Berkeley City Council
May 23, 2023

Table 3: List of Contacts Made to Date

Cities Contacted
Alameda
Elena Adair
Finance Manager
Tel:
(510) 747-4888
[email protected]
Oakland
Christina Morales
Housing Development Coordinator
Led RFP responsible banking update 250 Frank Ogawa Plaza, 5th Floor Tel: (510) 238-6984
[email protected]
Los Angeles
Councilmembers Mitch O'Farrell and Paul Koretz
200 N Spring St, Los Angeles, CA 90012
Tel: (213) 473-3231
Portland
Janet Storm, City Socially Responsible Investments Committee 1120 SW 5th Avenue, Room 1250
Portland, OR 97204, [email protected]
San Francisco
José Cisneros, Treasurer
City Hall, Room 140, 1 Dr. Carlton B. Goodlett Place.

San F
rancisco, CA 94102
Tel: (415) 554-4400
Santa Monica
David Carr, Assistant City Treasurer
City of Santa Monica, Revenue Division
1717 Fourth Street, Suite 150, Santa Monica, CA 90401
Tel: (310) 458-8775, [email protected]
Seattle
Presley Palmer, CPPB
City of Seattle, Purchasing & Contracting
Tel: (206) 233-7158, [email protected]

Banks and Credit Unions Researched
Amalgamated Bank
SF branch: 255 California St., SF, CA 94111
Website: https://www.amalgamatedbank.com/five-principles Tel: (415) 995-8100

Self Help Federal Credit Union
East Bay Branch: 1432 7th St., Oakland, CA 94607
Website: https://www.self-helpfcu.org/locations/Oakland-Branch Tel: (877) 369-2828
Beneficial State Bank
East Bay Branch: 1438 Webster St., Oakland, 94612
Website: https://www.beneficialstatebank.com/
Tel: (888) 326-2265
Provident Credit Union
East Bay Branch: 1495 Clay St.,Oakland, CA
Website: https://www.providentcu.org/index.asp?i=whyProv Tel: (800) 448-8181
Fremont Bank
East Bay Branch: 6300 College Avenue, Suite 160, Oakland, CA 94618 Website: www.fremontbank.com
Tel: (800) 359-2265
Bank of the West
East Bay Branch: 1480 Shattuck Avenue, Berkeley, CA 94709 Website: https://www.bankofthewest.com/
Tel: (510) 649-9191
Umpqua Bank
East Bay Branch: 1333 North California Blvd., Walnut Creek CA, 94596 Website: https://www.umpquabank.com/
Tel: (925) 906-9179
Community Bank of the Bay
East Bay Branch: 180 Grand Avenue, Oakland 94612
Website: https://www.bankcbb.com/
Tel: (510) 433-5400
Union Bank
East Bay Branch: 2333 Shattuck Avenue
Berkeley, CA 94704
Webs
ite: https
://www.unionbank.com/Images/MUFG_Corporate_Profile.pdf
Tel: (510) 843-6353
US Bank
East Bay Branch: 344 20th St., Oakland, CA 94612
Website: https://www.usbank.com/en/CommlGovtHome.cfm
Tel: (510) 891.2990

Community Organizations and Municipal Finance Resources Consulted

California Reinvestment Coalition
474 Valencia St, Ste 230
San Francisco, CA 94103
Website: http://www.calreinvest.org/
The Dellums Institute for Social Justice
Website: http://www.dellumsinstitute.org/

Greenlining Institute
360 14th Street
Oakland, CA 94612
Website: http://greenlining.org/
Tel: (510) 926.- 4001
Mazaska Talks
Website: https://mazaskatalks.org/media-contact-us/
Haas Institute for a Fair and Inclusive Society
University of California, Berkeley
460 Stephens Hall
Berkeley, CA 94720 MC 2330
Website: https://haasinstitute.berkeley.edu/
Tel: (510) 642-3342

Background Briefing
and Work Status
Responsible Banking
Task Force

1 Task Force Background and Participants
The city of Berkeley took several steps to require social responsibility by its vendors and contractors 2017: The Mayor and Council Establish the City of Berkeley Responsible Banking Task Force Financial
Management
Community
Development
Public Advocacy with a
focus on socially
responsible business
practices

3 City Council Actions
The Task Force was formed in response to Berkeley City Council’s policy positions since 2011 First in the nation to
divest funds from 200
Fossil Fuel-Producing
Companies.

Support for Standing
Rock Sioux Tribe’s efforts
to stop construction of the
Dakota Access Pipeline.

Development of
Strategic Plan and Goals
Resolution passed to
Divest from Wells Fargo
Bank
Divest from any company
involved in the construction of
Trump’s border wall
Established Socially
Responsible
Banking Criteria
July 2013
September 2016
January 2017
March 2017
May 2017
2016 -Present

4 Task Force Goals
Evolution of Social Responsibility Criteria for Municipal banking Efficient and Effective
Local Government
Socially Responsible
Procurement Practices

4 Linking Strategic Plan Goals to Banking Services
The Task Force will connect service contracts to the City of Berkeley’s Strategic Plan Goals Social and
Racial Equity
An Efficient
and
Financially
Healthy Local
Government
A Sustainable
Local
Economy
Be a Global
Leader in
Addressing
Climate
Change and
Protecting the
Environment
4 5 6 7

5 Task Force Process and Progress
The Task Force is working with City Finance to incorporate best practice socially responsible banking Investments
moved out of
Wells Fargo Bank
Identify Best
Practices
Explore New Approaches
Monitor Emerging
Banking Models
Restructure RFP Process

6 Small to medium size cities similar to Berkeley in
population dropping Wells Fargo

1. Alameda, CA

2. Berkeley, CA

3. Davenport, IA

4. Davis, CA

5. Eagle County, CO

6. East Orange, NJ

7. Las Cruces, NM

8. Santa Fe, NM

9. Missoula, MT

10.New Haven, CT

11.Santa Cruz, CA

12.San Leandro, CA

13.Santa Monica, CA

14.St. Peter, MN

7 Cities and counties larger than Berkeley in population dropping Wells Fargo and (other mega banks)

1. Broward County, FL

2. Chicago, IL

3. Los Angeles, CA

4. New York, NY

5. Oakland, CA

6. Philadelphia, PA

7. Portland, OR

8. Sacramento, CA

9. Santa Clara County,
CA

10.San Francisco, CA

11.Santa Rosa, CA

12.Seattle, WA

13.Washington, DC

8 States, public agencies, universities and pension funds dropping Wells Fargo

1. State of California

2. State of Illinois

3. Mille Lacs Band of Ojibwe, MN

4. State of New Mexico

5. New York State Pension Fund

6. State of Ohio

7. Seattle City Public Utility

8. TexaSaver

9. Colorado Pipe Industry Trust
Fund

10.University of California

9 Other cities that have studied dropping Wells Fargo
or other mega banks

1. Bellingham, WA

2. Minneapolis, MN

3. San Jose, CA

4. Providence, RI

5. West Hollywood, Ca

10 Challenges to Achieving Goals
The City of Berkeley is one of many cities that is striving to make a change from their current bank.

Legal and Technical
Requirements
Social Responsibility vs.

Technical Capacity
Current Pool of Banks
Is Limited
\
1 2
3

11 Alternatives & Solutions − Towards a New Model
The Task Force is exploring alternatives to the traditional procurement process and banking services model Separate
Contracts
(De-Bundling)
Thorough
Outreach
Creative
Criteria
Public
Banking

12 Conclusions and Next Steps
Council to give guidance and approval of the alternative approaches and options now being explored Thank You
The Task Force supports the staff recommendation and will continue our work to make Berkeley a leader in developing a new model of socially responsible banking.

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

INFORMATION CALENDAR
June 28, 2022
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Henry Oyekanmi, Director, Finance Department Subject: Annual Update on Wells Fargo Bank’s Community Involvement and Investment in the City of Berkeley

INTRODUCTION
On May 7, 2013, Council adopted Resolution No. 66,106-N.S. authorizing the City Manager to execute a four-year contract with Wells Fargo Bank. The bank provides comprehensive banking services to the City. The contract has subsequently been extended through 2023. Wells Fargo is required to provide an annual report about its community involvement and investments within the City of Berkeley.

CURRENT SITUATION AND ITS EFFECTS
This report is the annual report of Wells Fargo Bank’s Community Involvement and Investments within the City of Berkeley. Additionally, Wells Fargo presents a summary of several corporate strategies related to social and environmental responsibility efforts.

Attachments to this report are:

1. 2020 Social Impact and Sustainability Highlights. This document provides a corporate-wide overview of the following areas: Resiliency and recover amidst the COVID-19 pandemic; Elevating diversity, equity, and inclusion; Supporting the transition to a low-carbon economy.

2. 2022 Berkeley Social Responsibility Report. This power point slide deck provides some details of Wells Fargo’s activity specifically within the city limits of the City of Berkeley, and is quantified by the following subsections:
 People:
o 73 team members live in Berkeley
o 55 team members work in Berkeley
 Locations:
o Four (4) locations, one in low to moderate income neighborhoods (LMI) o 12 ATMS, six (6) in LMI

Annual Report on Wells Fargo Bank Community Involvement and Investment INFORMATION CALENDAR
June 28, 2022

 Philanthropy and Volunteerism
o 197 non-profit grants over the past 5 years = $7.0 million o Ten (10) grants last year = $530,980
o Employees volunteered at 31 events totaling 99 volunteer hours o 78 employees donated to Berkeley non-profits = $7,641 o List of Berkeley non-profits supported by Wells Fargo  Home Ownership:
o 1,603 home mortgages over the past five (5) years = $1.1 billion o 307 home mortgages last year = $226.1MM
o 17 loans in LMI communities = $11.6MM
o 27 to LMI borrowers = $8.4MM
 Community Development Loans and Investments:
o 80 community development loans and investments supporting affordable housing over the past 5 years = $41.0 million
o Two (2) community development loans last year = $15.6 MM o 12 community development investments last year = $814,000  Small Business Lending
o 3,250 small business loans over the past 5 years = $186.0 million o 781 loans last year = $45.2MM
o 117 small business loans in LMI communities = $7.1MM
 Diversity, Equity, and Inclusion
o 45% of employees are ethnically/racially diverse
o 55.2% of employees are female
o 8,800 employees are veterans
 Environmental Sustainability
o 100% of the bank’s operating energy is met by renewable energy o 8.1% of all wind/solar energy in the U.S. was owned or financed by Wells o $75 billion in sustainable financing was provided in the U.S.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Wells Fargo discusses supporting a transition to a low-carbon economy, which includes, but is not limited to, funding Resilient Communities Programs that work to restore or improve land, protect land, restore wetlands, plant trees, reduce wastewater, and engage community members in these efforts.

CONTACT PERSON
Darryl Sweet, General Services Manager, (510) 981-7329
Attachments:
1: 2020 Social Impact and Sustainability Highlights
2: 2022 Berkeley Social Responsibility Report

1 Social Impact and Sustainability Highlights
2020 Social Impact and
Sustainability Highlights
Published April 2021

2 Social Impact and Sustainability Highlights

Contents

27 04
13 03 Introduction
Resiliency and recovery amidst the COVID-19 pandemic
Ele
vating diversity, equity, and inclusion
Supporting the transition to a low-carbon economy

3 Social Impact and Sustainability Highlights

The events of the past year – everything from the COVID-19 pandemic and social unrest to political upheaval and rampant wildfres – have shone a harsh light on the inequities embedded in our social systems. Day after day, we’ve witnessed the inspirational courage of grocery clerks and frst responders … activists and scientists … teachers and students, as they fght the pandemic and climate change and raise their voices against discrimination and injustice. Their stories have both inspired us and awakened us to the hard work we all must do to better understand and take action on these interconnected crises.

Wells Fargo is dedicated to making meaningful,
inclusive, and enduring contributions as our
communities address and recover from these
challenges. We’re focused on addressing systemic
issues and supporting an inclusive recovery as we aim
to break down barriers to enable a better future.

More than ever, the world needs thoughtful, well-informed, fact-driven leadership. As a leader in our industry, Wells Fargo is:
• Practicing active listening: We’re listening to the advice of experts and to feedback from our customers, employees, investors, and community partners. • Leveraging innovation and technology: Technology has played a vital role in keeping people more connected during the pandemic. We’re investing in technology and innovation to deliver fast and secure services that make doing business with us easier, more accessible, and more convenient.
• Emphasizing collaboration: Both within and across sectors, we’re working together on innovations that serve the greater good.
• Operating with empathy: The challenges facing
us have made life overwhelming for
many. So, it’s increasingly important that
we lead with empathy, kindness, and
compassion.

By any measure, 2020 was one of the most
challenging years we’ve faced in decades, as
a society and as a company.

4 Social Impact and Sustainability Highlights
Resiliency and recovery amidst
the COVID-19 pandemic

5 Social Impact and Sustainability Highlights

Letter from the Chief Operating Ofcer
Since the COVID-19 pandemic began, Wells Fargo’s priority has been protecting the safety and well-being of our employees and customers and supporting the communities we serve.

For our employees, we’ve been deliberate in our workplace decisions. We’ve been able to equip approximately 83% of our workforce to work from home. For employees whose roles require them to be at a Wells Fargo location, we’ve taken numerous steps to help protect their health and safety, including requiring face coverings in our facilities, confguring ofce space for social distancing, and enhancing our cleaning protocols.

We’ve provided frequent, transparent communications to our employees and listened for areas where we could ofer support. For example, after many daycare facilities and schools closed, we temporarily reimbursed childcare expenses of $100 per day for eligible employees during the frst three months of the pandemic. We also aided more than 23,000 employees through the WE Care employee relief fund.

Our support for customers has been multifaceted. In 2020, we helped

3.6 million consumer and small business customers by deferring payments and waiving fees. We’ve helped customers through relief programs as a participant in the Paycheck Protection Program (PPP). As for our physical locations, global research frm Ipsos recognized us as leading the major banks in maintaining cleanliness and providing health and safety signage in our bank branches.

We also engaged with our community partners, who identifed food insecurity as one of their greatest needs. In response, we provided 82 million meals to families in need, through a combination of food bank events and a $10 million donation to Feeding America. We’ve also committed to distributing about $420 million in grants through the Open for Business Fund to nonprofts that support small businesses. We project that grant awards from August 2020 through February 2021 will help entrepreneurs to protect more than 63,000 jobs.

We look forward to the day when we can return to a more normal operating model. Until then, we will continue to do all we can to support our employees, customers, and communities.
– Scott Powell, COO

6 Social Impact and Sustainability Highlights

In 2020,
we shipped
80,000
safety kits to
employees,
with priority
for individuals
still working at
Wells Fargo
locations.

In 2021, this
program will
expand to the
rest of the
enterprise.

Reimagining the Wells Fargo workforce
When it comes to our people, safety is our top priority. We’re taking action every day to support our employees so they can continue to safely serve our customers.

Over just a couple of weeks in March 2020, our working habits shifted profoundly. In response to the COVID-19 pandemic, we supported our team by enhancing employee benefts, including time-away policies and childcare and healthcare benefts. • Since spring 2020, we’ve enabled more than 220,000 employees to work remotely full-time • We made a one-time cash award to approximately 165,000 employees who make less than $100,000 per year, and we made additional special payments to recognize the unique contributions of those working on the front lines • More than 22,000 eligible U.S. employees took advantage of enhanced childcare benefts in early 2020
• In the U.S., we adjusted the short-term disability program to provide full pay, without a waiting period, to employees who needed to take a COVID-related medical leave • Enhanced telehealth benefts for employees and their families enrolled in health plans
• Ofering free, voluntary on-site or self-administered COVID-19 testing for employees currently working at a Wells Fargo location in the United States
The safety of
our employees
and customers
is our priority.

We’ve made
many important
changes across
our ofces and
branches:
• Face coverings
• Capacity
and physical
distancing
•
Enhanced air
fltration
• Physical
barriers
•
Increased
sanitation
• Expanded
drive-up
services

7 Social Impact and Sustainability Highlights
Providing services customers can count on
in challenging times
Wells Fargo is dedicated to the highest standards of service, integrity, and accountability. We listen to our customers, and we’re committed to exceeding their expectations and putting them first. As we rise to meet the challenges of our current environment, we’re working to meet our customers’ needs by providing them with financial access and guidance via an easy and convenient digital banking experience, in addition to support by phone and in person.

In 2020, Wells Fargo helped 3.6 million consumers and
small businesses with payment assistance, including
deferrals and fee waivers.

Digital as an essential service
The COVID-19 pandemic has accelerated the adoption of digital banking and payment options at a staggering pace. Through increased system capacity, enhanced automation, and the creation of new features, digital banking has become one of the primary connection points for our customers.

Amid the height of pandemic-driven restrictions in mid-April, approximately 51% of American workers were working from home (Gallup*). With many people unable to access their workplaces and financial institutions, individuals and businesses struggled with such routine activities as processing payments, cashing checks, and accessing accounts. * We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

COVID-19 vaccines
COVID-19 vaccines are now being distributed in most of
the countries where we operate. While we understand
that choosing to be vaccinated is a personal decision,
we encourage all employees to be educated and make
well-informed decisions about the vaccine based on
the guidance of medical experts. We are providing all
employees globally who choose to get vaccinated with
up to eight hours additional paid time off for COVID-19 vaccine appointments.

Wells Fargo is a Founding Partner of The Ad Council and COVID Collaborative’s COVID-19 Vaccine Education
Initiative, “It’s Up to You” , launched in February 2021.

This
initiative represents one of the largest public education efforts in U.S. history and is focused on addressing
American’s top questions, understanding their concerns
and working to educate and empower people across the
country – particularly communities of color who have been disproportionately impacted by the pandemic – so they can make an informed choice about vaccination for themselves and their families. The campaign urges audiences to visit GetVaccineAnswers.org*
(DeTiDepende.org* in Spanish)
to get the latest information about COVID-19 vaccines.

8 Social Impact and Sustainability Highlights

Distributing CARES Act funds
to students
After the COVID-19 pandemic
upended life on campus, Stillman
College worked to quickly distribute
par
t of its Coronavirus Aid, Relief, and
Economic Security CARES Act funds
to its scattered student population.

Given that 80% of its students qualify
for Pell Grants – which means their
household income is $30,000 or less
– the College wanted to get funds
directly into the hands of its students
before their May rent payments were
due. Once the Stillman COVID-19
Leadership Task Force decided to give
$500 grants to all eligible students,
they quickly realized that tracking
down current addresses, and printing
and mailing checks, would take too
long. Working with Wells Fargo, they
identifed disbursements via Z elle® as
the optimal solution for immediately
sending mone
y to students’ bank
accounts using only their email
address or mobile phone number.

Thanks to this digital solution, the
funds arrived at a critical time and
were easier to access.

At Wells Fargo, we saw increased digital engagement with customers, including adoption of our mobile and online banking oferings by customers who haven’t historically used them – all in response to the pandemic’s impacts on branch hours and availability. Notably, in fourth quarter 2020:
• Digital banking logins rose 11.2% from the prior year to 1.7 billion, and 1.5 billion of those came through a mobile device
• Mobile deposit dollar volume was up 108.4% year over year. And 33.4 million checks were deposited using mobile devices – a 36.1% increase from the prior year We supported commercial customers’ continued ability to access banking services through the secure mobile functionality of our Commercial Electronic Ofce® (CEO®), which saw:
• A 76% increase in CEO® Mobile app downloads during the frst fve months of 2020 compared with the same period in 2019
• A 43% increase in mobile check deposits from 2019 to 2020 “The speed at which companies have pivoted their
business models to provide life-altering products and
services has been awe-inspiring.”
– Charlie Scharf, Wells Fargo CEO

9 Social Impact and Sustainability Highlights

Merchant Services supports business adaptations
Whether establishing an online presence, taking mobile or contactless payments, or reaching new customers, business owners faced many challenges in 2020. Wells Fargo Merchant Services worked with our customers to help them pivot their business operations and remain open through stay-at-home orders and social-distancing requirements. No matter how they serve customers – curbside, in-store, online, by phone, or on the go – Wells Fargo Merchant Services ofers fexible, scalable, and reliable solutions to help meet health and safety guidelines while adopting new payment methods.

When most restaurants began shutting down at the onset of the pandemic, one West Coast-based seafood distributor, that primarily caters to the restaurant industry, had to quickly pivot their business model to stay open. The company began serving consumers directly with family meal kits, fresh shellfsh, new appetizers, and more. To capitalize on these additional revenue streams, they needed to set up a merchant account/payment gateway as quickly as possible. We provided guidance and a roadmap for the most appropriate gateway and the simplest setup options, and in just two days we helped the company get up and running with their new business model.

Paycheck Protection Program (PPP)
Small businesses are the heartbeat of our communities – and they are the key to millions of local jobs. Wells Fargo is committed to helping small businesses impacted by COVID-19 stay open and get back to growth.

Through the initial phase of PPP , we:
• Approved lending to companies representing a total of

1.3 million jobs
• Submitted 259,000 PPP applications to the U.S. Small
Business Association (SBA)
• Funded approximately 194,000 loans totaling more than $10.5 billion:
– 61% were for loan amounts of $25,000 or less
– 84% were for companies that have fewer than
10 employees
– 78% were for $50,000 or less
– The average loan amount was $54,000
– 90% of applicants have $2 million or less in annual revenue – 41% of the loans originated in low- and moderate-income communities, or those with at least a 50% minority census track

10 Social Impact and Sustainability Highlights

Contributing to an
inclusive recovery in our
communities
We will continue to be there for
customers and communities during
the COVID-19 pandemic and its
aftermath as we work toward an
inclusive recovery. As we do that,
we’re evolving our social impact
eforts to focus more deeply on
racial and economic inequities and
environmental justice, as well as on
building more resilient and inclusive
communities. To learn more, visit our
Impact page.

Drive-up food banks
Millions of Americans are struggling to put meals on the table, creating extraordinarily long lines at food banks and stretching limited family resources thinner than ever. From July to October 2020, we teamed up with Feeding America® member food banks to transform many branch and corporate parking lots into a network of Drive-Up Food Banks. • 211 events coordinated in 35 cities
• 82 million+ meals
1 provided
Open for Business Fund
The COVID-19 pandemic has created unprecedented economic challenges for our small business customers. We’re working to foster an inclusive recovery and to strengthen the small business sector for the long term. In July 2020, Wells Fargo established the Open for Business Fund, voluntarily committing to donate all of the gross processing fees received in 2020 from funding Paycheck Protection Program loans – approximately $420 million – to nonprofts supporting struggling small businesses impacted by COVID-19. The Fund provides grants for Community Development Financial Institutions (CDFIs) and other nonproft organizations that serve diverse small businesses, including Black, African American, Hispanic, Asian, Native American, and other entrepreneurs.

Through our Open for Business Fund, we’re providing capital, technical support, and long- term resiliency programs to nonprofts that serve small businesses. The frst $250 million will go to nonproft lenders or CDFIs who focus on minority-owned businesses that have been disproportionately afected by the pandemic.

1. 82 million meals calculation is based on 1) Actual number of meals distributed through Wells Fargo Drive-Up Food Bank events and 2) Wells Fargo’s fnancial contributions to support Feeding America food banks 7/20/20-12/31/20.

11 Social Impact and Sustainability Highlights

From August 2020 through February 2021, the Open
for Business Fund deployed more than $112 million
to CDFIs to help a projected 22,000 small businesses
maintain more than 63,000 jobs.

Opening doors to a safe and afordable home
Wells Fargo and the Wells Fargo Foundation donated more than $80 million in 2020 to support housing afordability initiatives, including eforts to help provide or maintain housing for more than 200,000 people afected by the COVID-19 economic downturn. We helped people to have a quality place to call home through support for housing counseling, rent relief, legal assistance to mitigate eviction, and other initiatives. The grants also indirectly assisted millions through eforts to advance racial equity, spark innovation, and fund technical assistance aligned with housing afordability solutions in communities across the U.S. Additional housing afordability philanthropy initiatives include:
• Helping to narrow the racial equity gap by expanding pathways to homeownership for people of color, including support for NeighborhoodLIFT and other LIFT programs that have assisted more than 24,600 people with down payment assistance since 2012.
• Supporting initiatives that increase the supply of
afordable homes, including grants in 2020
to help nonprofts Habitat for Humanity
and Rebuilding Together build and repair
more than 400 homes, as well as additional
support for veterans housing organizations.
• Advancing innovation and transformation
in local communities,
including the Housing
Afordability Br
eakthrough Challenge*,
which – in collaboration with Enterprise
Community Partners – pro
vides catalytic
funding to support scalable housing
afordability solutions across
the U.S.

NeighborhoodLIFT
and other LIFT
programs that have
assisted
more than

24.6k
people with
down payment
assistance since
2012.
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

12 Social Impact and Sustainability Highlights

“When COVID-19 presented an unprecedented need for
communities across the country, the more than 240
network organizations that make up NeighborWorks
Network quickly pivoted to answer the need. Because
of Wells Fargo’s investment, we were able to provide
critical funds for thousands of vulnerable families
immediately. From keeping families housed to
addressing food deserts and healthcare defciencies
to educating and protecting consumers from scams,
the generosity and fexibility of Wells Fargo made a
signifcant diference across our network. Our ability
to immediately respond to the needs of our network
would not have been possible without the Wells Fargo
Foundation.”
– Marietta Rodriguez, President and CEO of
NeighborWorks America

13 Social Impact and Sustainability Highlights
Elevating diversity, equity,
and inclusion

14 Social Impact and Sustainability Highlights

meet them.

Letter from the head of Diverse Segments,
Representation & Inclusion
At Wells Fargo, we are deeply dedicated to diversity and inclusion. Over the past year, the company has focused on accelerating our progress in this essential area through several new commitments.

While we have much work to do, the progress we are making is captured throughout this report. A few highlights include:
• Building a diversity-focused development program for high-potential employees that includes a sponsorship program
• Engaging an external frm to propose specifc solutions to help attract, advance, and retain Black and African American and other underrepresented employees
• Every member of our Operating Committee now serves as an executive sponsor for one of our Team Member Networks
• Added a new DE&I Performance Management Objective, focused solely on representation, for our Operating Committee members and their direct reports
• Created the role that I now lead as head of Diverse Segments, Representation & Inclusion, reporting to the CEO and sitting on the Operating Committee
In my role, I am focused on increasing diverse representation at all levels of the company, creating a more inclusive workplace environment, and better serving and growing our diverse customer segments and diverse suppliers across all lines of business.

Society expects companies to have their executive ranks refect the customers they serve and the U.S. population more broadly. They also expect fnancial institutions to provide afordable, easy-to- use products and services, to enable the dream of homeownership, and to help in the formation and growth of small businesses in diverse communities. We share these expectations and we want to We have a tremendous opportunity to make a positive impact — at perhaps the most pivotal time in our society — in the communities where we work, live, and serve. We are developing and implementing a comprehensive diversity agenda that focuses on sustainable progress and lasting impact.

It is important that our employees see and feel that they are being represented across all levels of the company and we want to create a culture of inclusion and belonging so they can bring their full selves to work. To do this, we are focused on creating programs that support career mobility and building a sustainable talent pipeline to provide career opportunities for underrepresented employees — including in our management positions.

We also want to develop a much deeper understanding of the needs of our diverse customer base so we can better serve and equip them with the products and services they need. We plan to work with our lines of business to identify opportunities that may help remove barriers contributing to the wealth gap that still persists in our society. In addition, we will work to increase our procurement spend with diverse suppliers and help nurture and grow minority-owned businesses.

The changes we are committed to make will not be achieved overnight. I am confdent that with a focused and enduring efort, we will make the positive impact that we, our customers, and our communities expect as we continue this work of a lifetime. – Kleber Santos, Head of Diverse Segments, Representation & Inclusion

15 Social Impact and Sustainability Highlights
Campaign Corporate
Equality index.

LatinaStyle
ranked Wells Fargo
#12 on its
Top Companies
for Latinas
for 2020.

Diversity, equity, and inclusion
awards and recognition
Wells Fargo earned
a spot on the
Civic 50’s Most
Generous
Companies in
America
list for 2020.

Wells Fargo has
been designated a
Top Military
Friendly
Employer,
Top Military
Friendly
Spouse
Employer, and
Top Supplier
Diversity
Program by
Viqtory Media
for 2021.

Wells Fargo received the
Employers Seal
from the
National Organization
on Disability’s 2020
Employment Tracker.

Wells Fargo ranked
#11
on DiversityInc’s 2020 Top 50 Companies
for Diversity. The company is also recognized
on a number of specialty lists including:
#1
Top Companies for People with Disabilities
#2
Top Companies for Philanthropy
#7
Top Companies for Employee Resources
#8
Top Companies for Supplier Diversity
#14
Top Companies for Mentoring
Top Companies for LGBT Employees
See Wells Fargo Stories
for more examples of
diversity and inclusion at
Wells F
argo.

Wells Fargo earned a
100 percent
rating and was
designated a
“Best Place
to Work
for LGBTQ
Equality”
on the 2021
Human Rights
Wells Fargo is
among the
2021 GEI
Members
in the
Bloomberg
Gender
Equality
Index.

Wells Fargo received
top scores from the
Hispanic
Association
Corporate
Responsibility
Inclusion Index.

Chief Risk Ofcer Mandy
Norton was named to the
2020 OUTstanding
100 LGBT+
Executives.

Wells Fargo ranked
#34
on
Military Times
Best for Vets
list.

16 Social Impact and Sustainability Highlights

Building a diverse talent pipeline
2020 Global
workforce
2020 U.S.
workforce
2020 Operating
Committee
members self-
identify as
54%
female and
46%
male
56%
female and
44%
male

22.2%
female

77.8%
male
We continue to work toward more
transparency in our reporting of
diversity metrics. Please see the ESG
goals and performance data table (PDF)
for more information.
55%
Caucasian/white
45%
racially/ethnically
diverse

16.7%
racially diverse

17 Social Impact and Sustainability Highlights

“Marketplace shifts, changing demographics, and
disruption across industries are challenging all
businesses. It’s challenging us to be more innovative
— to think and lead in new ways. For Wells Fargo
to be successful, we must create a truly diverse
and inclusive workforce that brings a diversity of
insight and perspective to all levels of our company.

I frmly believe that our diversity will drive us
to the best ideas and outcomes possible.”
– Charlie Scharf, CEO and President
Diverse Search Requirements
To be successful, we must continue to create a truly diverse and inclusive workforce that brings a wide range of insights and perspectives to all levels of our company. Our Diverse Search Requirement requires that for most U.S. roles with total direct compensation greater than $100,000, at least 50% of interview candidates must be diverse with respect to at least one diversity dimension. Further, at least one interviewer on the hiring panel must represent at least one diversity dimension. For these purposes, our defnition of diversity includes race/ethnicity, gender, LGBTQ, veterans, and people with disabilities.

We’re expanding this program internationally. As of December 31, 2020, the Diverse Search Requirement:
• Applied to approximately 95% of all U.S. roles with total direct compensation greater than $100,000; and
• Applied to approximately 48% of all active U.S. employees irrespective of their total direct compensation
• 91% of applicable requisitions had a diverse interview slate • 94% of applicable requisitions had a diverse interview team

18 Social Impact and Sustainability Highlights

Attracting and investing in diverse young leaders
Historically Black colleges and universities (HBCUs) continue to empower students to be civic-minded leaders and to take control of their destinies. We work in partnership with HBCUs to provide students the resources they need to gain real-world exposure that supplements their academic pursuits. We also work with Hispanic-serving institutions to identify talent, build engagement, and grow diverse representation at Wells Fargo.

Since 2011, we’ve provided more than $87.3 million to support programming and scholarships to organizations that include the Hispanic Scholarship Fund (HSF), the Thurgood Marshall College Fund (TMCF), and the United Negro College Fund (UNCF).

Wells Fargo provides scholarship and emergency grants to ofset the costs of tuition, fees, room and board, and books for students who are attending HBCUs. In 2020, we also provided direct support for students experiencing academic displacement related to COVID-19, including $512,000 in emergency grants to help students with critical housing, food insecurity, and technology needs.

In 2020, our Supply Chain Management group awarded $50,000 in scholarships to 10 HBCU students enrolled in supply chain management programs at Tennessee State University, Howard University, North Carolina A&T State University, Florida A&M University, and Clark Atlanta University.
“Wells Fargo’s commitment to HBCUs has provided
opportunities for individuals such as myself to pursue
and achieve our goals. Attending an HBCU instills in
you the importance of culture, community, and
achievement. These values are what I sought after for
my post-undergraduate career. I have since made it
my mission, in tandem with Wells Fargo, to aford
other HBCU graduates the same opportunity. Wells
Fargo views HBCUs as a vital part of our strategy and
I’m excited for the continued investment by us to pave
the way for the future leaders of our frm.”
– Shirlethia Evans, Wells Fargo employee

19 Social Impact and Sustainability Highlights

Helping employees reenter the workforce
The GLIDE program provides an opportunity for professionals to reenter the workforce after a career break and helps lay the foundation for a proper transition back into the workforce. Typically, these are people with at least seven years of experience who have taken a two-year minimum voluntary career break. GLIDE-relaunch “interns” participate in an eight-week program that includes a skills refresh, training curriculum, and senior networking opportunities.
“Relaunching a career after a 13-year break is hard,
but in the middle of a pandemic, nearly impossible.

The Glide-Relaunch program made the impossible not
just achievable, but enjoyable – a feat for which I’m
very grateful
to my fellow Gliders, whose impressive
backgrounds and amazing attitudes continue to
inspire me.”
– Rebecca Hogenhuis,
GLIDE participant
85%
2020 GLIDE were women
program
at a glance: 6%
were veterans
836
applications 88%
received of GLIDE participants
converted into full
34 time roles
interns accepted
56%
of interns were
racially/ethnically
diverse

20 Social Impact and Sustainability Highlights

Diversity, equity, and inclusion training and engagement Our DE&I curriculum provides the learning tools necessary to establish a core and common Wells Fargo approach to DE&I. Promoting diversity and inclusion in all aspects of business isn’t a choice — it’s an expectation of every employee. We encourage all employees to challenge assumptions, encourage diversity of experience, opinion, and expression, and strive to be more inclusive.

We encourage employees and managers to complete training on unconscious bias, understanding and appreciating diferences, and leading inclusively. We ofer experiential learning programs (done virtually during COVID-19) to provide deeper learning and collaboration on key diversity, equity, and inclusion initiatives and topics. We’re also developing anti-racism training that will be mandatory for managers in 2021.

Team member networks
Our team member networks are devoted to professional growth and education, community outreach, recruiting and retention, business development, and customer insight. The networks are organized by employees who share a common background, experience, or other afnity, and they’re open to all employees. They promote cultural competence and provide a place where employees can connect, learn, build and leverage their skills, and impact business outcomes.

We deliver DE&I
trainings on:
• DE&I
Foundations
• Understanding
Unconscious
Bias:

Infuencers
• Appreciating
Diference
• Managers
Leading
Inclusively
We have 10 team member
networks representing
diversity dimensions
including:

Asian
Black and
African American
Diverse Abilities
Latin
Middle East
My Generation
Native Peoples
PRIDE
Veterans’
Women’s

21 Social Impact and Sustainability Highlights

Creating a more inclusive future
Wells Fargo is taking steps to create and sustain a more inclusive future by helping to address issues and remove barriers that have impacted the ability of diverse customers and communities to achieve economic empowerment and build wealth.

Diverse customer segments
According to the U.S. Census Bureau, in the coming decades, the U.S. population is projected to grow slowly, to age considerably, and to become more racially and ethnically diverse.

Americans identifying as two or more races will be the fastest-growing ethnic group, projected to grow some 200% by 2060. The Asian population is projected to double, and the Hispanic population will nearly double within the next four decades

1. These individuals will
represent the full economic spectrum of customers. We seek to understand the needs of our diverse customers – leveraging customer feedback, data, analytics, and insights to guide our strategies and help to improve their fnancial well-being. “Our Diverse Segments group is focused on growing
and maximizing positive outcomes for our clients in
all that they do with us and in the community. My
team is focused on creating greater and deeper access
within the capital markets and our corresponding
businesses. With 22 years of experience delivering
client solutions within the Corporate & Investment
Bank, I am extremely excited and proud to lead our
increased and intentional focus on advancing our
Diverse Corporate & Investment Banking clients.”
– Danielle M. Squires, Managing Director, CIB Head of Diverse Segments

1. U.S. Census Bureau. Demographic Turning Points for the United States: Population Projections for 2020 to 2060.

22 Social Impact and Sustainability Highlights

Wells Fargo
is the largest
lender in low-
and moderate-
income
communities
and the largest
afordable
housing lender
in America

1. “When millions faced evictions and foreclosures due
to the pandemic, Wells Fargo supported housing
initiatives and entrepreneurs who faced challenges
securing funding to keep their businesses open. We
are grateful for their strong partnership and eforts to embrace diversity, equity and inclusion as we chart a
course for the future.”
– Marc Morial, President and CEO, National Urban League Housing afordability
We’re working to increase access to safe, stable, afordable places to live, including transitional housing, rentals, and home ownership, especially for individuals and families historically shut out of the market.
• Wells Fargo has made two signifcant commitments to increase Hispanic and Black homeownership over 10 years by making $185 billion in home purchase loans to Hispanic and Black borrowers, increasing the diversity of our mortgage sales team, and providing $25 million in homebuyer education and counseling.
– In 2016, we committed to increasing Hispanic homeownership over 10 years through $125 billion in home purchase loans to Hispanic borrowers. Through 2020, we helped 188,460 Hispanic families and individuals become homeowners through $48.7 billion in mortgage fnancing.
– In 2017, we pledged to create at least 250,000 Black homeowners in 10 years through lending $60 billion for home purchases to Black borrowers. Through 2020, we helped 72,759 Black families and individuals become homeowners through $18.6 billion in mortgage fnancing.

Hispanic
representation
within our
mortgage
production team
is currently

15.7%
Black
representation
within our
mortgage
production team
is currently

4.6%

1. According to the Mortgage Bankers Association, 2020.

23 Social Impact and Sustainability Highlights

• Dream. Plan. Home. In November of 2020, Wells Fargo Home Lending launched a new program called “Dream. Plan. Home
. ” , which provides a closing cost credit on a limited basis in fve metropolitan areas. The program will address one of the key barriers facing frst-time homebuyers by providing up to $5,000 toward closing costs to make it easier for low- and moderate-income families to purchase a home. This program aligns with our eforts to help drive economic growth, sustainable homeownership, and neighborhood stability in low- and moderate-income communities.

Adding an equity lens to charitable giving
Wells Fargo’s Social Impact and Sustainability team is working to understand and overcome revenue disparities for diverse-led organizations. Revenues of Black-led organizations are on average 24% smaller than the revenues of white-led organizations, according to research by the nonprofts * Echoing Green and The Bridgespan Group. According to a 2020 report by Exponent Philanthropy*, 74% of participating foundations had no board members of color and 78% had no staf members of color. Learn more about how Wells Fargo is adding an equity lens to personal and charitable giving and service here. “The COVID-19 pandemic has impacted the fnancial
lives of all Americans, but its impact on renters and
communities of color has been especially devastating.

Wells Fargo funding for programs like Virtual
Financial Coaching
* and our partnership with the
Housing Partnership Network* (HPN) to create Renter
Advantage* are examples of how they are making
a diference to support nonproft organizations
dedicated to directly assisting in areas of greatest
need while improving fnancial inclusion for African
American and Hispanic populations.”
– Rebecca Steele, President and Chief Executive Ofcer of the National Foundation for Credit Counseling (NFCC)
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

24 Social Impact and Sustainability Highlights

What is an MDI?
MDIs are FDIC-insured depository
institutions in which either minority
individuals represent at least 51%
of voting stock or a majority of the
board of directors is minority and the
community that the institution serves
is predominantly minority. Historically,
there were more than 100 African
American MDIs in the U.S., only about
20 still exist now.

Small business growth
We help small businesses thrive by investing in underserved small-business owners and entrepreneurs through access to capital, capacity building, and growth opportunities.

Minority Depository Institutions (MDIs) serve a vital role in the U.S. fnancial ecosystem by providing ready access to capital and credit in minority and underserved communities, supporting neighborhood revitalization, and driving economic opportunity. Wells Fargo is proud to build on our recent commitment of up to $50 million to African American MDIs by signing the Project REACh MDI Pledge. We’re working to enhance our relationships with MDIs by contributing capital, connections, and expertise to help them grow, so that the communities they serve can prosper. We’ve announced equity investments in six Black owned MDIs.

Diverse Community Capital (DCC) program: The DCC program is a fve-year, $175 million grant program to empower diverse small-business owners with greater access to capital and technical assistance so they can grow and sustain local jobs. Approximately 75% of awardees in the DCC program have diverse leaders. The DCC program is a collaboration with Opportunity Finance Network (OFN) and CDFIs across the country. In 2020, the DCC program 1:
• Made more than 91,000 loans to diverse small businesses • Delivered more than 546,000 hours of technical assistance to diverse small businesses
• Enabled diverse small-business owners to retain and create more than 100,000 jobs Our approximately
$420 million Open
for Business Fund
helps small businesses
navigate the pandemic,
with an emphasis on
those with Black and
racially diverse owners.

1. As reported by Opportunity Finance Network (OFN) based on preliminary results for fscal year 2020.

25 Social Impact and Sustainability Highlights

Financial health
We’re focused on opening pathways to economic advancement for individuals in low- and moderate-income and underserved communities by challenging systemic barriers and supporting innovation that puts more individuals on a path to wealth creation. • In 2020, we launched Clear Access Banking, a new low-cost and checkless bank account with no overdraft or insufcient funds fees to make it easier for customers to manage their money, make payments, and save. Clear Access Banking meets the Cities for Financial Empowerment Fund’s Bank On National Account Standards* for safe and appropriate fnancial products that can help people enter or reenter the fnancial system. • In 2020, we expanded free fnancial counseling and coaching services and access to other emergency fnancial recovery resources through grants to nonprofts serving vulnerable populations facing fnancial hardships.
• We have partnered with SAGE to develop a digital tool to address economic stability and stress in the aging LGBTQ population. The SAGECents app is a fnancial wellness tool ofering fnancial planning tools and resources geared toward LGBTQ Americans over the age of 50. • We worked with Mission Asset Fund to aid immigrant and diverse communities to move from poverty to living fnancially secure lives. The Lending Circles program ofers zero- interest, credit building loans and tools to enable lower-income people to establish credit and build credit scores.
• Since 2018, our company and the Wells Fargo Foundation have provided more than $50 million in philanthropic funding to Native-focused nonprofts, working to address economic, social, and environmental issues.

Learn more by visiting Wells Fargo Stories
“For over 50 years, UnidosUS has been dedicated to
dismantling systemic barriers preventing Latinos
from achieving our full potential and achieving our
dreams. As we strive to make social and economic
advancement a reality for our community, we count
on partners like Wells Fargo. Working together, we’re
building a stronger fnancial future for Latinos and
for generations to come.”
– Janet Murguía, President and CEO, UnidosUS
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

Financial health
services include:
• Understanding
and improving
credit scores
• Establishing new
bank accounts
• Financial
counseling and
coaching
• Savings planning
• Retirement
planning
• Budgeting
and debt
management

26 Social Impact and Sustainability Highlights

Expanding supplier diversity outreach
Through our supplier diversity program we seek to close the racial wealth gap, ensure inclusive procurement, and create opportunity. A key part of our commitment to diversity, equity, and inclusion is developing and engaging certifed minority, women, LGBTQ, veteran, disabled, and small businesses. Supplier diversity adds value to our organization by ensuring
that our supplier base mirrors the customers and communities we serve. Our Supply Chain Management group works to ensure that we integrate diversity into our strategic sourcing and procurement processes by establishing and supporting relationships with the diverse business community, developing these businesses for growth, and engaging with community organizations that share our commitment.

We have steadily increased our annual spending with diverse suppliers from $824 million in 2013 to nearly $1.4 billion in 2020, representing 12% of our total controllable spending, and surpassing the fnancial services industry average of 9.3%

1. In addition to direct spending with diverse suppliers, in 2020 we invested $1 million in funding diverse business development and capacity building programs.

Wells Fargo Supplier Diversity
received three prestigious
recognitions:
• 2020 Top Corporation for
Disability-Owned Businesses by
Disability:IN
• America’s Top Corporations for
Women’s Business Enterprises
presented by the Women’s
Business Enterprise National
Council
• 2020 Best Corporations for
Veteran’s Business Enterprises
from the National Veteran-
Owned Business Association

1. As reported by Financial Services Roundtable for Supplier Diversity.

27 Social Impact and Sustainability Highlights
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

Supporting the transition to
a low-carbon economy

28 Social Impact and Sustainability Highlights

Letter from the Head of Social Impact
and Sustainability
Over the past year, we have seen the efects of climate change in yet another unprecedented fre season, along with devastating storms, deep freezes, and ruinous fooding, all while facing the spread of a global pandemic.

COVID-19 has laid bare the challenges that race and income disparity infict on hard- working people who are simply trying to stay safe, feed their families, and remain housed – challenges that are and will continue to be exacerbated by climate change.

Despite the many challenges 2020 presented, Wells Fargo made tremendous progress in further embedding sustainability across the enterprise. As you will read in more detail below, we deployed signifcant capital in support of sustainable businesses and projects, hit milestones in renewable energy fnancing and operational sustainability, and implemented a robust ESG disclosure program to elevate our transparency on nonfnancial metrics. The Wells Fargo Innovation Incubator achieved great success in supporting cleantech innovation and startups struggling through the pandemic, and our Resilient Communities program continued to help communities better prepare for and respond to the impacts of climate change. We also laid the groundwork for a major step in our enterprise climate strategy.

In early 2021, Wells Fargo announced an ambitious goal — to align our business activities with the goals of the Paris Climate Agreement and achieve net-zero greenhouse emissions by 2050, including our fnanced emissions. In announcing this goal, our CEO Charlie Scharf stated, “the risks of not taking action are too great to ignore, and collective action is needed to avoid the signifcant impact on our most vulnerable communities. ”
The journey to net-zero is a complex one, and we’ve identifed concrete frst steps, which include measuring, disclosing, and setting targets for emissions in high-carbon sectors; accelerating the deployment of capital to support low-carbon opportunities; and innovation in climate fnance. We have a responsibility to work closely with our clients in how they address these issues and align their own business models to a low-carbon economy.

We place great value on being a trusted partner and believe that engagement rather than divestment is the fastest pathway to achieving economywide net zero ambitions. Of course we will also continue to build on the tremendous progress we are making in our operational sustainability and supporting national and local nonproft organizations focused on community resiliency and environmental justice.

Climate change is one of the most signifcant environmental and social issues of our time.

We are committed to leveraging our expertise and market position across our value chain and our stakeholder relationships to accelerate a just transition to a low-carbon future. – Nate Hurst, Head of Social Impact & Sustainability

29 Social Impact and Sustainability Highlights

Wells Fargo’s climate commitment
In March 2021, Wells Fargo set an ambitious climate
goal to achieve net-zero greenhouse emissions by
2050 — including our fnanced emissions. While we
build on a strong foundation, we know the pathway
to net-zero will be complex. Near-term priorities
for Wells Fargo include the following:
• Measure and disclose fnanced emissions for
select carbon-intensive portfolios, and set
interim emission reduction targets by the
close of 2022
• Launch an Institute for Sustainable Finance to
deploy $500 billion to sustainable businesses and
projects by 2030, support innovation in climate
fnance and clean technologies, and advance
community resiliency
• Support clients’ eforts in their low-carbon
transitions, including quantifying their emissions
• Advocate for policy initiatives that support
clients’ low-carbon transitions, as well as those
that advance the goals of the Paris Agreement
• Integrate climate considerations into
Wells Fargo’s Risk Management
Framework
Supporting a just transition to a low-carbon economy
Trillions of dollars of sustainable capital fows will be required to adequately avoid, sequester, and redirect greenhouse gas (GHG) emissions. Deploying capital to accelerate and scale the next generation of fnancial products and services gives us an opportunity to integrate climate, environmental, and social factors into our lending, securities, and investing products and services. We are positioned to play a central role in providing sustainable fnance capital and information to the marketplace and supporting a just transition to a low-carbon economy. One example of how we’re engaging on this topic is our sponsorship of and contributions to the Climate Finance Markets and the Real Economy Report
* (PDF) by the Global Financial Markets Association (GFMA) and Boston Consulting Group (BCG), which outlines the global need and market structure required to accelerate the mobilization of capital.

Sustainable fnance
In 2018, we announced that Wells Fargo would provide $200 billion in fnancing to sustainable businesses and projects by 2030, with at least 50% of that focused on transactions that directly support the transition to a low-carbon economy, including renewable energy, clean technology, and green-building. Since then, we have provided approximately $74.6 billion in fnancing to sustainable businesses and projects. And 71% of that was allocated towards low-carbon opportunities.

We established the Sustainable Finance Center of Excellence (SFCOE) in 2020 to guide our environmental and social fnance business activities, particularly those focused on accelerating climate-aligned, sustainable fnance. The SFCOE brings business intelligence to internal partners throughout Wells Fargo and supports product innovation and engagements that help advance collective action on such issues as climate adaptation, resiliency, environmental justice, and climate mitigation (e.g., deployment of clean technology). * We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

30 Social Impact and Sustainability Highlights
Engaging
climate
experts
Wells Fargo is proud
to collaborate with
leading scientists
and organizations to
advance a low-carbon
economy and accelerate
sustainable fnance
more broadly.

Evaluating our fnanced emissions
We recognize that the direct and indirect emissions of our customers — referred to as fnanced emissions — represent a far larger source of emissions than those from our own operations. In 2020, we developed a preliminary model of our Scope 3, fnanced emissions.

Ultimately, we aim to cultivate repeatable, consistent metrics for fnanced emissions that inform the complex undertaking of setting a science-based GHG reduction target. For more information, see our Task Force for Climate-Related Financial Disclosures Report (PDF).

Understanding environmental and social impacts
Wells Fargo’s Environmental and Social Risk Management (ESRM) team continues to work to strengthen policies and processes r
elated to how our company seeks to manage and
govern our environmental and social risk. ESRM Framework (PDF) pr ovides information
and transparency on the company’s approach to managing environmental and social risks, including those related to climate change.

Climate Impact Risk Forum
In 2020, we established an enterprise Climate Impact Risk Forum to oversee the company’s approach to managing climate-related risks. The Forum is a cross-functional group that includes senior leaders from across the company.

31 Social Impact and Sustainability Highlights

Addressing climate resilience, adaptation,
and mitigation in vulnerable communities
We’re working across our business and with our partners to help build a more sustainable, inclusive future for all. Minority and low-income neighborhoods and Tribal lands are often disproportionately afected by pollution due to decades of potential environmental degradation that may result from industrial siting, operations, waste and emissions, or the impacts of climate change (drought, longer fre and hurricane seasons, fooding, etc.).

See Wells Fargo Stories for more examples of our
environmental impact.

Resilient communities program
In 2017, the Wells Fargo Foundation and the National Fish and Wildlife Foundation launched the Resilient Communities Program — a four-year initiative designed to help communities better prepare for and respond to the impacts of climate change by investing in such natural features as wetlands, resilient shorelines, urban tree canopies, natural forests, and healthy upstream watersheds and by providing conservation and resilience training for community leaders.

The program places special emphasis on helping traditionally low- and moderate-income communities build capacity, and also supports American Indian, Alaskan Native, and other Indigenous communities whose livelihoods and economies rely on their self-determined management of water, land, and other natural resources.

With a $12.4 million investment by Wells Fargo, the program was able to attract additional private and public funds and grantee matching contributions to generate a total conservation impact of more than $45 million.

Projects funded across the U.S. between 2017 and 2020 are working to:
• Restore and/or improve 180,000 acres of land through land management • Protect 26,000 acres of land under conservation easements • Restore 13,000 acres of wetlands
• Plant 71,000 trees
• Eliminate 3 million gallons of storm water annually
• Engage 137,000 community members in community resilience eforts

32 Social Impact and Sustainability Highlights

Wells Fargo has
been carbon
neutral in our
operations
since 2019.

GRID Alternatives Tribal Solar
Accelerator Fund
With help from Wells Fargo, GRID Alternatives has
grown into a national leader in making renewable
energy technology and job training accessible to
underserved communities and helping low-income
homeowners save on energy and housing costs. In
2018, GRID and Wells Fargo launched the Tribal Solar
Accelerator Fund (TSAF) to catalyze the growth of
solar energy and expand solar job opportunities in
Tribal communities across the U.S. The TSAF is helping
Tribes across the country achieve energy sovereignty.

The Spokane Tribe’s Children of the Sun Solar Initiative was the frst project selected for TSAF funding. This 650-kilowatt solar initiative was born in response to the 2016 Cayuse Mountain Fire, which burned 18,000 acres on the Spokane reservation and cut power to the tribe’s main administrative buildings and water supply. For the Spokane Tribe, solar represents a way to save money, create new economic opportunity, and strengthen community resilience.

Supporting clean technology innovation
The Wells Fargo Innovation Incubator* (IN2), a collaboration with U.S. Department of Energy National Renewable Energy Laboratory (NREL) and the Donald Danforth Plant Science Center (Danforth Center), is a proven model for accelerating the path to market for clean technology and agriculture companies. The Wells Fargo Foundation funded IN 2 with
an additional $20 million to extend the award-winning program through 2024.

In 2020, IN2:
• Made $900,000 in grants to help clean technology and sustainable agriculture startups retain staf and bring their solutions to market
• Added six new startups, bringing the total portfolio of companies to 46 at year-end • Opened referrals for two new technology incubation rounds • Saw three portfolio companies be acquired by more established companies, which means that innovative climate solutions addressing air conditioning and climate-friendly refrigerants, microgrid management and energy storage, as well as multifamily housing technologies that decrease energy use, are now available in the larger economy Wells Fargo
Innovation
Incubator
was named a
fnalist for the
Corporate Social
Responsibility
Awar
d-
Diversifed *.
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

33 Social Impact and Sustainability Highlights
“BRITE Energy Innovators is the state of Ohio’s Energy
Incubator. In 2020, our country saw its fair share
of change, but we are no strangers to the roads less
traveled. Due to our partnership with Wells Fargo and
IN
2 we were able to provide critical services to help
more founders create new energy technologies than
any year before. Our founders were more diverse and
were able to pivot products through the pandemic
to meet the world’s needs. We even had the world’s
frst electric truck and a battery Gigafactory land in
our back yard. With partners like Wells Fargo, the
Midwest’s future is BRITE.”
– Rick Stockburger, President and CEO, BRITE Energy

34 Social Impact and Sustainability Highlights

Climate disclosures
Wells Fargo is a signatory
of the Task For
ce
on Climate-Related
Financial Disclosures
(TCFD) and has published
our inaugural TCFD
Report (PDF). Please
also refer to our
ESG
Report
(PDF) and ESG
Goals and Performance
Data (PDF) for additional
information on our
environmental metrics.

Driving operational sustainability
We’re working toward more energy and resource efciency in our own operations to help our company be more resilient to climate change. We strive to provide environmentally responsible, safe, and healthy spaces for all of our stakeholders. Over the years, we’ve set a number of goals (PDF) related to operational sustainability and, despite a highly irregular year for occupancy of our properties due to COVID-19, we were able to make great strides on our operational sustainability journey. We continue to leverage industry best practices and set challenging goals to improve our full portfolio.

Goal 2020 results
Reduce energy consumption 40% from
2008 baseline
Achiev
ed
Purchase renewable electricity to meet
100% of our global operations needs by
the close of 2017
Achieved
Reduce greenhouse gas emissions 45%
from 2008 baseline
Achieved
Achieve LEED® certifcation f
or 35% of
buildings (by leased and owned square
footage)
Goal not achieved
1 Reduce water consumption 65% from
2008 baseline
Achieved
Reduce total waste stream 50% from
2010 baseline
Achieved

1. Wells Fargo has completed 900 LEED certifed projects totaling more than 44 million square feet. This stretch goal has enabled Wells Fargo to drive green building requirements into design, construction, and operations thereby improving all buildings in the portfolio, not just the newest buildings.

35 Social Impact and Sustainability Highlights

Wells Fargo’s
2020 CDP
Supplier
Engagement
Ranking is
A-
Renewable Energy at Wells Fargo
Wells Fargo has been meeting 100% of its global electricity needs with renewable energy since 20171. In support of the second phase of our renewable energy commitment — transition to long-term agreements that fund new sources of renewable energy — Wells Fargo entered into a number of long-term contracts supporting development of more than 750 megawatts of net-new renewable energy assets2. Nearly 200 megawatts of allocated capacity from these assets is expected to meet 25% of Wells Fargo’s global electricity needs, while supporting the job creation, tax revenue, and carbon reduction in communities where our customers and employees live and work.

Since its inception in 2005 through November
2020, the Wells Fargo Renewable Energy and
Environmental Finance (REEF) team provided
fnancing to 13% of the utility scale wind and solar
investments in the U.S. Since 2006, REEF has provided
more than $10 billion in tax equity fnancing in
support of more than 500 renewable energy projects
across the country.

Supply chain sustainability
We’re engaging our suppliers on our sustainability journey, and we continue to participate in the CDP Supply Chain program, which encourages our suppliers to demonstrate their commitment to environmental sustainability and take measures to improve where possible.

In 2020, the response rate was 72%, up from 64% in 2019. We see this as particularly noteworthy, given the impact of COVID-19 on so many businesses and sustainability teams.

Wells Fargo’s 2020 CDP Supplier Engagement Ranking (SER) is A-. The SER assesses performance on governance, targets, Scope 3 emissions, and value chain engagement in the CDP climate change questionnaire. Of the more than 5,000 companies that participated, Wells Fargo ranked in the top 15%. We’re in the fnal stages of completing customized education support for our suppliers who received a score of B- or less from CDP . In 2020, we augmented the training to address COVID-19’s impact and the importance of business continuity planning for small and diverse-certifed companies.

1. Renewable energy sources include onsite solar, long-term contracts that fund net-new sources of ofsite renewable energy, and the purchase of renewable energy and renewable energy certifcates (RECs).

2. Construction of new assets will occur in 2021 and 2022.

Wells Fargo has
been carbon
neutral in our
operations
since 2019.

36 Social Impact and Sustainability Highlights

Environmental awards and recognition
For the frst time, Wells Fargo
ranked #1 in the fnancial
sector for Environment
and Communities on the
Forbes Just 100 list* .

Wells Fargo was awarded
the top prize for Sustained
Excellence by S&P Global
Platts at its 2020 Global
Energy Awards*. The
Sustained Excellence
category recognizes
companies that embrace
efcient and renewable
energy in their operations
in order to reduce their
environmental impact
and help foster a
low-carbon future.

Wells Fargo was awarded the
2021 Fitwel Promise
Award: Most
Registrations of
All-Time
,
as well as the
Tenant with the Most
Fitwel Registrations
in 2020
award by the Center for Active
Design in recognition of the
company’s industry-leading
use of the Fitwel platform to
drive continuous improvement
in building occupant health
and well-being.

Curt Radkin, strategic
planning manager within
our Corporate Properties
Gr
oup, was named an
Environment +
Energy Leader
100 honoree
*.

This annual recognition goes
to those who have broken
new ground or advanced
best practices to help their
companies — or the industry
as a whole — achieve great
success in commercial and
industrial environment and
energy management.
* We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

37 Social Impact and Sustainability Highlights

Forward-looking statements
This Report contains forward-looking statements about the Company’s future activities, plans, objectives, and expectations forward-looking statements can be identifed by words such as “anticipates, ” “intends, ” “plans, ” “seeks, ” “believes, ” “estimates, ” “expects, ” “target, ” “projects, ” “outlook, ” “forecast, ” “will, ” “may, ” “could, ” “should, ” “can” and similar references to future periods. Forward-looking statements are not based on historical facts, but instead represent our current expectations and assumptions regarding our business, the economy, and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difcult to predict. You are urged to not unduly rely on forward-looking statements, as actual results may difer materially from expectations. Forward-looking statements speak only as of the date made, and we do not undertake to update them to refect changes or events that occur after that date.

For more information about factors that could cause actual results to difer materially from expectations, please refer to our reports fled with the Securities and Exchange Commission (SEC), including the discussion under “Forward-Looking Statements” and “Risk Factors” in our 2020 Annual Report on Form 10-K as fled with the SEC and available on its website at www.sec.gov*.

Securities and Exchange Commission flings
Our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and amendments to these reports are available free of charge on our website as soon as practical after they are electronically fled with or furnished to the SEC. These reports and amendments also are available free of charge on the SEC’s website at www.sec.gov*. * We do not control the website. Wells Fargo has provided this link for your convenience, but does not endorse and is not responsible for the content, links, privacy policy, or security policy of this website.

Confidential – For Discussion & General Information Purposes Only Commitment to Social Responsibility
in Berkeley, California

Berkeley, CA 2
Wells Fargo Bank in Berkeley, California
*LMI = low to moderate income
Our people and location information as of March 2022
• 4 banking locations, including 1 in
LMI* community
• 21 ATMs, 6 in LMI communities
• 73 team members live here
• 55 team members work here
Our locationsOur people
Bank Moody’s S&P Fitch
Wells Fargo Bank, NA Aa1(cr) A+ AA-
JP Morgan Chase Bank Aa1(cr) A+ AA
Bank of America Aa2(cr) A+ AA-
US Bank Aa2(cr) AA- AA-
Citibank Aa3(cr) A+ A+
(cr) – Reflects Moody’s Counterparty Risk Assessment
Source: Bloomberg as of January 21, 2021
Credit ratings
Deposit share Rank # Total deposits ($000)

32.43% #1 $2,077,121
Source: FDIC Deposit Market Share Report as of June 30, 2021 FDIC deposit market share
Wells Fargo continues to be among
the highest credit-rated U.S. banks

Berkeley, CA 3
Diversity and Social Inclusion
Make sure all people feel respected and
have equal access to resources and
opportunities to succeed.

Creating solutions to pressing societal challenges.

Corporate Responsibility Priorities
Wells Fargo is dedicated to making meaningful, inclusive, and enduring contributions as our communities address and recover from these challenges. We’re focused on addressing systemic issues and supporting an inclusive recovery as we aim to break down barriers to enable a better future.

Philanthropy and Volunteerism
Create meaningful change by supporting
the communities that we live and work in.

Economic Empowerment
Strengthen financial education and
economic opportunities in underserved
communities
Environmental Sustainability
Accelerate the transition to a low‐ carbon
economy and help reduce climate change
impacts.

See Corporate Responsibility — Wells Fargo for additional information.

Philanthropy and Volunteerism

Berkeley, CA 5
Philanthropy and Volunteerism
$475MM Donated Nationally
Through our businesses and the Wells Fargo
Founda
tion, our charitable contributions totaled
$475 million in 2020
$52.3MM Donated in California
Wells Fargo businesses and foundation charitable
contributions in California totaled $52.3 million.
1,769 employees volunteered 59,004 hours to
non-profit organizations.
1,960 employees donated $2,427,608 in
California.
2020 Employee giving
Participants = 78 Amount = $7,641
2020 Employee volunteer hours
Volunteer hrs = 99 Events = 31
1Community Impact and CRA reflects 2020 data
Charitable giving Total grants $ Amo unt
2016 Giving 63 $790,875
2017 Giving 114 $1,829,025
2018 Giving 190 $1,503,561
2019 Giving 94 $1,492,304
2020 Giving 26 $1,407,137
TOTAL CHARITABLE GIVING 197 $7,022,902
Charitable Contributions1 in the City of Berkeley
2020 Employee giving
Participants = 78 Amount = $7,641
2020 Employee volunteer hours
Volunteer hrs = 99 Events = 31

Berkeley, CA 6
• California Community Builders Inc.: Wells Fargo funds support three projects:
• Policy research related to increased mortgage capital access for low- and moderate-income communities of color; • Policy research and convenings related to increased multi-family homeownership production; • Research and dissemination related to increasing support for small BIPOC developers. • Resources for Community Development:
• Supporting pre-development for affordable housing in the Bay Area. • Berkeley Student Cooperative Inc.
• Student run affordable housing provider that helped keep 1,260 students stay in college. • Disability Rights Advocates
• Wells Fargo has served on the Board for the past 9 years and we celebrate Kathy Martinez (former Wells Fargo SVP of Accessibility Strategy) as the new CEO of Disability Rights Advocates. • University of California Berkeley Foundation
• Berkeley Food and Housing Project
• Bay Area Council Foundation Berkeley
• Satellite Affordable Housing Associates
Housing Affordability
• We Care Solar
• 1951 Coffee
Company
• Multicultural
Institute
• Earth Island
Institute Inc.
• Hospital De La
Familia Foundation
• Regents of the
University of
California at
Berkeley
• Small Business
Growth: Data For
Social Good
Foundation
• Regents of the
University of
California at
Berkeley
• Berkeley Repertory
Theatre
• National
Interscholastic
Cycling Association
Job Training Social Services Small Business GrowthArts & Culture Civic Engagement • Center For
Creative Land
Recycling
• Bay Nature
Institute
• Rose Foundation
For Communities
and the
Environment
Environment
Berkeley non-profits supported by Wells FargoPage 45 of 59Page 99 of 113

Berkeley, CA 7
Local non-profit support
Wells Fargo provided general operating support to BFHP as they faced its greatest challenge ever in responding to the pandemic. Housing the homeless both increases their safety and that of the wider population; a housed person is less likely to contract and spread COVID-19. During the COVID-19 outbreak and SIP order, Wells provided additional funding for:

1. 24/7 Operations of Dwight Way Shelters to allow 81 clients to shelter in place.

2. Impl
ementation of programming for 18 trailers for homeless clients at 2 sites in Berkeley and a single-family home for the duration of the out
break.

3. Continuation of the Meals Program, providing 300+ meals daily to those in need.

4. Team Hope outreach to those living on the street and providing them hotel rooms during SIP.

5. Roads Home outreach to veterans experiencing homelessness to secure safe shelter in hotel rooms.

6. Referring and transitioning shelter clients to Operation Comfort (at the Oakland Comfort) or to Safer Ground, which houses clients 65+ with pre-existing medical conditions at the Radisson.

7. Completing daily Wellness Checks for clients in shelters, hotels and transitional housing.

Checks include COVID-19 screening following CDC guidelines.

8. Disinfecting all areas shelters and transitional housing facilities frequently.

9. Ensuring clients follow COVID-19 hygiene practices (daily showering, frequent handwashing, etc).

Terner Housing Innovation Labs announced a three-year
partnership with Wells Fargo to support solutions at the intersection of housing affordability, equity, and sustainability.

This partnership will help the Housi
ng Lab, Terner’s accelerator
program, continue to support housing affordability and equity innovations, while adding a focus on the planet. Environmental sustainability broadly includes carbon reduction, materials innovations, and building for climate resilience.

Satellite Affordable Housing Associates: Wells Fargo grant funds support SAHA's Clifton Hall creating 40 new units of permanent supportive housing for 40 homeless, COVID-vulnerable seniors. The Hall was formerly a college dormitory and in additional to the permanent supportive housing on floors 3 and 4, will include a family shelter on floors 1 and 2. This is new model of transforming hotels into housing for the homeless was an innovation from the State as a result of the COVID pandemic and the need to transition homeless vulnerable residents into a safe place to avoid worsening the pandemic and to address the homeless crises in our cities.

Home Ownership

Berkeley, CA 9
Housing Support in Berkeley, California
1Community Impact and CRA reflects 2020 data
Total loans $ Amount
Ho
me purchases 499 $441,967,000
Home improvement 161 $56,639,000
Home refinance 856 $539,939,000
Other mortgage 87 $50,106,000
TOTAL HOME MORTGAGE 1,603 $1,055,651,000
Home mortgage lending from 2016-2020 in Berkeley1
In 2020, Wells Fargo provided 2 community development
loans totaling $15.6 million and 12 community development investments totaling $814,461
Total $ Amount
Af
fordable Housing Loans 12 $26,740,000
Community Services Loans 3 $8,082,000
Community Development Investments 65 $6,191,000
TOTAL COMMUNITY DEVELOPMENT 80 $41,013,000
2016-2020 Community Development support in Berkeley1

Berkeley, CA 10
Wells Fargo Community Lending & Investment
Affordable Housing Investments
Grayson Apartments:

Wells Fargo provided funding to support a 23-unit development on San Pablo Avenue at the corner of Grayson Street that includes 18 one-bedroom apartments and 5 two-bedroom apartments. Funding includes commitments from the City of Berkeley, Alameda County and State HCD and 17 project- based Section 8 vouchers provided by the Berkeley Housing Authority.

Thirteen units will be set aside for people with special needs including nine units for youth transitioning out of the foster system, three units for people living with HIV/AIDS, and one unit for a generally disabled person.

YMCA of the East Bay:

Wells Fargo provided $9.5MM investment to help purchase and renovate a 9,017 sq/
ft two-sto
ry building in Alameda County. The 50-year-old building will become the new Cherryland Early Learning Center (ELC), a vibrant new facility for YMCA of the East Bay, providing high quality early childhood education and wraparound services for 80 low-income children ages 0-5. The Cherryland neighborhood has one of the highest needs for early learning sites, yet it is among the least served neighborhoods per capita in Alameda County. The renovated building will include six classrooms (two preschool rooms and four infant/toddler rooms), a meeting room, kitchen, restrooms, reception area, and offices. Cherryland ELC will provide free, year-round, full-day care for 80 children, ages 0-5. All 80 seats will be Early Head Start or Head Start seats, and 100% of the families are expected to meet federal poverty guidelines for income or other categorical eligibility requirements such as homelessness. The project is expected to create or retain 20 FTE permanent jobs.

Economic Empowerment

Berkeley, CA 12
Economic Empowerment
Source: https://www.wellsfargo.com/about/corporate-responsibility/economic-empowerment/ $400 Million To Help Entrepreneurs stay ‘Open for Business’ To help small businesses impacted by the ongoing COVID-19 pandemic keep their doors open, retain employees, and rebuild, Wells Fargo is making an industry-leading commitment by donating approximately $400 million in gross processing fees from the Paycheck Protection Program. Through a new Open for Business Fund, Wells Fargo will provide support for nonprofit organizations who serve small businesses, particularly businesses owned by underrepresented individuals — a group disproportionately affected by the pandemic — to provide needed capital, offer technical support, and develop long-term resiliency programs.

The program launched with an initial $28 million aimed at supporting Black- and African American-owned small businesses, which are closing at nearly twice the rate of the industry, according to the National Bureau of Economic Research (PDF). The first grantees are:
 Expanding Black Business Credit to support the launch of the Black Vision Fund, which will increase capital to Black-focused Community Development Financial Institutions, also known as nonprofit or community lenders, to close the racial wealth gap in African American communities.  LISC (Local Initiatives Support Corporation) will team up with social impact platform Kiva to provide grants and low-cost capital to more than 2,800 entrepreneurs with a focus on preventing loss in revenue, sustaining employment, and averting vacancies among vulnerable small business owners in urban and rural markets nationwide
Financial success for our customers and our business starts with the success of local communities. We’re strengthening economic opportunities in underserved communities by empowering individuals and small businesses with the products, services, knowledge, and tools needed to ensure financial self‐sufficiency, income mobility, and ultimately, improved well‐being and quality of life Our 2020 Commitments
• Expand access to high‐quality, affordable, and responsible financial products and services to help underserved consumers enter the financial mainstream, increase savings, improve credit, and build assets • Strengthen the financial capabilities of underbanked consumers and our own team members • Stabilize local economies and low‐ to moderate‐income neighborhoods through affordable housing, philanthropy, community development investments, and other critical community services • Empower small businesses with access to the capital and financial services needed to start, operate, and grow

Small Business Lending

Berkeley, CA 14
Small business lending in Berkeley, California
Of that, 117 were in LMI communities
totaling $7.1 million in credit
781 small business
loans extending
$45.2 million in credit
Small Business Loans by Size # of loans $ Amo unt
$100,000 or less 3,011 $121,696,000
$100,000 to $250,000 165 $23,779,000
$250,000 to $1,000,000 190 $1,503,561
TOTAL SMALL BUSINESS LOANS 3,250 $185,993,000
Small business loans in Berkeley from 2016-2020
$50M
invested in Black owned Minority Depository
Institutions (MDIs) part of our commitment to
support MDIs with capital and technical assistance
for Black and African American homeowners, small
businesses, and individuals.
$175M
invested in Wells Fargo Diverse Community Capital
(DCC), to empower diverse small business owners to
grow and sustain local jobs.

Support for Berkeley small businesses last year $1B Small Business Financing Approximately $1 billion in available financing is
expected to help entrepreneurs through the Open
for Business Fund

Berkeley, CA 15
Empowering small businesses to thrive
* Data as of 06/09/2021
282,000
PPP loans for small businesses since 2020
$420M
In grants to non-profits serving small businesses
through the open for Business Fund
84%
of Open for Business Fund grants support
diverse-owned small business

1.7M
Small business employees are back to work
through PPP lending
Wells Fargo is donating roughly $420 million ($250 million for capital to CDFIs, $50 million for technical assistance, and $100+ million for long-term resiliency programs)
Open For
Business
Fund

Diversity, Equity, and Inclusion

Berkeley, CA 17
Diversity, equity, and inclusion
Meeting the increasingly diverse needs of Wells Fargo’s global customer base is critical for our company’s long-term growth and success. We’re committed to advancing diversity, equity, and inclusion by helping ensure that all people across our workforce, our communities, and ou r supply chain feel valued and respected and have equal access to resources, services, products, and opportunities to succeed.

We define diversity as the unique combination of various dimensions that makes each of us different from and similar to others. Those dimensions can include — but are not be limited to — age, gender, ethnic heritage, race, physical or mental abilities, sexual orientation, valu es, religion/spiritual practice, income, family status, education, and geographic location.

Our Team (as of 01/01/2020)
• 271,151 employees globally
• 45% of our U.S. workforce is ethnically/racially diverse • 55.2% of our global workforce are female
• 8,800+ veteran employees in the U.S.
• Our Employee Resource Networks:
• Asian Connection
• Black & African American Connection
• Disability Connection
• Hispanic & Latino Connection
• Middle East Connection
• Generation Connection
• Native Peoples Connection
• Pride Connection
• Veterans’ Connection
• Women’s Connection
Source: Wells Fargo Social Responsibility - https://www.wellsfargo.com/about/diversity/diversity-and-inclusion/ $175MM Invested to Grow Local Jobs
We’re empowering diverse small business owners to grow
and
sustain local jobs by investing $175 million in Wells Fargo Diverse Community Capital (DCC)
Helping 72K+ Black Homeowners
Through 2020, we helped 72,759 Black families and
individuals become homeowners through $18.6 billion in
mortgage financing
Helped 188K+ Hispanic Homeowners
Through 2020, Wells Fargo helped 188,460 Hispanic families and individuals become homeowners through $48.7 billion in mortgage financing

Berkeley, CA 18
Diversity, equity, and inclusion awards and recognition See Wells Fargo Stories for more examples of diversity and inclusion at Wells Fargo Wells Fargo
ranked #34
on Military
Times Best
for Vets list
Wells Fargo earned
a spot on the Civic
50’s Most
Generous
companies in
America list for
2020
Wells Fargo has been
designated a Top Military
Friendly Employer,
Top Military spouse Employer
and top Supplier
Diversity program by
Viqtory Media
for 2021
Wells Fargo
received the
Employers Seal
from the National
Organization on
Disability’s 2020
Employment
Tracker
LatinaStyle
ranked
Wells Fargo #12
on its Top
Companies for
Latinas for 2020.

Wells Fargo ranked
On DiversityInc’s 2020 Top 50 companies
for Diversity.
#1 Top companies for people with Disabilities
#2 Top companies for Philanthropy
#7 Top companies for Employee Resources
#8 Top companies for Supplier Diversity
#14 Top companies for LGBT employees
#11
Wells Fargo is
among the 2021
GEI Members in the
Bloomberg Gender
Equality Index
Wells Fargo
received top scores
from the Hispanic
Association
Corporate
Responsibility
inclusion Index
Wells Fargo earned
a 100 percent
rating and was designated a
“Best Place to Work for LGBTQ
Equality” on the 2021 Human
Rights Campaign Corporate
Equality Index.

Chief Risk Officer
Mandy Norton was
named to the 2020
Outstanding 100
LGBT+ Executives
The Company is also recognized on several specialty lists including

Environmental Sustainability

Berkeley, CA 20
Environmental sustainability
At Wells Fargo, we are working to embed environmental sustainability throughout our products, services, operations, and culture to drive efficiencies and responsible resource use while creating comfortable, safe, and healthy workplaces. We believe that climate change continues to be one of the most urgent environmental and social issues of our time, and we are working across our valu e chain to help accelerate the transition to a low-carbon economy and reduce the impacts of climate change on our business, communities, employees, and customers.

Wells Fargo commitment to the environment
• 100% of all Wells Fargo operating energy needs are met by renewable energy
• Wells Fargo owned or financed 8.1% of all wind & solar energy in the US last year
• Provided $17.6 billion in financing for renewable energy, clean technology, and sustainable business last year for a total of $74.6 billion since 2018
• Reduced water consumption 67% since 2008
• Reduced energy consumption by 44% since 2008
• Reduced total waste by 60% since 2010
• 26.2 million square feet of LEED‐certified space totaling 33% of total square footage
• 58,631 hours volunteered on environmental projects
Let The Sun Shine
Financing from Wells Fargo helped
Ker
n High School District in
California install SunPower® Helix™
Carport solar systems at 25 of its
sites. These systems have panels on
top that absorb sunlight, produce
clean energy, and generate power
for 23 schools and two
administrative buildings, while also
providing shade. The district expects
to save $80 million in electricity
costs over 25 years, while also
conserving energy.
$75B to Support Sustainability
Wells Fargo deployed $75 billion in financing to
sustainable businesses and projects to accelerate
the transition to a low-carbon economy

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: David Sprague, Interim Fire Chief
Peter Radu, Assistant to the City Manager
Subject: Piggyback Contract – Data Ticket for Administrative Citation Processing

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a contract and any amendments which align with the City of Downey’s existing contract and any amendments, with Data Ticket to provide Administrative Citation Processing from May 1, 2023 until September 21, 2025 in an amount not to exceed $100,000 with an option to extend for an additional three (3), one (1) year terms in alignment with the City of Downey contract for a total contract value not to exceed $300,000 (May 2023 through September 2028).

FISCAL IMPACTS OF RECOMMENDATION
This contract will start in FY2023 by the Fire Department and Neighborhood Services. All funds required to pay for this contract are in the Department’s baseline operating budget or will be offset by the revenue received from the collections.

Funding sources include but are not limited to; Measure FF, UC Settlement, and the General Fund.

CURRENT SITUATION AND ITS EFFECTS
The Fire Department and Neighborhood Services Code Enforcement currently rely on a paper-based citation system for the issuance of any administrative citations related to their work. The staff time associated with processing one citation is so great that the programs are effectively not used when necessary after education efforts are not successful in mitigating violations. While issuing citations are a last-resort of an enforcement process, they are sometimes necessary as a tool to gain compliance with applicable codes and help ensure the safety of residents. Examples of applicable processes are:
 Fire Department, Annual Wildland Urban Interface (Fire Zone 2 & 3) Defensible Space Inspections
 Fire Department, Annual Fire Prevention Inspections for Multi-Family Residential and Business occupancies

Piggyback Contract – Data Ticket for Administrative Citation Processing

CONSENT CALENDAR
May 23, 2023
 Neighborhood Services Code Enforcement: Blight, Illegal dumping, graffiti, sidewalk violations and other quality of life issues; coordination of enforcement for complex cases with multiple violations involving several city departments.

A 2018 City Auditor’s report1 found that the City’s Code Enforcement Unit is understaffed for its workload, resulting in inefficient customer service to the Berkeley community. Since that time, the City has been unable to fund additional Code Enforcement staff due to numerous competing priorities, but workload—especially during the pandemic, with the advent of COVID-related violations—has only grown.

This contract will provide administrative efficiency and support for some components of Code Enforcement (namely, violation and citations processing) which will free existing staff time up to focus on aspects of the job that require trained expertise.

BACKGROUND
The City of Downy, a similarly sized City [to Berkeley] in Southern California, conducted a competitive Request for Proposal (RFP) process that solicited bids for a vendor to provide “Parking and Administrative Citation Processing and Collection Services”, (Attachment 1), which opened on April 21, 2020 and closed on May 20, 2020. Data Ticket, Inc. was selected as the most responsive vendor and was awarded a base contract period that runs from September 22, 2020 through September 21, 2025 with three (3), one (1) year options to extend (Attachment 2). The Fire Department and Neighborhood Services Code Enforcement are requesting to piggyback off the City of Downey Contract for the same services.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
This program will allow the transition from paper based administrative citation systems to digital. Transitioning from a paper-based administrative citation system to a digital system can have a positive impact on environmental sustainability. It can reduce paper usage and waste, as well as decrease the need for transportation and storage of paper documents. Additionally, digital systems can often be more efficient and streamlined, reducing the overall environmental impact of administrative processes.

Removing hazardous vegetation in the Very High Fire Danger Severity Zone can also have a positive impact on environmental sustainability and help mitigate the effects of climate change. Wildfires can release large amounts of carbon into the atmosphere, contributing to the overall increase in greenhouse gas emissions. By reducing the probability of ignition during a wildfire, the program can help reduce the frequency and severity of wildfires, ultimately helping to mitigate the effects of climate change. 1 Audit Report: Code Enforcement Resources Significantly Constrained and Improvements Needed in Case Management and Oversight: https://berkeleyca.gov/sites/default/files/2022- 01/Code%20Enforcement%20Resources%20Significantly%20Constrained_Fiscal%20Year%202018.pdf1

Piggyback Contract – Data Ticket for Administrative Citation Processing

CONSENT CALENDAR
May 23, 2023

RATIONALE FOR RECOMMENDATION
Staff are responsible for the inspection and enforcement of a variety of codes. Staff take an educate first approach in most situations, however, the issuance of citation is required to gain compliance in some situations. Staff currently rely on a decades old, paper-based citation process which requires an inordinate amount of staff time to complete. This can result in delays in issuing citations and gaining compliance, ultimately impacting the safety and well-being of the community. Because of this, the current system is ineffective in ensuring compliance with the Municipal Code.

The transition to a digital system will also help improve the overall effectiveness of the inspection and enforcement process. By reducing the administrative burden of issuing citations, staff can focus on education and outreach, promoting compliance through understanding.

ALTERNATIVE ACTIONS CONSIDERED
Continue with paper-based citation processes.

CONTACT PERSON
David Sprague, Interim Fire Chief, (510) 981-3473
Peter Radu, Assistant to the City Manager, (510) 981-7045 Attachments:
1: Resolution
2: Downey RFP - Citation Processing Final
3: Downey Contract Signed 092220

Piggyback Contract – Data Ticket for Administrative Citation Processing

CONSENT CALENDAR
May 23, 2023
RESOLUTION NO. ##,###-N.S.

PIGGYBACK CONTRACT: DATA TICKET FOR ADMINISTRATIVE CITATION

PROCESSING
WHEREAS, the Fire Department and Neighborhood Services Code Enforcement currently rely on a paper-based citation system for the issuance of any administrative citations related to their work, and
WHEREAS, the staff time associated with processing one citation is so great that the programs are effectively not used when necessary after education efforts are not successful in mitigating violations, and
WHEREAS, while issuing citations are a last-resort of an enforcement process, they are sometimes necessary as a tool to gain compliance with applicable codes and help ensure the safety of residents, and
WHEREAS, the City of Downy, a similarly sized City [to Berkeley] in Southern California, conducted a competitive Request for Proposal (RFP) process that solicited bids for a vendor to provide “Parking and Administrative Citation Processing and Collection Services”, (attached), which opened on April 21, 2020 and closed on May 20, 2020. Data Ticket, Inc. was selected as the most responsive vendor and was awarded a base contract period that runs from September 22, 2020 through September 21, 2025 with three (3), one (1) year options to extend, and
WHEREAS, the Fire Department and Neighborhood Services Code Enforcement are requesting to piggyback off the City of Downey Contract for the same services.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute a contract and any amendments which align with the City of Downey’s existing contract and any amendments, with Data Ticket to provide Administrative Citation Processing from May 1, 2023 until September 21, 2025 in an amount not to exceed $100,000 with an option to extend for an additional three (3), one (1) year terms in alignment with the City of Downey contract for a total contract value not to exceed $300,000 (May 2023 through September 2028).

Request for Proposals
Parking and Administrative Citation
Processing and Collection Services

CITY OF DOWNEY
11111 BROOKSHIRE AVENUE | DOWNEY, CA 90241
2020

Proposal Due Date
Wednesday, May 20, 2020, 2020
10:30 AM

Request for Proposals (RFP) Parking and Administrative Citation Processing and Collection Services -1-

Table of Contents
NOTICE TO PROPOSERS ................................................................................................................ 2

1. INTRODUCTION .......................................................................................................................... 3

2. BACKGROUND AND DESCRIPTION .......................................................................................... 3

3. SCOPE OF REQUIRED SERVICES ............................................................................................ 4

4. PROPOSAL REQUIREMENTS .................................................................................................... 4

5. COST AND PRICE SUMMARY .................................................................................................... 6

6. PRE-SUBMITTAL ACTIVITIES..................................................................................................... 7

7. SUBMITTAL REQUIREMENTS .................................................................................................... 8

8. SELECTION PROCESS ............................................................................................................. 10

9. GENERAL PROVISIONS ........................................................................................................... 11 EXHIBIT A… .................................................................................................................................... 13 EXHIBIT B… ................................................................................................................................ ... 15 NON-COLLUSION AFFIDAVIT ........................................................................................................ 22 CERTIFICATION OF REQUEST FOR PROPOSAL ......................................................................... 22

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NOTICE TO PROPOSERS

NOTICE IS HEREBY GIVEN that the City of Downey will receive formal proposals for:

PARKING AND ADMINISTRATIVE CITATION PROCESSING AND COLLECTION SERVICES

AS DESCRIBED IN THE REQUEST FOR PROPOSALS

Each proposal shall be submitted electronically through The City of Downey’s Online Bid Portal no later than 10:30 a.m. on Wednesday, May 20, 2020 local time. This Request for Proposals (RFP) describes the project, scope of services, submission requirements, and selection process. Proposals that do not meet the submission requirements specified herein will not be considered.

The City intends to enter into negotiations with the firm judged to be the best qualified, based on the selection process, to establish a contract for the processing of parking and non-parking administrative citations, and the collection of parking/administrative fines. Issuance of the RFP does not obligate the City to enter into contract negotiations nor award a contract, nor is the City liable for any costs incurred by a firm in the preparation and submittal of its proposal for the subject work. The City retains the right to award contracts for parts of this work to several proposers, or to re-solicit proposals.

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CITY OF DOWNEY
11111 Brookshire Avenue
Downey, CA 90241
562.904.2308

REQUEST FOR PROPOSALS FOR

PARKING AND ADMINSITRATIVE CITATION PROCESSING AND COLLECTION SERVICES

1. INTRODUCTION

The City of Downey (City) is seeking proposals from qualified firms for professional services to act as Citation Processor to receive and process parking and non-parking administrative citations. The City desires to engage a single entity to provide a complete range of professional consulting services to support its Parking and Administrative Citation Program, as described hereinbelow, as an extension of the City's staff.

Proposals should demonstrate the firm’s proven capabilities in processing and managing both parking and non-parking administrative citations, and that the firm can successfully abide by the guidelines set forth in California Vehicle Code Division 17, Chapter 1, Article 3 (“Procedure on Parking Violations”) and Downey Municipal Code Article I, Chapter 4 (“Administrative Citations”). It is anticipated that the selected firm will be knowledgeable of current and proposed changes in California law as it relates to the processing of parking and non-parking administrative citations, as well as to the collection of delinquent parking/administrative fines. The full contracted scope of work shall be negotiated with the selected firm based on the services proposed by firm and/or required by the City. It is essential for the firm selected to recognize the need to preserve the collegial and participative culture of the City environment while effectively and efficiently completing projects. It is critical that the firm is successfully able to blend the authority delegated to the firm by the City with the City’s non-delegable responsibilities to form a constructive and effective working relationship.

The Citation Process staff person will report directly to the Special Operations Sergeant of the Downey Police Department for parking citations and the Code Enforcement Supervisor for non-parking administrative citations, but will also interact with the City Manager, Director of Finance, Code Enforcement, and City Prosecutor, as well as various departments throughout the City.

The City intends to contract with a single firm and not with multiple firms doing business as a joint venture. Accordingly, where two or more firms desire to join in preparing and submitting Proposals, they should do so on a prime-subconsultant basis, rather than as a joint venture or informal team. The firm acting as the “prime”, if it receives the Award, will enter into the Program and Project Management Agreement with the City. Proposers are required to reveal all parties and relationships with their Proposal for any joint offer submitted under this RFP.

2. BACKGROUND AND DESCRIPTION

The City has a population of 113,407 and located in southeast Los Angeles County, California, 13 miles southeast of downtown Los Angeles. Citations for parking violations and other provisions of the Downey Municipal Code are written and processed daily by city staff and forwarded to a professional

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company for processing. Citations are issued utilizing both electronic handheld devices and hand written paper citations.

3. SCOPE OF REQUIRED SERVICES
See Exhibit A and B for full scope of services requested.

1. PROPOSAL REQUIREMENTS

1.1 General

It is important that your submission exactly follows the format below and that the sections are numbered to correspond to requirements below.

1.2 Contents

A. Executive Summary

Provide an overview of the entire proposal describing the general approach or methodology the Proposer will use to meet the goals and fulfill the general functions required in this RFP. Include in your summary the reasons why your firm should be selected.

B. Table of Contents

C. Firm Information
Identification of the Proposer
 Legal name and address of company.
 Legal form of company (corporation, partnership, etc.).  Address, phone number, facsimile number, email address, website address, direct email address, of the person that will be primarily responsible for providing services for this Proposal and for scheduling an in-person interview if the Proposer is selected for one.

California Business License Number.

Note:

If this is a joint venture, note how long the joint venture has been in business and the owners. The City intends to contract with a single firm and not

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with multiple firms doing business as a joint venture. Accordingly, where two or more firms desire to join in preparing and submitting Proposals, they should do so on a prime sub-consultant basis, rather than as a joint venture or informal team. The firm acting as the “prime”, if it receives the Award, will enter into the Program and Project Management Agreement with the City. Proposers are required to reveal all parties and relationships with their Proposal for any joint offer submitted under this RFP.

D. Staffing Resources

1. Firm Staffing and Key Personnel

 Provide total number of professional staff employed by the firm.  Identify at a minimum three (3) persons who will be principally responsible for working with the City and have a direct day- to-day role for the PPM. Indicate the role and responsibility of each individual, and how many years they have been with the Proposer’s company. If the Proposer is chosen as a finalist, these principal individuals must attend any interview and in-person presentation. 
Provide resumes of individuals that will be working directly with the City.

2. Subcontractors

If it is likely that the Proposer will not have sufficient resources to perform all the functions described in this RFP and that the Proposer will likely have to subcontract various functions, the Proposer shall identify those functions that are likely to be subcontracted and identify the subcontractor or sub-consultant that is anticipated to perform each function, if known at this time.

E. Experience and Technical Competence

1. General Experience

 The Proposer shall state the number of years the firm has conducted business and demonstrate the ability to manage large dollar value programs. Proposer must have at least ten (10) years of experience in providing the outlined scope of required services for public sector clients. Please provide three references to support the number of years of experience with

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public sector clients. Include the name, address, and phone number, and contact name for each reference.

2. Project Specific Experience

The Proposer shall provide a description of the two (2) most relevant PPM contracts held by the firm, preferably involving municipalities, counties or school districts, within the last ten (10) years.

If any of the following has occurred, please describe in detail:


Failure to enter into a contract or professional services agreement once selected.
 Withdrawal of a proposal as a result of an error.
 Termination or failure to complete a contract.
 Debarment by any municipal, county, state, federal or local agency.  Involvement in litigation, arbitration or mediation.
 Conviction of the firm or its principals for violating a state or federal antitrust law by bid or proposal rigging, collusion, or restrictive competition between bidders or proposers, or conviction of violating any other federal or state law related to bidding or professional services performance.

Knowing concealment of any deficiency in the performance of a prior contract.
 Falsification of information or submission of deceptive or fraudulent statements in connection with a contract.
 Willful disregard for applicable rules, laws or regulations.

Info
rmation regarding any of the above may, at the sole discretion of the City, may be deemed to indicate an unsatisfactory record of performance.

F. Litigation

Provide litigation history for any claims filed by your firm or against your firm related to the provision of program and project management services in the last five (5) years.

G.

Appendices (Must directly relate to requested information)

2. COST AND PRICE SUMMARY

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This information must be provided in a separate document uploaded to the City Bid Portal. Proposal shall provide a Schedule of Rates (SOR) for the principal firm.

Proposers’ hourly rates should be identified for each of consultants proposed team members. All direct costs, profit and overhead, as well as applied overhead and profit should be included in the burdened hourly billing rates. Any proposed reimbursable expenses should also be listed. Cost should include equipment fees including handheld electronic citations writers, printers, ticket stock (including artwork and printing), warranties, software license fees, wireless service, support, and training.

3. PRE-SUBMITTAL ACTIVITIES

3.1 Questions Concerning Request for Proposal

Questions regarding the RFP or requests for clarification must be submitted through the Online Bid Portal by 10:30 a.m. on Tuesday, April 28, 2020 . Any inquiry should state the question only, without additional information. Responses to questions or requests for clarification may be issued directly to the firm that submitted the inquiry. The City may also issue responses to requests for clarifications, questions, and comments; issue addenda to this RFP; or supply other material related to this RFP in the form of a Bid Addenda, which will be posted on the Online Bid Portal or the City’s website. It is the responsibility of each firm to check the Online Bid Portal and the City’s website regularly during the solicitation period for updated information. By submitting a proposal, Proposers are deemed to have constructive knowledge and notice of all information posted on the Online Bid Portal and the City’s website.

3.2 Revision to the Request for Proposal

The City reserves the right to revise the RFP until the date specified in this RFP (the Schedule of Events). Revisions to the RFP shall be emailed to one email address for each Proposer that has downloaded an RFP packet. The City expressly reserves the right to extend the date by which proposals are due.

4. SUBMITTAL REQUIREMENTS

4.1 General

Proposers shall submit proposals in the format identified in this section to allow the City to fully evaluate and compare the proposals. All requirements and questions in the RFP should be addressed and all requested data shall be supplied. The City reserves the right to request additional information which, in the City's opinion, is necessary to assure that the Proposer's competence, number of qualified

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employees, business organization and financial resources are adequate to perform according to contract.

4.2 Preparation

Proposals should be prepared in such a way as to provide a straightforward, concise delineation of capabilities to satisfy the requirements of this RFP.

Responses should emphasize the Proposer's demonstrated capability to perform work of this type. Expensive bindings, promotional materials, etc., are not necessary or desired. However, technical literature that supports the Program approach and work plan should be forwarded as part of the Proposal. Emphasis should be concentrated on completeness, approach to the work and clarity of proposal.

4.3 Format

Proposals shall adhere to this required format for organization and content.

Proposal must be divided into the individual sections and organized as follows:
(Total number of pages-29)

• Executive Summary: This section shall include a response to Section 4.02 (A). (1 page maximum)
• Table of Contents: Provide a table of contents referencing section headings and page numbers. See Section 4.02(B) (1 page
maximum).
• Identification of the Proposer: This section shall include a response to Section 4.02 (C). (1 page maximum)
• Staffing Resources: This section shall include a response to Section 4.02 (D). (2 pages maximum)
• Experience and Technical Competence: General Experience: This section shall include a response to Section 4.02 (E) 1. (2 page maximum)
• Experience and Technical Competence: Project Specific Experience: This section shall include a response to Section 4.02 (E) 2. (2 p
ages maximum)
• Litigation: This section shall include a response to Section 4.02 (I). (1 page maximum)
• Appendices: This section shall provide supporting documents. (Up to 4 pages maximum, but must directly relate to requested information)
• Non-Collusion Agreement
• Certification of Request for Proposal

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The proposal shall be signed by an individual or individuals authorized to execute legal documents on behalf of the Proposer.

4.4 Date, Time and Place of Submission

Proposals must be submitted electronically through The City of Downey’s Online Bid Portal by 10:30 a.m. on Wednesday, May 20, 2020 local time.

5. SELECTION PROCESS

5.1 Selection Process

Proposals will be evaluated and ranked by City of Downey staff. City will assess the submitting firm’s qualifications, experience and strength of the proposer in terms of resources and the ability to perform the work. The proposals receiving the highest ranking are likely to be invited for an interview. City may, at its discretion, request that an applicant modify or supplement their submission with additional information.

The City intends to identify the most qualified firm(s) to complete the work as outlined in this RFP and enter into an agreement for required services. The agreement will be based on the City’s standard and reflect the terms and conditions of the proposal in addition to the City’s standard liability and insurance requirements. The City reserves the right to clarify any issues or obtain additional information, as necessary.

5.2 Evaluation Criteria

Proposals may be evaluated based upon, but not limited to, the following criteria:

• The firm’s experience in managing parking and non-parking administrative citation programs for public sector clients.
• The firm’s technical competence
• The qualifications of the firm’s staffing, key personnel, team and available resources.
• Past performance of the Proposer(s)
• Proposed fees

5.3 Tentative Timetable

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RFP
Issued
Questions
Deadline
Closing deadline
for RFP submittal
Interviews with top-
ranking applicants
Award of
Contract
04/21/2020 04/28/2020 05/20/2020 May 2020
(If Required)
June 2020

All cost incurred during the proposal preparation or in any way associated with the applicant’s preparation, submission, presentation or oral interview shall be the sole responsibility of the applicant.

Receipt of proposals in response to this RFP does not obligate the City in any way to engage any firm and the city reserves the right to reject any and all proposals, wholly or in part, at any time, without penalty. The City shall retain the right to abandon the selection process at any time prior to the actual execution of a contract with a firm, and the City shall bear no financial or other responsibility in the event of such abandonment. The City reserves the right to negotiate all final terms and conditions of any agreements entered into.

If, at any point, the first-ranked firm declines to proceed, the City may, at its own discretion, enter into an agreement with the second-ranked firm, and so on.

6. GENERAL PROVISIONS

6.1 Additional Services

The City may elect, at any time, to amend any contract awarded hereunder to require the selected firm to provide additional services. In this case, the selected firm and the City will agree mutually on the scope and fees associated with any additional services, which will be in writing and executed by both parties.

6.2 Addenda

The City may modify this RFP or any of its deadline dates set forth in the RFP prior to the date fixed for submission of proposals by issuance of an addendum to all firms who have received an RFP packet and/or as posted on the Online Bid Portal or the City’s website.

6.3 Alternative Proposals

Only one proposal is to be submitted by each Proposer. Multiple proposals will result in rejection of all proposals submitted by the Proposer.

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6.4 Withdrawal of RFP

The Proposer may withdraw its RFP through the City Online Bid Portal prior to the time and date specified for proposal submission.

Proposals may be withdrawn and resubmitted in the same manner if done so before the proposal submission deadline. Withdrawal or modification offered in any other manner will not be considered.

6.5 Reservations

The City reserves the right to cancel this RFP at any time prior to contract award without obligation in any manner for proposal preparation, interview, fee negotiation or other marketing costs associated with this RFP.

The City may reject any or all proposals and may waive any immaterial deviation or minor irregularity in a proposal. The City's waiver of an immaterial defect shall in no way modify the RFP documents or excuse the Proposer from compliance with the other provisions of this RFP.

6.6 Disposition of Proposals

Proposals become the property of the City. Information, excluding Proposer's financial information, contained therein shall become public documents subject to the Public Records Act.

6.7 Non-Discrimination

The City does not discriminate on the basis of race, color, national origin, religion, age, ancestry, medical condition, disability or gender in consideration for an award of contract.

6.8 Prevailing Wages

Proposers are aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000 et seq. ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain "public work" and "maintenance" projects. The Proposer must agree to fully comply with and to require its consultants to fully comply with such Prevailing Wage Laws to the extent applicable.

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Exhibit A
Proposed

PARKING CITATION SCOPE OF SERVICES FOR THE CITY OF DOWNEY

Description

 Data entry & updating of all handwritten citations & electronic entry & updating of all electronic citations
 Collecting, processing & applying all payments
 Processing all status changes to citation database
 User lD's & passwords for Client Access to COMPANY Web Site  Viewing & printing of citation management reports and citations at the City 24/7  City will always have access to its citation database including all status updates real- time
 On-line real-time access to database
 Company credit card payments on-line, real-time via COMPANY web site  Company credit card payments accepted via phone or paper  24/7 citizen access to City database to view, appeal and pay citations  On-Line connection to California DMV for daily registered owner information files  On-Line connection to California DMV for daily hold and release files  On-Line connection to Florida, Ohio, Texas, Washington, Oregon, New York, Pennsylvania, New Jersey, & Maryland DMV's for registered owner information  lnterface with other DMV's nationwide for registered owner information  lnterface with third party vendor for nationwide registered owner information  All forms, postage and tracking
 Bonded courier for mail pick up from dedicated post office box  Correspondence tracking and response
 Bi-lingual 800 line voice mail & IVR 24 hours per day, 7 days per week  Bi-lingual 800 line customer service answered by customer service representatives  Bonded courier for daily bank deposits
 Bank reconciliation
 Complete audit trail
 Comprehensive monthly management reports on citation issuance and revenue available on-line as well as in hard copy with month-end invoice  All required insurance
 California Corporate Headquarters

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 Refunds and NSF'S handled by Company
 Scheduling: Review, Hearing and Court Appearances
 Hearings: Hearings are scheduled in accordance with
City requirements at a designated City location,
but
no less than every 90 days, according to CA law)
 FTB Tax Lien Participation
 Collections Services
 No charge to City for credit card usage
 System and Ad Hoc Reporting
 DMV inquiries and Registration Holds
ln-state and Out-of-state
 Payment Processing
 lnternet lnquiry and Payment Processing
 Knowledge of current and proposed legislation at the State level that impacts the processing of parking citations and the collection of parking fines, as well as implementation of procedures to reflect current and proposed legislation lf th
e City opts to use COMPANY’S partnership with a third party FDCPA regulated collection agency, the collection fee will be a percentage of actual collections, to be determined by the volume of citations and dollar value of those citations at the time collections are initiated.

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Exhibit B

ADMINISTRATIVE CITATION SCOPE OF SERVICES FOR THE CITY OF DOWNEY

1. Data Entry from Handwritten Citations

 Receive and data enter weekly batches of all handwritten citations sent by CITY;  Enter citation information into the database Batch, record, and verify receipt of all manual citations within two (2) business days;
 Edit capability to correct dates, duplicate citations, violation codes and fine amounts;  System for filing/storing citations in easily retrievable format for a minimum of two (2) years and then dispose in accordance with CITY direction;
 Automated Transfer and Upload of Citations issued by the handheld ticket-writer computer;
 Loading of electronic files immediately upon transfer;  System to promptly notify CITY regarding citations unable to be entered for any reason (no violation code, unreadable license, etc.);
 All data entry services must be performed on site; confirm that NO CITATION OR PAYMENT DATA is provided to any third party to data enter

2. Registered Owner Name Retrieval

 Retrieve registered owner information online via a real-time interface with the State of California Department of Motor Vehicles (DMV);
 Validate DMV makes upon return of registered owner information from DMV to ensure proper make of vehicle issued citation;
 Review DMV "No Hit" list to ensure that license plate and state have been entered correctly;  Daily registered owner name retrieval for all citations without a name on the system;  Make multiple attempts to obtain registered owner information — DEFINE the number of attempts you make per registered owner;

CONTRACTOR sh
all be responsible for requesting all DMV registered owner information, communications, and costs, for each state. If CONTRACTOR is unable to obtain the information necessary, the citation may be returned to the issuing agency or CITY for research or follow-up.

3. Mail Collection Letters

 Define the types and number of collection letters you submit, including the timeframe in which those collection letters are sent;

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4. Automated Processing of Administrative Review Requests

 Contractor shall perform and process all administrative reviews;  Contractor shall allow citizens to request administrative reviews online and submit supporting documentation via the web such that no US Mail is required;  Contractor shall provide tracking and correspondence for all administrative review;  Contractor shall enter and maintain database of all administrative review, showing current status of each request. System must be integrated with parking citation issuance and processing system;
 Contractor shall ensure a result is received for each correspondence;  Administrative review requests must be entered into the system within two (2) business days from date of receipt;
 Provide inquiry capabilities for citations in the administrative review process;  Print and mail (by first class mail) all administrative review result letters;  Provide ability for the CITY to reprint adjudication letters via a web interface;  Notify the CITY of citations that have been successfully dismissed through the review process and have had payments processed, (or are cancelled) so the CITY can issue a refund;
 File and store all source documents for ease of retrieval;  Link the hearing tracking system to the citation database in real time to obtain citation information such as citation issue date, delinquent date, amount owed, and other citations open with the same license plate numbers;

Ensure that the computer system is capable of recording data and comments for historical background, suspending action while appeals are under investigation, sort citations by type of violation and/or defense, record case decisions, generate letters and use customized liability reason codes;

CONTRACTOR shall generate and mail the notices for citations which have been referred to CONTRACTOR by the CITY.
 The mailed notice shall include:

A. Cita
tion Number
B. Date and time of issuance
C. Violation and description
D. The amount of fine/fee due
E. How to pay the citation
F. Return address for payment

5. Administrative Hearings

 Contractor shall provide independent Hearing Officers to hear in–person, phone and written Hearings;
 Contractor shall allow citizens to request administrative hearings online and submit supporting documentation via the web such that no US Mail is required;

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 Contractor shall provide tracking and correspondence for all administrative hearing requests;
 Contractor shall enter and maintain database of all administrative hearing requests, showing current status of each request;
 System must be integrated with parking citation issuance and processing system. Ensure a result is received for each correspondence;
 Contractor shall schedule Administrative hearings and forward schedule to the CITY and Hearing Officer;
 Contractor shall provide a web interface for the Hearing Officer to enter each judgment and generate a letter;
 Contractor shall print and mail (by first class mail) customized hearing notification letters for the CITY;
 Respond to inquiries for the CITY and the public regarding date of hearing, mailing date, location of hearing and directions to hearing location;  Re-send letters should room or date changes be necessary;  Letters regarding the results of Administrative Hearings shall be mailed by the Contractor;  When a refund is appropriate, the CITY shall issue refund;  Provide monthly report of review results by citation number;

6. Payment Processing

 Provide a Post Office Box with a California address for the CITY where payments, administrative review correspondence, and other documents are to bemailed.  Provide mail pick-up from post office at least once per day;  Sort and batch all incoming mail by received date for payment posting;  Enter and process payments received within one (1) business day, including opening all mail received, verifying payment amounts, updating computer system, and making daily bank deposits in the CITY's bank account;
 Conduct daily reconciliation of all payments entered with bank deposits;  Provide daily reporting of bank deposits made for the CITY;  File and store all source document in an easily retrievable system;  Track partial payments, checks returned for insufficient funds upon notification from the CITY, vehicle change of ownership, and leased vehicle information;  Provide for payment by credit card (Visa, MasterCard , American Express and Discover) and be capable of securing authorization from the banking institution;  Payments made by credit card are to be immediately updated in the database in real time;  Payments shall be made by automated telephone system;  The contractor shall have the ability to accept payments via the Internet;  Contractor must be PCI Compliant
 CONFIRM ALL payment processing is performed in-house; NO PAYMENT data is to be sent out for a third party to key
 All citation payments shall be forwarded to CONTRACTOR for processing and depositing

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revenues. All deposits shall be made within 24 to 48 hours of receipt of payment into a state or nationally chartered bank, a member of the FDIC, and approved by the CITY.

The account shall be solely for the purpose of depositing funds due CITY. A copy of the daily deposit slip shall be mailed to CITY and once a week, on the same day, the COUNTRACTOR shall direct the funds and an accounting thereof, to be transferred to the account of the CITY Treasurer by automated clearing house credit or with an accounting to the Treasurer of the CITY of XXX by the United Stated Post Office. All payments collected by the CITY shall be deposited and the information shall be forwarded to CONTRACTOR.

7. Correspondence Processing

 All correspondence shall be processed within two (2) business days from date of receipt;  Obtain approval from the CITY on all standard forms, notices of delinquent violation, and correspondence;
 Contractor must ensure that all forms conform to applicable State and Federal laws;  Submit copies of standard forms, notices of delinquent violation, and other types of standard correspondence with bid proposal.

8. Reporting

 Provide an online report generation capability;
 Provide daily reports for deposits made to the CITY's bank;  Provide the ability for City Personnel to create, save, share and print custom reports without contacting the CONTRACTOR for assistance;
 CONTRACTOR shall supply the CITY with the necessary reports as follows:

A. Reve
nue collection report
B. Citation status report
C. Repeat offender report
D. Deposit report
 Additional reports may be supplied to CITY provide a list and samples of such reports within the response.

9. Toll-Free Telephone Service/Customer Service

 Provide atoll-free telephone number for inquiries and credit card payments; Ope
rate the toll-free telephone service 24 hours a day, seven days a week, 365 days per year;
 Ensure that customer service representatives are available to provide instructions and information on general parking policies and procedures and administrative adjudication procedures for the CITY;
 All Customer Service Representatives must be bi-lingual, speaking English and Spanish

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and not subcontracted resources;
 Provide a recorded voice response system in English and Spanish to convey information on how to pay and contest violations, Registration violation information, and Mail address information;
 Ensure that the automated telephone system must provide detailed real time citation information on citation issue date, delinquent date, amount owed, and open citations by license plate number;

Ensure that the automated telephone system must be able to accept credit card payments (American Express, Visa, MasterCard, and Discover) and obtain immediate authorization from the banking institution and update the citation database with payment information immediately upon entry;
 Record all inbound and outbound customer service call and be able to submit recordings to the CITY upon request;
 Provide a link from the City web site to the internet application so customers will have full access to the appropriate data and which will for on-line payment.  City staff must be able to accept payments at City Hall and enter payment information into the database.

10. Custom Notices and Letters

 The company shall provide at no extra cost, the necessary postage, correspondence and stock forms to meet all applicable State and local laws and regulations in regard to citation processing and adjudication;
 Ensure that Delinquent Notices are generated and mailed daily, batch processing is not permitted;
 Delinquent Notices generated shall be mailed daily via first class mail to registered owners;  Ensure that returned check notices are mailed by first class mail to individuals immediately upon notification from the CITY that a check has been returned for nonpayment;

11. Online Inquiry Access

 Implement an online inquiry system to allow access to the citation database by designated CITY employees;
 The on-line inquiry system must provide real time access to all citation information including registered owner information, payment information, and administrative adjudication correspondence history, citation images, and adjudication images;  The online system must allow for at least a single City Staff member to be an “Administrator” that can change user access rights for other City Staff members.

12. Support

 Provide in-house staff for all aspects of processing parking citations, including any

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changes related to new Federal, State, or local legislation;  Days and hours of operation shall be consistent with normal office hours Monday – Friday unless otherwise approved;
 Provide on-going support to the CITY to access and interface with the parking citation database;
 Provide technical support and troubleshooting assistance for any and all hardware and software used by the CITY. Technical support and assistance must be available between the hours of 8:00 a.m. and 5:00 p.m. Pacific Monday through Friday, except CITY recognized holidays;

13. Franchise Tax Board

 Contractor must provide full Interagency Intercept capabilities, including the ability to obtain social security numbers;
 Contractor must handle all customer service related to the interagency intercept program;  Contractor must have provided Franchise Tax Board services for 9 years and must provided at least 3 clients as references for whom this service has been provided

14. Collection Services
 Contractor must have knowledge of current and proposed legislation at the State level that impacts the processing of administrative citations and the collection of parking fines, as well as implementation of procedures to reflect current and proposed legislation on both a State and Local level

After one-year of efforts to collect unpaid citations, those citations shall be turned over to a third party collection agency. The third party collection agency and their practices shall be approved by the City in advance.

15. Postal Increases

 In the event of a postal increase, CONTRACTOR may request an adjustment to the fees to offset the postal increase. Such requests shall be in writing.

16. Transition Plan

 CONTRACTOR will be required to import current citation data into their citation management system.
 CONTRACTOR will train City staff for access and inquiry capabilities to citation database, to be conducted at city facilities.
 CONTRACTOR is required to facilitate installation of remote access to database by working in conjunction with City staff.

Request for Proposals (RFP) Parking and Administrative Citation Processing and Collection Services -20-

 CONTRACTOR is to obtain approval from the City of standard forms prior to use, including notices of delinquent violation.
 Contactor will confirm all types of customer correspondence including, but not limited to, examples of letters to be sent to customer and methods of communication to designated City personnel.
 No portion of the contract shall be permitted to be subcontracted to another private or public agency without express written approval from the City.  The CONTRACTOR shall comply with all requirements of the State of California Vehicle Code (CVC) in regard to processing records sent by the City.

Request for Proposals (RFP) Parking and Administrative Citation Processing and Collection Services -21-

NON-COLLUSION AFFIDAVIT

State of California )
)ss.

County of )

_ __ _ , being first duly sworn, deposes and says that he or she is _ of
the party making the foregoing bid that the proposal is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the proposal is genuine and not collusive or sham; that the Proposer has not directly or indirectly induced or solicited any other Proposer to put in a false or sham proposal, and has not directly or indirectly colluded, conspired, connived, or agreed with any Proposer or anyone else to put in a sham proposal, or that anyone shall refrain from proposing; that the Proposer has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the proposal price of the Proposer or any other Proposer, or to fix any overhead, profit, or cost element of the proposal price, or that of any other Proposer, or to secure any advantage against the public body awarding t he contract of anyone interested in the proposed contract; that all statements contained in the proposal are true; and, further, that the Proposer has not, directly or indirectly, submitted his proposal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, proposal depository, or to any member or agent thereof to effectuate a collusive or sham proposal.

I certify (or declare) under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Signature

Type or print name

Title

Date

Subscribed and sworn to (or affirmed) before me on this day of , 20 , by proved to me on the basis of satisfactory evidence to be the person(s) who appeared before me.

(seal)

Request for Proposals (RFP) Parking and Administrative Citation Processing and Collection Services -22-

Signature, Notary Public

My Commission Expires:

CERTIFICATION OF REQUEST FOR PROPOSAL

I certify that I have read the attached Request for Proposal for Program and Project Management services.

Signature

Date

Typed or Printed Name

Telephone

Title

Fax

Company

Federal Tax I.D. Number

Address
If the Proposer is a corporation,
please provide the corporate seal
here:

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

EXHIBIT A – PARKING CITATION FEE SCHEDULE

Description Cost
Fee per Electronic Citation Issued $0.45
Fee per Manual Citation Issued $0.55
1st Courtesy Notices (required by CVC if not paid off the windshield) $0.75
Includes:
o Printing and sending daily
o 1 st class postage
o Windowed #10 envelope
o 8 ½ x 11” semi-custom notice
o Electronic attachment to the citation
o Return #9 envelope
Fee per Paperless Appeal $.75
Includes:
o Receipt of 1 st level requests
o Receipt of 2 nd level requests
o Receipt of Court Requests
o Scheduling hearings
o Placing citation on adjudication hold
o Scanning all back-up
o Attaching all back-up to citation
o Providing back-up to Hearing Officers
Fee per Adjudication Letter $0.90
Includes:
o Printing and sending daily
o 1
st class postage
o Windowed #10 envelope
o 8 ½ x 11” custom letter
o Electronic attachment to the citation
o Return #9 envelope
Fee per Out of State Registered Owner Request 25% of
Collections
Includes:
o Use of our ORI and the City’s ORI
for access to NLETs for real-time
acquisition
o Direct to available States
o RO is acquired immediately upon
the citation entering the system
Fee per NSF Processed $2.00
Includes:
o Daily processing o Real-time update of amount due

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

Parking Citation Processing
Description Cost
Delinquent Collections at 90 days old (or once 2nd notice is generated and sent) *
25% of
Collections
Includes:
o Sending 3 additional letters
o 1 st class postage
o Windowed #10 envelope
o Payment Processing
o CA DMV Registration Holds
o Dispute resolution
o Electronic attachment to the citation
o Return #9 envelope
o Recorded Customer Service lines
o CA DMV Registration Releases
Fee per Franchise Tax Board SSN Request $2.50
Includes:
o Acquisition of an SSN o The charge is per unique SSN
Franchise Tax Board Collections 15% of
Collections
Includes:
o Weekly placement at FTB
o Dispute resolution
o Payment of the City’s FTB Invoice
o Weekly updates to / from FTB
o Weekly payment processing
o Monthly reconciliation of FTB account
Hearing Officer Services (Optional and not currently utilized) $85.00 per hour
Includes:
o Independent Hearing Officers
o Electronic storage of all recordings
o Recording of in-person and phone
hearings
Joint / Escrow Account Services $50.00 per
month
Includes:
o Daily deposits via RCD or Check 21
o Processing of all NSFs
o Payment of Data Ticket’s invoice
o Daily reconciliation of bank account
o Disbursement of State Surcharges
o Net remittance to the County
Fee per Refund Issued $2.50
Includes:
o Weekly reconciliation of refunds
o Weekly generation of refund checks
o Weekly mailing of refund checks
o 1
st class postage
o Invoicing of refund check
o Monthly reconciliation
*Payments collected at DMV are not assessed this fee

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

Parking Citation Processing
Description Cost
AB503 Receipt and Processing – per request if Data Ticket handles $5.00
AB503 Receipt and Processing – per request if City handles $2.00 AB503 Letters $0.75
Includes:
o Receipt and scanning of all requests
o Approval or denial of each request
o Denial letter if applicable
o Review of all received requests
o Payment plan setup and management
o Storage of all scanned documents
Fee per Other Correspondence / Letters $0.75
Includes:
o Partial payment letters
o Refund letters
o Fled letters
o Any other letter required by the City
** If this service is selected, the City will also be responsible for banking supplies.

Services Included in the Above Costs:

Online Access for the Agency’s Customers: Included
The Agency’s Customers will have the ability to perform the following functions online:
 View real-time citation(s) data
 Pay for a single or many citation(s)
 Request a 1 st Level Administrative Review and attach up to three documents supporting their position
 Request a 2 nd Level Administrative Hearing Request and attach up to three documents supporting their position
 Print a receipt
 View pictures of the citation ta ken by the issuing officer (if the Agency allows)

Online Access for the Agency’s Staff: Included
Access to the Agency’s data is based on unique usernames and passwords assigned to everyone who requires access to the system. Data Ticket does not limit the number of individuals who have access to the system and the number and types of access can change at any point with a simple email request to Data Ticket.

Our Solution is setup to maintain a complete audit trail for each transaction in the system, therefore, the username is displayed next to every transaction in the system, indicating who performed the transaction and when.

Dependent on the access rights provided to each Agency Staff member, the following capabilities are available:

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 View real-time citation(s) dat a, including pictures taken by the Issuing Officer  Accept payment via VISA, Maste rCard, Discover and American Express credit/debit cards
 Accept payment via Cash, Check or Money Order
 Process NSFs, Chargebacks and Refunds
 Reduce or increase violation am ounts, dismiss citations, void citations and place citations on hold
 Change citation data, including vi olations, date, time, plate, location, comments, make, model, color, registration expiration date and others  Perform Administrative Reviews o nline by entering the disposition directly online  Generate a time expired or letter of non-responsibility for a citation in the adjudication process
 View the complete reason for the Review Request and supporting documentation provided by the Appellant directly online
 Edit Appellant information
 Upload disposition documents sent to the Agency via US Mail  Add a note to a citation and s ee all comments added to the citation  View the reason for the 2 nd Level Administrative Hearing Request online and view the supporting documentation provided by the Appellant, directly online  Print a receipt with or wit hout registered owner information

Reporting: Included
 Data Ticket offers 24 reports online for our Clients to generate, print and re-print 24/7. We provide real-time reports that can be generated for any timeframe required and we provide pre-processed/month-end reports that reflect the month-end view of data.
 All reports are available online and because we do not purge data unless specifically requested to do so by a Client, the data is available if the Agency is a Client.  All reports are generated in HTML, so our Clients can copy and paste the data into Excel for data manipulation purposes.
 If the Agency were to request a report that was not already available using the standard reports or report generator, Data Ticket would work with the Agency to design the report and provide it to the Agency at no cost.

Manual Payment Processing: Included
 Manually received payments (che cks, cash, money orders and credit card payments sent via US Mail) are received at our PO Box in Newport Beach where a bonded and insured courier picks up the mail daily and delivers it to our Newport Beach office  On-site Mail Department opens, s orts and batches the payments before providing them to our on-site Data Entry Department
 After double-blind entry of each payment, the citations are updated by our Quality Assurance team

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 Payments are then provided to our Accounting Department where daily deposit slips are completed and provided to a bonded, insured courier who takes them to the bank

California Registered Owner Information: Included
 Registered owner information fo r all citations issued on California license plates  Turnaround time for acquisition of California registered owner information is same day
 Registered owner information fo r all citations issued on out of state license plates  Data Ticket is a recognized St rategic Partner with NLETs and has access to registered owner information nationwide real-time through NLETs service  Access to this system requires t he use of the City’s ORI for tracking purposes only; Data Ticket will utilize its own ORI for actually acquiring the out of state RO data

CA DMV Holds and Releases: Included
 California DMV Holds and Release performed daily via an online connection  Holds and releases can also be performed real-time, upon request  Citation amounts placed on hol d are updated daily in the event a partial payment is made

Customer Service: Included
 Data Ticket provides a live, bi- lingual, on-site Customer Service Department that is fully trained to answer questions related to citation issuance, payment, adjudication, fix-it tickets, sign-offs, FTB, advanced credit reporting collections and more  All calls are recorded to quality assurance and recordings can be sent to the Agency at any time for review
 Data Ticket’s IVR is bi-lingual and accessible via several toll-free numbers; the IVR provides real-time information to the caller regarding status, including the amount due
 The IVR accepts VISA, MasterCard, Discover, and American Expre ss

Training No Charge
Onsite training at the City’s preferred location will be provided free of charge for both the handheld ticket writer training and the system training. Training typically takes place over the course of a few hours and will be customized to meet the City’s requirements.

Web Presence: Included
 Data Ticket’s Solution is 100% w eb-based and Section 508 Compliant and is provided at: www.CitationProcessingCenter.com; this is a generic website in the sense that it is not Agency branded. This website allows for the Agency and the Agency’s Customers to access citations online
 If the Agency prefers to have an Agency branded website, one in which the look and feel mimics that of the Agency’s website, Data Ticket can and will provide this feature to the Agency.

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

Cost Increases:

Postal Rate Increase Offset – If postal rates increase during the term of the agreement, fees to DTI shall be raised immediately to offset the effect of the actual postal rate increase.

CPI Increases – There will be NO CPI increases for the duration of the agreement.

Other:

Credit / Debit Card Processing Fee – Citizens who elect to pay using a credit / debit card will incur a single $3.50 processing fee for each transaction. Citizens will have the ability to pay for multiple citations at the transaction level, thus incurring a single $3.50 fee for as many citations that require payment.

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

1 | Page
EXHIBIT B – ADMINISTRATIVE CITATION FEE SCHEDULE

Fee Description Administrative Citation
Processing Fee
Option 2
Manual Citation Processing $5.00
Electronic Citation
Processing
$3.00
1st Notice Sent $0.75
Other Correspondence $1.00
Delinquent Collections 25%* of paid amount
Franchise Tax Board
Processin
g - SSN Look-up
$2.50 per unique SSN
FTB Collections 15% of paid amount
Advanced Collections Legal
Action Not Required
30% of paid amount
Adjudication Hold &
Scannin
g of Documentation
$0.50
Disposition Entry $1.00
Disposition Letters $1.25
Hearing Schedule Letters $1.25
Certified Letters – per letter
sent
$5.00
Hearing Performance $85.00 / hr
*Assessed at Citation Date + 60 Days

To further provide definition surrounding each line item, we have provided additional details below and on the following pages.

Manual and Electronic Administrative Citation Processing:

Services for the above-mentioned items include:
 Data entry of manually written citations performed within 48 hours of receipt  Quality assurance verificati on of manually entered citations  Scanning of all manually written citations onto our network for storage and ease of retrieval
 Bi-monthly shredding of m anually written citations
 Electronic transfer of all el ectronically written citations, recordings, videos and photographs

1st Notice Cost:

Services for the above-mentioned item include:

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 Semi-custom Notice that is printed on an 8 ½ x 11” piece of paper with a perforated tear-of payment stub provided in a window envelope sent to the registered owner of a vehicle
 All notices are attached to the citation online and are viewable via the web  All notices sent via 1 st Class Mail
 All notices include a return env elope in which the responsible party may submit payment
 This charge is only incurred i f the individual does not pay within 90 days

Delinquent Collections:
 This fee will be assessed when a citation is sixty (60) days past the citation issue date, assuming a first notice has been sent to the registered owner and the citation is not on hold for any reason
 Three Delinquent Notices will be sent to the registered owner at no cost to the City  All notices are sent via Firs t Class mail and all notices are printed on an 8 ½ x 11” sheet of paper and folded into a window envelope; in addition, a window envelope is provided for the recipient to return payment
 All notices are attached to the citation online and are viewable via the web  If Data Ticket does not collec t on a citation that is delinquent, the Agency does not owe this fee
 Notices will be sent via 1 st Class Mail, and Data Ticket will be responsible for the cost incurred and all customer service and payment entry

Franchise Tax Board Processing:

SSN Look-up
 This fee will be assessed to l ookup a social security number associated with a particular registered owner and address
 This charge is charged per unique SSN, not per citation

FTB Collections
 This fee is charged if a citati on is paid at the Franchise Tax Board  This charge is not combined with any other charge; for example, if a citation is rolled to delinquent status and paid at FTB, only the 15% of revenue collected will be charged
 Data Ticket will send an FTB Not ice to the Customer as required by the Interagency Intercept Program; this notice will be sent via 1
st Class Mail at no additional cost to
the City
 All notices are attached to the citation online and are viewable via the web  Data Ticket will pay for the Agency’s cost to participate in the FTB program; annually, FTB will send an invoice to the Agency for the number of debts placed at FTB; the Agency will simply provide this invoice to Data Ticket and Data Ticket will pay it in full
 If Data Ticket does not collect on a citation that is at FTB, the Agency does not owe the collection fee

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

Advanced Collections
 This fee is charged if a citation is paid at Advanced Collecti ons- Legal Action Not Required
 This charge is not combined with any other charge; for example, if a citation is rolled to delinquent status and paid at Collections, only the 25% of revenue collected will be charged

2 nd Level Hearing Hold, Scanning and Scheduling of Hearing  Data Ticket will review all docum entation received by the Appellant and determine whether the request received within the required timeframe  If the request was received within the required timeframe, Dat a Ticket’s Adjudication Department will place the citation on an Administrative Hearing Request Hold and scan all received documentation into the Solution where it is displayed on the web for the Agency’s Staff and the Hearing Officer  If the request is received outsi de the required timeframe, the Agency will have the option to proceed as though the request was received within the timeframe or it may elect to have Data Ticket send a “time expired letter” rejecting the appeal
 Data Ticket will work with the designated Hearing Officer to schedule the Hearing based on either a pre-determined schedule or an ad hoc basis, depending on the Agency’s schedule

2 nd Level Hearing Schedule & Disposition Letters
 Data Ticket will send a custom disposition letter to the Appellant via 1st Class Mail
 All letters are attached to the citation online and are viewable via the web  Disposition letters will be sent Monday – Friday

2 nd Level Hearing Disposition
 Data Ticket’s independent, certi fied, insured hearing officers will be provided to the to perform in-person, phone and written hearings
 Each hearing request will be reviewed, heard or read and all required research will be performed
 The Hearing Officer will enter a judgment into the Citation Pr ocessing System for viewing by the Agency, Appellant and Data Ticket
 Hearings will be scheduled
 The Agency will incur costs asso ciated with mileage as defined by Federal guidelines
 Data Ticket will work with the Agency to arrange for the use o f a conference room at an Agency location or the Agency may elect to have citations heard at a centralized location within the City
Joint / Escrow Banking Services (Optional) $50.00 per month Services for the above-mentioned item include:

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 Daily deposits of funds to t he Agency’s escrow account  Online, real-time reconciliati on reports that tie directly to the bank statement  Processing of all credit card c harge-backs and Insufficient Funds  Month-end reconciliation of all funds collected
 Payment of Data Ticket’s invoice
 Disbursement of the net remittance to the Agency
 Scanning of all payments direct ly to joint bank account daily using remote check deposit
 The Agency will be responsible for the purchase of banking supplies, including checks and endorsement stamps; these fees typically run $200.00 per year  Refunds verified and issued weekly

Online Access for the Agency’s Customers: Included
The Agency’s Customers will have the ability to perform the following functions online:
 View real-time citation(s) data
 Pay for a single or many citation(s)
 Request a Hearing online and attach supporting documents  Print a receipt
 View pictures of the citation ta ken by the issuing officer (if the Agency allows)

Online Access for the Agency’s Staff: Included
Access to the Agency’s data is based on unique usernames and passwords assigned to everyone who requires access to the system. Data Ticket does not limit the number of individuals who have access to the system and the number and types of access can change at any point with a simple email request to Data Ticket or via the Agency’s Administrator.

Our Solution is setup to maintain a complete audit trail for each and every transaction in the system so that the username is displayed next to every transaction in the system, indicating who performed the transaction and when.

Dependent on the access rights provided to each Agency Staff member, the following capabilities are available:
 View real-time citation(s) dat a, including pictures taken by the Issuing Officer  Accept payment via VISA, Maste rCard, Discover and American Express credit/debit cards
 Accept payment via Cash, Check or Money Order
 Process NSFs, Charge-backs and Refunds
 Reduce or increase violation am ounts, dismiss citations, void citations and place a citation on hold
 Change citation data, including vi olations, date, time, location, comments, and others  Generate a time expired or letter of non-responsibility for a citation in the adjudication process

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 View the complete reason for the Hearing Request and supportin g documentation provided by the Appellant directly online
 Edit Appellant information
 Upload disposition documents sent to the Agency via US Mail  Add a note to a citation and s ee all comments added to the citation  View the reason for the 2
nd Level Administrative Hearing Request online and view the supporting documentation provided by the Appellant, directly online  Print a receipt with or withou t responsible party information

Reporting: Included
 Data Ticket offers 24 reports online for our Clients to generate, print and re-print 24/7.

We provide real-time reports that can be generated for any timeframe required and we provide pre-processed/month-end reports that reflect the month-end view of data.  All reports are ava ilable online and because we do not purge data unless specifically requested to do so by a Client, the data is available as long as the Agency is a Client.
 All reports are generated in HTML, so our Clients can copy and paste the data into Excel or export to Excel for data manipulation purposes.  Report Generator capabilities tha t provide City Personnel with the ability to create, save, share and print custom reports at any time for any time frame.  If the Agency were to request a report that was not already available, Data Ticket would work with the Agency to design the report and provide it to the Agency at no cost.

Manual Payment Processing: Included
 Manually received payments (che cks, cash, money orders and credit card payments sent via US Mail) are received at our PO Box in Newport Beach where a bonded and insured courier picks up the mail daily and delivers it to our Newport Beach office  On-site Mail Department opens, s orts and batches the payments before providing them to our on-site Data Entry Department
 After double-blind entry of each payment, the citations are updated by our Quality Assurance team
 Payments are then provided to our Accounting Department where daily deposit slips are completed and provided to a bonded, insured courier who takes them to the bank

Charge-backs and NSF’s Included
 Data Ticket will process credi t card charge-backs and NSFs when notified of each occurrence if Agency is not an escrow account holder  Once processed, Data Ticket wil l send a custom letter to the individual detailing the returned item and the amount due on the citation Refunds Included
 Data Ticket will process refunds when notified of each by the Agency  In the event the Agency utilizes Joint Banking, Data Ticket will verify, generate and send each refund due

Data Ticket, Inc. City of Downey
Newport Beach, CA Parking Citation Processing
O: 949-428-7241; F: 949 752-6033 Cost Model and Service Offering

 Refunds will be issued weekly
 Refunds will be sent via 1 st Class Mail

Customer Service: Included
 Data Ticket provides a live, bi- lingual, on-site Customer Service Department that is fully trained to answer questions related to citation issuance, payment, adjudication, FTB, advanced credit reporting collections and more
 All calls are recorded to quality assurance and recordings can be sent to the Agency at any time for review
 Data Ticket’s IVR is bi-lingual and accessible via several toll-free numbers; the IVR provides real-time information to the caller regarding current status, including the amount due
 The IVR accepts VISA, MasterCar d, Discover, and American Express

Web Presence: Included
 Data Ticket’s Solution is 100% w eb-based and Section 508 Compliant and is provided at: www.CitationProcessingCenter.com; this is a generic website in the sense that it is not Agency branded. This website allows for the Agency and the Agency’s Customers to access citations online
 If the Agency prefers to have an Agency branded website, one in which the look and feel mimics that of the Agency’s website, Data Ticket can and will provide this feature to the Agency

Cost Increases:

Postal Rate Increase Offset – If postal rates increase during the term of the agreement, fees to DTI shall be raised immediately to offset the effect of the actual postal rate increase.

CPI Increases – There will be NO CPI increases for the duration of the agreement.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Revenue Grant Agreements: Funding Support from the State of California and Alameda County to Conduct Public Health Services

RECOMMENDATION
Adopt two Resolutions authorizing the City Manager or her designee to submit grant agreements to the State of California and Alameda County, to accept the grants, and execute any resultant revenue agreements and amendments to conduct public health promotion, protection, and prevention services and to support the City's public health infrastructure:

1. Tuberculosis Control Program, in the projected amount of $14,000 for Fiscal Year (FY) 2024 from the State of California.

2. Public Health Infrastructure Program, in the projected amount of $32,080 for FY 2024 from Alameda County.

FISCAL IMPACTS OF RECOMMENDATION
For FY 2024 the City will receive funds in the anticipated contract amount of:

1. $14,000 from the State of California for the Tuberculosis Control Program to be deposited into Fund 312; and

2. $32,080 from Alameda County for the Public Health Infrastructure Program to be deposited into Fund 326.

There is no local match required for any of these grants, however, the City does provide a significant amount of general funds to support these important programs.

Spending of all referenced grant funds is subject to Council approval of the budget for each fiscal year and the Annual Appropriations Ordinances. Depending on the timing of when grants are officially awarded and the amounts are determined, the grant budgets will be adjusted as part of a future amendment to the Fiscal Year 2024 Annual Appropriations Ordinance.

Revenue Grant Agreements: Funding Support from the State of California CONSENT CALENDAR and Alameda County to Conduct Public Health Services May 23, 2023

CURRENT SITUATION AND ITS EFFECTS
As a local health jurisdiction, the City provides a broad range of public health programs and services to the community, with the goals of addressing health inequities, promoting equitable, healthy environments and behaviors, protecting residents from disease, and preventing illness, disability, and premature death. The State of California and Alameda County revenue is an important source of support for these City public health programs.

In Fiscal Year 2024, there are no significant changes to this support.

1. The Tuberculosis Control Program of the Communicable Disease Prevention and Control Program conducts public health tuberculosis prevention and control activities and performs related services such as providing food, shelter, and incentives to enhance treatment adherence. The overall goal of this program is to reduce morbidity and mortality of Tuberculosis by increasing compliance and breaking the chain of transmission.

2. The Public Health Infrastructure Program improves the core services of the Public Health Officer Unit by funding epidemiological surveillance, as well as ongoing data management and analysis to monitor health in the Berkeley community. Additionally, these funds are used in public health program evaluations, including assessment of the impact on health inequities and priorities identified in the Health Status Report.

BACKGROUND
The City receives funding from many sources annually to complete work related to improving the health of the community. As a local health jurisdiction, the City receives specific funding through the State of California and Alameda County to meet core public health objectives. The Department of Health, Housing, and Community Services (HHCS) is committed to providing services to the community to promote equitable, healthy environments and prevent the spread of disease.

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

RATIONALE FOR RECOMMENDATION
These funds provide necessary revenue to support vital services related to the City’s mandates as a public health jurisdiction. They also support HHCS’s work to reduce health inequities in Berkeley and improve the health of our community.

ALTERNATIVE ACTIONS CONSIDERED
The Public Health Officer Unit assesses each funding source to ensure that it supports the City’s mission and goals. Staff did not identify an alternative action consistent with the City’s goals of advancing public health and social and racial equity.

Revenue Grant Agreements: Funding Support from the State of California CONSENT CALENDAR and Alameda County to Conduct Public Health Services May 23, 2023

CONTACT PERSON
Lisa Hernandez, Health Officer, HHCS, (510) 981-5308
Attachments:
1: Resolution: Tuberculosis Control Program
2: Resolution: Public Health Infrastructure Program

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

GRANT AGREEMENT WITH THE STATE OF CALIFORNIA
FOR THE TUBERCULOSIS CONTROL PROGRAM FOR FY 2024
WHEREAS, the City of Berkeley Department of Health, Housing & Community Services, Public Health Officer Unit (HHCS/PHOU) is committed to conducting public health tuberculosis control and prevention activities and providing related services to ensure adherence to State and Federal standards; and
WHEREAS, the HHCS/PHOU is committed to protecting residents of Berkeley from tuberculosis, especially unidentified and untreated tuberculosis infections and disease; and
WHEREAS, HHCS/PHOU works to promote healthy, equitable environments and behaviors, protect residents from disease, and prevent illness, disability, and premature death; and
WHEREAS, HHCS/PHOU seeks to eliminate health inequities; and WHEREAS, HHCS/PHOU seeks to enhance and protect the health of the Berkeley community by producing and managing data for health assessment, planning, policy, and disease prevention and control to ensure and protect public health for a thriving, equitable, safe, and healthy Berkeley; and
WHEREAS, HHCS/PHOU should seek outside funding wherever possible to fund vital public health services.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to submit a grant agreement to the State of California for funding for Fiscal Year 2024 for the Tuberculosis Control Program:
to conduct public health tuberculosis control and prevention activities and provide related services; to accept the grant funds into Fund 312; execute any resultant revenue agreements and amendments in line with the grant award, which may be larger or smaller than the projected award of $14,000; and implement the projects and appropriation of funding for related expenses, subject to securing the grant. Funds will be deposited and expensed from a defined budget code. A record signature copy of said agreements and any amendments shall be on file in the office of the City Clerk.

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

GRANT AGREEMENT WITH ALAMEDA COUNTY FOR THE PUBLIC HEALTH INFRASTRUCTURE PROGRAM FOR FISCAL YEAR 2024
WHEREAS, the City of Berkeley has been a public health jurisdiction for more than one hundred years; and
WHEREAS, HHCS/PHOU seeks to enhance and protect the health of the Berkeley community by producing and managing data for health assessment, planning, policy, and disease prevention and control to ensure and protect public health for a thriving, equitable, safe, and healthy Berkeley; and
WHEREAS, HHCS/PHOU works to promote healthy, equitable environments and behaviors, protect residents from disease, and prevent illness, disability, and premature death; and
WHEREAS, HHCS/PHOU seeks to eliminate health inequities; and WHEREAS, HHCS/PHOU should seek outside funding wherever possible to fund vital public health services.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is hereby authorized to submit a grant agreement to Alameda County for Fiscal Year 2024 funding for the Public Health Infrastructure Program to accept the grant into Fund 326; execute any resultant revenue agreements and amendments; and implement the projects and appropriation of funding in the amount of $32,080 for related expenses, subject to securing the grant. Funds will be deposited and expensed from a defined budget code. A record signature copy of said agreements and any amendments shall be on file in the office of the City Clerk.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract: JSI Research and Training Institute, Inc. for California Home Visiting Program Planning Consulting Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or her designee to execute a contract, and any amendments or extensions, with JSI Research and Training Institute, Inc. (JSI) for California Home Visiting Program Planning Consulting Services.

The contract will be in an amount not to exceed $200,000 for the period July 1, 2023 through January 31, 2024.

FISCAL IMPACTS OF RECOMMENDATION
JSI, a consulting firm, has been selected to provide a comprehensive review and analysis of the California Home Visiting Program for the Health, Housing, and Community Services Department (HHCS). The City conducted a Request for Proposals process and received a total of two proposals. JSI was selected as the highest scoring bidder, and submitted a revised quote with final pricing. The contract will have a total not to exceed amount of $200,000. Funding is subject to appropriation in the FY 2024 budget in the Health General Fund (Fund 312).

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley (the “City”) Health, Housing, and Community Services Department’s (HHCS) Public Health Division is newly eligible for funding to implement the California Home Visiting Program. The California Home Visiting Program (CHVP) is designed for overburdened families who are at risk for Adverse Childhood Experiences (ACEs), including child maltreatment, domestic violence, substance use disorder and mental health related issues. Home visiting gives parents the tools and know-how to independently raise their children. It is a preventive intervention focused on promoting positive parenting and child development.

The proposed services will produce a model of home visiting services that best serves the vulnerable populations that are eligible under CHVP.

Contract: JSI Research and Training Institute, Inc. for CONSENT CALENDAR California Home Visiting Program Planning Consulting Services May 23, 2023

BACKGROUND
The City released a Request for Proposals (RFP) under Specification No. 23-11565-C, and convened a panel of stakeholders to select JSI as the most responsive and responsible bidder for this contract.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no environmental impacts identified at this time.

RATIONALE FOR RECOMMENDATION
JSI is a well-respected consulting firm with demonstrated subject matter expertise on Home Visiting as well as public health programs. Their proposal includes high quality services that align with the intended goals of maximizing program objectives and reimbursement for eligible services.

ALTERNATIVE ACTIONS CONSIDERED
Staff did not identify an alternative action consistent with the City’s goals of advancing efficient and financially-healthy City government and public health and social and racial equity.

CONTACT PERSON
Janice Chin, Public Health Division Manager, HHCS, (510) 981-5121 ATTACHMENTS:
1: Resolution

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

CONTRACT: JSI RESEARCH & TRAINING INSTITUTE, INC: CALIFORNIA HOME

VISITING PROGRAM CONSULTING SERVICES
WHEREAS, the City of Berkeley Department of Health, Housing & Community Services (HHCS), is committed to providing comprehensive public health services to Medi-Cal eligible clients, and
WHEREAS, HHCS seeks to eliminate health and educational inequities; and WHEREAS, JSI Research & Training Institute, Inc. was selected by the City’s RFP process which includes bidding from vendors, draft proposals, and pricing; and WHEREAS, Funding is subject to appropriation in the FY 2024 budget in the Health General Fund (Fund 312).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract and any amendments, with JSI Research & Training Institute, Inc. to provide consulting services for HHCS’s California Home Visiting Program in an amount not to exceed $200,000 for the period July 1, 2023 thru January 31, 2024. A record signature copy of said contract and any amendments to be on file in the City Clerk Department.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract No: 32300104 Amendment: Village of Love to Operate the Telegraph Neighborhood Sacred Rest Drop-In Center

RECOMMENDATION
Adopt a Resolution authorizing the City Manager, or her designee to execute an amendment to Contract No. 32300104 with Village of Love to add $250,000 for a total contract amount not to exceed $500,000 for services and operations at the Telegraph Neighborhood Sacred Rest Drop-In Center, and extend the contract term through May 31, 2024.

FISCAL IMPACTS OF RECOMMENDATION
This amendment will be funded using the 2023 payment made by the University of California, Berkeley to the City pursuant to the 2021 UC Berkeley – City of Berkeley Settlement Agreement, as stipulated in the terms of the agreement (Fund 147-UC Settlement). The original contract amount of $250,000, approved by Council on April 26, 2022 for services provided through May 31, 2023, will be appropriated as part of the Second Amendment to the FY 2023 Annual Appropriations Ordinance. The remaining $250,000 in funds for the second year of the contract will be included in the FY 2024 Mid-Biennial Budget Update and the FY 2024 Annual Appropriations Ordinance that will be adopted by the City Council on June 27, 2023.

CURRENT SITUATION AND ITS EFFECTS
The Village of Love currently operates the Telegraph Neighborhood Sacred Rest Drop- In Center (Center), a daytime drop-in center for people experiencing homelessness.

The Center began operating in June 2022 and has helped over 100 unhoused community members get connected to services and housing readiness resources in the community. The Center is open Monday through Friday from 9:30 am to 5:30 pm and includes restrooms, basic services and housing navigation services. The existing contract is expected to end on May 31, 2023 unless funds are added to extend services.

The Center is supported by the University’s Homeless Outreach Coordinator as well as students and researchers from the Schools of Social Welfare and Public Health, and is an important component of the City and University’s joint effort to resolve the encampment at People’s Park by tailoring services to each individual’s unique needs and wants. The Village of Love holds the lease with First Presbyterian Church for

Contract Amendment No: 32300104 with Village of Love CONSENT CALENDAR May 23, 2023

access to and use of the site.

BACKGROUND
On July 27, 2021, the City and University executed the Joint Settlement Agreement which, among other things, committed the City to expend from the first annual payment “An amount determined through joint planning between the City and the University will be allocated to fund a day-time drop-in/service center in the Telegraph area for the unhoused population.” On January 18, 2022, the leadership of the First Presbyterian Church of Berkeley unanimously approved providing access to a vacant lot on Haste Street owned by the Church for the purposes of the drop-in center. On March 2, 2022, the University awarded a separate $500,000 contract to the Village of Love to provide services and operations for the drop-in center for two years ($250,000 annually) at this site through May 2024. The $500,000 in funding provided directly to Village of Love from the UC, combined with the $500,000 of funding provided by the City from the UC/COB Settlement Agreement will allow continuous operation of the Center through May 2024.

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

RATIONALE FOR RECOMMENDATION
There continues to be an unmet need for services to transition unhoused residents out of People’s Park and into indoor settings, as well as to serve the unhoused in the greater Telegraph District/Southside neighborhood and the agreement between the University and the City of Berkeley to allocate settlement agreement funds for a day- time drop-in/service center in the Telegraph area for the unhoused population targets.

ALTERNATIVE ACTIONS CONSIDERED
None. Since the University already identified a service provider, a leasing mechanism for the site, and is paying the full cost of the capital expenses associated with the development of the drop-in center—and since the City is required to jointly fund this effort pursuant to the Settlement Agreement—there is no competitive process to be had for this contract.

CONTACT PERSON
David Andujo-Walker, Community Services Specialist II, 510-981-5454 ATTACHMENTS:
1: Resolution

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

CONTRACT NO: 32300104 AMENDMENT: VILLAGE OF LOVE TO OPERATE THE

TELEGRAPH NEIGHBORHOOD SACRED REST DROP-IN CENTER
WHEREAS, People’s Park is currently home to an encampment of unsheltered individuals who need an array of services to end their unsheltered status; and WHEREAS, in July 2021, the City and University of California, Berkeley entered into the UC Berkeley – City of Berkeley Joint Settlement Agreement; and WHEREAS, the first annual payment of the Settlement Agreement requires that an amount determined through joint planning between the City and the University be allocated to fund a day-time drop-in/service center in the Telegraph area for the unhoused population; and
WHEREAS, on January 18, 2022, Leadership at the First Presbyterian Church of Berkeley voted unanimously to grant access to and use of a vacant lot on Haste Street owned by the Church to the University for purposes of establishing a daytime drop-in center; and
WHEREAS, the University awarded a $500,000 grant on March 2, 2022 to the Village of Love to provide services and operations for the drop-in center at this site for two years through May 31, 2024; and
WHEREAS, the Berkeley City Council allocated $250,000 on April 26, 2022 for services and operations at the drop-in center for one year through May, 31, 2023 and Village of Love needs ongoing support to continue operations at the drop-in center through May 31, 2024;
NOW THEREFORE, BE IT RESOLVED that the Berkeley City Council authorizes the City Manager or her designee to execute an amendment to Contract No. 32300104 with Village of Love to add $250,000 for a total contract amount not to exceed $500,000 and extend the term through May 31, 2024.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Lisa Warhuus, Director, Health, Housing, and Community Services Subject: Contract No. 32300144 Amendment: Resource Development Associates for Specialized Care Unit Evaluation

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 32300144 with Resource Development Associates (RDA) to add $85,000 for a not-to-exceed amount of $235,000.

FISCAL IMPACTS OF RECOMMENDATION
This amendment will add $85,000 for a total not-to-exceed amount of $235,000.

Funding for the RDA contract for the Specialized Care Unit (SCU) evaluation is available in the FY2023 budget in One-Time Grant (Fund 336) and General Fund 011.

CURRENT SITUATION AND ITS EFFECTS
Amending the RDA contract for SCU evaluation is a Strategic Plan Priority Project, advancing our goal to champion and demonstrate social and racial equity. The additional funds will allow RDA to expand their scope for the SCU pilot program evaluation to include an analysis of call data from the Communications Center related to behavioral health calls. The evaluation scope is being broadened due to interest from the Council and community. Adding this to the scope is critical to providing an all- encompassing evaluation of all SCU program components.

BACKGROUND
In Fall 2020, Resource Development Associates (RDA) was selected through a competitive bid process to provide an extensive research, community engagement, and recommendations to create the framework for the Specialized Care Unit. This process involved working across multiple Berkeley stakeholder groups, including service utilizers, and in-depth research regarding crisis response systems to best inform a behavioral crisis response model to meet Berkeley’s needs.

With guidance from the SCU Steering Committee, RDA did research and produced information and recommendations which informed the design of the SCU. RDA consolidated this work into three reports: Crisis Response Models; Mental Health Crisis

Contract No. 32300144 Amendment: Resource Development Associates for Specialized Care Unit Evaluation

CONSENT CALENDAR
May 23, 2023

Response Services and Stakeholder Perspectives Report; and Specialized Care Unit Crisis Response Recommendations.

The SCU program evaluation expands upon these completed reports. As the SCU gets closer to implementation, RDA is designing a concurrent evaluation to provide necessary program feedback.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
No environmental sustainability and climate impacts directly associated to this recommendation have been identified.

RATIONALE FOR RECOMMENDATION
The additional funding identified will allow for an expanded scope than the original funding alone did. This additional analysis of Communications Center data will provide a more comprehensive program evaluation for the SCU

ALTERNATIVE ACTIONS CONSIDERED
The City could choose to go through another competitive bidding process to identify a separate vendor to perform this data analysis. However, RDA’s existing level of knowledge and alignment with their current scope of work makes it impossible for another firm to match, so this approach is not recommended.

CONTACT PERSON
Lisa Warhuus, Director, Health, Housing, and Community Services, 510-981-5404

ATTACHMENT
1: Resolution

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

CONTRACT NO. 32300144 AMENDMENT: RESOURCE DEVELOPMENT

ASSOCIATES FOR SCU PROGRAM EVALUATION
WHEREAS, Contract #32300144 was awarded to Resource Development Associates (RDA) to design and implement an evaluation for program effectiveness of the Specialized Care Unit (SCU); and
WHEREAS, through Contract #32300144 RDA has been creating an evaluation plan for the SCU in collaboration with the City and key stakeholders; and WHEREAS, $85,000 was allocated to expand RDA’s scope of work to include an analysis of Communication Center data pertaining to behavioral health calls for a more comprehensive analysis of program effectiveness; and
WHEREAS, RDA is the most qualified consultant to receive the additional funding to add this scope to their evaluation design.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend the SCU evaluation Contract No. 32300144 with RDA by adding $85,000 for a not-to-exceed amount of $235,000. Funding is available in the FY2023 budget in the One-Time Grant Fund (Fund 336) and General Fund 011.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Kevin Fong, Information Technology Director Subject: Contract: Accela, Inc. for Software Maintenance

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to enter into a new maintenance Contract with Accela, Inc., for software maintenance for a total not to exceed $299,710 July 1, 2023 to June 30, 2025.

FISCAL IMPACTS OF RECOMMENDATION
Funding for software maintenance for this contract is subject to appropriation in the FY 2024 and FY 2025 budgets in the General Fund (011), Abandoned Vehicle Fund (161), Vector Control Fund (325), Sanitary Sewer Fund (611), and Permit Service Fund (621).

FY24 Total Software Maintenance: $144,092
FY25 Total Software Maintenance: $155,618
FY 24-25 Breakdown Software Maintenance: $299,710
$53,859 FY24 Planning Department: Software Maintenance
Budget Code: 621-35-362-376-0000-000-472-613130-
$11,379 FY24 Public Works Department: Software Maintenance Budget Code: 611-35-362-377-0000-000-472-613130-
$22,126 FY24 Finance: Software Maintenance
Budget Code: 011-33-321-327-0000-000-412-613130-
$36,286 FY24 HHCS: Software Maintenance
Vector Control 325-51-502-511-2003-000-451-613130- $3,628.52 Sewer Program 611-51-502-511-2004-000-472-613130- $12,336.95 EH General Fund 011-51-502-511-0000-000-451-613130- $9,071.29 Abandoned Auto 161-51-502-510-0000-000-451-613130- $11,249.24 $20,442 FY24 Toxics: Software Maintenance

New Contract: Accela, Inc. for Software Maintenance CONSENT CALENDAR May 23, 2023

Budget Code: 011-35-362-377-0000-000-472-613130-
$144,092 FY 24 Total: Software Maintenance
$58,167 FY25 Planning: Software Maintenance
Budget Code: 621-35-362-376-0000-000-472-613130-
$12,290 FY25 Public Works: Software Maintenance
Budget Code: 611-35-362-377-0000-000-472-613130-
$23,896 FY25 Finance: Software Maintenance
Budget Code: 011-33-321-327-0000-000-412-613130-
$39,188 FY25 HHCS: Software Maintenance
Vector Control 325-51-502-511-2003-000-451-613130- $3,918.80 Sewer Program 611-51-502-511-2004-000-472-613130- $13,323.91 EH General Fund 011-51-502-511-0000-000-451-613130- $9,796.99 Abandoned Auto 161-51-502-510-0000-000-451-613130- $12,148.30 $22,077 FY25 Toxics: Software Maintenance
Budget Code: 011-35-362-377-0000-000-472-613130-
$155,618 FY25 Total: Software Maintenance

CURRENT SITUATION AND ITS EFFECTS
The Accela Civic Platform is a critical enterprise software platform that provides Permitting, Zoning, and Toxics management for Planning; Utility Permitting for Public Works; Business Licenses for Finance; and a wide range of management services from food inspections to vector control for Health, Housing and Community Services.

Additionally, the platform has an online portal that allows the community to apply for business licenses and permits, schedule inspections, and pay for these services. This maintenance contract will allow the City to receive ongoing support and software enhancements through fiscal 2025.

The Accela Civic Platform helps advance the City’s Strategic Goal to be a customer- focused organization that provides excellent, timely, easily-accessible service and information to the community.

BACKGROUND
In 2010, the City released an RFP for a new Permitting system, #11-10535-C. After a thorough multi-department selection process, the City selected Accela as its new Permitting and Business License system.

New Contract: Accela, Inc. for Software Maintenance CONSENT CALENDAR May 23, 2023

In 2011, by Resolution No. 65,398-N.S., the City Council approved a new contract with Accela for software licensing, implementation, maintenance and related services for a licensing and permitting system.

Since this time, the City has enhanced Accela to streamline internal processes and to make services more accessible to the community through an enhanced online portal.

In 2017, Accela purchased Decade Software, used by the Planning Toxics division as well as the HHCS Environmental Health division.

Accela continues to provide ongoing support and maintenance for these systems.

RATIONALE FOR RECOMMENDATION
Accela retains exclusive rights to provide maintenance for their software and is the only vendor that provides authorized software maintenance to their system. Renewing the existing agreement for maintenance ensures continued technical support and software updates to the platform.

ALTERNATIVE ACTIONS CONSIDERED
Staff issued a Request for Proposal (Specification No. 19-11330-C) in late 2019 for a new Digital Permitting System to investigate other potential Permitting software solutions on the market. However, the COVID 19 pandemic hit in the middle of the selection process and halted the RFP process. For the time being, due to budgetary constraints, the City will continue to use the Accela platform and will re-explore alternatives once budget is available.

ENVIRONMENTAL SUSTAINABILTY AND CLIMATE IMPACTS
Accela’s online web portal for permitting and business licenses reduces the need for the community to physically drive into the Permit Service Center and submit paper forms and documentation. Information can be submitted digitally and accessed remotely through the City’s online Accela web portal thereby reducing the Berkeley’s overall carbon footprint.

CONTACT PERSON
Kevin Fong, Director, Information Technology, (510) 981-6541.

ATTACHMENTS:
1: Resolution

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

CONTRACT: ACCELA, INC. FOR SOFTWARE MAINTENANCE
WHEREAS, the Accela Civic Platform is a critical enterprise software platform that multiple City departments use including Planning, Public Works, Finance, and Health, Housing, and Community Services; and
WHEREAS, the City Council previously authorized Contract No. 8865 with Accela, Inc. on July 19, 2011 (Resolution No. 65,398-N.S.) for software licensing, implementation, maintenance and related services for a licensing and permitting system; and WHEREAS, the City seeks to start a new software maintenance contract with Accela, Inc.; and
WHEREAS, funding for software maintenance will be available in the FY 2024 and FY 2025 General Fund, Permit Service Center, Sanitary Sewer fund, Abandoned Vehicle fund, and Vector Control fund; and
WHEREAS, spending for this amendment in future fiscal years is subject to Council approval of the proposed citywide budget and annual appropriation ordinances.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the Council authorizes the City Manager enter into a contract with Accela, Inc., for software maintenance in the amount of $299,710 from July 1, 2023 to June 30, 2025.

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: www.berkeleyca.gov

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Scott Ferris, Director of Parks Recreation & Waterfront Subject: Contract: Delta Charter – Bus Transportation Services for Echo Lake Camp and Select Recreation Division Summer Programs

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a contract with Delta Charter to provide bus transportation services for Echo Lake Youth Camp and select Recreation Division summer programs for a not-to-exceed total amount of $399,000 over a three-year period, beginning June 1, 2023 and ending June 1, 2026, contingent upon annual budget appropriations.

FISCAL IMPACTS OF RECOMMENDATION
The $399,000 contract over a three-year period averages out to an annual cost of approximately $133,000.00 per year, depending on programming and the number of participants served. Funding is available in the FY 2023 and FY 2024 budgets in the Camps Fund (Fund 125) and General Fund (Fund 011). Funding is subject to appropriation in the FY 2025 and FY 2026 budgets in the Camps Fund (Fund 125) and General Fund (Fund 011).

CURRENT SITUATION AND ITS EFFECTS
In March 2023, the City conducted a competitive Request for Proposal (RFP) process for bus transportation services for Echo Lake Camp and select Recreation Division summer programs and more than 30 vendors were invited to submit proposals. Staff determined that the proposal from Delta Charter best meets the needs of the City. As a result, staff recommends Council approval of a contract with Delta Charter for a not-to- exceed total amount of $399,000 for a three-year period beginning June 1, 2023 and ending June 1, 2026.

BACKGROUND
The City of Berkeley Echo Lake Youth Camp, Teen Weekend, Pre-K Camping Trip, and select Recreation Division summer camp program field trips offer bus transportation as part of the programs. The City had a contract with Lux Bus for bus services for these programs since 2019. The City conducts a competitive RFP process to obtain services for Recreation programs every three years to obtain competitive pricing.

Contract: Delta Bus Service to Echo Lake and Teen Camp CONSENT CALENDAR May 23, 2023

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The use of buses to provide transportation for Recreation program participants reduces the number of individual cars on the roads, which helps to reduce greenhouse gases, which is a major goal of the City’s Climate Action Plan.

RATIONALE FOR RECOMMENDATION
In the competitive RFP process for bus services for select Recreation programs, Delta Charter provided the proposal that best met the City’s needs.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Scott Ferris, Parks, Recreation, and Waterfront Director, 510-981- Attachments:
1: Resolution

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.ci.berkeley.ca.us/manager RESOLUTION NO. –N.S.

CONTRACT: DELTA CHARTER FOR CHARTER BUS TRANSPORTATION

SERVICES FOR ECHO LAKE CAMP AND SELECT RECREATION DIVISION

SUMMER PROGRAMS
WHEREAS, the City of Berkeley Echo Lake Youth Camp, Teen Weekend, Pre-K Camping Trip, and select Recreation Division summer camp program field trips offer bus transportation as part of the programs; and
WHEREAS, the City had a contract with Lux Bus for bus services for these programs since 2019, and the City conducts a competitive RFP process to obtain services for Recreation programs every three years to obtain competitive pricing; and WHEREAS, in March 2023, the City conducted a competitive Request for Proposal (RFP) process for bus transportation services for Echo Lake Camp and select Recreation Division summer programs and more than 30 vendors were invited to submit proposals. Staff determined that the proposal from Delta Charter best meets the needs of the City; and
WHEREAS, funding is available in the FY 2023 and FY 2024 budgets in the Camps Fund (Fund 125) and General Fund (Fund 011). Funding is subject to appropriation in the FY 2025 and FY 2026 budgets in the Camps Fund (Fund 125) and General Fund (Fund 011).

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Berkeley that the City Manager is hereby authorized to execute a contract with Delta Charter to provide bus transportation services for Echo Lake Youth Camp and select Recreation Division summer programs for a not-to-exceed total amount of $399,000 over a three- year period, beginning June 1, 2023 and ending June 1, 2026, contingent upon annual budget appropriations. A record signature copy of said contract amendment to be on file in the Office of the City Clerk.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Contract: Baldoni Construction Services, Inc. for Echo Lake Camp Accessibility Upgrades

RECOMMENDATION
Adopt a Resolution:

1. Approving the plans and specifications for the Echo Lake Camp Accessibility Upgrades project, Specification No. 23-11590-C; and

2. Accepting the bid of the lowest responsive and responsible bidder, Baldoni Construction Service, Inc.; and

3. Authorizing the City Manager to execute a contract and any amendments, extensions or other change orders until completion of the project in accordance with the approved plans and specifications, with Baldoni Construction Service, Inc., for the Echo Lake Camp Accessibility Upgrades project at 7 Echo Lakes Road, Echo Lake, CA 95721, in an amount not to exceed $436,954, which includes a contract amount of $364,128 and a 20% contingency in the amount of $72,826.

FISCAL IMPACTS OF RECOMMENDATION
Funding in the amount of $436,954 for this contract is available in the FY 2023 budget in the CIP Fund (Fund 501) and Camps Fund (Fund 125). No other funding is required, and no other projects will be delayed due to this expenditure.

CIP Fund (Fund 501) $255,000
Camps Fund (Fund 125) $181,954
Total $436,954

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley operates the Echo Lake Campground in Echo Lake, California during the summer months providing a variety of programs for Berkeley residents including both Youth and Family Camps. In an effort to make these programs available to more community members, this voluntary accessibility upgrade would provide an accessible pathway between all major activity areas of the camp as well as a new accessible cabin.

Contract: Baldoni Construction CONSENT CALENDAR
Echo Lake Camp Accessibility Upgrade Project May 23, 2023

BACKGROUND
The initial accessibility upgrade project also included an accessible restroom, and was bid in May, 2020. Only one bid was received, and the bid significantly exceeded the Project budget. The Project scope and plans were revised to remove the accessible restroom. The new Project was advertised for bids on March 6, 2023, and bids were opened on Tuesday, April 19, 2023. The City received three bids. Baldoni Construction was the lowest responsive and responsible bidder. Staff conducted references checks and received satisfactory feedback. Staff recommends that a contract for this project be awarded to Baldoni Construction.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The construction contract includes requirements to comply with the City’s Environmentally Preferable Purchasing Policy. The project is a renovation of an existing pathway and therefore will not negatively affect natural habitat.

RATIONALE FOR RECOMMENDATION
Echo Lake Campground has been providing valuable outdoor activities to Berkeley youth and families since 1922. Improved accessibility will expand access to this unique City resource.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Scott Ferris, Director, Parks Recreation & Waterfront, 981-6700 Liza McNulty, Project Manager, Parks Recreation & Waterfront, 542-4131 Attachments:
1: Resolution

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

CONTRACT: BALDONI CONSTRUCTION SERVICE, INC., FOR ECHO LAKE CAMP

ACCESSIBILITY UPGRADES
WHEREAS, the City has owned the Echo Lake Camp since 1922; and WHEREAS, the City wants to voluntarily improve accessibility at Echo Lake Camp; and WHEREAS, an invitation for bids was duly advertised on March 6, 2023 and bids were opened on April 18, 2023, and the City received three bids; and WHEREAS, Baldoni Construction Service, Inc. was determined to be the lowest responsive and responsible bidder, and references for Baldoni Construction Service, Inc. were provided and checked out satisfactorily; and
WHEREAS, funding in the amount of $436,954 for this contract is available in the FY 2023 budget in the CIP Fund (Fund 501) and Camps Fund (Fund 125). No other funding is required, and no other projects will be delayed due to this expenditure.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the Plans and Specification No. 23-11590-C for the Echo Lake Camp Accessibility Upgrades project are approved.

BE IT FURTHER RESOLVED that the construction contract is awarded to Baldoni Construction Service, Inc. as the lowest responsive and responsible bidder for a total contract amount of $364,128.

BE IT FURTHER RESOLVED that the Council of the City of Berkeley authorizes the City Manager to execute a contract and any amendments, extensions, or change orders until completion of the project in accordance with the approved plans and specifications with Baldoni Construction, Inc. for the Echo Lake Camp Accessibility Upgrades project in an amount not to exceed $436,954, which includes a contract amount of $364,128 and a 20% contingency in the amount of $72,826 for unforeseen circumstances. A record signature copy of the agreement and any amendments to be on file in the Office of the City Clerk.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Jennifer Louis, Interim Chief, Police Department Subject: Referral Response: Security Assessment of the 1700 and 1600 Blocks of San Pablo Avenue

RECOMMENDATION
Close the original referral as the recommendations were completed by staff. The assessment did not indicate a need for further security improvements to the Berkeley Inn or immediate area at this time.

FISCAL IMPACTS OF RECOMMENDATION
The Crime Prevention Through Environmental Design (CPTED) security assessment and staff time used to prepare for the community meeting. No additional security measures were recommended by the assessment. No ongoing costs to the City are anticipated or recommended in response to this referral.

BACKGROUND
This report responds to a referral that originally was sponsored by Councilmember Kesarwani and adopted by Council at the January 17, 2023, Council meeting:

Refer to the City Manager to conduct a security assessment of the 1700 and 1600 blocks of San Pablo Avenue two months after the City of Berkeley has entered into a lease of real property located at 1720 San Pablo Avenue (hereafter referred to as Berkeley Inn, a 27-room motel). Additional security measures deemed necessary should be implemented as soon as practicable after the security assessment is completed.

The original referral recommended aspects of the security assessment include but are not limited to the following:
● A community meeting for immediate businesses, residents, and stakeholders of the 1700 and 1600 blocks of San Pablo Avenue to be hosted by the Office of Councilmember Rashi Kesarwani, City Manager Dee Williams-Ridley [or her designee(s)], and the Berkeley Police Department in order to assess the current street conditions and safety concerns; and

[Title of Report] CONSENT CALENDAR
May 23, 2023

● A Crime Prevention Through Environmental Design (CPTED) assessment to be conducted by the Berkeley Police Department for the 1700 and 1600 blocks of San Pablo Avenue.

Possible security measures may include but are not limited to the following:
● Increased Berkeley police patrols and/or the provision of private security services; ● Assistance from the Office of Economic Development to identify grant or other funding opportunities so businesses and residents may procure and install security cameras at key locations;
● Implementation of environmental design improvements, as recommended by the CPTED assessment, by the City of Berkeley and/or private property owners, as appropriate.
(Excerpted from the original referral, attached to this report)

CURRENT SITUATION AND ITS EFFECTS
City Manager Dee Williams-Ridley referred the item to the Police Department, and the Community Services Bureau conducted a CPTED security assessment of the Berkeley Inn and the immediate area. The Community Services Bureau partnered with Councilmember Kesarwani’s office and presented the assessment results at a community meeting on March 2, 2023. The CPTED security assessment of the Berkeley Inn was favorable, and no further recommendations to improve security were made by staff. Community Services staff were able to answer questions and address concerns from the public regarding the Berkeley Inn as well as crime trends in the immediate area. The presentation materials are attached to this report.

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

CONTACT PERSON
Jen Louis, Interim Chief of Police, (510) 981-5700
Attachments:
1: Original Referral Report from January 17, 2023, Council meeting 2: CPTED Assessment 1600 and 1700 San Pablo Ave.

Rashi Kesarwani
Councilmember, District 1

CONSENT CALENDAR
January 17, 2023
TO: Honorable Mayor and Members of the City Council
FROM: Councilmember Rashi Kesarwani (Author)
SUBJECT: Referral for a Security Assessment of the 1700 and 1600 Blocks of San Pablo Avenue

RECOMMENDATION
Refer to the City Manager to conduct a security assessment of the 1700 and 1600 blocks of San Pablo Avenue two months after the City of Berkeley has entered into a lease of real property located at 1720 San Pablo Avenue (hereafter referred to as Berkeley Inn, a 27-room motel). Additional security measures deemed necessary should be implemented as soon as practicable after the security assessment is completed.

Recommended aspects of the security assessment include but are not limited to the following:
● A community meeting for immediate businesses, residents, and stakeholders of the 1700 and 1600 blocks of San Pablo Avenue to be hosted by the Office of Councilmember Rashi Kesarwani, City Manager Dee Williams-Ridley [or her designee(s)], and the Berkeley Police Department in order to assess the current street conditions and safety concerns; and
● A Crime Prevention Through Environmental Design (CPTED) assessment to be conducted by the Berkeley Police Department for the 1700 and 1600 blocks of San Pablo Avenue.

Possible security measures may include but are not limited to the following:
● Increased Berkeley police patrols and/or the provision of private security services;
● Assistance from the Office of Economic Development to identify grant or other funding opportunities so businesses and residents may procure and install security cameras at key locations;

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7110 ● Fax: (510) 981-7111 E-Mail: [email protected]
2 ● Implementation of environmental design improvements, as recommended by the CPTED assessment, by the City of Berkeley and/or private property owners, as appropriate.

CURRENT SITUATION AND ITS EFFECTS
New Uses in the 1700 and 1600 Blocks of San Pablo Avenue Warrant Safety Assessment. On December 6, 2022 Council approved the lease with the Berkeley Inn located on the 1700 block of San Pablo Avenue, as well as a contract amendment with the Dorothy Day House to operate the facility as a transitional shelter. The 1600 block of San Pablo Avenue is the site of a permanent supportive housing facility at the former Golden Bear Inn, operated by Bay Area Community Services, with residents in the process of moving in as of November 2022.

City Council’s approval of the five-year lease agreement with owners of the Berkeley Inn, located at 1720 San Pablo Avenue, is critical in maintaining Berkeley’s commitment to sheltering homeless populations as the Horizon Transitional Village, also administered by Dorothy Day house, provides 50 beds for unsheltered and encampment populations and will be closing at the end of this month on December 31, 2022. This hotel conversion fills a dire need for an alternate location to house this vulnerable population that likely would otherwise end up back on the street and in encampments. Additionally, it provides non-congregate shelter rooms that are preferred and more likely to be accepted by persons experiencing unsheltered homelessness by future residents.

BACKGROUND
Opportunity Sites for Homeless Shelters are Extremely Limited. The City’s lease of the Berkeley Inn, a 27-room motel, to serve as a transitional non-congregate shelter facility replaces a larger 50-bed congregate shelter facility located at 742 Grayson Street. The Grayson site, known as the Horizon Transitional Village Program, is scheduled to close on Dec. 31, 2022 due to the termination of the City’s lease with the private property owner. The City was able to extend its lease for the Grayson facility on Sept. 29, 2022 through the end of the year, but no further extensions are available. Staff have noted that the City engaged in an exhaustive search of City facilities to replace the Grayson facility, but none were found to be suitable, safe, or available for year-round use as a shelter for vulnerable homeless people1. The number of motel operators willing to partner with the City is also limited; the City has previously housed homeless individuals at the Berkeley Inn with the use of 28-day motel vouchers provided by the county.
1 See item #1: Urgency Ordinance for Leasing the Real Property at 1720 San Pablo Avenue, on the December 6, 2022 Berkeley City Council Agenda.

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7110 ● Fax: (510) 981-7111 E-Mail: [email protected]
3 Opportunity Sites for Homekey Permanent Supportive Housing (Golden Bear Inn) Identified by Respondents to City’s Request for Proposals (RFP). The City issued an RFP for a Homekey permanent supportive housing site in October 2021, with the option for RFP respondents to submit proposals for opportunity sites citywide. The selection of the Golden Bear Inn at 1620 San Pablo Avenue is the result of an RFP respondent identifying the site and a motel owner willing to sell as well as submitting a viable application to the City–which happened to be the only Homekey application the City received. Permanent supportive housing has been found to be the evidence-based solution to unsheltered homelessness.2 The San Pablo Corridor is a Priority Development Area. In 2021, the City of Berkeley received a $750,000 grant from the Metropolitan Transportation Commission (MTC) to begin developing a master plan for the San Pablo Corridor. It is the priority of Councilmember Kesarwani to use the limited grant funds to study effective city policies for filling vacant retail spaces (including by reviewing effective policies in neighboring local jurisdictions) and other strategies for supporting a thriving non-residential sector of small businesses, non-profit organizations, and arts and cultural institutions.

State Housing Laws Have Taken Away Control from Local Jurisdictions to Deny or Lower the Density of Projects, When They Meet Specific Requirements. Over the last several years, new state approved housing laws limit both cities’ ability to reject development projects if they comply with local zoning and design rules, such as the Housing Accountability Act, and the number of times neighborhood groups can appeal such projects, such as SB 330. State law affects cities’ authority over development in additional ways: it further limits local government’s authority over development by speeding up approvals if affordable housing is included; it prevents cities from ordering design changes that would result in fewer units being built; and bars governments from changing zoning rules once a project has been proposed. Yet another piece of legislation, California’s Density Bonus law, allows developers to exceed local zoning limits if projects include affordable units. The goal of these housing laws is to keep cities from arbitrarily denying or delaying the construction of much needed housing. As a result, a community’s ability to alter or slow down development projects has been limited.

Housing Development Along San Pablo Corridor Is Driven by Decisions of Private Property Owners. In recent years, a number of parcels along the San Pablo Corridor have been developed or plans are underway to do so. 2 See:Permanent Supportive Housing: Evaluating the Evidence for Improving Health Outcomes Among People Experiencing Chronic Homelessness, National Academies Press, 2018. Contributors:

National Academies of Sciences, Engineering, and Medicine; Policy and Global Affairs; Health and Medicine Division; Science and Technology for Sustainability Program; Board on Population Health and Public Health Practice; Committee on an Evaluation of Permanent Supportive Housing Programs for Homeless Individuals

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7110 ● Fax: (510) 981-7111 E-Mail: [email protected]
4 ● 1941 San Pablo Avenue: proposed 7 story mixed use development - in early planning stage
● 1835 San Pablo Avenue: entitled project for mostly market rate housing ● 1740 San Pablo Avenue: 54 units of affordable housing, approved and in process
● 1701 San Pablo Avenue: 110 affordable units for Berkeley Unified School District workforce, approved and in process
● 1620 San Pablo Avenue: 44 units of permanent supportive housing, approved and operating
● 1080 Jones Street, The Jones (at 1500 San Pablo Avenue): 170 units mostly market rate - operating and occupied
● 1201-1205 San Pablo Avenue: 66 units of mostly market rate housing - approved
● 1200 San Pablo Avenue: 7 story project previously approved by the Design Review Commission
The decisions to develop these parcels are not driven by the City, but by private property owners. Development occurs throughout the city where a private property owner wishes to do so.

FISCAL IMPACT
The security assessment will require one-time staff attention, and implementation of security measures may result in one-time and/or ongoing costs to the City.

ENVIRONMENTAL SUSTAINABILITY
Enhanced safety can encourage more residents to patronize the area on foot or bike, thus reducing vehicle miles traveled.

CONTACT PERSON
Rashi Kesarwani, Council Member District 1 (510) 981-7110

SECURITY ASSESSMENT OF THE
1600 AND 1700 BLOCKS OF SAN

PABLO AVE
Berkeley Police Department
Lt. McGee and Sgt. Kleppe
March 2, 2023

AGENDA
1600 AND 1700

BLOCKS OF SAN
PABLO
CPTED
Concepts
Assessment
Statistical Analysis

CRIME PREVENTION THROUGH

ENVIRONMENTAL DESIGN
Proper design
and effective use of
the built
environment
Reduce
opportunities for
crime that may be
inherent in the
design of structures
Design
can encourage or
discourage criminal
activity

CONCEPTS

NATURAL SURVEILLANCE
The placement of physical features, activities
and people in a way that maximizes visibility
• Unobstructed view of surrounding areas
• Improving visibility with lighting or transparent building materials
• Avoid light that creates glare or shadows
• Avoid the creation of building entrapment areas

NATURAL ACCESS CONTROL
Navigate people through a controlled access point
at a location, which can help increase security
• Landscaping, streets, sidewalks andbuilding entrances • Entrances are visible, well lit,overlooked by windows and entryways are clearly defined
• Creating a "celebrated entrance" can reduce
unnecessary confusion

TERRITORIAL

REINFORCEMENT
The use of physical attributes that express
ownership
• Such as fencing, pavement treatments, signage and landscaping • Establish a clear boundary between public and private space • Combining natural surveillance and access control principles

MAINTENANCE
Maintenance at a location will allow the space
to be used for what it was intended for
• Serves as an additional expression of ownership
• Prevents overgrown landscaping to hinder visibility or to obstruct lighting.
• CPTED and the Broken Window Theory

ASSESSMENT

Maintained
Vegetation

Surveillance
Cameras
Surveillance
Cameras
Surveillance
Cameras

FINDINGS
Both facilities are
in compliance
with
CPTED industry
standards
All residents have
a key fob or key
card to gain
access to their
room
Security cameras
are working
and functional
around both
facilities

STATISTICAL ANALYSIS

Berkeley Inn and Golden Bear
Surrounding Area
• 10th St. / Jones St.
• 10th St. / Delaware St.
• Curtis St. / Delaware St.
• Curtis St. / Virginia St.
• Kains Ave. / Virginia St.
• Kains Ave. / Jones St.

SURROUNDING
AREA
2016 – 02/2023
Disturbances have
been the most
frequent call type
• T op 10 Calls
for Service make up
49% of total
• 3590 total calls
Call Types
Excluding officer-initiated calls

BERKELEY INN
2016 – 02/2023
Disturbances and
welfare checks have
been the most
frequent call
• T op 10 Calls for
Service make up 79%
of total
• 234 total calls
Call Types
Excluding officer-initiated calls

Disturbances have been
the most frequent call type
• There has been a jump in
batteries since 2021.
• T op 10 Calls forService have been
consistent.
• 234 total calls

BERKELEY INN
2016 – 02/2023

EXCLUDING OFFICER -

INITIATED C ALLS
T otal CallsPage 26 of 29

GOLDEN BEAR
2016 – 02/2023

E X C L U D I N G O F F I C E R- I N I T I AT E D

C A L L S
Disturbances have
been the most
frequent call
• T op 10 Calls for
Service make up 74%
of total
• 145 total calls
Call Types
Excluding officer-initiated calls

Disturbances have been
the most frequent call type
• T op 10 Calls forService have been
consistent.
• 145 total calls

GOLDEN BEAR
2016 – 02/2023

EXCLUDING OFFICER -

INITIATED C ALLS
T otal CallsPage 28 of 29

Disturbances have decreased from
the previous time period
• Multiple call types appear in the most
recent time period that did not appear
in the previous time period
• Most audible alarm calls were from a
single location and not criminal in nature

COMPARISON
12/2021 – 02/2022 &
12/2022 - 02/2023

EXCLUDING OFFICER -

INITIATED C ALLS
Call Types by Time PeriodPage 29 of 29

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Liam Garland, Director, Department of Public Works Subject: Audit Status Reports: Fleet Replacement Fund Short Millions & Rocky Road: Berkeley Streets At Risk and Significantly Underfunded

POLICY COMMITTEE RECOMMENDATION
On April 13, 2023, the Facilities, Infrastructure, Transportation, Environment & Sustainability Committee adopted the following action: M/S/C (Hahn/Robinson) to send the item to City Council with a positive recommendation that Council:

1. Refer to the City Manager to establish a policy that the Public Works Department will be responsible for reviewing, submitting, and approving all departmental requests to Council for adding new vehicles to the fleet to facilitate maximum cost recovery through the vehicle replacement fund, consistency with fleet rightsizing studies, oversight, and timely electrification of the fleet.

2. Refer to the Budget and Finance Committee to prioritize funding to the vehicle replacement fund to make up the shortfall over time in order to stabilize the fund.

Vote: All Ayes.

INTRODUCTION
On November 19, 2020, the City Auditor published the Rocky Road: Berkeley Streets at Risk and Significantly Underfunded Audit Report1, reviewing the funding resources to sufficiently maintain City streets, and asking if Public Works has clear policies and processes to guide paving decisions. This is the first status report regarding this audit.

On June 2, 2021, the City Auditor published the Fleet Replacement Fund Short Millions Audit Report2, reviewing the solvency of the fund to sufficiently replace vehicles and asking if Public Works has the key information necessary to manage the Fleet program.

This is the first status report to City Council on the efforts made to implement the Audit Report’s recommendations for Fleet.

CURRENT SITUATION AND ITS EFFECTS
The Street Paving Audit Report noted two findings and five recommendations for the Public Works Department to review, implement and report to Council. As of this report, 1 Rocky Road: Berkeley Streets at Risk and Significantly Underfunded https://berkeleyca.gov/sites/default/files/2022- 01/Rocky-Road-Berkeley-Streets-at-Risk-and-Significantly-Underfunded.pdf 2 Audit: Fleet Replacement Fund Short Millions: https://berkeleyca.gov/sites/default/files/2022-01/Fleet-Replacement- Fund-Short-Millions.pdf

Audit Status Reports - Fleet Replacement Fund Short Millions CONSENT CALENDAR & Rocky Road: Berkeley Streets At Risk and Significantly Underfunded May 23, 2023

three recommendations have been implemented and two recommendations have been partially implemented.

The Fleet Audit Report noted two findings and twelve recommendations for the Public Works Department to review, implement and report to Council. As of this report, there are updates to the status of all twelve recommendations. The first set of seven recommendations was related to the underfunding of the replacement fund. One recommendation has been partly implemented, the remaining six recommendations have been started. The second set of five recommendations focused on Public Works having critical information available to inform management and decision making. All five recommendations under this finding have been started.

The attachment provides a detailed table of audit report recommendations, steps towards corrective action, and implementation updates. The next status report will be in May.

BACKGROUND
Public Works’ Engineering Division is responsible for capital projects to maintain over 216 centerline miles of streets in Berkeley, while the Streets & Utilities Division handles day-to-day maintenance of those streets. Public Works’ Equipment Maintenance Division manages the maintenance, purchase, and replacement of the City’s 730 fleet vehicles, heavy duty trucks and large equipment, including public safety, fire, and alternative fuel vehicles and equipment. Public Works’ Administrative and Fiscal Services Division is responsible for the Department’s budget and fiscal oversight, regulatory compliance and reporting, and analytical support for routine and special projects in all Public Works operating divisions.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Public Works replaces vehicles with alternative fuel, hybrid and electric vehicles whenever possible given availability of fleet technology, available budget and charging infrastructure. Streets that are improved to benefit all users help encourage more bicycling and walking, which lowers greenhouse gas emissions. Streets that are improved to include green infrastructure help reduce pollution and clean stormwater before it reaches the Bay.

POSSIBLE FUTURE ACTION
Public Works will continue to address the remaining three partially implemented recommendations in the Streets Audit and the twelve started and partially implemented recommendations in Fleet Audit.

FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
In the biennial budget adoption for FY 2023 and FY 2024, the City Council allocated an increase of $5,000,000 (FY2023) and $9,100,000 (FY2024) to street paving in the Capital Improvement Fund. The Council also passed a funding guideline to approve an $8,000,000 increase in future fiscal years. This funding is intended to raise paving

Audit Status Reports - Fleet Replacement Fund Short Millions CONSENT CALENDAR & Rocky Road: Berkeley Streets At Risk and Significantly Underfunded May 23, 2023

funding to levels sufficient to maintain current pavement conditions. The Measure L Bond Measure, if approved by Berkeley voters on November 8, 2022, would raise $300,000,000 towards street and traffic safety improvements, including improvements that advance bicycle and pedestrian use and safety. Project funding would be allocated over several years to raise the pavement condition index (PCI) to 70 or above, which is a “Good” status.

CONTACT PERSON
Sean O’Shea, Administrative & Fiscal Services Manager (510) 981-6306 Joe Enke, Manager of Engineering (510) 981-6411
Greg Ellington, Equipment Management Superintendent (510) 981-9469 Attachment:

1. Audit Findings and Recommendations Response Report – Streets

2. Audit Findings and Recommendations Response Report - Fleet

Audit Title: Rocky Road: Berkeley Streets at Risk and Significantly Underfunded Finding Recommendation Lead
Department
Expected or
Actual
Implementation
Date
Status of Audit Recommendations,
Corrective Action Plan, and Progress
Summary
Without significant
additional funding,
Berkeley streets will
continue to deteriorate
and deferred maintenance
costs will increase.

1.1 Annually, conduct a budget
analysis, based on the
deferred maintenance needs
at that point in time, to
determine what level of
funding is necessary to
achieve the desired goals of
the Street Rehabilitation
Program. Report findings to
City Council. This information
will be helpful during updates
to the Five-Year Street
Rehabilitation Plan and during
the budgeting process.

Public
Works
Ongoing Partly Implemented:

The City received a PTAP grant to fund a
consultant (PEI) to survey the entire City's
paving condition. The consultant's report is
pending. The newly adopted Street Rehab
policy says that the City will conduct funding
sufficiency analysis based on existing
deferred maintenance. This analysis will be
included as part of the biannual Paving Plan
adoption. Public Works will propose a budget
as part of the biannual CIP adoption to
address the paving needs, based on available
resources, and will present any funding
shortfalls to the Council.

Without significant
additional funding,
Berkeley streets will
continue to deteriorate
and deferred maintenance
costs will increase.

1.2 Identify funding sources to
achieve and maintain the
goals of the Street
Rehabilitation Program.

Public
Works
Ongoing Partly Implemented:

Funding sources for street improvement are
identified in the Capital Improvement
Program budget. The City Council also
approved a ballot measure for the November
2022 ballot which if passed, will provide up to
$300,000,000 to improve Berkeley’s streets,
sidewalks and bike and ped infrastructure.

Approximately $230 million would be
allocated to Street Rehabilitation and Repair.

The Streets Rehabilitation
and Repair Policy is out-of-
date and Public Works is
not following it.

2.1 Update the Street
Rehabilitation and Repair
Policy annually and define
who is responsible for
ensuring the Policy is updated,
as stated in the Policy.

Public
Works
January 2022 Implemented:

Public Works Commission approved a Street
Rehabilitation and Repair Policy March, 2021,
which was received and revised after
consideration at the FITES Commission in
May 2021, and ultimately adopted by City
Council on January 25, 2022. The Policy and
Five Year Paving Plan were considered and
adopted on the same Council agenda. The
Street and Maintenance Policy shall be
adopted by City Council at a minimum
interval of 5 years, after review by the
Transportation and Infrastructure
Commission.

The Streets Rehabilitation
and Repair Policy is out-of-
date and Public Works is
not following it.

2.2 When updating the Street
Rehabilitation and Repair
Policy, incorporate equity to
align with Vision 2050 and
clearly define how it will be
applied to the street
maintenance and
rehabilitation planning
process.

Public
Works
January 2022 Implemented:

The updated Street Rehabilitation and Repair
Policy was adopted with clear language
placing Equity as an objective: "The benefits
of good infrastructure shall be distributed
equally throughout the entire community
regardless of income, political influence, or
demographic characteristics of the residents
in the area. Equity means that disadvantaged
residents with more pressing needs
experience benefits sooner than others, as
defined by the City within the adopted Five
Year Plan." The policy also calls for the
designation of an Equity Zone, serving
neighborhoods with historic
underinvestment, which is to be prioritized to
achieve the PCI goals of 70 sooner than the
remainder of the City.

The Streets Rehabilitation
and Repair Policy is out-of-
date and Public Works is
not following it.

2.3 Define goals and performance
measures to guide the Street
Rehabilitation and Repair
Policy and Street
Rehabilitation Program that
align with other plans and
policies relevant to street
paving (e.g., Complete Streets
Policy, Vision 2050, etc.).

Regularly report to Council on
performance measures.

Public
Works
January 2022 Implemented:

Performance Metrics are included as a major
part of the adopted Specific Policy. Key areas:
1) The goal is to get to standard PCI of 70 for
roadways: Arterials, Collectors, Bus Routes,
Bikeway Network, and Equity Zone. 2)
Funding should be prioritized with Equity in
mind 3) Performance metrics reporting will
be included with the biannual Paving Plan
review.

Audit Title: Fleet Replacement Fund Short Millions
Finding Recommendation Lead
Department
Expected or
Actual
Implementation
Date
Status of Audit Recommendations,
Corrective Action Plan, and Progress
Summary
The Replacement
Fund is underfunded
by millions of dollars.

1.1 Calculate the dollar value of the
City’s replacement needs. Use
results from the recent rate study
to adjust departments’
replacement fees to cover their
share of the costs associated with
vehicle replacement, including
customization and personnel.

Public
Works
Ongoing Partly Implemented:

The current fleet replacements costs
have been updated in FUND$ Fleet
Management System to include all costs,
and have been reflected in the FY 23 &
FY 24 Operating budget and the five year
replacement schedule communicated in
the FY 23-27 CIP.

The Replacement
Fund is underfunded
by millions of dollars.

1.2 Conduct an analysis of the City’s
current fleet and determine the
optimal fleet size to provide
services efficiently and
effectively. This analysis should
include fleet units identified as
reserve,
backup, and “pool” vehicles. The
outcome of the analysis should be
a plan to achieve and provide
funding for the optimal fleet size.

Public
Works
February - May
2023
Started:

Staff issued an RFP to analyze its fleet
and received two solicitations. Public
Works has selected Mercury Associates
to be the consultant to lead the study.

The Replacement
Fund is underfunded
by millions of dollars.

1.3 Work with the City Manager’s
Office to adjust the funding
model of the Equipment
Replacement
Fund or adopt a new one to
ensure appropriate funding for
timely fleet replacement, such as
annually transferring money from
the General Fund based on an
assessment of the City’s overall
fleet needs and priorities. Expand
the current vehicle and
equipment replacement
policy to ensure transparency of
key provisions of the new or
updated model.

Public
Works
Ongoing Started:

Public Works presented an Equipment
Replacement Fund deficit reduction
proposal in its departmental budget
presentation to the Budget & Finance
Policy Committee and in submittals for
General Fund consideration to the City
Manager. While not funded in FY 23/24,
the department will keep monitoring the
fund health and make funding proposals
in future budget development cycles.

The Replacement
Fund is underfunded
by millions of dollars.

1.4 Revise the vehicle and equipment
replacement policy to include
that Public Works should
regularly assess the personnel
expenditures related to vehicle
and equipment replacement and
ensure that they are appropriate
and proportional to their duties.

Public
Works
Ongoing Started:

Draft policy has been updated and is
going through final departmental review.

The Replacement
Fund is underfunded
by millions of dollars.

1.5 Revise the vehicle and equipment
replacement policy to prevent
replacing unfunded vehicles by
ensuring that contributed funds
are available for the purchase.

Public
Works
Ongoing Started:

Draft policy has been updated and is
going through final departmental review.

The Replacement
Fund is underfunded
by millions of dollars.

1.6 Develop an Administrative
Regulation that clarifies Public
Works’ responsibilities to manage
the fleet and maintain sufficient
fleet replacement funding.

Public
Works
Ongoing Started:

The department has drafted a policy document to
use instead of an AR.

The Replacement
Fund is underfunded
by millions of dollars.

1.7 To help secure the funding
needed for transitioning to
electric vehicles by 2030, work
with the City Manager’s Office to
develop a budgetary plan to
purchase electric vehicles. The
plan should align with the City’s
fleet electrification goals and take
into consideration the current
economic downturn, funding
availability, available
infrastructure, and electric
vehicle availability.

Public
Works
Ongoing Started:

EV purchases for FY 23-24 have been
outlined in the budget. A budgetary plan
for transitioning to EVs by 2030 is not yet
available.

Public Works lacks
information on
vehicle and
equipment
replacement for
decision making.

2.1 Conduct a needs assessment of
vehicles overdue for replacement
and create a plan that documents
a timeline and cost for
replacement. Report the findings
to City Council.

Public
Works
Ongoing Started:

Backlog vehicles to be purchased have
been included in the FY 23-24 budget,
though a formal needs assessment has
not been completed.

Public Works lacks
information on
vehicle and
equipment
replacement for
decision making.

2.2 Update the vehicle and
equipment replacement policy to
include criteria for prioritizing
fleet replacement. The policy
should include a requirement to
communicate a delay in
replacement of their fleet to
affected departments. In
Administrative Regulation
described in recommendation

1.6, specify that the vehicle and
equipment replacement policy
should include
such criteria.

Public
Works
Ongoing Started:

Policy update is in draft form and awaits
final approval.

Public Works lacks
information on
vehicle and
equipment
replacement for
decision making.

2.3 Work with the vendor of the new
fleet management system to
configure it to address the data
issues identified in this report,
including:
• Tracking Replacement Funds
collected and leftover funds by
department;
• Zeroing out the balance after a
vehicle is replaced;
• Adjusting the replacement date
and reporting the rationale if a
replacement is deferred;
and
• Displaying any information
needed to prioritize replacements
based on specified criteria.

Public
Works
December 2022 Started:

Data issues have been presented to the
vendor/project management team,
though the new data system has not yet
been implemented.

Public Works lacks
information on
vehicle and
equipment
replacement for
decision making.

2.4 Clean and update the vehicle and
equipment database before
migrating it to the new fleet
management system to ensure
accuracy and data integrity.

Public
Works
December 2022 Started:

Data cleanup is underway however the
Assetworks implementation is behind
schedule and the go-live date is planned
for the future.

Public Works lacks
information on
vehicle and
equipment
replacement for
decision making.

2.5 Update the vehicle and
equipment replacement policy or
develop a separate policy to
require staff manage the City’s
data appropriately to ensure
accurate complete information to
support
management decisions.

Public
Works
Ongoing Started:

Policy update is in draft form and awaits
final approval.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Liam Garland, Director, Department of Public Works Subject: Contract No. 10986 Amendment: Zero Waste Collaborative for the Solid Waste & Recycling Transfer Station Rebuild Feasibility Study

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 10986 with Zero Waste Collaborative (ZWC) for the Solid Waste Transfer Station and Material Recovery Facility Replacement Feasibility Study (Study), to increase the contract by $100,000 for a total not-to-exceed amount of $600,000, and extend the current contract term through June 30, 2025.

FISCAL IMPACTS OF RECOMMENDATION
Funding for the Study is available in the FY2023 and FY2024 budgets in Zero Waste Fund (601).

CURRENT SITUATION AND ITS EFFECTS
The City’s Planning and Development (Planning) Department, as Lead Environmental Agency per CEQA, is requesting the Zero Waste Division to select one of the two concepts proposed in the Study to replace the existing Transfer Station and Material Recovery (Transfer Station) facilities during the preliminary stages of project development. Additional analysis is needed to make the selection possible. The additional scope of work requested of Zero Waste Collaborative includes a constructability study to assess the feasibility of constructing both concepts while continuously operating the Transfer Station. Therefore, an increase in funding is requested for Zero Waste Collaborative to provide the additional services.

BACKGROUND
On January 25, 2018, the City released a Request for Proposals (RFP) seeking proposals for a Solid Waste & Recycling Transfer Station Rebuild Feasibility Study (Study). Staff sought experienced, qualified consulting firms to conduct a review of the existing Transfer Station and Recycling Center facilities and operations located at Second and Gillman Streets. Zero Waste Collaborative Firm submitted the most qualified and responsive proposal for a contract amount not to exceed $500,000.

Contract Amendment: Zero Waste Collaborative for the Solid Waste & Recycling CONSENT CALENDAR Transfer Station Rebuild Feasibility Study May 23, 2023

The RFP requested the selected firm develop two options. The development of these options shall include the active solicitation, involvement, and participation of City staff; partnering agencies and related nonprofits; the Zero Waste Commission; the general public; and other interested environmental and recycling groups.

The current Transfer Station, shop facilities, and administrative offices were constructed in 1982/83 and have exceeded their anticipated service life. In addition, the two nonprofit organizations contracted to provide residential recycling collection, sorting, and material recycling and California Redemption Value Buyback Center (collectively called Berkeley Recycling) operate from the same location. A replaced Transfer Station would integrate these nonprofit facilities with the City’s use of the facility to provide a more seamless interface to all users. This integration would assist these operations in meeting the City’s zero waste goals.

City Council originally approved the City’s Solid Waste Plan in 2005 and approved a Resolution for its zero waste goal. The City’s Zero Waste Division and its contractors have continuously strived to expand and improve operations to meet this goal. However, the facilities have not been renovated or rebuilt during this time, and given the age of the infrastructure, it needs improvement.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
This Study will identify those options that would provide the City with an integrated transfer and recycling facility to meet the City’s approved Zero Waste Plan, Resolution No. 62,849-N.S., and 2009 Climate Action Plan goals. Then the Study’s publicly vetted options will form the basis of proposals to meet California’s Environmental Quality Act.

RATIONALE FOR RECOMMENDATION
The City lacks the in-house expertise and capacity to conduct a study to assess the impact on operations of construction of the two feasibility concepts.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Leticia Jaurequi, Acting Solid Waste & Recycling Manager, Public Works (510) 981- 6362
Attachment:

Resolution

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

CONTRACT NO. 10986 AMENDMENT: ZERO WASTE COLLABORATIVE FOR THE

SOLID WASTE & RECYCLING TRANSFER STATION REBUILD FEASIBILITY STUDY WHEREAS, on July 24, 2018, by Resolution No. 68,555 – N.S. Council awarded a contract with Zero Waste Collaborative to conduct a Solid Waste & Recycling Transfer Station Rebuild Feasibility Study (Study) to develop, publicly vet, and propose options for the City and its community members to consider; and WHEREAS, the City’s Planning and Development Department, as Lead Environmental Agency per CEQA, is requesting the Zero Waste Division to select one of the two concepts proposed in the Study to replace the existing Transfer Station and Material Recovery (Transfer Station) facilities during the preliminary stages of project development; and
WHEREAS, additional analysis is needed to make the selection possible; and WHEREAS, the additional scope of work requested of Zero Waste Collaborative includes a constructability study to assess the feasibility of both concepts to be constructed while continuously operating the Transfer Station; and WHEREAS, funding is available in the Fiscal Year 2023 budget in the Zero Waste Fund (601).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 10986 with Zero Waste Collaborative for the Solid Waste & Recycling Transfer Station Rebuild Feasibility Study to add an additional $100,000 for a new not to exceed $600,000, and extend the contract term through June 30, 2025. A record signature copy of said agreement will be on file in the Office of the City Clerk.

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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Liam Garland, Director, Department of Public Works Subject: Purchase Order: 72 Hour, LLC, dba National Auto Fleet Group for Upfitting of Crime Scene Unit Cargo Van

RECOMMENDATION
Adopt a Resolution satisfying requirements of City Charter Article XI Section 67.2 allowing the City Manager to participate in Sourcewell bid procedures and authorize the City Manager to execute a purchase order for upfitting the Transit 350 Low Roof XL Cargo van with 72 Hour LLC, dba National Auto Fleet Group, in an amount not to exceed $164,000.

FISCAL IMPACTS OF RECOMMENDATION
The cost for the Cargo Van interior upgrade will not exceed $164,000 and includes Sales Tax and Delivery fees. Funding for the purchase of Van interior equipment is available in the FY 2023 budget for Equipment Replacement Fund (Account Code 671- 54-626-723-0000-000-473-664120).

CURRENT SITUATION AND ITS EFFECTS
This purchase is an interior upgrade to modify the Cargo Van into a mobile office space in support of the City’s Police Department Crime Scene Unit (CSU). The interior upgrade will support crime scene evidence collection services within and outside the City of Berkeley. The design allows staff to respond to any crime scene scenario and adequately process evidence collection in a secure and climate-controlled environment.

The package includes a Tower Light to provide lighting during night operations; a climate control system to preserve the integrity of the evidence collected, a laboratory and workspace area for processing evidence, and cabinetry to securely load evidence, supplies, and equipment for transport. Additionally, Crime Scene Unit staff often travel to neighboring East Bay Cities including San Francisco and Sacramento for evidence collection.

This purchase supports the strategic Plan Goal of creating a resilient, safe, connected, and prepared City.

Purchase Order: 72 Hour, LLC dba National Auto Fleet Group for Upfitting CONSENT CALENDAR of One Crime Scene Unit Cargo Van May 23, 2023

BACKGROUND
City Charter XI Section 67.2 allows the City to purchase goods without undergoing a competitive bid process if the City utilizes pricing obtained by another entity through a competitive process.

The City of Berkeley has been a no-cost member and participant of Sourcewell (formerly National Joint Powers Alliance), a municipal contracting agency operating under the legislative authority of Minnesota statute 123A.21. The original statute was revised in 1995 to allow government clients to better meet their specific needs through participation in a service cooperative, rather than paying higher costs associated with individual procurement. Sourcewell allows participating municipal agencies to leverage the benefits of cooperative purchasing and reduces procurement costs. Sourcewell serves educational, government, and non-profit agencies nationwide, and offers cooperative contracted products, equipment, and service opportunities to government entities throughout the U.S.

All Sourcewell contracts have been competitively solicited nationwide. On July 28, 2021, Sourcewell released Request for Proposal No. 091521 for automobiles, sport utility vehicles, vans, and light trucks with related equipment and accessories. The solicitation was released for approximately fifty days and thirteen proposals were submitted and received. Upon review, the Sourcewell proposal evaluation committee selected 72 Hour, LLC dba National Auto Fleet Group as the best most responsive proposer to meet the specifications thusly awarding Contract No. 091521-NAF.

For all contracts, Sourcewell charges an administrative fee based on the percentage of the sale, and that fee is paid by the Contractor directly to Sourcewell. For this purchase, the fee will be paid by 72 Hour, LLC dba National Auto Fleet Group and will not be passed on to the City of Berkeley.

National Auto Fleet Group sub-contractor TriVan Truck Body will complete the upfit for the van. TriVan is one of the few vendors who is experienced in completing the specialized service. The City initially started with a local vendor but that vendor is no longer in business. TriVan is located in Washington State and has completed other work to the satisfaction of the City. TriVan Truck Body will complete the specialized service and will deliver the vehicle to the City of Berkeley for a final inspection.

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

RATIONALE FOR RECOMMENDATION
The upfitting of the van is necessary to ensure that Crime Scene Unit staff can efficiently and effectively carry out their duties.

Purchase Order: 72 Hour, LLC dba National Auto Fleet Group for Upfitting CONSENT CALENDAR of One Crime Scene Unit Cargo Van May 23, 2023

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Andrew Brozyna, Deputy Director of Public Works, Operations (510) 981-6369 Joy Brown, Operations Manager, Department of Public Works (510) 981-6629 Greg Ellington, Superintendent, Department of Public Works (510) 981-6490 Attachment:

1. Resolution

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

PURCHASE ORDER: 72 HOUR, LLC DBA NATIONAL AUTO FLEET GROUP FOR

UPFITTING OF ONE CRIME SCENE UNIT CARGO VAN
WHEREAS, upfitting is needed for one 2022 Transit 350 Low Roof XL Cargo Van Van to modify the Cargo Van into a mobile office space in support of the City’s Police Department Crime Scene Unit (CSU) Staff; and
WHEREAS, City Charter XI Section 67.2 allows the City to purchase goods without undergoing a competitive bid process if the City uses pricing obtained by another entity through a competitive bid process; and
WHEREAS, on October 28, 2021 both the Public Works Equipment Maintenance and Finance-General Service Divisions purchased a cargo van piggybacking off County of Alameda Contract PO 901979 and The Ford Store Deal #34258; and WHEREAS, the County of Alameda General Services Agency bid procedures satisfied the procurement requirements of the City of Berkeley; and WHEREAS, the specialized upfitting of the cargo van will be purchased piggybacking off Sourcewell Contract No. 091521-NAF. Sourcewell Contract procedures satisfy the procurement requirement of the City of Berkeley and;
WHEREAS, funds in the amount of $164,000 is available in the FY 2023 Equipment Replacement fund 671 (671-54-626-723-0000-000-473-664120).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute a purchase order satisfying requirements of City Charter Article XI Section 67.2 allowing the city to participate in Sourcewell (formerly NJPA) bid procedures to purchase upfitting for one Transit 350 Low Roof XL Cargo van with 72 Hour, LLC dba National Auto Fleet Group in an amount not to exceed $164,000.

Civic Arts Commission
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

CONSENT CALENDAR
May 23, 2023
To: Honorable Mayor and Members of the City Council
From: Civic Arts Commission
Submitted by: Jennifer Lovvorn, Secretary to the Civic Arts Commission Subject: Development of Artists Affordable Housing Certification Program

RECOMMENDATION
Refer to the City Manager the further development of an Artists Affordable Housing Certification Program based upon the program guidelines developed and approved by the Civic Arts Commission in May 2022.

FISCAL IMPACTS OF RECOMMENDATION
The fiscal impact of an Artist Affordable Housing Certification Program consists of staff time dedicated to the following activities:
 Developing a program that includes: certification process guidelines, a staffing plan, and forecasting annual proposed costs for the development and implementation of ongoing Artist Affordable Housing Certification Program.  Maintaining a database of affordable artist live/work units located in Berkeley  Maintaining a database of certified artists in Berkeley  Convening a panel of arts professionals and community members to conduct a review for artist certification that might complement an application to low-income live/work housing in Berkeley
 Conducting public outreach workshops for artists interested in becoming certified  Providing information to building owners and developers interested in listing housing opportunities with the program

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley’s Arts & Culture Plan (adopted 2018) determined that affordable housing for artists was an urgent need. Additionally, there is an opportunity in the City of Berkeley to meet this need by utilizing vacant storefronts, as well as integrating artist housing into new housing developments. These strategies would help the City fulfil the goals for increased low-income housing articulated in the Housing Element (adopted 2023).

Artists affordable housing could play a positive role in supporting Berkeley’s cultural resilience, fostering a healthy intergenerational environment in new housing projects, as

Artists Affordable Housing Certification Process CONSENT CALENDAR May 23, 2023
well as activating existing vacant storefronts. Artists can provide a cultural environment that nurtures community in Berkeley’s overall housing development plans.

BACKGROUND
Increasing access to affordable housing and affordable spaces for artists and arts organizations was identified as the top goal in the City of Berkeley Arts & Culture Plan approved by City Council in 2018. Affordable living and workspace for artists is a pressing issue for our community, with artists increasingly priced out and unable to live and work in Berkeley.

In response, the Civic Arts Commission generated a report entitled “Affordable Housing for Artists in Berkeley” (Attachment 1) that includes data about the unique housing and space needs of artists based on a survey and focus groups with diverse artists and cultural workers. The report was presented at the December 8, 2021 Civic Arts Commission meeting and it gave rise to important discussions around housing and work-space affordability for artists and was further studied by an ad hoc Artists Affordable Housing Task Force composed of a Civic Arts Commissioner, a local developer, artists, and nonprofit housing professionals which has been working concurrently with the affordable housing for artists assessment (2020-22).

In response to this affordable housing for artists assessment, Council approved a referral (Attachment 2) on January 25, 2022 requesting that the City Manager, Planning Commission, and Housing Advisory Commission “review, consider, and incorporate recommendations [from the assessment of affordable housing needs for artists in Berkeley] to the greatest extent possible, into the Housing Element update and related planning and zoning processes.” Consultants hired by the City to assist with the development of the Housing Element requested an artist certification process for affordable housing as a prerequisite for including affordable housing for artists into the upcoming Housing Element. To respond, the ad hoc Artists Affordable Housing Task Force, convened to develop recommendations for an artist certification process, which was further developed by the Civic Arts Commission’s Policy Subcommittee. The Artist Certification Process was ultimately approved by the Civic Arts Commission at its May 24, 2022 meeting (Attachment 3).

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no environmental impacts associated with this recommendation.

RATIONALE FOR RECOMMENDATION
An artist certification process is needed in order to determine whether an individual is eligible for affordable housing specifically designated as live/work space for artists.

ALTERNATIVE ACTIONS CONSIDERED
None.