERWISE SPECIFIED ON THE PANS. CITY STANDARD DRAWINGS, SPECIFICATIONS, SPECIFIC NOTES & DETAIL DRAWINGS AND THE SOILS REPORT TAKE PRECEDENCE OVER GENERAL DRAWINGS AND PLANS UNLESS OTHERWISE DIRECTED.

ANY DEVIATION FROM APPROVED PLANS DURING CONSTRUCTION WILL REQUIRE 48 HOURS PRIOR NOTICE TO THE LANDSCAPE ARCHITECT. AT LEAST ONE SET OF PLANS SHALL BE ON THE SITE AT ALL TIMES FOR INSPECTION. IRRIGATION CONTRACTOR SHALL COMPLY WITH ALL STATE, COUNTY AND CITY LAWS AND ORDINANCES; AND REGULATIONS OF THE DEPARTMENT OF INDUSTRIAL RELATIONS, O.S.H.A. AND INDUSTRIAL ACCIDENT COMMISSION RELATING TO THE SAFETY AND CHARACTER OF WORK, EQUIPMENT AND LABOR PERSONNEL. THE IRRIGATION CONSULTANT ASSUMES NO RESPONSIBILITY BEYOND THE ADEQUACY OF THE DESIGN CONTAINED HEREIN.

DRAWINGS: DUE TO THE SCALE OF DRAWINGS, IT IS NOT POSSIBLE TO INDICATE ALL OFFSETS, FITTINGS, SLEEVES, ETC., WHICH MAY BE REQUIRED. THE CONTRACTOR SHALL ALSO CAREFULLY INVESTIGATE THE STRUCTURAL AND FINISHED CONDITIONS AFFECTING ALL OF HIS WORK, PLAN HIS WORK ACCORDINGLY AND FURNISH SUCH FITTINGS, ETC. AS MAY BE NECESSARY TO MEET SUCH CONDITIONS. DRAWINGS ARE GENERALLY DIAGRAMMATIC AND INDICATIVE OF THE WORK TO BE INSTALLED. THE

WORK SHALL BE INSTALLED IN SUCH A MANNER AS TO AVOID CONFLICTS BETWEEN IRRIGATION SYSTEM, PLANTING AND ARCHITECTURAL FEATURES. ALL PIPING, VALVES, ETC. SHOWN WITHIN PAVED AREAS ARE FOR DESIGN CLARIFICATION ONLY AND SHALL BE INSTALLED IN PLANTING AREAS WHERE POSSIBLE.

CONTROLLER: IRRIGATION CONTRACTOR IS TO PROGRAM TIMING OF STATIONS ON CONTROLLER TO IRRIGATE IN THE MOST EFFICIENT, WATER CONSERVING MANNER POSSIBLE. IT IS THE RESPONSIBILITY OF THE LANDSCAPE MAINTENANCE CONTRACTOR

AND/OR THE OWNER TO PROGRAM THE IRRIGATION CONTROLLERS TO PROVIDE THE MINIMUM AMOUNT OF WATER NEEDED TO SUSTAIN PROPER PLANT HEALTH. THIS INCLUDES MAKING ADJUSTMENTS TO THE PROGRAM FOR SEASONAL WEATHER CHANGES, PLANT MATERIAL NEEDS, WATER REQUIREMENTS, CHANGES IN ELEVATION, SUN, SHADE AND WIND EXPOSURES. CONTRACTOR SHALL ASSUME RESPONSIBILITY FOR ANY DAMAGE, EROSION, PUDDLING, ETC. DUE TO IMPROPER PROGRAMMING. ELECTRICAL CONTRACTOR TO SUPPLY 120-VOLT A.C. (2.5 AMP) SERVICE & DISCONNECT, JUNCTION BOX AND CONDUIT, AS NECESSARY, TO CONTROLLER LOCATION. IRRIGATION CONTRACTOR TO MAKE FINAL CONNECTION FROM ELECTRICAL STUB-OUT TO CONTROLLER.

INSTALL NEW 9-VOLT DURACELL BATTERY(S) IN EACH CONTROLLER (IF REQUIRED) TO RETAIN PROGRAM IN MEMORY DURING TEMPORARY POWER FAILURES. CONTROLLER SHALL HAVE GROUND WIRE AS PER MANUFACTURER'S INSTRUCTIONS.

VALVES: BACKFLOW DEVICE, ISOLATION AND CONTROL VALVE LOCATIONS SHOWN ARE DIAGRAMMATIC. INSTALL IN

GROUNDCOVER / SHRUB AREAS AT THE EDGES OF THE PLANTING AREAS SO AS TO NOT INTERFERE WITH PLANT HOLE EXCAVATION. INSTALL VALVE BOXES 12 INCHES FROM AND PERPENDICULAR TO: WALKS, CURBS, ETC. AND EACH BOX SHALL BE 12 INCHES APART. THE SHORT SIDE OF VALVE BOX SHALL BE PARALLEL TO WALK, CURB, ETC. INSTALL (1) VALVE PER RECTANGULAR BOX INLINE WITH THE LENGTH OF THE BOX. LOCATE QUICK COUPLING VALVES 2 INCHES FROM HARDSCAPE AREA.

WIRING: CONTROL WIRES SHALL BE U.L. APPROVED FOR DIRECT BURIAL IN GROUND, COPPER SIZE #14-1. COMMON GROUND WIRE SHALL HAVE WHITE INSULATION JACKET. CONTROL WIRE SHALL HAVE INSULATION JACKET OF COLOR OTHER THAN WHITE.

SPLICING SHALL BE DONE WITH 3M #3570 SCOTCHLOK SEAL PACKS. SPLICING OF 24-VOLT WIRES WILL NOT BE PERMITTED EXCEPT IN VALVE BOXES. LEAVE A 24 INCH COIL OF EXCEL WIRE AT EACH SPLICE AND AT 100 FEET ON CENTER ALONG WIRE RUN. TAPE WIRE IN BUNDLES AT 10 FEET ON CENTER. NO TAPING PERMITTED IN SLEEVES. INSTALL A CONTROL WIRE FOR EACH EXTRA STATION LEFT ON THE CONTROLLER AND A SPARE CONTROL WIRE OF A DIFFERENT COLOR ALONG THE ENTIRE MAIN LINE. LOOP 24 INCHES OF EXCESS WIRE INTO EACH SINGLE VALVE BOX AND INTO ONE VALVE BOX IN EACH GROUP OF VALVES.

ON-GRADE DRIP LINE SYSTEM: ALL DRIP LINE TO BE SET ON GRADE IN PARALLEL ROWS AS REQUIRED TO PROVIDE COMPLETE COVERAGE OF GROUND COVER AREAS AS WELL AS SHRUB PLANTING. EMITTERS PROVIDE 0.90 GALLONS PER HOUR FLOW (APPROXIMATELY 1.0 GALLON PER 100 LINEAR FEET OF DRIP LINE). DESIGN LIMITS RECOMMEND NOT EXCEEDING 200 FEET OF TUBING FOR ANY SINGLE LENGTH. STAKE TUBING TO GRADE WITH GALVANIZED TIE-DOWN STAKES AT 3 FT. (MAX.) SPACING.

PROVIDE XF DRIPLINE INSERT FITTINGS FOR ALL CONNECTIONS. PROVIDE REMOVABLE THREADED END CAPS AT THE TERMINUS OF EACH DRIP LINE LENGTH FOR EASY FLUSHING OF SYSTEM.

PIPING/TRENCHING: INSTALL MAIN LINE PIPING WITH CONCRETE THRUST BLOCKS AS PER MANUFACTURER'S RECOMMENDATION.

MAIN AND LATERAL LINES SHALL BE SURROUNDED WITH A MINIMUM OF 2" OF SAND OR ROCK FREE SOIL. PIPE SEALANT COMPOUND SHALL BE RECTOR SEAL T+2, PERMATEX 51 OR LASCO #905305. PRESSURE THE MAIN LINE @ 150 PSI FOR 2 HOURS AND THE LATERAL LINES @ 100 PSI FOR 2 HOURS, WHERE IT IS NECESSARY TO EXCAVATE ADJACENT TO EXISTING TREES, THE CONTRACTOR SHALL USE ALL POSSIBLE CARE TO AVOID INJURY TO TREES, AND TREE ROOT SYSTEMS. EXCAVATION IN AREA WHERE TWO (2) INCH AND LARGER ROOTS EXIST SHALL BE DONE BY HAND. CUT ROOTS ONE (1) INCH AND LARGER IN DIAMETER SHALL BE PAINTED WITH TWO COATS OF TREE SEAL, OR EQUAL. TRENCHES ADJACENT TO TREES SHOULD BE CLOSED WITHIN TWENTY-FOUR (24) HOURS; AND WHERE THIS IS NOT POSSIBLE, THE SIDE OF THE TRENCH ADJACENT TO THE TREE SHALL BE KEPT SHADED WITH WET BURLAP OR CANVAS.

SLEEVES: THE IRRIGATION CONTRACTOR SHALL COORDINATE WITH THE GENERAL CONTRACTOR AND OTHER SUBCONTRACTORS

FOR THE LOCATION AND THE INSTALLATION OF SLEEVES, CONDUIT OR PIPE THROUGH WALLS, UNDER ROADWAYS, PAVING, STRUCTURES, ETC. PRIOR TO CONSTRUCTION. IN ADDITION TO THE SLEEVES AND CONDUITS SHOWN ON THE DRAWINGS, THE

IRRIGATION CONTRACTOR SHALL BE RESPONSIBLE FOR THE COORDINATION AND/OR INSTALLATION OF SLEEVES AND CONDUITS OF SUFFICIENT SIZE UNDER ALL PAVED AREAS.

IRRIGATION SYSTEM: THE IRRIGATION SYSTEM IN CURRENTLY POTABLE, SET UP FOR POSSIBLE RETROFIT TO RECYCLED WATER SOURCE IN FUTURE. DESIGN IS BASED ON A MINIMUM OPERATING PRESSURE (PSI) AND A FLOW DEMAND (GPM) AS NOTED ON PLAN. THE IRRIGATION CONTRACTOR SHALL VERIFY WATER PRESSURE PRIOR TO CONSTRUCTION. REPORT ANY DIFFERENCE

BETWEEN THE WATER PRESSURE INDICATED ON THE DRAWINGS AND THE ACTUAL PRESSURE READING AT THE IRRIGATION POINT-OF CONNECTION TO THE LANDSCAPE ARCHITECT. FAILURE TO DO SO WILL RESULT IN THE CONTRACTOR BEING RESPONSIBLE FOR ANY NECESSARY CHANGES DUE TO THIS DIFFERENCE.

GUARANTEE: ALL CONSTRUCTION, PARTS AND PRODUCTS BY THE LANDSCAPE CONTRACTOR AND/OR HIS SUBCONTRACTORS SHALL BE GUARANTEED FOR ONE (1) FULL YEAR AFTER THE BEGINNING OF THE MAINTENANCE PERIOD. THE CONTRACTOR SHALL

REPLACE (AT NO EXPENSE TO THE OWNER) ANY AND ALL IRRIGATION PRODUCTS THAT ARE IN AN UNACCEPTABLE CONDITION FOR THE TIME OF USE. REPLACEMENT OF ANY ITEMS SHALL MATCH ORIGINAL DESCRIPTION OF ITEM(S) ON CONSTRUCTION PLANS AND SHALL BE INSTALLED PER SPECIFICATION. THE CONTRACTOR SHALL NOT BE HELD LIABLE FOR LOSS OF IRRIGATION PARTS

OR PRODUCTS DUE TO VANDALISM, ACCIDENTAL CAUSES, OR ACTS OF NEGLECT BY OTHERS THAN THE CONTRACTOR, HIS AGENTS OR EMPLOYEES.

DO NOT BID, ORDER MATERIALS OR INSTALL ANY OR ALL OF SYSTEM BEFORE READING THE IRRIGATION NOTES IN THEIR ENTIRETY. THE CONTRACTOR SHALL ASSUME FULL RESPONSIBILITY FOR ALL CHANGES, REVISIONS AND OR ADDITIONS TO SYSTEM DUE TO FAILURE TO DO SO.

XFD ON-SURFACE DRIPLINE FLUSH POINT

WITH EASY FIT COMPRESSION FITTINGS

XFD ON-SURFACE DRIPLINE

QUICK LAYOUT
XFCV Dripline Maximum Lateral Lengths
(Feet)
Inlet Pressure psi
12" Spacing 18" Spacing
Nominal Flow (gph) Nominal Flow (gph)

0.6 0.9 0.6 0.9
20192 136 254 215
30289 205 402 337
40350 248 498 416
50397 281 573 477
60436 309 637 529

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

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Liam Garland, Director, Department of Public Works Subject: Audit Status Report: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress towards the Year 2020 Zero Waste Goal

INTRODUCTION
The Office of the City Auditor presented a July 1, 2014 Report to the City Council:

Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress towards the Year 2020 Zero Waste Goal1 (Audit Report). The City Auditor conducted the Audit Report at the Public Works Director’s request to assess Zero Waste Division’s progress towards the Year 2020 Zero Waste Goal. This is the fifth and final status report on the efforts made to implement the Audit Report’s recommendations, which are slated for no further follow-up action as recommended by the City Auditor for all audits more than five years old.

CURRENT SITUATION AND ITS EFFECTS
The Audit Report noted fifteen (15) recommendations for the Public Works Department (PWD) and its Zero Waste Division (ZWD) to review, implement and report to Council.

The first set of seven (7) recommendations was related to zero waste goals and ZWD’s operational components, and the second set of eight (8) recommendations focused on collaborating with the Department of Information Technology (IT) to utilize technology to interface with Zero Waste routes, staff, and the customers.

Since the January 15, 2020 update on this Audit Report, Public Works has made additional progress on the implementation of recommendations. At the time of this report, the Auditor’s Office verified three (3) of the recommendations as implemented and dropped the remaining twelve (12) recommendations.

BACKGROUND
Public Works’ Zero Waste Division is responsible for the collection of residential material, including refuse, recycling, and composting; collection and processing of commercial material, including refuse, recycling, and composting; off-site hauling and 1 https://www.cityofberkeley.info/uploadedFiles/Auditor/Level_3_- _General/A%202_RPT_Zero%20Waste_Final.pdf

Audit Status Report -- Underfunded Mandate: Resources, Strategic Plan, INFORMATION CALENDAR and Communication Needed to Continue Progress November 3, 2022 Toward the Year 2020 Zero Waste Goal

composting of green/food waste for all customers; off-site hauling, sorting, and marketing of construction and demolition debris for all customers; and manages contracts related to the above work.

On March 22, 2015, the Berkeley City Council adopted Zero Waste Resolution No. 62,849-N.S. setting a goal of zero waste sent to landfills by the year 2020. The Resolution does not define a specific zero waste percentage expectation for Berkeley, but the language used therein suggests diversion of 100% of waste from landfills.

In its October 17, 2017 presentation to the City Council, the Zero Waste Commission recommended attaining the City’s Zero Waste goal requires redefining the Zero Waste Goal and issuing a Request for Proposal (RFP) for a Zero Waste Management Strategic Plan. The City Council approved this recommendation.

On April 28, 2022, the City released the RFP, seeking qualified firms for the development and completion of an Integrated Zero Waste Management Strategic Plan (Plan) to provide methodologies and guidance for the City’s Zero Waste Division’s operation, personnel, program, and financial requirements to meet the City’s Climate Action Plan and Zero Waste goals. The Plan’s development will include robust public participation and outreach, along with City Council and staff input on both the draft and final Plan. City Council approved an item at the October 8, 2022 meeting to enter into a contract with the selected consultant for the Plan’s development.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The increased diversion of compostable and recyclable materials is an essential part of the City’s Zero Waste Goal as described in the City’s 2009 Climate Action Plan.

POSSIBLE FUTURE ACTION
Public Works’ Zero Waste Division and the Zero Waste Commission will continue to take timely and focused action(s) to address outstanding and partially implemented recommendations.

FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
The Integrated Zero Waste Management Strategic Plan has an approved budget of $500,000. The AMCS financial software platform and associated professional services are budgeted for $1.3 million for the first five years. There may be additional financial impacts to complete the remaining Audit findings.

CONTACT PERSON
Greg Apa, Solid Waste & Recycling Manager (510) 981-6359 Attachment:

1. Audit Findings and Recommendations Response Form

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findings and Recommendations Lead Dept. Agree, Partially Agree, or Do Not Agree and Corrective Action Plan
Expected or Actual
Implementation
Date
Status of Outstanding Audit Recommendations and
Implementation Progress Summary
Finding 1: Insufficient data and resources (for planning, strategy, or execution) dedicated to Berkeley’s zero waste by 2020 resolution

1.1 Request the City Council
to redefine and then
reaffirm its commitment
to zero waste (i.e., the
percentage that the
Council considers to be
success), and to ensure
sufficient resources to
fund appropriate
staffing and the
necessary infrastructure
to achieve stated goals
by 2020.

Public
Works
Agree
This is consistent with the strategic
approach the Public Works
Department has taken to correct
operational deficiencies and create
an organization more capable of
continuing the work to reach the
City’s zero waste goal.

The Department is poised to
undertake an open search for a new
ZWD Manager whose input,
perspective, and anticipated
professional expertise will be
essential in analyzing the resources
necessary to achieve the goal and
drafting suitable recommendations
to Council.

June 2015
June 2019
June 2019
December 2019
November 2020
July 2023
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
The Zero Waste Commission submitted to the City Council its recommendation for the City to develop an RFP to: 1) develop a Zero Waste Strategic Plan (Plan) to delineate terminology, 2) define and clarify what the City’s Zero Waste Goal will be, and 3) develop plan for the Public Works - Zero Waste Division to implement to attain that goal. The City Council concurred with this recommendation which was an item on its October 17, 2017 Action Calendar for the Zero Waste Division to develop the RFP for the development of the Plan.
6/04,2018 Update:

Not Implemented
The RFP is in development and should be released to solicit proposals to be submitted during the second quarter FY2019.

March 12, 2019
Partially Implemented
ZWD has developed an RFP to: 1) develop a Zero Waste Strategic Plan (Plan) to delineate terminology, 2) define and clarify what the City’s Zero Waste Goal will be, and 3) develop plan for the Public Works - Zero Waste Division to implement to attain that goal. The RFP is in administrative review.

March 24, 2020 Update
Partially Implemented
At the September 17, 2019 City Council Work Session, Public and its consultant presented the proposed 5-year Rate Review that includes additional staffing for implementation and compliance with State and StopWaste.org mandatory recycling and food waste. The Council provided input on the Rate Review is in review and adjusted Rates with be presented to the City Council mid-2020.

November 13, 2022 Update
Dropped
Revised 5-year Rate Schedules presented at the December 7, 2021 City Council Work Session. Council consented to moving forward with Proposition 218 process to approve Rates as proposed. In January

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
2022, The City Agenda Committee placed the revised 5-year rate schedules on pause.

1.2 Draft and obtain Council
approval of a written
strategic plan to achieve
zero waste by 2020,
including annual or
biennial interim waste
diversion goals.

Topics that the
strategic plan should
discuss include:
 Objectives and long-
term and interim
goals
 Actions to be taken
 Responsible parties
 Expected cost and
impact of
implementation
 Performance
measures
 External factors
affecting
performance and
progress
Public
Works
Agree
The Public Works Department has
taken a strategic approach to solving
the structural deficit and making
progress toward our Zero Waste
goal. The Department improved the
efficiency of operations, followed
the strategies in the Climate Action
Plan, is currently completing a
commercial franchise study, and in
May 2014 completed a Prop 218-
compliant rate increase. PW will
continue to focus on maintaining
efficient operations, high quality
customer service, and improvements
to waste diversion efforts.

The Department will take the next
step toward zero waste by
reassessing the current situation, and
developing a strategic plan intended
to guide the Department through the
increasingly difficult path to zero
waste. Part of this process requires
evaluating the existing Transfer
Station infrastructure, along with
what might be required to reach the
Zero Waste goal as defined.

The strategic plan will be flexible so
that annual work plans can be
designed to address changing
conditions.

Public Works will build upon relevant
June 2015
June 2019
June 2019
December 2019
May 2021
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
The City’s Solid Waste Management Plan (1998) and Source Reduction and Recycling Element (1992) are the City’s most recent documents guiding the City’s actions toward the goal of zero waste.

Although the City’s Solid Waste Management Plan Update (2005) wasn’t formerly adopted by the City, it was designed to achieve the 2010 goal of reaching 75% diversion. The City is currently achieving 76% diversion based on FY2015 information.

The Zero Waste Commission and the City Auditor each concluded independently that a comprehensive, written strategic plan that clearly defines roles and responsibilities and assigns sufficient resources is needed to guide the City towards the goal of achieving zero waste. The Zero Waste Commission recommended and the City Council concurred at its October 17, 2017 Action Calendar concurred with Zero Waste Commission’s recommendation for Public Works’ Zero Waste Division to develop an RFP to: develop a Zero Waste Strategic Plan to delineate terminology, define and clarify what the City’s Zero Waste Goal will be, and develop plan to attain the defined Strategic Plan’s Zero Waste Goal.
6/04,2018 Update:

Not Implemented
These issues will be included in the development of RFP that will be advertised for proposals the second quarter FY2019.

March 12, 2019
Partially Implemented
ZWD has developed an RFP to: 1) develop a Zero Waste Strategic Plan (Plan) to delineate terminology, 2) define and clarify what the City’s Zero Waste Goal will be, and 3) develop plan for the Public Works - Zero Waste Division to implement to attain that goal. The RFP is in administrative review.

March 24, 2020 Update
Partially Implemented
With installation and implementation of the Zero Waste Division’s management software (vendor is AMCS and projected to be

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
content in the 2005 Solid Waste
Management Plan, the 2009 Climate
Action Plan, and incorporate input
from the Zero Waste Commission.

August 2024
completed late 2020), the City can assure Strategic Plan proposes that customers information is accurate and verifiable (FUND$ cannot).

Then the RFP for a Zero Waste Strategic Plan will then be issued and this Plan will develop strategies to attain the City’s zero waste goal.

RFP for Integrated Zero Waste Management Strategic Plan released November 13, 2022 Update
Dropped
The AMCS software financial platform will not be fully implemented until July 2024. An RFP for an Integrated Zero Waste Management Strategic Plan (Plan) was released April 28, 2022. An October 8, 2022 City Council Consent Item was submitted for award of contract for development of the Plan to the selected consultant. The implementation of the AMCS platform and the Plan development will be conducted and coordinated in unison.

1.3 Prepare detailed
annual work plans
that contain:
 Objectives
 Annual/biennial
(short-term) goals
 Actions to be taken
 Budget
allocated for the
actions
 Timeline for
completion
 Lead staff responsible
for task completion
 Full-time
equivalent
employees
assigned to the
tasks
 Performance
measures
Public
Works
Agree
Public Works will continue to
prepare its annual work plan under
the direction of the City Manager, in
coordination and consistent with
other Department work plans.

Goals, objectives, and actions for
the Zero Waste program will be
organized and managed by the Zero
Waste Manager.

June 2019
December 2019
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
The Zero Waste Commission submitted to the City Council its recommendation for the City to develop an RFP to: 1) develop a Zero Waste Strategic Plan (Plan) to delineate terminology, 2) define and clarify what the City’s Zero Waste Goal will be, and 3) develop plan for the Public Works - Zero Waste Division to implement to attain that goal. The City Council concurred with this recommendation which was an item on its October 17, 2017 Action Calendar for the Zero Waste Division to develop the RFP for the development of the Plan.

With a third-party firm in-place, the Plan development will proceed with all stakeholders’ input solicited, reviewed and included. With approved by both the Zero Waste Commission and City Council, a fully vetted and approved Zero Waste Strategic Plan will provide Public Works a detailed road map to attain a Zero Waste goal. With these elements agree to then annual/biennial goals, budget allocations, timelines for completion, employees’ assigned task and performance measures will be concisely identified and assigned to meet the Zero Waste goal.

March 12, 2019
Partially implemented
ZWD is drafting an RFP for a Zero Waste Strategic plan to guide the

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
May 2022
August 2024
City’s policy and decision making and paths of implementation to the goal of Zero Waste. IT and ZWD are in the process of selecting a vendor to implement an entirely new ZW software solution that includes routing, billing and work orders. ZW meets weekly with key PW staff to ensure division objectives and action items are prioritized and budgeted for. With the first reading and passing of the Single Use Foodware and Litter Reduction Ordinance on January 22, 2019, ZWD is working closely with PW Fiscal and Admin division to budget for adequate staffing for this new responsibility. ZWD anticipates completion of a Feasibility Study to replace the existing Transfer Station by mid-2019. ZWD primary objectives are in accordance with the Citywide Strategic Plan. Once the new ZW software system is in place and the Strategic Plan has been completed, a more accurate work plan could be created that would include performance measures.

March 24, 2020 Update
Partially Implemented
With installation and implementation of the Zero Waste Division’s management software (vendor is AMCS and projected to be completed late 2020), the City can assure Strategic Plan proposes that customers information is accurate and verifiable (FUND$ cannot). With completion of this step, the City can issue an RFP for a new user-friendly routing system.

With a new Routing system, reliable, verifiable and accurate performance metrics can be developed. The cost of these systems and additional staffing required have been included in projected budgets.

November 13, 2022 Update
Dropped
The AMCS software financial platform will not be fully implemented until July 2024. An RFP for an Integrated Zero Waste Management Strategic Plan (Plan) was released April 28, 2022. An October 8, 2022 City Council Consent Item was submitted for award of contract for development of the Plan to the selected consultant. The implementation of the AMCS platform and the Plan development will be conducted and coordinated in unison.

1.4 Regularly communicate
zero waste goals and
achievements to City
staff and the Council, and
offer training to staff on
how they can help
Public
Works
Agree
Prepare an annual report to Council,
highlighting progress toward
strategic plan and work plan goals to
achieve zero waste in Berkeley.

December 2019
5/09/2017 Status: not submitted
January 23, 2018 Update:

Partially Implemented
With the newly re-staffed ZWC and new management at Zero Waste Division and once the Strategic Plan is completed and as part of the Strategic Plan, the Work Plan with goals, budget, timelines, FTEs and measurements will be developed. Then, Public Works will initiate

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
Berkeley achieve zero
waste. This includes
sharing strategic and
annual work plan goals
and regular updates
regarding progress and
completion.

November 2021
November 2021
August 2024
annual reporting to Council. Nonetheless progress has been made, such as: the ZWD has undertaken a City Facilities Greening Project to ensure that all City-owned facilities have the appropriate containers with signage for trash, recyclables (bottles/cans and fiber), and organics; and that City staff receive training on the acceptable materials to place in each container type. The recent, May through September 2017, renovation of 1947 Center Street is being used as a pilot for this Project.

In celebration of Earth Day 2017, the ZWD hosted a Zero Waste Earth Day Fair for City employees to get answers to all of their recycling- related questions, play games, enjoy zero waste snacks, and talk trash with ZWD staff. This event was attended by more than 100 City employees.

March 12, 2019
Partially Implemented
City staff have been encouraged to participate in the visioning sessions for the Transfer Station Redesign January 16, 17, and 18, 2019. Also, ZWD has developed an RFP to: 1) develop a Zero Waste Strategic Plan (Plan) to delineate terminology, 2) define and clarify what the City’s Zero Waste Goal will be, and 3) develop plan for the Public Works - Zero Waste Division to implement to attain that goal.

The RFP is in administrative review. Once the strategic plan is completed, it will be shared with City staff.

March 24, 2020 Update
Partially Implemented
At the Council’s Work Sessions for Rate Review (September 17, 2019) and Solid Waste & Recycling Transfer Station Feasibility Study (November 5, 2019), PW informed Council of the need for additional RFPs, staffing, funding and facility requirements to meet the City’s zero waste goal.

November 13, 2022 Update
Dropped
Revised 5-year Rate Schedules was presented at the December 7, 2021 City Council Work Session. Council consented to moving forward with Proposition 218 process for property owner consent of the revised Rates as proposed. These Revised Schedules included additional costs for: 1) Ecology and CCC contracts ($85 mil over 10 years, sole sourced per Council direction); staffing for AB 341 & 1826 (commercial recycling), SB1383 (organic recycling) and Single Use

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
Disposal Foodware and Litter Reduction Ordinance compliance; and CEQA compliance work for Transfer Station Replacement Concepts A and B. In January 2022, The City Agenda Committee placed the revised 5-year rate schedules on pause.

1.5 Determine if additional
funds are needed for the
education, outreach,
compliance, and
enforcement necessary
to reach zero waste
goals. If sufficient funds
are not available,
propose to Council a
separate fee to cover
those costs for the City’s
zero- waste program,
such as a regulatory fee
as allowed under
Proposition 218.

Public
Works
Agree
The Public Works Strategic Plan
process will evaluate and identify the
necessary resources, and if funding is
insufficient, a recommendation will
be made to consider an Integrated
Waste Management Fee or other
appropriate mechanism to fund
additional staffing and/or outreach
needs.

December 2019
5/09/2017 Status: not submitted
January 23, 2018 Update:

Partially Implemented
Since September 2016, Public Works has hired the Zero Waste Division’s Solid Waste & Recycling Manager, Greg Apa, and Recycling Program Manager, Heidi Obermeit, who have 29 and 10 years, respectively, of solid waste industry experience. With their extensive background in the solid waste industry, they are in the process of reviewing, assessing and addressing Zero Waste’s current efforts to educate and as needed the expansion of educational outreach to the community members and commercial businesses, both existing and new. Outreach educational materials are somewhat dated and these materials may be updated and customized as required with more current graphics and narratives.

In addition, the ZWD has hired a Field Service Representative who assists ZWD’s education and compliance efforts with all community members and businesses.

In 2018, the current Council approved rate structure will require an updated rate study including the cost of increased educational outreach and training for handling of recyclable materials to ensure a sustainable rate structure to achieve the zero waste goals that the Council has set for Public Waste and Zero Waste Division.

March 12, 2019
Partially Implemented
Public Works has determined through internal budget process that Zero Waste needs two additional full-time staff members to oversee the education, outreach, compliance, and enforcement necessary to reach zero-waste goals. The Zero Waste Division will be determining additional funding beyond staffing needed to increase education, outreach, compliance, and enforcement during the strategic planning process. The RFP for the strategic plan process is currently under administrative review. This process will also identify if the current levels of fees can cover the costs of the City’s Zero Waste program or if Public Works will need to assess additional fees.

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
November 2021
July 2023
March 24, 2020
Partially Implemented
July 2019, City Council approved the hiring two additional full-time staff members to oversee the education, outreach, compliance, and enforcement necessary to reach zero waste goals. At a September 17, 2019 City Council Work Session on the current Rate Review Study, Council provided Public Works and its consultant direction to provide ongoing and additional services to be funded by the Zero Waste Fund.

An update of the Rate Review Study will be scheduled with the City Council mid-2020.

November 13, 2022 Update
Dropped
Revised 5-year Rate Schedules was presented at the December 7, 2021 City Council Work Session. Council consented to moving forward with Proposition 218 process for property owner consent of the revised Rates as proposed. These Revised Schedules included additional costs for: 1) Ecology and CCC contracts ($85 mil over 10 years, sole sourced per Council direction); staffing for AB 341 & 1826, SB1383 and Single Use Disposal Plastic and Litter Reduction Ordinance compliance; and CEQA compliance work for Transfer Station Replacement Concepts A and B. In January 2022, The City Agenda Committee placed the revised 5-year rate schedules on pause.

1.6 Update the City’s Zero
Waste website to
include easily accessible
information regarding:
 How and where
to recycle
materials that are
not accepted in
curbside
collection.
 What can be brought
to the transfer
station and materials
recovery facility.

Public
Works
Agree October 2016 5/09/2017 Status: not submitted
January 23, 2018 Update:

Implemented
With the hiring of the Recycle Program Manager, ZWD is continuously streamlining and updating the City’s and ZWD’s website to include:
guidelines to recycle plant debris and food waste; information on the mandatory recycling requirements for businesses and multi-family properties in Alameda County; and links to other recycling resources in the area. Further, the ZWD has made available guidelines to help designers of multifamily, commercial, and mixed-use buildings plan for recycling collection when designing new buildings or renovations.

In conjunction with the City’s Public Information Officer, the ZWD has distributed press releases to educate the general public about the appropriate material to place in their refuse, recycling and green compost carts, extra pick-up bags, proper cart placement.

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
 Zero waste goals
and progress toward
those goals.

StopWaste.org is a good
example and has
resources that Berkeley
can direct customers to
use.

Updates should be
made as changes are
made to the list of
materials accepted
through each waste
stream.

1.7 Engage in discussions
with the California
Department of Resources
Recycling and Recovery
to obtain permission to
collect garbage biweekly
instead of weekly while
maintaining weekly
collection of
compostables. Perform
additional education and
outreach prior to
implementing biweekly
garbage service to
educate the public on the
change. Alternatively,
seek permission to
implement a pilot project
for biweekly garbage
service.

Public
Works
Agree
The ZWD will investigate the
process of obtaining legal
permission to pilot biweekly
rubbish collection. We will
identify the operational and
outreach preparation necessary
to evaluate the feasibility of this
pilot.

N/A 5/09/2017 Status: not submitted
January 23, 2018 Update:

Dropped
Although a Solid Waste & Recycling Manager and Recycling Program Manager is on staff, the Zero Waste Division, as an enterprise funded collection service division, is unstaffed and inexperienced to engage in the process change of State Law, which requires weekly collection of refuse. In addition, this would require significant lobbying of CalRecycle to approve a pilot program to collect refuse other than on a weekly basis.

The Audit Report states that there is the potential of $496,000 annual cost savings by switching to biweekly garbage service. However, and as noted in the Audit Report, this is based on assumptions which:
1) State law requires the refuse shall not remain on any premises more than seven (7) days. Berkeley would need to revise the State law, request a waiver or seek permission for a pilot program. This waiver or revision of State law will potentially require substantial lobbying members of City Council, State House of Representative(s) and Senator(s), as well as, of all the many County and State permitting and health agencies that would be involved to amend State law.

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
2) Require additional staff and funding to support a community educational outreach to ensure that refuse is not just reallocated by community members to the recycling and plant debris carts. 3) Public Works would need to enter into negotiations with the employee bargaining unit to an agreement whether positions can be eliminated through attrition or reassignment.

Finding 2: Limited use of available technologies affects operational efficiencies

2.1 Work with the
Department of
Information Technology
to configure the CRM
system with a required
field that auto populates
valid route information
based on address and
service delivery type so
that route specific data
can be collected on a
going-forward basis.

Public
Works
Agree
December 2019
December 2019
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not implemented
Currently the City is implementing an Enterprise Resource Planning (ERP) project to replace the FUND$ system including the CRM application. ERP is a software with financial (accounting, billing, budget, contracts) and human resource (time entry, personnel, payroll, benefits) applications. As part of this project, ZWD has been working with IT and its consultant during the needs assessment phase to ensure that RouteSmart™ will interface with the selected software.

June 4, 2018 Update:

Not implemented
IT with ZWD is soliciting many companies to demonstrate their invoicing, customer service, and routing systems. With the conclusion of the demonstrations, IT will develop an RFP that will soloist proposals for systems that will integrate with Erma.

March 12, 2019
Not Implemented
IT released an RFP on behalf of Public Works for Zero Waste Management software on October 18, 2018. As the FUND$ system is in the process of being replaced, a new system was deemed necessary and IT issued an RFP for a Zero Waste Management System and Professional Services consisting of a Waste Billing System, a Waste Computerized Maintenance Management System and a Route Optimization System. One proposal was received. If the proposal is accepted, software installation and implementation is anticipated to begin immediately upon contract execution in May 2019, with software operational by December 2019.

The new system will require route optimization and will have an onboard system for drivers containing route information based on address and service delivery type so that route-specific data can be

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
November 2022
July 2024
collected on a going-forward basis. The details of this system will be evaluated and developed as part of implementation.

In addition to these new systems, Public Works and Parks are also implementing a new computerized maintenance management
system. Once that vendor has been selected, then 311 will issue an RFP for a new Customer Relationship Management system that will integrate with the Zero Waste solutions.

March 24, 2020 Update
Not Implemented
IT is finalizing the contract the new Zero Waste software management system and to be completed late 2020. After this in operation, RFPs will be issued for new Routing and CRM system.

When these are operational, CRM will be able to integrate routing information.

November 13, 2022 Update
Dropped
Contract awarded to AMCS to install new customer account & financial software platform to be up and running by mid-2024.

2.2 Work with the
Department of
Information Technology
to create a link between
RouteSmart and the
CRM system (or the
software
implementation of
Recommendation 2.5
below).

Public
Works
Agree
Zero Waste will work with IT to
create the most efficient link
between RouteSmart™ and the CRM
system that can be created, given
available resources. One solution,
budget permitting, would be
implementing the best of breed
billing system that integrates with
RouteSmart, rather than to trying to
configure the CRM system to handle
functions it was never designed to
handle.

April 2015
December 2019
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
IT has been able to create a table that extracts customer information from the FUND$ and RouteSmart™. However, and due to the limitations of FUND$, this link takes hours to download information into RouteSmart™ versus that the company states should take minutes. Therefore, until the installation of the ERP process is completed, RouteSmart™ cannot be used to its full route optimization capabilities.

March 12, 2019
Not Implemented
Working with RouteSmart™ for further integration was deemed not worthwhile as that system does not integrate with ArcGIS which is the City’s primary system for spatial data. IT released an RFP on behalf of Public Works for Zero Waste Management software on October 18, 2018. The RFP was for a Zero Waste Management System and Professional Services consisting of a Waste Billing System, a Waste Computerized Maintenance Management System and a Route Optimization System. One proposal was received. If the proposal is

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
November 2022
August 2024
accepted, software installation and implementation is anticipated to begin immediately upon contract execution in May 2019, with software operational by December 2019. In addition to these new systems, Public Works and Parks are also implementing a new computerized maintenance management system. Once that vendor has been selected, then 311 will issue an RFP for a new Customer Relationship Management system that will integrate with the Zero Waste solutions.

March 24, 2020 Update:

Not Implemented
After evaluating various applications and discussed by IT. IT-CS and PW, a link between RouteSmart and CRM cannot be installed.

Therefore, the first step of soliciting a new Zero Waste software management system. Then, an RFP for new routing software will be issued. In IT-CS will be soliciting a new CRM system.

November 13, 2022 Update
Dropped
Contract awarded to AMCS to install new customer account & financial software platform to be up and running by mid-2024.

2.3 Appoint individuals at
the management,
supervisory, and line
staff levels to meet and
identify Zero Waste
Division operational and
analytical reporting
needs based on the
performance goals at
each level of the
organization. Work with
IT staff to determine
responsibility and
establish timelines for
developing the reports.

Public
Works
Agree. September 2016 5/09/2017 Status: not submitted
January 23, 2018 Update:

Implemented
ZWD along with IT, 311 Call Center, and Revenue Collection have established a monthly meeting to address operational and reporting needs; and create action plans to address those identified needs.

These monthly reports included reviewing and analyzing as a Group:
1) monthly 311 calls on various the community members zero waste issues, 2) develop resolutions on community members’ zero waste issues (reviewed weekly by 311 and ZWD personnel), and 3) review and resolve community members’ LAGAN cases created by 311 calls.

2.4 Designate a business-
line expert within the
Public
Works
Agree
December 2018
5/09/2017 Status: not submitted
January 23, 2018 Update:

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
Zero Waste Division and
require that expert to
develop internal
capacity to configure
optimal collection
routes and produce
standardized reports for
route specific reporting
using existing software
(or the software
implementation of
Recommendation 2.5
below). The reports
developed should allow
measurement of the
performance metrics
developed in
Recommendation 1.2
and 1.3 above.

December 2019
May 2021
Not Implemented
In late 2016 and with RouteSmart™ staff input, ZWD reviewed its current staff capability to implement complete routing needs. And it was determined, the ZWD staff is not currently capable of this effort.

ZWD has only recently achieved sufficient fund balance to have the funding ability to budget and requisition this job classification with its annual budget. With the completion of the optimization of commercial routing, ZWD in collaboration with IT will propose to fund this position in FY2019.

March 12, 2019 Update:

Not Implemented
Additional staffing positions have been proposed as part of the budget process with both the Senior Solid Waste Supervisor and an Associate Management Analyst being tasked with route optimization once new software has been identified and implemented. As mentioned elsewhere in this table, an RFP process for this software is currently underway.

March 24, 2020
Dropped
Existing software (FUND$ and RouteSmart™) are not capable or adaptable to allow configuration of optimal routing. IT received one proposal for an RFP for a Zero Waste Management System that includes a Waste Billing System, a Waste Computerized Maintenance Management System on October 18, 2018. Once the contract is finalized and the system installed, an RFP for Routing System may be released. With a user-friendly routing system, performance metrics; such as, cart set out and participation rates cubic yards/tons collected; can be complied and reports developed.

2.5 Assess the benefits of
using mobile
technologies that would
allow drivers to enter
information directly into
the CRM system while on
their routes, take
pictures of why pickups
were skipped, and
implement electronic
Public
Works
Agree
The Zero Waste Division will work
with Information Technology and
Human Resources Departments to
assess the pros, cons, and
feasibilities of mobile technologies
(hardware and software).
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
ZWD with IT input has been working with the RouteSmart™ to determine if ZWD can utilize its mobile technology to improve route management and provide real-time service data to the customer service representatives in the 311 Call Centers. Fixed unit GPS units are available in the marketplace to track truck movements, such as, missed pickups. However, and with any mobile technology, these systems are constantly involving and improving. Therefore, any investment in a mobile system will not be implemented until the

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
route books and other
mobile field reporting.

Include in the
assessment changes to
job responsibilities that
might require a meet and
confer with union
representatives.

Purchase the software
and hardware if cost
beneficial.

December 2019
January 2021
August 2024
City’s ERP project vendor selected, contract awarded and then ZWD/IT needs assessment completed.

March 12, 2019
Partially Implemented
IT released an RFP on behalf of Public Works for Zero Waste Management software on October 18, 2018. The RFP was for a Zero Waste Management System and Professional Services consisting of a Waste Billing System, a Waste Computerized Maintenance
Management System and a Route Optimization System. These systems will utilize onboard mobile hardware. In addition, this system will integrate with the new GPS solution which will integrate with the Zero Waste solution allowing for real time decision making and route information. Exact capabilities of both systems will be validated and coordinated as part of the contracting process once the vendors are selected.

March 24, 2020 Update
Partly Implemented
IT released an RFP for a Zero Waste Management System and Professional Services consisting of a Waste Billing System, a Waste Computerized Maintenance Management System will allow a follow- up RFP for Route Optimization System on October 18, 2018. One proposal was received. IT and Legal are in the process of finalizing a contract with the vendor with software installation to follow. Once this system is installed and operating, an RFP for onboard truck/route/customer reporting system may be released.

November 13, 2022 Update
Dropped
Contract awarded to AMCS to install new customer account & financial software platform to be up and running by mid-2024.

2.6 Work jointly with the
Department of
Information Technology
and the Department of
Finance to develop and
automate script flows in
the CRM system to
ensure that all cases
undergo the appropriate
Public
Works
Agree
October 2016
5/09/2017 Status:
not submitted
January 23, 2018 Update:

Implemented
ZWD, IT, 311 Call Center, and Finance have developed script flows with use of the CRM tracking systems to ensure all cases receive appropriate review prior to closing. These cases are compiled and reviewed weekly and monthly by ZWD, IT, 311 Call Center, and Finance staff.

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
reviews before a case
can be closed. The final
step in the script flow
should be a final review
by someone who has
authority to verify that all
required steps have
occurred before the case
is closed.

2.7 Use the reports
developed from
implementing
recommendation

2.4 To monitor
customer complaints
and determine what
impact the annual bid
process has on
customer service. If
the information
demonstrates the
annual bid process
significantly affects
customer service,
meet and confer with
union representatives
to discuss the
elimination the annual
route bidding process
to help reduce
customer complaints
and improve service
delivery.

Implement change if
Public
Works
Agree
Zero Waste will use the CRM system
to monitor customer complaints and
help assess the effect of the yearly bid
process.

January 2019
June/August 2019
January 2021
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
ZWD services 62 commercial route days and these ZWD’s routes include: 42 refuse route days, 11 fiber (cardboard, paper) route days, 5 mixed recyclable route days and 6 plant debris/food waste routes days. After the new commercial accounts are optimized with existing commercial accounts/routes, ZWD will be in the position to numerically determine if the annual bid system is affecting customer service. With this information completed, this would enable ZWD to meet and confer with the Union.

June 4, 2018 Update:

Not Implemented
With the integration of an additional 440 commercial accounts (had been serviced by either Waste Management, Inc. or Republic Services, Inc.) completed March/April 2018, with existing commercial accounts/routes, ZWD is in the position to numerically determine if the annual bid system is affecting customer service in April 2019.

When this information is completed, ZWD will have information to meet and confer with the Union.

March 12, 2019
Not Implemented
The annual bid process is set to begin February 2019 and its impacts will be evaluated June 2019.

March 24, 2020 Update:

Dropped
Meet and confer with SEIU 1021 is ongoing and the Route Bid system as currently handled is in place. With the completion of the meet and confer, it will be reassessed at that time.

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
agreement is reached.

2.8 Create a method for
community members to
track the status of their
cases online, which will
reduce the call volume
to the 311 Call Center.

Information
Technology
Agree
This functionality will be available
after the upgrade of our CRM
system is complete, currently
scheduled to be no later than the
end of FY 2015.

June 2016
June 2020
January 2022
5/09/2017 Status: not submitted
January 23, 2018 Update:

Not Implemented
Currently 311 team members create cases and assigned them to the appropriate service queue for ZWD investigation and response. This system allows the City to internally track issues but the ability of community member to track independently or via the City website has not been linked.

Currently the City is implementing an Enterprise Resource Planning (ERP) project to replace the FUND$ system and to update the City website. With the installation of the selected ERP, then the CRM system can be integrated with the ERP system. This integration would allow community members’ to track their issues, such as, missed pickups, cost of service, etc. only.

March 12, 2019
Not Implemented
IT released an RFP on behalf of Public Works for Zero Waste Management software on October 18, 2018 for a complete Zero Waste Solution. Software installation and implementation is anticipated to begin immediately upon contract execution in May 2019, with software operational by December 2019. Subsequently, IT will be issuing an RFP for a new 311 system to replace LAGAN that will integrate with the Zero Waste solution. One of the objectives of these new systems is to provide customers the ability to track their requests.

March 24, 2020 Update
Partially Implemented
IT released an RFP for a Zero Waste Management System and Professional Services consisting of a Waste Billing System, a Waste Computerized Maintenance Management System will allow a follow- up RFP for Route Optimization System on October 18, 2018. One proposal was received. IT and Legal are in the process of finalizing a contract with the vendor with software installation to follow. Once this system is installed and operating, an RFP for onboard truck/route/customer reporting system may be released. With an onboard system linked to Customer Relationship Management (CRM)

ATTACHMENT No. 1
Audit Title: Underfunded Mandate: Resources, Strategic Plan, and Communication Needed to Continue Progress Toward the Year 2020 Zero Waste Goal
Findi
ngs and Recommendations Lead D
ept. Agree, Par
tially Agree, or Do Not
Agree and Corrective Action Plan
Expect
ed or Actual
Implementation
Date
Statu
s of Outstanding Audit Recommendations and
Implementation Progress Summary
August 2024
reporting system, customers could track status of their cases, such as, missed pickups, late routes, etc
November 13, 2022 Update
Dropped
Contract awarded to AMCS to install new customer account & financial software platform to be up and running by mid-2024.

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 Office of the City Manager

INFORMATION CALENDAR
November 3, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Liam Garland, Director, Public Works
Subject: Audit Status Report: Unified Vision of Zero Waste Activities Will Help Align Service Levels with Billing and Ensure Customer Equity

INTRODUCTION
The Office of the City Auditor presented to the City Council a September 20, 2016 Report: Unified Vision of Zero Waste Activities Will Help Align Service Levels with Billing and Ensure Customer Equity. The City Auditor conducted the audit to assess whether the City of Berkeley is correctly billing customers based on their actual refuse collection levels; whether all Berkeley residents are signed up to receive refuse, recycling, and plant debris collection service as required by the Berkeley Municipal Code; and whether there are opportunities for improving both refuse and service delivery operations. This is the final status report on the efforts made to implement the Audit Report’s recommendations, which are slated for no further follow-up action as recommended by the City Auditor for all audits more than five years old.

CURRENT SITUATION AND ITS EFFECTS
The Audit Report included twelve (12) recommendations for the Office of the City Manager and Departments of Finance, Information Technology, and Public Works to review, implement, and report to Council regarding the status of recommendations. This is the fifth and final status report on the recommendations. Public Works has continued to make progress since the last status update. The Auditor’s Office verified six recommendations as implemented and has dropped the remaining six recommendations. Please see Attachment 1 for a detailed table of audit report recommendations, corrective actions, and implementation progress.