Berkeley City Council
May 16, 2023

Tuesday, May 16, 2023 AGENDA Page 1

P R O C L AM AT I O N

C AL L I N G A S P E C I AL M EE TI NG O F T HE

B E R K E LE Y CI T Y C O U N CIL
In accordance with the authority in me vested, I do hereby call the Berkeley City Council in special session as follows:

Tuesday, May 16, 2023
6:00 PM
SCHOOL DISTRICT BOARD ROOM - 1231 ADDISON STREET, BERKELEY, CA 94702 TELECONFERENCE LOCATION - 1404 LE ROY AVE, BERKELEY 94708

JESSE ARREGUIN, MAYOR
Councilmembers:

DISTRICT 1 – RASHI KESARWANI DISTRICT 5 – SOPHIE HAHN
DISTRICT 2 – TERRY TAPLIN DISTRICT 6 – SUSAN WENGRAF
DISTRICT 3 – BEN BARTLETT DISTRICT 7 – RIGEL ROBINSON
DISTRICT 4 – KATE HARRISON DISTRICT 8 – MARK HUMBERT
This meeting will be conducted in a hybrid model with both in -person attendance and virtual participation . For in- person attendees, face coverin gs or masks that cover both the nose and the mouth are encouraged. If you are feeling sick, please do not attend the meeting in person.

Live captioned broadcasts of Council Meetings are available on Cable B -TV (Channel 33) and via internet accessible video stream at http://berkeley.granicus.com/MediaPlayer.php?publish_id=1244.

Remote participation by the public is available through Zoom. To access the meeting remotely: Join from a PC, Mac, iPad, iPhone, or Android device: Please use this UR L: https://cityofberkeley- info.zoomgov.com/j/1608636592. If you do not wish for your name to appear on the screen, then use the drop down menu and click on "rename" to rename yourself to be anonymous. To request to speak, use the “raise hand” icon by rolling over the bottom of the screen. To join by phone: Dial 1-669-254-5252 or 1 -833-568-8864 (Toll Free) and enter Meeting ID: 160 863 6592. If you wish to comment during the public comment portion of the agenda, Press *9 and wait to be recognized by the Chair.

Please be mindful that the meeting will be recorded and all rules of procedure and decorum apply for in-person attendees and those participating by teleconference or videoconference.

To submit a written communication for the City Council’s consideration and inclusion in the public record , email [email protected].

This meeting will be conducted in accordance with the Brown Act, Government Code Section 54953 and applicable Executive Orders as issued by the Governor that are currently in effect . Any member of the public may attend this meeting. Questions regarding this matter may be addressed to Mark Numainville, City Clerk, (510) 981-6900. The City Council may take action related to any subje ct listed on the Agenda. Meetings will adjourn at 11:00 p.m. - any items outstanding at that time will be carried over to a date/time to be specified.

Tuesday, May 16, 2023 AGENDA Page 2
Preliminary Matters
Roll Call:

Action Calendar
The public may comment on each item listed on the agenda for action as the item is taken up. For items moved to the Action Calendar from the Consent Calendar or Information Calendar, persons who spoke on the item during the Consent Calendar public comment period may speak again at the time the matter is taken up during the Action Calendar.

The Presiding Officer will request that persons wishing to speak line up at the podium , or use the "raise hand" function in Zoom, to determine the number of persons interested in speaking at that time. Up to ten (10) speakers may speak for two minutes. If there are more than ten persons interested in speaking, the Presiding Officer may limit the public comment for all speakers to one minute per speaker. Speakers are permitted to yield their time to one other speaker, however no one speaker shall have more than four minutes. The Presiding Officer may, with the consent of persons representing both sides of an issue, allocate a block of time to each side to present their issue.

Action items may be reordered at the discretion of the Chair with the consent of Council.

Action Calendar – Scheduled Public Comment Period
During this public comment period, the Presiding Officer will open and close a comment period for each Action item on this agenda (excluding any public hearings, appeals, and/or quasi -judicial matters). The public may speak on each item. Those who speak on an item during this comme nt period may not speak a second time when the item is taken up by Council.

1. Approval of the City of Berkeley Community Wildfire Protection Plan From: City Manager
Recommendation: Approve the City of Berkeley Community Wildfire Protection Plan (CWPP) as recommended by the Fire Chief.

Financial Implications: See report
Contact: David Sprague, Fire, (510) 981-3473

2. Fire Department Facilities Master Plan
From: City Manager
Contact: David Sprague, Fire, (510) 981-3473

Adjournment

I hereby request that the City Clerk of the City of Berkeley cause personal notice to be given to each member of the Berkeley City Council on the time and place of said meeting, forthwith.

IN WITNESS WHEREOF, I have hereunto set my hand and caused the official seal of the City of Berkeley to be affixed on this 11th day of May, 2023.

Jesse Arreguin, Mayor
Public Notice – this Proclamation serves as the official agenda for this meeting.

Tuesday, May 16, 2023 AGENDA Page 3
ATTEST:

Date: May 11, 2023
Mark Numainville, City Clerk

NOTICE CONCERNING YOUR LEGAL RIGHTS : If you object to a decision by the City Council to approve or deny a use permit or variance for a project the following requirements and restrictions apply:
1) No lawsuit challenging a City decision to deny (Code Civ. Proc. §1094.6(b)) or approve (Gov. Code 65009(c)(5)) a u se permit or variance may be filed more than 90 days after the date the Notice of Decision of the action of the City Council is mailed. Any lawsuit not filed within that 90 -day period will be barred. 2) In any lawsuit that may be filed against a City Coun cil decision to approve or deny a use permit or variance, the issues and evidence will be limited to those raised by you or someone else, orally or in writing, at a public hearing or prior to the close of the last public hearing on the project.

Archived indexed video streams are available at:
https://berkeleyca.gov/your-government/city-council/city-council-agendas.

Channel 33 rebroadcasts the following Wednesday at 9:00 a.m. and Sunday at 9:00 a.m.

Communications to the City Council are public record and will become part of the City’s electronic records, which are accessible through the City’s website. Please note: e-mail addresses, names, addresses, and other contact information are not required, but if included in any communication to the City Council, will become part of the public record. If you do not want your e-mail address or any other contact information to be made public, you may deliver communications via U.S . Postal Service to the City Clerk Department at 2180 Milvia Street. If you do not want your contact information included in the public record, please do not include that information in your communication. Please contact the City Clerk Department for further information.

Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the public counter at the City Clerk Department located on the first floor of City Hall located at 2180 Milvia Street as well as posted on the City's website at https://berkeleyca.gov/.

Agendas and agenda reports may be accessed via the Internet at:
https://berkeleyca.gov/your-government/city-council/city-council-agendas and may be read at reference desks at the following locations:

City Clerk Department - 2180 Milvia Street, First Floor Tel: 510-981-6900, TDD: 510-981-6903, Fax: 510-981-6901 Email: [email protected]

Libraries: Main – 2090 Kittredge Street,
Claremont Branch – 2940 Benvenue, West Branch – 1125 University, North Branch – 1170 The Alameda, Tarea Hall Pittman South Branch – 1901 Russell

COMMUNICATION ACCESS INFORMATION:

This meeting is being held in a wheelchair accessible location.

To request a disability-related accommodation(s) to participate in the meeting, including auxiliary aids or services, please contact the Disability Services specialist at (510) 981-6418 (V) or (510) 981-6347 (TDD) at least three business days before the meeting date.

Please refrain from wearing scented products to this meeting.

Captioning services are pro vided at the meeting, on B -TV, and on the Internet. In addition, assisted listening devices for the hearing impaired are available from the City Clerk prior to the meeting, and are to be returned before the end of the meeting.

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

ACTION CALENDAR
May 16, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: David Sprague, Fire Chief
Subject: Approval of the City of Berkeley Community Wildfire Protection Plan

RECOMMENDATION
Approve the City of Berkeley Community Wildfire Protection Plan (CWPP) as recommended by the Fire Chief.

SUMMARY
The City of Berkeley CWPP was developed through a collaborative approach to protect the community from wildfire. The actions proposed will empower citizens to partner with the City and other allied agencies, to move forward in a together. This CWPP is a roadmap for fire hazard mitigation and preparedness at both the City and neighborhood level and offers ways to mitigate the risks posed by wildfires. This includes goals for improving wildfire response, community preparedness, fuel management, infrastructure, ignition reduction, home hardening, and more.

City of Berkeley CWPP HUB
https://cwpp-berkeley.hub.arcgis.com/
City of Berkeley CWPP
https://cwpp-berkeley.hub.arcgis.com/documents/berkeley::city-of-berkeley-cwpp-draft- 2-15-23/about

FISCAL IMPACTS OF RECOMMENDATION
The costs associated with implementation of the CWPP will be covered through Measure FF, other budgeted funds, or grants. The Department does not expect to make any budget requests associated with CWPP project implementation in FY24.

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley Community Wildfire Protection Plan is a Strategic Plan Priority Project, advancing our goal to create a resilient, safe, connected, and prepared city.

BACKGROUND
There are extreme threats to the entire Berkeley community from a wildfire that starts in or adjacent one of the City’s hazardous fire zones. The fire threat is complex and

Approval of the City of Berkeley Community Wildfire Protection Plan ACTION CALENDAR May 16, 2023

dynamic as the environment changes with global warming. Berkeley’s flatlands are also exposed to a fire that spreads west from the hills. The flatlands, in addition to the hills, are densely-covered with old wooden buildings housing low-income and vulnerable populations, including isolated seniors, persons with disabilities and students.

On October 15th 2019 the Berkeley City passed Resolution 69,147- N.S. making wildfire prevention and safety a stated top priority for the city of Berkeley. Berkeley is considered to be in the Very High Fire Hazard Severity Zone. A hazard zone that is considered amongst the most vulnerable to life safety during a wildfire event in the state of California.

The overall goal of the CWPP is to reduce the risk of wildfire to communities and infrastructure while increasing the effectiveness and efficiency of wildfire response and management. One of the key components of the CWPP is the promotion of increased information and education about wildfires. This includes educating community members about the risks of wildfire and how to prepare for them, as well as providing information about the benefits and potential impacts of different wildfire mitigation strategies. In doing so, this CWPP considers several adopted plans which include the General Plan (especially the Disaster and Safety Element and the Housing Element), the Local Hazard Mitigation Plan, Vision 2050, Watershed Master Management Plan, Resiliency Strategy, the City’s Strategic Plan, and the Climate Action Plan.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
As the climate changes, the State is experiencing longer and drier summer conditions, leading to wildfires of greater frequency and duration.

RATIONALE FOR RECOMMENDATION
The City of Berkeley CWPP was collaboratively developed. The development process included: presentations at the Disaster and Fire Safety Commission meetings, a project website and GIS hub, media releases, newsletters, community surveys and a dedicated email address for questions or comments. This plan identifies and prioritizes areas for hazardous fuels reduction treatments, reducing ignitibility of structures, and recommendations that will protect community members at risk of wildfire. Moving forward as a community with a well-defined action plan will be critical to making Berkeley more resistant to wildfire.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Dan Green, Assistant Chief, Berkeley Fire Department, [email protected] Attachments:
1: City of Berkeley Community Wildfire Protection Plan
2: Memorandum from Disaster and Fire Safety Commission

RESOLUTION NO. ##,###-N.S.

APPROVE CITY OF BERKELEY WILDFIRE PROTECTION PLAN
WHEREAS, there are extreme threats to the entire Berkeley community from a wildfire that starts in or adjacent one of the City’s hazardous fire zones. The fire threat is complex and dynamic as the environment changes with global warming, and WHEREAS, Berkeley’s flatlands are also exposed to a fire that spreads west from the hills. The flatlands, in addition to the hills, are densely-covered with old wooden buildings housing low-income and vulnerable populations, including isolated seniors, persons with disabilities and students, and
WHEREAS, on October 15th 2019 the Berkeley City Council passed Resolution 69,147- N.S. making wildfire prevention and safety a stated top priority for the city of Berkeley, and
WHEREAS, on February of 2022 the Berkeley City Council passed Resolution 70,210– N.S. approving a contract with Wildland Res Mgmt. for the Development of a Community Wildfire Protection Plan (CWPP), and
WHEREAS, the CWPP includes goals for improving wildfire response, community preparedness, fuel management, infrastructure, ignition reduction, home hardening, and more, and
WHEREAS, the CWPP will serve as the map for the Cities wildfire prevention and preparation efforts for the years to come.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Council approve the City of Berkeley Community Wildfire Protection Plan (CWPP) as recommended by the Fire Chief.

Exhibits
A: City of Berkeley Community Wildfire Protection Plan

City of Berkeley Community Wildfire Protection Plan 1

CITY OF BERKELEY

COMMUNITY WILDFIRE

PROTECTION PLAN
Prepared for the City of Berkeley
by
Wildland Res Mgt
Cheryl Miller, RLA
Digital Mapping Solutions
April 2023

City of Berkeley Community Wildfire Protection Plan 2
Contents
Preface: What is a Community Wildfire Protection Plan (CWPP)? ...............................................4 Executive Summary ......................................................................................................................6 Section 1: Existing Conditions.......................................................................................................9 A.Overview ................................................................................................................................9 B. Existing Natural and Built Conditions ..................................................................................11

1. Topography and Watersheds..............................................................................................11

2. Climate and Weather ..........................................................................................................13

3. Vegetation...........................................................................................................................13

4. Public Ownership ................................................................................................................15

5. Fire History..........................................................................................................................16

6. Hazard Assessment............................................................................................................17

7. Risk Assessment ................................................................................................................19 C. Regulatory and Planning Context .......................................................................................21 D. Social Environment .............................................................................................................21

1. Firewise Communities 21

2. Hills Emergency Forum (HEF) 21

3. Diablo FireSafe Council 22

4. Neighborhood Groups 23
E. City Services and Capabilities ............................................................................................23

1. Berkeley Fire Department Operations 21

2. Fire Prevention Division 21

3. WUI Division 21

4. Disaster and Fire Safety Commission 21

5. Other City Departments Involved in the CWPP Planning 24 F. Pertinent Regulations, Funding Mechanisms .....................................................................24

1. Hill Hazard Fire Area District 24

2. Measure FF 21

3. Fire Code Adoption 25
Section 2: Collaboration ..............................................................................................................26 A. Community Engagement Process......................................................................................26

1. Core Team Meetings ..........................................................................................................27

2. Surveys ...............................................................................................................................27

3. CWPP Hub Site ..................................................................................................................28

4. DFSC and Core Team Meetings.........................................................................................28 B. Key Partners........................................................................................................................28

City of Berkeley Community Wildfire Protection Plan 3
Section 3: Proposed Projects and Action Plan............................................................................29 A. Introduction to Fire Adapted Community Concept ..............................................................29 B. Proposed Priority Strategies................................................................................................30 C. Proposed Projects within Strategies ...................................................................................31 D. Action Plan ..........................................................................................................................32

1. Project Description..............................................................................................................32

2. Funding Sources.................................................................................................................33

3. Projects ...............................................................................................................................36 E. Implementing the CWPP Using a Leveraging Strategy 39 Signatures ...................................................................................................................................44 Appendices..................................................................................................................................46

City of Berkeley Community Wildfire Protection Plan 4
Preface: What is a Community Wildfire Protection
Plan (CWPP)?
As established by the 2003 Healthy Forest Restoration Act, a Community Wildfire Protection Plan is a strategic plan typically developed by a local fire department, federal and state land managers, local governments, and communities. CWPPs organize a community’s efforts to protect itself from wildfire and empower citizens to move in a cohesive, common direction. This CWPP is a roadmap for fire hazard mitigation and preparedness at both the City of Berkeley (hereby known as the City) and neighborhood level and will offer ways to mitigate the risks posed by wildfires, including goals for improving wildfire response, community preparedness, fuel management, infrastructure, ignition reduction, home hardening, and more. Input from the public and other stakeholders will help inform priorities.1 Some of the key goals of the City of Berkeley CWPP, which was developed collaboratively by citizens and state and local management agencies in consultation with Federal agencies, are:
● Align with the County, CAL FIRE, and Federal cohesive pre-fire strategies, which include educating homeowners and building an understanding of wildland fire, ensuring defensible space and structure ignition resistance, safeguarding communities through fuels treatment, and protecting evacuation corridors.
● Identify and prioritize areas for hazardous fuel-reduction treatment. ● Recommend the types and methods of treatment that will reduce damages from wildfire. ● Recommend measures to reduce the ignitability of structures throughout the City.

Additional desired results and outcomes include:
● Shared vision of current situation
● Common, shared, and parallel paths for improvement
● Compatible planning documents
● Open statement of priorities
● Increased potential for funding/efficiency
● Great collaboration with partners/stakeholders

Additionally, this document is intended to serve as a companion to the City of Berkeley CWPP Hub Site, which holds a rich range of information (via tabs) contained in the Community Base Map, as well as the various Story Maps. New versions of CWPP Hubs are available through ESRI. Maps on the Hub Site depict Integrated Fire Hazard, Fire Hazard Severity Zones, Fuel Reduction and/or Wildfire Mitigation Projects, and Evacuation Zones and Routes, and also go into greater detail regarding topics such as the existing vegetation and fuel models across the City more effectively than equivalent sections of this document. Hence, while this document 1 Note: The CWPP is not to be construed as indicative of project “activity” as defined under the “Community Guide to the California Environmental Quality Act, Chapter Three, Projects Subject to CEQA.” Any actual project activities undertaken that meet this definition of project activity and are undertaken by the CWPP participants or agencies listed shall meet with local, state, and federal environmental compliance requirements.

City of Berkeley Community Wildfire Protection Plan 5
covers similar ground, the enhanced levels of detail and searchable tools in the Hub Site make it an irreplaceable resource for the City of Berkeley. Use the links throughout this document to be directed to the Hub Site, the Community Base Map, the Wildfire Hazard Map, and other relevant resources.

This CWPP will be updated as the products on the Hub Site are revised. An interval of 12-18 months between updates is anticipated.

City of Berkeley Community Wildfire Protection Plan 6
Executive Summary
In 2022, the City of Berkeley embarked on the development of a city-wide Community Wildfire Protection Plan (CWPP). A Core Team comprised of interested parties was assembled.

Members of the team include City staff from Berkeley Fire Department, Parks and Waterfront, Planning, Public Works, and two members of the Disaster and Fire Commission (DFSC). Core Team members were tasked with attending DFSC meetings, sharing expertise and local knowledge with other stakeholders, proposing projects, participating in prioritization, and reviewing plans and offering comments on recommendations and implementation actions.

Signators for approval of the Berkeley CWPP will include the Berkeley Fire Chief, the CAL FIRE Santa Clara Unit Chief, and the Berkeley City Council.

Public engagement is a key component in the creation of a CWPP. The Core Team promoted several ways to enhance public awareness and involvement, including encouraging attendance at DFSC meetings, offering media releases about the CWPP process, publishing information in City of Berkeley newsletters, and offering online public surveys. An online Hub Site for the CWPP was designed, and a dedicated email was created to facilitate public comments. The CWPP and the products on the Hub Site serve as the basis for project planning and implementation, and additionally offer resources to support community awareness and engagement. A central initial effort was the development of a Community Base Map to describe the many physical facets of Berkeley. The Community Base Map can be found at https://cwpp- berkeley.hub.arcgis.com/apps/a57399d9ddf141dfb100c9f095a4ebc0/explore.

The organizing model for this project is Fire Adapted Communities, a national model based on fire resilience (https://fireadapted.org/). The Fire Adapted Communities model promotes a strategy involving local multi-jurisdictional stakeholders working together to identify risk, mitigate it, and maintain the work over time. Part of the strategy is the creation of an Action Plan to guide prioritization and implementation of projects.

An Action Plan was developed based on the results of the public surveys from the Hub Site, and in tandem with recommendations from the Core Team and expert consultant input. This Action Plan prioritizes projects that address prevention, safety and evacuation, resident mitigation, wildfire response, and large-scale landscape treatments. Some strategies are also covered by existing departments/processes/plans etc., including regulations, policies, and plans; infrastructure and business; recovery; partnership and community engagement; and public health.

City of Berkeley Community Wildfire Protection Plan 7
Figure 1. The process used to develop the CWPP.

City of Berkeley Community Wildfire Protection Plan 8
Five major categories of projects are identified in this CWPP Action Plan:

1. Fuel management

2. Wildfire response support

3. Community education and outreach

4. Critical Infrastructure

5. Planning
Other strategies, as identified in the Fire Adapted Communities program, as supported by existing City policies, programs, and plans. These strategies are:

1. Regulations, policies & plans

2. Infrastructure and business recovery

3. Partnerships and community

4. Engagement

5. Public Health
The CWPP describes fire hazard and risk on a city-wide scale, displaying CAL FIRE-derived products as tabs on the Community Base Map along with city-specific analysis of hazard and risk based on new high-resolution fuels maps and fire behavior analysis, plus a multitude of other weighted factors.

City of Berkeley Community Wildfire Protection Plan 9
Section 1: Existing Conditions
A. Overview
The CWPP addresses the entire City of Berkeley, with particular focus on Wildland Urban Interface (WUI) areas as identified by the Berkeley Fire Code. This includes the areas identified as Fire Zone 2 (Hillside Overlay) and Fire Zone 3 (Panoramic Hill). A map of the WUI area can be found at our Community Base Map.

Because wildfire is not specific to jurisdictional boundaries, the CWPP hazard and risk analyses area will include a 1,000-foot buffer around the City WUI area to evaluate its impact on the City.

Actions identified within the CWPP may include collaborative projects with adjacent agencies including the Cities of Albany, El Cerrito, Emeryville, and Oakland, the Community of Kensington, East Bay Regional Park District, East Bay Municipal Utility District, Lawrence Berkeley National Laboratory, and the University of California, Berkeley. However, as a local plan, most actions in the CWPP will be focused on the City of Berkeley WUI owned by private citizens, businesses, public entities, and the City of Berkeley.

City of Berkeley Community Wildfire Protection Plan 10
Figure 2. City of Berkeley CWPP boundary (in blue).

City of Berkeley Community Wildfire Protection Plan 11
B. Existing Natural and Built Conditions

1. Topography and Watersheds
Elevation ranges from sea level to roughly 200 feet above sea level, from the shoreline to Shattuck Ave. Then elevation raises sharply from 200 feet above sea level to over 1300 feet to the eastern boundary of the City.

There are several canyons in Berkeley: Strawberry Canyon, Blackberry Canyon, canyons below La Loma and Berryman Reservoir, and canyons south of Panoramic Hill.

Watershed values are appreciated by the public, including the creeks’ role as a wildlife corridor and important reservoir of biodiversity. The creeks contain abundant fuel. There are 10 watersheds within the City limits. The largest watershed is the Derby Creek watershed, which encompasses most of South Berkeley. The Strawberry Creek watershed is almost as big and drains the UC Hill Campus and residential areas immediately north of the UC Berkeley main campus. The Cordinices Creek watershed covers most of the northern half of the Berkeley Hills and spans the neighborhood around Hopkins. The Schoolhouse watershed starts below Shattuck Avenue, while the Marin watershed covers the northern hills of Berkeley around Marin Avenue. Three watersheds share boundaries outside the City to the north, east, and south; the Cerrito Cree, Temescal, and Wildcat Creek watersheds. Two short watersheds start near the San Francisco Bay: Aquatic Park and Gilman.

City of Berkeley Community Wildfire Protection Plan 12
Figure 3. Map of watersheds in the City of Berkeley.

City of Berkeley Community Wildfire Protection Plan 13

2. Climate and Weather
Berkeley’s climate has historically been characterized by warm, dry summers and cool, wet winters. Annual rainfall averages 26.74 inches. Precipitation mainly occurs as storm fronts, with approximately 85 percent of these occurring between November and March. The warm season lasts from June to October, with an average daily high temperature above 71°F. The hottest month of the year in Berkeley is September, with an average high of 75°F and low of 53°F. The cool season lasts from December to February, with an average daily high temperature below 59°F. The coldest month of the year in Berkeley is January, with an average low of 42°F and high of 58°F.

As the climate changes, Alameda County is experiencing longer and drier summer conditions, leading to wildfires of greater frequency and duration. The hotter weather increases lightning incidence, which is the primary cause of wildfires. Increased drought conditions provide greater opportunities for arson, which is another common source of wildfire.

Critical fire weather occurs during warm and dry periods coupled with a north wind or cold front passage, which suppresses the normal diurnal weather variation. Despite efforts to improve neighborhood safety and firefighting capability, uncontrollable fire storms will occur under the extreme, but periodic conditions of “Red Flag” weather days. “Red Flag” warnings are issued by the National Weather Service when weather elements such as low relative humidity and strong winds facilitate ignitions and promote rapid spread of wildfires. “Red Flag” weather can mean the occurrence of strong, hot, dry offshore winds (technically called “foehn” winds). These winds are known locally as “Diablo Winds” since they come from the north or northeast in the direction of Mount Diablo. “Diablo Winds” carry extremely dry air at high velocity, and they quickly desiccate vegetation and other flammable materials and can push a fire down or up a slope with amazing speed. These can occur at any time of year, but are especially dangerous in the driest months of summer and fall. During these times, fighting a fire becomes far more difficult.

3. Vegetation
While most of the City of Berkeley is dominated by a developed, urban landscape, areas along the eastern boundary and the entire northeast section of the City have more heavily vegetated areas (Figure 4 below). Along the eastern boundary of the City are areas of forest/shrub; scattered forest/shrub areas exist along the southern boundary, with denser areas of forest/shrub along the northern boundary adjacent to Tilden Park. The park is dominated by dense forest/shrub. The entire northeastern part of the City from north of UC Berkeley to Kensington is scattered forest/shrub. This swath includes the Cragmont and Thousand Oaks areas along Grizzly Peak Road, Spruce Street, and Arlington. The UC Berkeley campus also contains pockets of forest/shrub and mixed hardwood. Acres and precent cover of the various vegetation types are shown in Table 1 below.

City of Berkeley Community Wildfire Protection Plan 14
Figure 4. Vegetation map of the City of Berkeley.

Table 1. Vegetation acres by vegetation categories within the City of Berkeley.

Veg Type Acres Percent
Urban/Developed 3,245.96 58%
Water 75.39 1%
Herbaceous 893.22 16%
Shrub/Grass 740.62 13%
Shrub 1.16 0.02%
Forest/Shrub 610.40 11%
Mixed Hardwood 2.73 0.05%

City of Berkeley Community Wildfire Protection Plan 15
Mixed Conifer 61.63 1%
Mixed 0.04 0.001%

4. Public Ownership
While 95% of the City of Berkeley is privately owned, there are some key public lands just outside the City boundaries, most notably Tilden Regional Park to the northeast. The UC Berkeley campus accounts for another 100 acres within the City. The map below highlights the importance of private landowners participating in this CWPP process.2 Figure 5. Ownership map of the City of Berkeley.

The City of Berkeley owns 283.2 acres of park lands, the largest of which is the aquatic park (97.6 acres). The 46 other parks comprise the remainder of the land owned by the City of Berkeley. Lands owned by a special district cover 57.44 acres; the Tom Bates Sports Complex 2 Data for this map was provided by GreenInfo Network's California Protected Areas program (2020 version). More info about the California Protected Area Database can be found at https://www.calands.org/.

City of Berkeley Community Wildfire Protection Plan 16
and the King School Park are the largest such parks and are both roughly 19 acres in size. A private park covers 0.16 acres. The State also owns two parks: the McLaughlin Eastshore State Park (117.5 acres) and Peoples’ Park (2.8 acres).

5. Fire History
Fortunately, wildland fires are rare within the City limits. However, for decades, the 1923 Berkeley Fire held the record for the most structures in California destroyed by wildfire; 584 structures were destroyed. The fire started in Wildcat Canyon and spread west to Hearst Avenue and Shattuck Avenue.

In 1991, the Tunnel Fire burned to the southeast of the City, claiming over 2,800 structures and over 425 apartment/condominium units. In addition, 25 people ultimately perished due to the fire. More recent fire occurrence data shows that fire starts have been reported in the same area as well as other areas east of the City where wildland fuels are abundant (though increasingly well managed).

Both the 1923 and 1991 fires burned with strong northeasterly (Diablo) winds.

The map below shows the recorded wildfire history near the City of Berkeley and shows fire occurrence (marked as points).3 This map indicates that more wildfires start outside Berkeley, mostly east of the City boundary. This is likely because of an abundance of wildland fuels.

While not mapped (due to limits in data collection), the Berkeley Disaster and Safety Element of the General Plan states, “[i]n the Berkeley and Oakland Hills there have been 14 wildland fires since 1923, which collectively have burned 9,000 acres and destroyed more than 3,500 structures.”
3 Data on this map provided by CAL FIRE's (latest data as of 7/11/2022) and the US Forest Service (USFS Enterprise Content).

City of Berkeley Community Wildfire Protection Plan 17
Figure 6. City of Berkeley Fire History.

6. Hazard Assessment
Using remote sensing technology and expertise in fire behavior, the City of Berkeley prepared a series of maps depicting the site and fire hazard of the City. The following maps are visual aids from which stakeholders and community members can assess and make recommendations.

We utilized recently released data products produced by the Pyrologix (a consulting firm) for the US Forest Service and CAL FIRE (http://pyrologix.com/reports/Contemporary-Wildfire-Hazard- Across-California.pdf). These data can be downloaded from this website:
https://storymaps.arcgis.com/stories/32de73f1cfb040c79f80c189ccefe061.

In the summer and fall of 2020, Pyrologix used spatial datasets of historical weather and fire occurrence to parameterize and calibrate a comprehensive USFS fire modeling system called FSim to estimate annual burn probability across California. FSim also produced an “event set” that was later used to estimate transmission of fire damage to homes - from the origin locations of simulated wildfires to where their damage occurred. During this time, Pyrologix also applied a comprehensive simulation of potential wildfire behavior characteristics based on FlamMap, another US Forest Service fire modeling system. These simulations of wildfire hazard (likelihood

City of Berkeley Community Wildfire Protection Plan 18
and intensity) were used to calculate indices such as Suppression Difficulty Index and Wildfire Hazard Potential. Other models included an Ember Production Index and Ember Load Index.

The Suppression Difficulty Index indicates where it will be hard to put a fire out based on access. Due to the many roads within the city, the Suppression Difficulty Index is relatively low.

Wildfire Hazard Potential (WHP) is an index that quantifies the relative potential for wildfire that may be difficult to control. Ember Production Index represents the relative number of embers produced at a pixel as a function of the fire environment multiplied by the burn probability.

Ember Load Index is a relative index of the relative number of embers that land at a given location, including nonburnable pixels. Similar to ember production, ember load is based on surface and canopy fuel characteristics, climate, and topography at the pixel. Ember load incorporates downwind ember travel.

Each layer was not considered equally. The Integrated Fire Hazard was given the highest weight (70%), while the remaining 30% was divided up between the other three layers. Probable Ignition Sources was given a weight of 20%, with 5% each to Suppression Difficulty Index and Other Factors.

For Integrated Fire Hazard, we combined the Pyrologix Hazard Potential model, their Ember Load model, and their Ember Production model along with locally identified Hazardous Vegetation (primarily Eucalyptus groves). Together, these data layers resulted in a layer called Integrated Fire Hazard.

City of Berkeley Community Wildfire Protection Plan 19
Figure 7. Integrated Fire Hazard for the City of Berkeley derived from Pyrologix data products and locally identified hazardous vegetation.

The Integrated Fire Hazard shows where in the city one would likely encounter vegetation that could support high flame lengths and exhibit crown fire activity (shown above). Green and yellow represent low to moderate wildfire hazard; orange to dark red represent high to very high wildfire hazard. The map shows the Marina area of Zone 1 is an area of relatively high hazard due to grass fuels which tend to have high flame lengths. The highest residential hazard areas are located throughout the eastern part of the city, in Zone 2. The hills bordering Tilden Regional Park and to the west of Grizzly Peak Road in the northeast part of the city are areas of highest hazard; these hills are laced with narrow winding roads that do not facilitate evacuation in the event of a fire. The Claremont area near Tunnel Road in the southeast portion of Zone 2 of the city also has a concentration of areas of very high hazard. There are pockets of high hazard along some streets throughout the remainder of the city (in Zone 1), including blocks on both sides of Shattuck Avenue, adjacent to UC Berkeley; the area between San Pablo Avenue and Highway 580; and a small pocket in the area of Martin Luther King Jr. Middle School.

City of Berkeley Community Wildfire Protection Plan 20

7. Risk Assessment
In anticipation of a new state-wide hazard map in 2023 and for plan consistency, links and references from the adopted General Plan and the City’s recently updated Local Hazard and Mitigation Plan are part of this CWPP. The overlay zones labeled Zones 1, 2, and 3 are used as the formal map of risk for this CWPP.

Figure 8. Adopted Fire Risk for City of Berkeley, based on the city’s Fire Zones (per Ordinance No. 7,157- N.S.).

City of Berkeley Community Wildfire Protection Plan 21
C. Regulatory and Planning Context
Planning is not done in a vacuum; it instead builds upon and weaves in plans already in existence. This CWPP considers several adopted plans which include the General Plan (especially the Disaster and Safety Element and the Housing Element), the Local Hazard Mitigation Plan, Vision 2050, Watershed Master Management Plan, Resiliency Strategy, Strategic Plan, and the Climate Action Plan. Section 2E, Implementing the CWPP Using a Leveraging Strategy, describes these plans in more detail and relates their contents to the CWPP’s program and projects.4
D. Social Environment
One of the keystones of the development of a CWPP is to recognize and integrate the social environment of the planning area. This includes integrating the already-existing organizations and influencers within the community. While many more informal opinion-leaders are involved in the planning process, a sample of the social environment is described below.

1. Firewise Communities
Currently, three communities within the City of Berkeley have been recognized as a National Fire Protection Association Firewise Community. Firewise Communities are those that have taken appropriate measures to become more resistant to wildfire structural damage.5 These communities are the Park Hills Homeowner Association, Acacia Ave., and the San Diego-Indian Rock Firewise Community. Many more neighborhoods have expressed interest and are in the process of becoming recognized as Firewise Communities.

2. Hills Emergency Forum (HEF)
The City of Berkeley is a charter member of the Hills Emergency Forum, a consortium of nine agencies working on fire mitigation measures for the East Bay Hills. It was one of the original six signators to the Hills Emergency Forum October 19, 1993, Letter of Intent.

After a major fire occurred in the early 1990s, the City joined with other public entities to create the Hills Emergency Forum (HEF), in order to share best practices and develop a multi- jurisdictional approach to preparedness for these seasonal Diablo Wind-driven fires. As a member of the Hills Emergency Forum, Berkeley collaborates with other members (representatives from the neighboring cities of Berkeley and Oakland, the East Bay Municipal Utility District, and the University of California, Berkeley) to improve vegetation management and fire response in the Wildland-Urban Interface of the East Bay Hills.6 “The Hills Emergency Forum exists to coordinate the collection, assessment and sharing of information on the East Bay Hills fire hazards and, further, to provide a forum for building 4 https://www.opr.ca.gov/news/2022/11-16.html
5 https://www.nfpa.org/Public-Education/Fire-causes-and-risks/Wildfire/Firewise-USA

City of Berkeley Community Wildfire Protection Plan 22
interagency consensus on the development of fire safety standards and codes, incident response and management protocols, public education programs, multi-jurisdictional training, and fuel reduction strategies.
“The HEF is organized through its member agencies, working through its administrative component – the Staff Liaison Committee (SLC). The SLC is responsible for developing and monitoring progress on the Forum’s annual workplan, maintaining liaison with agency executives on HEF issues, identifying issues for possible legislative support, and coordinating the HEF annual public meeting.”6
Almost 21 years later, the City remains active with the other eight members of the HEF at monthly staff work sessions and an annual meeting. The City served as HEF Chair in 2020.

Staff continues to share best management practices, implement training, and establish regional guidelines, protocols, and standards,7 including:
 Fire Danger Operating Plan and Procedures (2010)
 Equipment Operational Guide (2014)
 Roadside Standards (2003)
 Best Management Practices to reduce potential environmental impacts and mitigations from fuel reduction treatments (ongoing)
 Biomass Management (2007)
 Training – East Bay Photo Series for Fuels Inventory (2014)  Wildland Urban Interface Building Standards (2008)

3. Diablo Firesafe Council
Through the HEF, the City is involved with Diablo Fire Safe Council (DFSC), a 501(c)3 non- profit organization. The DFSC’s role in Alameda and Contra Costa Counties is to serve as a catalyst for bringing together people, agencies, and the means to substantially reduce the impact of wildland fire on our communities.8
Whereas the HEF provides an agency-to-agency forum, DFSC provides the City with regular contact with community members and other regional stakeholders to discuss issues related to wildfire.

In 2012, the City provided input to the Alameda County Community Wildfire Protection Plan (ACWPP). The ACWPP was collaboratively prepared through an 18-month planning process, with input from over 30 agencies and stakeholder organizations, as well as through community surveys. Further information about the planning process can be found at www.diablofiresafe.org/ala_co_CWPP.html. A letter of support for the CWPP was signed by City Fire Marshal Steve Riggs in conjunction with other members of the HEF.9 6 From http://www.hillsemergencyforum.org/mission-goals.html. Accessed 6/4/2014. 7 Available on www.hillsemergencyforum.org
8 From http://www.diablofiresafe.org/ accessed 6/4/2014 9 HEF letter of support from www.diablofiresafe.org/pdf/HEF_CWPP_support.pdf accessed 6/4/2014

City of Berkeley Community Wildfire Protection Plan 23
The City staff participated in the DFSC sponsored April 30, 2014 “Workshop on Defensible Space,” including the afternoon exercise for inspectors.

Through the HEF, the City gets regular updates on DFSCs current activities, grants, and issues.

4. Neighborhood Groups
The City meets with nearby neighborhood groups (i.e., Panoramic Hill Association, Upper Summit Road Homeowner Association) to inform them of regulations and best practices to improve wildland fire safety. On June 2, 2014, the City of Berkeley sponsored a regional fire forum.

E. City Services and Capabilities

1. Berkeley Fire Department Operations
The Berkeley Fire Department provides 24-hour response to fires, medical emergencies, hazardous materials events, water rescues, disasters, and other life-threatening situations. The Department serves the City of Berkeley and UC Berkeley and responds to over 14,000 calls each year. Berkeley Fire’s seven fire stations are each equipped with an engine, as well as additional equipment including the City’s four reserve engines, two trucks, and four ambulances (plus reserve ambulances), which are all staffed with paramedics. Additionally, Station 2 is equipped with a Hazmat Vehicle and a Utility Vehicle, and Station 7 is equipped with a Quick Response Vehicle and a seasonal EBRPD Engine. Station 11 at the Marina has a fireboat and water rescue equipment.

2. Fire Prevention Division
Berkeley Fire Department’s Fire Prevention Division works to decrease the number and severity of all fires in Berkeley through an active code-enforcement program, public education activities, engineering and plans review, and vegetation management. When fires do occur, Fire Prevention staff investigate fire origin and cause and, if needed, prosecute those who are responsible.

3. Wildland Urban Interface (WUI) Division
City of Berkeley Fire Department instituted a WUI division in 2021. The WUI Division is primarily responsible for the coordination of wildland mitigation efforts and related inspection activities.

This Division manages or assists wildfire suppression operations, emergency scenarios, planning department-wide activities and functions, programs, and coordinating personnel for the purpose of community service and fire protection.

Responsibilities of the WUI division include:
 Develop and establish policies and procedures to implement a comprehensive pre-fire management/wildfire prevention program.

City of Berkeley Community Wildfire Protection Plan 24
 Develop pre-fire management solutions and implement cooperative projects to reduce potential wildfire losses.
 Development and refine data to be used as a guide for specifying wildland fire protection levels, pre-fire prescriptions, program results and resource allocations.  Work with federal, state, and local agency staff, and ensure the development of data to support pre-fire analyses.
 Develop subsidiary high risk/high value maps; review field validation of mapping results and develop pre-fire management plans, all-hazard incident mapping and other associated mapping projects.
 Develop vegetation management and control techniques (chipping, masticating, fuel breaks, prescribed fire) and oversee implementation as well as program development and maintenance.
 Assist with post-fire suppression repair and restoration of ecosystem health.  Assist with wildfire-focused public education programs.  Develop, implement, and maintain programs related to defensible space inspection, targeted fuel reduction, etc.
 Ensure compliance with California Environmental Quality Act (CEQA) as appropriate for projects and programs.
 Liaise with officials of neighboring fire agencies and allied agencies.

4. Disaster and Fire Safety Commission
This body advises the City Council on all matters affecting fire safety and/or disaster resilience within Berkeley. This commission serves as the citizens’ oversight committee for expenditure of the proceeds of the Special Tax to Fund Fire Protection and Emergency Response and Preparedness, as set forth in Berkeley Municipal Code (BMC) Section 7.81.060.

5. Other City Departments involved in the CWPP Planning This CWPP was fortunate to have the involvement of many City Departments, including Public Works, Planning, and Parks and Waterfront. The other departments offered additional perspectives and insights to the many ways the CWPP can bolster City functions.

F. Pertinent Regulations, Funding Mechanisms

1. Hill Hazard Fire Area District
The Disaster and Safety Element states, “In the aftermath of the 1991 Fire, the City established the Hill Hazardous Fire Area District. The purpose of the District was to expand inspection programs, reduce excess vegetation, and educate residents about the special needs for vegetation management and fire prevention for people living in the urban/wildland interface.

Hazardous fire area inspections are conducted annually by fire companies, between May and September. Vegetation removal programs, including the chipper and debris box programs, continue with funding provided by a surcharge on the refuse bills for residents in the hill area. In

City of Berkeley Community Wildfire Protection Plan 25
1997, the City Council-approved assessment district in the Berkeley Hills area ended; however, the danger from a wildfire has not. The continued commitment of the residents to a fire-safe area is critical.”

2. Measure FF
On November 2020, Berkeley voters passed Measure FF with 74.2% approval. Measure FF provides $8.5 million in funding annually from parcel taxes to pay for fire services, emergency response, 9-1-1 communication, hazard mitigation and wildfire prevention. The Fire Department manages the emergency response and preparedness projects funded by Measure FF, and the Disaster and Fire Safety Commission and the City Council review and approve projects to receive Measure FF funding.

In the 2022 financial year, the City of Berkeley spent $3 million on 11 projects in the areas of disaster preparedness, department operations, emergency medical services, and employee development and training. $1.5 million was spent on disaster preparedness through 3 key projects:
 Established a Wildland Urban Interface Division within the Fire Department to focus on improving the City’s preparedness for and resilience to wildfire. This team inspected 8,500 properties (83% more than the previous year) to ensure that they meet the City’s requirements for ‘defensible space,’ a buffer between buildings and any combustible materials (such as vegetation).
 Initiated public outreach for the development of a Community Wildfire Protection Plan.

This plan will lay out the risks that Berkeley faces from wildfires, and goals and projects to help manage these risks.
 Purchased a city-wide outdoor warning system to assist with emergency notifications.

Staff have started the process of identifying 15 locations to install the outdoor speakers.

Other notable projects funded by Measure FF include:
 $500,000 was spent on Department Operations, including assessment of the City’s seven fire stations to provide recommendations for safety improvements.  $800,000 was spent on Emergency Medical Services including staffing the City’s ambulances with Emergency Medical Technicians (EMTs) and paramedics.  $100,000 was spent on Employee Development and Training, including making training a stand-alone division with its own Assistant Fire Chief and additional staff, and beginning work on the development of a fire training center.

3. Fire Code Adoption
Through Ordinance 7,839-N.S. the City of Berkeley updated and modified the Municipal Code Chapter 19.48, which comprised the Fire Code on December 6, 2022, and was first effective January 5, 2023.

City of Berkeley Community Wildfire Protection Plan 26
Section 2: Collaboration
Strong working relationships are critical in ensuring our communities are well-prepared. This section describes key partners and paints a full picture of the community’s landscape as well as its local preparedness and firefighting resources.

A. Community Engagement Process
Strong community relationships are critical in ensuring our communities are well-prepared. This section describes the community engagement process. The CWPP planning process included seven methods for robust citizen involvement in the development of the Berkeley Community Wildfire Protection Plan:

1. Public meetings. The Disaster and Fire Safety Commission (DFSC) meetings provided real-time opportunities for participation. Four presentations provided interested residents and stakeholders a way to learn more about the CWPP as it developed, as well as to ask questions and provide input.
 On August 3, 2022, the planning team provided an overview to the Commission about what is a CWPP, the process and timeline for developing the plan, and public engagement opportunities. They also introduced the community base map and the online Hub.
 On September 28, 2022, the Commission meeting focused on wildfire hazards and risk in Berkeley and potential hazard reduction strategies. The planning team introduced the national Fire Adapted Communities framework to help identify preliminary projects and priority ideas.
 On December 7, 2022, the planning team presented a preliminary action plan for implementation of the highest priority projects to the Commission.  On February 22, 2023, the Commission reviewed the Public Review Draft CWPP with the Priority Action Plan, funding, and implementation strategy.

2. City website (https://berkeleyca.gov/safety-health/disaster-preparedness/community- wildfire-protection-plan). A project-dedicated page on the City of Berkeley website served as a central location for information. On the webpage were the e-mail link for comments, the ability to subscribe to a mailing list and receive newsletters, a project overview and timeline, as well as resources and links to related documents.

3. Media releases. The planning team worked with the City Public Information Officer to issue media releases timed to announce the four DFSC meetings. These releases also provided information to the City Newsletter and email list.

4. Newsletters. Newsletters issued through the City of Berkeley provided updates throughout the planning process with links to related information. Interested residents could sign up at the City website or on hub to receive the news.

5. Surveys. The CWPP community engagement process included four surveys to gather input. Links to the survey appeared in the media release, newsletter, on the City website and the Hub.

City of Berkeley Community Wildfire Protection Plan 27

6. The City of Berkeley Hub (https://cwpp-berkeley.hub.arcgis.com/). The online “Hub” provided the opportunity for spatial information and feedback, including an app to “Map your Project.” The online hub included maps and layers such as a community base map with the CWPP boundary, fire hazards, evacuation routes, WUI areas, community assets, topography and watersheds, vegetation, existing fuel reduction projects, fire history, and City Council district boundaries. Also included were FAQs and contact information.

In addition to the CWPP Community Base map, the Hub also provided resources to support community awareness and engagement, housing the surveys and survey results, Frequently Asked Questions (FAQs), and a dedicated email to facilitate public comments.

7. Email (cwpp@cityofberkeleyinfo). Responses to questions or comments were added to the FAQs.

1. Core Team Meetings
The planning process included working sessions with a core team including city staff from Berkeley Fire Department, Parks and Waterfront, Planning, Public Works, and two members of the DFSC. The core team assisted the consultant team throughout the development of the CWPP. The objectives of these meetings included: gathering data; reviewing risk assessment; establishing the Hub site; developing the Community Base Map; gathering public input through submitted surveys and emails; identifying projects; and prioritizing projects. The group also reviewed the administrative draft plan and led the adoption process of the final plan.

2. Surveys
Four surveys were designed as a series of engagement and educational tools to facilitate communication during the development of the Berkeley CWPP. The following results were not intended to be scientific or statistically valid and should not be assumed to reliably reflect the opinions of all Berkeley residents. The surveys, detailed results and community member comments were posted on the Hub
https://cwpp-berkeley.hub.arcgis.com/. The results of the survey are described in detail in Appendix A.

Three online surveys were conducted to offer the community an opportunity to provide input on the Action Plan to protect the Berkeley community from wildfire hazards and risks. These surveys ranked priority projects, identified roles, and considered responsibilities, funding needs, and timetables that were used to develop this Action Plan.

Survey 1 focused on overall awareness of wildfire issues and identifying what folks have already done around their own homes and neighborhoods to reduce fire hazard. 205 community members participated in this survey. See Appendix A for survey results.

Survey 2 offered a framework with ten types of hazard reduction strategies and asked the public to prioritize various programs, projects, and activities. 89 community members participated in this survey. See Appendix A for survey results.

City of Berkeley Community Wildfire Protection Plan 28
Survey 3 asked the public to rank priority projects and provide input on roles, responsibilities, funding needs and timetables. 85 community members participated in this survey. See Appendix A for survey results.

3. CWPP Hub Site
The City of Berkeley CWPP Hub is where the maps, outreach, and information for the CWPP are being organized. The public and stakeholders may view and participate throughout the CWPP process at the Hub Site:
https://cwpp-berkeley.hub.arcgis.com/. The CWPP and the products on the Hub Site serve as the basis for project planning and implementation and offer resources to support community awareness and engagement.

In addition to the CWPP Community Base map, the Hub also offers resources to support community awareness and engagement, housing the surveys and survey results, news releases, FAQs, and a dedicated email to facilitate public comments.

4. DFSC and Core Team Meetings
To encourage collaboration and involvement, the City of Berkeley participated in three Disaster and Fire Commission (DFSC) meetings. The objectives of these meetings included: gathering data; reviewing risk assessment; establishing the Hub site; developing the Community Base Map; gathering public input through submitted surveys and emails; identifying projects, and prioritizing projects.

B. Key Partners
The City of Berkeley led the development of this CWPP, with guidance and support from several partners, including the Disaster and Fire Safety Commission. The DFSC’s purpose is to advise the City Council on all matters affecting fire safety and/or disaster resilience within Berkeley.

The Commission serves as the citizens’ oversight committee for expenditure of the proceeds of the Special Tax to Fund Fire Protection and Emergency Response and Preparedness.10 The DFSC along with the City Council also reviews and approves projects funded by Measure FF.

Other key partners in the development of the CWPP include HEF members, Firewise Communities, and the Hillside Safety Group. Adjacent landowners and jurisdictions are also key partners, including EBRPD, UC Berkeley, Kensington, El Cerrito, Albany, Oakland, and Orinda. 10 Berkeley Municipal Code Section 7.81.060.

City of Berkeley Community Wildfire Protection Plan 29
Section 3: Proposed Projects and Action Plan
A. Introduction to Fire Adapted Community Concept
Wildfires do not stop at property boundaries. More than 70,000 communities and 44 million homes are at risk from wildfire in the Wildland Urban Interface (WUI) – where vegetative fuels and the built environment meet. In the U.S., over the last ten years, more than 35,000 structures were destroyed
by wildfires – an average of 3,500 a year.

Pre-fire risk reduction, on a variety of fronts, can help communities adapt to wildfire. Fire adaptation means
communities take mitigation actions so they can live with wildfire without harm and without extensive wildfire
suppression efforts.

A key component of community fire adaptation is that
there isn’t one tool that reduces risk; there are many
tools that, when used together and strategically, reduce risk. Similarly, there is not one agency or group solely responsible for mitigation: it is the shared responsibility of everyone who lives and works in the community. Fire adaptation happens when local multi-jurisdictional stakeholders work together to identify risk, mitigate it, and maintain the work over time.

Fire adaptation is not a recognition program and is not a checklist. A community doesn’t achieve “fire adapted community” status or certification because the work to reduce wildfire risk never ends.

Foundational tools of fire adaptation include:
● A local multi-jurisdictional mitigation group to share risk reduction responsibility in the community. This core group teaches, mentors, and develops trusted relationships with local residents and other stakeholders to foster on-the-ground mitigation. Research indicates face-to-face communications with trusted community leaders is the best way to share information about mitigation and to move residents to do mitigation work on the ground.
● A community wildfire protection plan (CWPP) which identifies where wildfire risk exists, outlines ways to reduce or mitigate that risk, and helps do the risk reduction work on the ground. It’s not enough to have a CWPP, it must be updated and implemented. The risk reduction tasks must be accomplished and maintained.
● Hazardous fuels treatments inside and around the community on public and private lands. This means the landscape can experience wildfire (small and manageable wildfires or prescribed burns) and its benefits without the threat of catastrophic wildfire.

Figure 9. Wheel of Fire Adapted Strategies.

City of Berkeley Community Wildfire Protection Plan 30
In addition, a fuel buffer around a community and reduced fuels inside the community keep wildfire at bay and provide safe zones for residents and firefighters alike. ● A volunteer or career fire department or fire protection association plays a big role in reducing risk from wildfire and being ready to respond should a wildfire occur. Research shows that firefighters are a local trusted authority in delivering the mitigation message and in helping stakeholders do mitigation. Fire departments are also often the local hero in coalescing local stakeholders in wildfire risk reduction actions on the ground. Fire departments and Sheriffs are critical to evacuation training, designation of safe zones and evacuation routes, and promotion of wildfire prevention messaging. More information can be found at Ready, Set, Go!
● Defensible space around structures means flammable fuels – like leaf piles, unmown dry grass, lawnmowers and gas, lawn furniture, propane tanks and wood piles, leaves and needles in the gutters and on the roof, and flammable trees too near the home – are removed or stored in more appropriate places. This defensible space provides a fuel buffer for the structure and a place for firefighters to do structure protection if the home is defensible. More information can be found at
Firewise and Living with Wildfire.
● Resilient structures are less susceptible to ignition from embers – the primary cause of structure loss. A resilient structure, for instance, is constructed of less flammable materials, has a class “A” roof (not a cedar shake roof or siding), has metal screen over eave vents, and under decks. More information can be found at Wildfire Disaster Safety. ● Wildland Urban Interface codes and ordinances can define best practices for construction and location of new development in a WUI community and outline resilient materials for developments. For instance, some communities don’t allow cedar shake roofs, siding, or fencing in high-risk areas. Others restrict new developments in high-risk wildfire risk areas where it’s difficult to protect structures at risk. Codes and ordinances are location specific and designed to meet local needs. Not every community has the capacity or funding to develop, implement, or enforce codes and ordinances.11 B. Proposed Priority Strategies
As a result of Survey 2, five strategies were
selected by respondents as higher in priority
(shown in blue in Figure 10). These are:

1. Fire Prevention

2. Safety & Evacuation

3. Resident Mitigation

4. Wildfire Response

5. Large-scale Landscape Treatment

City of Berkeley Community Wildfire Protection Plan 31
C. Proposed Projects within Strategies
Each of the Priority Strategies has projects that
support the strategy. The set of projects form the
foundation of the Action Plan.

1. Fire Prevention projects encompass actions that both prevent ignition and loss, through public education campaigns, property inspection, fire weather alerts, community organization and continuing outreach regarding prevention of loss from wildfire.

2. Safety & Evacuation projects improve the community’s safety, and assist the community in evacuation process, through actions revolving around planning, notification, signage.

3. Resident Mitigation projects focus on actions individual residents take to improve the wildland fire safety of their own residence and the community, spanning vegetation management and retrofitting homes to become ignition resistant. This includes actions by the City to develop demonstration areas, as well.

4. Wildfire Response projects bolster the effectiveness of wildfire response by improving technology, equipment, coordination and agreements.

5. Large-scale Landscape Treatment (mapped in Figure 11) addresses vegetation management to reduce wildland fire hazards on private and public lands, by creating fuelbreaks, removing dead and dying and hazardous trees and reducing overall fuel volume.

Figure 10. Wheel of Fire Adapted Strategies
Customized for the City of Berkeley.

City of Berkeley Community Wildfire Protection Plan 32
Figure 11. Map of fuel reduction or fuel mitigation projects that are planned or have been completed within the City of Berkeley.

D. Action Plan

1. Project Description
Community Wildfire Protection Plans are effective when the projects and priorities are implemented. Thus, the Action Plan sets the stage for implementation of the City’s projects and priorities. It is a “Call to Action” involving all interested parties, including:
 Private landowners on an individual basis;
 Firewise Communities, acting together; and
 External partners such as neighboring landowners and agencies.

Table 3 is a matrix organized by the strategy it supports with a brief description of the program or project and where it would take place.

The Action Plan identified different programs under the five priority strategies. Some strategies – like Prevention Communication – have ten programs/projects, while other strategies – like Large-scale Landscape Treatment –have six programs that support it. Many of these actions are integrated into work planned by the City Fire Department.

City of Berkeley Community Wildfire Protection Plan 33

2. Funding Sources
Funding for wildfire mitigation projects comes from a variety of sources, such as State or Federal grants, City budgets (from property tax, special assessments, or general funds), or donations. Each funding mechanism has unique requirements, strengths, and weaknesses.

Some are best suited for one-time expenditures, such as capital improvements, while others are suited for ongoing maintenance activities. The requirements and conditions related to each mechanism should not be overlooked.

While some funding sources can be directed through allocation of City departments’ budgets other funding sources could best be developed through collaborative planning (such as the Community Wildfire Protection Plan). Some funding sources are relatively easy to obtain, while others require an intricate application process. Some include administrative burdens associated with monitoring how funds are spent and complex reporting requirements. The sustainability of funds is another key difference.

Many projects do not require funding, but are sustained instead through collaboration, staff time, volunteerism, and the self-interest of parties involved. However, most projects in this CWPP require funds to hire staff, purchase equipment, or increase training, and to pay vendors to conduct work and perform services.

Implementation of the Action Plan of this CWPP requires a patchwork of mechanisms to cover fire mitigation projects. Multiple sources provide greater stability, more funds, increased continuity, more stakeholders with greater buy-in, and the ability to expand the scope and scale of work. Different stakeholders within the City can collaborate on the acquisition of funds. For example, some funding can be obtained by only fire departments, while other sources require private non-profit entities or communities to receive funds.

Anticipated sources of funding include:

Municipal Funding
Measure FF has been a boon to funding for programs aimed at wildfire fire safety. This funding mechanism can be expected to continue, to support the many programs outlined in the Action Plan. If the county populace so choses, projects could be funded through a regular, ongoing funding mechanism.

Federal Programs
Federal funding is distributed through many avenues, and most federal grants can be researched electronically. Commonly used major programs for fire safety fund mitigation are the National Fire Plan and the Healthy Forest Restoration Act. Major grants are provided through the Federal Emergency Management Agency (FEMA) and the U.S. Fire Administration. Many grants are extremely competitive, with requests for funding far exceeding available funds, while others have a specific focus.

Two primary programs funded by FEMA provide assistance to fire departments. These vary on grant size, non-Federal match requirements, the population size a fire department serves, and

City of Berkeley Community Wildfire Protection Plan 34
the location in relation to the funding agency’s lands. They typically provide funding for organizing, training, prevention materials, and equipment to protect the health and safety of the public and firefighting personnel. All FEMA grants offer large-scale funding opportunities, and also carry a significant administration burden.

Assistance to Firefighters: This FEMA grant program includes the overall Assistance to Firefighters Grant (AFG) and the Fire Prevention and Safety Grant Program. AFG is limited to fire departments. Fire Prevention and Safety Grants are open to a wider range of organizations.

FEMA Disaster Mitigation Programs: The Disaster Mitigation Program includes the Hazard Mitigation Grant Program (HMGP) and Pre-Disaster Mitigation Program (PDM). In order to qualify for these funds, the local jurisdiction must have a Local Hazard Mitigation Plan (LHMP) that is reviewed by the State Mitigation Officer and then approved by FEMA.12  HMGP funds are available after a disaster has been declared to mitigate future risk from any type of disaster (amounts available are linked to the total emergency funds). The HMGP program coordinates with CAL OES and their local support of their Hazard Mitigation Planning.13
 The PDM facilitates cooperation between state and local authorities with funds awarded competitively for both planning and project implementation activities at the state and local level, as a subgrantee.

FEMA Building Resilient Infrastructure and Communities (BRIC): Building Resilient Infrastructure and Communities (BRIC) supports local communities, as they undertake hazard mitigation projects, reducing the risks they face from disasters and natural hazards. This program supports communities through capability- and capacity-building; encouraging and enabling innovation; promoting partnerships; enabling large projects; maintaining flexibility; and providing consistency.

National Conservation of Resources Services (NCRS): NRCS implements a grant program aimed at promoting effective and safe land management practices on private lands. Grants are provided for equipment, planning and management, and reward collaboration and cooperation between adjacent landowners. Fire hazard reduction that increases habitat and watershed value is more likely to be funded.
12 Local governments must have a Local Hazard Mitigation Plan (LHMP) that is reviewed by the State Mitigation Officer and then approved by FEMA, prior to November 1, 2004, as this is a required condition of receiving FEMA mitigation project assistance. LHMPs must be revised, reviewed, and approved every five years. Source:

Governor’s Office of Planning and Research. Fire Hazard Planning Technical Advisory. 2020 Update. https://opr.ca.gov/docs/20201109-Draft_Wildfire_TA.pdf
13 https://www.caloes.ca.gov/cal-oes-divisions/hazard-mitigation/hazard-mitigation-planning

City of Berkeley Community Wildfire Protection Plan 35
State Aid Programs
The State of California operates a Grants Portal14 that can be used to find out about the latest grants that could support fire hazard planning or implementation, including fire hazard mitigation, climate adaptation, forest management, urban forest programs, community engagement projects, and other related projects and programs.

There are two primary sources of funding from the State of California that may be accessed to fund implementation of the Action Plan. One of these is the suite of CAL FIRE grants, spanning its Wildfire Prevention Grant, Forest Health Grant, and the Research and Development Grant.

Of these, the most applicable would be the Wildfire Prevention Grant, which supports implementation of projects aimed at reducing damage from wildfire and release of greenhouse gases.

The other, the Regional Forest and Fire Capacity Program (RFFC) of the Department of Conservation in the Resources Agency,15 is emerging as a key source of funding to address gaps in capacity for project development, testing and evaluation of innovative risk reduction strategies, and support for regional collaborations and networks such as Orange County’s COAST Fire Prevention Working Group, or more locally, the Resource Conservation Districts.

The RFFC Program is a newer funding program of the state administered through the Department of Conservation. It makes block grants to regions based on a formula, to increase regional capacity to collaboratively prioritize, plan, develop, and implement projects and initiatives to reduce wildfire risk and improve habitat health and resilience including increasing carbon sequestration.

CAL FIRE also plays an important role in distributing implementation grant funds aimed at assisting private landowners. The following programs are under the State and Private Forestry branch of USDA Forest Service, the Natural Resources Conservation Service, and the Cooperative State Research, Education, and Extension Service.  While many programs are aimed at more rural landowners, an Urban and Community Forestry (U&CF) Program, and the Economic Action Program (EAP) could assist implementation of projects and programs in Berkeley’s CWPP.  Urban and Community Forestry Program funds local grants that optimize the benefits of trees and related vegetation through multiple-objective projects as specified in the California Urban Forestry Act of 1978 (PRC Section 4799.06-4799.12). These projects further the goals of AB 32, result in a net greenhouse gas benefit, and provide environmental services and cost-effective solutions to the needs of urban communities and local agencies. This program is funded by California Climate Initiative (CCI). In recent years, the program has funded: urban forest expansion and improvement, urban forest management activities, and urban wood and biomass utilization. Three types of grants are currently being provided: Urban Forest 14 https://www.grants.ca.gov/
15 https://www.conservation.ca.gov/dlrp/grant-programs/Pages/Regional-Forest-and-Fire-Capacity-Program.aspx.

City of Berkeley Community Wildfire Protection Plan 36
Expansion and Improvement, Urban Forest Management Activities, and Urban Wood and Biomass Utilization.16

3. Projects
Programs and projects, some of which have specific initial implementation actions, have been identified. See table 3 below for details on locations, roles/responsibilities, beneficiaries, funding requirements, time requirements, and effort required for each of the strategies and programs and projects.
16 CAL FIRE Urban and Community Forestry Grant programs at https://www.fire.ca.gov/grants/urban- and-community-forestry-grant-programs/

City of Berkeley Community Wildfire Protection Plan 37

City of Berkeley Community Wildfire Protection Plan 38

City of Berkeley Community Wildfire Protection Plan 39
E. Implementing the CWPP Using a Leveraging Strategy
Community wildfire protection planning has evolved from the 2003 Healthy Forest Restoration Act to the current focus on Fire Adapted Communities. The process of addressing wildfire risk has expanded beyond collaboration, prioritization of fuel reduction projects, and reduction of structure ignitability to include a wide range of additional issues as identified in the Berkeley CWPP Priority Action Plan.

Similarly, the type of interested parties have expanded beyond the collaboration between fire agencies and residents and includes a wide coalition of partners to reach the goal of resilience to wildfire, while supporting many other mutual benefits.

The implementation strategy of the Berkeley CWPP recognizes the power of leveraging on- going efforts, and new directions from many partners, including:
 City of Berkeley departments: City staff efforts can be achieved through plan integration and consistency with existing programs and campaigns in many departments including Fire, Public Works, Planning, and Parks and Waterfront. A multi-department task force was created during the development of the CWPP.

Berkeley Fire Department outreach and education efforts incorporate multiple channels including direct contact, media coverage, social media, and paid advertising. A developing “ambassador program” will recruit volunteer students, residents with “lived experience of wildfire,” and others to serve as amplifiers to increase the reach throughout Berkeley and help share information. These ambassadors will assist with canvasing neighborhoods with educational flyers and other direct contact educational programs. Examples include a chipping program door hanger and attractive stickers with “QR codes” for more detailed information about new programs. Meetings, such as the popular Councilmember Townhalls early in fire season, will be expanded by other seminars, presentations, and workshops. Formal meetings will be augmented with informal presence at community events, such as farmers markets, city holiday events and emergency preparedness fairs. School programs will be coordinated with the Office of Emergency Services to provide basic emergency preparedness and wildland urban interface fire information.

The Fire Department “Firesafe Berkeley” website continues to play a central role to facilitate dissemination of information on new services and educational materials (
https://www.berkeleyfire.com/firesafe). The website provides information on: preparing for your annual inspections, understanding wildfire risks in Berkeley, create your defensible space, harden your home and use our free chipper service offered throughout the city, The CWPP Hub will continue to have a role in outreach and education, identifying locations of new Firewise Communities and other geographic information (
https://cwpp-berkeley.hub.arcgis.com/).

City of Berkeley Community Wildfire Protection Plan 40
Other outreach and education efforts include:
o Enhanced defensible space inspections that provide not only inspections of residential properties, but also person-to-person education about defensible space and home hardening. Data from these inspections and the chipping service will be aggregated to be able to show progress made by residents. o A workforce development program partnering with Berkeley Youthworks. This program brings interns into the Wildland Urban Interface Division as an initial step in their fire department careers.
o A demonstration area at Station 4 showcasing how to create “Zone 0” around your home.
 Adjacent public agencies: Fire does not recognize jurisdictional boundaries. Neighboring fire agencies respond through the mutual aid agreements and the State Emergency Management System. Many of the region’s residents evacuate along same routes.

Given these facts, adjacent cities and public lands management agencies share many of the goals identified in the Berkeley CWPP. These include the Cities of Albany, El Cerrito, Kensington, and Oakland. Land management agencies include the East Bay Municipal Utility District, East Bay Regional Parks District, Lawrence Berkeley National Laboratory, and University of California, Berkeley. Many of these partners have adopted plans, programs, and ongoing projects addressing wildfire hazards (see Figure 12 in Appendix C). Alameda and Contra Costa Countywide CWPPs and the Regional Priority Plan for both counties identify projects for funding.

Shared mitigation approaches can begin to address some of the more difficult regional challenges identified in the CWPP. Key challenges include coordination on fire weather information, red flag days, policies to close operations, and the identification of buildings suitable for temporary sheltering. Adjacent public agencies also coordinate on protocols for the potential evacuation of summer day camps, such as those operated on lands owned by Berkeley, EBRPD, UC Berkeley, Lawrence Hall of Science etc. These day camps often depend upon shared evacuation routes, buses, and other resources.

Coordination also includes planning for the city-owned residential camps located in the Sierra where planning, grant funding fuel mitigation and evacuation needs are similar to facilities located within the City of Berkeley.
 Regional multi-agency collaboratives: The East Bay has several multi-agency collaboratives that Berkeley staff has helped shape. These include the Hills Emergency Forum, Diablo FireSafe Council and the Association of Bay Area Government technical advisory for wildfire and housing. Continued involvement can offer new approaches from other regions for the implementation of the CWPP.
 Other stakeholders: Successful implementation of the CWPP will require collaboration with other stakeholders to reach areas that the public sector does not or cannot manage.

Stakeholders include residents, HOAs, community organizations, Firewise communities and special interest groups. Many of these private landowners play key roles as they are the only people can who make the final decision about their own property: to retrofit their

City of Berkeley Community Wildfire Protection Plan 41
home to be ignition resistant, maintain their gardens, or prepare their family for evacuation.

Table 4 provides a snapshot of which strategies, programs, or projects are supported. This table relates the strategies in the CWPP as noted in the top columns with the various plans, programs, and policies listed to the left in the table. The plans policies and programs include:

1. City of Berkeley Adopted Plans and Policies;

2. City of Berkeley Codes and Ordinances;

3. City of Berkeley programs and implementation measures;

4. Adjacent Agencies Wildfire Hazard Reduction Plans + CWPP; and

5. Compliance with State Laws (Legislative/ State requirements).

The table identifies which priority actions can take a “lead” role in a plan policy or programs, such as implementing compliance standards for defensible space inspections or the safe passages program. It also identifies where it makes sense to incorporate portions of the CWPP priority actions into another existing plan or program where the CWPP may pay a supporting role or provide information, such as in the Housing Element or Berkeley Vision 2050 plan. The third category that is identified is where the CWPP complements another set of policies and programs but may not have an active role in the strategy. For example, the priority actions complement or link to plans by other agencies, or in City of Berkeley codes and ordinances.

Appendix C explores the existing adopted plans and policies, codes and ordinances, programs and implementation measures, adjacent agencies’ plans, and legislation/state requirements with their unfunded mandates for local government, and explains how they can be leveraged during the implementation of the CWPP to achieve the Priority Action Plan.

City of Berkeley Community Wildfire Protection Plan 42
Leveraging the Berkeley CWPP Lead CWPP to lead plan or program Exisiting plans, programs and policies that support CWPP Action Plan Incorporate CWPP to be Incorporate Into plan or program Complemen
t CWPP complements or links to plan or program
Prevention Safety &
Evacuation
Resident
Mitigation Wildfire Response
Large Scale
Landscape
Treatment
Regulations,
Policies & Plans
Infrastructure &
Business Recovery
Partnerships and
Community
Engagement
Public Health
City of Berkeley Adopted Plans and Policies
Disaster Preparedness & Safety Element of the
City of Berkeley General Plan. see LHMP for Updated Plan Local Hazard Mitigation Plan. 2019. Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Housing Element. 2023 in progress Incorporate Incorporate Incorporate Berkeley Vision 2050 - Planning for a
Sustainable and Resilient Future. 2020.

Implementation reports 2021+.

Incorporate Incorporate Incorporate Incorporate Incorporate Subdivision Review. Response to AB2011.
2022 in progress Incorporate Incorporate
Fire Risk Reduction Community, 2022.

Response to AB1823. Incorporate Incorporate
Berkeley Watershed Master Management
Plan, 2012 Incorporate Incorporate Incorporate
Berkeley Resilience Strategy, 2016 Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Berkeley Strategic Plan, 2018 Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Incorporate Climate Action Plan, 2009. Update 2022. Incorporate Incorporate Incorporate Incorporate Incorporate City of Berkeley Codes and Ordinances
Municipal Code Chapter 19.48.020
Amendments to CA Fire Code known as
“Berkeley Fire Code” (BFC).

Complemen
t
Complemen
t
Complemen
t
Complemen
t
Compliance standards for Defensible Space
Inspections Lead Lead Lead Lead
Chapter 6.52 City Trees and coast live oak Complemen
t
Complemen
t
Complemen
t
Chapter 7.80 Fire Prevention and Preparedness
Assessment
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Chapter 12.99 Wildfire evacuation risk
mitigation ordinance Lead Complemen
t
Complemen
t
Chapter 17.08 Preservation and restoration of
natural watercourses
Complemen
t
Complemen
t
Complemen
t
Chapter 19.28.030 CBC Chapter 7A materials
and construction mehtods for exterior wildfire
exposure
Complemen
t
Complemen
t
Complemen
t
Chapter 19.29.05 CRC Section R337 Materials
and Construction Methods for Exterior Wildfire
Exposure
Complemen
t
Complemen
t
Complemen
t
Code 19.48 Berkeley Fire Code + 19.48.020
Amendments to CA Fire Code
Complemen
t
Complemen
t
Complemen
t
Chapter 21.40 Design requirements Complemen
t
Complemen
t
Complemen
t
Chapter 23.108.020 Zoning Districts Complemen
t
Complemen
t
Complemen
t
Chapter 23.202.070 ES-R Environmental Safety
- Residential District (Panoramic Hill)
Complemen
t
Complemen
t
Complemen
t
Chapter 23.210.020 Hillside Overlay Zones Complemen
t
Complemen
t
Complemen
t
Chapter 23.306 Accessory Dwelling Units Complemen
t
Complemen
t
Complemen
t
Ordinance 7680 amendments to CA Fire Code -
adopt VHFHSZ pursuant to GC51179(1) and
14CCR1280.02
Complemen
t
Complemen
t
Complemen
t
COB 7799 Planning and zoning requirements
more conservative than 14CCR 1299.03
Complemen
t
Complemen
t
Complemen
t
City of Berkeley programs and implementation measures
Measure FF + Measure GG funded programs
• WUI Division Lead Lead Complemen
t
Complemen
t
• Defensible Space Inspection Program. Lead Complemen
t
Complemen
t
• Vegetation removal programs Lead Lead Complemen
t
Complemen
t
• Safe passages program Lead Complemen
t
Complemen
t
Prevention Safety &
Evacuation
Resident
Mitigation Wildfire Response
Large Scale
Landscape
Treatment
Regulations,
Policies & Plans
Infrastructure &
Business Recovery
Partnerships and
Community
Engagement
Public Health
Supports Priority Action Plan Supports additonal FAC strategies Supports Priority Action Plan Supports additonal FAC strategies Table 4. Existing plans, programs and policies that support CWPP Action Plan.

City of Berkeley Community Wildfire Protection Plan 43
Leveraging the Berkeley CWPP (continued) Lead CWPP to lead plan or program Exisiting plans, programs and policies that support CWPP Action Plan Incorporate CWPP to be Incorporate Into plan or program Complemen CWPP complements or links to plan or program
Prevention Safety &
Evacuation
Resident
Mitigation Wildfire Response
Large Scale
Landscape
Treatment
Regulations,
Policies & Plans
Infrastructure &
Business Recovery
Partnerships and
Community
Engagement
Public Health
City of Berkeley programs and implementation measures (continued) • Berkeley Ready Lead Complemen
t
Complemen
t
• Evacuation outdoor warning system Lead Complemen
t
Complemen
t
• Firewise communities Lead Lead Complemen
t
Complemen
t
• CWPP development, implementation and
updates Lead Complemen
t
Complemen
t
• Additional emergency vehicles and larger
training facility Lead Complemen
t
Adjacent Agencies Wildfire Hazard Reduction Plans + CWPP Alameda County CWPP Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Association of Bay Area Governments.

Wildfires - how to preserve and protect
housing
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
City of Albany - Albany Hill Master Plan 2012 Complemen t
Complemen
t
Complemen
t
City of El Cerrito/ Kensington CWPP Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Contra Costa County CWPP Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
East Bay Municipal Utility District - Watershed
Master Plan
Complemen
t
Complemen
t
Complemen
t
East Bay Regional Parks District - Wildfire
Management and Resource Management Plan
2010
Complemen
t
Complemen
t
Complemen
t
El Cerrito Kensington CWPP Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Lawrence Berkeley Laboratory - Wildland Fire
Management Plan + Comprehensive
Vegetation Management Plan.

Complemen
t
Complemen
t
Complemen
t
Oakland Safety Element Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Complemen
t
Oakland Vegetation Management Plan & EIR.

In progress.

Complemen
t
Complemen
t
Complemen
t
University of California, Berkeley - Wildfire
Mitigation Plan and EIR 2021
Complemen
t
Complemen
t
Complemen
t
Compliance with State Laws (Legislative/ State requirements) AB38 (2019) real estate transaction certificatiions Complemen t
Complemen
t
AB747 (2019) Evacuation routes: capacity, safety and
viability under range of scenarios
Complemen
t
Complemen
t
Complemen
t
AB1550 + SB535 (2012/2016). Identification of
priority populations (disadvantaged and low income) for California Climate Investment funds.

Complemen
t
Complemen
t
AB1823 (2019) Fire Risk Reduction Communities Complemen t
Complemen
t
AB2911 (2018) +SB99 (2019) subdivisions without
secondary egress routes
Complemen
t
Complemen
t
AB3074 (2020) Ember resistant Zone (Zone 0) Complemen
t
Complemen
t
SB9 (2021). Housing development approvals. Complemen
t
Complemen
t
SB99(2019). Identify developments without two
emergency evacuation routes upon revision of housing
element.

Complemen
t
Complemen
t
SB246, SB379, SB1035 (2015, 2018). Integrated
climate adaptation and resilience strategies with ICARP.

Complemen
t
Complemen
t
Complemen
t
Complemen
t
SB1241 + SB2160 . Include fire risk in SRA and VHFHSZ
in safety element. Include considerations from OPR Fire Hazard Planning. Transmit VHFHSZ, safety element and
tentative map or parcel map to BOF to review.

Complemen
t
Prevention Safety &
Evacuation
Resident
Mitigation Wildfire Response
Large Scale
Landscape
Treatment
Regulations,
Policies & Plans
Infrastructure &
Business Recovery
Partnerships and
Community
Engagement
Public Health
Supports Priority Action Plan Supports additonal FAC strategies Supports Priority Action Plan Supports additonal FAC strategies

City of Berkeley Community Wildfire Protection Plan 44
Signatures
This plan must be approved by the following key parties: the Berkeley Fire Chief, CAL FIRE Santa Clara Unit Chief, and the Berkeley City Council. Each entity will offer a signature page that will be appended to the plan. Each signature page contains the following language:

The Community Wildfire Protection Plan as developed for the City of Berkeley:
● Was collaboratively developed and meets the intent of the Healthy Forest Restoration Act (HFRA) in emphasizing the need for agencies to work collaboratively with communities in developing hazardous fuel reduction projects, and places priority on treatment areas identified by communities themselves in a CWPP. Interested parties and federal land management agencies in the vicinity of this CWPP have been consulted. ● Identifies and prioritizes areas for hazardous fuel reduction treatments and recommends the types and methods of treatment that will protect areas within this CWPP. ● Recommends measures to reduce ignitability of structures throughout the area addressed by the plan.
● Is intended for use as a planning and assessment tool only, utilizing a compilation of community issues and goals and projected fire mitigation strategies. The CWPP is not to be construed as indicative of project “activity” as defined under the “Community Guide to the California Environmental Quality Act, Chapter Three, Projects Subject to CEQA.” Per the Community Guide, Section 3.1.1, “CEQA only applies to public agency decisions to approve, or actions to carry out, a discretionary project.” Any actual project activities meeting this definition of project activity and undertaken by the CWPP participants or agencies listed shall meet with local, state, and federal environmental compliance requirements.
● Assists and encourages compliance with current county and state fire code standards.

The Community Wildfire Protection Plan as developed for the City of Berkeley was collaboratively developed and meets the intent of the Healthy Forest Restoration Act (HFRA) in emphasizing the need for agencies to work collaboratively with communities in developing hazardous fuel reduction projects, and places priority on treatment areas identified by communities themselves in a CWPP. Interested parties and federal land management agencies in the vicinity of this CWPP have been consulted. ○ Identifies and prioritizes areas for hazardous fuel reduction treatments and recommends the types and methods of treatment that will protect areas within this CWPP.
○ Recommends measures to reduce ignitability of structures throughout the area addressed by the plan. Is intended for use as a planning and assessment tool only, utilizing a compilation of community issues and goals and projected fire mitigation strategies.

The CWPP is not to be construed as indicative of project “activity” as defined under the “Community Guide to the California Environmental Quality Act, Chapter Three, Projects Subject to CEQA.” Per the Community Guide, Section 3.1.1, “CEQA only applies to public agency decisions to approve, or actions to carry out, a discretionary project.” Any

City of Berkeley Community Wildfire Protection Plan 45
actual project activities meeting this definition of project activity and undertaken by the CWPP participants or agencies listed shall meet with local, state, and federal environmental compliance requirements. Assists and encourages compliance with current county and state fire code standards.

City of Berkeley Community Wildfire Protection Plan 46
Appendices

City of Berkeley Community Wildfire Protection Plan 47
Appendix A: Surveys
A. Survey 1

City of Berkeley Community Wildfire Protection Plan 48

City of Berkeley Community Wildfire Protection Plan 49

City of Berkeley Community Wildfire Protection Plan 50

City of Berkeley Community Wildfire Protection Plan 51

City of Berkeley Community Wildfire Protection Plan 52

City of Berkeley Community Wildfire Protection Plan 53

City of Berkeley Community Wildfire Protection Plan 54

City of Berkeley Community Wildfire Protection Plan 55

City of Berkeley Community Wildfire Protection Plan 56

City of Berkeley Community Wildfire Protection Plan 57

City of Berkeley Community Wildfire Protection Plan 58
B. Survey 2

City of Berkeley Community Wildfire Protection Plan 59

City of Berkeley Community Wildfire Protection Plan 60

City of Berkeley Community Wildfire Protection Plan 61

City of Berkeley Community Wildfire Protection Plan 62

City of Berkeley Community Wildfire Protection Plan 63

City of Berkeley Community Wildfire Protection Plan 64

City of Berkeley Community Wildfire Protection Plan 65
C. Survey 3

City of Berkeley Community Wildfire Protection Plan 66

City of Berkeley Community Wildfire Protection Plan 67

City of Berkeley Community Wildfire Protection Plan 68

City of Berkeley Community Wildfire Protection Plan 69

City of Berkeley Community Wildfire Protection Plan 70
Appendix B: General Plan Excerpt
General Plan S-23 Disaster Preparedness and
Safety Element, Adopted April 23, 2002
Fire Hazards
Policy S-21 Fire Preventive Design Standards
Develop and enforce construction and design standards that ensure new structures incorporate appropriate fire prevention features and meet current fire safety standards.

Actions:

A. Strengthen performance review and code enforcement programs.

B. Promote the installation of built-in fire extinguishing systems and early warning fire alarm systems.

C. Maintain City standards for minimum width and vertical clearance, and ensure that new driveways and roadways meet minimum standards of the Uniform Fire Code or subsequent standards adopted by the City.

D. Provide adequate water for fire suppression for new development in accordance with City standards for minimum volume and duration of flow.

E. Establish criteria for the installation of gas shutoff valves in new and existing construction, to reduce the risk of post-earthquake fires.

Policy S-22 Fire Fighting Infrastructure
Reduce fire hazard risks in existing developed areas.

Actions:

A. Develop proposals to make developed areas more accessible to emergency vehicles and reliable for evacuation. Consider restricting on-street parking, increasing parking fines in hazardous areas, and/or undergrounding overhead utilities. Require that all private access roads be maintained by a responsible party to ensure safe and expedient passage by the Fire Department at any time, and require approval of all locking devices by the Fire Department.

Ensure that all public pathways are maintained to provide safe and accessible pedestrian evacuation routes from the hill areas. (Also see Transportation Policies T-28 and T-52.) B. Evaluate existing access to water supplies for fire suppression. Identify, prioritize, and implement capital improvements and acquire equipment to improve the supply and reliability of water for fire suppression. Continue to improve the water supply for firefighting to assure peak load water supply capabilities. Continue to work with EBMUD to coordinate water supply improvements. Develop aboveground (transportable) water delivery systems.

C. Provide properly staffed and equipped fire stations and engine companies. Monitor response time from initial call to arrival and pursue a response time goal of four minutes from the nearest station to all parts of the city. Construct a new hill area fire station that has wildland firefighting equipment and ability.

City of Berkeley Community Wildfire Protection Plan 71
Policy S-23 Property Maintenance
Reduce fire hazard risks in existing developed areas by ensuring that private property is maintained to minimize vulnerability to fire hazards.

Actions:

A. Continue and expand existing vegetation management programs.

B. Property owners shall be responsible for maintaining their structures at a reasonable degree of fire and life safety to standards identified in adopted codes and ordinances.

C. Promote smoke detector installation in existing structures. Require the installation of smoke detectors as a condition of granting a permit for any work on existing residential and commercial buildings and as a condition for the transfer of property.

D. Promote fire extinguisher installation in existing structures, particularly in kitchens, garages, and workshops.

E. Require bracing of water heaters and gas appliances and the anchoring of houses to foundations to reduce fire ignitions following earthquakes.

Policy S-24 Mutual Aid
Continue to fulfill legal obligations and support mutual aid efforts to coordinate fire suppression within Alameda and Contra Costa Counties, Oakland, the East Bay Regional Park District, and the State of California to prevent and suppress major wildland and urban fire destruction.

Actions:

A. Work with inter-agency partners and residents in vulnerable areas to investigate and implement actions to improve fire safety, using organized outreach activities and councils such as the Hills Emergency Forum and the Diablo Fire Safe Council.

B. Establish close coordination with the California Department of Forestry to minimize the risk of wildland fire in the hill areas.

Policy S-25 Fire Safety Education
Use Fire Department personnel to plan and conduct effective fire safety and prevention programs.

Actions:

A. Provide fire safety presentations and programs to local schools, community groups, and neighborhoods.

B. Provide fire safety classes for high-occupancy institutional land uses, and commercial and industrial occupancies.

C. Develop and implement a program to improve public awareness and disseminate appropriate warnings during times of high fire danger.

City of Berkeley Community Wildfire Protection Plan 72
Appendix C: Implementing the CWPP Using a
Leveraging Strategy

1. Berkeley Adopted Plans and Policies Relevant to Implementing the Community Wildfire Protection Plan
The Berkeley General Plan is a comprehensive, and long-range statement of community priorities and values developed to guide public decision-making in future years. Berkeley adopted plans and ordinances reflect Berkeley’s values and actions, and many relate to community wildfire protection. Many of the adopted plans directly address wildfire. Others recognize that wildfire is an issue that impacts the plan’s topic and offer the opportunity for leverage.

Disaster Preparedness & Safety Element of the City of Berkeley General Plan.17 Planning Department.

The General Plan Disaster Preparedness and Safety Element’s goals, objectives, and policies serve as a guide for day-to-day decisions that are essential for responsive government.

Decisions made by Berkeley City Council and its advisory boards, and commissions about the physical development of the City should be consistent with the goals, objectives, and policies of this Plan. The City Council and Planning Commission use the General Plan when evaluating land use changes and making funding and budget decisions. It is used by the Zoning Adjustments Board and City staff to help regulate development proposals and make decisions on projects. The policies of the Plan apply to all property, both public and private, within the Berkeley City limits. Although the University of California and other State/County agencies are not legally obligated to comply with the Plan, mutual cooperation benefits all agencies.18 The Disaster Preparedness and Safety Element of the City of Berkeley General plan was adopted 2002 as a part of the Berkeley General Plan as required by State law. Senate Bill 1241 (Kehoe 2012) modified Government Code Section 65302 and 65302.5 requiring cities and counties to address fire risk in SRAs and VHFHSZ in the safety element of their general plans.

The 2002 Safety Element was updated with adoption of the Local Hazard Mitigation Plan (see LHMP for details). On July 29, 2019, the Board of Forestry and Fire Protection completed its review of Berkeley’s Disaster Preparedness and Safety Element; the City accepted the Board’s recommendations.

Within the General Plan, the Disaster and Safety Element is where most of the current wildland fire programs and strategies are found. See (pages S-10 onward):
https://berkeleyca.gov/sites/default/files/documents/07_Disaster%20Preparedness%20and%20 Safety%20Element-FINAL_0.pdf
17 https://berkeleyca.gov/your-government/our-work/adopted-plans/berkeley-resilience-strategy 18 City of Berkeley, General Plan. https://berkeleyca.gov/your-government/our-work/adopted- plans/general-plan and General Plan: Disaster Preparedness and Safety Element. https://berkeleyca.gov/sites/default/files/documents/07_Disaster%20Preparedness%20and%20Safety%2 0Element-FINAL_0.pdf Accessed 1/30/22.

City of Berkeley Community Wildfire Protection Plan 73
Five policies were established, each with their set of actions: The Policies and Actions appear in Appendix C. The following are the five policies:
 Policy S-21 Fire Preventive Design Standards
Develop and enforce construction and design standards that ensure new structures incorporate appropriate fire prevention features and meet current fire safety standards.  Policy S-22 Fire Fighting Infrastructure
Reduce fire hazard risks in existing developed areas.
 Policy S-23 Property Maintenance
Reduce fire hazard risks in existing developed areas by ensuring that private property is maintained to minimize vulnerability to fire hazards.
 Policy S-24 Mutual Aid
Continue to fulfill legal obligations and support mutual aid efforts to coordinate fire suppression within Alameda and Contra Costa Counties, Oakland, the East Bay Regional Park District, and the State of California to prevent and suppress major wildland and urban fire destruction.
 Policy S-25 Fire Safety Education
Use Fire Department personnel to plan and conduct effective fire safety and prevention programs.

Relevance to the CWPP: See LHMP for the role the Safety Element plays during implementation of the CWPP.

City of Berkeley Community Wildfire Protection Plan 74
Figure 12. Existing plans, programs and policies that support Priority Actions and additional FAC Strategies identified in the CWPP Action Plan.

City of Berkeley Community Wildfire Protection Plan 75
Figure 12. Existing plans, programs and policies that support Priority Actions and additional FAC Strategies identified in the CWPP Action Plan (continued).

City of Berkeley Community Wildfire Protection Plan 76
Local Hazard Mitigation Plan (LHMP). Planning Department.

In 2019, Berkeley updated their Local Hazard Mitigation Plan19 (LHMP) first developed in 2014.

The major update to the Wildland Urban Interface Fire Section was to integrate the mapping on hazardous fire zones on a single map and provide a new map locating pathways as a key resource for pedestrian evacuation. The Plan is organized in 5 elements: A. planning process; B. hazard analysis; C. mitigation strategy; D. plan review, evaluation and implementation; and E. plan adoption. Wildfire was identified as a hazard of greatest concern, along with earthquakes.

The 2019 LHMP is an Appendix to the General Plan Safety Element per City Council Resolution 69,236-N.S. Resolution 29237. The document was reviewed by the Board of Forestry on June 11, 2019, for conformance with GC 65302.5(b). Plan monitoring and updates are on a five-year planning cycle. Comprehensive plan evaluation update will occur if a disaster occurs, or no later than the 4-year mark of the 2019 plan (late 2023).

The LHMP states Berkeley will focus on three goals to reduce and avoid long-term vulnerabilities to the hazards identified in Element B: Hazard Analysis:

1. The City will evaluate and strengthen all City-owned properties and infrastructure, particularly those needed for critical services, to ensure that the community can be served adequately after a disaster.

2. The City will establish and maintain incentive programs and standards to encourage local residents and businesses to upgrade the hazard resistance of their own properties.

3. The City will actively engage other local and regional groups to collaboratively work towards mitigation actions that help maintain Berkeley’s way of life and its ability to be fully functional after a disaster event.

Five objectives guide the mitigation strategy:

A. Reduce the potential for loss of life, injury and economic damage to Berkeley residents and businesses from earthquakes, wildfires, landslides, floods, tsunamis, climate change, extreme heat, and their secondary impacts.

B. Increase City government’s ability to serve the community during and after hazardous events by mitigating risk to key City functions.

C. Connect with residents, community-based organizations, institutions, businesses, and essential lifeline systems in order to increase mitigation actions and disaster resilience in the community.

D. Preserve Berkeley’s unique character and values from being compromised by hazardous events.

E. Protect Berkeley’s historically underserved populations from the impacts of hazardous events by applying an equity focus, including equal access, to mitigation efforts.

Further overview of high priority actions in mitigation strategies address WUI fire issues that dovetail with the CWPP priorities. Each action in the Mitigation Strategy identifies a Staff Lead.

As part of their day-to-day work, Staff Leads will monitor, evaluate, and report on the progress of their assigned LHMP actions at necessary meetings with other staff, institutional community partners, the Disaster Council, relevant City commissions, and the Berkeley City Council. 19 https://berkeleyca.gov/safety-health/disaster-preparedness/local-hazard-mitigation-plan

City of Berkeley Community Wildfire Protection Plan 77
At the beginning of each calendar year the Office of Emergency Services will coordinate a monitoring, evaluation, and reporting effort for the entire LHMP. OES will collect an updated progress report from each identified Staff Lead for each action. The progress report will:
 Provide qualitative and quantitative evaluation of City progress on activities  Identify any necessary changes to the action in order to more effectively achieve stated purpose and goals
 Identify new Plan actions to be incorporated into the Strategy The Safety Element (update and adoption of the LHMP) is a key planning document as it is required by state law with a 5-year mandated update.

Relevance to the CWPP: There is an opportunity to link both the Safety Element/ LHMP and the CWPP updates, as the Safety Element often looks to the CWPP to address wildfire risks and mitigation measures. Mitigation strategies specifically support the CWPP Action Plan in the following areas:
 Prevention and resident mitigation: with enforcement programs including annual inspections of over 1,200 high-risk properties annually;  Regulations, policies, and plans: through development regulations with strict building and fire code provisions, as well as more restrictive local amendments for new and renovated construction;
 Resident mitigation and large-scale landscape treatments: including natural resource protection through four different vegetation management programs;  Safety and evacuation with focus on improvement of access and egress routes and evaluation of traffic to ensure calming measures (bulb outs, bike lanes, raised crosswalks, etc.) are not a hindrance to evacuation; and  Wildfire response, infrastructure, and business: through infrastructure maintenance and improvements to support first responders’ efforts.

Housing Element.20 Planning Department.

The housing element is the primary planning guide to identify and prioritize housing needs of the City and determine the best ways to meet these needs while balancing community objectives and resources.21 On January 18, 2023, the Berkeley City Council approved and adopted the 2023-2031 Housing Element (v6) with amendments. It was submitted to the Department of Housing and Community Development on January 23, 2023. The Council found the 2023-2021 Housing Element to be in substantial compliance with State Housing Element law.

The Housing Element update 2023-2031 recognizes the hazards presented by wildfire. The City of Berkeley’s Building and Safety Codes set forth additional restrictions for structures within the City’s designated fire hazard zones. Program 29 – “Middle Housing” encourages and promotes a mix of dwelling types and sizes, particularly infill and converted existing housing in high resource neighborhoods. Zoning updates will allow for by-right multi-unit development on one lot, often called “accessory dwelling units” (ADU). The Housing Element recognizes the need to coordinate ADU policies and zoning updates with the CWPP and Fire Department Standards of Coverage.22
20 Adopted 2023-2031 Housing Element and Appendices (v6) with resolutions, 01/23/2022 21 City of Berkeley Housing Element Update 2023-2031. Public Hearing Draft 12-1-22. https://berkeleyca.gov/sites/default/files/documents/Berkeley_HEU_Combined_12-01-2022.pdf Accessed 1/30/22.
22 City of Berkeley Housing Element Update 2023-2031 pg. 144.

City of Berkeley Community Wildfire Protection Plan 78
In the accompanying Draft Environmental Impact Report,23 Section 4.17 Wildfire, discusses the impacts associated with wildfire and development in the very high fire severity zone, including impacts associated with emergency evacuation and exposure to pollutants from a wildfire.

Information about the City’s Standard Condition of Approval for a TCP is discussed24. Impact HAZ-5 in Section 4.18, Hazards and Hazardous Materials. Theses impacts were found to be significant and unavoidable.

Relevance to the CWPP: Housing Element shares implementation measures related to the CWPP Action Plan priorities of safety and evacuation, as well as regulations policies and plans, and public health.

Berkeley Vision 2050: Planning for a Sustainable and Resilient Future. Public Works Engineering.

Berkeley Vision 205025 is a long-term plan adopted May 202026 to build, upgrade, and repair Berkeley’s aging infrastructure to be more sustainable and resilient in order to meet the serious challenges of the future, including climate change, and is driven by a set of core values: equity, public health and safety, a strong local economy, resiliency, and sustainability. The Plan includes a strategy to adopt sustainable and safe technologies which addresses having an integrated approach to fire safety, including preparing a wildfire mitigation and safety plan (CWPP).

Among the identified challenges facing Berkeley’s infrastructure is the need to “adapt to our higher fire risk climate by improving forest management, creating viable escape routes in high hazard areas, expanding pre-fire education and outreach programs, improving emergency warning systems, undergrounding overhead utility wires, creating “smoke-free” community centers during major smoke events, and taking other significant steps to protect our residents. A critically important action will be to work with PG&E, the California Public Utilities Commission, and other agencies to ensure that any Public Safety Power Shutoff activity (PSPS) does not block Berkeley’s emergency services, keep basic infrastructure from functioning, or adversely affect residents who require electric power in their homes for medical support. This work will be essential as Berkeley makes a major transition from natural gas to electricity for buildings and from gasoline-powered cars to electric vehicles. Building more self-sufficiency and flexibility is 23 City of Berkeley Housing Element Update 2023-2031. Draft Environmental Impact Report. August 2022. https://berkeleyca.gov/sites/default/files/documents/Berkeley%202023- 2031%20Housing%20Element%20Update%20Draft%20EIR.pdf Accessed 1/30/23. 24 Final EIR and Responses to Comments on the Draft Environmental Impact Report SCH#2022-1-331. pg. 100 “Construction of individual housing developments could interfere with adopted emergency response or evacuation plans as a result of temporary construction activities within rights-of-way.

However, temporary construction barricades or other construction-related obstructions used for project development that could impede emergency access would be subject to the City’s Standard Conditions of Approval, which include a condition to prepare a Transportation Construction Plan (TCP) subject to City review and approval. Implementation of a TCP would limit the extent to which construction activities during the planning period of the HEU would impair or physically interfere with adopted emergency response or evacuation procedures.”
https://berkeleyca.gov/sites/default/files/documents/ATT%202%20FEIR_RTC.pdf Accessed 1/30/23. 25 https://berkeleyca.gov/community-recreation/news/weigh-improving-city-streets-buildings-and- infrastructure
26 Sustainable and Resilient Infrastructure. Presented May 2020. https://berkeleyca.gov/sites/default/files/documents/Vision-2050-Framework.pdf Accessed 1/30/23.

City of Berkeley Community Wildfire Protection Plan 79
an essential feature of Berkeley’s resilient clean energy future. Critical facilities and services are vulnerable to power shutoffs caused by fires or other disasters. Clean energy microgrids, capable of providing electricity even when the larger grid is down, must be prioritized at public health and safety facilities, and encouraged elsewhere in the city. They can work in parallel with the grid, contributing to our state and national GHG reduction goals, but also harness local clean energy resources to pro- vide power during extended outages. There may also be opportunities to underground more of the infrastructure, improving local safety and upgrading switches, relays, transformers, and other essential elements of the grid.” 27 Vision 2050 serves as a framework for a variety of implementation measures over five years.

The Program Plan was released in May 2021 for public review to establish expected outcomes, work priorities, funding, and accountability, including revenue options and funding strategies. In 2021, Vision 2050 competed a scientific survey (see Results of Scientific Survey, and Direction on Revenue Measure(s)28 and a Strategic Asset Management Plan as groundwork to look at funding measures. Undergrounding was identified as a tier 2 priority along with stormwater, parks, trees, and waterfront. As of the December 2022 progress report, the program had achieved 25% their mid-term focus.

Relevance to the CWPP: Vision 2050 shares several implementation measures related to the CWPP Action Plan priorities of prevention, safety, and evacuation, as well as regulations policies and plans, and infrastructure and business. The Vision 2050 program could serve as a model for implementation and tracking of the CWPP.

Berkeley Watershed Master Management Plan (WMP) and Final Mitigated Negative Declaration (MND), October 22, 2012. Public Works Engineering.

The Watershed Management Plan (WMP)29 offers an integrated and sustainable strategy for managing urban water resources. It is intended to guide City efforts to establish a healthier balance between the urban environment and natural ecosystems. The WMP looks at addressing water quality, flooding, and the preservation of creeks and aquatic habitats using multi-objective approaches where possible. This entails supplementing the existing engineered storm drain infrastructure with green infrastructure approaches that mimic natural hydrologic processes including filtration and infiltration by soils and evapotranspiration by plants.

Additionally, various green retrofit measures appropriate for the public right-of-way as well as for public and private property are recommended in the WMP.

The WMP includes potential programs, projects, relevant city policies and refinements to City policy development. Implementation of the WMP will depend on available funding and is a 30- plus year program based on costs and scope. Two watersheds, Potter and Cordonices, are identified for capital improvement projects as funding becomes available. Programs and projects could be integrated in with the CWPP projects to address large scale landscape treatment in the watersheds as well as resident mitigation (where creeks and watershed improvements extend onto private property adjacent to homes).
27 Vision 2050. 10-5-20 pg. 40. https://berkeleyca.gov/sites/default/files/documents/Vision-2050- Framework.pdf
28 https://berkeleyca.gov/sites/default/files/documents/2022-05-31%20Item%2037%20Presentation.pdf Accessed 1/30/23.
29 https://berkeleyca.gov/your-government/our-work/adopted-plans/watershed-management-plan

City of Berkeley Community Wildfire Protection Plan 80
Relevance to the CWPP: The Watershed Master Plan shares several implementation measures related to the CWPP Action Plan priorities of large-scale landscape treatment, as well as infrastructure and business. The WMP could offer guidance for hazardous fuel reduction in watersheds as part of preservation of creek and multi-objective approach. The MND could serve as a foundation for complying with the California Environmental Quality Act (CEQA) for these projects.

Berkeley Resilience Strategy, April 1, 2016. City Manager’s Office.

The Berkeley Resilience Strategy30 advances preparedness and equity in Berkeley, a community known for inclusiveness and innovation. A city’s resilience is defined by the ability of the community to survive, adapt, and thrive no matter what acute shock or chronic challenge it experiences. Advancing Berkeley’s resilience requires working together to identify solutions that have multiple benefits and address multiple challenges at once.

On April 1, 2016, Berkeley released its Resilience Strategy, which identifies six long-term goals and short-term actions to help address some of Berkeley’s most pressing challenges.

1. Build a connected and prepared community

2. Accelerate access to reliable and clean energy

3. Adapt to the changing climate

4. Advance racial equity

5. Excel at working together within City government to better serve the community

6. Build regional resilience
Relevance to the CWPP: The 2016 Resilience Strategy offers several long-term goals that support the CWPP especially those related to a prepared community and regional resilience including: prevention, safety and evacuation, regulations, policies and plans, infrastructure and business, recovery, and public health.

Berkeley Strategic Plan (2018). City Manager’s Office
The City of Berkeley’s Strategic Plan31 Identifies the long-term goals and short-term priorities that the City government will focus on to benefit the Berkeley community. Its goals include creating affordable housing and housing support services for the most vulnerable community members; being a global leader in addressing climate change, advancing environmental justice and protecting the environment; providing an efficient and financially healthy City government with state of the art well maintained infrastructure, amenities and facilities; foster a dynamic and sustainable and locally based economy; create a resilient safety connected and prepared community; be customer focused organization with excellent, timely, easily accessible service and information; and attract and retain a talented and diverse City Government workforce.32 Relevance to the CWPP: The Berkeley Strategic plan offers several goals that specifically address actions in the CWPP. These relate to the action plan priorities of prevention, safety and evacuation, regulations, policies and plans, infrastructure and business, recovery, partnerships 30https://berkeleyca.gov/your-government/our-work/adopted-plans/berkeley-resilience-strategy 31 https://berkeleyca.gov/your-government/our-work/strategic-plan 32 Strategic Plan, https://berkeleyca.gov/your-government/our-work/strategic-plan Accessed 1/30/23.

City of Berkeley Community Wildfire Protection Plan 81
and community engagement and public health. Performance measures and progress on priorities are tracked with quarterly reports and posted to the City website. See quarter report July 2022 for detail under the goal of “resilient city.” Climate Action Plan, 2009 + annual updates. Office of Energy and Sustainable Development.

The City of Berkeley’s Climate Action Plan33 sets forth a vision of “a more sustainable, livable, equitable, and economically vibrant community. By using energy more efficiently, harnessing renewable electricity to power buildings, enhancing access to sustainable transportation, reducing waste, and building local food systems, Berkeley can keep dollars in the local economy, create new green jobs, and improve quality of life.” 34 The Climate Action Plan focuses on an annual greenhouse gas (GHG) inventory to understand the sources of community-wide GHG emissions, to measure progress towards meeting the City’s Climate Action Plan (CAP) goals, and to move toward becoming a Fossil Fuel-Free city.

Like previous annual inventories, Berkeley’s 2019 community-wide GHG inventory focuses on emissions specifically occurring within the City and includes the following sources:
transportation (on-road vehicles and public transit), building electricity usage, building natural gas consumption, landfill solid waste, and emissions from water consumption and wastewater treatment.

The Berkeley Climate Action Coalition is a network of local non-profits, educational institutions, businesses, faith-based organizations, public health organizations, neighborhood groups, government agencies and committed individuals, all working together to implement the 40-year Berkeley Climate Action Plan. The Ecology Center, a non-profit organization, convenes the coalition.

Since the development of the 2009 plan there have been several statewide initiatives that have recognized wildfire as a component of Climate Action. Climate change vulnerability assessment and adaptation are now requirements for the safety element are specified in GC § 65302(g)(4).

The Integrated Climate Adaptation and Resiliency Program (ICARP) (PRC 71350-71360) drives California’s response to climate impacts, prioritizing equitable approaches that integrate mitigation and adaptation. ICARP’s home within the Governor’s Office of Planning and Research (OPR) enables the State to coordinate across local, regional, and state efforts to support cohesive strategies. ICARP achieves this statutory directive through four primary workstreams: policy and programmatic alignment, climate services, actionable climate science, and direct investments.

In August 2022, the Governor’s Office of Planning and Research issued an updated Fire Hazard Planning Technical Advisory and new Wildland-Urban Interface (WUI) Planning Guide. The City of Berkeley’s 2019 Local Hazard Mitigation Plan was showcased as a case study in the Technical Advisory.
33 www.CityofBerkeley.info/climate
34 Berkeley Climate Action Plan, 2009 + annual reports (Feb. 2022). https://berkeleyca.gov/sites/default/files/2022-
05/February%208%202022%20CAP%20Workshop_Slides_final_0.pdf. Accessed 1/30/23

City of Berkeley Community Wildfire Protection Plan 82
Relevance to the CWPP: There is no mention of wildfire hazards or mitigation in 2009 Climate Action Plan and subsequent annual progress updates. However, the final two items in the “vision for a more sustainable Berkeley” could incorporate wildfire impacts:
 Our community is resilient and prepared for the impacts of global warming  The social and economic benefits of the climate protection effort are shared across the community.

Specifically, an updated Climate Action Plan that complies with new state requirements to address wildfire could support: prevention, resident mitigation, regulations, policies & plans, recovery, and public health.

2. Codes and Ordinances
The City of Berkeley’s Building and Safety, and Code Enforcement Divisions adopted the 2022 California Building Standards Code together with local amendments with an effective date of January 1, 202335. These building codes and the enforcement process directly support the prevention and resident mitigation priority actions and are key tools in regulations, policies and plans supporting public health in the built environment.

The City has adopted several local amendments to the City of Berkeley code. Most notably, the City has incorporated additional restrictions for structures within the City’s designated fire hazard zones, including limitations on roofing materials, requirements for spark arrestors on appliances using solid fuel, and undergrounding of utilities. While these requirements may add to the cost of construction of residential units, they are necessary to help mitigate the risk of damage by wildfire in these areas. These codes can be found under Municipal Code Chapter

19.48.020 Amendments to CA Fire Code known as “Berkeley Fire Code” (BFC). Interior sprinklers (903.2.23). WUI (4902.1 - 4908). Berkeley Fire Code Chapter 48, Berkeley Building Code Chapter 7A. Adopt 2019 CA Fire Code and IFC 2018 edition. https://berkeley.municipal.codes/BMC/19.48
Relevance to the CWPP: In addition to the building and fire codes, there are several other codes that support the CWPP Action Plan areas of: prevention, safety and evacuation, resident mitigation, large scale treatment, regulations policies and plans, partnerships and community engagement and public health, including:
 Compliance standards for Defensible Space Inspections - Inspection Form. Refers to PRC 4291, CCR Title 14, Div 1.5, Cpt 4, Sub Chapter 3 Section 1299.  Chapter 6.52 City Trees and coast live oak - https://berkeleyca.gov/city-services/streets- sidewalks-sewers-and-utilities/city-trees-and-coast-live-oak-ordinance.  Chapter 7.80 Fire Prevention and Preparedness Assessment https://berkeley.municipal.codes/BMC/7.80
 Chapter 12.99 Wildfire Hazard Evacuation Risk Mitigation Ordinance. City of Berkeley 7799 Planning and zoning requirements are more conservative than those required by the State under 14CCR 1299.03. https://berkeley.municipal.codes/BMC/12.99 35 https://berkeley.municipal.codes/

City of Berkeley Community Wildfire Protection Plan 83
 Chapter 17.08 Preservation and restoration of natural watercourses. https://berkeley.municipal.codes/BMC/17.08
 Chapter 19.28.030 CBC Chapter 7A materials and construction methods for exterior wildfire exposure. https://berkeley.municipal.codes/BMC/19.28.030  Chapter 19.29.05 CRC Section R337 Materials and Construction Methods for Exterior Wildfire Exposure. https://berkeley.municipal.codes/BMC/19.29.050  Chapter 21.40 Design requirements. https://berkeley.municipal.codes/BMC/21.40  Chapter 23.108.020 Zoning Districts. https://berkeley.municipal.codes/BMC/23.108.020  Chapter 23.202.070 ES-R Environmental Safety - Residential District (Panoramic Hill). https://berkeley.municipal.codes/BMC/23.202.070
 Chapter 23.210.020 Hillside Overlay Zones.
https://berkeley.municipal.codes/BMC/23.210.010
 Chapter 23.306 Accessory Dwelling Units.
https://berkeley.municipal.codes/BMC/23.306.010
 Ordinance 7680 amendments to CA Fire Code - adopt VHFHSZ pursuant to GC51179(1) and 14CCR1280.02 https://berkeley.municipal.codes/BMC/19.48.020

3. City of Berkeley Programs and Implementation Measures Two voter approved measures, Measure FF (2020) and Measure GG (2008), provide funding for fire protection, emergency response and preparedness. Several of these programs focus on wildfire mitigation including:
 WUI Division: The Berkeley Fire Department Wildland-Urban interface Division was formed in 2021 with a dedicated Staff focused solely on citywide wildfire hazard mitigation and strengthening community wildfire resiliency.
 Defensible Space Inspection Program. Berkeley has expanded its’ Defensible Space Inspection Program to all of Fire Zones 2 & 3. This encompasses Zones 2 and 3.

Dedicated inspectors from the WUI Division inspect 8,600 parcels on an annual basis.

The Defensible Space Inspection Program is open year-round, and each annual inspection cycle begins on May 1. Customized defensible space inspection software, “Fire Aside,” provides personalized reports to property owners, including notice of defensible space code violations, a home hardening evaluation, and wildfire education resource links. Property owners can now clear violations with photo evidence online.  Vegetation Removal Programs. The WUI Division is also working to develop a comprehensive WUI work plan that will provide strategic guidance for related work for the next five years. Plans are to expand existing programs and extend some services city- wide, including fuel reduction public land, roadside, private land incentives, debris bins, and city-wide chipping services. The last three years, Berkeley has removed nearly 300 hazardous trees mostly eucalyptus and Monterey Pine from city parks, paths, and street rights-of-way. Another roughly 40 trees have been trimmed or cut back.  Safe Passages Program. The Fire Department and public works are expanding the Safe Passages program that effectively widens existing streets through identification of bottle

City of Berkeley Community Wildfire Protection Plan 84
necks, installing red curb, remove parking etc. to improve evacuation and emergency access.
 Berkeley Ready. Berkeley Fire Department’s Office of Emergency Services hosts Berkeley Ready36 with disaster preparedness resources to help residents prepare their households and community for emergencies and disasters. The program addresses multiple hazards including wildfire. They offer training for Community Emergency Response Teams (CERT) emergency notifications, and a host of materials for creating a disaster plan, building supply kits, presentations on home hardening and fire weather preparation, links to plans, community resilience centers, BEACON network (Berkeley emergency accessible community organizations network), as well as disaster supply caches and dumpsters for neighborhood groups. Evacuation related programs include evacuation drills, use of AC Alert and Zonehaven evacuation zones for notifications37,  Evacuation outdoor warning system. During July 2022, City of Berkeley introduced a new outdoor warning system. The first five speaking sirens were installed to alert residents about all types of emergencies and providing hyperlocal evacuation messages.

Berkeley’s speaking sirens system join the Oakland and UC Berkeley alert & warning sirens heard throughout the East Bay that indicate residents should follow local emergency broadcast news stations.
 Firewise Communities. The National Fire Protection Agency (NFPA) program, Firewise Communities, provides a framework for communities to develop and implement local solutions for wildfire preparedness. Beginning in 2022, new Firewise neighborhoods have been recognized, with more forming. The Firewise program has been recognized the California Insurance Commissioner and many insurance companies as an effective program to harness resident participation in prevention, safety and evacuation and resident mitigation. During the preparation of the CWPP, information was added to the Hub of existing and pending Firewise communities.
 Additional Measure FF programs include the creation of the Community Wildfire Prevention Plan, additional emergency vehicles, and a larger training facility.

Relevance to the CWPP: The Measure FF and GG programs tie directly to the Priority Action Plans including prevention, safety and evacuation, resident mitigation, wildfire response, large- scale landscape treatments, regulations policies and plans, partnerships and community engagement, and public health.

4. Adjacent Agencies’ Wildfire Hazard Reduction Plans and CWPPs Adjacent cities and public lands management agencies share many of the goals identified in the Berkeley CWPP. Neighboring fire agencies respond through the mutual aid agreements and the State Emergency Management System. Plans and CWPPs include:
36 Disaster Preparedness resources. https://berkeleyca.gov/safety-health/disaster-preparedness Accessed 1/30/23.
37 AC Alert: https://member.everbridge.net/453003085612570/login and Zonehaven https://community.zonehaven.com/?latlon=37.869729601064535,- 122.25564253984373&z=12&selected=US-CA-XAL-BER-E04 Accessed 1/30/23.

City of Berkeley Community Wildfire Protection Plan 85
 Alameda County Community Wildfire Protection Plan, 2016  Association of Bay Area Governments. Wildfires - how to preserve and protect housing, 2021.
 Contra Costa County CWPP, 2022.
 City of Albany - Albany Hill Master Plan 2012.
 City of El Cerrito/ Kensington Wildfire Action Plan, 2017.  East Bay Municipal Utility District - Watershed Master Plan, 2018.  East Bay Regional Parks District - Wildfire Management and Resource Management Plan, 2010.
 Lawrence Berkeley Laboratory - Wildland Fire Management Plan and Vegetation Management Guide, in progress.
 Oakland Vegetation Management Plan & EIR. In progress. Draft, 2020.  Oakland Safety Element and Local Hazard Mitigation Plan, 2021.  University of California, Berkeley - Wildfire Mitigation Plan and EIR, 2021.

Relevance to the CWPP: Shared mitigation approaches can begin to address some of the more difficult regional challenges identified in the CWPP, especially those concerning: safety and evacuation, wildfire response, large-scale landscape treatment, recovery, partnerships and community engagement and public health

5. Compliance with State Laws
State laws set minimum standards for local government in many areas of wildfire protection.

Some state laws include incentives through grant programs, while others are unfunded mandates. New requirements are usually identified by the enabling legislation initiated either as Assembly Bills (AB) or Senate Bills (SB), that once passed and signed into law by the governor, are incorporated into sections in the Civil Code (CC), Government Code (GC) Public Resource Code (PRC), etc.

Relevance to the CWPP: Since the increase in devastating wildfire activity in 2017, many new California laws have been passed that have yet to take full effect. These new or forthcoming requirements support the CWPP Action Plan in areas of prevention, safety and evacuation, resident mitigation, large scale landscape treatments, regulations policies and plans, recovery, and public health. Recent legislation includes:

AB38 (2019) - Real estate transaction certifications.

As of July 1, 2021, AB-38 requires a seller of real property located in a High or Very High Fire Hazard Severity Zone (FHSZ) provide the buyer with documentation that the property is in compliance with defensible space requirements if the residential home was built before January 1, 2010. Disclosure requires documentation of compliance with Section 4291 of the Public Resources Code or local vegetation management ordinances. Disclosure is listed on the real estate Natural Hazard Disclosure (NHD) report as an AB-38 Notice.

AB747 (2019) - Evacuation routes: capacity, safety, and viability under range of scenarios.

This legislation requires, upon the next revision of a local hazard mitigation plan on or after January 1, 2022, that the safety element to be reviewed and updated as necessary to

City of Berkeley Community Wildfire Protection Plan 86
identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. Added to GC 65302.15.

AB1550 + SB535 (2012/ 2016) - Identification of priority populations.

Disadvantaged communities (DAC) in California are specifically identified for investment of proceeds from the state’s Cap-and-Trade Program also known as “California Climate Investments (CCI)”. These investments are aimed at improving public health, quality of life and economic opportunity in California’s most burdened communities, and at the same time, reducing pollution that causes climate change. In 2016, Assembly Bill 1550 directed CalEPA to identify DACs and also established the currently applicable minimum funding levels from the CCI proceeds. Portions of Berkeley are identified as disadvantaged and low-income communities.38 Projects in DAC areas are given precedence in grant applications related to State CCI funding.

AB1823 (2019). PRC 4290.1 - Fire Risk Reduction Communities In 2019, Assembly Bill 1823 amended Public Resource Code Section 4290.1 to require that, on or before July 1, 2022, the State Board must develop criteria for and maintain a list of local agencies considered to be a “Fire Risk Reduction Community” located in the SRA or VHFHSZ, identified pursuant to GC § 51178, that meet best practices for local fire planning.

Criteria be used to develop the Fire Risk Reduction Community list include recently developed or updated CWPPs, adoption of the board’s recommendations to improve the Safety Element, participation in Fire Adapted Communities and Firewise USA programs, and compliance with the Board’s minimum fire safety standards.

In 2022, the City of Berkeley applied for and was accepted onto the inaugural Fire Risk Reduction Communities List as one of only 32 local governments throughout California to meet the requirements. Continued coordination and consistency among the CWPP and other plans is important to retain this status as a Fire Risk Reduction Community meeting state recognized best practices and gaining precedence in grant applications related to State CCI funding.

AB2911 (2019). PRC 4290.5 - Subdivision Review Program
The Subdivision Review Program39 was developed to fulfill the requirements of Assembly Bill 2911 (Friedman), and several goals of CAL FIRE’s 2019 Strategic Plan. AB 2911 added Section 4290.5 to the Public Resource Code, which requires the CA Board of Forestry and Fire Protection (the Board), in consultation with the State Fire Marshal and the local jurisdiction to identify existing subdivisions with more than 30 dwelling units located in the State Responsibility Area (SRA) or Local Responsibility Area (LRA) Very High Fire Hazard Severity Zone, identified pursuant to Section 51178 of the Government Code, without a secondary means of egress route that are at significant fire risk. Additionally, the Board in 38 Priority populations map. https://webmaps.arb.ca.gov/PriorityPopulations/ Accessed 1/30/23 39 Subdivision Review Program. https://osfm.fire.ca.gov/divisions/community-wildfire-preparedness- and-mitigation/subdivision-review-program/ Accessed 1/30/23.

City of Berkeley Community Wildfire Protection Plan 87
consultation with the State Fire Marshal and the local government that identified the subdivisions shall develop recommendations to improve the subdivision’s fire safety.

The Subdivision Review Program is a resource that provides CAL FIRE Units and local jurisdictions support in fire hazard planning to:

1. Work collaboratively with CAL FIRE Units, Land Use Planning Program, and local jurisdictions in providing technical assistance related to specific fire hazard planning within the Safety Element of the General Plan.

2. Provide guidance on the Subdivision Map Act related to Very High Fire Hazard Severity Zones (VHFHSZ’s).

3. Provide guidance and support to group leaders with the application process in becoming Firewise USA communities.

4. Assist local CAL FIRE Units to work cooperatively with local governments and stakeholders with the development and creation of more fire resilient communities.

The subdivision review program provides the CWPP the opportunity to implement safety and evacuation and wildfire response mitigation measures in vulnerable areas of the city. One such area has been identified as a subdivision with more than 30 dwellings without a secondary means of egress route and at significant fire risk. As of January 18, 2022, the status from CAL FIRE website is “Report Forthcoming.”40 SB9 (2021) – Housing Development: Approvals.

SB9 “California Housing Opportunity and More Efficiency (HOME) Act,” was adopted in 2021 and requires cities to allow one additional residential unit onto parcels zoned for single-dwelling units. SB9 is complementary with the ADU Law (GC 65852,2 and 65858,22).

SB9 is but one housing law among many that have been adopted to encourage the production of homes across California. The Housing Element recognizes the need to coordinate ADU policies and zoning updates with the CWPP and Fire Department Standards of Coverage.41
SB99 (2019). Safety Element: Emergency evacuation routes.

SB99 amended GC65302 to require cities or counties to identify developments without two emergency evacuation routes, upon the next revision of the housing element (after January 1, 2020). Berkeley has identified Panoramic Hill as such a development (see AB2911).

SB246, SB379, SB1035 (2015, 2018). Integrated climate adaptation and resilience strategies with ICARP.

The Integrated Climate Adaptation and Resiliency Program (ICARP) (PRC 71350-71360) drives California’s response to climate impacts, prioritizing equitable approaches that 40 Subdivision Review Program viewer. https://calfire-
forestry.maps.arcgis.com/apps/webappviewer/index.html?id=a045e9e9c01c4dd7abdf14ad3064 6eaf Accessed 1/30/23.
41 City of Berkeley Housing Element Update 2023-2031pg 145.

City of Berkeley Community Wildfire Protection Plan 88
integrate mitigation and adaptation. ICARP’s home within the Governor’s Office of Planning and Research (OPR) enables the State to coordinate across local, regional, and state efforts to support cohesive strategies. ICARP achieves this statutory directive through four primary workstreams42:

1. Policy and Programmatic Alignment: ICARP aligns and coordinates adaptation at all levels of government via the Technical Advisory Council, the California Climate Adaptation Strategy, long-term disaster recovery and resilience, and more.

2. Climate Services: ICARP supports a statewide community of adaptation practitioners through direct technical assistance at the local and regional levels; decision-support tools such as the Adaptation Clearinghouse, Vulnerable Communities Platform, and Cal-Adapt; and coordinating with other State agencies to align climate adaptation guidance and other resources.

3. Actionable Climate Science: ICARP coordinates the California Climate Assessment, a Science Advisory Group, and other state-funded climate science research, data, tools, and initiatives.

4. Direct Investments: ICARP manages three new climate resilience grant programs and supports state and federal funding and finance alignment through a Cooperative Technical Partners agreement with the Federal Emergency Management Agency (FEMA).

SB1241 + SB2160. Include fire risk in SRA and VHFHSZ in safety element.

SB1241 and SB2160 require local government include considerations from OPR Fire Hazard Planning. They also require local government transmit information on local fire hazard severity zones, the safety element and tentative map or parcel map to the California Board of Forestry to review. This includes fire hazard mapping such as Berkeley’s “hillside overlay” and maps in Berkeley’s LHMP that show emergency service facilities. Future updates will need to identify areas lacking service and map of roads that do not conform to current standards. Also needed are map of developments that do not conform to current state and local standards for access, water supply, fire flow, signage, and vegetation clearance.
42 About ICARP https://opr.ca.gov/climate/icarp/ Accessed 1/30/23.

City of Berkeley Community Wildfire Protection Plan 89
Appendix D. General Plan S-23 Disaster
Preparedness and Safety Element, Adopted April
23, 2002
Fire Hazards
Policy S-21 Fire Preventive Design Standards
Develop and enforce construction and design standards that ensure new structures incorporate appropriate fire prevention features and meet current fire safety standards.

Actions:

A. Strengthen performance review and code enforcement programs.

B. Promote the installation of built-in fire extinguishing systems and early warning fire alarm systems.

C. Maintain City standards for minimum width and vertical clearance, and ensure that new driveways and roadways meet minimum standards of the Uniform Fire Code or subsequent standards adopted by the City.

D. Provide adequate water for fire suppression for new development in accordance with City standards for minimum volume and duration of flow.

E. Establish criteria for the installation of gas shutoff valves in new and existing construction, to reduce the risk of post-earthquake fires.

Policy S-22 Fire Fighting Infrastructure
Reduce fire hazard risks in existing developed areas.

Actions:

A. Develop proposals to make developed areas more accessible to emergency vehicles and reliable for evacuation. Consider restricting on-street parking, increasing parking fines in hazardous areas, and/or undergrounding overhead utilities. Require that all private access roads be maintained by a responsible party to ensure safe and expedient passage by the Fire Department at any time, and require approval of all locking devices by the Fire Department.

Ensure that all public pathways are maintained to provide safe and accessible pedestrian evacuation routes from the hill areas. (Also see Transportation Policies T-28 and T-52.) B. Evaluate existing access to water supplies for fire suppression. Identify, prioritize, and implement capital improvements and acquire equipment to improve the supply and reliability of water for fire suppression. Continue to improve the water supply for fire fighting to assure peak load water supply capabilities. Continue to work with EBMUD to coordinate water supply improvements. Develop aboveground (transportable) water delivery systems.

C. Provide properly staffed and equipped fire stations and engine companies. Monitor response time from initial call to arrival and pursue a response time goal of four minutes from the nearest station to all parts of the city. Construct a new hill area fire station that has wildland fire fighting equipment and ability.

City of Berkeley Community Wildfire Protection Plan 90
Policy S-23 Property Maintenance
Reduce fire hazard risks in existing developed areas by ensuring that private property is maintained to minimize vulnerability to fire hazards.

Actions:

A. Continue and expand existing vegetation management programs.

B. Property owners shall be responsible for maintaining their structures at a reasonable degree of fire and life safety to standards identified in adopted codes and ordinances.

C. Promote smoke detector installation in existing structures. Require the installation of smoke detectors as a condition of granting a permit for any work on existing residential and commercial buildings and as a condition for the transfer of property.

D. Promote fire extinguisher installation in existing structures, particularly in kitchens, garages, and workshops.

E. Require bracing of water heaters and gas appliances and the anchoring of houses to foundations to reduce fire ignitions following earthquakes.

Policy S-24 Mutual Aid
Continue to fulfill legal obligations and support mutual aid efforts to coordinate fire suppression within Alameda and Contra Costa Counties, Oakland, the East Bay Regional Park District, and the State of California to prevent and suppress major wildland and urban fire destruction.

Actions:

A. Work with inter-agency partners and residents in vulnerable areas to investigate and implement actions to improve fire safety, using organized outreach activities and councils such as the Hills Emergency Forum and the Diablo Fire Safe Council.

B. Establish close coordination with the California Department of Forestry to minimize the risk of wildland fire in the hill areas.

Policy S-25 Fire Safety Education
Use Fire Department personnel to plan and conduct effective fire safety and prevention programs.

Actions:

A. Provide fire safety presentations and programs to local schools, community groups, and neighborhoods.

B. Provide fire safety classes for high-occupancy institutional land uses, and commercial and industrial occupancies.

C. Develop and implement a program to improve public awareness and disseminate appropriate warnings during times of high fire danger.

Memorandum
TO: City Council
FROM: Disaster and Fire Safety Commission
W. Bradstreet, Chair
DATE: April 27, 2023
SUBJECT: Recommend That City Council Adopt The Final Draft Of the Community Wildfire Protection Plan
Recommendation:

The Disaster and Fire Safety Commission (DFSC) is requesting that Berkeley City Council adopt the Final Draft of the Community Wildfire Protection Plan (CWPP).

Background:

As the 2023 fire season rapidly approaches, the Disaster and Fire Safety Commission (DFSC) supports and recommends the approval of the City of Berkeley’s Community Wildfire Protection Plan (CWPP). Our City is in critical need of action to support greater wildfire resilience in the face of climate change. This CWPP will provide a guiding framework for local agencies and residents to identify, prioritize, and mitigate risk; and will spur greater capacity to leverage additional state and federal resources for wildfire resiliency.

There is no mistaking the rise of catastrophic wildfire in California in recent years. In 1991, the Tunnel Fire claimed twenty-five lives and destroyed three-thousand two-hundred eighty housing units. The wounds from this event are still imprinted on many of the City’s long-standing residents and have spurred significant efforts to reduce risk. However, forecasts reveal that future fires in the region will rise in intensity and frequency. Simultaneously, the number of residents living in fire-prone regions is anticipated to rise. Climate-drive wildfires often exceed the capacity for response systems, such as state and local firefighters, to operate, leaving mitigation and prevention as the main vehicles to disaster avoidance. The urgency for action cannot be understated.

We must take meaningful measures to reduce wildfire exposure for current and future residents. The DFSC asks you to take a substantive step towards adaptation and resiliency against climate-induced wildfires.

For this reason, the DFSC supports the passage of this CWPP with these suggested changes to the Draft:
 Second paragraph states that “Some of the key goals of the City of Berkeley CWPP…are….” Commission recommended that this section summarize all key goals, rather than some. (Pg. 4)

 Language on page 9 describing the geographic boundaries of the CWPP hazard analysis are difficult to understand. Recommend clarifying that the “1000 foot buffer” that is referenced here as “1000 feet from the westerly border of fire Zone 2”. (Pg. 9)  included language that incorrectly suggested that lives and housing lost in Tunnel Fire were in Berkeley. Recommend clarifying specific impacts to Berkeley and/or clarifying that while Oakland suffered these impacts, Berkeley was threatened/impacted by the proximity of the threat. (Pg. 19)
 Recommends that the Action Plan chart on page 37 (currently Subsection D3) be moved up in the section, so that it falls in Subsection D1, immediately before the section describing Funding Sources (Subsection D2). This recommendation was made to improve the continuity and logical flow of the section. (Pg. 32-37)
 There is a reference to the Demonstration Garden at Fire Station 4. Please identify the address of Station #4 – 1900 Marin Ave, and provide more detail about the defensible space guidelines this space seeks to demonstrate. (Pg. 40)
Vote: 5 Ayes: W. Bradstreet, T. Gordon, S. Dean, G. Murphy, H. Raines: 0 Noes; 2 Absent: J. Bedolla, A.

Stein; 0 Abstain

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

WORKSESSION
May 16, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: David Sprague, Fire Chief
Subject: Fire Department Facilities Master Plan

INTRODUCTION
The purpose of the Berkeley Fire Department (Department) Facilities Master Plan (FMP) is to provide City leaders with a ten-year strategic approach for addressing the City’s aging, undersized, and outdated essential facilities to meet today’s needs and anticipated demands on Berkeley’s fire and emergency services. The FMP recommends a series of facility improvements necessary to support the Department’s mission, comply with building codes and industry standards, and align with best practices in ways that are fiscally responsible in fulfilling the forward-looking mission of the Department.

CURRENT SITUATION AND ITS EFFECTS
Most of Berkeley’s fire stations were built in the 1960’s and received seismic upgrades in the 1990’s. The Training Facility was built in 1996, the Public Safety Building in 2000, and Station 7 in 2006. Based on existing conditions assessments, the FMP team found that since their original construction, most Department facilities have undergone some modifications but not to the extent necessary to properly house modern apparatus, equipment, additional units and new staff, nor to meet current policy, codes and health, safety and inclusion standards. Additionally, many of the stations house outdated features (such as hose drying towers) and hinder healthy environmental practices (such as physical training in apparatus bays). Without further renovation, replacement or relocation, the stations will continue to fall short of addressing the present-day needs and expanding and changing operational demands.

Approach and Recommendations
The FMP team walked all ten properties used by the Fire Department and reviewed provided documentation relevant to the structures and programmatic needs. With each facility, the FMP team first sought the most fiscally conservative renovation approach to accommodate the evolving mission, changes to staffing and adoption of best practices at each site. When these planning priorities could not be met through renovation, the FMP team looked at accommodating operational needs with a new structure on either

Fire Department Facilities Master Plan WORKSESSION
May 16, 2023

existing or expanded sites. In instances where renovation or new construction on existing or expanded sites was not feasible, the team recommended relocation to a new site.

Fire Stations 3, 6, and 7 - RENOVATION AND EXPANSION
These stations and their sites are of a size and configuration that can be expanded and operationally upgraded in their current locations, substantially reducing project costs compared to new construction.

Fire Stations 2, 4, and 5 - REPLACEMENT ON SITE
These fire stations are too small for current and projected needs and require replacement to accommodate the expanded mission, increased staffing, larger and more apparatus and safe operating conditions. The existing sites of Station 2 and 5 are of ample size to accommodate new larger stations. The proposal at Station 4 includes an expansion into the adjacent roadway, yielding substantial cost savings over what would otherwise be incurred with relocation.

Fire Station 1 - RELOCATION
The current Station 1 building and site are too small to accommodate the increase in staffing and the new units needed within this response area. The existing and expanded Fire Station 1 units and operations are proposed to be relocated to a new site (yet to be identified) within the response area.

Fire Administration - RELOCATION
The administration functions including recently expanded staffing across most divisions, the newly established Wildland Urban Interface (WUI) Division, and the needed ambulance deployment center do not fit in the currently designated spaces within the Public Safety Building at 2100 Martin Luther King Jr. Way. This Master Plan includes a preliminary spatial program for a BFD Headquarters in a larger location.

Fire Training Center - RELOCATION
The existing Training Center on Cedar Street no longer supports the training needs of a modern fire department. The site is undersized and located in a residential neighborhood, which has created an untenable situation for neighbors and unrealistic limitations on the type of training events that can be conducted, the hours that training can occur, and the parking needs for trainers and trainees. BFD is currently collaborating with Albany, El Cerrito, and Richmond Fire Departments to identify appropriately sized and zoned sites that could be shared and would work for all jurisdictions. A portion of the current training site at Cedar Street will be used for the expansion of Station 6. The remaining training building could be modified for use as a

Fire Department Facilities Master Plan WORKSESSION
May 16, 2023

meeting hall and for staff accommodations during unplanned fluctuations in service demand due to emergencies such as wildfire urban interface fire events, extreme climate events, and seismic events.

Fire Warehouse - REMODEL
The existing Warehouse between Folger and Heinz, although small, remains useful as a central supply depot and overflow storage for reserve and specialty apparatus. A project is currently underway to add office space inside the warehouse to make the facility more usable.

BACKGROUND
The evolving and expanding mission of the Berkeley Fire Department has led to many changes within the Department’s response and delivery since its founding in 1904.

There have also been significant external changes within the larger firefighting community and the world. These operational changes include:
 Increased call volume from 6,300 annual calls in 1995 for structure fires and medical emergencies to 16,000 annual calls in 2022 for a broad range of emergencies. There have been recent further jumps in daily calls volume due to climate change induced extreme weather events.
 Apparatus have grown in size in order to accommodate firefighters and the equipment necessary to accomplish the modern all-hazards mission of the fire service. There has also been an increase in the type and number of units to include specialty units for wildland engines, ambulances, off road vehicles and boats.
 Best practices for fire stations have been updated to include fire station layouts that limit firefighters’ exposure to carcinogens. This includes dedicated turnout and decontamination rooms, dedicated fitness rooms, airlock separation between apparatus bays and living quarters, and reorganized circulation.  The City of Berkeley and the Department are dedicated to moving towards an all- electric infrastructure. Electrification of both the stations and the apparatus is a future goal of the Department to support the health of firefighters and the larger community.
 The diverse and inclusive workforce of the Department calls for increased privacy and accessibility within the stations. Gender neutral restrooms, single occupancy bedrooms, and dedicated offices for supervisors are needed. Accessibility laws also dictate that the stations be accessible for both the community and the firefighters.

Fire Department Facilities Master Plan WORKSESSION
May 16, 2023

These internal and external changes can no longer be accommodated within the existing fire stations and support facilities. The FMP outlines specific station needs and proposes modifications necessary to bring each of the stations into alignment with codes, industry standards, and the Department mission and culture.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Electrification of the Fire Fleet: The Department is actively researching electrification of its fleet to meet the City’s long-term goals outlined in the Municipal Fleet Electrification Plan. According to current policy, any new construction in Berkeley is required to be all- electric. Going all-electric for buildings and the fleet will require significant revisions to the site power supply including:
 Changing the type of power entering the building (from single to three-phase in most instances)
 Increasing the electrical service to 800 or 1200 amps  Installing solar arrays and energy storage systems
This move improves health and safety at stations and addresses environmental considerations by:
 Improving indoor air quality by eliminating natural gas (for heating and cooking) in the buildings
 Decreasing fossil fuel reliance and carbon pollution by providing electric charging stations for fire department vehicles and apparatus, and staff’s personal electric vehicles
 Employing clean energy sources while the power grid is up and during emergencies when it is down.

Council will need to provide direction to Staff as to whether fire stations should be electrified prior to a full remodel or replacement. Costs associated with both electrification and the purchase of these types of apparatus will be significant. The cost to electrify the stations will be approximately $500,000 each. Electrical apparatus is currently double the cost of a typical diesel-powered apparatus.

Operational Changes Secondary to Climate Change
According to a 2023 United Nations climate change report, human-caused climate change is already affecting weather and climate extremes in every region across the globe. These extreme events are leading to the increased demand for fire department services. The two weather events which are major contributors to increased call

Fire Department Facilities Master Plan WORKSESSION
May 16, 2023

volumes for the Department are wildfires and atmospheric rivers. Climate change projections predict that atmospheric rivers will become the main source of precipitation in western North America. This will lead to an even more pronounced “flood or drought” climate in California. The prevalence of major wildfires in drought years and the prevalence of ground saturation and flooding in wet years will impact the fire department.

The record-breaking call volume days of January 4th, 2023 and March 21-22, 2023 were both during an atmospheric river event. Moving forward the Department will need space to provide emergency accommodations for additional staff during these surges in demand

POSSIBLE FUTURE ACTION
Direction to pursue a bond measure to fund part or all of the proposed projects.

FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
The budgets reflected below are known as an “Order of Magnitude Cost Plan.” As a perspective, an order of magnitude cost model has the objective of identifying costs within an order of magnitude. The budget is not meant to be the lowest possible, rather, to identify the order of Magnitude of costs in considering next steps. A range of costs was used for planning purposes. The ranges below do not include escalation beyond 2024, property acquisition costs nor program management costs. They include all construction, equipment and furnishings costs, plus fees for design, environmental review, permits, etc., associated with project delivery. In the recommended development phasing scenario, the initial focus is on the projects with highest call load and largest staffing numbers. Station 1 was proposed to be implemented first because it is a relocation project. Once a new Station One is complete and online, the existing original Station One can be used as temporary housing for the future replacement projects.

Fire Department Facilities Master Plan WORKSESSION
May 16, 2023

CONTACT PERSON
David Sprague, Fire Chief, Fire Department, (510) 981-3473, Attachments:
1: Berkeley Fire Facilities Master Plan Volume I (Report) 2: Berkeley Fire Facilities Master Plan Volume II (Station Layout/Design) 3: Berkeley Fire Facilities Master Plan Volume II (Mixed-Use Fire Station Case Studies) 4: Berkeley Fire Facilities Master Plan Presentation

CITY OF BERKELEY

VOLUME I

BERKELEY FIRE DEPARTMENT

MASTER PLAN
DRAFT MAY 08, 2023

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

In 1877, the year before Berkeley incorporated as a town, several West Berkeley residents banded
together to form a volunteer hose-and-bucket brigade. On August 21, 1882, the Berkeley Board of Town Trustees officially recognized Beacon #1 Fire Company as the Volunteer Fire Department. A 1,000-pound bell was installed in the nearby Church of the Good
Shepherd tower to serve as both a church bell and fire alarm. The Town Trustees established the Paid Fire Department on October 1, 1904. James Kenney was appointed the first fire chief. Ironically, Town Hall burned down on October 22, just a few weeks later, after attic wires sparked a blaze.

For over 100 years the Berkeley Fire Department organization has built an unmatched legacy of trust in the community. The core of the Department’s strength comes from its members’ fundamental commitment to excellent customer service, high professional standards and their commitment to one another.

Today, the Department provides 24-hour response to emergencies including fires, medical emergencies, hazardous materials events, technical rescue, utility emergencies, water r
escue, disaster response, active shooter, vehicle extrication, and other life-threatening situations.

I. MASTER PLAN REPORT (VOLUME I)
II. DETAILED FACILITY STUDY (VOLUME II)
A. EXECUTIVE SUMMARY
B. BFD MASTER PLAN BACKGROUND
C. BFD MASTER PLAN PURPOSE & GOALS
D. OPERATIONAL CHANGES
E. EXISTING FACILITIES
F. METHODOLOGY
G. APPROACHES TO IMPROVEMENTS
H. DEVELOPMENT SCENARIO RECOMMENDATIONS
I. REFERENCE
FIRE STATION NO. 1
FIRE STATION NO. 2
FIRE STATION NO. 3
FIRE STATION NO. 4
FIRE STATION NO. 5
FIRE STATION NO. 6
FIRE STATION NO. 7

HEADQUARTERS, TRAINING CLASSROOMS & AMBULANCE

DEPLOYMENT CENTER

TRAINING CENTER
1-3
5-6
7 9-14
15-16
17 19-20
21-28
29-30
1-21
22-45
46-64
65-82
83-102
103-119
120-137
138-177
178-193
III. APPENDIX
A. BFD Mixed Use Case Studies 11.10.22 1-9

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

A. BFD MASTER PLAN EXECUTIVE SUMMARY
|

BERKELEY FIRE DEPARTMENT MASTER PLAN

A. EXECUTIVE SUMMARY
THE PURPOSE OF THE BERKELEY FIRE DEPARTMENT MASTER PLAN (FDMP) is to provide City leaders with a ten-year strategic approach for addressing the City’s aging, undersized, and outdated essential facilities to mee
t today’s needs and anticipated demands on Berkeley’s fire and emergency services. The Berkeley Fire Department Master Plan recommends a series of facility improvements necessary to support its mission, comply with building codes and industry standards, and align with best practices in ways that are fiscally responsible in fulfilling the forward-looking mission of the Berkeley Fire Department.

THE EVOLVING AND EXPANDING MISSION of the Berkeley Fire Department has led to many changes within the Department’s response and delivery since its founding in 1904. The range of operational factors facing the larger fir
efighting community and the world, and within BFD has increased significantly over time. These operational changes include:
> Increased local call volume from 6,300 annual calls in 1995 for structural fires and medical emergencies to 16,000 annual calls in 2022 for a broad range of emergencies. The volume of daily calls in one 24-hour period in Mar
ch 2023 due to an extreme weather event was 292 calls, compared to an average of 44 daily calls in 2022.
> Apparatus have grown in size in order to accommodate firefighters and the equipment necessary to accomplish the modern all-hazards mission of the fire service. The type and number of specialty units, such as those f
or wildland engines, ambulances, off-road vehicles and boats, has also increased. > Best practices for fire stations have evolved to include space layouts that limit firefighters’ exposure to carcinogens. This includes dedicated turnout and decontamination rooms, dedicated fitness rooms, airlock separ
ation between apparatus bays and living quarters, and reorganized circulation. > The City of Berkeley and the BFD are dedicated to moving towards an all-electric infrastructure.

Electrification of both the stations and the apparatus is a future goal of the Department to support the health of fir
efighters and the larger community, and to reduce carbon emissions. > The diverse and inclusive workforce of the Department calls for increased privacy and accessibility within the stations. Gender neutral restrooms, single occupancy bedrooms, and dedicated offices for supervisors are needed. Americ
ans with Disability Act (ADA) and other local laws also dictate that the stations be accessible for both the community and the firefighters.

These internal and external changes can no longer be accommodated within the existing fire stations and support facilities. Volume II of this Master Plan outlines specific station needs and proposes modifications necessary to bring each of the stations into alignment with codes, industry standards, and the Berkeley Fire Department mission and culture.

FACILITIES EXISTING CONDITIONS: Most of Berkeley’s fire stations were built in the 1960’s and received seismic upgrades in the 1990’s. The Training Facility was built in 1996, the Public Safety Building in 2000, and Station 7 in 2006. Based on e
xisting conditions assessments, the FDMP team found that since their original construction, most BFD facilities have undergone some modifications but not to the extent necessary to properly house modern apparatus, equipment, additional units and new staff, nor to meet current policy, codes and health, safety and inclusion standards. Additionally, many of the stations house outdated features (such as hose drying towers) and hinder healthy environmental practices (such as physical training in apparatus bays). Without further renovation, replacement or relocation, the stations will continue to fall short of addressing the present- day needs and expanding and changing operational demands.

BFD is approaching an acute situation of not being able to meet the expressed needs of the community due to a lack of adequate facility space.
| 1

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

MASTER PLAN SITES: The FDMP scope includes ten (10) properties used by the Berkeley Fire Department:
> Seven (7) fire stations
> Division of Training
> Headquarters
> Warehouse on Folger/Heinz
| 2

BERKELEY FIRE DEPARTMENT MASTER PLAN
A. EXECUTIVE SUMMARY

APPROACH AND RECOMMENDATIONS: The FDMP team walked all ten properties used by the Fire Department and reviewed provided documentation relevant to the structures and programmatic needs. With each facility, the FDMP t
eam first sought the most fiscally conservative renovation approach to accommodate the evolving mission, changes to staffing and adoption of best practices at each site. When these planning priorities could not be met through renovation, the FDMP team looked at accommodating operational needs with a new structure on either existing or expanded sites. In instances where renovation or new construction on existing or expanded sites was not feasible, the team recommended relocation to a new site.

Fire Stations 3, 6, and 7 - RENOVATION AND EXPANSION
These stations and their sites are of a size and configuration that can be expanded and operationally upgraded in their current locations, substantially reducing project costs compared to new construction.

Fire Stations 2, 4, and 5 - REPLACEMENT ON SITE
These fire stations are too small for current and projected needs and require replacement to accommodate the expanded mission, increased staffing, larger and more apparatus, and safe operating conditions. The existing sit
es of Station 2 and 5 are of ample size to accommodate new larger stations. The proposal at Station 4 includes an expansion into the adjacent roadway, yielding substantial cost savings over what would otherwise be incurred with relocation.

Fire Station 1 - RELOCATION
The current Station 1 building and site are too small to accommodate the increase in staffing and the new units needed within this response area. The existing and expanded Fire Station 1 units and operations are proposed to be r
elocated to a new site (yet to be identified) within the response area.

Fire Administration - RELOCATION
The administration functions including recently expanded staffing across most divisions, the newly established Wildland Urban Interface (WUI) Division, and the needed ambulance deployment center do not fit in the curr
ently designated spaces within the Public Safety Building at 2100 Martin Luther King Jr. Way. This Master Plan includes a preliminary spatial program for a BFD Headquarters in a larger location.

Fire Training Center - RELOCATION
The existing Training Center on Cedar Street no longer supports the training needs of a modern fire department.

The site is undersized and located in a residential neighborhood, which has created an untenable situation f
or neighbors and unrealistic limitations on the type of training events that can be conducted, the hours that training can occur, and the parking needs for trainers and trainees. BFD is currently collaborating with Albany, El Cerrito, and Richmond Fire Departments to identify appropriately sized and zoned sites that could be shared by the jurisdictions. A portion of the current training site at Cedar Street will be used for the expansion of Station

6. The remaining training building could be modified for use as a meeting hall and for staff accommodations during unplanned fluctuations in service demand due to emergencies such as wildfire urban interface fire events, extreme climate events, and seismic events.

Fire Warehouse - REMODEL
The existing Warehouse located at 1011 Folger, although small, remains useful as a central supply depot and overflow storage for reserve and specialty apparatus. A project is currently underway to add office space inside the warehouse to make the facility more usable.
| 3

BERKELEY FIRE DEPARTMENT MASTER PLAN
A. EXECUTIVE SUMMARY

| 4
B. BFD MASTER PLAN BACKGROUND

BERKELEY FIRE DEPARTMENT MASTER PLAN

B. BFD MASTER PLAN BACKGROUND
In 2021, the Berkeley Fire Chief and the Public Works Director, both new to their positions, realized that there was not a long-term plan that evaluated the current state of Fire Department facilities or provided a roadmap f
or known or projected renovation or replacement. They identified the need to create a Fire Department Master Plan (FDMP). This plan is one of five foundational studies that the Berkeley Fire Department (BFD) has undertaken over the last few years which collectively aim to provide a clear set of priorities that the City can use over the next years to guide improvements. The other foundational efforts are:

Berkeley’s Community Wildfire Protection Plan (CWPP), initiated in 2022, will organize a community’s efforts to protect itself from wildfire, and empower citizens to move in a cohesive, common direction. This includes goals f
or improving wildfire response, community preparedness, fuel management, infrastructure, ignition reduction, home hardening, and more. The CWPP draft plan is currently under review with a final plan to be adopted in spring of 2023.

Standards of Coverage and Community Risk Assessment Study (SOC), conducted in 2022-2023 defined appropriate levels of service based on a comprehensive analysis of a number of factors: historical performance; expectations; existing and projected community risk factors, hazards, population growth and aging, topography, the density and vertical growth of the build environment; and performance as compared to national standards and bes
t practices. The report outlines five strategies to improve acute emergency response time, four of which have spatial implications for the fire stations that have been addressed by the FDMP . These include: increase in the number of ambulances; creation of a Mobile Integrated Paramedic (MIP) program; increase of staffing on key engines; and addition of a second Battalion Chief.

Internal Berkeley Fire Department Reorganization, which started in 2015, is a comprehensive re-organization of the Department designed to result in a more efficient response system, strengthen the existing culture that is c
ommunity and employee centric, create pathways from the community to career positions, and build an organization that is better able to respond to the changing needs and risk of our community. These priorities are accounted for in the FDMP by proposing reconfigurations to stations to better serve both the community and the BFD.

Dispatch Needs Analysis (DNA), in December of 2021 the Department contracted with Federal Engineering Inc. to conduct a comprehensive needs assessment of the Berkeley Communications Center in response to City Council’
s request to enhance operations to meet the community’s growing needs under the omnibus reimagining package. The project will examine existing dispatch capabilities and the City’s goals to develop a path forward on how to triage calls, divert non-emergency calls—including mental health calls—to appropriate resources, and implement the delivery of emergency medical instructions to callers. Federal Engineering Consultants’ work will result in a wide-ranging plan that recommends adjustments to staffing, hardware and softw
are, implementation of pre-arrival and emergency medical dispatch systems, diversion of sub-acute calls to the most appropriate resource, training for dispatchers, and dispatch center facilities. | 5

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

Kitchell Facilities Condition Assessment, completed in August of 2021, documents the existing conditions of the ten BFD facilities owned by The City of Berkeley. The object of the assessment was to understand the deficiencies of the buildings, pr
oposed maintenance and corrections, and create budgets for the work at each facility. The assessment report also includes a facility condition needs index that is accounted for in the FDMP .

Each of these four studies articulate goals and aspects that impact BFD facilities and, as such, have influenced the Berkeley Fire Department Facilities Master Plan and its planning process. | 6
B. BFD MASTER PLAN BACKGROUND

BERKELEY FIRE DEPARTMENT MASTER PLAN

C. FACILITIES MASTER PLAN PURPOSE & GOALS
THE PURPOSE of this Fire Department Master Plan (FDMP) is to provide the City of Berkeley leaders and policy makers with a multi-year strategic approach for addressing the City’s aging, undersized, and outdated essential f
acilities to meet today’s needs and anticipated demands on Berkeley’s fire and emergency services.

The FDMP recommends a series of renovations and replacement of the Fire Department’s critical facilities needed to support its mission, comply with building codes and industry standards, and align with best practices in ways that are fiscally responsible and fulfill the forward-looking mission of the Berkeley Fire Department.

As a planning tool, this document is meant to help prioritize and inform capital improvement decisions necessary for the City to develop a funding and implementation plan.

SPECIFIC PLANNING GOALS for Fire Department Master Plan focus on:

1. Improving, expanding and/or replacing each of the City’s fire stations so that they support current fire operations and have flex capacity as the mission of the fire service evolves both in day-to-day call volume and in the e
vent of major disasters.

2. Integrating improved health, safety and personnel needs of the first responders, including reduced exposure to carcinogens, into the design and operations of Fire Department facilities.

3. Relocating current and expanding Fire Department Headquarters functions to a facility that can accommodate growing needs including: a fully functional office setting for fire department support; an Emergency Operations Center (EOC) which can be used as a conference room or classroom outside of emergency conditions; and a deployment center for additional ambulances.

4. Identifying a suitable location for the delivery of future proposed integrated community health programs which provide resources for the under-insured and other high-volume system users that require services other than ambulance trips and emergency room visits.

5. Developing facilities improvement proposals that are adequate and appropriate in meeting and not exceeding established needs through renovation where feasible, or relocation or replacement where renovation is not feasible. The development improvements must demonstrate the trust the Fire Department has established with the community and be respectful of the public funds. | 7

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 8
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

EVOLVING BERKELEY FIRE DEPARTMENT MISSION
The Berkeley Fire Departments mission and responsibilities have evolved and expanded over the last 50 years.

D. OPERATIONAL CHANGES
BFD is approaching an acute situation of not being able to meet the expressed needs of the community due to a lack of adequate facility space required to accommodate a number of operational changes. Only few of these needs ha
ve been properly considered or addressed in the Department’s budget or space allocations. This Master Plan chapter documents the drivers behind the space needs, and Volume II documents high-level space plans that address these needs.

EVOLVING MISSION: The work of fire departments is constantly evolving and expanding. In most fire departments today, putting out fires is just a small part of a day’s work. External and internal factors alike have in
fluenced the arc of BFD’s evolving mission.

Over the years well-intentioned fire administrators and firefighters alike have seen a natural logic in tasking themselves with response capabilities motivated by the instinct to be ready to mitigate anything life throws at the Berkeley community. In the 1970s doctors home from the war in Vietnam introduced emergency medicine into firefighting. Hazardous materials response emerged in the 1990s. BFD’s water rescue unit emerged from the bottom up in the early 2000’s when firefighters jumped in the Bay in their underwear to rescue a drowning civilian. The number of specialty disciplines that BFD has taken on since with little to no training or infrastructure support is simultaneously impressive and staggering. While firefighters are now properly cross-trained, the stations do not have adequate space or support functions to accommodate these specialty first responder units and the added apparatus, equipment, personnel, and training requirements that come with.

This ever-expanding mission increase can be problematic, stretching resources thin and diluting firefighters’ ability to be proficient at any discipline. Nonetheless, adding these disciplines to the Fire Department’s scope makes sense from a service model and fiscal perspective. The alternative would likely require establishing a new department or division, adding even more staffing and infrastructure needs.

The ripple effect this evolution of BFD’s mission has had on all aspects of the organization is substantial: an increase in specialized types of apparatus and equipment; more equipment on apparatus and a reciprocal increase in apparatus size; more on-duty staff to dispatch and respond to emergencies; more support staff to conduct plan checks and to educate residents in prevention, disaster preparedness and enhanced wildfire safety; and expanded training to cover more area-specific hazard types. All of these mission-critical aspects have space implications.
| 9

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

CALL VOLUME: Since its establishment in 1904, the Berkeley Fire Department (BFD) has evolved to respond to all manner of emergencies and hazards. Using call volume as a key metric for assessing fire department needs, in 1995 the BFD r
esponded to 6,300 annual calls-for-service, mostly structure fires and medical emergencies. In 2022 the annual call volume was over 16,000 calls – or an average of 44 calls a day – for a much broader range of emergencies compared to prior years.

Daily call volume, which also drives the staffing required in the firehouses, has also recently experienced dramatic fluctuations due to extreme weather conditions and climate change, which is an emerging risk. BFD recently set two daily records: on January 4, 2023, the Department received 80 calls, nearly double the daily average; and less than three months later the Department received a dramatic 292 calls for service spanning a 24-hour period between March 21 to 22, demonstrating that demand for BFD services is ever-evolving and consistently trending higher.
| 10
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

EXTREME WEATHER EVENTS: According to a 2023 United Nations climate change report, human-caused climate change is already affecting weather and climate extremes in every region across the globe. These extreme e
vents are leading to the increased demand for fire department services. The two weather events which are major contributors to increased call volumes for the BFD are wildfires and atmospheric rivers. Climate change projections predict that atmospheric rivers will become the main source of precipitation in western North America. This will lead to an even more pronounced “flood or drought” climate in California. The prevalence of major wildfires in drought years and the prevalence of ground saturation and flooding in wet years will impact the fire department.

The record breaking call volume days of January 4th, 2023 and March 21-22, 2023 were both during an atmospheric river event. Moving forward the BFD will need space to provide emergency accommodations for additional staff during these surges in demand.

RESPONSE AND DELIVERY CHANGES: The City has changed substantially over the last 20 years, transitioning from a suburban, mostly single-story, single-family residential community to a dense, urban, vertically-oriented c
ommunity. Berkeley is now the second most dense city of the top 51st most populated cities in California, behind San Francisco.

The Standards of Coverage (SOC) analysis prepared by Citygate observed “… that the Department is organized only to accomplish ‘yesterday’s mission’ and is struggling to meet current demand, much less the future growth of the City and University
.” Relative to the FDMP , the SOC goes on to explain that “The ongoing intensification of land uses, building heights, and population density will make several sections of the City very urban—typical of the larges
t metropolitan cities for building fire and rescue/EMS challenges. The cumulative effect of these projects around the City necessitates a shift in staffing and response models as well as an increase in the flexibility of emergency medical resources. The City’s fire and ambulance programs must evolve to those suitable for a major urban fire department in staffing, unit types, and facility locations. Citygate acknowledges this will not only be costly but also very difficult to find new locations for responders.” Changes in local policies have also driven increases in density and vertical orientation of the City and committed the City t
o providing services to the unhoused and to those with psychiatric emergencies. However, there have not been correlating modifications to the Fire Department facilities or staffing over that same period of time to address these changes. As a result the City, including the Fire Department, is now faced with a large, acute gap between community need and service expectation, and what the Department’s infrastructure can accommodate.

RECOMMENDATIONS FROM RECENT EFFORTS: The Standards of Coverage study, the re-shaping of the organization following the passage of Measure FF, the implementation of the department reorganization, and the Dispa
tch Needs Analysis have spatial repercussions on stations and administration headquarters, the most significant being:
> Adding ambulances to recover and maintain Unit Hour utilization and response times. > Adding a Mobile Integrated Health program similar to the Department’s pilot Mobile Integrated Paramedic (MIP) program.
> Deploying the Wildfire Urban Interface (WUI) Division. > Adding staff to support the modern mission of the Divisions of Training, Emergency Medical Services (EMS) and Fire Prevention.
> Increasing the size of the dispatch center for triaging increased call volume, appropriately handling calls for psychiatric emergencies, and delivering pre-arrival instructions. > Adding a future Battalion Chief.
| 11
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

> Increasing full-time staff on six of nine fire companies from three to four personnel (and the remaining three companies from three to four personnel during high-fire danger days) to address changing risk and demand arising fr
om new development in Berkeley and the implications of climate change on our natural environment.

APPARATUS AND SPECIALTY UNITS: To support the evolving
mission and modern safety regulations, BFD apparatus have grown in size. In the past, fire department personnel rode on the rear tailboard of an engine, uncovered and unprotected, causing hundreds of firefighter injuries and deaths across the country. In addition to firefighters moving inside the cabs, appar
atus have also grown in size to accommodate all the
equipment necessary to accomplish the modern all-hazards mission of the fire service. Other specialty apparatus acquired to accommodate BFD’s mission includes wildland engines, ambulances, off-road vehicles and boats, all of which need proper storage and maintenance facilities.

ELECTRIFICATION: The Department is actively researching electrification of its fleet to meet the City’s long-term goals outlined in the Municipal Fleet Electrification Plan. According to current policy, any new construction in Berk
eley is required to be all-electric. Going all-electric for buildings and the fleet will require significant revisions to the site power supply including:
> Changing the type of power entering the building (from single to three-phase in most instances) > Increasing the electrical service to 800 or 1200 amps > Installing solar arrays and energy storage systems
This move towards electrification improves health and safety at stations and addresses environmental considerations by:
> Improving indoor air quality by eliminating natural gas (for space and water heating, and cooking) in the buildings
> Decreasing fossil fuel reliance and carbon pollution by providing electric charging stations for fire department vehicles and apparatus, and staff’s personal electric vehicles > Employing clean energy sources while the power grid is up and during emergencies when it is down City Council will need to provide direction to BFD as to whether fire stations should be electrified prior to a full remodel or replacement. Costs associated with both electrification and the purchase of these types of apparatus will be signific
ant. The cost to electrify the stations will be approximately $400,000 each. Electrical apparatus are currently double the cost of a typical apparatus.
| 12
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

DECONTAMINATION: Significant health and safety
concerns related to carcinogens from turnout gear and
equipment, and the overall air quality at fire stations have long been identified as unsafe. Research spanning dec
ades, continents, and more than 80,000 firefighters
validates the connection between fire fighting and
occupational cancer. Cancer is the most dangerous threat to firefighter health and safety today. The Department
currently has five members with active cancer cases and five recent retirees with active cancer cases. These are only the reported cases and there are likely more which have not been reported.
> Cancer caused 66 percent of the career firefighter line-of-duty deaths from 2002 to 2019, according to data from the International Association of Firefighters (IAFF). Heart disease caused 18 percent of career LODDs for the same period.
> Cancer caused 70 percent of the line-of-duty deaths for career firefighters in 2016 (Smith, Cardiovascular Strain of Fire fighting and the Risk of, 2016).
> Firefighters have a 9 percent higher risk of being diagnosed with cancer and a 14 percent higher risk of dying from cancer than the general U.S. population, according to research by the CDC/National Institute for Occupa
tional Health and Safety (NIOSH).

Firefighters’ risks are significantly higher for some types of cancer than the general population, including:
> Testicular cancer – 2.02 times the risk (100% = double = 2 times) > Mesothelioma – 2.0 times greater risk
> Multiple myeloma -1.53 times greater risk
> Non-Hodgkin’s lymphoma – 1.51 times greater risk
> Skin cancer – 1.39 times greater risk
> Malignant melanoma – 1.31 times greater risk
> Brain cancer -1.31 times greater risk
> Prostate cancer – 1.28 times greater risk
> Colon cancer -1.21 times great risk and
> Leukemia – 1.14 times greater risk
Industry standards call for each structure/vehicle fire to be treated like a hazardous materials incident, including r
ecommendations for firefighters to literally wash each other with special soap to remove carcinogens and to be placed out of service for additional decontamination measures following the incident. Personal Protective Equipment (PPE) needs to be properly bagged and decontaminated, and stations need facilities to keep PPE isolated from physical fitness and living areas as this equipment continues to off gas carcinogens and other toxins.
| 13
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

To reduce the prevalence of cancer in the workforce, best practice recommendations that the City must begin to implement are:
> Dedicated turnout rooms with personnel decontamination and turnout cleaning facilities > Reorganized path of travel to and from the apparatus bay for decontamination between each call, setting up what is referred to as the “Hot, Warm and Cool” zone organization. > Hands-free medical cleanup facilities
> Dedicated physical fitness rooms not in apparatus bays > Airlock air separation between apparatus bay and the stations’ living and office quarters > Direct capture or similar vehicle exhaust systems in apparatus bays, an effort that was implemented in 2001 INCLUSION & PRIVACY CONSIDERATIONS: The fire service is a community-based organization and as such it is critical that the BFD staff reflects the makeup of the community it serves. This commitment to inclusion drives chang
es to the work environment and the facilities necessary in creating a safe workplace for a diverse workforce by increasing privacy and accessibility in living and office environments. Specific improvements include:
> Gender neutral restrooms
> Single occupancy bedrooms
> Dedicated Captains’ offices
> Accessible accommodations
| 14
D. OPERATIONAL CHANGES

BERKELEY FIRE DEPARTMENT MASTER PLAN

E. EXISTING FACILITIES
ORIGINAL CONSTRUCTION: Most of the Berkeley Fire Stations were built in the 1960’s. The Training Facility was built in 1996, the Public Safety Building in 2000, and Station 7 in 2006.

The s
tations built in the 1960’s were designed for a single engine and three personnel per shift. Additionally, at the time of original construction, each station design and site layout offered very little room for expansion or to accommodate future needs and an evolving mission.

FACILITIES MODIFICATIONS: While the stations have not been significantly modified since they were built, they have been stretched to perform beyond their original design by simply squeezing in additional needs and ser
vices. Since their original construction in the 1960s, the older stations have been renovated to accommodate:
> Three ambulances when the service was established in 1977 > Two reserve ambulances and additional equipment when paramedic services were established in 1986 > Improved building seismic performance in the 1990s, following the 1986 Loma Prieta Earthquake > Hazardous Materials Response apparatus and equipment in the 1990s > A fourth ambulance and additional reserve ambulances in 2008 to partially meet increased call volume > Water rescue apparatus and equipment in 2010
> Specialty wildfire apparatus and equipment over the past thirty years > Disaster response supplies and equipment in the 1990s and 2000’s > A mobile emergency medical supervisor vehicle and staff in 2023 While the stations have undergone minor improvements and ongoing maintenance including, for example, ligh
ting, kitchen and restroom upgrades, they have not been modified to the extent necessary to properly house modern apparatus and equipment, additional units and new staff. These expanded services have been accommodated by simply pushing the stations beyond their spatial capacity at the expense of properly addressing safety, health, and privacy (related to inclusion and diversity) protocols.

OUTDATED FACILITIES: As a result, the BFD stations are packed, outdated and potentially unsafe. > Apparatus are parked inches away from roll up doors, creating narrow spaces for personnel to circulate. > Towers, once necessary for drying cotton hoses, are now obsolete due to updated hose material technology. > Exercise equipment is typically set up in apparatus bays adjacent to apparatus and personal protective equipment (or PPE) that off-gas diesel fumes and known carcinogens. | 15

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

In 2021 the Berkeley Public Works Department, which is responsible for Berkeley public facilities maintenance, authorized Kitchell to prepare Facility Condition Assessments of each of the Stations and the Public Safety Building. The report found that in the short-term Fire Stations 1, 4, and 7 are in good condition, Fire Stations 2, 3, and 5 are in fair condition, and Fire Station 6 is in poor condition. In the longer-term Fire Station 1 will be in fair condition, Fire Station 7 will remain in good condition, and the rest will be in poor condition, meaning that in 15 years the bulk of the fire stations will be in poor condition.

Given the limited expansion space in stations and the fact that most Berkeley fire stations do not meet health and safety protocols or industry standards, many of the facilities are in need of major overhauls. Based on existing conditions and needs assessments, most BFD facilities are currently at or beyond capacity. Without significant expansion and modifications, they cannot be made hazards-ready nor can they support the evolving inclusive culture of the Berkeley Fire Department. Renovation or replacement or relocation is necessary to accommodate identified staffing and operational needs. Volume II of this Master Plan outlines specific station needs and proposes modifications necessary to bring each of the stations into alignment with codes, industry standards, and the Berkeley Fire Department mission and culture.

Turnouts, exercise equipment, and apparatus all in the same space do not meet current best practices. | 16
E. EXISTING FACILITIES

BERKELEY FIRE DEPARTMENT MASTER PLAN

F. METHODOLOGY
MASTER PLANNING TEAM: The Fire Department Master Plan (FDMP) effort has relied on a close working relationship with the Fire Chief, members of the command team and members of IAFF Local 1227. The consultant team includes:
> Architects with expertise in fire department facilities planning and design > Economic planner who investigated mixed use facilities combining fire stations with residential uses > Design specialists on the programing and conceptual design development of a regionally shared training facility
MASTER PLANNING SCOPE: The FDMP effort began in began in earnest in Feb 2022 and included the following tasks:
> Collecting and reviewing the provided existing construction documents for each station > Visiting each site
> Conducting a kick-off meeting with Fire Department representatives > Documenting the fire department’s spatial program needs > Developing alternative layouts for each station, with the goal of reusing, renovating and/or adding to existing buildings and sites. Where renovation and reuse options did not achieve the requisite goals of improved health, sa
fety, and service, the planning team studied replacement options. > Preparing high-level construction cost estimates
> Exploring implementation and phasing scenarios to determining how improvements might roll out KEY TAKEAWAYS:

Primary findings thus far are that all uses fundamental to fire fighting, emergency medical service, training, rescue and prevention can be accommodated at the planned stations (including specialty units at a few specific s
tations), headquarters, and training center.

Given space constraints at the station sites, all new ambulances and integrated mobile health programs (MIP or similar) could not be accommodated at the stations without significant expansion which would substantially incr
ease costs at each facility. Therefore, the FDMP team proposes that this service be part of a new BFD Headquarters.

Reserve apparatus are currently proposed by this master plan as stored outdoors at some of the fire stations which is not optimal. Ideally these apparatus would be stored indoors at a centrally located warehouse, which would free up more space at the fire stations and allow for more efficient maintenance regiment.

Adequate onsite parking for first responders’ private vehicles during shift changes was a major design driver in the site plans and station design options. Adequate onsite parking for first responders’ private vehicles is necessary at each site because most employees commute from outside the Bay Area from locations that lack mass-transit options. Once at work, often responders are required to move from one station to another with a hundred pounds of safety equipment in tow.

VOLUME II of this report outlines in greater detail the implications of these findings at each station, BFD Headquarters and the Training Center.
| 17

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 18
G. APPROACHES TO IMPROVEMENTS

BERKELEY FIRE DEPARTMENT MASTER PLAN

G. APPROACHES TO IMPROVEMENTS
RENOVATION APPROACH: For each station, the FDMP team first sought a renovation approach to accommodate the evolving mission, changes to staffing, and the adoption of best practice environmental controls by providing:
> Private sleeping rooms for all on-duty staff
> Gender-neutral restrooms
> Dedicated turnout storage and decontamination spaces
> Dedicated Fitness Room apart from the apparatus bay and vehicle exhaust > Office space for on-duty supervisor(s)
> Increased size of common spaces – kitchen, dining and day rooms – to accommodate added staff > Clear and safe paths of travel throughout stations
> Additional apparatus bays for future units at Stations 1 and 4 > Sufficient parking for staff
> Appropriate facilities for electrification of the fleet (solar, charging, storage, transformers, etc) REPLACEMENT APPROACH – NEW CONSTRUCTION: When the aforementioned priorities could not be accommodated through renovation, the team then looked at accommodating all the operational needs in new s
tructures on either existing, expanded or new sites.

MIXED USE CASE STUDY: The Fire Department leadership team had hoped that with the City’s goals of increasing density and affordable housing, fire stations could be rebuilt along with residential units to maximize city property that is centrally located and close to transit hubs. To research this concept, economics planner Strategic Economics researched three mixed-use projects which combined housing and fire stations on a single site. The case study sites are:

Fire Station 13, San Francisco, CA Potomac Yard, Alexandria, VA Lincoln Towers, Wilmington, DE Mixed Use Case Studies Findings: The major takeaway from these mixed-use case studies is that combining housing and fire services on the same property is not a common development approach and for good reason.

Calif
ornia’s seismic building codes are extremely stringent for public safety buildings making them difficult to pair with other uses. Given the costs associated with the seismic safety requirements for fire stations and other public uses, pairing affordable housing with a fire station is not cost-effective in Berkeley. | 19

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

Where this was attempted locally in San Francisco for Station 13 located at 530 Sansome Street, the residential component is a luxury hotel plus commercial uses. These non-fire station uses were designed to be separated and independently structured from the fire station by cantilevering the building that housed them over the station. This solution is only financially viable due to its location in San Francisco’s financial district where the private development will generate enough value to pay for extra construction costs without impacting the rates of return. The land value in Berkeley is not comparable to the land value in San Francisco and thus this approach would not be attractive to a developer.

The projects in Virginia and Delaware were made possible because of the massive tracts of land available to the developers. This allowed for large-scale development which offset the costs of the fire stations. This is also not possible in Berkeley due to the small amount of city owned land. Another takeaway from the case studies is that each project studied benefitted from having other funding sources in place prior to design and construction to offset costs.

The c
omplete case study report prepared by Strategic Economics is included in this Master Plan’s appendix. | 20
G. APPROACHES TO IMPROVEMENTS

BERKELEY FIRE DEPARTMENT MASTER PLAN

H. DEVELOPMENT SCENARIO RECOMMENDATION
GUIDING PRINCIPLES: The following principles were established to inform the development of the Fire Department Master Plan.

1. All key operational efficiency and safety issues must be addressed.

2. In the station renovations, the addition of sleeping, dedicated turnout and fitness rooms are prioritized.

3. The plan prioritizes the replacement or renovation of the busiest stations first.

4. All additional ambulances or alternate response type programs (staff & vehicles) will be housed outside of the fire houses.

5. The project delivery schedule must allows funds to be maximized through the use of existing facilities as temporary unit locations during construction phases.

6. Utilize city owned property, if possible, to maximize funds for the new headquarters facility

7. Plan and build a regional training center in collaboration with other jurisdictions to the north in Alameda and Contra Costa.

USES IN A TYPICAL STATION: Fire stations in and of themselves are a complex mixed-use building, combining residential, business and quasi-industrial uses under one roof. There are four major space need categories:
> The greatest single use space in a station – roughly 38% – is taken up by apparatus, fire fighting equipment and gear, including Turnouts
> Living quarters take up a quarter of a station and include shared and private spaces and fitness rooms which have typically been shoehorned into apparatus bays
> A comparatively smaller area – 6% of a station – goes to administrative uses, entry and public restrooms. > The rest of the space – nearly a third of the stations – supports circulation and operations, such as: Storage, Mechanical, Electrical, and communication equipment rooms > KITCHEN
> DINING
> DAY ROOM
> BEDROOMS
> BATHROOMS
> LAUNDRY
> NEW FITNESS ROOM 4% OF TOTAL
> APPARATUS BAY
> MEDICAL SUPPLY
> CLEAN UP
> WORKSHOP
> RESTROOM
> NEW TURNOUT GEAR ROOM 7%

OF TOTAL
> MECHANICAL ROOM
> ELECTRICAL ROOM
> COMMUNICATIONS

EQUIPMENT ROOM
> CIRCULATION
> STORAGE
> PUBLIC LOBBY AND

RESTROOM
> WATCH OFFICE
> SUPERVISOR OFFICE
| 21

TYPICAL STATION AREA BREAKDOWN

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

The separation of the hazardous areas of the station with the living and office quarters is paramount to increased safety in a fire station. The diagram above indicates the areas of the station that are considered hazardous (Hot Zones), moderately hazardous (Warm Zones) and the balance of the areas , low hazard living quarters and office facilities are considered (Cool Zones).
| 22

HOT WARM COOL ZONE DIAGRAM
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

RECOMMENDED SCENARIO: The development phasing scenario recommended by this FDMP maximizes operational improvements by focusing first on the busiest and largest stations. The team tested a variety of ways t
o meet the guiding principles, a process which ultimately helped shape the principles themselves. For instance, the original goal was to add all the new ambulance and alternative response units to the existing stations. This proved to be impossible without expanding almost every station and purchasing adjacent residential parcels at each location. The recommended development scenario described bellow made the best use of the existing sites. A summary of the key points of each project follows.

SCENARIO DESCRIPTION: Most station projects can be implemented on city-owned property except for Station

1. This scenario successfully addresses increased staffing needs and key operational efficiencies.

The budg
ets reflected below are “Rough Order of Magnitude Cost Plans.” As a perspective, an order of magnitude cost model has the objective of identifying costs within an order of magnitude. The budget is not meant to be the lowest possible, but rather, to identify the order of magnitude of costs in considering next steps. A range of costs was used for planning purposes. The ranges below do not include escalation beyond 2024, property acquisition costs or program management costs. They include all construction, equipment and furnishings costs, plus fees for design, environmental review, permits, etc., associated with project delivery.

In the recommended development phasing scenario, the initial focus is on the projects with highest call load and largest staffing numbers. Station 1 was proposed to be implemented first because it is a relocation project. Once a new Station 1 is complete and online, the existing original Station 1 can be used as temporary housing for the future replacement projects.

Internal

SEQUENCED PROJECTS INDEPENDENT PROJECTS
Design
Start
LOW x $
Million
HIGH x $
Million
Design
Start
LOW x $
Million
HIGH x $
Million
2024
Fire Station 1
Relocation
New site on/near San Pablo Ave
$42 $47 2023 New Headquarters
Site TBD $33 $36
2026
Fire Station 2
Replacement
Temporary Location - Station 1, 4, 5
$51 $56 2023
Training Center
Phase 1 Renovation
Phase 2 Replacement
Regional Site TBD
$81 $90
2028
Fire Station 5
Replacement
Temporary Location - Station 1, 4, 2
$53 $58 2026
Fire Station 3
Renovation + Expansion
Temporary Location - Station 2, 5
$12 $16
2030
Fire Station 4
Replacement
Temporary Location - Station 2, 6
$36 $41 2028
Fire Station 6
Renovation + Expansion
Temporary Location - Trailer on site
$12 $15
2030
Fire Station 7
Renovation + Expansion Temporary
Location - TBD
$10 $13
TOTAL Rough Order of
Magnitude Project Cost $330 $372
Rough Order of
Magnitude Costs
Rough Order of
Magnitude Costs
| 23
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 24
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

THE PROPOSED PROJECTS IN ORDER OF DEVELOPMENT ARE OUTLINED BELOW:

Fire Station No. 1 - Relocation and Replacement on a new site (to be identified) Key Attributes: Relocation and expansion of Fire Station 1 to a more commercial site in the same response area. Current station can then be used as a t
emporary station as others are renovated.

Rationale: The existing site is located in a residential neighborhood.

The adjacent properties would need to be purchased to accommodate an e
xpansion or replacement on site. These properties contain apartment buildings. Dozens of house units would need to be removed to accommodate the operational needs at this location. Therefore, it is recommended to relocate this facility to a site in a commercial area.

Order of Magnitude Budget Range: $42-47M
Schedule: Recommended design start 2024
Fire Station No. 2 – Replacement at existing site (2029 Berkeley Way) Key Attributes: Replace the station on the existing site with a new 3-story building that includes all required parking.

Rationale: Fire Station No. 2 is the Fire Department’s most populated and busiest station with multiple cross staff units. The current configuration does not allo
w the staging of all apparatus for response. In addition, there is not adequate on-site staff or visitor parking. The replacement of the station includes a parking deck which allows this station to meet all current and projected needs.

Order of Magnitude Budget Range: $51-56M
Schedule: After completion of Fire Station 1

Fire Station No. 5 - Replacement at existing site (2680 Shattuck Avenue) Key Attributes: Replacement of existing station with a new 2-story building plus basement parking in order to fully meet all programmatic and parking needs on site.

Rationale: Station No. 5 is the Department’s second most populated and busiest station. It also houses multiple support units. The station has been r
enovated multiple times and is past its useful life. The site area is very compact and does not currently allow adequate space for site operations.

The recommended option replaces the station onsite and adds subterranean parking for staff and the supporting units.

Order of Magnitude Budget Range: $53-58M
Schedule: After completion of Fire Station 2
| 25
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

Fire Station No. 4 – Replace at existing expanded existing site (1900 Marin Avenue) Key Attributes: Replacement of existing building on an expanded site to meet programmatic and parking requirements.

Rationale: This response area of the City has been identified as an area that should plan for an additional ambulance. The existing fire station can not be e
xpanded to add the apparatus bay necessary for this new unit due to its unique configuration. The recommendation for this station is to replace it at the existing site and expand the site into the adjacent road right of ways.

Order of Magnitude Budget Range: $36-41M
Schedule: Design start 2030

Fire Station No. 3 – Renovation and addition at existing site (2710 Russell Street) Key Attributes: Renovation and expansion of existing fire station to provide a dedicated fitness room, turnout storage, private office and private sleeping rooms.

Rationale: This station is not recommended to add new units. The renovation will focus on improving the health, safety and privacy aspects of the fir
e station.

Order of Magnitude Budget Range: $12-16M
Schedule: Design start 2026

Fire Station No. 6 – Renovation and addition at existing site at existing site (999 Cedar Street) Key Attributes: Renovation and expansion of the existing fire station to provide a dedicated fitness room, turnout storage, private offices and private sleeping r
oom. The entire station will be renovated to allow modernize the kitchen, dining and dayroom.

Rationale: This station is not recommended to add new units although the increases in staffing on existing units are driving the need to modernize the living quart
ers. In addition, the station will be expanded to improve the health, safety and privacy aspects of the station.

Order of Magnitude Budget Range: $11.6-14.6M
Schedule: Design start 2028
| 26
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

Fire Station No. 7– Renovation and addition at existing site (3000 Shasta Road) Key Attributes: Renovation and expansion of existing fire station to provide a dedicated fitness room, turnout storage and private sleeping quarters for the additional s
taffing staged at this location during high fire season.

Rationale: Station 7 is the Department’s newest station, however, it is lacking some of the basic spaces required to provide a safe work environment. Primarily the
missing space is a dedicated turnout room with decontamination equipment.

In addition, additional sleeping rooms are necessary to accommodate the move up staffing during fire season.

Order of Magnitude Budget Range: $10-13M
Schedule: Design start 2030
Headquarters – Relocation to new site.

Key Attributes: Relocation of headquarters to a city owned building. Location to be big enough to Administrative offices, training classrooms, and the ambulance deployment center.

Rationale: Current location cannot accommodate the growing staff or the ambulance deployment center.

Order of Magnitude Budget Range: $33-36M
Schedule: Design start 2023
Training Facility – New construction and renovation at site to be determined Key Attributes: Relocation of the training facility in partnership with other local municipalities.

Rationale: The current location is undersized and located in a residential neighborhood which impacts what training can occur there. The region is missing a large training facility for emergency responders Order of Magnitude Budget Range: $81-90M
Schedule: Phase 1 design Start 2023
| 27
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

Warehouse – Renovation at site in progress
Key Attributes: Renovation of this building is currently in the design phase and will provide a small office and meeting location.

Rationale: The current location has staff assigned but they work from a desk in the warehouse space, exposed to noise and exhaust, and without climate controls.

Order of Magnitude Budget Range: $800-1.5m
Schedule: Design underway
| 28
H. DEVELOPMENT SCENARIO RECOMMENDATION

BERKELEY FIRE DEPARTMENT MASTER PLAN

FACILITY & DECONTAMINATION:

NFPA 1584: Standard on the Rehabilitation Process for Members during Emergency Operations and Training Exercises, Section 7.4.2
NFP
A 1700: Guide for Structural Fire Fighting, Section 11
NFPA 1500: Standard on Fire Department Occupational Safety, Health, and Wellness Program, Section 7, 10, 14, Annex C, Annex F
Occupational Safety and Health Act (OSHA), Occupational Safety and Health Standards (1910), Toxic and Hazardous Substances (subpart Z), Air Contaminants (§ 1910.1000) Occupational Safety and Health Act (OSHA), Permissible Exposure Limits (PELs), OSHA Annotated Tables Z-1, Z-2, Z-3
California Occupational Safety and Health Act (Cal/OSHA), Subchapter 7, Group 16, Article 109 Hazardous Substances and Processes
California Occupational Safety and Health Act (Cal/OSHA), Subchapter 7, Group 16, Article 107 Dusts, Fumes, Mists, Vapors and Gases
Calif
ornia Occupational Safety and Health Act (Cal/OSHA), Table AC 1 - Permissible Exposure Limits (PELs) Firefighter Cancer Registry Act; https://www.congress.gov/bill/115th-congress/house-bill/931 The Safe Drinking Water and Toxic Enforcement Act of 1986 (Proposition 65), https://oehha.ca.gov/ proposition-65/about-proposition-65
Lavender Ribbon Report, Best Practicews for Preventing Firefighter Cancer, International Association of Fire Chiefs & National Volunteer Fire Council, 2018
CANCER IN THE FIRE SERVICE:

Occupational & Environmental Medicine, Mortality and cancer incidence in a pooled cohort of US firefighters from San Francisco, Chicago and Philadelphia (1950− 2009), Daniels, at al 2013 Exposur
e–response relationships for select cancer and non-cancer health outcomes in a cohort of US firefighters from San Francisco, Chicago and Philadelphia (1950–2009), Daniels, at al Environmental Health, Prostate cancer in firefighting and police, Sritharan, et al 2017 Am J Ind Med., Risk of Cancer Among Firefighters in California, 1988–2007, Tsai, et al 2016 Fent, K.W., Toennis, C., Sammons, D. et al. Firefighters’ absorption of PAHs and VOCs during controlled residential fires by job assignment and fire attack tactic. J Expo Sci Environ Epidemiol 30, 338–349 (2020). https://www. nature.com/articles/s41370-019-0145-2
NIOSH [2013]. Health hazard evaluation report: evaluation of dermal exposure to polycyclic aromatic hydrocarbons in firefighters. By Fent KW, Eisenberg J, Evans D, et al. Cincinnati, OH: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, NIOSH HETA Report No. 2010-0156-3196. https://www.cdc.gov/niosh/hhe/reports/pdfs/2010-0156- 3196.pdf.

I. REFERENCES
| 29

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

Kenneth W. Fent, Barbara Alexander, Jennifer Roberts, Shirley Robertson, Christine Toennis, Deborah Sammons, Stephen Bertke, Steve Kerber, Denise Smith & Gavin Horn (2017) Contamination of firefighter personal protective equipment and skin and the effectiveness of decontamination procedures, Journal of Occupational and Environmental Hygiene, 14:10, 801-814, DOI: 10.1080/15459624.2017.1334904 Laroche E, L'Espérance S. Cancer Incidence and Mortality among Firefighters: An Overview of Epidemiologic Systematic Reviews. International Journal of Environmental Research and Public Health. March 3, 2021. https:// www.ncbi.nlm.nih.gov/pmc/articles/PMC7967542/.

LeMasters GK, Genaidy AM, Succop P , et al. Cancer risk among firefighters: a review and meta-analysis of 32 studies. Journal of Occupational and Environmental Medicine. 2006;48(11):1189-1202. doi:10.1097/01. jom.0000246229.68697.90
Memorial Sloan Kettering Cancer Center. Clonal Hematopoiesis (CH). https://www.mskcc.org/cancer-care/types/ leukemias/risk-factors/clonal-hematopoiesis-ch.

National Institute for Occupational Safety and Health. Findings from a Study of Cancer among U.S. Fire Fighters.

July 2016. https://www.cdc.gov/niosh/pgms/worknotify/pdfs/ff-cancer-factsheet-final-508.pdf.

Pukkala E, Martinsen JI, Weiderpass E, et al. Cancer incidence among firefighters: 45 years of follow-up in five Nordic countries. Journal of Occupational and Environmental Medicine. 2014 Jun;71(6):398-404. doi:

10.1136/oemed-2013-101803. Epub 2014 Feb 6. PubMed PMID: 24510539. https://www.ncbi.nlm.nih.gov/ pubmed/24510539.
https://firefightercancersupport.org/resources/faq/
| 30

BERKELEY FIRE DEPARTMENT MASTER PLAN

610 16TH STREET, SUITE 210, OAKLAND, CA 94612
510.208.9400
www.marymcgratharchitects.com
6201 DOYLE STREET, SUITE B, EMERYVILLE, CA 94608
510.547.8092
www.seigelstrain.com

CITY OF BERKELEY
DRAFT MAY 08, 2023

VOLUME I

BERKELEY FIRE DEPARTMENT

MASTER PLAN

TABLE OF CONTENTS
FIRE STATION NO. 1
FIRE STATION NO. 2
FIRE STATION NO. 3
FIRE STATION NO. 4
• Project Description & Location map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
1 2 - 4
5 - 16
17 - 21
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
22 23 - 26
27 - 41
42 - 45
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
46 47 - 50
51 - 62
63 - 64
• Project Description
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
65 66 - 68
69 -80
81 - 82

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

FIRE STATION NO. 5
FIRE STATION NO. 6
FIRE STATION NO. 7

HEADQUARTERS, TRAINING CLASSROOMS &

AMBULANCE DEPLOYMENT CENTER
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
83 84 - 86
87 - 98
99 - 102
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
103
104 - 106
107 - 118
119
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
• Site and Floor Layout Diagrams
• Project Description & Location Map
• Conceptual Space Needs Outline
• Component Diagrams
120
121 - 123
124 - 135
136 - 137
138
139 - 144
145 - 177

TRAINING CENTER
• Project Description & Location Map
• Site Diagram and Plan
• Conceptual Space Needs Outline
• Site and Floor Layout Diagrams
178
179 - 180
181 - 182
183 - 193

TABLE OF CONTENTS

CITY OF BERKELEY

FIRE DEPARTMENT MASTER PLAN

VOLUME I
DRAFT
MAY 08, 2023

FIRE STATION 1

| 1
DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN

PROJECT DESCRIPTION
The existing Fire House No. 1 is 5,410 SF and was originally designed in 1966 to provide operational space and living quarters for three personnel. The facility was seismically retrofitted in the 1990’s and renovated in 2015 t
o provide accessible and private restrooms. The fire station currently houses 6 personnel per shift and houses Engine 1(3), Medic 1 (2) and Medic Trainee (1). This station personnel is anticipated to grown through the addition of a future ambulance or mobile integrated paramedic and a Battalion Chief. The staffing will increase to 12 personnel per shift.

Four options were evaluated. They include:

1. Renovation and expansion with 15,700 Total Square feet and all parking met. Purchase three adjacent properties.

2. Replace station with a new 15,700 SF station on the existing site with surface parking. Purchase three adjacent properties.

3. Replace station with a new 15,700 SF station on the existing site with a 12,810 SF subterranean parking garage. Purchase thee adjacent properties.

4. Replace station with a new 15,700 SF Station on a new site that allows surface parking. (Recommended)
The renovation or replacement on the existing site is not desirable at this location because it would require the removal of three apartment buildings. The recommended option for this location is to purchased a new property which is not deep into a residential neighborhood but in the general area.

The ROM Project Budget for the Recommended Option 4 is $42-47M; not including the property purchased and escalation beyond 2024.

CITY OF BERKELEY
FIRE HOUSE NO. 1
2442 EIGHTH STREET, BERKELEY , CA 94710
EIGHTH ST.

DWIGHT WAY
NINTH ST.

SEVENTH ST.

DWIGHTCRESCENT

| 2

BERKELEY FIRE DEPARTMENT MASTER PLAN
Current Future
34 22
02 01
12 00
6 11
No. Type of Space Space Attributes
Program Size
Firefighter Parking 22 firefighter parking spaces, secure and separate from public parking
4,800 10'x20' ea.

Visitor Parking One regular and one ADA adjacent to entrance, shared with other public parking areas.
600 10' x 20
Apparatus Washing Area Adjacent to hydrant for refill and testing; locate at rear of App.

Bays; provide clarifier for run‐off
0 rear apron
Hose Maintenance Area Use rear apron area for cleaning hose; roll wet and store on apparatus
0 rear apron
Yard Hydrant Located at rear yard 0 rear apron
Generator Area Located at rear yard 150 10'x15'
Fueling Area Above Grade Convault System ‐ 1,500 GA 240 12' x 20' Trash Enclosure Exterior access for service; space for dumpster and recycling bins, Covered
150 10'x15'
Flagpole Flagpole area with lighting 25 5'x5'
Outdoor Patio or Deck Outdoor uses; adjacent to Kitchen 200 10'x20' CONCEPTUAL SPACE NEEDS OUTLINE
SITE OPERATIONS
Ambulance ‐ Reserve
TOTAL CURRENT AND PLANNED STAFFING:

Square Footage
Medic Trainee
Community Medic (or MIP or Ambulance) ‐ Medic, EMT
Future Battalion Chief
Medic 1 (Ambulance) ‐ Medic, EMT
Fire  House Company Make‐up ‐ Staffing Per shift
Engine 1 ‐ Captain, Engineer, Firefighter/Paramedic
Fire House No. 1
Engine 1, Medic 1 and Community Medic/MIP or Ambulance, Future Battalion Chief 2442 Eighth Street
Fire House No. 1
Final Space Needs 3/21/2023 Page 1 of 3

| 3

BERKELEY FIRE DEPARTMENT MASTER PLAN
No. Type of Space Space Attributes
FIRE HOUSE ‐ APP BAY/APP BAY SUPPORT Program Size
1 Apparatus Bay (Four Drive
through Bays)
Engine, Medic 1, Future Ambulance/ MIP and Future  BC Vehicle; Future  Front line apparatus.   Reserve Ambulance Second Line Storage. Systems include tailpipe exhaust,  power and air cord drops to each vehicle; electric heating system; night lighting; bi‐ folding auto‐close doors; trench drains
4,560 (2) 20' x 60'
(2) 18' x 60'
2 Medical Supply Closet Heavy Duty Shelving; medical supplies off of apparatus bay. 24 3' x 8' 3 Clean Up  Clean‐up sink, shelving, Alcove in bay. 18 3' x 6' 4 Equipment Storage Yard equipment, bike storage (LEED Requirement), compressor 96 8' x 12' 5 Turnout Gear Room Two lockers for each assigned personnel  (11 Personnel per day x 3 = 33), 66 locker plus 6 reserve for 72 lockers total. Power at each locker, continuous exhaust fan, floor drain, heavy duty shelving; wildland gear bags.  Dirty area in room with Extractor and Dryer, decon shower and hanging area.  Part of response return path.
1,200 24' x 50'
6 Janitor Room Service sink, mop rack; janitorial supplies; 48 6' x 8' 7 Work Shop Alcove Work bench/shop area for vise, peg board, tool storage with large flat work surface, Misc. equipment storage , tool chest, Full height storage cabinet, shop sink and eyewash.
120 4' x 30'
8 Firefighter Restroom Fire fighter  toilet and sink, off of apparatus bay 64 8' x 8' 9 Fitness Room Dedicated Fitness Room 624 26' x 24'
Fire House ‐ App Bay/Support Subtotal 6,754
No. Type of Space Space Attributes
FIRE HOUSE ‐ FIREFIGHTER OFFICES Program Size
10 Fire House Public Lobby Lobby with seating; adjacent to the public restroom.   Service window separation between Watch Office and lobby.  Alcove in Lobby for Blood Pressure and other wellness checks.
180 12' x 15'
11 Fire House Public Restroom One All Gender Restroom, accessible, off of Lobby 64 8'x8' 12 Watch Office  Workstations for 4‐persons; provide space for lateral file cabinets (one cabinet per company) copy machine and office supply storage, book shelving; conference function
238 14' x 17'
13 Private Office (Engine Captain
and Senior Medic)
Workstation for 2‐persons; provide space for (2‐six drawer) lateral file cabinets.
120 10' x 12'
14 Battalion Chiefs Office ‐ Future Workstation for 3‐persons; provide space for lateral file cabinets, Meeting table for four
288 18' x 16'
Fire House ‐ Firefighter Offices Subtotal 890
Square Footage
Square Footage
Fire House No. 1
Final Space Needs 3/21/2023 Page 2 of 3

| 4

BERKELEY FIRE DEPARTMENT MASTER PLAN
No. Type of Space Space Attributes
FIRE HOUSE ‐ FIREFIGHTER QUARTERS Program Size
15 Kitchen 3‐refrigerators; 3‐shift pantries; 1‐house pantry and refrigerator; 2‐dishwashers; electric induction range/oven with hood; large microwave; large, 12" deep sink  with disposer; prep sink at island; trash and recycling areas; coffer service area; open to Dining Area
378 18' x 21'
16 Dining Area Seating for 12 persons; wall‐mounted TV; open to kitchen; open to Day Room
252 12' x 21'
17 Day Room Seating for 11 with recliner chairs; entertainment center and book shelving; Open to Dining, one work station along wall. 720 30' x 24'
18 Laundry Room Service sink; countertop; janitorial supplies; mop rack, Washer/Dryer
140 10' x 14'
19 Firefighter/Intern Bedrooms 9‐separate bedrooms each containing desk, chair, wall‐mounted TV, 1 bed with lockers outside door.
689 8'‐6" X 9' (9)
20 Firefighter Bathroom ADA 1 accessible restroom with shower, sink, toilet 81 9' x 9' 21 Firefighter Bathrooms 5 restrooms with shower, sink, toilet 256 8' x 8' (5) 22 Captain Bedroom, Bathroom
and Work Area, Accessible
1‐separate bedroom  containing desk, chair, wall‐mounted TV, 1 bed. Accessible in‐suite bathroom.
250 10' x 16'
10' x 9'
10' x 5'
23 BC Bedroom, Bathroom and
Work Area, Accessible
1‐separate bedrooms each containing desk, chair, wall‐mounted TV, 1 bed. One with accessible in‐suite bathroom.
250 10' x 11'
9' x 10'
5'x10' (2)
Fire House ‐ Firefighter Quarters Subtotal 3,016
No. Type of Space Space Attributes
UTILITY SUPPORT/VERTICAL CIRCULATION Program Size
24 Mechanical Room HVAC equipment; hot water heater; fire sprinkler riser 108 9' x 12' 25 Electrical Room Main service panel, fire alarm panel; sub panels 108 9' X 12' 26 Communications Room Telephone service racks, alert response system hub, data server hub, radio equipment; security system
140 10' x 14'
27 Stairs (2x) for each level.  Two stairways from the second floor for exiting
576 18' x 8'
28 Fire House Elevator Elevator and machine room 240 8' x 10' (3) Utility Support/ Vertical Circulation Subtotal 1,172
Engine 1, Medic 1,  Community Medic, Future Battalion Chief, Reserve Ambulance: Summary Program Fire House ‐ App Bay/Bay Support Subtotal 6,754
Fire House ‐ Firefighter Offices Subtotal 890
Fire House ‐ Firefighter Quarters Subtotal 3,016
Utility Support/Vertical Circulation Subtotal 1,172
BUILDING SUBTOTAL (SF) 11,832
Circulation at 30% 3,549
Engine 1, Medic 1, Community Medic, Future BC, Reserve Ambulance: GRAND TOTAL (SF) 15,381 Square Footage
Square Footage
Fire House No. 1
Final Space Needs 3/21/2023 Page 3 of 3

| 5

BERKELEY FIRE DEPARTMENT MASTER PLAN
20'-0"
76'-0"
60'-0"

FUTURE BC
ENGINE

AUTOMATIC
FOLDING DOOR, TYP.

TRENCH DRAIN, TYP.
18'-0" 20'-0"18'-0"

MEDIC I

AMBULANCE

RESERVE AMBULANCE

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

1. APPARATUS BAY - 4 DRIVE-THROUGH BAYS (4,560 S.F.)
SCALE: 1/16"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

| 6

BERKELEY FIRE DEPARTMENT MASTER PLAN
8'-0"
3'-0"

HEAVY DUTY

SHELVING

APPARATUS BAY
6'-0"
3'-0"
S.S. CLEAN-UP SINK

W/ DRAIN BOARD,

HANDS FREE

APPARATUS BAY
8'-0"
12'-0"

COMPRESSOR

YARD TOOLS
BIKE

STORAGE

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

3. CLEAN-UP (18 S.F.)
SCALE: 1/8"=1'-0"

2. MEDICAL SUPPLY CLOSET (24 S.F.)
SCALE: 1/8"=1'-0"

4. EQUIPMENT STORAGE (96 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

| 7

BERKELEY FIRE DEPARTMENT MASTER PLAN
35'-0"
50'-0"
24'-0"

MOP SINK
& SHELF
DRYING

CABINET

EXTRACTOR
DECON
SHOWER

APPARATUS
BAY (72) 24"X24"X72" LOCKERS, TYP.
(POWER @ EA. LOCKER AND

CONTINUOUS EXHAUST FAN)

HEAVY DUTY SHELVING
ABOVE, TYP.
(36) 30"X14"
3 HIGH WILD LAND

GEAR BAGS STORAGE
HAZMAT
BINS (2)

SHELVING
ABOVE
1 7 8 14
15 24
25 54
33 32
55 64
65 72

APPARATUS
BAY

TRENCH DRAIN

UTILITY
SINK
& SHELF
DRYING
AREA

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

5. TURNOUT GEAR ROOM (1,200 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

| 8

BERKELEY FIRE DEPARTMENT MASTER PLAN
6'-0"
8'-0"

SHELVING

MOP RACK

SERVICE
SINK
30'-0"
4'-0"
OPEN
BELOW
EQUIP.

STORAGE
TOOL
CHEST

EYEWASH
WORKBENCHFULL HT.

STORAGE
SHOP
SINK
8'-0"
8'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

6. JANITOR ROOM (48 S.F.)
SCALE: 1/8"=1'-0"

7. WORKSHOP ALCOVE (120 S.F.)
SCALE: 1/8"=1'-0"

8. FIREFIGHTER RESTROOM (64 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

| 9

BERKELEY FIRE DEPARTMENT MASTER PLAN
24'-0"
26'-0"

TO EXTERIOR

KETTLE BAR/

STRETCHING

DUMBBELL
RACKS
HI-LOW

DRINKING

FOUNTAIN

EQUIPMENT

STORAGE RACK

EXERCISE
BIKES
BACK

EXTENSION

ELLIPTICAL

MACHINE

TREADMILL

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

9. FITNESS ROOM (624 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

| 10

BERKELEY FIRE DEPARTMENT MASTER PLAN
15'-0"
12'-0"

ENTRANCE

TO MEETING ROOM &

GENDER NEUTRAL

ACCESSIBLE RESTROOM

BLOOD PRESSURE
& WELLNESS CHECKS

TO WATCH
OFFICE
8'-0"
8'-0"

TO PUBLIC
LOBBY
BABY

CHANGING

STATION

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

10. FIRE HOUSE PUBLIC LOBBY (180 S.F.)
SCALE: 1/8"=1'-0"

11. FIRE HOUSE PUBLIC RESTROOM (64 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER OFFICES

| 11

BERKELEY FIRE DEPARTMENT MASTER PLAN
12'-0"
10'-0"

LATERAL
FILES

LATERAL
FILES
17'-0"
14'-0"
F
TV

LATERAL
FILES
F
F
F
18'-0"
16'-0" F
F
F

LATERAL
FILES

FAXPRINTER/COPY

LATERAL
FILES

LATERAL
FILES

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

12. WATCH OFFICE (238 S.F.)
SCALE: 1/8"=1'-0"

13. CAPTAIN'S OFFICE (120 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER OFFICES

14. BATTALION CHIEF'S OFFICE-FUTURE (288 S.F.)
SCALE: 1/8"=1'-0"

| 12

BERKELEY FIRE DEPARTMENT MASTER PLAN
18'-0"
21'-0"
8'-0"
MW
COFFEE
REF.A REF.B
R
+42"+34"
DINING
HOUSE
PANTRY
PANTRY
C
PANTRY
B REF.C HOUSE
REF.

PANTRY
A
DW
DW T
12'-0"
21'-0"
TV
PATIO

DAYROOM

SEATING
FOR 12

KITCHEN

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

FIRE HOUSE - FIREFIGHTER QUARTERS

15. KITCHEN (378 S.F.)
SCALE: 1/8"=1'-0"

16. DINING AREA (252 S.F.)
SCALE: 1/8"=1'-0"

| 13

BERKELEY FIRE DEPARTMENT MASTER PLAN
24'-0"
30'-0"
DINING
TV
11 RECLINERS

ENTERTAINMENT
CENTER

WORKSTATION

BOOK SHELVING
W D
14'-0"
10'-0"
FULL HT.

STORAGE

LAUNDRY
SINK

MOP SINK

MOP RACK

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

17. DAY ROOM (720 S.F.)
SCALE: 1/8"=1'-0"

17. LAUNDRY ROOM (140 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER QUARTERS

| 14

BERKELEY FIRE DEPARTMENT MASTER PLAN
9'-0"
8'-6"
(3) 24"X30"
LOCKERS, TYP.

TV
A B C
TV

XL TWIN BED

DESK/NIGHT STAND

HALLWAY
A B C
9'-0"
9'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

19. FIREFIGHTER/INTERN BEDROOMS - 9 (689 S.F.)
SCALE: 1/8"=1'-0"

20. FIREFIGHTER BATHROOM - ADA (81 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER QUARTERS

| 15

BERKELEY FIRE DEPARTMENT MASTER PLAN
10'-0"
11'-0"5'-0"
9'-0"
10'-0"
TV
A
B C
(4) 30"X30"
LOCKERS, TYP.
8'-0"
8'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

22. CAPTAIN BEDROOM, BATHROOM AND WORK AREA, ACCESSIBLE (250 S.F.)

21. FIREFIGHTER BATHROOM - 5 (256 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER QUARTERS

23. BC BEDROOM, BATHROOM AND WORK AREA, ACCESSIBLE (250 S.F.) SCALE: 1/8"=1'-0"

| 16

BERKELEY FIRE DEPARTMENT MASTER PLAN
9'-0"
12'-0"

FIRE SPRINKLER
RISER

WATER HEATER
HVAC EQUIP.
12'-0"
9'-0"
MAIN SERV.

PANEL

SUB-PANELS

FIRE ALARM
PANEL
14'-0"
10'-0"
RADIO EQUIP.

SECURITY SYS.

TEL. SERVICE

RACKS & DATA

SERVER HUB

CITY OF BERKELEY
FIRE HOUSE NO. 1

ENGINE I, MEDIC I AND COMMUNITY MEDIC OR

MIP OR AMBULANCE
04/24/2023

24. MECHANICAL ROOM (108 S.F.)
SCALE: 1/8"=1'-0"

25. ELECTRICAL ROOM (108 S.F.)
SCALE: 1/8"=1'-0"

26. COMMUNICATIONS ROOM (140 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - UTILITY SUPPORT/VERTICAL CIRCULATION

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 17
(E) FIRE STATION NO.1
(23) PARKING SPACES

MEDIC I
ENGINE
RESCUE
(E) GEN.

NEW

LOCATION
(2) PARKING
SPACES

FUTURE BCRESERVE

AMBULANCE

SITE PLAN DIAGRAM
SCALE: 1/32" = 1'-0"
EIGHTH ST.

CITY OF BERKELEY
610 16th STREET, SUITE 219, OAKLAND, CA 94612
phone: 510.208.9400
www.marymcgratharchitects.com
P:\2823.01 Berkeley Fire Service Master Plan-S&S\06 Design\3.1 Pre-Design\3.1.2 REVIT + CAD\Site-Floor Diagrams\Station No. 1\STATION 1 - Site-Floor Diagram.dwg

FIRE SERVICE MASTER PLAN

SITE STUDIES
TITLE:
6201 DOYLE STREET, SUITE B,
EMERYVILLE, CA 94608
phone: 510.547.8092 | www.siegelstrain.com
FIRE STATION NO. 1 - SITE PLAN (OPTION 1 - BLDG. RENOVATION & ADDITIONAL AREA) 2442 EIGHTH STREET, BERKELEY, CA 94710

DWIGHT WAY
FIRE STATION NO. 1
LEGEND:
(E) LOT AREA:
3 ADDITIONAL TOTAL LOT AREA:
(E) BUILDING TOTAL AREA:
(N) TOTAL BLDG. AREA:
10,125 S.F.
14,035 S.F.
7,474 S.F.
16,333 S.F.

EXISTING BUILDING AREA

ADDED BUILDING AREA

RENOVATION AREA

03.17.2023
ADDITIONAL LOT AREA:
4,388 S.F.

ADDITIONAL LOT AREA:
5,098 S.F.

ADDITIONAL LOT AREA:
4,549 S.F.
(E) LOT AREA:
10,125 S.F.

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 18
UP
(E) HALL 1

OPEN BELOW TO
(E) & (N) APPARATUS BAYS
(E) HALL 2
CAPT. BEDROOM W/

WORK AREA & ADA

BATHROOM
FF
BDRM. 3
FF
BDRM. 4
FF
BDRM. 5
FF
BDRM. 7
FF
BDRM. 2
FF
BDRM. 1
FF
BDRM. 9
(N) ACCESSIBLE

BATHROOM
FF
BATHROOM 2
FF
BATHROOM 3

WD LAUNDRY

STORAGE
FF
BATHROOM 1
FF
BDRM. 8
(N)
STAIR
(N)
STAIR
FF
BDRM. 6

BC BEDROOM W/

WORK AREA & ADA

BATHROOM
(E) APPARATUS BAYS (2)
(E)

DAYROOM
(E) OFFICE
(E) H.C.

TOILET(E) RADIO RM.
(E) SIDEYARD
(E)

KITCHEN
(N) TURNOUT GEAR
(N) FITNESS
(N) APPARATUS BAY
(E) JAN.
(E) HALL
(E) TOILET
ENGINE
RESCUE
(N) CAPT.

OFFICE
17 25
26 58
35 34
59 6878
69 1

ADDED AREA FOR OFFICES AND LIVING

ADDED AREA FOR BC BAY

FUTURE BCRESERVE

AMBULANCE
MEDIC 1
STAIR
(N)
STAIR

CITY OF BERKELEY
610 16th STREET, SUITE 219, OAKLAND, CA 94612
phone: 510.208.9400
www.marymcgratharchitects.com
P:\2823.01 Berkeley Fire Service Master Plan-S&S\06 Design\3.1 Pre-Design\3.1.2 REVIT + CAD\Site-Floor Diagrams\Station No. 1\STATION 1 - Site-Floor Diagram.dwg

FIRE SERVICE MASTER PLAN

SITE STUDIES
TITLE:
6201 DOYLE STREET, SUITE B,
EMERYVILLE, CA 94608
phone: 510.547.8092 | www.siegelstrain.com
FIRE STATION NO. 1 - FLOOR PLAN (OPTION 1 - BLDG. RENOVATION & ADDITIONAL AREA) 2442 EIGHTH STREET, BERKELEY, CA 94710

SECOND FLOOR PLAN
SCALE: 1/16" = 1'-0"
LEGEND:

EXISTING BUILDING AREA

ADDED BUILDING AREA

RENOVATION AREA

03.17.2023

FIRST FLOOR PLAN
SCALE: 1/16" = 1'-0"
FIRE STATION NO. 1
(E) BUILDING TOTAL AREA:

PROPOSED ADDED TOTAL BLDG. AREA:
7,474 S.F.
16,313 S.F.

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 19

APPARATUS BAY
(E) GEN.

NEW

LOCATION

FUTURE BC
ENGINE

FUTURE RESCUE

RESERVE

AMBULANCE

MEDIC I

APPARATUS

BAY SUPPORT
OFFICES + UTILITY
(23) PARKING SPACES
LIVING QUARTERS +

FITNESS

SITE/FIRST FLOOR DIAGRAM
SCALE: 1/32" = 1'-0"
EIGHTH ST.

CITY OF BERKELEY
610 16th STREET, SUITE 219, OAKLAND, CA 94612
phone: 510.208.9400
www.marymcgratharchitects.com
P:\2823.01 Berkeley Fire Service Master Plan-S&S\06 Design\3.1 Pre-Design\3.1.2 REVIT + CAD\Site-Floor Diagrams\Station No. 1\STATION 1 - Site-Floor Diagram.dwg

FIRE SERVICE MASTER PLAN

SITE STUDIES
TITLE:
6201 DOYLE STREET, SUITE B,
EMERYVILLE, CA 94608
phone: 510.547.8092 | www.siegelstrain.com
FIRE STATION NO. 1 - (OPTION 2 - NEW BLDG. & PURCHASE 3 PROPERTIES) 2442 EIGHTH STREET, BERKELEY, CA 94710

DWIGHT WAY
SEVENTH ST.

DWIGHT

CRESCENT
1ST FLOOR BUILDING AREA:
2ND FLOOR BUILDING AREA:

TOTAL BUILDING AREA:

FIRE STATION NO. 1
9,786 S.F.
5,920 S.F.
15,706 S.F.
2 STORY BUILDING

SECOND FLOOR DIAGRAM
SCALE: 1/32" = 1'-0"

03.17.2023

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 20
24 PARKING SPACES

RAMP UP

RAMP DN
LIVING QUARTERS +

FITNESS

APPARATUS BAY
(E) GEN.

NEW

LOCATION

FUTURE BC
ENGINE

FUTURE RESCUE

RESERVE

AMBULANCE

MEDIC I

APPARATUS

BAY SUPPORT
OFFICES + UTILITY
(23) PARKING SPACES

APPARATUS BAY

SUPPORT

RAMP DN
(E) GEN.

NEW

LOCATION

APPARATUS BAY

FUTURE BC
ENGINE

FUTURE RESCUE

RESERVE

AMBULANCE

MEDIC I
OFFICES + UTILITY

CITY OF BERKELEY
610 16th STREET, SUITE 219, OAKLAND, CA 94612
phone: 510.208.9400
www.marymcgratharchitects.com
P:\2823.01 Berkeley Fire Service Master Plan-S&S\06 Design\3.1 Pre-Design\3.1.2 REVIT + CAD\Site-Floor Diagrams\Station No. 1\STATION 1 - Site-Floor Diagram.dwg

FIRE SERVICE MASTER PLAN

SITE STUDIES
TITLE:
6201 DOYLE STREET, SUITE B,
EMERYVILLE, CA 94608
phone: 510.547.8092 | www.siegelstrain.com
FIRE STATION NO. 1 - SITE PLAN (OPTION 3 - NEW BLDG. & BASEMENT PARKING) 2442 EIGHTH STREET, BERKELEY, CA 94710
BASEMENT PARKING AREA:
1ST FLOOR BUILDING AREA:
2ND FLOOR BUILDING AREA:

TOTAL BUILDING AREA:

FIRE STATION NO. 1
12,810 S.F.
9,461S.F.
5,920 S.F.
28,516 S.F.
2 STORY BUILDING + BASEMENT PARKING

BASEMENT FLOOR DIAGRAM
SCALE: 1/32" = 1'-0"

03.17.2023

SITE/FIRST FLOOR DIAGRAM
SCALE: 1/32" = 1'-0"
EIGHTH ST.

DWIGHT WAY

SECOND FLOOR DIAGRAM
SCALE: 1/32" = 1'-0"

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 21

CITY OF BERKELEY
610 16th STREET, SUITE 219, OAKLAND, CA 94612
phone: 510.208.9400
www.marymcgratharchitects.com
P:\2823.01 Berkeley Fire Service Master Plan-S&S\06 Design\3.1 Pre-Design\3.1.2 REVIT + CAD\Site-Floor Diagrams\Station No. 1\STATION 1 - Site-Floor Diagram.dwg

FIRE SERVICE MASTER PLAN

SITE STUDIES
TITLE:
6201 DOYLE STREET, SUITE B,
EMERYVILLE, CA 94608
phone: 510.547.8092 | www.siegelstrain.com
FIRE STATION NO. 1 - SITE PLAN (OPTION 4 - NEW LOCATION RECOMMENDED) 2442 EIGHTH STREET, BERKELEY, CA 94710 03.17.2023
FIRE STATION NO. 1
NEW LOCATION - 15,700 S.F. - 2 STORY BUILDING & PARKING

PURCHASE NEW PROPERTY AND REPLACE STATION
S tation 1: O ption 4
25 NEW LOCATION– 15,700 sf 2 story building, plus parking.

Purchase new property and replace station.

FIRE STATION 2

DRAFT
MAY 08, 2023

BERKELEY FIRE DEPARTMENT MASTER PLAN
| 22

PROJECT DESCRIPTION
Fire House No. 2 was expanded to 13,598 SF when it was seismically upgraded in 1995. In this expansion the living quarters were modified to provide space for 8 on-duty personnel per shift and a fifth bay was added. The fire station currently houses 11 personnel per shift and Truck 2 (3), Engine 2 (3), Medic 2 (2), Medic Supervisor (1), Ba
ttalion Chief (1) and Medic Trainee (1). The staffing will increase to 13 personnel per shift. The firehouse also houses a Type VI wildland unit and the department’s Hazardous Material unit, a reserve truck, reserve engine as well as an utility truck. Several of the units can not be housed in the apparatus bays.

Three options were evaluated. They include:

1. Renovation and expansion of the existing station with a 3rd story to provide 21,000 SF of space.

Parking requirements are not met with this solution.

2. Replace station on existing site with one level of roof top parking. Parking requirements are not met.

3. Replace station on existing site with 3 story, 21,000 SF station and two levels of rooftop parking.

Parking requirements are met with this solution.

The recommended option for this location is Option 3. All program criteria are met.

The ROM Project Budget for the Recommended Option 3 is $51-56M; not including escalation beyond 2024.

CITY OF BERKELEY
FIRE HOUSE NO. 2
2029 BERKELEY WAY , BERKELEY , CA 94704

BERKELEY WAY
HEARST AVE.

SHATTUCK AVE.

HENRY ST.

| 23
Current Future
34 34
22 11
11 11
00 00
00 00
11 13
No. Type of Space Space Attributes
Program Size
Firefighter Parking 26 firefighter parking spaces, secure and separate from public parking
5,200 10'x20'  ea.

Visitor Parking One regular and one ADA adjacent to entrance, shared with other public parking areas.
200 10'  x 20
Apparatus Washing Area Adjacent to hydrant for refill and testing; locate at rear of App. Bays; provide clarifier for run‐off
0 rear  apron
Hose Maintenance Area Use rear apron area for cleaning hose; roll wet and store on apparatus
0 rear  apron
Yard Hydrant Located at rear yard 0 rear  apron
Generator Area Located at rear yard 150 10'x15'
Fueling Area Above Grade Convault System ‐ 1,500 GA 240 12'  x 20' Trash Enclosure Exterior access for service; space for dumpster and recycling bins, Covered
150 10'x15'
Flagpole Flagpole area with lighting 25 5'x5'
Outdoor Patio or Deck Outdoor uses; adjacent to Kitchen 200 10'x20' Fire House No. 2 ‐ Battalion Station
Engine 2, Truck 2, Medic 2,  Battalion Chief, EMS Chief 2029 Berkeley Way
Truck 2 ‐ Captain , Engineer, Firefighter/Paramedic
Engine 2 ‐ Captain, Engineer, Firefighter/Paramedic
Medic 2 ‐ Medic, EMT
Medic Trainee
CONCEPTUAL SPACE NEEDS OUTLINE
Fire  House Company Make‐up ‐ Staffing Per shift
Battalion Chief ‐ 1
EMS Chief ‐1
SITE OPERATIONS
Square Footage
Type VI 4X4 ‐ Cross Staffed
Hazardous Materials Unit ‐ Cross Staffed (May be relocated) Reserve Ambulance
TOTAL CURRENT AND PLANNED STAFFING:

Truck  ‐ Reserve
Fire House No. 2
Berkeley Fire Department
Final Space Needs 3/17/2023 Page 1 of 5

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 24
No. Type of Space Space Attributes
FIRE HOUSE ‐ APP BAY/APP BAY SUPPORT Program Size
1 Apparatus Bay (Two  Truck
drive through bay, five double
bays)
Truck 2, Engine 2, Medic 2, BC Unit ‐ Front line apparatus.  , EMS Chief Unit,  Haz Mat, Type VI Engine, Reserve truck, reserve ambulance, F‐250 Utility Truck. Systems include tailpipe exhaust,  power and air cord drops to each vehicle; electric heating system; night lighting; bi‐folding auto‐close doors; trench drains
7,520 (2)  20'x 80'
(3) 18' x 80'
2 Medical  Supply Closet Heavy  Duty Shelving; medical supplies off of apparatus bay. 24 3' x 8' 3 Clean Up  Clean‐up sink, shelving, Alcove in bay. 18 3' x 6' 4 Equipment  Storage Yard equipment, bike storage (LEED Requirement), compressor
96 8'  x 12'
5 Turnout  Gear Room Two  lockers for each assigned personnel  (13 Personnel per day x 3 = 39); Four unassigned for 82 total lockers. Power at each locker, continuous exhaust fan, floor drain, heavy duty shelving; wildland gear bags.  Dirty area in room with
Extractor and Dryer, decon shower and hanging area.  Part of response return path.
1,200 50'  x 24'
6 Janitor Room Service sink, mop rack; janitorial supplies; 48 6'  x 8' 7 Work  Shop Alcove Work bench/shop area for vise, peg board, tool storage with large flat work surface, Misc. equipment storage , tool chest, Full height storage cabinet, shop sink and eyewash.
120
4' x 30'
8 Firefighter Restroom Fire fighter  toilet  and sink, off of apparatus bay 64 8'x8' 9 SCBA Air Fill Four station air fill unit with cascade system, work bench and SCBA tank storage
160 10'  x 16'
10 Oxygen  Cascade System and
storage
Four Unit Oxygen cascade fill station with medical supply storage, work bench and oxygen tank storage. Explosion
Proof room.
80 8'  x 10'
11 Fitness  Room  Dedicated Fitness Room 624 26'  x 24' Fire House ‐ App Bay/Support Subtotal 9,954
Square Footage
Fire House No. 2
Berkeley Fire Department
Final Space Needs 3/17/2023 Page 2 of 5

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 25
No. Type of Space Space Attributes
FIRE HOUSE ‐ FIREFIGHTER OFFICES Program Size
12 Fire House Public  Lobby Lobby  with seating; adjacent to the public restroom.   Service window separation between Watch Office and lobby.  Alcove in Lobby for Blood Pressure and other wellness checks.
180 12'  x 15'
13 Fire House Public  Restroom One All  Gender Restroom, accessible, off of Lobby 64 8'x8' 14 Watch Office  Workstations for 4‐persons; provide space for lateral file cabinets (one cabinet per company) copy machine and office supply storage, book shelving; conference function
238 14'  x 17'
15 Captains  Office (Truck Captain
and Engine Captain)
Workstation for 2‐persons; provide space for (6) lateral file cabinets.
120 10'  x 12'
16 Battalion  Chiefs Office Workstation  for 3‐persons; provide space for lateral file cabinets, Meeting table for four
288 18'  x 16'
17 EMS Chief  Office Workstation for 3‐persons; provide space for lateral file cabinets, Meeting table for four
288 18'  x 16'
Fire House ‐ Firefighter Offices Subtotal 1,178
No. Type of Space Space Attributes
FIRE HOUSE ‐ FIREFIGHTER QUARTERS Program Size
18 Kitchen 3‐refrigerators; 3‐shift pantries; 1‐house pantry and refrigerator; 2‐dishwasher; electric induction range/oven with hood; large microwave; large, 12" deep sink  with
disposer; prep sink at island; trash and recycling areas; coffer service area; open to Dining Area.
378 18'  x 21'
19 Dining  Area Seating for 14 persons; wall‐mounted TV; open to kitchen; open to Day Room
252 12'  x
21'
20 Day Room Seating for 14 with recliner chairs; entertainment center and book shelving; Open to Dining, one work station along wall. 720 24'  x 30'
21 Laundry Room Service sink; countertop; janitorial supplies; mop rack, Washer/Dryer
140 10'  x 14'
22 Firefighter Bedroom 9‐separate  bedrooms each containing desk, chair, wall‐ mounted TV, 1 bed with lockers outside door.
689 8' ‐6" x 9' (9)
23 Firefighter Bathroom ADA 1 accessible restroom with  shower, sink, toilet 81 9' x 9' 24 Firefighter Bathrooms 4 restrooms  with shower, sink, toilet 256 8' x 8'  (4) 25 Captain  Bedroom, Bathroom
and Work Area, Accessible
2‐separate bedrooms each containing desk, chair, wall‐
mounted TV, 1 bed. One with accessible in‐suite bathroom. 500 10' x 11'
9' x 10'
5'x10' (2)
26 BC Bedroom, Bathroom and
Work Area, Accessible
1‐separate bedrooms each containing desk, chair, wall‐
mounted TV, 1 bed. One with accessible in‐suite bathroom. 250 10' x 11'
9' x 10'
5'x10' (2)
27 EMS Chief  Bedroom, Bathroom
and Work Area, Accessible
1‐separate bedrooms each containing desk, chair, wall‐
mounted TV, 1 bed. One with accessible in‐suite bathroom. 250 10' x 11'
9' x 10'
5'x10' (2)
Fire House ‐ Firefighter Quarters Subtotal 3,516
Square Footage
Square Footage
Fire House No. 2
Berkeley Fire Department
Final Space Needs 3/17/2023 Page 3 of 5

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 26
No. Type of Space Space Attributes
UTILITY SUPPORT/VERTICAL CIRCULATION Program Size
28 Mechanical  Room HVAC equipment; hot water heater; fire sprinkler riser 108 9'  x 12' 29 Electrical Room Main service panel, fire alarm panel; sub panels 108 9' X 12' 30 Communications  Room Telephone  service racks, alert response system hub, data server hub, radio equipment; security system
170 10'  x 17'
31 Stairs (3x) for each level.  Three stairways from the second floor for exiting
864 18'  x 8'
32 Fire House Elevator Elevator and machine room 240 8' x 10' (3) Utility Support/ Vertical Circulation Subtotal 1,490
Square Footage
Fire House No. 2
Berkeley Fire Department
Final Space Needs 3/17/2023 Page 4 of 5
Engine 2, Truck 2, Medic 2,  Battalion Chief, EMS Chief: Summary Program Fire House ‐ App Bay/Bay Support Subtotal 9,954
Fire House ‐ Firefighter Offices Subtotal 1,178
Fire House ‐ Firefighter Quarters Subtotal 3,516
Utility Support/Vertical Circulation Subtotal 1,490
BUILDING SUBTOTAL (SF) 16,138
Circulation at 30% 4,841
Engine 2, Truck 2, Medic 2,  Battalion Chief, EMS Chief: GRAND TOTAL (SF) 20,979

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 27
20'-0"
94'-0"
18'-0"
80'-0"
MEDIC 2
ENGINE 2

RESERVE TRUCK

HAZ MAT UNIT

BC COMMAND

VEHICLE

RESERVE AMBULANCE
OR EMS CHIEF?

AUTOMATIC
FOLDING DOOR, TYP.

TRENCH DRAIN, TYP.

TYPE VI, CROSS
STAFF
TRUCK 2 - 72'

UTILITY PICK-UP
(F-250)
18'-0" 18'-0" 20'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

1. APPARATUS BAY - 5 DRIVE-THROUGH BAYS (7,520 S.F.)
SCALE: 1/16"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 28
8'-0"
3'-0"

HEAVY DUTY

SHELVING

APPARATUS BAY
6'-0"
3'-0"
S.S. CLEAN-UP SINK

W/ DRAIN BOARD,

HANDS FREE

APPARATUS BAY
8'-0"
12'-0"

COMPRESSOR

YARD TOOLS
BIKE

STORAGE

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

3. CLEAN-UP (18 S.F.)
SCALE: 1/8"=1'-0"

2. MEDICAL SUPPLY CLOSET (24 S.F.)
SCALE: 1/8"=1'-0"

4. EQUIPMENT STORAGE (96 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 29

MOP SINK
& SHELF
2 COMP.

SINK &

SHELVING
ABOVE
TRENCH
DRAIN
DRYING

CABINET

EXTRACTOR
DECON
SHOWER
38'-0"
50'-0"
24'-0"
(82) 24"X24"X72"

LOCKERS

HEAVY DUTY SHELVING
ABOVE, TYP.
(39) 30"X14"
3 HIGH WILD LAND

GEAR BAGS STORAGE
HAZMAT
BINS

SHELVING
ABOVE
1 8 9 15
16 25
26 58
35 34
59 82

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

5. TURNOUT GEAR ROOM (1,200 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 30
6'-0"
8'-0"

SHELVING

MOP RACK

SERVICE
SINK
OPEN
BELOW
30'-0"
4'-0"
EQUIP.

STORAGE
TOOL
CHEST

EYEWASH
WORKBENCHFULL HT.

STORAGE
SHOP
SINK
8'-0"
8'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

6. JANITOR ROOM (48 S.F.)
SCALE: 1/8"=1'-0"

7. WORKSHOP ALCOVE (120 S.F.)
SCALE: 1/8"=1'-0"

8. FIREFIGHTER RESTROOM (64 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 31
16'-0"
10'-0"

COMPRESSOR

CONTAINMENT

FILL STATION
(2 POSITIONS)
LOUVER
UPPER

SHELVING &

MASK RACKS

WORKBENCH

PIPE FOR HOSE

ATTACHMENT
10'-0"
8'-0"

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

10. OXYGEN CASCADE SYSTEM AND STORAGE (80 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

9. SCBA AIR FILL (160 S.F.)
SCALE: 1/8"=1'-0"

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 32
24'-0"
26'-0"

TO EXTERIOR
KETTLE

BAR/STRETCH

DUMBBELL
RACKS
HI-LOW

DRINKING

FOUNTAIN

EQUIPMENT

STORAGE RACK

EXERCISE
BIKES
BACK

EXTENSION

ELLIPTICAL

MACHINE

TREADMILL

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

11. FITNESS ROOM (624 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - APPARATUS BAY/APPARATUS BAY SUPPORT

BERKELEY FIRE DEPARTMENT MASTER PLAN

| 33
15'-0"
12'-0"

ENTRANCE

TO MEETING ROOM &

GENDER NEUTRAL

ACCESSIBLE RESTROOM

BLOOD PRESSURE
& WELLNESS CHECKS

TO WATCH
OFFICE
8'-0"

TO PUBLIC
LOBBY
8'-0"
BABY

CHANGING

STATION

CITY OF BERKELEY
FIRE HOUSE NO. 2

ENGINE II, TRUCK II, MEDIC II, BATTALION CHIEF, EMS CHIEF 04/24/2023

12. FIRE HOUSE PUBLIC LOBBY (180 S.F.)
SCALE: 1/8"=1'-0"

13. FIRE HOUSE PUBLIC RESTROOM (64 S.F.)
SCALE: 1/8"=1'-0"

FIRE HOUSE - FIREFIGHTER OFFICES

BERKELEY FIRE DEPARTMENT MASTER PLAN