Berkeley City Council
May 7, 2024

Tuesday, May 7, 2024 AGENDA Page 1

P R O C L AM AT I O N

C AL L I N G A S P E C I AL M E E T I N G O F T H E

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

Tuesday, May 7, 2024
4:15 PM
SCHOOL DISTRICT BOARD ROOM - 1231 ADDISON STREET, BERKELEY, CA 94702 TELECONFERENCE LOCATION - 1404 LE ROY AVE, BERKELEY 94708

JESSE ARREGUIN, MAYOR
Councilmembers:

DISTRICT 1 – RASHI KESARWANI DISTRICT 5 – SOPHIE HAHN
DISTRICT 2 – TERRY TAPLIN DISTRICT 6 – SUSAN WENGRAF
DISTRICT 3 – BEN BARTLETT DISTRICT 7 – VACANT
DISTRICT 4 – VACANT DISTRICT 8 – MARK HUMBERT
This meeting will be conducted in a hybrid model with both in-person attendance and virtual participation. If you are feeling sick, please do not attend the meeting in person.

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

This meeting will be conducted in accordance with the Brown Act, Government Code Section 54953 and applicable Executive Orders as issued by the Governor that are currently in effect . Any member of the public may attend this meeting. Questions regarding public participation may be addressed to the City Clerk Department (510) 981-6900.

The City Council may take action related to any subject listed on the Agenda.

Pursuant to the City Council Rules of Procedure and State Law, the presiding officer may remove, or cause the removal of, an individual for disrupting the meeting. Prior to removing an individual, the presiding officer shall warn the individual that their behavior is disrupting the meeting and that their failure to cease their behavior may result in their removal. The presiding officer may then remove the individual if they do not promptly cease their disruptive behavior. “Disrupting” means engaging in beha vior during a meeting of a legislative body that actually disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting and includes, but is not limited to, a failure to comply with reasonable and lawful regulations adopted by a legislative body, or engaging in behavior that constitutes use of force or a true threat of force.

Tuesday, May 7, 2024 AGENDA Page 2

Preliminary Matters
Roll Call:

Action Calendar – Public Hearings
Staff shall introduce the public hearing item and present their comments. For certain hearings, this is followed by five-minute presentations each by the appellant and applicant. The Presiding Officer will request that persons wishing to speak line up at the podium, or use the "raise hand " function in Zoom, to be recognized and to determine the number of persons interested in speaking at that time.

Up to ten (10) speakers may speak for two minutes. If there are more than ten persons interested in speaking, the Presiding Officer may limit the public comment for all speakers to one minute per speaker.

Speakers are permitted to yield their time to one other speaker, however no one speaker shall have more than four minutes. The Presiding Officer may with the consent of persons representing both sides of an issue allocate a block of time to each side to present their issue.

When applicable, each member of the City Council shall verbally disclose all ex parte contacts concerning the subject of the hearing. Councilmembers shall also submit a report of such contacts in writing prior to the commencement of the hearing. Written reports shall be available for public review in the office of the City Clerk.

1. Submission of the PY 2024 (FY 2025) Annual Action Plan Containing Allocations of Federal Funds to Community Agencies and Recommendations of Other Local and State Funding to Community Agencies for FY 2025 - 2028 From: City Manager
Recommendation: Conduct a public hearing on the federal Program Year (PY) 2024, City Fiscal Year (FY) 2025, Annual Action Plan (AAP) for federal Housing and Urban Development Department (HUD) funds, including the allocation of federal funding for community agencies, and upon conclusion, adopt a Resolution:

1. Approving proposed funding allocations under the PY 2024 Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), Home Investment Partnerships Program (HOME), and HOME American Rescue Plan Program (ARP); and

2. Authorizing the City Manager or her designee to execute resultant agreements and amendments with community agencies for the above-mentioned funds; and

3. Allocating 10% of the PY24 HOME funds for HOME program administration, up to 5% to support Community Housing Development Organization (CHDO) operations, and the remaining (approximately 85%) of the PY 2024 HOME funds to the Housing Trust Fund; and

4. Allocating 20% of the PY 2024 CDBG funds to Planning and Administration, up to

17.83% for public services, and the remaining to be distributed to Housing Services and Public Facility Improvements as outlined in Exhibit A with the Public Facility Improvements being a flexible line item should the HUD allocation, program income, or earlier unused funds, be more or less than estimated; and

5. Allocating the allowable 7.5% of the PY 2024 ESG to Administration, $6,676 to the Homeless Management Information System (HMIS) system, up to the allowable 60% to emergency shelter/street outreach, and the remaining amount to Rapid Rehousing as outlined in Exhibit A; and

6. Authorizing staff to finalize the PY 2024 Annual Action Plan for submission to the U.S. Department of Housing and Urban Development, including the planned expenditures of HUD funds, required HUD application forms and certifications, and all other HUD-required information; and

Action Calendar – Public Hearings

Tuesday, May 7, 2024 AGENDA Page 3

7. Authorizing the City Manager or her designee to execute and submit all documents necessary to receive the City’s entitlement grants under the CDBG, ESG, and HOME Programs; and

8. Authorizing Health, Housing, and Community Services (HHCS) staff to work with the Alameda County to allocate Berkeley’s Homeless Housing Assistance and Prevention (HHAP) funds.

Financial Implications: See report
Contact: Tanya Bustamante, Health, Housing, and Community Services, (510) 981- 5400
Adjournment
I hereby request that the City Clerk of the City of Berkeley cause personal notice to be given to each member of the Berkeley City Council on the time and place of said meeting, forthwith.

IN WITNESS WHEREOF, I have hereunto set my hand and caused the official seal of the City of Berkeley to be affixed on April 26, 2024.

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

ATTEST:

Date: April 26, 2024
Mark Numainville, City Clerk

NOTICE CONCERNING YOUR LEGAL RIGHTS: If you object to a decision by the City Council to approve or deny an appeal, the following requirements and restrictions apply: 1) Pursuant to Code of Civil Procedure Section 1094.6 and Government Code Section 65009(c)(1)(E), no lawsuit challenging a City decision to deny or approve a Zoning Adjustments B oard decision may be filed and served on the City more than 90 days after the date the Notice of Decision of the action of the City Council is mailed. Any lawsuit not filed within that 90-day period will be barred. 2) In any lawsuit that may be filed aga inst a City Council decision to approve or deny a Zoning Adjustments Board decision, the issues and evidence will be limited to those raised by you or someone else, orally or in writing, at a public hearing or prior to the close of the last public hearing on the project.

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

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

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

Tuesday, May 7, 2024 AGENDA Page 4
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the public counter at the City Clerk Department located on the first floor of City Hall located at 2180 Milvia Street as well as posted on the City's website at https://berkeleyca.gov/.

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

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

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

COMMUNICATION ACCESS INFORMATION:

This meeting is being held in a wheelchair accessible location.

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

Please refrain from wearing scented products to this meeting.

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

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

PUBLIC HEARING
May 7, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Margot Ernst, Interim Deputy Director, Health, Housing, and Community Services
Subject: Submission of the PY 2024 (FY 2025) Annual Action Plan Containing Allocations of Federal Funds to Community Agencies and
Recommendations of Other Local and State Funding to Community Agencies for FY 2025 - 2028

RECOMMENDATION
Conduct a public hearing on the federal Program Year (PY) 2024, City Fiscal Year (FY) 2025, Annual Action Plan (AAP) for federal Housing and Urban Development Department (HUD) funds, including the allocation of federal funding for community agencies, and upon conclusion, adopt a Resolution:

1. Approving proposed funding allocations under the PY 2024 Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), Home Investment Partnerships Program (HOME), and HOME American Rescue Plan Program (ARP); and

2. Authorizing the City Manager or her designee to execute resultant agreements and amendments with community agencies for the above-mentioned funds; and

3. Allocating 10% of the PY24 HOME funds for HOME program administration, up to 5% to support Community Housing Development Organization (CHDO) operations, and the remaining (approximately 85%) of the PY 2024 HOME funds to the Housing Trust Fund; and

4. Allocating 20% of the PY 2024 CDBG funds to Planning and Administration, up to 17.83% for public services, and the remaining to be distributed to Housing Services and Public Facility Improvements as outlined in Exhibit A with the Public Facility Improvements being a flexible line item should the HUD allocation, program income, or earlier unused funds, be more or less than estimated; and

5. Allocating the allowable 7.5% of the PY 2024 ESG to Administration, $6,676 to the Homeless Management Information System (HMIS) system, up to the

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

allowable 60% to emergency shelter/street outreach, and the remaining amount to Rapid Rehousing as outlined in Exhibit A; and

6. Authorizing staff to finalize the PY 2024 Annual Action Plan for submission to the U.S. Department of Housing and Urban Development, including the planned expenditures of HUD funds, required HUD application forms and certifications, and all other HUD-required information; and

7. Authorizing the City Manager or her designee to execute and submit all documents necessary to receive the City’s entitlement grants under the CDBG, ESG, and HOME Programs; and

8. Authorizing Health, Housing, and Community Services (HHCS) staff to work with the Alameda County to allocate Berkeley’s Homeless Housing Assistance and Prevention (HHAP) funds.

SUMMARY
As detailed in Attachment 1, Exhibit A, the HHCS Department recommends allocating $2,903,402 (estimated) in CDBG funds; $1,473,917 of which would be used for housing services activities, $453,921 for public services, and $393,884 for the Public Facility Improvements program which is currently operating on a rolling application basis as funds are available, and funding for a Community Facility Improvement Program administered by a nonprofit. HHCS also recommends allocating $232,452 in ESG funds, to be used to support people who are literally homeless; and $749,633 (estimated) in HOME funds, $644,670 of which would be allocated to the Housing Trust Fund.

This report also includes authorization for the required submission of the Annual Action Plan (Attachment 2), which details the City’s plans for implementing the CDBG, HOME, and ESG programs in the federal PY 2024; which corresponds to the City’s FY 2025.

In addition to the federal funds, a summary of all recommended community agencies annual allocations for the four-year funding cycle (FY 2025-2028), including General Fund (GF), Community Services Block Grant (CSBG), Measure E, and others are included in Attachment 7, Exhibit A. The action Council is being asked to take tonight to approve the Annual Action Plan applies to only the CDBG, ESG and HOME funds, even though all funding sources are reflected in the attached tables. The City Manager requests that Council take action on non-federal funding allocations through the regular FY2025 budget adoption process ending on June 25, 2024.

FISCAL IMPACTS OF RECOMMENDATION
Approval of the PY 2024 AAP does not have an impact on the General Fund as it is solely committing the City’s entitlement grant allocations under the Federal Department of Housing and Urban Development’s CDBG, HOME, and ESG programs. General funds, including required leveraged funds for HUD programs, are awarded separately.

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

The Federal funding allocations for PY 2024 (FY 2025) have not been announced, and the City of Berkeley program income and earlier unused funds from both HOME and CDBG funded activities cannot be finalized until the close of the fiscal year, so they remain estimates. If adjustments are needed due to an increase or decrease in the annual entitlement allocations, program income, or earlier unused funds, those adjustments will be allocated to program administration and public services in accordance with the allowable regulatory percent caps, with the remaining being allocated to the Public Facility Improvements program for CDBG, and the Housing Trust Fund program for HOME.

CDBG
Staff anticipates receiving $250,000 in program income from CDBG-funded activities for PY2024 (FY2025). Together with the anticipated $2,653,402 HUD award for CDBG funds, this will provide the City with an estimated total of $2,903,402 in CDBG funds available for allocation in PY 2024.

Staff funding recommendations are summarized below in Table 1 with additional detail provided in the attached Exhibit A. Due to the expenditure caps on administration and public services, the program income and carry forward funds are only available for housing services, public & community facility projects, and the Housing Trust Fund. If the total CDBG funds available are more or less than the estimated $2,903,402, the difference will either be added to or subtracted from the amount allocated to the Public Facility Improvements program, alongside any adjustment necessary to adhere to the administration and public services caps.

Table 1: CDBG
PY 2024 (FY 2025)
HUD Award Program
Income
Carry
Forward
Funds
Total
Funds Available (estimated) $2,653,402 $250,000 $0 $2,903,402

Proposed Funding Plan
Housing Services $1,473,917 $1,473,917
Public Services (17.83% cap) $453,921 $453,921
Public & Community Facility
Improvements
$144,884 $250,000 $0 $394,884
Planning and Admin (20%
cap)
$580,680 $0 $580,680
Total Expenditures $2,653,402 $250,000 $0 $2,903,402

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

HOME
Staff anticipates receiving a HUD allocation of $729,633 in HOME funds for PY 2024.

The City expects to add $20,000 (anticipated) in HOME program income, for a total of $749,633 in HOME funds available for PY 2024. Staff funding recommendations are summarized below in Table 2 with additional detail provided in the attached Exhibit A.

Should the HOME allocation or program income receipts differ from the estimate, staff recommends that the City continue to utilize up to the maximum possible for administration (10%) and Community Housing Development Organization (CHDO) operations (5%), with the remaining adjustments applied to the Housing Trust Fund program.

Table 2: HOME
PY 2024 (FY 2025)
HUD
Award
Program
Income Total
Funds Available
(estimated)
$729,633 $20,000 $743,633

Proposed Funding Plan
CHDO Operations $30,000 $30,000
HTF Projects $626,670 $18,000 $644,670
Administration (10%) $72,963 $ 2,000 $74,963
Total Expenditures $729,633 $20,000 $749,633
ESG
The City’s ESG entitlement for PY 2024 is $232,452. Staff funding recommendations are summarized below in Table 3 with additional detail provided in the attached Exhibit A. Staff recommends utilizing the maximum possible for administration (7.5% of the grant), allocate $6,676 to Homeless Management Information System (HMIS) support, up to 60% be used for emergency shelter/street outreach ($139,471), and that the remainder will be used for rapid rehousing ($68,871).

Table 3: ESG
PY 2024 (FY 2025)
HUD Award
Funds Available (estimated) $232,452

Proposed Funding Plan

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

Rapid Rehousing $ 68,871
Emergency Shelter and Street Outreach (60%) $ 139,471
Homeless Management Information System $6,676
Administration (7.5%) $ 17,434
Total Expenditures $232,452
Homeless Housing Assistance and Prevention (HHAP)
Alameda County received State HHAP Round 4 funds on behalf of the City of Berkeley.

Once Berkeley advises Alameda County on the recommended vendors and program scopes, Alameda County will enter into contracts directly with the vendor. The County received $498,457 on behalf of Berkeley that needs to be allocated and spent in FY 2025.

CURRENT SITUATION AND ITS EFFECTS
In order to receive its annual allocation of CDBG, ESG, and HOME funds the City is required to submit an Annual Action Plan to HUD typically by mid-May each year.

However, in years such as this year, when we have yet to receive our HUD award, Council adopts the draft plan based on projections and estimated allocations. Council regularly allocates the majority of CDBG and ESG funds to community agencies for housing or other public services, and for community facility improvements. The majority of the HOME allocation is usually placed into the City’s Housing Trust Fund, consistent with its narrow range of allowable uses.

City Council is asked to approve the Annual Action Plan, including allocations of CDBG, ESG, and HOME funds, which must be submitted to HUD. Accepting HUD funds and executing subsequent activities as defined in the Annual Action Plan advances the City’s Strategic Plan Priority to create affordable housing and housing support services for our most vulnerable community members.

In addition to the HHAP Round Four (4) funding received by Alameda County, additional Round 4 and future funding Rounds may become available. If additional funding is allocated to Berkeley, HHCS will work with Alameda County to continue to fund HHAP funded interim housing programs in Berkeley.

BACKGROUND
HUD regulations governing CDBG, ESG, and HOME funds require that the City of Berkeley submit an Annual Action Plan (AAP). HUD provides a template for the AAP which dictates much of the form and content of the document. The PY 2024 Annual Action Plan, covering the period July 1, 2024 through June 30, 2025, describes the City’s strategy for achieving the goal of developing and maintaining a viable urban community through the provision of decent housing and a suitable living environment,

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

while expanding economic, health, and educational opportunities principally for households with incomes at or below 80% of Area Median Income (see Attachment 2).

The PY 2024 AAP is based on goals in the City’s Five-Year Consolidated Plan (PY 2020 – 2024), which examines housing needs and establishes funding priorities for affordable housing and services for a wide range of low-income populations. HUD requires the involvement of the public in the creation of each Annual Action Plan.

Berkeley’s public participation process began on March 13, 2024 with a public meeting of the Housing Advisory Commission (HAC) and will culminate in the May 7, 2024 public hearing. The HAC’s purpose includes advising City Council on allocations of CDBG, HOME and ESG funding.

The HAC, at its March 13, 2024 meeting, voted to recommend the City Council adopt the Annual Action Plan (AAP) for Federal Program Year (PY) 2024 (M/S/C: Ortiz- Cedeño / Braslaw. Vote - Ayes: Bell, Braslaw, Calavita, Mendonca, Ortiz-Cedeño, and Potter. Noes: none. Abstain: none. Absent: Xavier Johnson [unexcused], and Simon- Weisberg [unexcused]).

Community Agency Allocation Process
The City of Berkeley integrates multiple funding sources into one consolidated Request for Proposals (RFP) and allocation process for community agencies for a four-year funding cycle. The funds allocated through this process are dedicated to supporting public services, homeless services, youth services, health services, disability services, housing services, capital projects, and other services benefiting individuals with incomes at or below 80% of Area Median Income (AMI). Oversight of the RFP and allocation process is managed by the Health, Housing, and Community Services Department which coordinates the review process across four commissions/review bodies: the Housing Advisory Commission (HAC), Homeless Services Panel of Experts (HSPOE), Human Welfare and Community Action Commission (HWCAC), and the Youth Review Panel (YRP). This integrated allocation process provides specific recommendations for distributing CDBG and ESG funds to community agencies.

During this funding process 49 unduplicated agencies applied for over $26,194,297 million in funding for 91 programs, including 19 new programs. For comprehensive insights into this process and the rationale behind all the funding recommendations including CDBG, CSBG and City GF, please refer to the accompanying commission reports and the City Manager’s rationale (Attachments 3 – 7).

Funding recommendations represent annual amounts approved by Council as part of each year’s budget, and specifically for the first year of the cycle (FY 2025). Funding amounts for the subsequent three years (FY 2026-2028) may be adjusted based on changes in available funds. Programs that receive funding will enter into four-year contracts starting in July 2024, contingent upon the contractor fulfilling the agreed upon scope of services. The current community agency contract boilerplate stipulates that the

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

City has retains the authority to terminate contracts under various circumstances, including the contractor’s failure to fulfill obligations. This provision ensures that funds are utilized effectively to achieve the intended goals throughout the four-year contact term.

Community Development Block Grant (CDBG)
The U.S. Department of Housing and Urban Development (HUD) will allocate $2,653,402 (estimate) in CDBG funds to the City of Berkeley for FY 2025. Program income in the amount of $250,000 is also anticipated for FY 2025. The City Manager and HAC recommend allocating CDBG funding for Public Services, Housing Services and Community Facilities Improvements. Of the funds available, the City will allocate an estimated $580,680 to Planning and Administration (capped at 20%), $453,921, to public services (capped at 17%), $1,473,917 (estimate) to Housing Services and $394,884 (estimate) to Public and Community Facility Improvements.

Emergency Solutions Grant (ESG)
The U.S. Department of Housing and Urban Development (HUD) will allocate $232,452 (estimate) in ESG funds to the City of Berkeley for FY 2025. ESG funds can be used for homeless emergency shelter renovations, operations and services, homeless street outreach, the operation and development of a Homeless Management Information System, rapid re-housing, homeless prevention, and administration. In FY 2025 ESG funds are recommended to be used for Bay Area Community Services (BACS) Stair Navigation Center operations ($139,471) and rapid rehousing services ($68,871) for households who are literally homeless in Berkeley and referred through the North County Housing Resource Center (HRC) Coordinated Entry Service System. The Navigation Center is expected to serve 100 households. Seven households will be supported with rapid rehousing services, which includes rental assistance, financial assistance and stabilization services. ESG funds in the amount of $6,676 will continue to be used to support the County-wide Homeless Management Information System, known as InHouse, and 7.5% or $17,434 (estimate) of the overall allocation will be used for administration of the program.

Home Investment Partnership Program (HOME)
The U.S. Department of Housing and Urban Development (HUD) will allocate $729,633 (estimate) in HOME funds to the City of Berkeley for FY 2025. Program income in the amount of $20,000 is also projected for FY 2025. Of the funds available, 85% is recommended for the Housing Trust Fund, up to 5% for CHDO operating and 10% for program administration (Attachment 1, Exhibit A).

HOME - American Rescue Plan (ARP)
The U.S. Department of Housing and Urban Development (HUD) allocated $2,735,696 in HOME-ARP funds to the City of Berkeley through September 2030. On March 21, 2023 the Berkeley City Council voted to amend and submit the PY 2021 Annual Action Plan to include the HOME-ARP funds and allocate up to the allowable 15% to planning

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

and admin, up to the allowable 5% for nonprofit capacity building and the remaining 80% to supportive services to qualifying populations. Of the funds available, up to 85% is recommended to fund the City’s Housing Retention Fund to provide arrears rental assistance to reduce the number of households falling into homelessness.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Upon release of the RFP for CDBG, ESG, and HOME funding in FY 2024 (PY 2023), applicants were encouraged to propose projects that met various City-wide goals, such as the Climate Action Plan. Projects funded with CDBG, ESG, and HOME are required to follow state and local regulations, including those related to green building and energy. CDBG funding for community facility projects places a priority on projects that promote energy efficiency and improve accessibility. Single family rehabilitation, including energy efficiency, was a funding priority in the FY 2025 RFP (PY 2024). With these recommendations (Attachment 1, Exhibit A) the City will continue funding both City-administered and community agency-administered programs. Each program funded by HUD funds also undergoes an Environmental Review to understand and mitigate possible environmental impacts.

RATIONALE FOR RECOMMENDATION
Submission of the PY 2024 Annual Action Plan is required to continue to receive CDBG, ESG, and HOME funds. The allocations recommended in this report and shown in Attachment 1, Exhibit A, are in keeping with the goals outlined in the City’s five-year Consolidated Plan; which Council approved in April 2020.

Community Agency Allocations
Commissioners and City staff reviewed proposals from January through March. The City Manager recommendations largely align with the commissions on which programs to fund, however the exact amounts for the individual recommendations differ in many cases because of differences in approach from the City Manager as compared to the four commissions (YRP, HAC, HWCAC and the HSPOE). However, there are a small handful of programs where the City Manager and commission recommendations completely differ. For a full discussion of the City Manager’s recommendations, see Attachment 7.

Community Development Block Grant (CDBG) Allocations
The City Manager proposes to use the maximum allowable amount (20%) of CDBG funds for Planning and Administration of the program. The remaining CDBG funds are allocated across three main categories: Public Services (capped at 17.83%), Housing Services, and Public & Community Facility Improvements. The funding recommendations put forth by the City Manager and the HAC Commission are aligned except for two funding recommendations

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

The City Manager recommends reallocating CDBG funds from Habitat for Humanity East Bay/Silicon Valley’s (HEBSV) Single Family Housing Rehabilitation Program to support a minimal increase to the City of Berkeley’s Loan Services’ RFP application and to CDBG funding to Rebuilding Together East Bay-North’s Community Facility Improvement Program. Redirecting funds from HEBSV to a community facility improvement program is crucial for maximizing the impact of the City's resources.

Investing in community facilities that serve low-income people enhances the quality of life for a broader segment of Berkeley’s population, fostering social cohesion and well- being. By prioritizing improvements in community facilities, we amplify our support for organizations that serve diverse community needs. This strategic reallocation aligns with our commitment to creating vibrant, inclusive communities while ensuring the efficient use of available funds.

The HSPOE also makes recommendations for agencies that receive CDBG (public services) and ESG funding. The HSPOE recommended continued CDBG funding for the Bay Area Community Services (BACS) Coordinated Entry System. Those recommendations and all detailed CDBG proposed allocations are summarized in Attachment 1, Exhibit A.

Emergency Solutions Grant (ESG) Allocations
The City continues to encourage homeless services shelter providers to focus on improving successful housing outcomes, and shortening the length of time clients are homeless. In FY 2025, the BACS Stair Navigation Center will be converted from a congregate to a non-congregate shelter. The City continues to recommend using ESG funds for both shelter operations and rapid rehousing activities. Staff propose to use the allowable 7.5% of the ESG allocation to Administration, and $6,676 to the HMIS system.

HOME Allocations
Staff propose to use the maximum allowable amount of HOME funds for administration of the program (10%), up to the maximum amount allowed (5%) for Community Housing Development Organization (CHDO) operating support and placing the remainder in the City’s Housing Trust Fund.

ALTERNATIVE ACTIONS CONSIDERED
The PY 2024 Annual Action Plan includes opportunities for public and Housing Advisory Commission input and comments. Comments are considered throughout the process and are reflected in the report. No other alternative actions are currently being considered. The recommendations presented in the Annual Action Plan and the attachments represent the culmination of a public hearing, multiple public meetings, and more than five months of coordinated effort by four commissions/review bodies and staff in HHCS as well as the City Manager’s Office. In the process, staff and commissions have carefully reviewed and debated many considerations and alternatives before arriving at those presented here. Additional public and Council comments from the final public hearing on May 7, 2024 in front of City Council will be included in this report.

Submission of the PY 2024 (FY 2025) Annual Action Plan PUBLIC HEARING Allocations of Federal Funds and Other Funding to Community Agencies FY 2025 - 2028 May 7, 2024

Failure to approve the PY 2024 Annual Action Plan for submission to HUD could result in delays or loss of this funding.

CONTACT PERSON
Rhianna Babka, Program Manager, HHCS, (510) 981-5408
Attachments:
1: Resolution
Exhibit A: CDBG/ESG/HOME Allocations Spreadsheet
2: City of Berkeley PY 2024 Final DRAFT Annual Action Plan 3: Housing Advisory Commission (HAC) Report
4: Homeless Services Panel of Experts (HSPOE) Report
5: Human Welfare and Community Action Commission (HWCAC) Report 6: Youth Review Panel (YRP) Report
7: City Manager’s Rationale: Community Agency Allocations FY 2025-2028 Exhibit A: Chart of Community Agency Allocations FY2025-2028 8: Public Hearing Notice

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

SUBMISSION OF THE PY 2024 ANNUAL ACTION PLAN, INCLUDING ALLOCATIONS

OF FEDERAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG), EMERGENCY

SOLUTIONS GRANT (ESG), AND HOME INVESTMENT PARTNERSHIP GRANT (HOME) FUNDS
WHEREAS, the submission of the PY 2024 Annual Action Plan is a requirement the City must meet in order to receive its allocation of CDBG, ESG and HOME funds, available for the period July 1, 2024 through June 30, 2025 from the federal Department of Housing and Urban Development; and
WHEREAS, on March 13, 2024 the Housing Advisory Commission (HAC) made funding recommendations that City council adopt the PY 2024 Annual Action Plan including the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Programs; and
WHEREAS, on May 7, 2024, the City Manager made funding recommendations to City Council on the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Programs as contained in Exhibit A attached to this resolution; and
WHEREAS, the City will continue to use the maximum allowable under all three HUD programs for administration, as well as adhere to other program expenditure caps by category in accordance with HUD regulations; and
WHEREAS, the City has established the following budget codes in FUNDS: CDBG 370- various, ESG: 045-7902-331-1001, HOME: 040-various and General Fund: 010-various and the equivalent budget codes in ERMA: CDBG 128-various, ESG: 311-various, HOME: 310-various and General Fund: 011-various; and
WHEREAS, HUD allocated $2,735,696 in HOME-ARP funds to the City of Berkeley through September 2030 and on March 21, 2023 the Berkeley City Council voted to amended the PY 2021 Annual Action Plan to include the HOME-ARP funds and allocate up to the allowable 15% to planning and admin, up to the allowable 5% for nonprofit capacity building and the remaining 80-85% to supportive services to qualifying populations, including arrears rental assistance; and
WHEREAS, the City confirms that HUD allocations proposed in this plan supplement and do not supplant any general or other local funds that have already been appropriated or allocated for the same purpose; and

May 7, 2024
WHEREAS, the City’s allocation of State Homeless Housing, Assistance and Prevention (HHAP) Round 4 funds is $498,457, and must be used on eligible HHAP activities, which includes interim housing operations.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that that the City Manager or her designee is authorized to:

1. Execute any resultant agreements and amendments for agencies receiving funding under the CDBG, ESG, HOME or HOME-ARP Program in accordance with the proposal approved hereunder. If the federal government does not allocate sufficient funds to cover the allocations attached to this resolution in this year or subsequent years, the City may either terminate the resultant agreements with agencies without any liability occurring to the City. A record copy of said contracts and any amendments are on file in the Office of the City Clerk; and

2. Allocate 20% of the PY 2024 CDBG funds to the Planning and Administration, up to 17.83% for public services, and the remaining to be distributed to Housing Services and Community Facility Improvements as outlined in Exhibit A with the Public Facility Improvements being a flexible line should the HUD allocation and/or program income and earlier unexpended funds be more or less than anticipated; and

3. Amend CDBG public services expenditure contracts proportionately should the CDBG award be less than expected, while maintaining the 17.83% cap on public services; and

4. Allocate 10% for HOME program administration, up to 5% to support CHDO operations, and the remaining (approximately 85%) of the PY 2024 HOME funds to the Housing Trust Fund; and

5. Allocate the allowable 7.5% of the PY 2024 ESG to Administration, $6,676 to the HMIS system, up to the allowable 60% to emergency shelter/street outreach, and the remaining amount to Rapid Rehousing as outlined in Exhibit A, and

6. Finalize the PY 2024 Annual Action Plan, including planned expenditures, adding required HUD application forms and certifications, and including other HUD- required information, submit it to the U.S. Department of Housing and Urban Development (HUD), and execute all documents necessary to receive the City’s entitlement grants under the CDBG, ESG and HOME Programs,

7. Allocate up to the allowable 85% of HOME-ARP funds, divided evenly over a four- year period, to support arrears rental assistance supportive services for qualifying populations, through the City’s designated provider of the Berkeley Housing

May 7, 2024
Retention Fund Program to support housing stability and reduce the number of households falling into homelessness.

BE IT FURTHER RESOLVED that the City Manager or her designee is authorized to execute or amend contracts with agencies receiving funding under the CDBG, ESG, HOME or HOME-ARP Program in accordance with the proposals approved hereunder. A record copy of said contracts and any amendments are on file in the Office of the City Clerk.

BE IT FURTHER RESOLVED that the City Manager or her designee is authorized to work with Alameda County to allocate Berkeley’s Homeless Housing Assistance and Prevention (HHAP) Round 4 in amount of $498,457 to Insight Housing to continue to provide interim housing operations in Berkeley.

BE IT FURTHERED RESOLED that the City Manager or her designee is authorized to work with Alameda County to allocate future HHAP Round funding to support eligible activities including interim housing operations at Insight Housing’s interim housing shelters.

BE IT FURTHER RESOLVED that the City Manager or her designee is authorized to use the following invoicing/reporting system in contract administration, but maintains the discretion of requiring more frequent invoices and reports from new grantees or in contracts deemed to require closer scrutiny, and also maintains the discretion to terminate contracts based on factors outlined in the contract boilerplate, including, but not limited to, the contractor’s failure to fulfill obligations:

Fiscal Reports:
 All agencies, regardless of funding level, are required to submit quarterly statements of expense and quarterly requests for advance payment. The final statement of expense for each fiscal year must be accompanied by a copy of the agency’s General Ledger and a Statement of Revenues and Expenditures for each program.

Program Reports:
 Agencies funded with non-federal funding: End-of-year narrative summary of accomplishments for the following types of programs, due by July 31: 1) Drop-In and Respite Services only with no intensive case management attached, 2) Meal Programs, and 3) Recreation Services.
 All other agencies with non-federal funding: Two program reports, due by January 31 and July 31;
 Agencies with federal funding (any amount): Four program reports due by October 31, January 31, April 30, and July 31.

May 7, 2024
BE IT FURTHER RESOLVED that the City Manager or her designee is authorized to refuse to execute a contract with any agency that has not provided required contract exhibits and documentation within 90 days of award of funding.

BE IT FURTHER RESOLVED that the City Manager or her designee is authorized to recapture any unspent CDBG funds awarded to an agency for a facility improvement contract as awarded under the Notice of Funding Availability (NOFA), if the funds are not spent by June 30, 2025.

Exhibit
A: CDBG, ESG, and HOME Proposed PY 2024 (FY 2025) Proposed Allocations

May 7, 2024

EXHIBIT A
Proj. # Agency Project Name PY24 Estimated
Allocations
1 Center for Independent Living Residential Access $211,600 2 Habitat for Humanity Housing Rehabilitation Grant Program $154,280 3 HHCSD* Loan Services $77,009
4 HHCSD Senior and Disabled Rehab Program $393,853
5 HHCSD Rehab Loans $100,000
6 HHCSD Housing Development: M/F Rehab $537,175
Subtotal Housing Projects $1,473,917
7 Bay Area Community Services Coordinated Entry System $418,921 8 Eden Housing for Hope and Opportunity Fair Housing $35,000 Subtotal Public Services Projects $453,921
9 Rebuilding Together East Bay North Community Facility Program $93,780 10 HHCSD Public Facility Improvements $168,199

10.a HHCSD** PY24 Public Facility Improvement Program - Funds available for NOFA $132,905
Subtotal Public Facilities Projects $394,884
11 HHCSD CDBG Planning and Administration $580,680
Subtotal Planning & Admin Projects $580,680
**GRAND TOTAL ALL CDBG PROJECTS $2,903,402
ESG
12 BACS Rapid Re-Housing Project $68,871
13 BACS Emergency Shelter and Street Outreach $139,471
14 HHCSD Homeless Management Information System $6,676
15 HHCSD Program Planning and Administration $17,434
GRAND TOTAL ALL ESG PROJECTS $232,452
HOME
16 HHCSD HOME Administration $74,963
17 CHDO Operating Funds CHDO Operating Funds $30,000
18 HHCSD Housing Trust Fund $644,670
***GRAND TOTAL ALL HOME PROJECTS $749,633
Notes:
***Assumes $20,000 in Program Income
Attachment 1
Annual Action Plan for PY24 (FY25)
City of Berkeley CDBG, ESG and HOME Projects for 7/1/2024 - 6/30/2025 CDBG
* HHCSD = City of Berkeley Health, Housing & Community Services Department **Includes estimated Program Income, in the amount of $250,000 and an estimated amount of $0 in unused carry forward funds. If additional funds become available they will be added to line 10.a, Community Facility Improvement Program NOFA.

CITY OF BERKELEY
ANNUAL ACTION PLAN
FOR HOUSING AND COMMUNITY DEVELOPMENT
JULY 1, 2024 – JUNE 30, 2025 (PY 2024)
For the U.S. Department of Housing and Urban
Development
San Francisco Field Office of Community Planning
and Development
May, 2024
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
2 Table of Contents
Executive Summary ....................................................................................................................................... 4 AP‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b) ........................................................................ 4 PR‐05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 8 AP‐10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 9 AP‐12 Participation – 91.105, 91.200(c) ................................................................................................. 14 Expected Resources .................................................................................................................................... 20 AP‐15 Expected Resources – 91.220(c)(1,2) ........................................................................................... 20 Annual Goals and Object
ives ...................................................................................................................... 25 Projects ................................................................................................................................................... 30 AP‐35 Projects – 91.220(d) ..................................................................................................................... 30 AP‐38 Project Summary .......................................................................................................................... 32 AP‐50 Geographic Distribution – 91.220(f) ............................................................................................. 38 Affordable Housing ..................................................................................................................................... 39 AP‐55 Affordable Housing – 91.220(g) ................................................................................................... 39 AP‐60 Public Housing – 91.220(h) ........................................................................................................... 40 AP‐65 Homeless and Othe
r Special Needs Activities – 91.220(i) ............................................................ 41 AP‐75 Barriers to affordable housing – 91.220(j) ................................................................................... 44 AP‐85 Other Actions – 91.220(k) ............................................................................................................ 47 Program Specific Requirements .................................................................................................................. 54

Attachment 1: Estimated Allocations City of Berkeley CDBG, ESG, and HOME Projects – Draft attached Attachment 2: Public Notice and Community Participation Summary – To be attached with final AAP Attachment 3: City of Berkeley, Emergency Solutions Grant Policies and Procedures Manual , City of Berkeley Emergency Solutions Grant Rapid Rehousing and Prevention Assistance Policies and Procedures Manual; Systemwide Performance Targets for Rapid Re‐Housing Services, Emergency Shelters and Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
3 Outreach Services; and Homeless Solutions in Alameda County, ESG‐CV standards and expectations – To be attached with final AAP

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
4 Executive Summary
AP‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b)

1.  Introduction
This Annual Action Plan is the 5th Annual Action Plan for the current Consolidated Planning period.

2.  Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The City of Berkeley (COB) has ambitious objectives for spending its federal entitlement grant funding.

Berkeley allocates these and other state and local funds to maximize assistance for its low and moderate‐in
come households through:
 Housing acquisition, rehabilitation, repair, and accessibility improvements,  Assisting homeless adults and families including those with disabilities and other special needs, through emergency shelter, transitional housing, and service‐enriched affordable, supportive housing; and
 Funding public facilities im
provements to protect and sustain the infrastructure critical to community services and economic vitality in Berkeley.

The COB has long placed a high priority on affordable housing and community services because they reflect important community values. The City now invests more General Fund dollars into related programs tha
n it receives in federal funding for these activities. The City is committed to maintaining high‐quality programs for those in need but faces challenges due to uncertainty in future federal funds available. At the same time, American Recovery Program, ESG, HOME, Consolidated Plan, and Annual Action Plan funding and/or requirements have substantially increased. Changing fundin g and increased
administrative burdens impact the City’s ability to address all of the many needs identified.

Approved Allocations. As summarized in AP‐38 and detailed in Attachment 1, the COB plans to allocate $2,653,402 (estimate) in Community Development Block Grant (CDBG) funds together with $TBD (estimate)in prior years’ carryover and $250,000 (estimate) in CDBG program income to fund:
 $1,567,697 (estimate) in housing projects and programs;  $453,921 (estimate) in public services;
 $301,104 (estimate) for community and public facilities activities; and  $580,680 (estimate) to administer all facets of the City’s CDBG program.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
5 The COB will utilize its PY24 ESG allocation of $232,452 (estimate) to serve literally homeless people through the City’s TBD (Pathways STAIR) Program ($208,342), support the County‐wide Homeless Management Information System, ($6,676) and support its program planning and administration activities at 7.5% ($17,434 estimated). The City takes care in calculating the shelter and outreach do not exceed 60% of our annual ESG grant. For PY24, the City’s ESG program allocation has been split with $68,871 allocated to Rapid Re‐Housing and $139,471 allocated to Shelter and Outreach. This is evidenced in Attachment 1.

The COB will utilize its PY24 HOME allocation of $729,633 (estimate) and $20,000 (projected) in program income for program administration at 10% ($74,963 estimate) including projected program income), Community Housing Development Organization (CHDO) operations ($30,000) and will allocate the remaining balance to its Housing Trust Fund ($644,670 estimate).

3.  Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

The City reviews and evaluates its performance through its annual submission of the Consolidated Annual Performance and Evaluation Report. The City tracks single family and multi‐family housing rehabilitation efforts and housing development efforts.

The City's Single‐Family Rehabilitation (SFR) program comprised of 1) the City's Senior and/or Disabled
Rehab Home Loan Program (SDRLP), 2) the Center for Independent Living, and 3) Habitat for Humanity East Bay/Silicon Valley is evaluated on an ongoing basis to ensure that the most significant health and safety improvements are prioritized and that sufficient outreach is occurring to increase the number of unduplicated households served overtime.

The City currently operates the public facility improvement program as a rolling RFP/NOFA as funds become available. Unused
PY20 and available PY21 funds were applied for and awarded for the West Berkeley Service Center. The project is underway and expected to be completed by the end of PY24.

PY22
facility funds were awarded to the Larkin Street Turning Point facility rehabilitation. The City awarded the remaining PY22 public facility funds for a rehabilitation project at Insight Housing’s (formerly Berkeley Food and Housing Project) Dwight Way Center, Ala Costa Centers, and BOSS’s Ursula Sherman Village.

Outcomes for all pu
blic services community agency programs funded with federal funds are tracked, and prior outcomes are used to inform funding decisions. The City also uses countywide Homeless Count and program outcome data to inform its goals on homelessness.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
6 4.  Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

The City typically completes a fall public hearing with one or more commissions to obtain input on community needs. In preparation for the PY24 Annual Action Plan, the City satisfied the Citizen Participation Plan public hearing requirement by conducting two public hearings (January 2024 and May 2024) one in response to the Community Agency Request for Proposal (RFP) that includes CDBG, ESG
and HOME‐ARP funding and the other in response to AAP planning.

The draft Annual Action was posted on the City's website, and shared with the Housing Advisory Commission (HAC) March 13, 2024 meeting.  At its March meeting, the HAC approved/approved with modifications (TBD) the PY24 Draft Annual Action Plan. A Public Hearing on the PY24 Draft Annual Action Plan was held on May 7, 2024 before the Berkeley City Council.  Outreach was accomplished via electronic flyer mailings to interested parties, including Alameda County‐wide Homeless Continuum of Care, community agencies serving low‐income people, and public buildings such as recreation ce nters, senior centers, libraries and other government buildings.

5.  Summary of public comments
The January 25, 2024 Public Hearing on Community Needs had over 13 community members in attendance and heard comment and testimony from 13 individuals. Community members expressed requests for increased promotion of public hearings and the need for more direct outreach. They advocated for increased homeless services and emphasized the importance of accountability and transparency regarding funding and services. Additionally, there was support for programs integrating workforce development with homeless services and a focus on fair housing enforcement. Concerns about ADA facilities, particularly at homeless
‐serving organizations, were raised, along with a general call for transparency and accountability in community funding allocation by the City to ensure the needs of the people are met.

There were TBD public comments and a discussion among commissioners at the Housing Advisory Commission (HAC) meeting on March 13, 2024. Comments included TBD. Following the public comment, a discussion by members of the HAC ensued to finalize the recommendations on FY25‐28 funding to Berkeley City Council.

Public comment at the May 7, 2024 City Council Public Hearing included testimony from TBD individual(s). The public and Council discussion included TBD.

6.  Summary of comments or views not accepted and the reasons for not accepting them Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
7 All comments were accepted and/or addressed and will remain recorded in this report should additional HUD funds become available for public services and housing.  TBD of the comments received resulted in changes to the Plan.

7.  Summary
None.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
8 PR‐05 Lead & Responsible Agencies – 91.200(b)

1.  Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role  Name  Department/Agency

CDBG Administrator  BERKELEY  Health, Housing & Community Services Department
HOME Administrator  BERKELEY  Health, Housing & Community Services Department
ESG Administrator  BERKELEY  Health, Housing & Community Services Department
Table 1 – Responsible Agencies

Narrative (optional)
The City of Berkeley’s Health, Housing & Community Services Department (HHCS) is the lead agency for overseeing the development of the plan.  The Department coordinates the City’s funding allocation and monitoring for community‐based organizations, administration of the Housing Trust Fund, and operation of other housing and community services programs such as the Shelter Plus Care program, Senior and Disabled Home Rehabilitation Loan Program, Community Facilities Rehabilitation, and the Homeless Services and the ne
w construction and rehabilitation of Affordable
Housing units. The Department also includes the Mental Health, Public Health, and Aging Services, Environmental Health divisions, all of which provide direct services to the community.

Consolidated Plan Public Contact Information
Rhianna Babka
Program Manager
HUD Compliance
2180 Milvia Street, 2nd Floor
Berkeley, CA 94704
510‐981‐5410
[email protected]
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
9 AP‐10 Consultation – 91.100, 91.200(b), 91.215(l)

1.  Introduction
During the next year, the City of Berkeley will continue to coordinate the housing and community services activities within the department through regular senior staff meetings, such as regular Housing and Homeless Services Team meetings, emergency services for vulnerable and low‐income populations meetings, and will continue to coordinate with other City Departments on specific topics such as, but not limited to, affordable
housing and homelessness. It will also consult with
EveryOne Home, the countywide coordinating body and plan to end homelessness, and its partners at Alameda County Behavioral Health Care Services and Social Services Agency as well as community stakeholders in Berkeley.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
In PY22, Alameda County’s Homeless Continuum of Care selected a new agency, Homebase ‐ a Bay Area non‐profit organization, to staff and support COC boards, committees and projects.  City staff will continue to participate in the initiative’s various committees and/or Leadership Board, which includes most public funders of housing and homeless services in the county, as well as leadership from key
community‐based organizations, including those which develop affordable housing.

Leadership Board membership helps coordinate efforts across the county. In PY24, City will continue to work with Homebase, Alameda County Behavioral Health Care Services, Social Service Agency and Office of Homeless Care and Coordination (OHCC) to continue to implement the Countywid e Coordinated Entry System (CES) for homeless services and will participate in OHCC’s ongoing implementation of multiple CES sites (Housing Resource Centers/Access Points (HRC), throughout the county, particularly the North County HRC, which includes Berkeley.

City homeless services team has restarted its monthly meetings with the Berkeley Housing Authority (B
HA) and homeless service partners to coordinate mainstream housing voucher opportunities for the 90 Mainstream vouchers issued in 2020 and the additional 30 issued in 2023.  In 2021 BHA received 51 Emergency Housing vouchers (EHV).  As of December 2023, BHA leased up 49 of the 51 vouchers that were allocated.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
10 In PY24, the City will work with Alameda County Behavioral Health Care Services, Social Service Agency, Office of Homeless Care and Coordination (OHCC) and Homebase, which coordinates and oversees COC activities.  In PY21, the City endorsed the Alameda County Home Together 2026 Community Plan, a five‐year strategic initiative. The City continues to work closely with OHCC to implement the North County Coordinated Entry System (CES), which includes Berkeley, Emeryville and Albany. The redesigned screening process: housing probl em‐solving, and crisis and housing
assessments are now utilized across the County, including at the new transition age youth (TAY) HRC. The addition of the crisis queue which asks if someone is interested in shelter has incr eased the number of successful matches to shelter resources in Berkeley. Additionally, the City will attend and participate in the COC’s Housing Stability and Homelessness Prevention and System Impact Committee meetings. The City funds Eviction Defense Center to provide housing retention grants to households that are at imminent risk of homelessness. The City will work with EDC to identify ways to target funding to reduce the number of households entering the homeless services system.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS Consultation with EveryOne Home, the Alameda‐Countywide Continuum of Care, City of Berkeley, the City of Oakland, and the Alameda County Housing and Community Services Department was initiated in 2012.  The discussion focused on how to implement the new ESG requirements in a way that would be consistent countywide and would continue the collaboration launched in 2009 with American Recovery and Reinvestment Act (A
RRA) Homelessness Prevention and Rapid Re‐housing
(HPRP) funds.  The group held several meetings in PY12, resulting in the development of a policies and procedures manual that was used to implement the Priority Home Partnership Program.  In PY 22, the City updated its ESG Policies and Procedures Manual and provided training  to Bay Area Community Services, the community agency that administers ESG Rapid Rehousing assistance.  The City continues to use the COC’s RBA system performance measures and targets to evaluate emergency shelter, outreach and rental assistance programs funded by ESG.

2.  Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
11 1  Agency/Group/Organization  EveryOne Home
Agency/Group/Organization Type  Services ‐ Housing
Services ‐ Children
Services ‐ Persons with Disabilities
Services ‐ Homeless
Services ‐ Employment
What section of the Plan was addressed by
Consultation?
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Needs ‐ Veterans
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
The City of Berkeley adopted Alameda County
Home Together 2026 – 5 year strategic initiative.

The City participates in COC committees.  See
above coordination with EveryOne
Home/Homebase, Alameda County OHCC,
Behavioral Health Care Services and SSA.
2  Agency/Group/Organization  ALAMEDA COUNTY HOUSING & COMMUNITY DEVELOPMENT and ALAMEDA COUNTY OFFICE OF
HOMELESS CARE AND COORDINATION
Agency/Group/Organization Type  Services ‐ Homeless  Services ‐ Persons with Disabilities
Services ‐ Employment
Services ‐ Services ‐ Children
What section of the Plan was addressed by
Consultation?
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homelessness Needs ‐ Veterans
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
See above coordination with Alameda County.
3  Agency/Group/Organization  Various community agencies located in Berkeley, CA serving low‐income residents
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
12 Agency/Group/Organization Type  Services ‐ Housing
Services – Children & Youth
Services – Elderly Persons
Services ‐ Persons with Disabilities
Services – Homeless
Services ‐ Health
Services – Employment
Services – Fair Housing
Services ‐ Legal

What section of the Plan was addressed by
Consultation?
Homeless Needs ‐ Chronically homeless
Homeless Needs ‐ Families with children
Homeless Needs – Veterans
Homeless Strategy
Other – Housing stability
Briefly describe how the
Agency/Group/Organization was consulted.

What are the anticipated outcomes of the
consultation or areas for improved
coordination?
The City of Berkeley funds over 50 community
agencies to provide services to low‐income
residents. Consultations with our community
agencies and their partners through public
hearings and community meetings aids us in
setting City‐wide priorities and community funding
for the upcoming years.

Table 2 – Agencies, groups, organizations who participated

Identify any Agency Types not consulted and provide rationale for not consulting Not applicable.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan  Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care  EveryOne Home
In 2022, the City of Berkeley endorsed Alameda County’s Home Together 2026 Strategic Plan.  The City continues to aligns it goals and strategies with a focus on increased access to shelter and other resources, new permanent housing solutions, resources to decrease the number of households entering the homeless system and increased collaboration and coordination.

Table 3 – Other local / regional / federal planning efforts

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
13 Narrative (optional)
Consultation and research regarding Broadband Internet service providers and Management of Flood Prone Areas/Public Land or Water Resources/Emergency Management was done during the Consolidated Plan and language responding to this is reflected in sections MA 60 & MA 65 of the Consolidated Plan. Additional updates will occur in future Annual Action Plans as applicable.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
14 AP‐12 Participation – 91.105, 91.200(c)

1.  Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal‐setting The City’s Housing Advisory Commission (HAC) reviewed the draft plan during a public meeting on March 13, 2024, that was advertised on the City’s website and calendar.

The City published a public hearing notice on April 5, 2024 in the Berkeley Voice in accordance with its citizen participation plan for a May 7, 2024 Public Hearing at the Berkeley City Council meeting. It also sent the notification to public and assisted housing, users of com munity and senior centers, libraries,
and residents being served by over 50 community‐based agencies funded by the City of Berkeley.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
15 Citizen Participation Outreach
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
16 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
17 1   Public
Hearing
Community
Members
January 25,
2024 over
13 members of
the public
attended
the public
hearing,
and 13 of
them spoke
on a variety
of topic
areas.

Community
members
expressed requests
for increased
promotion of public
hearings and the
need for more
direct outreach.

They advocated for
increased homeless
services and
emphasized the
importance of
accountability and
transparency
regarding funding
and services.

Additionally, there
was support for
programs
integrating
workforce
development with
homeless services
and a focus on fair
housing
enforcement.

Concerns about
ADA facilities,
particularly at
homeless‐serving
organizations, were
raised, along with a
general call for
transparency and
accountability in
community f
unding
allocation by the
City to ensure the
All commen
ts
were accepted
and/or
addressed and
will remain
recorded in
this report
should
additional
HUD funds
become
available for
public services
and housing.

Many of the
comments
aligned with
existing and
planned
programming.

None of the
comments
received
resulted in
major changes
to the Plan.
https://ber
keleyca.go
v/commun
ity‐
recreation/
events
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
18 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
needs of the people
are met.
2  Public
Meeting
Housing
Advisory
Commissio
n (HAC)
representat
ives
March 13,
2024
members of
the HAC
discussed
the Draft
Annual
Action Plan,
and TBD
member of
the public
made
public
comment.

TBD
persons,
including
commission
ers, were
present.

The
members of
HAC voted
to approve
the Draft
AAP for
Council
considerati
on.

HAC members
reviewed and
discussed the Draft
of the AAP at its
March 13, 2024
meeting.

Comments and
questions
pertaining to the
AAP focused on
TBD

https://ber
keleyca.go
v/your‐
governmen
t/boards‐
commissio
ns/housing
‐advisory‐
commissio
n

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
19 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments received
Summary of
comments not
accepted
and reasons
URL (If
applicable)
3  Public
Hearing
Minorities

Non‐English
Speaking ‐
Specify
other
language:

Spanish and
Mandarin

Persons
with
disabilities

Residents
of Public
and
Assisted
Housing

Low income
Berkeley
Residents
This hybrid
Public
Hearing
was held on
May 7
2024, at a
City of
Berkeley
Council
Meeting.

No comments
received via email.

TBD persons in
attendance at the
May 7, 2024
meeting.

TBD member(s) of
the public spoke at
the May 7, 2024
public hearing on
the PY24 Annual
Action Plan in front
of the City Council.

Comments from
the public and
Council discussion
included: TBD
All comments
were accepted
and/or
addressed and
will remain
recorded in
this report
should
additional
HUD funds
become
available for
public services
and housing.

TBD of the
comments
received
resulted in
changes to the
Plan.

Add link to
agenda
item
Table 4 – Citizen Participation Outreach
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
20 Expected Resources
AP‐15 Expected Resources – 91.220(c)(1,2)
Introduction
Berkeley is an entitlement jurisdiction. The City will receive $3,615,487 (estimated) in federal Housing and Urban Development Department (HUD) funds comprised of $2,653,402 (estimated) in CDBG, $729,633 (estimated) in HOME and $232,452 (estimated) in ESG funds.  Additionally, the City will add at least, $250,000 in CDBG Program Income and $TBD (estimated) in unused CDBG carry over and $20,000 (anticipated) in HOME Program Income to these amounts.

Anticipated Resources
Progra
m
Source
of
Funds
Uses of Funds
Expected Amount Available: Year 5  Expecte
d
Amount
Availabl
e
Remain
der of
ConPlan
$
Narrative
Description
Annual
Allocation:
$
Progra
m
Incom
e: $
Prior Year
Resources:
$
Total:
$
CDBG
public
‐
federa
l
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvement
s
Public
Services
$
2,653,402(
estimated)
$250,
000

$TBD
$2,903,
402
(estima
ted)

$0

CDBG funds are
allocated to
public services,
housing services
and
rehabilitation,
and public
facility
improvements.

The City of
Berkeley does
not currently
use CDBG funds
for economic
development.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
21 Progra
m
Source
of
Funds
Uses of Funds
Expected Amount Available: Year 5  Expecte
d
Amount
Availabl
e
Remain
der of
ConPlan
$
Narrative
Description
Annual
Allocation:
$
Progra
m
Incom
e: $
Prior Year
Resources:
$
Total:
$
HOME
public
‐
federa
l
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA
$729,633
(estimated
)

$20,0
00 (antic
ipate
d)
$0

$749,43
3 (estima
ted)

$0

The City
allocates 10% of
the HOME
allocation to
administration,
up to 5% for
CHDO operating
costs, and the
remaining (or
approximately
85%) to the City
Housing Trust
Fund.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
22 Progra
m
Source
of
Funds
Uses of Funds
Expected Amount Available: Year 5  Expecte
d
Amount
Availabl
e
Remain
der of
ConPlan
$
Narrative
Description
Annual
Allocation:
$
Progra
m
Incom
e: $
Prior Year
Resources:
$
Total:
$
ESG
public
‐
federa
l
Conversion
and rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re‐
housing
(rental
assistance)
Rental
Assistance
Services
Transitional
housing
$232,452
(estimated
)

$0

$0

$232,45
2 (estima
ted)

$0

The City of
Berkeley uses
ESG funds for
Rapid
Rehousing,
Shelter and
Outreach for
literally
homeless
households.  A
small portion of
the ESG funds
are used to
support the
County‐wide
HMIS system.

The City
allocates 7.5%
of the allocation
to Planning and
Admin.

Table 5 ‐ Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Many of the housing and community services programs described in the Consolidated Plan will continue to be delivered by nonprofit community‐based organizations.  The City contracts with a wide range of housing and service providers using CDBG, HOME, ESG, Community Services Block Grant (CSBG), General Fund, and other sources of funding. These organizations leverage significant financial and in‐kind support from individual community members, found
ations, and private organizations that help meet the
needs identified in this plan.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
23 In addition to leveraging at the individual agency level, the City has historically matched the investment of CDBG, HOME, and ESG dollars with the investment of General Fund. In PY23 over three quarters of the funding for community agency programs came from local and General Fund dollars. The City meets the HOME 25 percent match requirement. The City meets the dollar for dollar match requirements for the ESG program by allocating General Funds to various homeless services providers. In PY23, shelter
programs alone receive nearly $5.5 million in City General Funds.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City has long‐term leases of City‐owned property with non‐profit organizations that address the needs identified. Programs operating in leased City‐owned properties include:
 Dorothy Day House Emergency Storm Shelter;
 Dorothy Day House Veteran’s Building Shelter;
 Dorothy Day House Berkeley Community Resource Center;  BOSS’ Harrison House Shelter for Homeless men, women and fa milies;  BOSS’ Sankofa House – emergency shelter for homeless families;  Women’s Daytime Drop‐In Center’s Bridget House – transitional housing for homeless families;  Women’s Daytime Drop‐In Center – a homeless daytime center for women and children;  Bay Area Community Services (BACS) Pathways STAIR Center; and  Options Recovery Services – substance use treatment services.  Insight Housi
ng – Interim Shelter
 Lifelong Medical Care – healthcare services for people who are homeless The City also has long‐term ground leases for affordable permanent housing at:
 Berkeley Way;
 Ocean View Gardens;
 UA Cooperative Housing; and
 William Byron Rumford Senior Plaza
The City is currently explor
ing the possible use of the City‐owned Ashby BART station area air rights as well as the West Berkeley Services Center as possible future housing sites. Since Fall 2020, the City has been engaging in discussions with BART to plan for future development of affordable housing on two BART sites in Berkeley: the Ashby BART station and North Berkeley BART station.

In April 2021, the City
reserved $53 million in local funds for future housing developments with a goal of achieving a minimum of 35% affordable housing at both BART sites. The City and BART released an RFQ and selected a development team for North Berkeley BART in 2022, and expects to release an RFQ and select a Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
24 development team for Ashby BART in 2024.

Discussion
Not applicable.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
25 Annual Goals and Objectives

AP‐20 Annual Goals and Objectives
Goals Summary Information
Sort
Order  Goal Name  Start
Year
En
d
Ye
ar
Category  Geographi
c Area
Needs
Addressed  Funding  Goal Outcome
Indicator
1 Increase
affordable
Housing
Supply
and
Quality
2020  2
0 2
5 Affordable
Housing
BERKELEY  Affordable
Housing
CDBG:
$1,567,697
(estimated
)
HOME:
$749,633
(estimated
)

Rental units
constructed: 7
Household
Housing Unit
Rental units
rehabilitated:

TBD Household
Housing Units

Homeowner
Housing
Rehabilitated:

TBD Household
Housing Unit

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
26 Sort
Order  Goal Name  Start
Year
En
d
Ye
ar
Category  Geographi
c Area
Needs
Addressed  Funding  Goal Outcome
Indicator
2 Improve
Public
Facilities
and Public
Services
2020  2
0 2
5 Non‐
Housing
Community
Developme
nt
BERKELEY  Non‐
Housing
Communit
y
Developm
ent
CDBG:
$755,025
(estimated
)

Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit:
300 Persons
Assisted

Public service
activities other
than
Low/Moderate
Income Housing
Benefit:
1,060 Persons
Assisted.

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
27 Sort
Order  Goal Name  Start
Year
En
d
Ye
ar
Category  Geographi
c Area
Needs
Addressed  Funding  Goal Outcome
Indicator
3 Provide
Homeless
Preventio
n,
Emergenc
y Shelter,
Outreach
and Rapid
Re‐
Housing
2020  2
0 2
5 Homeless  BERKELEY  Homelessn
ess
ESG:
$232,452
(estimated
)
Tenant‐based
rental assistance /
Rapid Rehousing:
7 (estimated)
Households
Assisted
Emergency
Shelter: 100
(estimated)
Households
Assisted
Outreach: 45
(estimated)
Households
Assisted
Prevention: 0
(estimated)
Households
Assisted
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
28 Sort
Order  Goal Name  Start
Year
En
d
Ye
ar
Category  Geographi
c Area
Needs
Addressed  Funding  Goal Outcome
Indicator
4  Prevent,
prepare
for and
respond to
COVID‐19
2020  2
0 2
4 Affordable
Housing
Homeless
Non‐
Housing
Community
Developme
nt
BERKELEY  Affordable
Housing,
Homelessn
ess,
Communit
y
Developm
ent, Non‐
Housing
Communit
y
Developm
ent, and
responding
to needs of
COVID‐19
$0  N/A
Table 6 – Goals Summary

Goal Descriptions
1  Goal Name  Increase Affordable Housing Supply and Quality Goal
Description
CDBG and HOME funds will be used for affordable housing construction, acquisition and rehabilitation, and single family rehabilitation programs. 2  Goal Name  Improve Public Facilities and Public Services Goal
Description
CDBG funds will be used to rehabilitate public facilities and homeless and fair housing public services.
3  Goal Name  Provide Homeless Prevention, Emergency Shelter, Outreach and Rapid Re‐ Housing
Goal
Description
ESG funds will be used to provide outreach, services emergency shelter and/or rapid re‐housing to literally homeless households.
4  Goal Name  Prevent, prepare for and respond to COVID‐19 Goal
Description
CDBG (PY20), CDBG‐CV and ESG‐CV (CARES Act) funds will be used to prevent, prepare for and respond to COVID‐19
Table 7 – Goal Descriptions
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
29 Estimate the number of extremely low‐income, low‐income, and moderate‐income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):

In PY23, the following project advances were made:
 In PY22, Bay Area Community Land Trust (BACLT) acquired Solano Avenue Apartments, a partially occupied, 13‐unit property.  BACLT completed the renovation in late 2023, and full occupancy is expected within PY23.

In PY24, the following projects are anticipating project completion:
 The Grinnell is anticipated to be completed in either late PY23 or early PY24. The project began construction in July 2022 and will include a total of 63 units with 19 extremely low‐income units and 43
low income units. The Grinnell will include 7 units supported by HOME funds.  Maudelle Miller Shirek Community anticipates project completion in PY24. The project began construction in PY22 and will include 87 units with 25 extrem ely low‐income units and 61 low
income units.
 2313‐2323 10th Street is an 8‐unit occupied project. Renovations will address health and safety issues, and are anticipated to take place within PY24.
 In partnership with Housing Consortium of the East Bay and MPI Homes, the City was awarded additional Homekey funds for a new project. University Homes will be a 43‐unit permanent supportive housing project serving formerly homele
ss individuals. Acquisition is anticipated in
PY23, with project completion expected in PY24.
 The City funded the acquisition of three buildings, collectively known as Russell Street Residences. The project includes Board and Care beds, as well as rooms for Shelter + Care clients. A limited scope renovation addressing health and safety issues is ex pected to be
complete in PY24, though a more comprehensive rehab is contingent on the owner securing additional financing.
 MLK House is a 12‐room Single Room Occupancy project that will be transferred to a new owner/operator in late PY23. In PY24, the new owner will undert ake a moderate rehab and operate the property as affordable housing for veterans.

Ashby Lofts is an occupied, City‐funded project that has significant capital needs. The City provided funds for renovations, which are expected to happen in PY24 (subject to the owner securing additional funding from the state).

Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
30  Rosewood Manor was acquired and renovated, reaching project completion in PY24 with 35 lower income units renovated for seniors.
 Lorin Station is undergoing renovation, reaching project completion in PY24 with 10 low‐income units renovated for individuals and families.

In PY24 the following projects will continue in predevelopment stages:
 St. Paul Terrace (2024 Ashby Avenue) is in predevelopment stage with Community Housing
Development Corporation (CHDC) and will include 50 extremely low to low‐income affordable units.
 Ephesian Legacy Court (1708 Harmon Street) is in predevelopment stage with Community Housing Development Corporation (CHDC) and will include 80 extremely low to low‐income affordable units for seniors.
 1740 San Pablo Avenue is in the predevelopment stage with BRIDGE Housing and will include 54 very‐low
and lower income affordable units.
 The City has a funding reservation for Supportive Housing at People’s Park (2556 Haste Street), which is in early predevelopment stage and will include 119 ext remely low‐income permanent supportive housing units for chronically homeless individuals.  The City has a funding reservation for the Berkeley Unified School District Workforce Housing project, which is expected to  include 110 units of both affordable and moderate‐income housing.
 The City provided predevelopment funding for four affordable housing developm ents at the North Berkeley BART site. These projects are in the very early stages, but are anticipated to include three family projects and one permanent supportive housing project, for a total of 381 new affordable units.

Projects
AP‐35 Projects – 91.220(d)
Introduction
With its CDBG, HOME, and ESG funds, the City of Berkeley will fund eligible projects in the following categories: housing development, rehabilitation and services projects, public services, public/community facility improvement projects, emergency shelter grant programs, program planning and administration, and the Housing Trust Fund.

Projects
#  Project Name
1  City of Berkeley Planning and Administration
2  Housing Services
Attachment 2

City of Berkeley
Annual Action Plan – DRAFT
PY 2024
31 #  Project Name
3  Single Family Rehabilitation Programs
4  Housing Trust Fund
5  Public Services
6  Public Facility Rehabilitation
7  ESG24 ‐ Berkeley‐ Emergency Shelter, Outreach, Rapid Rehousing and HMIS Activities Table 8 ‐ Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City continues to funds activities that have been identified as a need in the Consolidated Plan.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
32 AP‐38 Project Summary
Project Summary Information
1  Project Name  City of Berkeley Planning and Administration Target Area  BERKELEY
Goals Supported  Increase Affordable Housing Supply and Quality, Improve Public Facilities and Public Services, & Provide Homeless Prevention, Emergency Shelter, Outreach and Rapid Re‐Housing services Needs Addressed  Affordable Housing, Homeless, & Non‐Housing Community Development
Funding  CDBG: $580,680 (estimated)
HOME: $74,963 (estimated), includes the anticipated $20,000 in program income)
Description  The project will fund City staff to plan and administer CDBG and HOME projects.

HOME Admin based on projected entitlement with an estimated $20,000 in anticipated program income.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description  Citywide.

Planned Activities  Information about the planned activities is included in Section AP‐38 Project Summaries.
2  Project Name  Housing Loan Services
Target Area  BERKELEY
Goals Supported  Increase Affordable Housing Supply and Quality Needs Addressed  Affordable Housing
Funding  CDBG: $70,008 (estimate)
Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
33 Description  City staff provide loan services to support single family rehabilitation, housing trust fund projects, and other federally funded housing related activities.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
The project will serve approximately 48 active home rehabilitation loans from the Senior and Disabled Rehabilitation Loan Program, and 112 loans from housing trust fund projects and other federally funded housing related activities, for a total of 160 loans.

Location Description  Various locations within the City of Berkeley.

Planned Activities  Services provided under this project will include accounting, processing loan payments and loan payoff demands, deeds of reconveyance, lien releases and loan subordination requests, collections, personal financial analysis, and structuring of temporary repayment agreements. 3  Project Name  Single Family Rehabilitation Programs
Target Area  BERKELEY
Goals Supported  Increase Affordable Housing Supply and Quality Needs Addressed  Affordable Housing
Funding  CDBG: $917,708 (estimated)
Description  Activities related to single family rehabilitation efforts will be funded under this project. These completed projects will include health and safety housing rehabilitation and ADA accessibility improvements such as the installation of ramps/lifts for low‐to‐moderate income households.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
The project will benefit an estimated TBD low‐income households annually.

Location Description   Various locations within the City of Berkeley.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
34 Planned Activities  Activities encompass completed health and safety housing rehabilitation repairs, and ADA accessibility improvements. The XX eliminates housing barriers for approximately TBD low‐income, residents living with a disability by installing ramps, lifts and other interior and exterior modifications to ensure accessibility of their homes. XX provides health and safety housing rehabilitation repairs and ADA accessibility modifications to approximately TBD low‐income households.  City staff collaborate with senior and/or disabled homeowners, providing an estimated TBD housing rehabilitation loans through the City’s Senior & Disabled (Home) Rehabilitation Loan Program.
4  Project Name  Housing Trust Fund
Target Area  BERKELEY
Goals Supported  Increase Affordable Housing Supply and Quality Needs Addressed  Affordable Housing
Funding  CDBG: $488,341 (anticipated)
HOME: $674,670 (anticipated)
Description  Activities that provide funding for City staff in support of projects funded with City of Berkeley Housing Trust Fund dollars, includes funding for projects and CHDO operating funds.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
24 units (households) will be directly supported with federal funding during the five‐year Consolidated Plan period for an average of 4‐5 per year. During the same time period staff will also support projects in various phases of development for an additional 623 affordable units with local funds, plus 44 shelter beds. These
totals will include 113
senior units and 194 special needs (homeless and/or disabled units).

Location Description   Citywide
Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
35 Planned Activities  City staff actively facilitate development, rehabilitation and/or preservation of affordable housing through working with developers, other city staff, lenders and other public agencies for the acquisition and rehabilitation of multi‐family housing. Specific activities include working with project sponsors throughout predevelopment, supporting public participation in project selection and development, preparing and executing loan agreements, and conducting federally required environmental
review.  $30,000 will be dedicated to CHDO operating.

The aforementioned actitivities are funded by the City of Berkeley’s Housing Trust Fund, which includes HOME funds.  Together with the HTF and Admin funds allowed under the CDBG and HOME program, the funds also support Housing Development staff. 570.201 (k) “provides that CDBG funds may
be used to pay costs in support of activities
eligible for funding under the HOME program. This includes services such as housing counseling in connection with tenant‐based rental assistance and affordable housing projects, energy auditing, preparation of work specifications, loan processing, inspections, tenant selection, management
of tenant‐based rental assistance, and other
services related to assisting owners, tenants, contractors, and other entities participating or seeking to participate in the HOME program.”

Staff are currently working on a total of 17 affordable housing developments in varying stages of predevelopment and development with reservations and commitments totaling over $150M in City funds, including HOME funds.  Staff are currently focusing on The Grinnell, and Maudel
le Miller Shirek Community which are under
construction.  Fifteen predevelopment projects with reservations in City funding are also occupying staff time. In addition, this funding supports the City’s implementation of CHDO operating fundin
g.
5  Project Name  Public Services
Target Area  BERKELEY
Goals Supported  Improve Public Facilities and Public Services Needs Addressed  Homelessness
Non‐Housing Community Development
Funding  CDBG: $453,921 (estimated)
Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
36 Description  Services including homeless programs (Coordinated Entry System ‐ Housing Resource Center to provide housing problem solving, crisis and housing assessments and matching to resources), and fair housing services are funded under this.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
615 low‐income and 375 (estimated) homeless households are expected to be served through these activities.
70 (estimated) people are expected to be served under Fair Housing.

Location Description   Citywide
Planned Activities  XX operates Berkeley's Coordinated Entry System which will screen, conduct intakes, and provide housing navigation services to approximately 500 people.  The Fair Housing services provider will provide outreach, training, fair housing counseling services to up to 70 households, investigation of an estimated 25 fair housing complaints, 10 tenant/landlord mediations, and 10 fair housing testing/audits with follow‐up training for non‐compliant property owners.
6  Project Name  Public Facility Rehabilitation
Target Area  BERKELEY
Goals Supported  Improve Public Facilities and Public Services Needs Addressed  Non‐Housing Community Development
Funding  $301,104 (plus additional unused funds and/or program income) Description  Activities that fund the rehabilitation of public facilities are funded under this project.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
It is projected that improved public facility improvements provided by the City of Berkeley administered program will benefit nearly 300 people. The number of beneficiaries may increase as new public facility projects are identified through the acceptance of new applications.

Location Description   Various locations within the City of Berkeley.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
37 Planned Activities  Activities include improving public facilities by funding substantial rehabilitation to applicants of the City administered Public Facility Improvement Program.  In PY24 the City is anticipating having a minimum of $XX in available funds for the public facility notice of funding availability (NOFA). A current project Ala Costa Centers is anticipated to serve 33 persons, and another, BOSS’s Ursula Sherman Village, anticipates serving 266. Additional projects throughout the year may increase the numbers served.
7  Project Name  ESG24‐Berkeley ‐ Emergency Shelter, Outreach, and Rapid Rehousing and HMIS Activities
Target Area  BERKELEY
Goals Supported  Provide Emergency Shelter, Outreach and Rapid Re‐Housing services Needs Addressed  Homelessness
Funding  ESG: $232,452 (estimated)
Description  ESG funds will be used for Emergency Shelter, Outreach, Rapid Re‐ Housing and HMIS costs.

Target Date   6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed activities
Up to 7 (estimated) households will be served with Rapid Rehousing financial assistance.
45 (estimated) persons will be assisted with Street Outreach. 100 (estimated) persons will be assisted with Emergency Shelter

Location Description  BACS Stair Navigation Center and various outreach and permanent housing locations.

Planned Activities  ESG funds will be used to provide financial assistance and housing relocation and stabilization services to rapidly re‐house 7 (estimated) households, support approximately 45 (estimated) people through street outreach and engagement activities and 100 (estimated) persons will be temporarily sheltered.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
38 AP‐50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low‐income and minority concentration) where assistance will be directed As discussed in MA‐50 of the Consolidated Plan, the City does not have areas of low income or minority concentration and therefore does not allocate federal funds geographically.

Geographic Distribution
Target Area  Percentage of Funds
BERKELEY  100
Table 9 ‐ Geographic Distribution

Rationale for the priorities for allocating investments geographically Not applicable.

Discussion
Not applicable.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
39 Affordable Housing
AP‐55 Affordable Housing – 91.220(g)
Introduction
This section includes HOME‐funded units only. The City has one HOME‐assisted project under construction with project completion in PY24. The Grinnell adds 63 affordable units to the City’s portfolio, including 7 HOME units. The City supported the project with $12 million in funding, including $1.8 million in HOME funds.

One Year Goals for the Num
ber of Households to be Supported
Homeless  0
Non‐Homeless  7
Special‐Needs  0
Total  7
Table 10 ‐ One Year Goals for Affordable Housing by Support Type

One Year Goals for the Number of Households Supported Through the Production of New Units

Total  7
Table 11 ‐ One Year Goals for Affordable Housing by Support Requirement

Discussion
Not applicable.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
40 AP‐60 Public Housing – 91.220(h)
Introduction
The Berkeley Housing Authority (BHA) is not a department of the City of Berkeley. BHA Board members are appointed by the Mayor and confirmed by the City Council. BHA is a Section 8 Housing Choice Voucher‐only agency; BHA does not own any public housing units. Responses below pertain to BHA’s voucher programs.

Actions planned during the next year to address the needs of public housing As a Section 8‐only agency, BHA is making special effort to increase the number of landlords participating with us to house voucher holders. It has received a grant from the City of Berkeley ($150,000 in total) and is actively issuing reimbursement checks to landlords who provide receipts to offset costs to prepare the unit for a new Section  8 participant as part of the to implement a unit turnover program to incentivize landlords to participate with BHA to house voucher holders.

BHA was also recently selected as a participating Move To Work (MTW) agency in the landlord incentive cohort. After the final stage of approval from HUD, staff will be able to utilize the programmatic flexibilities to further incentivize landlords into our pr ograms so that more voucher holders may be
housed in Berkeley.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable. Unfortunately, the cost of housing in Berkeley prohibits BHA’s ability to operate a homeownership program. Regarding involvement of our program participants, as a Section 8‐only agency, BHA adheres to all of the required public processes including convening a Resident Advisory Board (RAB) to review and comment on proposed Admin. Plan changes. Additionally, the RAB provided input on the MTW application, and will provide input on the public process that will entail finalizing the MTW plans prior to implementa
tion.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable. BHA has been a high performing agency since 2010.

Discussion
Not applicable.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
41 AP‐65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City uses a variety of approaches to support homeless and other vulnerable populations.

Describe the jurisdictions one‐year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Goals for PY24 include 1) If awarded new State of California Encampment Resolution Funds (Round 3), support a new non‐congregate shelter program to move unhoused people indoors and connect them to the North County Housing Resource Center (Coordinated Entry System) and other eligible and available resources;   2) Conversion of an existing non‐congregate interim shelter to a permanent supportive housing project using State of California Project HomeKey funding, 3) entering into a con tract and lease
to support the development of 39 units of modular housing for unhoused residents of Berkeley,  4) continue to fund and otherwise support the North County Berkeley/Albany/Emeryville Housing Resource Center – the front door to the homeless Coordinated Entry System which provides outreach,
assessments, housing problem‐solving, housing navigation and tenancy sustaining services to unhoused residents, 5) continue to fund congregate and non‐congregate shelter and interim housing programs to move unhoused residents into permanent housing,  6) continue to fund housing retention grants to reduce the number of households becoming homeless in Berkeley, 7) convert a congregate sh elter to a
non‐congregate pallet shelter, 8) support the newly created Berkeley Trust Clinic, a clinic that provides both primary and behavioral health services to people who are unhoused or previously unhoused in Berkeley, and 9) incorporate 2024 Berkeley Point In Time Count da ta into program planning and
implementation strategies.  HRC staff will continue to implement the updated assessment process.

The CES continues to include three phases: housing program solving (HPS), crisis assessment and housing assessment.  The former will be focused on households that can be rapidly rehoused with limited support while the latter will be focused on households needing permanent supportive housing.

This phased approach coupled with HPS flex funds will result in mo re varied households having access to
needed supports.  Staff will provide these assessments through 211 referrals, during HRC drop‐in and by phone, and at street‐base
d locations throughout Berkeley.  Street based outreach staff will continue to engage people and provide basic necessities, such as water and hygiene kits.

Eligible people will be matched to appropriate and available resources including housing problem‐ solving resources, housing navigation services, shelter, transitional and permanent housing programs, physical, mental health and addiction services and SSI advocacy.

The HRC will provide housing navigation services tied to rapid‐rehousing and flexible financial assistance to support additional people in moving to permanent housing.  Housing navigators support participants in a variety of ways from housing problem solving to assisting with identifica tion documents and housing
search activities.  Once permanently housed, HRC staff will work with participants to maintain housing.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
42 Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue to provide funding for shelter and transitional housing as described in section MA‐ 30 of the Consolidated Plan.  Berkeley’s shelter system has returned to pre‐pandemic census levels.  The City funds multiple agencies to provide 306 year‐round shelter beds for singles and families (216 congregate including 19 family units and 90 non‐congregate), 65 seasonal shelter beds (nightly and inclement weather shelter) and 12 transitional housing beds (TAY beds).

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The North County HRC, operated by Bay Area Community Services (BACS), conducts Coordinated Entry System (CES) intakes and assessments, which prioritize people who are homeless for resources that best meet their needs, including rapid re‐housing placements and placement on the County’s Permanent Supportive Housing (PSH)Housing Queue. In both cases, the goal is to rapidly re‐house households and support them for as long as retention services are needed and allowed.

The HRC’s Housing Navigation resources will be allocated to people across the new CES housing queue, with focus on households that can be rapidly rehoused with little to no services support. Housing Navigators will help collect documents needed to apply for housing opportunities, housing searches and linking participants to services that will help to retain housing.

The North County HRC and the BACS Stair Program have flexible and rapid rehousing funds, which assist in reducing people’s length of homelessness. The City will allocate ESG and local funds to support these efforts.  While funding is available, there continues to be a lack of available units, within HUD’s Fair Market Rent (FMR) to support households with extremely low income s making it difficult to rapidly re‐
house households in the County. Often, households are being housed in neighboring cities and counties making it challenging to provide ongoing housing retention services. This has resulted in some delays in spending City of Berkeley ESG f
unds for rapid re‐housing.  The HRC has incorporated more shared housing opportunities through the use of larger units. This has provided people with limited income and a willingness to share housing more opportunities to be permanently housed.

The City’s Shelter Plus Care (S+C) program is funded through two Continuum of Care grants and a contract with Alameda County.  The S+C Program serves approximately 280 households. The program combines federal housing subsidies with services provided by Berkeley Mental Health, Berkeley Aging Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
43 Services and Adult Case Management.  The City also funds community agencies to provide tenancy sustaining services (TSS).

The Shelter Plus Care portfolio includes:
 206 certificates that prioritized people who qualified for the program under the definition of chronic homelessness as outlined by HUD guidelines, although it is not limited to serving only the chronically homeless.
 86 Shelter Plus Care cert
ificates that primarily serve older adults who are living on the streets and disabled due to a serious mental illness and /or history of drug and alcohol dependence.

The HHCS Department’s Aging Services Division provides outreach, housing search assistance, and intensive case management for the participants enrolled in the project.  12 site‐based units in partnership with Resources for Communi ty (RCD) as the project sponsor.

The contract serves 12 households. Participants are housed at one of 2 sites owned by RCD: MLK House and Erna P. Harris Court (EPHC).
 11 site‐based units in a coll
aboration between the City of Berkeley Health Housing and Community Services Department (HHCSD) and Bonita House. The program targets adults who are dually diagnosed with a serious mental illness and history of alcohol and/or drug dependency.

The Shelter Plus Care portfolio also includes, Square One, a locally funded permanent housing subsidy that serves vulnerable households that are literally homeless that could benefit from housin g support
but don’t meet HUD regulation criteria.  Potential participants to this program would still demonstrate their need by establishing eligibility to the program with tracking of lengths of homelessness history and demonstrated needs. Once qualifications are established, then the Square One program connects these
participants to housing navigators, to help support their application to housing placement, as units become available.

Other than the Square One Program, the S+C Program fills all of its openings through HomeStretch and the "Housing First" approach in housing the target population. When an opening  occurs, Home Stretch prioritizes unhoused people based on chronicity, need and date of referral, and provides participant information to the City of Berkeley, to be matched with a partner service agency that will provide case management and housing stabilization support. The case manager will support the participant to obtain and retain their housing, although services are not required in order to qualify for the rent al assistance.

Along the way, case managers work with participants to address issues that may have contributed to their housing instability or present obstacles to obtaining rental housing (such as poor credit, a lack of income, missing do
cuments like a picture ID, outstanding legal issues, etc.).

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
44 Helping low‐income individuals and families avoid becoming homeless, especially extremely low‐income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social serv ices,
employment, education, or youth needs.

The City will participate in countywide and regional efforts to reduce discharges into homelessness.

Discussion
The City of Berkeley supports a wide range of homeless programs, including emergency/crisis drop‐in centers and shelters, transitional housing, permanent supportive housing, prevention and rapid rehousing services. All contracted service providers report outcomes based on the countywide outcome standards developed by EveryOne Home, in order to inform future adjustments to the service system.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
45 AP‐75 Barriers to affordable housing – 91.220(j)
Introduction:

None.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
As stated in section MA‐40 of the Consolidated Plan, the following are considered potential constraints in Berkeley: accessory dwelling unit (ADU) requirements and permit review process. On February 8, 2022, the City adopted a local ADU Ordinance that is both consistent with and more lenient than State law.  Any residential parcel with an existing or proposed housing unit may establish an ADU with the approval of a building permit.

ADUs are reviewed for compliance with the object standards in the local zoning ordinance (modified by State, if applicable) as part of the building permit review. Previously, the City’s process required that an applicant apply for and obtain a zoning certificate prior to submitting for a building permit. With the amendments to the zoning ordinance, the City has consolidated the permit process so that the zoning review and building permit review occur concurrentl y (removing the
additional step and time).  By not requiring a separate zoning clearance or zoning cer tificate in advance of the building permit, the application and review process is streamlined and consolidated. Staff reviews the applications within the designated timelines for the building permit. The building permit review times are based on the complexity and scope of the project and can typically range betw een one to six weeks, which is less than the 60‐days required by State law.

The permit process in Berkeley may be considered a constraint to housing production. Currently, the majority of new residential development in the City requires discretionary review through the use permit process.  Due to the greater level of complexity, mult ifamily projects usually require a lengthier processing time (9 to 24 months) when compared to a single‐family residence (6 to 12 months).  The City is in the process of creating objective development standards for multifamily developments.

The City is working towards new permitting software and recently completed mapping of exis ting processes with the intent of streamlining review. Additionally, the City has implemented a CEQA Application Completeness Template to assist with determinations of Categorical Exemption, saving time and cost on project review.

In 2023, the City adopted the Housing Element (2023‐2031).  The Housing Element serves as a comprehensive document for
everyone in the Berkeley community. Racial and social equity, and protections for vulnerable and historically impacted communities, are key factors in this update to the City’s housing plan. An essential component of the Housing Element is to identify sufficient sites that can accommodate future housing needs across income levels. The Housing Element must also develop various approaches in order to meet those needs,
such as zoning updates or new affordable housing
Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
46 requirements and programs.

The City of Berkeley is developing objective standards for “missing middle” housing in the lower density residential zones.  The City of Berkeley's 2023‐2031 Housing Element outlines the consideration of a by‐ right approval process for smaller “middle housing” residential projects in single‐ and lower‐density residential districts, which would further shorten permit processing times. To facilitate the by‐right developmen
t of middle housing, the City will consider eliminating the requirement of a use permit to demolish single‐family homes for applications that 1) add net density and 2) have not been occupied by tenants within the past five years and in which Ellis Act eviction did not occur within the pr eceding five years.  The intent of the proposed middle housing policies is to implement the City Council’s direction to eliminate exclusionary zoning and encourage duplexes, triplexes/fourplexes, courtyard apartments and other small‐scale multi ‐family housing types that have historically appeared in Berkeley neighborhoods primarily comprised of single ‐family hom
es. With the passage of California Senate Bill (SB) 35 Berkeley, like all California cities, has an expedited path to planning and environmental approvals for affordable housing developments meeting certain State‐established criteria.  Since 2021, the City has approved eight land use entitlements for City‐funded projects under SB35:  Berkeley Way, Jordan Court, The Grinne
ll, Maudelle Miller Shirek Community, 1740 San Pablo, St. Paul Terrace, Ephesian Legacy Court, BUSD Workforce Housing, and Woolsey Gardens.

In 2023, the received a total of thirty‐five (35) SB 330 applications with 4,254 units proposed. The City of Berkeley will pursue zoning map and de
velopment standard amendments in the Southside Plan Area.

These proposed zoning modifications are intended to increase housing capacity and production in the Southside through changes in a targeted number of zoning parameters: building heights, building footprints (including setbacks and lot coverage), parking, ground ‐floor residential use, and adjustments to the existing zoning district boundaries. This Southside zoning modification program proposes amendments that could facilitate an additional 2,600 units comp ared to existing zoning and sites
inventory capacity.   The City has released a Request for Proposals to initiate upzoning on College Avenue, North Shattuck, and Solano Avenue corridors. The intent of this effort to create higher density residential zoning in high resour
ce areas and establish objective development standards.

Discussion
Not applicable.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
47 AP‐85 Other Actions – 91.220(k)
Introduction:

The City of Berkeley uses a range of strategies to address the housing, homeless, and community development goals identified in the Consolidated Plan. This section discusses actions planned to foster and maintain affordable housing, to reduce lead‐based paint hazards, to reduce the number of poverty‐ level families in Berkeley, and to coordinate activities in these areas with other entities.

Actions planned to address obstacles to meeting underserved needs One of Berkeley’s major obstacles to meeting underserved needs is the limited amount of federal, state, and local resources available given the diversity of needs in the community and high cost of housing in the Bay Area. The City of Berkeley will continue to pursue new State and Federal resources as available to meet underserved needs.

Actions planned to foster and maintain affordable housing The City has several on‐going programs which foster and maintain affordable housing in Berkeley:
 Rent Stabilization Program. In 1980, Berkeley residents passed the Rent Stabilization and Eviction for Good Cause Ordinance. The Ordinance regulates most residential rents in Berkeley, provides tenants with increased protection against unwarranted evictions and is intended to maintain affordable housing and preserve community diversity. In 2017 Council adopted the Tennant Protection Ordinance, to prohibit illegal evictions through the use of fraudulent a nd/or misleading
representations, intimidating conduct, and coercive conduct.  Inclusionary Housing Ordinance (IHO). The City replaced its Affordable Housing Mitigation Fee with the IHO. This ordinance requires developers of new market rate rental and ownership housing to provide affordable apartments integrated into their development or pay an in‐lieu fee into the City’s
Housing Trust Fund.  Resulting units are affordable to people with incomes less than 50 percent and less than 80 percent of Area Median Income (AMI).  A portion of all  50% AMI units are set aside for Shelter+Care and Section 8 voucher holders. The Council adopted a formula for increasing the in‐lieu fee over time consistent with the Construction Costs Index (CCI).  Condominium Conversion Ordinance (CCO). The CCO governs the conversion of rental apartments and tenancy‐in‐common buildings to condominiums, and other types of mutual or cooperative housing. A mitigation fee for production of perm
anently affordable housing is collected for each unit
converted into a condominium and allocated to the Housing Trust Fund.  Commercial Linkage Fee. The Affordable Housing Mitigation Program for commercial construction was approved on April 20, 1993. It imposes a fee on commer cial new construction in which the
newly constructed gross floor area is over 7,500 square feet that is allocated to the Housing Trust Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
48 Fund.
 Housing Trust Fund (HTF). The City of Berkeley created its HTF in 1990 to help develop and preserve below‐market‐rate housing. The HTF program pools funds for affordable housing construction from a variety of sources with different requirements, makes them available through one single application process to local developers, then monitors developmen t and operation of the funded housing.
 Relocation Ordinance. This ordinance prevents tenants from being permanently displaced if they must vacate their unit temporarily while repairs are completed to bring the unit into code compliance. The ordinance requires the Owner to allow the tenants to move back into the unit once repairs are completed, and to provide financial compensation to tenants to mitigate the costs associated with being temporarily displ
aced.
 Mortgage Credit Certificate. MCC is a federal income tax credit that provides qualified low‐income homebuyers a tax credit worth up to 15 percent of their annual mortgage interest paid on their home loan. MCC recipients adjust their federal income tax withholding, which increases their take‐ home pay, making monthly mortgage payments more affordable. The City participates in the
Alameda County MCC program.
 Senior and Disabled (Home) Loan Rehabilitation Program managed by HHCS is designed to preserve the City’s housing stock and to assist low‐ and moderate‐income seniors and home owners with
disabilities in aging safely in place while safeguarding their family assets. Supported by CDBG and CalHome funding, applicants are offered a zero‐interest loan secured by a deed of trust on their home. The loan is repayable upon sale or transfer of the property; when the Borrower(s) ceases to occupy the property or upon loan maturity (30 years), whichever occurs first.  Fair Chance to Housing. In March of 2020,
Berkeley City Council passed the Fair Chance Access to
Housing Ordinance, prohibiting the use of criminal history and/or criminal background checks in the tenant selectio
n process for rental housing.

Actions planned to reduce lead‐based paint hazards
The City will continue to comply with the Environmental Protection Agency’s Renovation, Repair, and Painting Program in its Senior and Disabled Rehabilitation Loan Program. Similarly, organizations working with the City of Berkeley on single family rehabilitation will work with the City and Alameda County Lead Poisoning Prevention Programs to increase awareness of lead issues among their clients and incorporate lead safe work practices into their activities.

The City of Berkeley Childhood Lead Poisoning Prevention Program collaborates with the Berkeley Health, Housing & Community Services Department’s State lead‐certified Risk Assessor/Inspector, Project Designer, and Project Monitor. Berkeley’s program also provides case management services to families with children who have elevated blood lead levels. Public Health Nursing services include outreach, health education, and follow‐up with providers and families for initial blood lead levels (BLLs)  of > 4.5 and < 9.5 µg/dL;
follow‐up/lead poisoning consultation for initial BLLS > 9.5 and < 14.5 Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
49 (potential cases) and case management for children with blood lead levels  > 14.5 µg/dL.  The City is not currently active in the Childhood Lead Poisoning Prevention Program due to Public Health Nurse vacancies.  However, the Public Health Division still provides childhood lead poisoning prevention outreach at local health fairs and community presentations.

The Alameda County Healthy Homes Department (ACHHD) also provides HUD‐funded lead hazard control gran
ts for addressing lead hazards in qualifying Berkeley pre‐1978 housing units that are occupied by a low‐income household with a priority for units with a child under 6 living in the unit, a pregnant occupant, or a child under 6 years who visits twice a week for at least three hours each time.  Since July 1, 2020, AC
HHD has completed lead evaluation at one unit in Berkeley which is under contract for lead hazard repair, has approved another unit for service and has seven units in the application process. The goal of the program is to make 144 housing units lead‐safe county‐wide over the 42
‐month grant period.

ACHHD also provides lead safety and healthy housing training. For coronavirus safety, in person trainings have been suspended under the County’s Shelter‐In‐Place orders. The ACHHD has increased traditional media, social media, and web content to continue outreach and education.

The ACHHD’s outreach and education activities promote lead safety, regulatory compliance, and participat
ion in ACHHD lead hazard control grant programs to property owners, property managers. The ACHHD coordinates lead poisoning prevention outreach activities with the City of Berkeley Public Health. ACHHD also currently provides lead‐safe pain
ting supplies kit to eligible property owners.

Outreach partners and locations for property owner presentations, staff trainings, and literature distribution have included the Berkeley Rent Stabilization Board and Permit Office, the Berkeley Housing Authority, Tool Lending Library, North Berkeley Senior Center, YMCA, Berkeley Property Owners Association, the East Bay Rent
al Housing Association which is in Oakland but serves Berkeley property owners, the Ecology Center, and local paint and hardware stores. The ACHHD participates in local collaborations and with partners including the Berkeley Tobacco Prevention Coalition, Bay Area Lead Programs, Berkeley Black Infant Health, Kerry’s Kids, Rebuilding Together East Bay North, Habitat, and the Safe Kids Coalition.

Actions planned to reduce the number of poverty‐level families The City funds a wide variety of social service programs designed to assist households with poverty level incomes. These programs include childcare and a range of services for special needs populations, which are outlined in other sections of this Consolidated Plan. This section will highlight the City’s strategies to increase livable wage employment opportunities by supporting related community services and working with public and private regional partners. Strategies include:
 Fundi
ng and refinement of anti‐poverty programs provided by community‐based organizations and by the City.  Federally funded community agency contracts are outlined in the Annual Action Plan.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
50  Continue implementation of the City of Berkeley’s Living Wage Ordinance.  Foster regional coordination on economic development to benefit low‐income Berkeley residents.  The City of Berkeley Family Friendly and Environment Friendly Ordinance (BFFEFWO) allows workers to seek a flexible or alternative work arrangements with their employer to accommodate needs such as child or elder care as
well as consideration for a modified schedule to reduce environmental impacts associated with traveling to and from work.
 Continue implementation of and outreach regarding the Fair Workweek Employment Standards Ordinance to enforce fair and equitable scheduling practices for workers within the City of Berkeley so that they are able to attend to their healt
h, families, and education, and to give part‐time
workers an opportunity to move into full‐time employment.  Implement the Helping Achieve Responsible Development with Healthcare and Apprenticeship Training Standards (“HARD HATS”) Ordinance, which is designed to promote the retention and growth of a skilled labor pool in the construction industry and enhance the good health of construction workers ‐in the City by ensuring that contractors on larger projects within the city offer quality health care to workers and participate in industry‐proven apprenticeship programs.  The Berkeley Youth Equity Partnership (YEP, formerly known as Berkeley’s 2020 Vision) is a citywide initiative that strives for African American/Black and Latinx young people who live and/or go to school in Berkeley to thrive academically, physically, and emotionally. Among its new priorities, YEP is deepening its commitment to youth development ‐‐ based on the recognition that African American/Black and Latinx youth need to have meaningful, leadership roles in shaping Berkeley’s equity work in order to achieve greater impact. YEP’s objectives closely align with two social determinants of health that are critical to the wellbeing of African American/Black and Latinx children and youth in Berkeley: Education Access and Quality and Social and Community Context. In addition, YEP’s objectives support two other SDOH: Health Care Access and Quality and Economic Stability.
 Linking homelessness and homelessness prevention programs, such as the coordinated entry system, to employment training and placement opportunities. The HRC has an employment position that primarily supports people who are literally homeless and in some cases people who were previously homeless but still receiving housing retention services.  The City has contracted with a number of workforce development programs to provide training, education and job placement for low income, under‐employed, and unemployed residents:
o Inter‐City Services provide
s employment, training, and education focusing on IT and clerical office skills. They focus their services on Berkeley’s unhoused, transitional, and other low‐ income communities.
o The Bread Project provides training in culinary arts and bakery production, and includes the formerly incarcerated as their targ
et population.  They operate a social enterprise (wholesale bakery) that creates opportunities for trainees to obtain crucial on‐the‐job experience.

Rising Sun Center for Opportunity (formerly known as Rising Sun Energy Center) Green Energy Training Services (GETS) provides pre‐apprenticeship classroom and hands‐ on training in the
Building and Construction trades which serves as a pathway for careers in construction including Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
51 green and clean technologies. Rising Sun also operates the California Youth Energy Services (CYES) program funded by the CA Public Utilities Commission, providing summer jobs for youth conducting residential energy audits.
 Continuing the City’s Local Hire policies which include the Community Workforce Agreement (CWA) between the City of Berkeley and the Building trades (created in 2011) which applies to publ icly funded construction projects estimated at $500,000 or above, and, the First Source local hiring policy which applies to both public infrastructure projects estimated between $100,000 ‐ $499,999.  The YouthWorks employment program continued its partnerships with City and nonprofit agencies.  YouthWorks targets low income, at‐risk youth and provides all  youth with workplace skills training. City of Berkeley departments and local community agencies serve as worksites providing valuable work experience to Berkeley youth 14‐25 years old.  The City’s Recreation Division of the Park, Recreation & Waterfront Department partners with the Berkeley Unified School District and YouthWorks on the Achievers Program, which provides leadership development, career exploration
and peer‐led tutoring.  This program is also used as a
stepping stone for entry into the City’s YouthWorks program.  Funded through the City’s Public Works Department, the Downtown Streets Team, a non‐profit organization, homeless and low‐income persons volunteer to beautify commercial districts while engaging in case management and em
ployment services.

The City's anti‐poverty strategy continues to be closely tied to the funding of approximately 50 community agencies to provide services as described above to enable people in poverty to attain self‐ sufficiency, support at‐risk youth to succeed in school and graduate, and protect the health and safety of low
‐income people. The City also funds anti‐poverty programs with general funds for job training and creation/job placement agencies.

Actions planned to develop institutional structure
During the next year, the City of Berkeley will continue to coordinate the housing and community services activities within the department through regular senior staff meetings and coordination on specific topics.  The City’s Health & Human Services and its Housing Departments merged in PY12. Since that time, senior leadership of all Divisions meets weekly to share information on Division activities which promotes closer coordination. For example, in PY20, the senior leadership of each Division, facilitate
d by the City’s Homeless Services Coordinator, explored mechanisms to better coordinate housing, services, and public and mental health services. In PY21 and PY22, Housing Community Services (HCS) increased its coordination with Berkeley Mental Health (BMH) and Aging Services (AS) to support people
who were literally homeless and at risk if infected with COVID‐19. This occurred through regular case conference meetings.  The City’s Homeless Services Coordinator moved to the City Manager’s Office, resulting in increased outreach and service coordination between the HCS and the City Manager’s Neighborhood Services (NS) Division.  This coordination among HCS, BMH, AS and NS Divisions will contin
ue to support existing and new projects in PY24.  The Division leadership will Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
52 continue to seek opportunities to increase coordination during PY24. Two additional HHCS institutional structure priorities for PY24 are one to create and implement an equity framework for the Department, and two, create and implement a communications framework for the Department. These frameworks will establish ongoing uniform institutional structures for each Division within the HHCS.

Actions planned to enhance coordination between public and private housing and social service agencies
City staff will also continue to participate in the implementation of Alameda County’s Home Together 2026 – 5 year strategic plan.  Staff will continue to participate in the initiative’s Leadership Board, which includes most public funders of housing and homeless services in the county, as well as leadership from key community‐based organizations. Leadership Board membership  helps coordination efforts across the county. Staff also participates in other committees composed of other funders (such as Alameda County Behavioral Health Care Services, Social Services Agency, and the Office of Homeless Care and Coordination) as well as many community‐based organizations.

Recent countywide collaboration efforts include the ongoing refinement of the Coordinated Entry System and participation in the Alameda County Health Care Services Agency (HCSA) Homelessness Prevention Strategy Team (HPST) cross‐county strategic advisory body.   The City will continue to work with County partners on CES efforts and homeless prevention efforts, Lastly, the City will continue to coordinate with the County, BHA and other partners to market landlord incentive programs to increase the portfolio of available private market units.

City staff continue to collaborate with s
ervice agencies, from legal advocacy assistance, to disability rights organizations for unit modifications, the VA for VASH vouchers, and the Berkeley Housing Authority (BHA) for Mainstream and Emergency Housing vouchers. Additionally, with Project‐based voucher allocations and through work with owners of Below Market Rate units, BHA has partnered with both non‐profit
and for‐profit developers of housing in Berkeley, to house those participating in our programs. In 2021 BHA received an allocation of 51 Emergency Housing Vouchers from HUD; City staff, and community/social services partners meet twice monthly to collaborate on the lease up of these vouchers for the formerly homeless, in Berkeley. In January 2023, BHA received 30 new mainstream vouchers.  City staff will partner with BHA and homele
ss services partners to collaborate on referrals and
lease up of these vouchers.

Discussion:

The majority of Berkeley’s activities furthering the goals of the Consolidated Plan are provided by Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
53 community agency partners. This will continue to be the case in PY24.

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
54 Program Specific Requirements
AP‐90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed  $0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan.  0

3. The amount of surplus funds from urban renewal settlements  0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan  0

5. The amount of income from float‐
funded activities  0
Total Program Income:  $250,000
(anticipated)

Other CDBG Requirements

1. The amount of urgent need activities  0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit ‐ A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan.  80.00%

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
55 HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City of Berkeley uses no forms of investment other than ones described in §92.205(b).

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

No homeown
ership or tenant‐based rental assistance activities are anticipated for PY24.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

No homeownership activities are anticipa
ted for PY24.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City of Berkeley’s HTF Guidelines apply to any project using HOME funds to refinance existing debt.

Per the Guidelines, Project owners submit funding requests to the City, or reply to the City’s Requests for Proposals for funding, with the following information, among other things:
a)      As a condition precedent to funding, Owners must demonstrate an extension of affordability term.  For new HOME funds invested in the Project, the minimum affordability term is the term required by 24 CFR 92 et seq., but, typically, the required extension of affordability is 55 years. b)      As a condition precedent to funding, Owners must demonstrate that the refinancing preserves the affordable Project through rehabilitation.

1. Minimum rehab costs/unit must correspond to at least the value identified in a current physical needs assessment to ensure that the long‐term needs of the Project can be met.

2. Typical rehab/unit costs are no less than $10,000/unit, the minimum rehab value required by the California Debt Limit Allocation Committee Regulations. c)      Owners indicate if their refinancing request includes new construction that adds net new units to the Project
d)      Owners provide extensive Project data, including audited financial statements, cash flows, rent Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
56 rolls, services plans, PNAs, and rehabilitation proformas to demonstrate that:

1. The project is sound financially and disinvestment has not occurred

2. The long‐term needs of the Project and residents will be met by the rehab

3. The proposed rehab is financially feasible, includes no barriers to refinancing existing mortgage loans, does not include the refinancing of any existing federal or f ederally‐insured loans, and
leverages other non‐federal funds to the greatest extent possible

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
57 Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (Attachment 3) The City’s standards for providing ESG assistance were updated in 2022. The most recent version is attached.  Each Annual Action Plan and any subsequent amendment notification and request for public comment is sent to the Homeless Services Panel of Experts and Housing Advisory Commission. Both are comprised of nine Council appointed community members. The Housing Advisory Commission advi
ses Council on housing matters in Berkeley including the Commission overseeing and advising Council on both CDBG and ESG programs and funding allocations.

Berkeley’s Homeless Services Panel of Experts advises City Council on homeless policy, program and funding recommendations and includes participation by people with lived expertise.

2. Describe performance standards for evaluating ES
G.

The performance standards to be applied to ESG activities is attached as an image labeled Outcome Measures. These standards were developed in 2018 by EveryOne Home’s Results Based Accountability Committee, which includes City of Berkeley staff. This matrix presents outcome standards for each type of program in the Continuum of Care. Mo st were established as a percentage of the average outcomes achieved by all County programs (for example, the average permanent housing placement rate of all emergency shelters) and will be adjusted over time to ensure continued improvement.

Together Priority Home Partnership and the Housing Retention program make up the housing retention and rapid rehousing segment of the City’s continuu m of services. The City will continue to
work with community agencies to ensure that prevention and rapid rehousing funds are fully utilized and play an important role in ending homelessness in Berkeley.

Note: See Attachment 3 for Systemwide Performance Targets for Rapid Re‐Housing Services

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
58 Attachments

Attachment 2

City of Berkeley
Annual Action Plan
PY 2024
59 Attachment 1:

Proj. # Agency Project Name PY24 Estimated
Allocations
1 Center for Independent Living Residential Access TBD - RFP Recs. 2 Habitat for Humanity Housing Rehabilitation Grant Program TBD - RFP Recs. 3 HHCSD* Loan Services TBD - RFP Recs.
4 HHCSD Senior and Disabled Rehab Program TBD - RFP Recs. 5 HHCSD Rehab Loans TBD - RFP Recs.
6 HHCSD Housing Development: M/F Rehab TBD - RFP Recs.

Subtotal Housing Projects 1,567,697$
7 Bay Area Community Services Coordinated Entry System TBD - RFP Recs. 8 Eden Housing for Hope and Opportunity Fair Housing TBD - RFP Recs.

Subtotal Public Services Projects 453,921$
9 HHCSD Community Facility Improvements TBD - RFP Recs. 10 HHCSD** PY24 Community Facility Improvement Program - Funds available for NOFA 132,905$
Subtotal Public Facilities Projects 301,104$
11 HHCSD CDBG Planning and Administration 580,680$
Subtotal Planning & Admin Projects 580,680$
**GRAND TOTAL ALL CDBG PROJECTS 2,903,402$
ESG
12 BACS Rapid Re-Housing Project 68,871$
13 BACS Emergency Shelter and Street Outreach 139,471$
14 HHCSD Homeless Management Information System 6,676$
15 HHCSD Program Planning and Administration 17,434$
GRAND TOTAL ALL ESG PROJECTS 232,452$
HOME
16 HHCSD HOME Administration 74,963$
17 CHDO Operating Funds CHDO Operating Funds 30,000$
18 HHCSD Housing Trust Fund 644,670$
***GRAND TOTAL ALL HOME PROJECTS 749,633$
Notes:
***Assumes $20,000 in Program Income
Attachment 1
Annual Action Plan for PY24 (FY25)
City of Berkeley CDBG, ESG and HOME Projects for 7/1/2024 - 6/30/2025 CDBG
* HHCSD = City of Berkeley Health, Housing & Community Services Department **Includes estimated Program Income, in the amount of $250,000 and an estimated amount of $0 (TBD) in unused carry over funds. If additional funds become available they will be added to line 11.b, Community Facility Improvement Program NOFA.

Attachment 2

Housing Advisory Commission
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: https://berkeleyca.gov/

ACTION CALENDAR
May 7, 2024
To: Honorable Mayor and Members of the City Council
From: Housing Advisory Commission
Submitted by: Debbie Potter, Chairperson
Subject: FY 2025-2028 CDBG/General Fund Housing Services and Workforce Development Funding Recommendations

RECOMMENDATION
It is recommended that the City Council:

1. Approv e the H ousi
ng Advisory Commission’s (HAC’s) recommendations to
allocate Community Development Block Grant (CDBG) and General Fund (GF) funds for housing services, public facilities improvements, and workforce development as detailed in Attachment 1;

2. Allocate an additional $207,940 from the General Fund to fully fund the requested grant amounts for Rebuilding Together’s Safe at Home Program, the Bread Project, Rising Sun Center For Opportunity, Multicultural Institute, and BANANAS;

3. Approve up to $100,000 in CDBG funds for a community facilities program, administered by Rebuilding Together East Bay North, when the available CDBG funds (comprised of carryover monies and program income) allocated for Community Facility Improvements exceed $133,000 per year; and

4. Direct staff to analyze the effectiveness of the CDBG-funded, City-administered single-family rehabilitation loan program. The analysis would include issues such as the program delivery costs, whether the program is duplicative of similar programs (e.g., the Measure A1-funded RenewAC), the effectiveness of redirecting CDBG funds to other housing services such as emergency repairs and/or accessibility improvements, etc. Staff would report back to the HAC on its findings as part of the CDBG Consolidated Plan to be completed in Spring 2025.

FISCAL IMPACTS OF RECOMMENDATION
HAC’s funding recommendations as outlined in Attachment 1 are consistent with the anticipated CDBG funding award and current GF funding amounts for workforce development and housing services. However, HAC is also recommending that the City Council increase the annual General Fund allocation for Housing Services and Attachment 3 - HAC Recommendations

Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

Workforce Development programs by $207,940 , for a total of $631,155, to fully fund the Fiscal Year (FY) 2025 requests of the following non-profit organizations: Rebuilding Together (Safe at Home Program), the Bread Project, Rising Sun, Multicultural Institute, and BANANAS. The annual General Fund allocation of $423,215 was established in FY 2020, and has remained unchanged for the past four years. The additional $207,940 will allow these non-profits to continue to provide critical workforce training services and emergency home repairs for low-income seniors and people with disabilities and address increased staffing, materials, and other costs. It should be noted that the City of Berkeley-run programs have increased budgets from the prior four-year funding cycle to cover increased staffing, overhead and other costs. The same recognition of increased costs should also be applied to the City’s non-profit partners.

CURRENT SITUATION AND ITS EFFECTS
The HAC approved its funding, and related, recommendations at a special HAC meeting on March 13, 2024. The vote was unanimous to approve the recommendations noted above and included in Attachment 1.

M/S/C: Ortiz-Cedeño/ Calavita
Vote: Ayes: Bell, Braslaw, Calavita, Mendonca, Ortiz-Cedeño, and Potter Noes: None

Absent: Johnson, Simon-Weisberg

BACKGROUND
HAC is charged with making funding recommendations to City Council for a portion of the available CDBG and GF monies. Its oversight is limited to CDBG-funded housing services, fair housing services (which are required to be provided by all CDBG fund recipients), and public facilities improvements and GF-funded workforce development, housing services and community facilities improvements.

Funding requests exceeded the anticipated $2.9 million CDBG funding allocation for housing services by $221,000:
• Smal
l increases to City staff costs for single-family rehab loan program delivery and housing loan and Housing Trust Fund portfolios management. • Large increase (144%) requested by Center for Independent Living (CIL) for its accessibility upgrades to single-family homes program.

Funding requests exceeded the anticipated $423,215 General Fund funding allocation by $684,000:
• $200,000 funding request for capacity building by the Bay Area Community Land Trust (BACLT). Previously funded with Measure U1. HAC recommends that the funding request be considered as part of the U1 funding process. • New project to train five people to provide in-home child care proposed by BANANAS ($75,000 request).

Attachment 3 - HAC Recommendations

Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

• Large increased funding request for two Rebuilding Together programs (emergency repairs to single-family homes and community facilities improvements) to expand service delivery.
• Large increased funding requests for most existing workforce development programs to primarily cover increases in costs of staffing, materials, and other fixed costs over the next four-year funding cycle.

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

RAT

IONALE FOR RECOMMENDATION
Subcommittee Process
To streamline the process of recommending funding allocations to the City Council, the HAC designated a subcommittee responsible for evaluating proposals and recommending funding for various community services to the full HAC. Subcommittee members independently evaluated and scored 16 city and non-profit agency responses to the RFP using a rubric designed by staff, and had three meetings with staff to complete its recommendations for HAC’s consideration. A subcommittee of the Commission on Labor joined one of the subcommittee meetings to share the Commission on Labor’s feedback on the workforce development funding proposals:

All the workforce development applications were worthy and Commissioners were impressed with the BANANAS proposal for a training program to certify five people as home-based child care providers even though it might not be considered a traditional workforce program. The subcommittee noted that while Rising Sun’s apprentice program documented evidence-based outcomes, it served very few Berkeley residents. Inter-City Services’ drop-in, work-at-your- own-pace coding program proposal was a bit unclear in terms of what was being proposed and did not seem to justify the requested 100% increase in funding. The subcommittee noted that the Multicultural Institute and the Bread program have long track records of providing effective job training programs to day laborers, unhoused residents, and other low-income people. The Multicultural Institute runs a day labor center and hiring hall and the Bread Project trains people for jobs in the restaurant and culinary industry.

The subcommittee’s funding recommendations were also informed by several goals that were developed as part of the proposal review process:

Housing Services
• Keep in-tact, to the extent possible, the existing four-pronged approach staff has developed as its housing preservation strategy: 1. Emergency home repairs (Rebuilding Together/General Fund-funded) 2. Disability access upgrades/improvements (CIL/CDBG-funded) 3. Single-family rehab grants up to Attachment 3 - HAC Recommendations

Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

$16,500 (Habitat for Humanity/CDBG-funded) 4. Single-family rehab loans up to $100,000 (City of Berkeley/CDBG-funded)
• Determine if there is a more efficient and cost-effective way of administering the City’s single-family rehab loan program and avoid possible duplication of other programs (e.g., the Measure A1-funded Renew AC program). Staff has agreed to analyze the existing program and provide recommendations to HAC as part of the CDBG Consolidated Plan in Spring 2025, as to how it might organize its housing preservation programs in the most cost-effective and efficient manner. • Provide more funding to CIL for disability access upgrades/improvements.

Services for seniors and the disabled community is a City Council-established priority for use of CDBG and General Funds, the need for more services for disabled community/seniors was identified at the January 2024 public hearing for CDBG programming, and CIL has more demand for services than available funding.

Workforce Development
• Fund the new BANANAS program as there is a critical need for child care services. More available child care allows more people to enter the workforce and attracts businesses to the community as available child care allows for more employee stability. Training entrepreneurs to operate their own businesses empowers people and allows them to earn a living wage while contributing to their community.
• Recognize that this is a four-year funding cycle and that costs have gone up for all the service providers, both for staffing and for materials/supplies, and that increased funding from the previous four-year cycle was appropriate in some instances.

HAC Discussion of Subcommittee Recommendations
At its March 13, 2024 special meeting, HAC discussed its subcommittee’s funding recommendations. As part of that process, 13 speakers provided public comment on the subcommittee’s recommendations. Speakers from several of the organizations recommended for funding, including Rising Sun, the Multicultural Institute, and Center for Independent Living, spoke in support of the subcommittee’s recommendations.

Most of the speakers, both organization staff and recipients of services, spoke in support of Rebuilding Together’s Safe at Home and Community Facilities Improvements Programs.

The
subcommittee recommended reduced funding for Rebuilding Together’s Safe at Home Program ($70,515). Its current year funding is $98,275, and its request for the upcoming funding c
ycle is $233,560 annually. The subcommittee also recommended that Rebuilding Together’s Community Facilities Improvement Program funding be eliminated. Current year’s funding is $24,575, and its request for the upcoming funding cycle is $95,720.

Attachment 3 - HAC Recommendations

Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

The subcommittee had several reasons for its recommendations regarding funding for Rebuilding Together’s programs:
• Given the limited GF budget for workforce development and housing services, and the desire to fund the newly proposed BANANAS child care provider training program, not all programs could be funded at requested, or current, levels. The subcommittee understands the value of the Safe at Home Program (providing emergency repairs for low-income seniors and people with disabilities), so proposed funding it at a reduced level, knowing Rebuilding Together’s proven track record of leveraging funds.
• Because staff will be evaluating the CDBG-funded housing services programs, it is possible that Rebuilding Together will be able to fund the Safe at Home Program with CDBG funds at some point during the upcoming four-year funding cycle. Such a shift in funding sources could provide additional funds for the Program.
• The City currently administers a CDBG-funded Public Facilities Improvement Program. The subcommittee determined, that while the Community Facilities Improvement Program was beneficial, it was somewhat duplicative of the Public Facilities Improvement Program and that the current funding of $24,575 could be redirected to workforce development programs, including the new BANANAS child care provider training.

HAC approved the subcommittee’s funding recommendations (Attachment 1) with the following amendments:
• Allocate an additional $207,940 from the General Fund to fully fund the requested grant amounts for Rebuilding Together’s Safe at Home Program, the Bread Project, Rising Sun, Multicultural Institute, and BANANAS. • Approve up to $100,000 in CDBG funds for a community facilities program, administered by Rebuilding Together East Bay North, when the available CDBG funds (comprised of carryover monies and program income) allocated for Community Facility Improvements exceed $133,000 per year.

ALTERNATIVE ACTIONS CONSIDERED
The HAC considered approving the subcommittee’s recommendations without any amendments.

CONTACT PERSON
Anna Cash, Commission Secretary, HHCS, (510) 981-5403
Attachment:

1. Funding
Recommendations

2. Subcommittee Memo
Attachment 3 - HAC Recommendations

Attachment 1
Project Sponsor Program Name Type of Service
Funding
Source
FY24
Allocation
FY25-
Request
Final Commission
Recommendation
Eden Council for Hope and Opport. Fair Housing Services Fair Housing Services CDBG $ 35,000 35,365$ 35,000$ Bread Project Bakery Bootcamp: Job Training & Placement Workforce Development GF 57,850$ 75,000$ 70,000$ Inter-City Services (ICS) Employment, Training & Education Workforce Development GF 101,351$ 250,000$ 75,000$ Rising Sun Center For Opportunity Opportunity Build Workforce Development GF 67,828$ 67,828$ 50,000$ Multicultual Institute Life Skills Program Workforce Development GF $ 68,136 100,000$ $ 82,500 BANANAS Berkeley LaunchPad Workforce Development GF 75,699$ 70,000$ 330,165$ 603,892$ 382,500$
Habitat for Humanity East Bay Housing Rehabilitation Grant Program Single Family Housing Rehabilitation CDBG $ 250,000 250,000$ 250,000$ Rebuilding Together East Bay-North Safe at Home Program Single Family Housing Rehabilitation GF 98,279$ 233,560$ 70,515$ Center for Independent Living Residential Access Program Single Family Housing Rehabilitation CDBG 159,660$ 250,000$ 211,600$ Bay Area Community Land Trust Capacity Building Grant Housing Services Measure U1 -$ 200,000$ -$ Bay Area Community Land Trust Housing Co-op Training and Tech Housing Services GF 5,200$ 10,000$ 5,200$ City of Berkeley Housing & Community

Loan Services Housing Services CDBG 70,008$ 77,009$ 75,069$ City of Berkeley Housing & Community

Housing Trust Fund Housing Services CDBG 488,341$ 537,175$ 537,175$ Senior & Disabled Rehabilitation Loan Program Housing Services CDBG 358,048$ 393,853$ 393,853$ SDRLP Loans Housing Services CDBG 150,000$ 150,000$ 100,000$ 1,579,536$ 2,101,597$ 1,643,412$
Rebuilding Together East Bay-North Community Facilities Improvements Community Facilities Improvements GF 24,575$ 95,720$ -$ City of Berkeley Housing & Co City of Berkeley Public Facility Improvements Public Facilities Improvements CDBG 152,908$ 168,199$ 168,199$ City of Berkeley Housing & Co Public Facility Improvement NOFA Public Facilities Improvements CDBG 656,805$ TBD TBD 834,288$ 263,919$ 168,199$
TOTAL 2,743,989$ 2,969,408$ 2,194,111$
CDBG - Public Services (capped) 35,000$ e stimate
CDBG - Housing Services estimate
GDBG - Facilities estimate
GF - Public & Housing Services 352,700$
Total 2,194,111$
Housing Advisory Commission - FY 2025-2028 CDBG/General Fund Housing Services and Workforce Development Funding Recommendations 1,806,411$
Public Services Sub Total
City of Berkeley Housing &
Community Services Division
Housing Services Sub Total
Public Facilities Sub Total
Attachment 3 - HAC Recommendations

Housing Advisory Commission
March 13, 2024
To: Housing Advisory Commission
From: HAC CDBG Subcommittee
Subject: Recommendation to A pprove the CDBG Subcommittee’s FY 2025 -2028 CDBG/General Fund Workforce Development Funding Recommendations to City Council

RECOMMENDATION
It is recommended that the Housing Advisory Commission (HAC) recommend to the City Council that it:

1. Approve the HAC’s Community Development Block Grant (CDBG)/General Fund (GF) workforce development funding recommendations for FY 2025-2028 as contained in Attachment 1; and

2. Direct staff to analyze the effectiveness of the CDBG-funded, City-administered single-family rehabilitation loan program. The analysis would include issues such as the program delivery costs, whether the program is duplicative of similar programs (e.g., the Measure A1-funded RenewAC), the effectiveness of redirecting CDBG funds to other housing services such as emergency repairs and/or accessibility improvements, etc. Staff would report back to the HAC on its findings as part of the CDBG Consolidated Plan to be completed in Spring 2025.

It should be noted that the funding recommendations reflect the annual amounts recommended for four fiscal years (July 1, 2024 through June 30, 2028), with each year of funding contingent upon the availability of funds, particularly from the federal government.

BACKGROUND
On November 6, 2023, the City of Berkeley issued an FY25-FY28 Request for Proposals (RFP) inviting non-profit community agencies to apply for funding for multiple sources of funding including the CDBG and GF. Interested applicants were invited to join a webinar on November 15, 2023. During the workshop session, City staff provided comprehensive information on the RFP process and clarified queries. RFP applications were due by 5:00 p.m. on December 22, 2023.

The HAC plays a key role in advising the City Council on the allocation of certain CDBG and GF monies. To streamline this process, the HAC designated a CDBG Subcommittee responsible for evaluating proposals and recommending funding for various community services to the full HAC. Once HAC has approved (including any amendments) the subcommittee’s recommendations, they will be forwarded to the City HAC 03/13/2024
HAC Page 1
Attachment 3 - HAC Recommendations

Recommendation to Approve the CDBG Subcommittee’s FY 2025-2028 CDBG/General Fund Workforce Development Funding Recommendations to City Council
March 13, 2024
Council for its consideration. Subcommittee members are Chair Potter, Vice Chair Mendonca, and Commissioner Braslaw.

The subcommittee convened three times to assess the proposals and make funding recommendations. Additionally, the Commission on Labor provided valuable feedback regarding the Workforce Development applications to the subcommittee.

HHCS conducted a January 25, 2024 public hearing addressing the Fiscal Year 2025 – 2028 Community Agency RFP, which included recommended allocations of GF, CDBG, Emergency Solutions Grant (ESG), and HOME Investment Partnership Program (HOME) funds. The comments made by the public during the hearing were conveyed to the subcommittee and are included as Attachment 2.

HAC Oversight and Funding Availability
HAC is charged with making funding recommendations to City Council for a portion of the available CDBG and GF monies. Its oversight is limited to CDBG-funded housing services, fair housing services (which are required to be provided by all CDBG fund recipients), and public facilities improvements and GF-funded workforce development, housing services and community facilities improvements.

Annual funding estimates for the upcoming four-year cycle and changes in funding requests by the existing service providers and the addition of one new proposed provider are summarized as follows:

CDBG: $2.9M (annual allocation, program income, carry-over funds):
• 20% off the top goes for Planning & Admin. ($581k)
• 17.8% off the top goes for public services (Homelessness Panel of Experts makes recommendations to the City Council for these funds minus fair housing) ($454k)
• Public Facilities Improvements are funded with carry-over funds and program income and are awarded through a rolling NOFA process ($250,000) • Housing Services are funded with the balance of the annual allocation ($1.57M) General Funds: $423,215:
• Workforce Development
• Housing/Community Facilities
Funding requests exceeded the anticipated CDBG funding allocation for housing services by $221,000:
• Small increases to City staff costs for single-family rehab loan program delivery and housing loan and Housing Trust Fund portfolios management. • Large increase (144%) requested by Center for Independent Living (CIL) for its accessibility upgrades to single-family homes program.

HAC 03/13/2024
HAC Page 2
Attachment 3 - HAC Recommendations

Recommendation to Approve the CDBG Subcommittee’s FY 2025-2028 CDBG/General Fund Workforce Development Funding Recommendations to City Council
March 13, 2024
Funding requests exceeded the anticipated General Fund funding allocation by $684,000:
• New $200,000 funding request for capacity building by the Bay Area Community Land Trust (BACLT). Previously funded with Measure U1. Subcommittee recommends that the funding request be considered as part of the U1 funding process.
• New project to train five people to provide in-home child care proposed by BANANAS ($75k request).
• Large increased funding request for two Rebuilding Together programs (emergency repairs to single-family homes and community facilities improvements) to expand service delivery.
• Large increased funding requests for most existing workforce development programs to cover primarily cover increases in costs of staffing, materials, and other fixed costs over the next four-year funding cycle.

HAC 03/13/2024
HAC Page 3
Attachment 3 - HAC Recommendations

Recommendation to Approve the CDBG Subcommittee’s FY 2025-2028 CDBG/General Fund Workforce Development Funding Recommendations to City Council
March 13, 2024
The subcommittee’s funding recommendations, which are contained in Attachment 1, were also informed by several goals that were developed as part of the proposal review process.

Housing Services
• Keep in-tact, to the extent possible, the existing four-pronged approach staff has developed as its housing preservation strategy: 1. Emergency home repairs (Rebuilding Together/General Fund-funded) 2. Disability access upgrades/improvements (CIL/CDBG-funded) 3. Single-family rehab grants up to $16,500 (Habitat for Humanity/CDBG-funded) 4. Single-family rehab loans up to $150,000 (City of Berkeley/CDBG-funded)
• Determine if there is a more efficient and cost-effective way of administering the City’s single-family rehab loan program and avoid possible duplication of other programs (the Measure A1-funded Renew AC program). Staff has agreed to analyze the existing program and provide recommendations to HAC as part of the CDBG Consolidated Plan in Spring 2025 as to how it might organize its housing preservation programs in the most cost-effective and efficient manner. • Provide more funding to CIL for disability access upgrades/improvements.

Services for seniors and the disabled community is a City Council-established priority for use of the CDBG and General Funds, need for more services for the disabled/seniors was identified at the public hearing for CDBG programming (Attachment 2), and CIL has more demand for services than available funding.

Workforce Development
• Fund the new BANANAS program as there is a critical need for child care services. More available child care allows more people to enter the workforce and attracts businesses to the community as available child care allows for more employee stability. Training entrepreneurs to operate their own businesses empowers people and allows them to earn a living wage while contributing to their community.
• Recognize that this is a four-year funding cycle and that costs have gone up for all the service providers, both for staffing and for materials/supplies, and that increased funding from the previous four-year cycle was appropriate in some instances.

The subcommittee knows that it is always difficult to review and recommend funding when demand for critical services related to housing and workforce development for low-income people far outweighs available funding. Not all worthy projects/programs are recommended for funding at requested amounts; however, a new and innovative program to train child care providers is recommended for funding and additional funds HAC 03/13/2024
HAC Page 4
Attachment 3 - HAC Recommendations

Recommendation to Approve the CDBG Subcommittee’s FY 2025-2028 CDBG/General Fund Workforce Development Funding Recommendations to City Council
March 13, 2024
are recommended for accessibility upgrades and several workforce development programs. It is hoped that these funding recommendations will assist the city and local non-profit providers in preserving and upgrading housing for low-income households and training and placing low-income people in high wage/high demand jobs.

Attachments:

1. CDBG Subcommittee’s Recommended CDBG + GF Allocations

2. Summary of Joint Public Hearing Comments
HAC 03/13/2024
HAC Page 5
Attachment 3 - HAC Recommendations

PY24 (FY25) HAC Recommended CDBG + GF Allocations
Community Development Block Grant (CDBG) Allocations
REVENUES Allocated FY24 Anticipated FY25
CDBG Award 2,707,553$ 2,653,402$
Program Income 400,000$ 250,000$
Earlier Unused Funds 253,649$ -$
SUBTOTAL CDBG 3,361,202$ 2,903,402$
EXPENDITURES - By Category Allocated FY24 Subcommittee Recommendations Full HAC
Recommendation
I. Housing Services 1,476,057$ 1,567,697$ -$ II. Public Services (17.83%) 453,921$ 453,921$ 453,921$ III. Public Facility Improvements 809,713$ 301,104$ -$ IV. Planning & Administration (20%) 621,551$ 580,680$ 580,680$ Total 3,361,242$ 2,903,402$ 1,034,601$
General Fund (GF) Allocations
GF Revenue Allocated FY24 Anticipated FY25
423,215$ 423,215$
EXPENDITURES - By Category Allocated FY24 Subcommittee Recommendations Full HAC
Recommendation
I. Housing Services 103,475 75,715$ -$
II. Workforce Development 295,165 347,500$ -$
III. Community Facilities 24,575 -$ -$
Total 423,215 423,215$ -$
CDBG Project Details
I. CDBG - HOUSING SERVICES PROJECTS Allocated FY24 REQUEST Subcommittee Recommendations Full HAC
Recommendation
CDBG
1 Center for Independent Living: Residential Access Project for Disabled 159,660$ 389,868$ 211,600$ -$ 2 Habitat for Humanity East Bay - Housing Rehabilitation Grant Program 250,000$ 250,000$ 250,000$ -$ 3 COB HHCSD: Loan Services 70,008$ 77,009$ 75,069$ -$ 4 COB HHCSD: Senior and Disabled Rehab Program 358,048$ 393,853$ 393,853$ -$ Rehab Loans 150,000$ 150,000$ 100,000$ -$
5 COB HHCSD: Affordable Housing Development and Rehab 488,341$ 537,175$ 537,175$ -$ 6 Multi-Family Housing Rehab
SUBTOTAL Housing Projects -- CDBG 1,476,057$ 1,797,905$ 1,567,697$ -$ III. CDBG - PUBLIC/COMMUNITY FACILITIES IMPROVEMENTS: Allocations or recommended funding is one-time only.

Allocated FY24 REQUEST Subcommittee Recommendations
Full HAC
Recommendation
14 Public Facilities NOFA 656,805$ - $ 132,905$ -$ 15 COB HHCSD: Public Facilities Improvements 152,908$ 168,199$ 168,199$ -$ Subtotal Public Facilities Improvements: 809,713$ 168,199$ 301,104$ -$ Allocated FY24 REQUEST Subcommittee Recommendations
Full HAC
Recommendation
9 Homeless Services (Berkeley Food & Housing Project)* -$ -$ -$ 10 Homeless Services (Bay Area Community Services)* 418,921$ - $ TBD TBD 11 EDEN Housing: Fair Housing Services 35,000$ 35,365$ 35,000$ 35,000$ Total CDBG Public Services 453,921$ 35,365$ 453,921$ 453,921$ II. CDBG - PUBLIC SERVICES PROJECTS
HAC 03/13/2024
HAC Page 6
Attachment 3 - HAC Recommendations

* These projects are for CDBG budgeting, but are reviewed by other Commissions whose funding recommendation is reflected here.

IV. CDBG - PLANNING AND ADMINISTRATION*** Allocated FY24 REQUEST Anticipated FY25 16 COB HHCSD: CDBG Planning & Administration 621,551$ 580,680$ CDBG Planning & Administration TOTAL 621,551$ 580,680$ ***Set-aside. Planning and Administration is a capped category of CDBG funding. The City of Berkeley City Manager and Housing & Community Services Departments will utilize the maximum amount of funding available under this category.

General Fund Requests
General Fund Housing Programs Allocated FY24 REQUEST Subcommittee Recommendations Full HAC
Recommendation
7 Bay Area Community Land Trust (GF) 5,200$ 10,000$ 5,200$ -$ BACLT - Capacity Building -$ 200,000$ -$ -$
8 Rebuilding Together Safe at Home Project 98,275$ 233,560$ 70,515$ -$ Subtotal GF Housing Services: 103,475$ 443,560$ 75,715$ -$ General Fund Workforce Development Allocated FY24 REQUEST Subcommittee Recommendations Full HAC
Recommendation
12 The Bread Project: Culinary Job Readiness Training 57,850$ 75,000$ 70,000$ -$ 13 Inter-City Services: Employment, Education and Training 101,351$ 250,000$ 75,000$ -$ 14 Rising Sun Energy Center: Green Energy Training Services 67,828$ 67,828$ 50,000$ -$ 15 Multicultural Institute 68,136$ 100,000$ 82,500$ -$ BANANAS -$ 75,699$ 70,000$ -$
Subtotal GF Public Services: 295,165$ 568,527$ 347,500$ -$ General Fund Community Facilities Allocated FY24 REQUEST Subcommittee Recommendations Full HAC
Recommendation
Rebuiding Together Community Facilities 24,575$ 95,720$ -$ -$ Subtotal GF Public Facilities: 24,575$ 95,720$ -$ -$ HAC 03/13/2024
HAC Page 7
Attachment 3 - HAC Recommendations

Homeless Services Panel of Experts
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: https://berkeleyca.gov/

ACTION CALENDAR
May 7, 2024
To: Honorable Mayor and Members of the City Council
From: Homeless Services Panel of Experts
Submitted by: Carole Marasovic, Chair, Homeless Services Panel of Experts Subject: Community Agency Funding Recommendations Fiscal Years 2025-2029

RECOMMENDATION
That Council approve the Homeless Services Panel of Experts Recommendations to allocate funds to community agencies providing homeless services as detailed in Attachment 1, Exhibit A.

SUMMARY
The Homeless Services Panel of Experts (HSPE) reviewed 36 detailed proposals submitted by community agencies requesting funding to provide homeless services.

The review consisted of individual review and scoring of proposals by commissioners followed by extensive discussion with the Homeless Services Panel of Experts as a whole. In addition, several site visits were conducted to homeless service providers providing services under existing providers. All HSPE Commissioners were invited to each site visit. There were a minimum of 4-5 commissioners that attended each visit with a core 4 Commissioners that attended all the site visits scheduled. Site visits included extensive Q and A with each provider.

Funding every proposal in the amount submitted would have required the availability of

16.363 million dollars to do so. Instead, only 4.8 million in community agency allocation funding monies was available from which to recommend funding.

The HSPE Commissioners had discussion about utilizing Measure P funding to fulfill the funding recommendations. Measure P recommendations are scheduled to be addressed by HSPE Commissioners on April 3, 2024.

On April 3, 2024, HSPE commissioners will be considering funding proposals submitted through the community agency allocation process that potentially could be funded through the Measure P funding stream. However, there will be additional programs, currently funded in past years with P monies, that will need to be considered for funding under the 2025-2026
Measure P funding process. At this time, the amount of Measure P revenue is projected to be lower than what was available in past funding cycles. Much of P committed funding is needed to sustain existing programs, thus obligating those Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
monies. However, some programs/services funded under Measure P last year such as the 4.5 million acquisition of Russell House will not require funding this year.

At the April 3, 2024 Homeless Services Panel of Experts meeting our recommendations for P funding will be based on projected revenue that will not be fully known until June and can be adjusted upwards should the Council Budget and Finance Committee have a more precise estimate by their May Council Budget and Finance Committee meeting and considered by Council in the June budget process.

An additional challenge in addressing funding is that homeless service providers in Berkeley have not been provided cost-of-living increases for 5 years. Due to the shortage of monies available, they will still have not received cost-of-living increases.

Nine years without cost-of-living increases is a long time when the cost of living since the pandemic has skyrocketed.

In addition, while Dorothy Day House pays the same wage as other providers for shelter workers, Dorothy Day House does not provide the health insurance benefits that other shelter providers do. They are not state-mandated to do so as an employer due to Dorothy Day House having less than 50 employees who work 30 hours or more. That makes them less competitive as an employer seeking to hire and retain quality workers.

That health insurance need should be met but HSPE did not see funding within the community agency allocation funding to recommend doing so.

While both cost-of-living increases and health insurance benefits did not result in a recommendation from HSPE commissioners, who were bound in their recommendations by the limited pool of monies within this funding stream, they acknowledged that these were issues that should be addressed.

Following meetings where the Commissioners made initial independent recommendations, at the final meeting where recommendations were considered, the Commissioners reviewed their initial recommendations to identify those recommendations on which they were not strictly aligned with the City Manager.

As to the final review and discussion of funding recommendations, the Homeless Services Panel of Experts reached a consensus that they were perfectly aligned with the City Manager excepting for a single program which the Homeless Services Panel of Experts recommended for funding, at least in part, despite that it was a new program.

The City Manager recommended that due to the shortage of monies, no new programs be funded. This presented a quandary for HSPE commissioners with regards to 2 funding requests, the Women's Daytime Drop-In Center proposal for monies for a coordinated entry system for families and the Pacific Center for Growth's proposal regarding LGBTQ housing.

Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
As to the Women's Daytime Drop-In Center, the coordinated entry proposal delivering services to families was considered to be a new proposal by the City Manager. In fact, while it would be a new proposal as to funding this program, the Women's Daytime Drop-In Center began operating the CES system for families in Berkeley, Albany and Emeryville in January, 2021 between funding cycles, a function previously provided by Family Front Door in Oakland. Thus, the request for funding was for a proposal that would be newly funded by the City of Berkeley but for a necessary service, coordinated entry, that was already being provided in the City of Berkeley for unhoused families.

The Homeless Services Panel of Experts discussed whether it was equitable to be funding one provider for services for coordinated entry for single persons, being Bay Area Community Services (BACS) and not providing another provider providing coordinated entry services for families being the Women's Daytime Drop-In Center (WDDC). Ultimately, the Homeless Services Panel of Experts concurred with the City Manager but not without some concern over the lack of funding allocated for this program already providing these services.

The single point of where there was not an alignment with the City Manager was funding for the Pacific Center for Human Growth for LGBTQ Housing, a funding proposal for $367,736. The Homeless Services Panel of Experts strongly recommended that this proposal be funded as it was strongly written and supported by a need in the community to provide services to a marginalized population strongly visible in Berkeley who were often bullied and verbally and physically at risk in Berkeley shelters. The proposal also identified serving all ages of the Berkeley LGBTQ population including transition-age youth to seniors, working with this population at all levels of housing. The proposal also addressed that these services be provided to all lower-income persons, particularly extremely low-income persons in need of emergency shelter, housing navigation and other services. The strength of the proposal was also supported by the fact that the City of Berkeley had selected the Pacific Center for Human Growth to receive $100,000 in Mental Health Services Act monies in 2021 to provide mental health trauma services to the LGBTQ population, expanding the Pacific Center's capacity to provide services to extremely low-income persons. That contract has been extended through June, 2026, and will allow for mental health services to be provided in conjunction with the housing program to provide services to a population often at risk for stigma, abuse, mental health struggles and suicide.

Due to the financial constraints, the Homeless Services Panel of Experts only recommended $137,000 of the funding request. However, HSPE recommended that other monies be leveraged to fully fund this program so that County, State and private monies be explored to implement this program in the upcoming funding cycle.

The $137,000 was recommended as somewhat of an inexact figure so as to urge the importance of this program and to recommend that the funding allocated by the City of Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
Berkeley be substantial enough to accommodate the City of Berkeley LGBTQ population.

FISCAL IMPACTS OF RECOMMENDATION
This recommendation is an increase from the previous community agency funding cycle where $3,425,628.00 was allocated in 2019. Although there is an increase in funding recommended, it falls far short of the $16.3 million in proposals submitted. Council may need to draw from Measure P revenue which is projected to be lower than last year.

Based on the amount of P revenue available, Measure P recommendations may need to be reviewed to identify if there are other funding sources that could be utilized to fund the programs previously funded so that programs can be sustained.

CURRENT SITUATION AND ITS EFFECTS
The Homeless Commission made its funding recommendations and its February and March HSPE meetings as follows:

Action: M/S/C Marasovic/Kealoha-Blake recommend that BOSS’s USV Families and Adult shelters; DDH’s BESS, Beyond Horizon, Vets Building Shelter, and Inclement Weather Shelter; and IH’s Respite Program, Men’s Shelter and Women’s Shelter receive funding at the current award amount.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that Dorothy Day House Drop In Center receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Marasovic recommend that Peer Wellness Collective BDIC Drop in Services does not receive funding.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Palmatier recommend that Peer Wellness Collective Looker Program does not receive funding.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that WDDC Drop-In Services receives funding at the current award.

Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that HAC Mainstream Benefit Enrollment [formerly RRH] receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that HAC SSI Advocacy receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Marasovic recommend that $100,000 be awarded to WDDC’s Family Housing Resource Center Coordinated Entry.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that BACS North County HRC / Housing Hub receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that BOSS Housing Navigation Team receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Marasovic recommend that BOSS Housing Navigation Team receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Palmatier/Marasovic recommend that Bonita House Supported Independent Living (SIL) receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that IH Shelter Plus Care Services receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Marasovic recommend that LLM Coach/Square One receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Marasovic/Meany recommend that LLM Supportive Housing Program at UA Homes (SHP) receives funding at the current award.

Vote: Ayes: Meany, Kealoha-Blake, Marasovic, and Palmatier.

Noes: None. Abstain: None. Absent: Bookstein, Jones, and Hynes.

Action: M/S/C Meany/Palmatier recommend to match the staff recommendation for Women’s Daytime Drop in Center – WDDC Family Housing Resource.

Vote: Ayes: Meany, Palmatier, Bookstein, and Kealoha-Blake.

Noes: None. Abstain: Marasovic. Absent: Jones

Action: M/S/C Marasovic/Meany recommend to match the staff recommendation for Insight Housing – Women’s Shelter.

Vote: Ayes: Meany, Marasovic, Palmatier, Bookstein, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Marasovic/Meany recommend to match the staff recommendation for Insight Housing – Shelter Plus Care Services.

Vote: Ayes: Meany, Marasovic, Palmatier, Bookstein, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Marasovic/Meany recommend that all shelter plus care services be provided by Insight Housing and to eliminate Bonita House - SIL by $24,480 and reduce LLMC – COACH/Square One by $63,454.00 to match the staff recommendations.

Vote: Ayes: Meany, Marasovic, Palmatier, Bookstein, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones
Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024

Action: M/S/C Meany/Marasovic recommend to match the staff recommendation for Insight Housing’s Hope Center Men’s Housing Program.

Vote: Ayes: Meany, Marasovic, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: Bookstein. Absent: Jones

Action: M/S/C Palmatier/Meany recommend that BACS North County HRC / Housing Hub receive the current award and not city manager’s recommendation.

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Bookstein/Marasovic recommend to match the staff recommendation for DDH - Drop In Center

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for DDH - Shelter and BESS.

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for BOSS - Housing Navigation.

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Meany/Marasovic recommend that we do not change our recommendation on HAC – mainstream benefit enrollment

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Marasovic/Bookstein recommend to match the staff recommendation for BACS - Pathways STAIR Center.

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for Downtown Streets – Workforce Development.

Vote: Ayes: Meany, Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for EDC – Housing Retention.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany.

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for LSYS – Turning Point.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany.

Action: M/S/C Marasovic/Palmatier recommend to match the staff recommendation for LLMC – SHP.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany.

Action: M/S/C Marasovic/Kealoha-Blake recommend to match the staff recommendation for Toolworks – Supportive Housing.

Vote: Ayes: Marasovic, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: Bookstein. Absent: Jones and Meany.

Motion failed.

Action: M/S/C Palmatier/Bookstein recommend to match the staff recommendation for WDDC – Homeless Case Management.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany.

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for WDDC – Transitional Housing, but note that the panel wants to see a cost of living increase for this project and across all programs.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany.

Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024

Action: M/S/C Palmatier/Marasovic recommend to match the staff recommendation for Bonita House – Drop-in and Benefits Advocacy, DDH – Workforce Development; and BOSS – Step-Up Housing.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Jones and Meany

Action: M/S/C Marasovic/Bookstein move to allocate $136,000 to the Pacific Center for Human Growth in the expectation that City Council can identify other sources in the general fund and that PCHG can identify other funding to fund the project fully.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Meany, Jones

Action: M/S/C Bookstein/Marasovic move to reconsider the situation after looking at the overall budget and move to support the staff recommendation for HAC – Mainstream Benefits.

Vote: Ayes: Marasovic, Bookstein, Palmatier, and Kealoha-Blake.

Noes: None. Abstain: None. Absent: Meany, Jones

BACKGROUND
The Homeless Services Panel of Experts is 1 of 4 City of Berkeley citizens' advisory commissions that reviews funding proposals for community agencies and makes recommendations on how funding should be allocated. This function was previously addressed by the now eliminated Homeless Commission who last made recommendations for this purpose 5 years ago in 2019.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental impacts excepting that whenever unhoused persons are housed in Berkeley, it leads to a better, healthier environment for all whether that be formerly homeless persons or the general community.

RATIONALE FOR RECOMMENDATION
The Homeless Services Panel of Experts concurred with the City Manager's recommendations because there was no easy response to so many valuable programs in Berkeley who required funding to receive a boost and cost-of-living increases. HSPE worked to sustain necessary programs while recognizing that the funding recommended did not equate to the value of some necessary programs. Our shelters, housing supports, the single transition house for families fleeing domestic violence were needed as were drop-ins that provided a variety of services including case management and attending to basic needs. Benefits services were needed but they were recommended so as to streamline those services. Coordinated entry, accompanied by subsidies, were Attachment 4 - HSPOE Recommendations

Community Agency Funding Recommendations Fiscal Years 2025-2029 ACTION CALENDAR May 7, 2024
a required component to address homelessness. Workforce development was considered important but there simply was not sufficient money to fund it.

The one new proposal recommended was, as earlier described in this report, was considered to be necessary to serve a population (LGBTQ) currently improperly served, underserved and at risk in our current unhoused population. It was considered to be best practices to fund a new proposal to serve a population needing these services to encourage innovative, needed programs by new but otherwise established providers not previously funded for a needed purpose.

ALTERNATIVE ACTIONS CONSIDERED
HSPE would have liked to recommend cost-of-living increases and other programs, identified as new, including the coordinated entry at the Women's Daytime Drop-In Center but our hands were tied by funding limitations. We knew that most of our existing programs required funding to be sustained as they were providing quality services delivery needed by clients.

CITY MANAGER
See companion report.

CONTACT PERSON
Josh Jacobs, Homeless Services Coordinator, (510) 225-8035 Attachments:
1:

Exhi
bit A: HSPE Recommendations for Community Agency Funding Attachment 4 - HSPOE Recommendations

FY 25-28 Community Agency Funding Recommendations to the City Manager (3.22.24) Category Area: Homeless CM HSPOE
Estimated RFP Amount Available: $4,833,223 $4,833,223
Other Funding (Measure P/MHSA) $5,147,079 $5,283,079
TOTAL - HOMELESS SERVICES RECS $9,980,302 $10,116,302
Project Sponsor Program Name Type of Service Current Award Amount Requested
Total Commission
Rec
Total Draft CM
Recommendation
Alignment:

Commission vs.

CM/Staff Rec.

Changes:

FY 20-23 Award vs.

CM/Staff Rec.

RETURNING PROGRAMS
Alameda County Homeless Action Center Mainstream Benefit Enrollment
Benefits Advocacy $68,220.00 $244,571.00 $0 $0 $0 -$68,220 Alameda County Homeless Action Center SSI Advocacy Benefits Advocacy $129,539 $292,315 $129,539 $129,539 $0 $0 Bay Area Community Services (BACS) North County HRC /
Housing Hub
Coordinated Entry
System
(CES)/Housing
Problem
Solving/Street
Outreach)
$2,181,785 $2,266,680 $2,181,785 $2,181,785 $0 $0
Bay Area Community Services (BACS) Pathways STAIR
Center
Emergency Shelter $2,707,867 $2,747,291 $2,211,110 $2,211,110 $0 -$496,757 Bonita House Inc. Supported
Independent Living
(SIL)
Site based - Tenancy
Sustaining Services
$24,480 $61,390 $0 $0 $0 -$24,480
Building Opportunities for Self-Sufficiency BOSS Ursula Sherman Village
Families Program
Emergency Shelter $51,383 $82,914 $51,383 $51,383 $0 $0 Building Opportunities for Self-Sufficiency BOSS Ursula Sherman Village
Shelter Program
Emergency Shelter $104,662 $141,277 $104,662 $104,662 $0 $0 Building Opportunities for Self-Sufficiency BOSS Other
Services
Representative
Payee Program
Representative
Payee Services
$52,440 $85,487 $52,440 $52,440 $0 $0
Building Opportunities for Self-Sufficiency BOSS Housing Navigation Team
Tenancy Sustaining
Services
$86,831 $86,972 $86,831 $86,831 $0 $0
Dorothy Day House, Berkeley Dorothy Day House
Drop In Center
Basic Needs (Drop-in
Center,
showers/laundry,
lockers)
$182,000 $404,956 $206,701 $206,701 $0 $24,701
Dorothy Day House, Berkeley Berk Emergency
Storm Shelter
Emergency Shelter $350,000 $425,799 $358,750 $358,750 $0 $8,750 Dorothy Day House, Berkeley Beyond Horizon Emergency Shelter $950,000 $1,104,952 $950,000 $950,000 $0 $0 Dorothy Day House, Berkeley Dorothy Day House
Shelter
Emergency Shelter $566,000 $960,441 $580,150 $580,150 $0 $14,150 Dorothy Day House, Berkeley Inclement Weather
Shelter
Emergency Shelter $290,000 $322,427 $290,000 $290,000 $0 $0 Downtown Streets, Inc. ('Downtown Streets
Team')
Berkeley Downtown
Streets Team -
Workforce
Development
Workforce
Development
$225,000 $283,126 $0 $0 $0 -$225,000
Eviction Defense Center Housing Retention Housing Retention Grants
$3,250,000 $1,500,000 $797,139 $797,139 $0 -$2,452,861
Insight Housing Berkeley COVID-19
Respite Program
Emergency Shelter $274,794 $251,794 $251,794 $251,794 $0 -$23,000 Insight Housing Hope Center (Mens
Housing Program)
Emergency Shelter $445,759 $885,370 $362,897 $362,897 $0 -$82,862 Insight Housing Womens Shelter
(WOS)
Emergency Shelter $521,025 $1,092,780 $521,025 $521,025 $0 $0

RECOMMENDATIONS
Attachment 4 - HSPOE Recommendations

Insight Housing Insight Housing
(BFHP) Shelter Plus
Care Services
Tenancy Sustaining
Services
$100,190 $236,917 $200,400 $200,400 $0 $100,210
Larkin Street Youth Services Turning Point Transitional Housing $189,255 $189,255 $189,255 $189,255 $0 $0 Lifelong Medical Care COACH / Square
One
Tenancy Sustaining
Services
$163,644 $188,191 $100,190 $100,190 $0 -$63,454
Lifelong Medical Care Supportive Hsg
Program UA Homes
(SHP)
Site based - Tenancy
Sustaining Services
$55,164 $85,209 $55,164 $55,164 $0 $0
Peer Wellness Collective BDIC Drop in
Services
Basic Needs - Drop-in
Center
$35,721 $76,030 $0 $0 $0 -$35,721
Peer Wellness Collective Locker Program Basic Needs -
Lockers
$50,000 $67,246 $0 $0 $0 -$50,000
Peer Wellness Collective Representative
Payee Services
Representative
Payee Services
$32,016 $63,705 $32,016 $32,016 $0 $0
Toolworks, Inc. Supportive Housing Site Based - Tenancy Sustaining Services
$47,665 $75,000 $0 $0 $0 -$47,665
Womens Daytime Drop-In Center Drop-In Services Basic Needs (Drop-in Center)
$48,153 $218,854 $48,153 $48,153 $0 $0
Womens Daytime Drop-In Center Homeless Case
Management -
Housing Retention
Tenancy Sustaining
Services
$100,190 $155,680 $100,190 $100,190 $0 $0
Womens Daytime Drop-In Center Bridget Transitional
House
Transitional Housing $118,728 $273,440 $118,728 $118,728 $0 $0 SUBTOTAL - RETURNING PROGRAMS $13,402,511 $14,870,069 $9,980,302 $9,980,302 $0

NEW PROGRAMS
Bonita House Inc. Drop-In Basic Needs (Drop-in
Center)
$0 $66,360 $0 $0 $0 $0
Dorothy Day House Dorothy Day
Workforce
Development
Program (DDWFD)
Workforce
Development
$0 $537,552 $0 $0 $0 $0
Pacific Center for Human Growth Ensuring Safe and
Stable Housing for
LGBTQIA Members
of Berkeley
Housing Navigation
Services
$0 $363,736 $136,000 $0 -$136,000 $0
Womens Daytime Drop-In Center WDDC Family
Housing Resource
Center Coordinated
Entry
Coordinated Entry
System
(CES)/Housing
Problem
Solving/Street
Outreach)
$0 $210,918 $0 $0 $0 $0
Building Opportunities for Self-Sufficiency Step Up Housing - Tenancy Sustaining
Services
Tenancy Sustaining
Services
$0 $314,600 $0 $0 $0 $0
SUBTOTAL - NEW PROGRAMS $0 $1,493,166.00 $136,000.00 $.00 -$136,000 $.00 TOTAL - HOMELESS SERVICES $13,402,511 $16,363,235 $10,116,302 $9,980,302 -$136,000 $ Attachment 4 - HSPOE Recommendations

Human Welfare and Community Action Commission
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: https://berkeleyca.gov/

ACTION CALENDAR
May 7, 2024
To: Honorable Mayor and Members of the City Council
From: Human Welfare and Community Action Commission (HWCAC) Submitted by: Mary Behm-Steinberg, Chairperson, HWCAC
Subject: HWCAC Community Agency Funding Recommendations Fiscal Year 2025- 2028

RECOMMENDATION
Approve the Human Welfare and Community Action Commission’s (HWCAC’s) recommendation to allocate funding to agencies providing services to the poor as detailed in Attachment 1.

FISCAL IMPACTS OF RECOMMENDATION
The fiscal impact of this recommendation is to maintain current the current expenditure of Measure E and $563,266 in City General Funds and Community Service Block Grant (CSBG) Funds.

CURRENT SIT

UATION AND ITS EFFECTS
The HWCAC advises Council on issues affecting low-income residents of Berkeley, and recommends funding for services that form a social safety net to assist these residents.

The HWCAC makes recommendations regarding the Community Services Block Grant Community Action Plan and the allocation of resources to carry out that plan. The Community Action Plan emphasizes the provision of basic human needs: food, shelter, medical care and employment. Agencies apply for funding to offer services to low- income seniors, youth, families, racial and ethnic minorities, and people with disabilities through a variety of supportive programs, including medical care and legal services.

This year, the HWCAC met in January, February and March to review funding applications and develop funding recommendations. At the meeting on March 6 th, 2024,
the HWCAC finalized its funding recommendation as follows and as detailed in Attachment 1. M/S/C: (Lippman/Lara Cruz) to finalize funding recommendations. Vote:

Ayes – Behm-Steinberg, Bohn, Lara Cruz, Lippman; Noes – None; Abstain – None; Absent – None.

A. Maintain existing funding levels for FY2024 p
rograms, except:

1. Family Violence Law Center requested a funding increase to fund an advocate position that works with Berkeley Police Department and Attachment 5 - HWCAC Recommendations

HWCAC Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

domestic violence victims, as well as to provide additional attorney time.

Since the HWCAC deeply believes in the services FVLC provides to advocate for victims of domestic violence, it recommends that the City partially fund the increase to levels shown in attachment A.

2. Lifelong Medical Services submitted funding for three separate programs, Access to Primary Care for Low-income residents, Primary Geriatric Care/Hypertension Program and a new separate allocation towards Access to Acupuncture for Detox services. HWCAC believes in accessible healthcare services and recommends partially funding all three requests at the amounts shown in attachment A.

3. J- Sei requested a funding increase to further fund their senior services in Berkeley. The HWCAC is a proponent of comprehensive senior services and knows J-Sei provides necessary services to seniors in need, so it recommends that the City partially fund the increase to levels shown in attachment A.

4. Through the Looking Glass requested a funding increase to fund their Berkeley Parenting and Disability Project. The HWCAC recommends funding part of their increase so they can continue to provide exemplary services.

5. Berkeley Community Gardening Collaborative requested a substantial increase in funding as they continue to expand to several different community areas. The HWCAC deeply believes in the expansion of green spaces and community gardens throughout the City, especially in low- income areas. The HWCAC recommends funding part of their increase request.

6. The HWCAC makes the following recommendation regarding Bonita House: the Berkeley Wellness Center provides an important service to the community and fits within the mission of the HWCAC. However, due to constraints with the funds available, HWCAC recommends that the City does not continue to fund Bonita House. The recommendation was not made lightly as the HWCAC values the work that Bonita House does in Berkeley, but the HWCAC believes that Bonita House is an organization that is financially sound and can work to fund the program through other avenues.

B. The HWCAC provides the following note to the agencies that submitted proposals: We wanted to fully fund many of the programs you proposed, but we did not have the funds available to do so. We received requests totaling several hundreds of thousands of dollars more than is allocated in the City General Fund.

Thank you for taking the time to go through the RFP process. We know it is Attachment 5 - HWCAC Recommendations

HWCAC Community Agency Funding Recommendations Fiscal Year 2025-2028 ACTION CALENDAR May 7, 2024

complicated and we appreciate your time and effort in this process and in your work improving the lives of Berkeley residents.

BACKGROUND
With experience reviewing application for funding from previous fiscal years, commissioners reviewed funding proposals submitted via the City’s online application process. The Commission discussed and finalized funding recommendations at a regular meeting on March 6, 2024.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental impacts or opportunities associated with the action suggested in this report.

RATIONALE FOR RECOMMENDATION
The HWCAC reviewed requests for 13 programs offered by 11 agencies. The HWCAC recommends funding to agencies as detailed in Exhibit A.

ALTERNATIVE ACTIONS CONSIDERED
The HWCAC considered alternate funding allocations that fully funded more programs but offered funding to fewer agencies in total. The Commission decided to prioritize funding more programs to ensure that more types of services would be available to low- income residents of Berkeley.

CITY MANAGER
The City Manager concurs with the content and recommendations of the Commission’s Report.

CONTACT PERSON
Mary-Claire Katz, Commission Secretary, HHCS, 510-981-5414

Attachments:
1: Commission Funding Recommendations

Attachment 5 - HWCAC Recommendations

Human Welfare and Community Action Commission
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: https://berkeleyca.gov/ Attachment 1
HWCAC – Funding Recommendations
Project Sponsor Program Name Type of Service Funding
Source
Amount
Requested
Commission
Recommendation

RETURNING PROGRAMS
Bay Area Outreach &
Recreation Program (BORP)
Recreational Services for
Disabled Disability Services GF $69,800 $43,592
Berkeley Community
Gardening Collab.

Berkeley Community
Gardening Collaborative Other Services GF $153,052 $51,632 Bonita House Inc.

Berkeley Wellness
Center Health Care Services - General GF $25,000 $0
East Bay Community Law
Center Consumer Justice Clinic
Legal/Advocacy/Mediation
Services GF $113,119 $33,644
Easy Does It Emergency
Services
Emergency Disability
Services for Berkeley
Residents Disability Services - Measure E Measure E $2,114,400 $1,653,260 Family Violence Law Center
Domestic Violence &
Homeless Prevention
(DVHP)
Legal/Advocacy/Mediation
Services GF $82,080 $75,000
J-Sei Senior Services Senior Services GF $30,000 $20,000 Lifelong Medical Care
Access to Acupuncture
Detox Services
Health Care Services - Alcohol and
Other Drug (AOD) Treatment GF $73,625 $29,855
Lifelong Medical Care
Access to Primary Care
for the Low-
Income/Uninsured Health Care Services - General CSBG/GF $167,933 $160,000 Lifelong Medical Care
Primary Geriatric
Care/Hypertension Health Care Services - General GF $166,224 $114,543 Through The Looking Glass
Berkeley Parenting &
Disability Project Disability Services GF $52,000 $35,000

NEW PROGRAMS
Associated Students of the
University of California/ The
Berkeley Project Berkeley Project Other Services GF $32,000 $0 Berkeley Food Network
Berkeley Food Network -
Providing Food
Assistance with Dignity Other Services GF $150,000 $0
Attachment 5 - HWCAC Recommendations

Health, Housing and
Community Services Department
Berkeley Youth Equity Partnership
A Vibrant and Healthy Berkeley for All
2180 Milvia Street, 2nd Floor, Berkeley, CA 94704 Tel: 510. 981.5100 TDD: 510.981.6903 Fax: 510. 981.5450 E-mail: [email protected]
TO: Honorable Mayor and City Council Members
FROM: Youth Equity Partnership’s Youth Review Panel
DATE: March 1, 2024
SUBJECT: FY 2025 - 202
8 Community Agency Funding Recommendations to
Advance Equitable Outcomes for African American/Black and/or Latinx Children, Youth, and their Families

RECOMMENDATION
Approve Youth Review Panel (YRP) recommendations to allocate funding to community agenci
es to advance equitable outcomes for African American/Black and/or Latinx Children, Youth, and their Families as detailed in Exhibit A.

FISCAL IMPACTS OF RECOMMENDATION
The YRP recommends allocating $1,684,109 to community agencies to advance equit
able outcomes for African American/Black and/or Latinx children, youth, and their families in Berkeley (see Exhibit A for detailed allocation).

CURRENT SITUATION AND ITS EFFECTS
On November 6, 2023, the City of Berkeley released a Reques t for Proposals (RFP) for
community agency funding. The RFP included an invitation for proposals that support the vision of the Berkeley Youth Equity Partnership (YEP): African American/Black and Latinx young people who live and/or go to school in Berkeley thrive academically, physically and emotionally. In December 2023, 20 community agencies submitted 28 proposals for a total request of over $3.4 million. Seven agencies submitted more than one proposal. The total funding available for YEP programs is $1,684,109.

The YRP is an ad hoc group of 20 African American/Black and Latinx high school and community college students who were hired to take on the responsibility of reviewing YEP’s community agency funding requests and to make recommendations to Berkeley City Council on how to allocate community agency funds. (For more information on YRP, see Background below).

Between December 2023 and February 2024, YEP staff convened nine full group, in person YRP sessions, supplemented by small group Zoom meetings and independent proposal review. Following an orientation and training process, panel members were Attachment 6 - YEP Recommendations

YEP - FY 2025 - 2028 Community Agency Funding Recommendations

divided into four teams, with 3 - 7 panelists per team, each focusing on a different YEP objective area: Kindergarten Ready; Successful in School; Healthy, Connected, and Resilient; and College and Career Ready. YEP’s fifth objective area, Supported at School and Home, did not receive any proposals.

Teams discussed proposals in their objective areas in-depth. They considered staff monitoring scores and perspectives and analyzed the respective proposals’ efficacy at meeting YEP priorities. All community agency applicants were invited to present their proposals in person to the Youth Review Panel on January 27, 2024. 17 community organizations (representing 23 programs) accepted this invitation to share program information and responded to questions from the Youth Panelists.

In total, the 20 Youth Review Panelists spent approximately 900 hours combined reviewing proposals and developing recommendations. This careful review and analysis provided panelists with an excellent basis for making their recommendations. We closely reviewed how programs defined their services and measured their outcomes, and how their proposals would help to close the opportunity gap between African American/Black and Latinx young people in Berkeley. We looked closely at applications for: a defined program structure and/or curriculum; the number of African American/Black and Latinx students served; alignment with YEP’s goals; and documented positive outcomes from previous funding cycles. For new applicants, we paid attention to their track records and impacts on achieving improved educational outcomes for African American/Black and Latinx children and youth.

Since the amount of funding we had to allocate was less than half the amount requested by community agencies this cycle, the YRP faced difficult decisions, including, in some instances, recommending to not fund organizations that were funded in previous cycles. In most instances, YRP was unable to recommend funding at the amounts requested. The agencies that we did recommend for funding have a history of serving Berkeley children, youth and their families and have built a track record of achieving impact with these populations. The most common reasons for not recommending funding included one or more of the following:

- Weak alignment with YEP goals and objectives
- Lack of clearly demonstrated, measurable outcomes
- Little data or evidence-based rationale to ensure program success - “Low dosage” program, meaning the program offered too few services per participant to achieve a significant impact in participants’ lives - Lack of clarity in organization’s presentation to panel - Inconsistent program enrollment
- Unclear budget or inadequate justification in budget narrative - High cost per participant that was inconsistent with program impact

On February 10, 2024, the YRP unanimously recommended that 16 proposals receive full or partial funding. The group used a consensus approach to arrive at a conclusion with maximal agreement. Proposals recommended for funding met the criteria outlined Attachment 6 - YEP Recommendations

YEP - FY 2025 - 2028 Community Agency Funding Recommendations

in the City’s request for proposals and aligned closely with YEP’s four priority program areas.

The YRP wants to acknowledge and thank City Council, YEP staff, YEP consultant Ina Bendich, and our youth-serving community agencies for their dedication to racial equity in Berkeley. We also want to acknowledge the YouthWorks program for helping us get paid to do this important work. Without payment, it would have been difficult for a number of the Youth Review Panel members to participate. We are confident that the investments we are proposing will help ensure that all children living in Berkeley have equitable opportunities to realize their full potential.

BACKGROUND
Berkeley’s Youth Equity Partnership seeks to create equitable opportunities for African American/Black and Latinx young people to achieve high outcomes and realize their full potential. The Berkeley Youth Equity Partnership’s Youth Review Panel was created this contracting cycle to give African American/Black and Latinx youth who live and/or go to high school or community college in Berkeley the opportunity to influence funding decisions that affect African American/Black and Latinx young people and their families.

Consistent with YEP’s strong focus on youth development, this unique opportunity was designed to give African American/Black and Latinx youth a voice in decision-making that is often reserved for people who do not necessarily have the lived experience that is so important in understanding the needs, interest, and potential of YEP’s focal population.

YEP recruited YRP candidates through schools, community agencies and City programs. 51 youth ultimately applied to be panelists. Following an interview and scheduling review, 20 African American/Black and/or Latinx students were hired for these paid positions. Of the 20 panelists, 17 attend Berkeley High (sophomores through seniors), 1 attends Berkeley Technology Academy, 1 attends Berkeley Independent Studies, and 1 attends Berkeley City College.

The YRP first convened for an orientation on December 13, 2023. Panelists participated in additional sessions ranging from 2 - 6 hours held after school and on Saturdays on January 8, 13, 18, and 27 (agency presentations to panel) and February 1, 5, 10, and

26. In addition, panelists read and scored proposals independently outside of meeting times and participated in small group Zoom meetings to analyze proposals and develop questions for the January 27 agency presentations.

The Youth Review Panel members worked extremely hard over these past few months, balancing school work, extracurriculars, family responsibilities, along with the significant amount of time and effort associated with reviewing and analyzing agency proposals.

We are extremely proud of our individual and collective contributions to this project.

CONTACT PERSON
Nina Goldman, YEP Manager, (510) 981-5420
Attachment 6 - YEP Recommendations

Attachment 7:

City Manager Community Agency Funding Recommendations FY 2025 – 2028

INTRODUCTION
The City of Berkeley’s Community Agency Request for Proposals (RFP) process launches a four-year funding cycle in which City Council awards contracts to community agencies to provide vital services and supports that benefit many of Berkeley’s most vulnerable community members. The programs recommended through this process are selected to address the social determinants of health – “the conditions in which people are born, live, learn, work, play, worship and age that affect a wide range of health, functioning, and quality-of-life outcomes.”1 The image below presents key social determinants of health and how improving conditions across these areas can help pave the way to a healthier Berkeley.

The City issued its Fiscal Year (FY) 2025-2028 RFP in November 2023. Funds allocated to this process include the City General Fund, Measure E funds, Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG) and Community Services Block Grant (CSBG), HOME Investment Partnership Program (HOME) – American Rescue Plan Program (HOME- ARP), and Homeless Housing, Assistance and Prevention (HHAP). With approximately $10.9 million per year available funding, the City received 91 program applications requesting almost $26 million dollars per year. City of Berkeley staff and four review bodies -- the Housing Advisory (HAC), the Human Welfare and Community Action (HWCAC), Homeless Services Panel of Experts (HSPOE) and the Youth Review Panel (YRP) -- reviewed applications from January through March 2024. City Manager and review bodies’ funding recommendations are summarized in a chart at the end of this report (Exhibit A). This report describes the RFP process to date and next steps in the RFP award process.

1 U.S. Department of Health and Human Services and Office of Disease Prevention and Health Promotion, Healthy People 2030.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

CURRENT SITUATION AND ITS EFFECTS
Overview of the RFP Process: The RFP process is led by the Health, Housing, and Community Services Department (HHCS), in coordination with the City Manager’s Office.

HHCS’ internal planning for this RFP process began in summer 2023. On October 24, 2023, HHCS staff emailed previously funded applicants and other potentially interested parties to inform them that the RFP would be released on November 6, 2023, and invited them to an upcoming RFP virtual workshop. Staff published the RFP notice on November 3, 2023, in the Berkeley Voice, the local newspaper of general circulation. Staff posted the RFP on the City’s bid and procurement webpage on November 6, 2023, along with supplemental resources describing the program areas, service measures and outcomes, and related guidelines, policies, and standards.

Staff held a virtual RFP workshop on November 15, 2023. At this workshop, HHCS staff presented on the funding priorities, the application process, available funds and timeline details, and answered questions from attendees. City staff emphasized the December 22, 2023, application deadline and informed community agencies that late and/or substantially incomplete applications would not be accepted. The workshop also included smaller breakout groups facilitated by staff for homeless services and Berkeley’s Youth Equity Program (YEP) priority services. These two groups provided agencies with an opportunity to receive additional program-specific information regarding changes in the RFP relating to their area of interest.

Following the workshop, staff published videos of the workshop and breakout groups on the City’s website, along with a Question & Answer document in response to agency questions.

Staff continued to post written responses to applicant questions on the website up until the application due date. Staff referred all technical questions to City Data Services, which provides HHCS’s online grants management system.

During the RFP’s open period, staff conducted enhanced outreach efforts relative to the previous funding cycle, including the below activities:

1. Conducted outreach to interested parties and applicants from prior RFP cycles.

2. Identified new potential applicants and included them on the email distribution list.

3. Posted the RFP on the City’s news page and the workshop on the City’s events page.

4. Sent frequent reminders regarding the RFP release, workshop, application reminders, etc. to potential applicants and interested parties, including at three weeks, one week, three days and one day prior to due dates.

In addition to the RFP release and announcements, HHCS held a public hearing in January to gather input on strategic priorities for this funding prior to initial recommendations. This public hearing was again noticed in the Berkeley Voice, the local paper of general circulation, as well as on the City’s event webpage. Approximately 13 people attended the public hearing.

Comments are summarized in the PY 2024 Annual Action Plan in the main body of this Council report.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Requests for Available Funds: This RFP cycle was extremely competitive. As show in Table 1, the City received applications from 91 programs requesting almost $26 million. By comparison, in the FY 2020 - 2023 RFP cycle, the City received 119 proposals requesting $20.9 million.

Table 1: Available and Requested Funds and Applications by Category Category Focus Funding Available
(Estimated)
Funding
Requested
# of Applicant
Programs
Returning New Total
Housing
and
Workforce
Housing
development,
rehabilitation,
fair housing,
workforce
development
and training
GF: $423,215
CDBG: $1,770,896
Subtotal: $2,194,111
$2,908,450 14 1 15
Homeless
Services
Homeless
prevention,
shelter, housing
solutions, and
resources
GF: $2,910,364
CDBG: $418,921
ESG: $208,342
HOME-ARP: $547,139
HHAP2: $498,457
U1: $250,000
Subtotal: $4,833,223
$16,363,235 30 5 35
Health
and
Human
Welfare
Health,
disability,
senior, legal and
other services

GF: $403,266
CSBG: $160,000
Measure E: $1,653,260
Subtotal: $2,216,526
$3,229,233 11 2 13
Youth
Equity
Academic,
physical and
emotional
support for
African
American/ Black
and Latinx youth
GF: $1,684,110
Subtotal: $1,684,110
$3,443,379 18 10 28
TOTAL $10,927,970 $25,944,297 73 18 91

Various funding sources are combined in this RFP. They are apportioned to service categories based on alignment. Funding sources include: City General Fund (GF), Community

2 The State Homeless Housing, Assistance and Prevention (HHAP) Round 4 dollars are allocated for FY 2025 only. If Alameda County awards the City additional HHAP funding in future rounds, Berkeley plans to allocate the funds to continue operations at HHAP-funded shelters. If not, staff will explore other funding, such as Permanent Local Housing Allocation (PLHA), to support HHAP -funded shelters through FY 2028.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Development Block Grant (CDBG), Emergency Solutions Grant (ESG), Community Services Block Grant (CSBG), Measure E, and the City’s Childcare Mitigation Fee.

The recommended funding amounts do not incorporate likely increases in the cost of doing business for applying agencies over the course of the four-year award period. In the past, the City has awarded flat annual funding amounts during the community agency RFP process.

Agencies are awarded the same amounts of funding in year 1 through year 4. Over the course of the current RFP cycle, the San Francisco-Oakland-Hayward Consumer Price index for All Urban Consumers (CPI-U) increased by 14.5 percent (June 2019- August 2023). As a result, funded agencies were faced with diminished purchasing power over the past four years.

If the City continues to move forward with flat GF funding for the FY 2025-2028 RFP, funded agencies likely will not have the resources to keep pace with economic trends. City-funded agencies will likely be put in a position to cut down on the number of community residents they serve and/or to offer more limited services with the overall result of achieving lower program outcomes as each new year of their contracts unfolds. One solution that Council could consider is incorporating an annual COLA (or otherwise adjust the general fund allocation) this upcoming cycle to better preserve the current level of high-quality services in a changing economic environment.

CITY MANAGER FUNDING RECOMMENDATIONS
In light of the disparity between requested and available funding, the City Manager prioritized programs that were most closely aligned with the goals and target populations outlined in the RFP. When feasible, the City Manager recommended awarding increased funding for returning programs that effectively demonstrated higher costs of doing business.

The funding recommendations and rationale are described by funding category in the following order below (listed with the commission that reviewed proposals):

1. Housing Services, Public & Community Facility Improvements, Workforce Development and Public Services (Housing Advisory Commission)

2. Homeless Services (Homeless Services Panel of Experts)

3. Health and Human Welfare (Human Welfare and Community Action Commission)

4. Youth Equity (Youth Review Panel)

A full listing of programs with review bodies’ and City Manager funding recommendations can be found in the attached Exhibit A. In most cases, the City Manager and the commissions were closely aligned in their recommendations. Exceptions are highlighted in the discussion below.

Despite the many merits of the applications and the importance of the issues they seek to address, resource constraints prohibited the City Manager from recommending funding for all programs and at requested levels. The City Manager greatly appreciates the consideration and effort that went into each and every application.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

1. Housing Services, Public & Community Facility Improvements, Workforce Development and Public Services (HAC)
Overview: This category includes Housing Services, Public and Community Facility Improvements, Workforce Development and Public Services. These areas receive $423,215 in funding from City General Fund and an estimated3 $1,770,896 from the federal Community Development Block Grant (CDBG), for an estimated total of $2,194,111. This category received 15 proposals for a combined request of nearly $3 million.

Table 2: Housing Services, Public & Community Facility Improvements, Workforce Development and Public Services Summary
Service Type Description # of
Applicants Total Request
Housing Services
Single Family Rehabilitation
programming and a land trust initiative
administered by nonprofits and HHCS.

This category also includes HHCS’
Housing Trust Fund and HHCS’ Loan
Servicing.
7 $2,041,465
Public and Community
Facility Improvements
Facility infrastructure improvements
administered by HHCS and by a
nonprofit working primarily with
volunteers.
2 $263,919
Workforce
Development and
Public Services
Workforce Development programming
and fair housing services administered
by non-profits.
6 $603,066
TOTAL 15 $2,908,450

Recommendations: The City Manager prioritized funding decisions to agencies based on the following criteria:
• Alignment with housing, facility and workforce goals and priorities as laid out in the request for the proposal.
• Demonstrated commitment to serving low-income populations. • Established track record of achieving positive outcomes working with low-income communities.
• Clearly described program design with aligned budget. • Demonstrated organizational capacity to successfully conduct the proposed work.

3 The precise amount of CDBG funding is estimated as the City has not yet received the its Housing and Urban Development or HUD allocation. Historically, HUD provides an allocation notice in March or early April. However, the past several years the notice has been delayed, prompting staff to use estimation methods. Both staff and the Housing Advisory Commission (HAC) evaluated applications and made recommendations based on these estimated funds.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Recommendations by service type are as follows:

1. Housing Services Programs: This category is primarily supported by CDBG funds and includes City of Berkeley administered programming. Addressing housing services and preservation is a paramount concern in Berkeley, as it serves as a cornerstone for fostering social, economic, and environmental well-being within the city. The City Manager and the HAC agree on which of the seven proposals merited funding, though their recommendations diverged on the level of funding.

The City Manager is recommending redistributing CDBG funds across the Center for Independent Living’s (CIL) Residential Access Program, Habitat for Humanity East Bay/Silicon Valley’s (HEBSV) Single Family Housing Rehabilitation Program and Rebuilding Together East Bay North’s (RTEBN) Community Facility Improvement Program (in the facility category below). This will result in an increase in CIL’s current award, a reduction in funding for HEBSV and an allocation of CDBG rather than General Funds to RTEBN Community Facility Program. Both the City Manager and HAC support an increase to CIL to support quality of life for low-income residents living with disabilities by providing ADA access improvement repairs.

The City Manager and HAC Commission are aligned in providing funding for BACLT, RTEBN’s Safe at Home Program. The City Manager is recommending supporting a small increase in General Fund to RTEBN’s program. The program uses volunteers to provide free emergency housing rehabilitation repairs to low-income Berkeley homeowners offers significant social and economic benefits.

2. Public and Community Facility Improvements Programs: Investing in community facilities that serve low-income people enhances the quality of life for a broader segment of the Berkeley’s population, fostering social cohesion and well-being. The City Manager and HAC Commission recommend fully funding the City of Berkeley's Public Facility Improvement Program application to administer the Public Facility Improvement’s Notice of Funding Opportunity (NOFA). The City Manager and HAC Commission jointly recommend allocating CDBG funds to RTEBN’s Community Facility Improvement Program, though at different levels.

As mentioned above, the City Manager proposes redistributing CDBG funds from the housing services category to the community facility to support RTEBN’s program. The City Manager’s approach supports a stable annual allocation to RTEBN, whereas the HAC’s approach was more complex involving program income and carryforward funds resulting in uncertain annual allocations and annual contract amendments. The City Manager’s stable funding approach will ensure a consistent and predictable funding stream for the agency, facilitating its annual planning and operational activities.

By prioritizing improvements in community facilities, we amplify our support for organizations that serve diverse community needs, thus benefiting a larger number of individuals and families. This strategic reallocation aligns with our commitment to creating vibrant, inclusive communities while ensuring the efficient use of available funds.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

3. Workforce Development/Public Services Programs: This category is primarily supported by City of Berkeley General Fund. Five Workforce Development and one Public Services applications were reviewed for funding recommendations. The City Manager and the HAC are in alignment to recommend funding for: The Bread Project, Eden Council for Hope and Opportunity and Multicultural Institute. The City Manager is recommending a different funding amount for the three remaining General Fund applications: BANANAS, Inter-City Services (ICS) and Rising Sun Center for Opportunity.

The City Manager is proposing a different funding approach rooted in aiming to maximize community impact. The City Manager supported the HAC’s recommendations to fund the new Workforce Development application submitted by BANANAS, supporting the increase in funding to the Bread Project and Multicultural Institute. The City Manager diverged from the HAC’s recommendation and is suggesting to maintain current funding for Inter-City Services and no longer fund Rising Sun Center for Opportunity.

While Rising Sun Center for Opportunity valuable services for Berkeley residents, the City Manager agrees with the HAC that the proposed BANANAS childcare business startup support promises a significant and far-reaching impact and should be funded. By investing in the BANANAS program, the City of Berkeley anticipates the creation of three to five childcare businesses, which not only generates employment opportunities but also addresses a critical need within our community to provide accessible and culturally competent childcare services within local communities. Childcare is an essential service that supports working families and fosters economic growth. By facilitating the establishment of new childcare businesses, we not only create job opportunities but also increase the availability of childcare slots within our community.

2. Homeless Services (HSPOE)
Overview: The Homeless Services category includes nine funding areas described in Table 3 (below). This category received 35 applications for a combined request of over $16 million. A list of the Homeless Services applicant programs is outlined in Exhibit A.

The funding required to end homelessness in Berkeley far exceeds the amount available through this RFP process. The total available of $4,833,223 includes $498,457 in State Homeless Housing, Assistance and Prevention (HHAP) Round 4 funding, which needs to be spent by June 30, 2025. Therefore, that allocation is only for FY 2025. Alameda County may receive additional HHAP Round 4 funding plus additional HHAP funds in future rounds on behalf of Berkeley. If additional HHAP funding becomes available, Berkeley will allocate the funds to continue operations at HHAP funded shelters. If the State does not allocate additional HHAP funds, staff will work to identify other funding for HHAP funded shelters through FY 2028, which could include allocating future rounds of Permanent Local Housing Allocation funding (PLHA).

The City Manager’s recommendations include $5,127,079 in Measure P funds and $20,000 in MHSA funds. While these funds were not included in the funds available for the Community Agency RFP, they were anticipated to be used to maintain service levels at interim housing

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

programs and a benefit advocacy program. These funds increase the City Manager’s recommendation to $9,980,302.

Table 3: Homeless Services Summary
Service Type Description # of
Applications Total Request
Coordinated Entry
System (CES)
Operate North County CES, serves as a
point of entry to the housing services
offered by the homeless system
2 $2,477,598
Drop-in Centers Drop-in center operations, showers, and laundry services. 4 $766,200
Emergency Shelter
Shelter/navigation center operations,
safety, meeting the basic needs of
participants and coordination with CES
10 $8,015,045
Tenancy Sustaining
Services
Provide services to clients in permanent
supportive housing (such as Shelter
Plus Care)
8 $1,203,959
Housing Retention Help low-income Berkeley tenants
remain in their housing 1 $1,500,000
Representative
Payee Services
Provide services to persons
experiencing homelessness or who
were previously homeless and who are
required or strongly encouraged to
receive assistance with money
management
2 $149,192
Transitional Housing Services and operating costs of
transitional housing programs 2 $462,695
Other Benefits Advocacy, Lockers and
Housing Navigation Services 4 $967,868
Workforce
Development
Provide workforce development services
for people experiencing homelessness
and/or enrolled in a time-limited rental
assistance program
2 $820,678
TOTAL 35 $16,363,235

The majority of the homeless services program applications requested significantly more funding, largely due to the increase in services and operating costs since FY 2020. Due to the limited funding allocated through the RFP and the projected reduction in Measure P revenues, the City Manager recommendations do not include any funds for new programs and only limited increases to some returning programs to expand scopes. The lower funding recommended amounts may impact agency operations and level of services available to participants.

Recommendations: The City Manager’s recommendations are based on the following guiding principles:

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

• Align with the Home Together Plan4 endorsed by City Council on April 26, 2022 and the All Home Regional Action Plan5, endorsed by City Council on July 13, 2021.

The City Manager’s recommendations target City funds toward programs that align with these core strategies to end homelessness:
o Homeless Prevention (Retention)
o Interim Shelter
o Housing Solutions
o Strengthen Coordination, Communication and Capacity

• Maximize potential to leverage State and County funding. The City Manager’s recommendations considered existing State and County resources utilized to serve the unhoused population in Berkeley so it could target City funds to programs that align with the four strategies listed above. The recommendations include State Homeless Housing, Assistance and Prevention (HHAP) Round 4 funding allocated to Berkeley through Alameda County. This funding will be dispersed through a contract between Alameda County and the recommended service provider. Due to the expected reduction in Measure P revenue, staff shifted programs currently funded with Measure P to the community agency RFP process. Making Measure P funds available to use as leverage was also done to help make the City’s application for the State’s 3rd round of Encampment Resolution Funds (ERF) more competitive.

• Balance basic needs with long-term housing solutions. The 2022 Point-In Time Count reported that there were 803 unsheltered people living in Berkeley. The City Manager recommends continued support of robust and highly used programs that provide basic needs services such as showers and laundry in a safe indoor space.

These programs also provide respite from inclement weather and poor air quality. As of March 18, 2024, the North County Housing Queue currently had a waitlist of 613 households. Of this total, 497 are expected to need assistance with moving into and retaining permanent housing. The City Manager recommendations continue to support interim housing, housing navigation, tenancy sustaining services, and flexible rental assistance.

The City Manager aligned with the Homeless Services Panel of Experts (HSPOE) recommendations on 34 out of 35 applications (see Exhibit A). The City Manager did not align with HSPOE’s recommendation to fund a new program, Pacific Center for Human Growth’s Ensuring Safe and Stable Housing for LGBTQIA program. This proposal would provide housing navigation services and funding for motel vouchers to support unstably housed and unhoused LGBTQIA households in Berkeley and the East Bay. The City Manager’s recommendation is to continue investing in the current centralized housing navigation system at the North County Housing Resource Center, which is the access point for the majority of City funded permanent housing solutions.

4 Home Together Plan: https://homelessness.acgov.org/homelessness-assets/docs/reports/Home-Together- 2026_Report_051022.pdf
5 All Home Regional Action Plan: https://www.allhomeca.org/wp- content/themes/allhome/library/images/plan/210413_Regional_Action_Plan_Final.pdf

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

The Homeless Services recommendations incorporate the City Manager and staff’s commitment to continuous improvement, which, in some cases, required recommendations to no longer fund certain programs and, in other cases, to increase funding and shift caseloads and responsibilities accordingly:

1. Coordinated Entry System / Services (CES): The North County Housing Resource Center (HRC) operated by Bay Area Community Services (BACS) is the access point for key homeless services for adults in Berkeley. HUD requires Continuum of Cares (COCs) to establish HRCs across a COC region. As such, Alameda County funds 12 HRC/Access Points throughout Alameda County, including the North County HRC. The City Manager recommends reducing CES funding to better align with actual program expenditures and continuing to centralize targeted investments through the HRC: crisis and housing assessments and street outreach services; housing navigation services; tenancy sustaining services, flexible rental assistance (including rapid rehousing and shallow subsidies) and flex funds. Additionally, the City Manager recommends setting aside $100,000 in flex funds to cover emergency interim housing needs for families.

Currently, Berkeley has 19 units of family interim housing. This funding will be used by Women’s Daytime Drop-in Center to fund an emergency motel voucher program, when family interim housing units are full. These funds will be used during primarily during the inclement weather season.

2. Drop-in Centers: The City Manager’s recommendations prioritize basic services that provide robust and varied programs and services that are highly used by Berkeley’s unhoused population. Dorothy Day House (DDH) Berkeley Community Resource Center (BCRC) is the only drop-in center in Berkeley that also provides shower and laundry services and a locker program seven days a week. DDH also conducts CES housing and crisis assessments. The City Manager recommends increasing funding for this program. In FY 2024, the Peer Wellness Collective (PWC), formerly Berkeley Drop-in Center, has faced considerable staff vacancies resulting in reduced hours of operations for more than five months, limiting the number of clients it served. At the time of this report, PWC had not returned to regular operations. Therefore, the City Manager recommends not funding PWC drop-in center and locker services.

3. Emergency Shelter: In FY 2025, the BACS Stair Navigation Center will be converted from a congregate shelter to a non-congregate shelter, which aligns with the Home Together Plan strategic recommendations. This conversion will reduce the number of beds from 45 to 32. The City Manager recommends reducing funding to reflect actual program staffing and expenditures and recommends prioritizing HRC city-wide outreach efforts over outreach tied to the BACS Navigation Center. Therefore, the recommendation does not include street outreach funding tied to the Navigation Center.

The Center will continue to provide housing navigation services, rapid rehousing and flex funds. The Insight Housing Shelter is partially funded with remaining State HHAP Round 4 funding, which has resulted in a gap of $82,862 from FY 2024’s allocation. If Berkeley is allocated additional HHAP Round 4 funds in FY 2025, the available funds will be allocated to fill this gap. If additional HHAP funds are not received, the City will identify funds to close the funding gap, potentially utilizing future rounds of PLHA. The City Manager recommends maintaining estimated FY 2025 Measure P allocations for

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Dorothy Day House’s (DDH) year-round shelter at the Veteran’s Building and DDH’s winter shelter at Old City Hall, which are slightly higher than FY 2024 funding.

4. Tenancy Sustaining Services (TSS): The City funds TSS through community agency contracts to provide ongoing housing stabilization services to 176 Shelter Plus Care (S+C) households. In most cases, these services are provided to participants regardless of where they live, with the exception of two project-based sites operated by Bonita House. If a tenant moves from this location, they need to be assigned to another agency.

The City Manager recommends not funding Bonita House and reducing funding to LifeLong Medical Care’s COACH / Square One program. The City Manager instead recommends increasing funding to Insight Housing who will assume Bonita House and LifeLong’s caseloads. Lastly, the City Manager recommends not funding Toolworks, whose non-clinical supportive services are only available to tenants at two project-based sites.

5. Housing Retention Services: The City has funded COVID-19 related housing retention grants since 2020 using both federal and local funds. Now that the City no longer has American Rescue Plan Act (ARPA) for rental assistance and COVID-19’s economic impacts have been significantly reduced, the City Manager recommends reducing funding for housing retention from recent years. However, Homeless Prevention is one of the City’s key four strategies to ending homelessness and given the number of low-income households served by the Housing Retention Program (HRP) and the number of households that continue to experience economic uncertainty, the City Manager recommends funding the HRP at an amount higher than the pre-pandemic allocation.

6. Benefits Advocacy: In the City’s Housing Navigation Standards, benefits advocacy is listed as a key area for ongoing support and coordination. Housing Navigators and other staff working with participants can support people in accessing Alameda County services online, via phone and by going in-person to an office. Clients may also be referred to the Homeless Action Center office on Shattuck Avenue to access mainstream benefits. Due to the multiple access points to obtain benefits and the City’s limited funding, the City Manager recommends not funding Homeless Action Center’s mainstream benefits clinics.

3. Health and Human Welfare – (HWCAC)
Overview: The Health and Human Services category includes the following service types:

Disability Services, Healthcare Services, Legal/Mediation Services, Senior Services and other services that promote health and human welfare, such as meals, school supplies and community building projects. Table 4 (below) provides descriptions of the service areas and corresponding number of applications and requested funding. The City received 13 applications for programs requesting a total of $3.2 million. The amount of funding available annually for FY 2025 - 2028 is $2.2 million, which includes General Funds, Measure E funds, and Community Service Block Grant (CSBG) funds. A list of the Health and Human Welfare applicant programs are outlined in Exhibit A.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Table 4: Health and Human Welfare Summary
Service Type Description # of
Applicants Total Request
Disability Services
Services for clients to maintain
independent living; services for clients
to access previously inaccessible
services
3 $2,236,200
Healthcare Services
Services to enroll clients in necessary
treatments that improve health
outcomes
4 $432,782
Legal/Mediation
Services
Services that result in client rights being
protected, restored or acquired;
services that result in client disputes or
legal problems being resolved
2 $195,199
Senior Services Services for seniors that help avoid
institutionalization 1 $30,000
Other Services
Other services that promote health and
human welfare, such as meals, school
supplies, and community building
projects
3 $335,052
TOTAL 13 $3,229,233

Recommendations:

The City Manager and HWCAC are closely aligned on which programs to fund, although each had a different approach resulting in slight variations in recommended dollar amounts for certain programs. Due to funding limitations, not all proposals could be funded at their requested amounts. Two new programs were not funded.

The City Manager prioritized funding decisions to agencies based on the following criteria:
• Alignment with health and welfare goals and priorities as laid out in the request for the proposal.
• Demonstrated commitment to serving low-income populations. • Established track record of achieving positive outcomes working with the low-income individuals and families.
• Clearly described program design with aligned budget. • Demonstrated organizational capacity to successfully conduct the proposed work.

Recommendations by service type are as follows:

1. Disability Services: The City Manager proposes slight increases to existing program funding levels for the following programs: Bay Area Outreach and Recreation Program’s Recreational Services for the disabled and Through the Looking Glass’s Berkeley Parenting and Disability Project. The level of Measure E funds available is determined by the amount collected through the City’s special tax rate. The projected amount will be

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

released in May 2024 by the City Budget Office. The FY 2025 amount has been estimated at $1,653,260 and this amount is reflected in Exhibit A. The City Manager and the HWCAC are aligned in recommending that Measure E funds be awarded to Easy Does It, the sole applicant proposing to provide emergency attendant, repair and transportation services to Berkeley residents who have severe physical disabilities. The City Manager recommends not funding Bonita House’s Peer Wellness Program.

2. Healthcare Services: The City Manager recommends maintaining level funding for both Life Long Medical Care’s Access to Acupuncture and Detox Services, and Primary Geriatric Care and Hypertension Services.

3. Legal/Mediation Services: The City Manager recommends slight increases to exiting program funding level for both the East Bay Community Law Center’s Consumer Justice Clinic and Family Violence Law Center’s Domestic Violence & Homeless Prevention Program.

4. Senior & Other Services: The City Manager recommends slight increases to exiting program funding level for J-Sei’s Senior Services Program and the Berkeley Community Gardening Collaborative's Community Gardening Program.

4. Youth Equity – Youth Review Panel
Overview:

The Youth Equity category of the community agency funding portfolio is designated to furthering the goals of the Berkeley Youth Equity Partnership (YEP, formerly Berkeley’s 2020 Vision) and includes four priority areas: Kindergarten Ready, Successful in School, Healthy, Connected and Resilient and College and Career Ready as described in Table 5 (below). YEP strives for equitable opportunities and outcomes for African American/Black and Latinx children and youth who live and/or go to school in Berkeley. The recommendations below reflect the City’s long- standing commitment to supporting African American/Black and Latinx young people from early childhood through the end of high school. This category received 28 applications for a combined request of $3.4 million. 18 applications were from returning programs and 10 from new programs (equal to half of all new applications across all funding areas). A list of the YEP applicant programs are outlined in Exhibit A.

The RFP posted $1,684,109 in available funding, all from general funds. This year’s review process invited African American/Black and Latinx students to apply for paid positions on a pilot Youth Review Panel working in partnership with the City’s YouthWorks program. A total of 20 students were selected from Berkeley High, Berkeley Technology Academy, Berkeley Independent Studies and Berkeley City College to be on the review panel. The change demonstrates YEP’s strengthened commitment to the principles of positive youth development – an approach that gives young people a voice in decisions that will affect them and their community, while also building their belief in the future and their sense of identity and self- efficacy.6

6 Centers for Disease Control and Prevention, Positive Youth Development.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Table 5: Youth Equity Summary
Service Type Description* # of
Applicants
Total Request
Kindergarten
Ready
Programs that increase the elementary
school preparedness of children ages 0 – 5
by: expanding access to affordable
childcare; ensuring high quality childcare; or
providing child development education and
resources.
7 $932,123
Successful in
School
Programs that strive for equitable academic
outcomes for BUSD students in grades TK -
8th by provide tutoring, mentoring and/or
other academic supports focused on literacy
and/or math in, after and out of school.
9 $735,177
Healthy,
Connected and
Resilient
Programs that promote the mental health,
healthy development, wellbeing, and sense
of belonging of Berkeley TK – 12th graders
through behavioral health services and/or
promoting positive racial and cultural identity
and connection.
7 $934,325
College and
Career Ready
Programs that help Berkeley 6th – 12th
graders to envision and prepare for a future
that includes success in college and/or a
career of their choosing, including academic
programs and college preparedness and
transition support.
5 $841,754
TOTAL 28 $3,443,379
*Note: The descriptions do not include service types that did not receive applications.

Recommendations: The City Manager and YRP prioritized funding decisions to agencies based on the following criteria:
• Alignment with YEP’s goals and priorities as laid out in the request for the proposal. • Demonstrated commitment to supporting the success of African American/Black and Latinx children, youth and their families.
• Established track record of achieving positive outcomes working with the YEP focal population.
• Clearly described program design built on best/promising practices. • Demonstrated organizational capacity to successfully conduct the proposed work.

The City Manager is aligned with the Youth Review Panel in recommending funding for all 20 programs (16 returning and 4 new).

Three of the four new programs recommended fall into YEP’s new Healthy, Connected and Resilient priority area. Two new programs specifically focus on strengthening positive identities for African American/Black and Latinx students.

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

Recommended programs are listed below, by service type, with brief descriptions of the value they bring to the City’s funding portfolio:

1. Kindergarten Ready
• Child care subsidies: Big Oaks Learning Center (formerly Ephesians), Bay Area Hispano Institute for Advancement, Inc. (BAHIA) and Nia House, all returning programs, are recommended to continue offering more affordable child care solutions for African American/Black and Latinx children and families.
• Parent education and Support: Healthy Black Families’ Sisters Together Empowering Peers (STEP) Program, a returning program, is recommended to build the knowledge and provide resources, primarily to African American/Black parents and caregivers, to strengthen the kindergarten readiness of their young children. • High quality care: BANANAS Inc.’s High Quality Care for Children Ages 0-5 Program (previously funded under the name QRIS) is recommended to coach and provide resources to providers to increase the caliber of child care learning environments of African American/Black and Latinx children.

2. Successful in School
• Tutoring and Academic Support: Recommended funding would support high quality tutoring to African American/Black and Latinx TK – 8th graders across the following eight returning programs: Big Oaks Learning Center, BAHIA’s School Age Program, Berkeley Youth Alternatives’ (BYA) Afterschool Center, Multicultural Institute, Mentoring for Academic Success (MAS) Program, UC Berkeley Public Service Center’s BUILD and Bridging Berkeley Programs, and Stiles Hall’s Pathways Coaching Program.

3. Healthy, Connected and Resilient
• Mental Health: BYA Counseling, a returning program, is recommended for funding to continue its services in counseling support of children and youth and their families. A new collaboration between two returning agencies, Healthy Black Families and Bay Area Community Resources (Next Steps – Village Cultural Academy) is recommended for partial funding to provide supplementary mental health counseling at BUSD’s Vision Schools.
• Positive Racial and Cultural Identity and Connection: Two new applicant programs, both sponsored by the Berkeley Public Schools Fund, are recommended for funding: Identity- Affirming Youth Development Programs at Longfellow Middle School and Black Girls United in BUSD Middle and High School.

4. College and Career Ready
• Academic and College Preparedness and Transition Support: Three returning programs, Berkeley High School Bridge Program, Biotech Partners’ Biotech Academy at Berkeley High School and R.I.S.E. – Responsibility, Integrity, Strength & Empowerment, are recommended for continued funding. One new applicant, Berkeley Community Scholars, is also recommended to enhance college transition support.

Most of the recommended funding amounts for recommended returning programs are below what programs requested, but are higher than previous cycle awards. These increases are based on higher costs demonstrated in application budgets and program growth. Returning agencies that did not request increases did not receive them. The City Manager recommends that two new programs receive less than they requested. In the case of Berkeley Community Scholars, the rationale is that some of their proposed services are for students who are beyond the age limit specified for YEP funding. The Next Steps – Village Cultural Academy is a

Attachment 7
City Manager Community Agency Funding Recommendations FY 2025 – 2028

complex, multi-component $443,200 proposal; the City Manager aligned with the Youth Review Panel’s determination it would be best to recommend funding for a discrete, tangible and clearly needed portion of this larger proposal.

The remaining six new and two returning programs are not recommended for one or more of the following reasons:

1. Lack of alignment with YEP’s goals, strategies and/or focal population.

2. Minimal experience engaging African American/Black and/or Latinx young people or their caregivers.

3. Limited or lack of collaboration with the Berkeley Unified School District or other key partners (particularly for programs that are school-based or -connected).

4. “Low dosage” programs, meaning levels of programming are insufficient to achieve a significant impact in participants lives.

5. Unclear, inadequate or incomplete program design, budgets and/or other areas of their applications.

6. Cost per participant that is disproportionately high compared to expected program impact.

NEXT STEPS
The next steps in the RFP award process are summarized in Table 6 below. These dates are subject to change.

Table 6: Next Steps in the FY 2025-2028 RFP Award Process May 14, 2024 City Council: Public Hearing #1 Presentation of City Manager’s Proposed FY 2025 & FY 2026 Budget
May 15, 2024
(subject to
change)
Deadline for City Council to adopt funding allocations for CDBG and ESG only and approves submittal of Annual Action Plan to the federal government’s Housing and Urban Development (HUD)
June 4, 2024 City Council: Public Hearings #2 & Discussion on Budget Recommendation
June 25, 2024 City Council: FY 2025 & FY 2026 Budget Adoption including General Fund allocation amounts

Exhibit A:

1. Community Agency Funding Recommendation Chart FY 2025 – 2028

Attachment 7
Exhibit A

# Project Sponsor Program Name Type of Service Funding Source Current
Allocation
FY25-28
Request
Review
Body
Commission
Recs CM Recs
1 Eden Council for Hope and Opportunity Fair Housing Services Fair Housing Services CDBG 35,000$ 35,365$ HAC 35,000$ 35,000$ Public Services Subtotal 35,000$ 35,365$ 35,000$ 35,000$ 2 Rebuilding Together East Bay-North Safe At Home Program Single Family Housing RehabilitationGF 98,275$ 233,560$ HAC 70,515$ 114,164$ 3 Habitat for Humanity East Bay/Silicon Valley, Inc.Housing Rehabilitation Grant Program Single Family Housing RehabilitationCDBG 250,000$ 250,000$ HAC 250,000$ 154,280$ 4 Center for Independent Living (CIL) Residential Access Single Family Housing RehabilitationCDBG 159,660$ 389,868$ HAC 211,600$ 211,600$ 5 Bay Area Community Land Trust Housing Co-op Training and Technical Assistance ProgramHousing Services GF 5,200$ 10,000$ HAC 5,200$ 5,200$ 6 City of Berkeley City of Berkeley Housing Trust Fund Housing Services CDBG 488,341$ 537,175$ HAC 537,175$ 537,175$ 7 City of Berkeley Loan Services Single Family Housing RehabilitationCDBG 70,000$ 77,009$ HAC 75,069$ 77,009$ 8 City of Berkeley Senior & Disabled Rehabilitation Loan ProgramSingle Family Housing RehabilitationCDBG 508,044$ 543,853$ HAC 493,853$ 493,853$ Housing Services Subtotal 1,579,520$ 2,041,465$ 1,643,412$ 1,593,281$ 9 City of Berkeley City of Berkeley Public Facility Rehabilitation StaffingPublic Facility Improvement ProgramCDBG 152,657$ 168,199$ HAC 168,199$ 168,199$ 10 Rebuilding Together East Bay-North Community Facility Improvement Community Facility Improvement ProgramGF (CDBG) 24,575$ 95,720$ HAC (TBD) 93,780$ Public and Community Facilities Subtotal 177,232$ 263,919$ 168,199$ 261,979$ 11 Rising Sun Center For Opportunity Opportunity Build Workforce Development - GeneralGF 67,828$ 67,000$ HAC 50,000$ -$ 12 BANANAS Incorporated Berkeley's Launchpad Workforce Development - GeneralGF -$ 75,701$ HAC 70,000$ 50,000$ 13 Inter-City Services (ICS) Employment, Training & Education Workforce Development - Skills TrainingGF 101,351$ 250,000$ HAC 75,000$ 101,351$ 14 Multicultural Institute (MI) Lifeskills Program Workforce Development GF 68,136$ 100,000$ HAC 82,500$ 82,500$ 15 Bread Project Food Prep & Baking Job Training & Placement Program (formerly Bakery Bootcamp)Workforce Development - Skills TrainingGF 57,850$ 75,000$ HAC 70,000$ 70,000$ Workforce Development Subtotal 295,165$ 567,701$ 347,500$ 303,851$ 2,086,917$ 2,908,450$ 2,194,111$ 2,194,111$ 16 Bay Area Community Services (BACS) North County HRC / Housing Hub Coordinated Entry System (CES)/Housing Problem Solving/Street Outreach) GF/Measure P/CDBG 2,181,785$ 2,266,680$ HSPOE 2,181,785$ 2,181,785$ 17 Womens Daytime Drop-In Center WDDC Family Housing Resource Center Coordinated EntryCoordinated Entry System (CES)/Housing Problem Solving/Street Outreach) N/A -$ 210,918$ HSPOE -$ -$ CES Subtotal 2,181,785$ 2,477,598$ 2,181,785$ 2,181,785$ 18 Peer Wellness Collective BDIC Drop in Services Drop-in Center N/A 35,721$ 76,030$ HSPOE -$ -$ 19 Peer Wellness Collective Locker Program Drop-in Lockers N/A 50,000$ 67,246$ HSPOE -$ -$ 20 Womens Daytime Drop-In Center Drop-In Services Drop-in Center GF 48,153$ 218,854$ HSPOE 48,153$ 48,153$ 21 Bonita House Inc. Drop-In Drop-in Center N/A -$ 66,360$ HSPOE -$ -$ 22 Dorothy Day House, Berkeley Dorothy Day House Drop In Center Drop-in Center GF 182,000$ 404,956$ HSPOE 206,701$ 206,701$ Drop-in Centers Subtotal -$ 315,874$ 833,446$ 254,854$ 254,854$ 23 Bay Area Community Services (BACS) Pathways STAIR Center Emergency Shelter GF/Measure P/ESG 2,707,867$ 2,747,291$ HSPOE 2,211,110$ 2,211,110$ 24 Building Opportunities for Self-Sufficiency BOSS Ursula Sherman Village Families ProgramEmergency Shelter GF 51,383$ 82,914$ HSPOE 51,383$ 51,383$ 25 Building Opportunities for Self-Sufficiency BOSS Ursula Sherman Village Shelter ProgramEmergency Shelter GF 104,662$ 141,277$ HSPOE 104,662$ 104,662$ 26 Dorothy Day House, Berkeley Berk Emergency Storm Shelter Emergency Shelter Measure P 350,000$ 425,799$ HSPOE 358,750$ 358,750$ 27 Dorothy Day House, Berkeley Beyond Horizon Emergency Shelter Measure P 950,000$ 1,104,952$ HSPOE 950,000$ 950,000$ 28 Dorothy Day House, Berkeley Dorothy Day House Shelter Emergency Shelter Measure P 566,000$ 960,441$ HSPOE 580,150$ 580,150$ 29 Dorothy Day House, Berkeley Inclement Weather Shelter Emergency Shelter GF 290,000$ 322,427$ HSPOE 290,000$ 290,000$ 30 Insight Housing Berkeley Respite Shelter Emergency Shelter GF 274,794$ 251,794$ HSPOE 251,794$ 251,794$ 31 Insight Housing Hope Center (Mens Housing Program) Emergency Shelter GF 445,759$ 885,370$ HSPOE 362,897$ 362,897$ 32 Insight Housing Womens Shelter (WOS) Emergency Shelter GF 521,025$ 1,092,780$ HSPOE 521,025$ 521,025$ Emergency Shelters Subtotal 6,261,490$ 8,015,045$ 5,681,771$ 5,681,771$ 33 Bonita House Inc. Supported Independent Living (SIL) Site based - Tenancy Sustaining ServicesN/A 24,480$ 61,390$ HSPOE -$ -$ 34 Lifelong Medical Care Supportive Hsg Program UA Homes (SHP) Site based - Tenancy Sustaining ServicesGF 55,164$ 85,209$ HSPOE 55,164$ 55,164$ 35 Toolworks, Inc. Supportive Housing Site Based - Tenancy Sustaining ServicesN/A 47,665$ 75,000$ HSPOE -$ -$ 36 Building Opportunities for Self-Sufficiency BOSS Housing Navigation Team Tenancy Sustaining Services GF 86,831$ 86,972$ HSPOE 86,831$ 86,831$ 37 Insight Housing Insight Housing (BFHP) Shelter Plus Care ServicesTenancy Sustaining Services GF 100,190$ 236,917$ HSPOE 200,400$ 200,400$ 38 Lifelong Medical Care COACH / Square One Tenancy Sustaining Services GF 163,644$ 188,191$ HSPOE 100,190$ 100,190$ 39 Womens Daytime Drop-In Center Homeless Case Management - Housing RetentionTenancy Sustaining Services GF 100,190$ 155,680$ HSPOE 100,190$ 100,190$ 40 Building Opportunities for Self-Sufficiency Step Up Housing - Tenancy Sustaining ServicesTenancy Sustaining Services N/A -$ 314,600$ HSPOE -$ -$ Tenancy Sustaining Services -$ 578,164$ 1,203,959$ 542,775$ 542,775$ 41 Eviction Defense Center Housing Retention Housing Retention Grants GF/HOME-ARP 3,250,000$ 1,500,000$ HSPOE 797,139$ 797,139$ Housing Retention Subtotal -$ 3,250,000$ 1,500,000$ 797,139$ 797,139$ 42 Building Opportunities for Self-Sufficiency BOSS Other Services Representative Payee ProgramRepresentative Payee ServicesGF 52,440$ 85,487$ HSPOE 52,440$ 52,440$ 43 Peer Wellness Collective Representative Payee Services Representative Payee ServicesGF 32,016$ 63,705$ HSPOE 32,016$ 32,016$ FY 2025-2028 Community Agency Funding Recommendations

HOUSING/WORKFORCE TOTAL
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Attachment 7
Exhibit A

# Project Sponsor Program Name Type of Service Funding Source Current
Allocation
FY25-28
Request
Review
Body
Commission
Recs CM Recs
FY 2025-2028 Community Agency Funding Recommendations
Rep Payee Services Subtotal 84,456$ 149,192$ 84,456$ 84,456$ 44 Larkin Street Youth Services Turning Point Transitional Housing GF 189,255$ 189,255$ HSPOE 189,255$ 189,255$ 45 Womens Daytime Drop-In Center Bridget Transitional House Transitional Housing GF 118,728$ 273,440$ HSPOE 118,728$ 118,728$ Transitional Housing Subtotal -$ 307,983$ 462,695$ 307,983$ 307,983$ 46 Alameda County Homeless Action Center Mainstream Benefit Enrollment Other-Benefits Advocacy N/A 68,220$ 244,571$ HSPOE -$ -$ 47 Alameda County Homeless Action Center SSI Advocacy Other-Benefits Advocacy GF/MHSA 129,539$ 292,315$ HSPOE 129,539$ 129,539$ 48 Pacific Center for Human Growth Ensuring Safe and Stable Housing for LGBTQIA Members of BerkeleyOther-Housing Navigation Services GF -$ 363,736$ HSPOE 136,000$ -$ Other Subtotal -$ 197,759$ 900,622$ 265,539$ 129,539$ 49 Downtown Streets, Inc. ('Downtown Streets Team')Berkeley Downtown Streets Team - Workforce DevelopmentWorkforce Development N/A 225,000$ 283,126$ HSPOE -$ -$ 50 Dorothy Day House Dorothy Day Workforce Development Program (DDWFD)Workforce Development N/A -$ 537,552$ HSPOE -$ -$ Workforce Development Subtotal 225,000$ 820,678$ -$ -$ 13,402,511$ 16,363,235$ 10,116,302$ 9,980,302$ 51 Bay Area Outreach & Recreation Program (BORP)Recreational Services for Disabled Disability Services GF 43,592$ 69,800$ HWCAC 43,592$ 50,592$ 52 Through The Looking Glass Berkeley Parenting & Disability Project Disability Services GF 27,206$ 52,000$ HWCAC 35,000$ 35,000$ 53 Easy Does It Emergency Services Emergency Disability Services for Berkeley ResidentsDisability Services - Measure EMeasure E 1,653,260$ 2,114,400$ HWCAC 1,653,260$ 1,653,260$ Disability Subtotal 1,724,058$ 2,236,200$ 1,731,852$ 1,738,852$ 54 Lifelong Medical Care Access to Acupuncture Detox Services Health Care Services - Alcohol and Other Drug (AOD) TreatmentGF 29,855$ 73,625$ HWCAC 29,855$ 29,855$ 55 Bonita House Inc. Berkeley Wellness Center Health Care Services - GeneralGF 15,324$ 25,000$ HWCAC -$ -$ 56 Lifelong Medical Care Access to Primary Care for the Low-Income/UninsuredHealth Care Services - GeneralCSBG/GF 160,000$ 167,933$ HWCAC 160,000$ 160,000$ 57 Lifelong Medical Care Primary Geriatric Care/Hypertension Health Care Services - GeneralGF 114,543$ 166,224$ HWCAC 114,543$ 114,543$ Health Care Subtotal 319,722$ 432,782$ 304,398$ 304,398$ 58 East Bay Community Law Center Consumer Justice Clinic Legal/Advocacy/Mediation ServicesGF 33,644$ 113,119$ HWCAC 33,644$ 48,556$ 59 Family Violence Law Center Domestic Violence & Homeless Prevention (DVHP)Legal/Advocacy/Mediation ServicesGF 61,842$ 82,080$ HWCAC 75,000$ 75,000$ Legal / Mediation Subtotal 95,486$ 195,199$ 108,644$ 123,556$ 60 Berkeley Community Gardening Collab. (Ecology Ctr) (Com.Gardens)Berkeley Community Gardening Collaborative Other Services GF 11,895$ 153,052$ HWCAC 51,632$ 19,720$ 61 Associated Students of the University of California/ The Berkeley ProjectBerkeley Project Other Services GF -$ 32,000$ HWCAC -$ -$ 62 Berkeley Food Network Berkeley Food Network - Providing Food Assistance with DignityOther Services GF -$ 150,000$ HWCAC -$ -$ Other Services Subtotal 11,895$ 335,052$ 51,632$ 19,720$ 63 J-Sei Senior Services Senior Services GF 9,110$ 30,000$ HWCAC 20,000$ 30,000$ Senior Services Subtotal 9,110$ 30,000$ 20,000$ 30,000$ 2,160,271$ 3,229,233$ 2,216,526$ 2,216,526$ 64 Berkeley Unified School District Berkeley High School Bridge Program College and Career Ready GF 79,000$ 172,779$ YEP 134,328$ 134,328$ 65 Biotech Partners Biotech Academy at Berkeley High School College and Career Ready GF 91,750$ 250,000$ YEP 150,000$ 150,000$ 66 R.I.S.E.- Responsibility, Integrity, Strength & EmpowermentR.I.S.E.- Responsibility, Integrity, Strength & EmpowermentCollege and Career Ready GF 216,039$ 273,725$ YEP 229,328$ 229,328$ 67 Berkeley Community Scholars Berkeley Community Scholars College and Career Ready GF -$ 70,250$ YEP 35,000$ 35,000$ 68 Concerned Parents Alliance College Bound Berkeley Academy Program College and Career Ready GF -$ 75,000$ YEP -$ -$ College and Career Ready Subtotal -$ 386,789$ 841,754$ 548,656$ 548,656$ 69 Berkeley Youth Alternatives Counseling Healthy, Connected, and ResilientGF 30,000$ 30,000$ YEP 30,000$ 30,000$ 70 Lifelong Medical Care Rosa Parks Collaborative, Family Resource CenterHealthy, Connected, and ResilientGF 44,804$ 28,976$ YEP -$ -$ 71 BANANAS Incorporated Healthy, Connected and Resilient (TK-12th grade)Healthy, Connected, and ResilientGF -$ 220,266$ YEP -$ -$ 72 Berkeley Public Schools Fund Black Girls United in BUSD Middle & High SchoolsHealthy, Connected, and ResilientGF -$ 47,817$ YEP 47,817$ 47,817$ 73 Berkeley Public Schools Fund Identity-affirming Youth Development Programs @ Longfellow Middle SchoolHealthy, Connected, and ResilientGF -$ 25,300$ YEP 25,300$ 25,300$ 74 Building Opportunities for Self-Sufficiency Homeless Children's Education & Resiliency CenterHealthy, Connected, and ResilientGF -$ 138,766$ YEP -$ -$ 75 Healthy Black Families, Inc. Next Steps - Village Cultural Academy Healthy, Connected, and ResilientGF -$ 443,200$ YEP 150,000$ 150,000$ Healthy, Connected and Resilient Subtotal -$ 74,804$ 934,325$ 253,117$ 253,117$ 76 BANANAS Incorporated Child Development and Kindergarten ReadinessKindergarten Ready GF 10,527$ 58,927$ YEP -$ -$ 77 BANANAS Incorporated High Quality Care for Children Ages 0-5 Kindergarten Ready GF 95,000$ 163,310$ YEP 43,333$ 43,333$ 78 BIG OAKS LEARNING CENTER INC. Childcare Program Kindergarten Ready GF 45,507$ 122,962$ YEP 102,623$ 102,623$ 79 Bay Area Hispano Institute for Advancement, Inc. (BAHIA)Pre-School Program - BAHIA Child Development ServicesKindergarten Ready GF 82,143$ 239,924$ YEP 150,000$ 150,000$ 80 Healthy Black Families, Inc. Sisters Together Empowering Peers (STEP) and Black Fatherhood Collective (BFC)Kindergarten Ready GF 87,616$ 220,000$ YEP 90,000$ 90,000$

HOMELESS TOTAL

HEALTH AND HUMAN WELFARE TOTAL
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