Berkeley City Council
May 14, 2024

16

Increase Purchase Order No. 22203563 for CONSENT CALENDAR Nicholas K Corp dba the Ford Store San Leandro May 14, 2024

of Alameda Purchase Order Contract (Master Contract No. 901979). County of Alameda’s bid procedures satisfy the procurement requirements of the City of Berkeley.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The three vehicles will utilize 100% electric power, thus mitigating environmental concerns associated with internal combustion engine systems, while reducing maintenance costs due to fewer moving parts.

RATIONALE FOR RECOMMENDATION
The City’s fleet vehicle needs must be met in order to ensure safe and reliable vehicles to best serve residents.

ALTERNATIVE ACTIONS CONSIDERED
None. The City needs to purchase these three vehicles to replace vehicles that have reached the end of their life.

CONTACT PERSON
Greg Ellington, Superintendent, Department of Public Works (510) 981-6469 Attachment:
1: Resolution

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

INCREASE PURCHASE ORDER NO. 22203563 FOR NICHOLAS K CORP DBA THE

FORD STORE SAN LEANDRO
WHEREAS, Council passed Resolution No. 70,272-N.S. and approved the purchase of three Electric Vehicle Ford Pickup Trucks; and
WHEREAS, Purchase Order 22203563 was issued to Nicholas K Corp dba the Ford Store San Leandro with funds approved from the Equipment Replacement Fund budget: 671- 54-626-723-0000-000-473-664120; and
WHEREAS, due to market complications which caused delay of initial order thus deferring order until the next fiscal year model; and
WHREAS, one of the three ordered units has been received and paid; and WHEREAS, funds for the increase are available in the FY 2024 budget in the Equipment Replacement Fund (671); and
WHEREAS, the cost for two new 2023-year models is $110,000 and exceeds the Council approved purchase order by $20,000; and
NOW THEREFORE, BE IT RESOLVED that the Council authorizes the City Manager to increase Purchase Order 22203563 issued to Nicholas K Corp dba the Ford Store San Leandro by $20,000 for a new not to exceed amount of $155,000.

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

CONSENT CALENDAR
May 14, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Terrance Davis, Director of Public Works
Subject: Purchase Order: SWARCO McCain, Inc. for Traffic Signal Controllers

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a multi-year purchase order with SWARCO McCain, Inc, a sole source vendor, for traffic controllers, software, and other related parts in an amount not to exceed $500,000 for three fiscal years, through June 30, 2026.

FISCAL IMPACTS OF RECOMMENDATION
Funding is available for FY 2024 in the Facilities Maintenance Traffic Signal Maintenance budget – Measure BB Fund (Fund 134). Expenditures are forecasted to be $150,000 per year. Funds for the next two years (FY 2025 and FY 2026) will be requested as part of the annual budget process in the Facilities Maintenance budget.

CURRENT SITUATION AND ITS EFFECTS
SWARCO McCain, Inc. is the manufacturer of all of the traffic controllers that are currently used by the City of Berkeley. The Public Works Electrical Unit in the Facilities Division purchases controllers from SWARCO to ensure that the City’s vehicle and pedestrian signals are functional, well-maintained and are replaced when they reach the end of their useful life. This purchase will also support Public Work’s goal of improving traffic control, identifying issues with traffic and pedestrian signals, and being able to replace equipment and parts in a timely fashion.

This work will support the City’s Strategic Plan Goal to provide state-of-the-art, well- maintained infrastructure, amenities, and facilities.

BACKGROUND
SWARCO’s traffic controllers regulate pedestrian and vehicle signal time based on fixed time inputs and inputs derived from vehicle and pedestrian detection. SWARCO is the sole source for technical support and repair of these controllers.

SWARCO also provides Transparity, which is the traffic signal management software that the City uses. Public Works Electrical and IT are currently working to install the

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Purchase Order: SWARCO McCain, Inc. for Traffic Controllers CONSENT CALENDAR May 14, 2024

newest version of this software by the end of this fiscal year. In the future, Public Works will be working to expand the capabilities of Transparity by monitoring more intersections through the use of cellular and/or radio communications. The purpose of this is to monitor traffic signal status, timing, and vehicle and pedestrian volume along with supporting the City’s signal timing database. This real-time information helps maintenance identify issues with intersections and traffic engineering to develop more efficient timing plans to reduce carbon emissions.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
This system positively impacts climate by keeping traffic moving at a steady pace and reducing stop and go resulting in decreased vehicle emissions.

RATIONALE FOR RECOMMENDATION
This multi-year purchase order will allow Public Works Electrical to continually maintain and repair all City traffic controllers in a timely manner and prevent potential service interruptions due to lack of purchasing ability.

ALTERNATIVE ACTIONS CONSIDERED
If the City does not purchase from SWARCO, the City would need to purchase different traffic controllers from a different vendor. However, this means that the City would have to spend a significant amount of time and resources to completely overhaul its current controller infrastructure to accommodate traffic controllers manufactured by a different vendor.

CONTACT PERSON
Joy Brown, Operations Manager, 510-981-6629
Aaron Baker, Facilities Maintenance Superintendent, 510-981-6452 Attachment 1: Resolution – Purchase Order: Swarco McCain, Inc for Traffic Controllers

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

PURCHASE ORDER: SWARCO MCCAIN, INC. FOR TRAFFIC CONTROLLERS WHEREAS, SWARCO McCain, Inc (“SWARCO”) is the manufacturer of all traffic controllers for the City of Berkeley; and
WHEREAS, the specialized traffic controllers of SWARCO are needed for ongoing traffic signal upgrades, maintenance and repair; and
WHEREAS, Public Works Electrical needs to purchase traffic controllers, related parts, and software support to ensure the City’s traffic controllers are continually operational and are replaced once they reach the end of their useful life; and WHEREAS, funding is available in the FY 2024 budget in Facilities Maintenance Fund 134, and funding will be requested in the FY 2025 and FY 2026 budgets though the annual budget process.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute a multi-year purchase order for three fiscal years, through June 30, 2026, with SWARCO for traffic controllers for a total not-to-exceed amount of $500,000.

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

CONSENT CALENDAR
May 14, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Terrance Davis, Director of Public Works Subject: Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports; Amending Berkeley Municipal Code Section 6.24.137

RECOMMENDATION
Adopt first reading of an Ordinance amending Berkeley Municipal Code (BMC) Section

6.24.137, Designation of and Restrictions for Electric Vehicle Parking Spaces, to:
 Establish a schedule of rates for electric vehicle charging stations, and  Authorize the City Manager or her Designee to adjust the rates in accordance with the California Public Utility Commission’s electricity rate increases.

SUMMARY
The City owns and operates 47 public Level 2 electric vehicle (EV) charging ports across five City sites. Adopted in 2015, the current fee for public use of these City- owned EV charging ports is $1.50 per hour. City staff determined that this static fee does not reflect the complexities of the current operations, which include energy cost, ancillary (non-energy) costs, and the need for charging port use turnover. The proposed fee revision, presented in Table 1, addresses this issue by creating a layered fee structure that accounts for all facets of the City’s public EV charging port operation.

City staff conducted a Berkeley-specific analysis of public EV charging port operations and determined that the current fee results in a significant net operating deficit for the City. The proposed fee revision reduces this operational deficit while maintaining a competitive fueling price for EV users, which aligns with City goals to incentivize EV adoption.

The proposed fee revision is in compliance with State regulations that require all public Level 2 charging ports to use an energy-based fee structure (i.e. dollars per kilowatt- hour [kWh]) before January 1, 2031. Adopting an energy-based fee structure also removes fueling cost inequities among users by charging users by the amount of energy dispensed rather than the time spent fueling.

This recommendation also grants the City Manager or their Designee authority to adjust the energy fees for public City-owned Level 2 EV charging ports each fiscal year as

18

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

needed. The maximum allowable annual percent increase shall not exceed the annual percent increase of Pacific Gas & Electric’s (PG&E’s) average electric rate, published in the California Public Utilities Commission’s (CPUC’s) most current Assembly Bill (AB) 67 Annual Report on electric and gas utility costs. This will ensure revenue keeps pace with actual operational energy costs. There is no expense to the City to implement the proposed fee revision.

FISCAL IMPACTS OF RECOMMENDATION
Currently, operational costs of public EV charging ports are subsidized by the utilities budget governing a given facility. The proposed fee revision will allow the City to:
 Reduce overall operational expenses – The City is currently losing money on public EV charging port operations. City staff recommend the proposed fee structure, which would reduce operational losses rather than recover all operational expenses, to better align with City goals to incentivize EV adoption.  Adhere to State regulations – The proposed fee revision would comply with State requirements and remove fueling cost inequities associated with the current fee structure.

The current fee for public use of City-owned EV charging ports is $1.50 per hour. The proposed fee revision is presented in Table 1. The proposed fee categories reflect actual operational expense categories.

Table 1. Proposed Revised City-owned Level 2 EV Charging Port Fee Structure Fee Category Effective Fee
Baseline Energy 12:00 AM – 4:00 PM; 9:00
PM – 12:00 AM $0.30 per kWh
Time-of-Use Energy 4:00 PM – 9:00 PM $0.40 per kWh
Ancillary All times $1.50 per session
Overstay
5:00 am to 10:00 pm
After 4 hours 15 minutes of
charging
$1.00 per minute, up to 30
minutes
Under the current fee structure, the City generated $12,637 from April 1, 2022 through March 31, 2023. The total public EV charging port operational cost for the same timeframe was approximately $116,000, thus resulting in a net operating deficit of $103,418 to the City. The City subsidizes this cost from the Off-Street Parking Fund 627, the Parking Meter Fund 631, and the Berkeley Marina Operations/Maintenance Fund 608, all funds that are still recovering financial from the COVID-19 pandemic and facing funding shortfalls. The recommended proposed fee revision would have allowed the City to collect $83,412 in the above-mentioned timeframe, reducing the deficit by $70,775. See Table 2 for a detailed breakdown of the resulting net operating deficit of

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

the current fee as compared to the proposed fee revision. The proposed fee balances the need to better cover operating expenses with the need to maintain competitive fueling costs that still encourage EV adoption.

Table 2. Net Operating Deficit of Public EV Charging Port Operation (April 1, 2022 - March 31, 2023)
Current Fee Proposed Fee Revision
Operational Costs $116,000 $116,000
Revenue $12,637 $83,412
Net Operating Loss $103,363 $32,588
The proposed fee revision meets California State regulations that require public Level 2 EV chargers to utilize an energy-based fee structure before January 1, 2031. Failure to comply with this regulation may result in the seizure by the State of any non-compliant charging ports.

There is no expense to the City related to implementation of the proposed fee revision.

Revenue from this recommendation will be ongoing for as long as the City owns and operates public EV charging ports. Collected revenue will continue to be deposited into the Off-Street Parking Fund for Center Street Garage, Telegraph-Channing Garage, and Oxford Garage, and the Berkeley Marina Operations/Maintenance Fund.

CURRENT SITUATION AND ITS EFFECTS
The City owns and operates 22 dual-port and 3 single-port Level 2 EV charging stations for a total of 47 Level 2 EV charging ports across five City locations. A Level 2 charging port uses a 240-volt circuit and is the most common charging type of charging port for residential and commercial use. Thirty-one charging ports are located in Center Street Garage, eight are in Telegraph-Channing Garage, four are in Oxford Garage, two are at the West Berkeley Library, and two are at the Berkeley Marina, J-Dock. Providing EV charging ports for public use directly supports the City’s General Plan, Policy T-19, which calls for placing stations at major parking facilities and employment centers. It also responds to the City’s Climate Action Plan Goal 8 to encourage low-carbon vehicles and fuels. Assessing a reasonable fee for the use of public EV charging ports encourages responsible use of the charging resource and the electricity that supplies.

Providing public EV charging ports at a reasonably competitive price also supports the City’s Electric Mobility Roadmap goal of Achieving Zero Net Carbon Emissions by continuing to incentivize the rapid adoption of EVs. The City aims to increase adoption of light-duty EVs to 25% by 2025, 55% by 2030, and 100% by 2045.

The current policy allows the City to charge a $1.50-per-hour fee for the use of City- owned public EV charging ports. In 2014, the City received a California Energy Commission (CEC) Bay Area Charge Ahead Project 2 (BayCAP 2) grant for the deployment of 12 public Level 2 EV charging ports. Cost assumptions used to inform the current fee were based on historical regional data as no Berkeley-specific data was

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

available at the time. The $1.50-per-hour fee assumed an average energy charge of $0.15 per kWh for 350 days of the year, and an average energy charge of $0.90 per kWh for the remaining 15 days. The increased energy charge for these 15 days per year reflected average pricing expected during the Peak Day Pricing rate schedule that PG&E was anticipated to implement in late 2015. The current fee accounted for assumed marginal demand charges due to use of the EV charging ports. The current fee also assumed annual maintenance costs ($375 per charging port), ChargePoint network service fees ($230 per charging port), and ChargePoint revenue collection fees (10% of total session fees). As part of the grant requirements the City optimized charging port use by implementing a time-based fee structure primarily designed to encourage charging port turnover.

Based on a recent analysis of the City’s public EV charging port operation data, the current fee, designed to address energy costs, ancillary costs, and overstay at charging ports, does not generate sufficient revenue to cover actual costs. Since its adoption in 2015, overall energy costs have increased by 72%1,2. Additionally, the current time- based fee does not account for increased energy demand costs incurred by the City during the 4:00 pm to 9:00 PM timeframe. The current fee also does not cover actual ancillary costs of all 47 public EV charging ports, as it was developed to cover only the 12 EV charging ports from the original deployment. As a result, the City currently runs a significant operational deficit. City staff’s proposed fee structure splits the fee into multiple fee categories in a way that more accurately accounts for the current operational expenses.

The current fee does not meet the Electric Vehicle Fueling Systems Specifications in California Code of Regulations (CCR) Title 4 §4001 and §4002.11, which became effective January 1, 2020. The regulations state that public Level 2 EV charging stations installed before January 1, 2021 must implement an energy-based fee structure (i.e. dollars per kWh) by January 1, 2031. All City-owned Level 2 EV charging stations were installed prior to January 1, 2021, and therefore, must comply with this regulation.

Converting to an energy-based fee structure also eliminates fueling cost inequities associated with time-based fees. The charging speed, or charging rate, at which an EV is able to receive energy depends on the EV model. Because the current fee is time- based, users with EV models designed with slower charging rates effectively pay more than users of EVs with faster charging rates for the same amount of energy.

Revising the fee associated with public use of City-owned Level 2 EV charging ports advances the City’s goals to provide state-of-the-art, well-maintained infrastructure, amenities, and facilities; provide an efficient and financially-healthy City government; and be a global leader in addressing climate change, advancing environmental justice, and protecting the environment.
1 East Bay Community Energy. July 2023. PG&E – EBCE Joint Rate Comparisons. 2 California Public Utilities Commission. April 2020. California Electric and Gas Utility Cost Report.

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

BACKGROUND
This proposed fee structure revises the EV charging fee at City-owned public Level 2 EV charging ports as shown in Table 1. The fee structure is broken out by energy (baseline and time-of-use), ancillary, and overstay operations. The proposed fee revision is based on actual operational costs for the timeframe April 1, 2022 through March 31, 2023. City staff determined that this timeframe was the best available dataset at the time the analysis for this report was conducted. The following subsections describe the methodology for developing each fee component.

Energy Fee
On-going expenses associated with energy costs are electricity charges and demand charges from the City’s energy providers. The City’s EV charging ports are not separately metered and, as a result, the portion of monthly energy costs associated with EV charging activity was estimated using EV charging station service provider (ChargePoint) energy usage data. A per kWh energy cost was calculated for each City EV charging port site. The prorated energy cost of all sites was $0.36 per kWh. This cost captures EV charging port usage during both non-peak and peak, or Time-of-Use, periods. The prorated cost per kWh was calculated based on the number of charging ports installed at each of the five City sites. A detailed energy cost breakdown is shown in Table 3.

Table 3 Energy Cost Breakdown
Charging Port Site Cost per kWh Percent of Total
Charging Ports
Prorated Cost per
kWh
Center Street Garage $0.36 66% $0.23
Telegraph-Channing
Garage
$0.25 17% $0.04
Oxford Garage $0.39 9% $0.03
West Berkeley
Library
$0.90 4% $0.04
Berkeley Marina, J-
Dock
$0.33 4% $0.01
Total Prorated Energy Cost $0.36 per kWh
Ancillary Fee
Ancillary costs, or non-energy costs, consist of annual maintenance and service provider (ChargePoint) network service plan charges ($468 per charging port); and ChargePoint revenue collection fees (10% of the session fees). The network service fee covers software updates, station programming, cellular connections, and around-the- clock driver support. Ancillary costs were calculated on a per-operational-hour basis across all five sites. Total annual hours of use per EV charging port assumes an average EV charging port availability of 7,221 hours and an average public EV charging

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

port utilization rate of 10 percent. The average ancillary cost per charging port was $1.52 per operational hour. Per ChargePoint data, the average active EV charging session was two hours. A detailed ancillary cost breakdown is shown in Table 4.

Table 4 Ancillary Cost Breakdown
Expenses Annual Per
Charging Port
Cost
Hours of Use per
Year (assuming
10% utilization)
Cost per Operational
Hour
Station Replacement $578.05 722 $0.80
Network Service &
Warranty Plan
$468.33 722 $0.65
ChargePoint Revenue
Collection Fee
$52.53 722 $0.07
Ancillary Cost $1.52 per operational
hour
A benchmark analysis was performed by Staff to ensure the recommended fee remains competitive and would continue to incentivize EV adoption. The recommended baseline energy fee of $0.30 per kWh is comparable to the Oakland-Emeryville average fee of $0.32 per kWh. Staff also compared the total fueling cost for 50 miles of range under five fee scenarios: (1) proposed fee, (2) current fee, (3) average Oakland-Emeryville fee, (4) average retail gas price, and (5) an alternative proposed fee (see Table 5).

The proposed fee revision (Scenario 1) resulted in a 5%-65% increase in fueling costs as compared to the current fee (Scenario 2), and a 17%-49% increase as compared to the Oakland-Emeryville average fee (Scenario 3). The recommended fee resulted in a 16%-33% decrease in fueling costs as compared the average retail gas price (Scenario 4). While Scenario 5, the alternative proposed fee, would generate revenue that more closely meets the City’s operational expenses ($115,700 for the April 1, 2022 through March 31, 2023 timeframe), it would result in fueling costs that are comparable or more expensive than Scenario 4, average retail gas price. Staff believe that Scenario 5 would hinder the adoption of EVs in Berkeley.

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

Table 5 Fueling Cost Benchmark Analysis
Scenario Fee Type Unit Price Unit Per Session
Fee
Total Cost for 50
miles of Range
1 Proposed Fee $0.30 - $0.40 Per kWh $1.50 $7.46 - $9.45 2 Current Berkeley
Fee
$1.50 Per hour $0 $4.52 - $9.03
3 Average
Oakland-
Emeryville Fee
$0.32 Per kWh $0 $6.36
4 Average Retail
Gas – San
Francisco
$5.40 Per
gallon
$0 $11.21
5 Alternative
Proposed Fee
$0.30 - $0.53 Per kWh $3.00 $8.96 – $13.53
Note: Scenario 2 assumes a charging rate range of 3.3 kW – 6.6 kW.

This recommendation grants the City Manager or her Designee authority to adjust the baseline energy and Time-of-Use energy fees on an annual basis as needed. The maximum allowable annual percentage increase shall not exceed the annual percentage increase in PG&E’s average electric rate, published Table 1.8 of the CPUC’s most current AB 67 Annual Report on electric and gas utility costs. The AB 67 Annual Report for any given year is typically published on April 1st of the following year and the subsequent rate increase would be implemented on July 1. Changes to ancillary fee or overstay fee are outside of this authority.

Overstay Fee
The proposed fee revision includes an overstay fee of $1 per minute up to 30 minutes after four hours and 15 minutes of charging. The overstay fee would be effective from 5:00 am to 10:00 pm. The purpose of the overstay fee is to encourage turnover to better optimize charging port use and prohibit use of a charging port beyond a reasonable period of time. This overstay fee is in alignment with the City’s current Parking Enforcement citation of $30 for “Exceeding EV Parking Space Time Limit” of four hours.

Commission Comments
City staff presented the proposed fee revision at the Environment and Climate Commission on November 29, 2023 as part of a larger presentation on the implementation of the City’s Electric Mobility Roadmap. The Commission was supportive of the fee structure and provided suggested improvements to the overstay fee and the annual energy fee increase components. Staff addressed Commission comments by editing the proposed policy as follows:

Revised Fees for Public Use of City-Owned Electric Vehicle Charging Ports CONSENT CALENDAR May 14, 2024

a) The overstay fee is not triggered during the 10:00 pm to 5:00 am timeframe to accommodate overnight charging needs, and
b) The annual maximum percent energy fee increase was linked to the CPUC’s AB 67 Annual Report to better reflect actual energy cost increases.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The proposed fee revision for City-owned Level 2 EV charging ports supports the City’s Electric Mobility Roadmap goal of Achieving Zero Net Carbon Emissions by continuing to encourage EV adoption. It also responds to the City’s Climate Action Plan’s Goal 8 of encouraging low-carbon vehicles and fuels. The fee continues to promote station turnover to allow access by greater numbers of potential users. Staff also determined that the proposed fee revision still promotes and incentivizes EV adoption because EV fueling costs at the proposed fee remain lower than gas fueling costs.

RATIONALE FOR RECOMMENDATION
The proposed fee revision is expected to (1) reduce operating deficit, (2) comply with State requirements, and (3) set a price point that is competitive with other local charging rates and is cheaper than gas, thereby incentivizing EV vehicle use as per City policy.

ALTERNATIVE ACTIONS CONSIDERED
Two alternative actions were considered as part of this analysis:
 Council could take no action, in which the current fee structure remains in place.

As a result, the City would forego a potential increase in public EV charging port revenue. On January 1, 2031, the City would be non-compliant with State regulation, which may result in seizure of non-compliant charging stations.

Additionally, public EV charging at City-owned EV charging ports would remain inequitable for those with EV models that charge as slower rates.  Council could implement an energy-based fee structure designed to meet operational costs or create profit. This action disincentives rapid adoption of EVs as EV fueling costs would be comparable or more expensive than gas fueling costs and would be out of line with EV charging port rates in nearby cities per Staff’s benchmark analysis.

CONTACT PERSON
Wahid Amiri, Deputy Director of Engineering and Transportation, 510-981-6396 Hamid Mostowfi, Transportation Manager, Public Works, 510-981-6403 Kenneth Jung, Supervising Civil Engineer, Public Works, 510-981-7028 Jennifer Sajor, Electric Mobility Coordinator, Public Works, 510-981-7056 Attachments:
1: Ordinance

ORDINANCE NO. -N.S.

AMEND BERKELEY MUNICIPAL CODE SECTION 6.24.137, DESIGNATION OF AND

RESTRICTIONS FOR ELECTRIC VEHICLE PARKING SPACES, TO ESTABLISH A

SCHEDULE OF RATES FOR ELECTRIC VEHICLE CHARGING STATIONS, AND

AUTHORIZE THE CITY MANAGER TO ADJUST THE RATES IN ACCORDANCE WITH THE CALIFORNIA PUBLIC UTILITY COMMISSION’S ELECTRICITY RATE

INCREASES
BE IT ORDAINED by the Council of the City of Berkeley as follows:

Section 1. That Berkeley Municipal Code Section 6.24.137 is amended to read as follows:

A. Designation of Parking Spaces. The City Traffic Engineer is authorized in accordance with the purposes of this chapter to designate spaces in off-street public parking facilities for the exclusive parking of electric vehicles that are connected to electric vehicle charging stations for the purpose of transfer of electricity to the battery or other energy storage device of an electric vehicle.

B. Signs or Markings. Upon designation of a parking space or spaces for the exclusive use of electric vehicles pursuant to Subsection A of this section, the Public Works department shall place signs or markings giving adequate notice that the parking space or spaces are restricted and to be used only for such electric vehicles. The signs or markings shall be in compliance with California Vehicle Code § 22511 indicating that vehicles left standing in violation of the restriction may be removed. The parking restriction shall not apply to the designated parking spaces until the sign or markings have been placed.

C. In parking stalls designated by the use of markings and/or posting as electric vehicle charging stations, only electric vehicles are allowed to park for charging events during designated hours.

D. It is unlawful for the operator of any vehicle to allow a vehicle to park or stand in a designated electric vehicle charging station longer than the posted time limit.

E. It is unlawful for the operator of an electric vehicle to allow that vehicle to park or stand in a designated electric vehicle charging station unless the vehicle is actively conducting a charging event.

F. The police department is authorized to cite and/or remove or cause the removal of vehicles parked in violation of this section in accordance with California Vehicle Code § 22511.

G. Fees for use of electric vehicle charging stations at electric vehicle parking spaces hereinabove set forth in 6.24.137 shall be as follows:

1. Baseline energy fee of $0.30 per kilowatt-hour, effective from 12:00 a.m. to 4:00 p.m. and from 9:00 p.m. to 12:00 a.m. everyday.

2. Time-of-Use energy fee of $0.40 per kilowatt-hour, effective from 4:00 p.m. to 9:00 p.m. everyday.

3. Ancillary fee of $1.50 per charging session.

4. Overstay fee of $1.00 per minute up to 30 minutes, effective after 4 hours and 15 minutes of charging from 5:00 a.m. to 10:00 p.m. everyday.

5. The City Manager may adjust the energy fees by increments no smaller than one cent ($0.01).

6. The maximum allowable annual percentage increase in energy fees shall not exceed the annual percentage increase in PG&E’s average electric rate, published in Table 1.8 of the California Public Utility Commission’s most current Assembly Bill 67 Annual Report on electric and gas utility costs.

7. Adjustments to the energy fees associated with the use of electric vehicle charging stations shall be posted to the City’s website no later than 30 days prior to the adjustment.

8. Energy fees may be adjusted no more than once per fiscal year.

Section 2. Copies of this Ordinance shall be posted for two days prior to adoption in the display case located near the walkway in front of the Maudelle Shirek Building, 2134 Martin Luther King Jr. Way. Within 15 days of adoption, copies of this Ordinance shall be filed at each branch of the Berkeley Public Library and the title shall be published in a newspaper of general circulation.

Office of the Mayor
E-Mail: [email protected]

CONSENT CALENDAR
May 14, 2024
To: Honorable Members of the City Council
From: Mayor Jesse Arreguín, Councilmember Sophie Hahn, and Councilmember Susan Wengraf
Subject: Support SB 1060

RECOMMENDATION
Adopt a Resolution in support of SB 1060 (Becker), which requires insurance companies to consider wildfire risk management in insurance underwriting. Send a copy of the Resolution to Governor Gavin Newsom, State Senators Josh Becker and Nancy Skinner, and Assemblymember Buffy Wicks.

BACKGROUND
The threat of wildfires is increasing in California, with eight of the ten largest wildfires and six of the ten most destructive wildfires in the State’s history happening since 2017.

In recent years, the cost of insurance has skyrocketed and has become more difficult to acquire, making homeownership even more difficult.

Both the State of California and the City of Berkeley have made major investments in wildfire prevention and fuel reduction in recent years. In Berkeley, the passage of Measure FF in 2020 raises $8.5 million annually for improved fire services, emergency communication, hazard mitigation, and wildfire prevention. This has led to the creation of a new Wildland Urban Interface Division, which is dedicated to improving the community's understanding of, and resistance to wildfire. Additionally, the Fire Department is now able to cover 8,500 properties in the Very High Fire Hazard Severity Zone (which covers most of the Berkeley Hills) with an annual inspection that includes a corrections checklist. The City has also partnered with CAL FIRE and regional partners in several vegetation management and wildfire prevention projects along the East Bay Hills.

All these recent investments have helped reduced the threat of wildfires and improve emergency responses in the event of a wildfire. While such threats can never be fully eliminated, insurance companies have not fully factored in recent improvements in developing insurance policies. Recognizing the risk reduction benefits of these activities, in 2022, California’s Insurance Commissioner issued a regulation that requires insurance companies to provide discounts to customers who implement wildfire safety measures including home hardening and defensible space. SB 1060 requires insurance companies to factor these activities into their underwriting models, essentially weaving into the fabric of the insurance market the benefits of fire risk reduction. The bill 2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7100 ● TDD: (510) 981-6903 ● Fax: (510) 981-7199

19

Support SB 1060 CONSENT CALENDAR
May 14, 2024

also authorizes the department to audit underwriting to confirm adherence to the risk model requirements and to issue any necessary orders to ensure compliance.

FINANCIAL IMPLICATIONS
None

ENVIRONMENTAL SUSTAINABILITY
There are no environmental impacts associated with the recommendations in this report.

CONTACT PERSON
Mayor Jesse Arreguín 510-981-7100
Attachments:
1: Resolution
2: Text of SB 1060

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

IN SUPPORT OF SB 1060 – WILDFIRE PREVENTION INSURANCE UNDERWRITING WHEREAS, California has experienced major wildfires in recent years, including eight of the ten largest wildfires since 2017, which has contributed to an increase in insurance premiums and have made it more difficult for homeowners to acquire insurance; and WHEREAS, both the State of California and the City of Berkeley have made major investments in wildfire prevention and fuel reduction in recent years; and WHEREAS, in Berkeley, the passage of Measure FF in 2020 raises $8.5 million annually for improved fire services, emergency communication, hazard mitigation, and wildfire prevention, which has resulted in the creation of new programs and increased capacity to reduce the threats of wildfires and improve emergency response to such events; and
WHEREAS, recognizing the risk reduction benefits of these activities, in 2022, California’s Insurance Commissioner issued a regulation that requires insurance companies to provide discounts to customers who implement wildfire safety measures including home hardening and defensible space; and
WHEREAS, SB 1060 (Becker) requires insurance companies to factor these activities into their underwriting models, essentially weaving into the fabric of the insurance market the benefits of fire risk reduction, and will also authorize the department to audit underwriting to confirm adherence to the risk model requirements and to issue any necessary orders to ensure compliance.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that it hereby supports SB 1060.

BE IT FURTHER RESOLVED that copies of this Resolution be sent to Governor Gavin Newsom, State Senators Josh Becker Nancy Skinner, and Assemblymember Buffy Wicks.

AMENDED IN SENATE APRIL 17, 2024
AMENDED IN SENATE APRIL 4, 2024
AMENDED IN SENATE MARCH 12, 2024
SENATE BILL No. 1060
Introduced by Senator Becker
(Principal coauthor: Senator Dodd)
February 8, 2024
An act to add Article 5 (commencing with Section 3000) to Chapter 2 of Part 1 of Division 2 of the Insurance Code, relating to insurance. legislative counsel’s digest
SB 1060, as amended, Becker. Property insurance underwriting: risk models.

Existing law creates the Department of Insurance and prescribes the department’s powers and duties. Existing law generally regulates the business of insurance in the state, including the underwriting and ongoing monitoring of insured risks. Existing law generally requires an insurer or insurance producer to have underwriting guidelines that establish the criteria and process under which an insurer makes its decision to provide or to deny coverage.

This bill would require
If a property insurer to emplo y uses risk models for underwriting purposes that purposes, this bill would require the models to account for wildfire risk reduction associated with hazardous fuel reduction, home hardening, defensible space, and fire prevention activities. The bill would authorize the department to examine
models used for
underwriting purposes to ensure compliance with that risk model requirement and to issue orders that are necessary to ensure compliance. 96

The bill would make related findings and declarations and would state the intent of the Legislature to do specified actions, including ensuring that actions taken to reduce wildfire risks and associated property losses are considered by property insurers in their underwriting evaluations by requiring that any models used for underwriting account for the identified categories of risk mitigation.

V ote: majority. Appropriation: no. Fiscal committee: yes.​ State-mandated local program: no.​
The people of the State of California do enact as follows:
line 1 SECTION 1. (a)  The Legislature finds and declares all of the line 2 following:
line 3 (a)
line 4 (1) The risk of catastrophic wildfires is increasing due to climate line 5 change and past management practices that have dramatically line 6 altered California’s forests and increased the density of trees line 7 vulnerable to drought and disease.
line 8 (b)
line 9 (2) Building California’s resilience to catastrophic wildfires line 10 means restoring the health of our forests and diverse landscapes line 11 across the state and strengthening wildfire preparation within our line 12 communities.
line 13 (c)
line 14 (3) It is the policy of the state to encourage science-based, line 15 landscape-scale forest management by increasing the pace and line 16 scale of hazardous fuel reduction through ecologically based line 17 thinning and the use of prescribed fire. The Governor and United line 18 States Forest Service established the Agreement for Shared line 19 Stewardship of California’s Forest and Rangelands in 2020, calling line 20 for 1,000,000 acres per year of forest treatments. Furthermore, the line 21 Governor created the Wildfire and Forest Resilience Task Force line 22 to bring together an unprecedented coalition of the best available line 23 resources for preventing severe wildfires by promoting line 24 landscape-scale forest management.
line 25 (d)
line 26 (4) Landscape-scale forest management and hazardous fuel line 27 reduction reduce the risk of severe wildfires to homes, properties, line 28 and communities in, and adjacent to, the wildland-urban interface line 29 (WUI).
96 — 2 — SB 1060

line 1 (e)
line 2 (5) The state has made significant investments in hazardous fuel line 3 reduction in recent years to support wildfire resilience, forest line 4 health, and community safety.
line 5 (f)
line 6 (6) Hazardous fuel reduction can substantially reduce insurers’ line 7 average annual losses in, and adjacent to, the WUI and, as a result, line 8 reduce the cost of insurance or increase insurance availability, or line 9 both, to California consumers because of its ability to reduce line 10 catastrophic wildfire risk for homes, businesses, and communities line 11 in, and adjacent to, the WUI.
line 12 (g)
line 13 (7) Defensible space and home hardening help protect homes, line 14 businesses, and communities during wildfires, reducing the costs line 15 of wildfire disasters for property owners, communities, line 16 governments, and insurers.
line 17 (h)
line 18 (8) Community wildfire protection plans have been created by line 19 more than 550 communities in California and are important ways line 20 in which communities can identify and implement fire prevention line 21 activities needed to reduce their wildfire risk and losses. line 22 (i)
line 23 (9) The Insurance Commissioner issued a regulation in 2022 line 24 that requires insurance companies to provide discounts to customers line 25 who implement wildfire safety measures, including home hardening line 26 and defensible space.
line 27 (j)
line 28 (10) Although insurance risk models can account for the wildfire line 29 risk reduction benefit of hazardous fuel reduction, home hardening, line 30 and defensible space, most risk models used for underwriting by line 31 property insurers do not incorporate these risk reduction benefits. line 32 (b) It is the intent of the Legislature to do all of the following:
line 33 (1) Ensure that actions taken to reduce wildfire risks and line 34 associated property losses are considered by property insurers in line 35 their underwriting evaluations by requiring that any models used line 36 for underwriting account for the identified categories of risk line 37 mitigation.
line 38 (2) Retain property insurers’ discretion with regard to the use line 39 of those models and all underwriting decisions. 96 SB 1060 — 3 —

line 1 (3) Provide the Department of Insurance with the authority to line 2 confirm that the identified categories of risk mitigation are line 3 accounted for in the models used by property insurers for line 4 underwriting without granting the department any additional line 5 authority over underwriting decisions or criteria. line 6 SEC. 2. Article 5 (commencing with Section 3000) is added line 7 to Chapter 2 of Part 1 of Division 2 of the Insurance Code, to read:
line 8
line 9 Article 5. Underwriting Risk Models and Hazardous Fuel line 10 Reduction, Home Hardening, and Defensible Space line 11
line 12 3000. As used in this article:
line 13 (a) “Defensible space” has the same meaning as defined in line 14 Section 51177 of the Government Code.
line 15 (b) “Fire prevention activities” has the same meaning as defined line 16 in Section 4124 of the Public Resources Code.
line 17 (c) “Hazardous fuel reduction” has the same meaning as defined line 18 in Section 4464 of the Public Resources Code.
line 19 (d) “Home hardening” has the same meaning as defined in line 20 Section 4291.5 of the Public Resources Code.
line 21 3001. For If a property insurer uses risk models for line 22 underwriting purposes, a property insurer shall employ risk models line 23 that those models shall account for wildfire risk reduction line 24 associated with hazardous fuel reduction, home hardening, line 25 defensible space, and fire prevention activities for properties, line 26 communities, and landscapes.
line 27 3002. The department may examine property insurers’ line 28 underwriting models used by property insurers for underwriting line 29 purposes to ensure compliance with Section 3001 and may issue line 30 orders that are necessary to ensure compliance.

O
96 — 4 — SB 1060

Office of the Mayor
E-Mail: [email protected]

CONSENT CALENDAR
May 14, 2024
To: Honorable Members of the City Council
From: Mayor Jesse Arreguín, Councilmember Sophie Hahn, and Councilmember Susan Wengraf
Subject: Support SB 1144 – Shutting Down the Market for Stolen Goods

RECOMMENDATION
Adopt a Resolution in support of SB 1144 (Skinner), which will make it more difficult to sell stolen goods on online marketplaces. Send a copy of the Resolution to Governor Gavin Newsom, State Senator Nancy Skinner, and Assemblymember Buffy Wicks.

BACKGROUND
Retail thefts across California are on the rise, with commercial burglaries up in 14 of the 15 largest counties, including a 65% jump in Alameda County between 2019-2022. In Berkeley, commercial burglaries rose 42% during this time frame, and rose an additional 32% to a total of 574 commercial burglaries in 2023. In many of these cases, organized retail theft is being used to illegally acquire and sell stolen goods.

To address these growing criminal trends, in 2022 the State passed SB 301 (Skinner), which requires online marketplaces to ensure that high-volume third-party sellers on their platforms were operating legally by imposing transparency requirements on high- volume and high-dollar sellers and authorizing the Attorney General to seek civil penalties, as well as injunctive or other preventive relief, from any person or entity that violates any of the bill’s provisions.

In February 2024, Senator Skinner introduced SB 1144, which builds upon SB 301.

Specifically, it extends its application to online marketplaces and third-party sellers not currently covered by SB 301, by allowing specified local actors to enforce violations, and by adding additional obligations on covered platforms. In addition, the bill expands the scope of who may commence a civil action. Currently, only the Attorney General may bring such a civil action. This bill would additionally authorize a district attorney in any county, a city attorney in any city, or a county counsel in any county to bring an enforcement suit, lessening the burden on the Attorney General to conduct enforcement.

By making it more difficult to sell stolen goods, SB 1144 will help deter criminals and organized crime rings from targeting stores that have become popular destinations for such crimes. This in turn will help support the economy and safety of Berkeley’s commercial corridors.
2180 Milvia Street, Berkeley, CA 94704 ●
Tel: (510) 981-7100 ● TDD: (510) 981-6903 ● Fax: (510) 981-7199

20

Support SB 1144 CONSENT CALENDAR
May 14, 2024

FINANCIAL IMPLICATIONS
None

ENVIRONMENTAL SUSTAINABILITY
There are no environmental impacts associated with the recommendations in this report.

CONTACT PERSON
Mayor Jesse Arreguín 510-981-7100
Attachments:
1: Resolution
2: Text of SB 1144

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

IN SUPPORT OF SB 1144 – SHUTTING DOWN THE MARKET FOR STOLEN GOODS WHEREAS, California is experiencing an increase in retail theft, with a 65% increase in commercial burglaries in Alameda County from 2019-2022, and 574 commercial burglaries in Berkeley in 2023; and
WHEREAS, organized retail theft and criminals often use online marketplaces as a platform to sell stolen goods; and
WHEREAS, in 2022 the State passed SB 301 (Skinner), which requires online marketplaces to ensure that high-volume third-party sellers on their platforms were operating legally by imposing transparency requirements on high-volume and high-dollar sellers and authorizing the Attorney General to seek civil penalties, as well as injunctive or other preventive relief, from any person or entity that violates any of the bill’s provisions; and
WHEREAS, building upon SB 301, in February 2024, Senator Skinner introduced SB 1144, which extends its application to online marketplaces and third-party sellers not currently covered by SB 301, by allowing specified local actors to enforce violations, and by adding additional obligations on covered platforms; and WHEREAS, this bill would additionally authorize a district attorney in any county, a city attorney in any city, or a county counsel in any county to bring an enforcement suit, lessening the burden on the Attorney General to conduct enforcement.

WHEREAS, by making it more difficult to sell stolen goods, SB 1144 will help deter criminals and organized crime rings from targeting stores that have become popular destinations for such crimes, which in turn will help support the economy and safety of Berkeley’s commercial corridors.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that it hereby supports SB 1144.

BE IT FURTHER RESOLVED that copies of this Resolution be sent to Governor Gavin Newsom, State Senator Nancy Skinner, and Assemblymember Buffy Wicks.

AMENDED IN SENATE APRIL 4, 2024
AMENDED IN SENATE MARCH 19, 2024
SENATE BILL No. 1144
Introduced by Senator Skinner
(Coauthors: Senators Min, Ochoa Bogh, Rubio, and Wiener) February 14, 2024
An act to amend Sections 1749.8 and 1749.8.4 of, and to add Section 1749.8.9 to, the Civil Code, relating to business.
legislative counsel’s digest
SB 1144, as amended, Skinner. Marketplaces: online marketplaces.

Existing law generally requires an online marketplace to require a high-volume third-party seller on the online marketplace to make certain disclosures. Existing law requires an online marketplace to suspend future sales activity of a high-volume third-party seller that is not in compliance with those information sharing requirements, as specified.

Existing law imposes certain information retention and security requirements on an online marketplace and prohibits specified uses of that information.

Existing law generally defines a “high-volume third-party seller,” for purposes of the above-described provisions, as a third-party seller who has entered into a certain number of consumer product sales transactions through an online marketplace for which payment is processed by the online marketplace, as specified. Existing law defines an “online marketplace,” for purposes of those provisions, as a consumer-directed, electronically accessed platform that includes features that allow for, facilitate, or enable, and are used by, a third-party seller to engage in the sale, purchase, payment, storage, shipment, or delivery of a consumer 97

product and that has a contractual relationship with consumers governing their use of the platform to purchase consumer products.

This bill would revise the types of transactions that qualify a third-party seller as a “high-volume third-party seller,” for those purposes. Specifically, the bill would remove the conditions that the transactions be made through an online marketplace and that the online marketplace process the payment and, instead, would add the condition that the transactions were made utilizing an online marketplace. The bill would also revise the definition of “online marketplace” by removing the conditions that the above-described features be used by third-party sellers, and that the platform have the above-described contractual relationship with consumers.

Existing law requires a high-volume third-party seller to disclose and certify to the online marketplace certain identification, contact, and payment information of the seller, as specified.

This bill would require an online marketplace to
verify and identify
disclose to consumers that each whether a high-volume third-party seller has complied with those disclosure and certification requirements.

The bill would prohibit require an online marketplace from allowing a business or person to utilize its platform or other services if there is reason to belie ve the b usiness or person is selling stolen goods. to establish and maintain a policy prohibiting the sale of stolen goods on the marketplace and to provide a mechanism to notify the marketplace of the sale of stolen goods, as specified.

The bill would require an online
marketplace to alert local, regional, or state law enforcement agencies in California if it reasonably believes that a third-party seller or high-volume third-party seller is selling or attempting to sell stolen goods to a California resident.

Existing law requires a person or entity who violates the above-described provisions to be liable for a civil penalty not to exceed $10,000 for each violation and reasonable attorney’s fees and costs and to be subject to preventive relief, as specified. Existing law limits recovery and relief to a civil action brought by the Attorney General, as specified.

This bill would expand recovery and relief to a civil action brought by a district attorney in any county, a city attorney in any city, or a county counsel in any county.

V ote: majority. Appropriation: no. Fiscal committee: yes.​ State-mandated local program: no.​
97 — 2 — SB 1144

The people of the State of California do enact as follows:
line 1 SECTION 1. The Legislature finds and declares that it is the line 2 intent of the Legislature to stop theft from retail stores and line 3 community theft by curtailing the sale of stolen property on online line 4 marketplaces.
line 5 SEC. 2. Section 1749.8 of the Civil Code is amended to read:
line 6 1749.8. For purposes of this title:
line 7 (a) “Consumer product” means tangible personal property that line 8 is distributed in commerce and normally used for personal, family, line 9 or household purposes, including property intended to be attached line 10 to or installed in real property regardless of whether it is actually line 11 attached or installed.
line 12 (b) “High-volume third-party seller” means a third-party seller line 13 on an online marketplace who, in any continuous 12-month period line 14 during the previous 24 months, has entered into 200 or more line 15 discrete transactions utilizing an the online marketplace for the line 16 sale of new or unused consumer products to buyers located in line 17 California resulting in the accumulation of an aggregate total of line 18 five thousand dollars ($5,000) or more in gross revenues. line 19 (c) “Online marketplace” means a consumer-directed, line 20 electronically accessed platform that includes features that allow line 21 for, facilitate, or enable a third-party seller to engage in the sale, line 22 purchase, payment, storage, shipment, or delivery of a consumer line 23 product in this state.
line 24 (d) “Third-party seller” means a person or entity, independent line 25 of an online marketplace, who sells, offers to sell, or contracts with line 26 an online marketplace to sell a consumer product in the state by line 27 or utilizing an online marketplace.
line 28 (e) “Verify” means to confirm that information provided to an line 29 online marketplace pursuant to this title is accurate. Methods of line 30 confirmation include the use of one or more methods that enable line 31 the online marketplace to reliably determine that the information line 32 and documents are valid, correspond to the seller or an individual line 33 acting on the seller’s behalf, are not misappropriated, and are not line 34 falsified.
line 35 SEC. 3. Section 1749.8.4 of the Civil Code is amended to read:
line 36 1749.8.4. (a)   A person or entity who violates any provision line 37 of this title shall be liable for a civil penalty not to exceed ten line 38 thousand dollars ($10,000) for each violation, which may be 97 SB 1144 — 3 —

line 1 assessed and recovered only in a civil action brought in the name line 2 of the people of the State of California by the Attorney General, line 3 a district attorney in any county, a city attorney in any city, or a line 4 county counsel in any county.
line 5 (b) In addition to the civil penalty provided by subdivision (a), line 6 the Attorney General, district attorney, city attorney, or county line 7 counsel who prevails in an action to enforce this title shall be line 8 entitled to the following relief:
line 9 (1) Reasonable attorney’s fees and costs, including expert line 10 witness fees and other litigation expenses.
line 11 (2) Preventive relief, including a permanent or temporary line 12 injunction, restraining order, or other order against any person line 13 responsible for the conduct.
line 14 SEC. 4. Section 1749.8.9 is added to the Civil Code, to read:
line 15 1749.8.9. (a)   An online marketplace shall verify and identify line 16 disclose to consumers that each whether a high-volume third-party line 17 seller has complied with Section 1749.8.1 lawfully. 1749.8.1. line 18 (b) An online marketplace shall alert local, regional, or state line 19 law enforcement agencies in California if it reasonably believes line 20 that a third-party seller is selling or attempting to sell stolen goods line 21 to a California resident.
line 22 (c) (1)  An online marketplace shall not allo w a b usiness or line 23 person to utilize its platform or other services if there is reason to line 24 belie ve that the b usiness or person is selling stolen goods. shall line 25 do both of the following:
line 26 (A) Establish and maintain a policy prohibiting the sale of stolen line 27 goods on the online marketplace, which shall include consequences line 28 for knowingly selling stolen goods on the online marketplace, line 29 including, but not limited to, suspension or termination of the line 30 seller’s account.
line 31 (B) Provide a mechanism on the online marketplace that allows line 32 any individual to notify the online marketplace that a seller is or line 33 may be selling stolen goods.
line 34 (2) The policy and mechanism required by this subdivision shall line 35 be publicly posted and readily accessible to users.

O
97 — 4 — SB 1144

Office of the Mayor
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7100 ● TDD: (510) 981-6903 ● Fax: (510) 981-7199 E-Mail: [email protected]

CONSENT CALENDAR
May 14, 2024
To: Members of the City Council
From: Mayor Jesse Arreguín
Subject: City Council Committee and Regional Body Appointments

RECOMMENDATION
Adopt a Resolution approving appointments to City Council Policy Committees, Partnership Committees and Regional Bodies.

BACKGROUND
There are a number of City Council appointments to various Partnership Committees, Regional Bodies and Liaisons to City Boards and Commissions. Every two years after the General Municipal Election, the Mayor makes recommendations on new Council representatives to these committees.

The Berkeley City Council Rules of Procedure and Order also require the Mayor to recommend and the full Council approve appointments to Standing Council Policy Committees by January 31st of each year.

In January, the Council suspended certain policy committees until early May to enable the City Clerk Department to focus on the two special elections to fill Council vacancies.

Now that policy committees have resumed and Councilmember Cecilia Lunaparra was elected to fill the vacant District 7 seat, new appointments must be made to ensure that committees have a full complement of members.

FINANCIAL IMPLICATIONS
None

ENVIRONMENTAL SUSTAINABILITY
No identifiable environmental effects from taking this action

CONTACT PERSON
Mayor Jesse Arreguín 510-981-7100
Attachments:
1: Resolution

21

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

APPROVING APPOINTMENTS TO STANDING CITY COUNCIL POLICY

COMMITTEES, PARTNERSHIP COMMITTEES, AND REGIONAL BODIES WHEREAS, the City Council has numerous appointments to various Partnership Committees, Regional Bodies and Liaisons to City Boards and Commissions, and makes new appointments every two years following the General Municipal Election; and WHEREAS, the Berkeley City Council Rules of Procedure and Order also require the Mayor to recommend and the full Council approve appointments to Standing Council Policy Committees by January 31st of each year; and
WHEREAS, in January, the Council suspended certain policy committees until early May to enable the City Clerk Department to focus on the two special elections to fill Council vacancies; and
WHEREAS, now that policy committees have resumed and Councilmember Cecilia Lunaparra was elected to fill the vacant District 7 seat, new appointments must be made to ensure that committees have a full complement of members.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that it officially makes the following appointments for the period ending January 31, 2025 or until new appointments are approved:

City Council Standing Policy Committees:

Facilities, Infrastructure, Transportation, Environment & Sustainability Committee Appoint Councilmember Lunaparra, Councilmember Humbert and Councilmember Taplin
Alternate Vacant
Land Use, Housing & Economic Development Committee
Appoint Councilmember Humbert, Councilmember Lunaparra, and Vice-Mayor Wengraf Alternate Vacant
Partnership Committees:
4x4 Joint Task Force Committee on Housing: Rent Board/City Council Appoint Mayor Arreguin, Councilmember Hahn and Councilmember Lunaparra East Bay Public Bank
Appoint Councilmember Lunaparra

CONSENT CALENDAR
May 14, 2024
1 TO: Honorable Members of the City Council
FROM: Mayor Jesse Arreguín
SUBJECT: Elections Code 9212 Report on Street Paving Initiatives

RECOMMENDATION
Refer to the City Manager to prepare a report on the fiscal, infrastructure, and other impacts of the two circulating citizen initiative street paving measures (“SAFE STREETS” and “Fix the Streets and Sidewalks”).

Council requests the report include:
● Estimated revenue to the City, broken down by the allocations as stated within each measure, in both current year and year of expenditure dollars, based on standard inflation and square footage growth expectations;
● Estimated impact on pavement conditions index (PCI) from each measure, with modeling prepared by the City’s paving consultant, assuming the City maintains current street repair funding levels. If modeling is not available or not feasible, provide best estimates based on previous scenario modeling;
● Estimated potential impact on implementation of the Vision Zero Action Plan and related safety plans (Pedestrian Plan, Bicycle Plan, Safe Routes to Schools) from each measure;
● A summary of the staff time and City activities required in each measure; ● An estimate of any additional staff costs generated by each measure that is not funded by the measure;
● Estimated funding levels for the sidewalk repair program from each measure, discuss any alterations to the sidewalk repair program contained in each measure, and discuss any impacts to other City funding as a result; and
● Any other information of interest to the City or the public, as determined by the City Manager.

This report is being requested by the Council pursuant to California Elections Code Section 9212.

CURRENT SITUATION AND ITS EFFECTS
City funding for street paving is currently expected to bring the citywide PCI to 58 over the next 12 years. This is an improvement over current levels, but remains classified as “at risk” by the Metropolitan Transportation Commission.

22

2 Two competing street paving measures are currently collecting signatures and appear likely to qualify for the November 2024 ballot. As these measures are considered conflicting, whichever measure receives the most votes overall, in excess of 50%, will be enacted.

California Elections Code Section 9212 authorizes the legislative body of the city [the City Council] to refer a proposed initiative measure to a city agency or agencies for a report on the impacts of the proposed initiative, including the fiscal impacts or any other matters that Council requests to be in the report. Section 9212 requires that the report shall be presented to Council within the time prescribed by Council, but no later than 30 days after the elections official certifies to the City Council the sufficiency of the petition.

The City Clerk recommends petitions be submitted in early May to allow up to 30 business days for signature verification. Council is required to take action on all measures found to have sufficient valid signatures prior to August 9th, 2024.

BACKGROUND
Currently, two citizen initiative measures are circulating to collect signatures from registered City of Berkeley voters. If placed on the local November general election ballot, whichever measure receives the most votes in excess of 50% would establish a new parcel tax to fund street repair and repaving, among other activities.

The “
SAFE STREETS Initiative” proposes a parcel tax of 17 cents per square foot for residential properties, and 25 cents per square foot for non-residential properties. The initiative estimates it will generate $235 million over 14 years, with $110 million for street repaving, $70 million for safety, $35 million for sidewalk and pedestrian paths, and $20 million for environmental enhancements and other necessary expenses.

The “
Fix the Streets and Sidewalks Initiative” proposes a parcel tax of 13 cents per square foot on residential and nonresidential properties. The initiative estimates it will generate $144 million over 12 years, with $52 million for street repaving, $30 million for safety, $51 million for sidewalk and pedestrian paths, and $10 million for environmental enhancements.

Both measures contain provisions adjusting the tax for inflation.

Either measure, if passed, would significantly impact and augment the City’s ongoing street repair backlog and implementation of several adopted City policies and plans. However, to date, no technical analysis of the impact of these measures has been conducted by City staff. Given the significant impacts that either measure can have on City programs and projects, it is essential that the City be prepared for either outcome and aware of any impacts and necessary steps that will be required.

The City needs, at minimum, the following information about each measure in order to effectively plan for implementation and potential outcomes:

1. Revenue projections: Council needs to know the estimated revenue to the City, based on the tax level and anticipated residential and non-residential square footage over the period of the measures. This should be calculated in both current dollars and year of expenditure (inflation-adjusted) dollars. Revenue should be broken out by the allocations required from each measure, with any potential variability noted in the report.

3 2. PCI Impacts: Based on the available funding calculated in (1), the impacts on PCI should be calculated from each measure, using the existing PCI modeling tools available from the City’s paving consultant, under reasonable baseline assumptions (e.g. assuming current funding levels are held constant, adjusted for inflation). If modeling is not available or not feasible, a review of previous scenario modeling and identifying a best estimate of future PCI based on existing data can suffice. Any requirements on paving priorities contained in either measure should be included in modeling as best feasible.

3. Vision Zero Impacts: Both measures contain funding for safety improvements, largely driven by Vision Zero and related plans (e.g. Pedestrian Plan, Bicycle Plan, Safe Routes to Schools). However, some projects from these plans have already been implemented; in addition, these plans contain cost estimates which may be out of date. Council would benefit from a summary of Vision Zero-related projects which have been funded; the set of Vision Zero-related projects which could be funded using monies from each measure, the estimated cost, and the estimated funding available from each measure; and Vision Zero-related projects which would remain unfunded. If applicable and feasible, estimates of grant funding which might be available using matching funds from these measures should be included as well.

4. Sidewalk & pedestrian pathway repair: Both measures would aim to increase funding to the City’s sidewalk repair program. Council needs to understand whether the funding levels provided will be sufficient to meet current needs, and whether either measure requires alterations to the existing program or otherwise impacts other city funds.

5. Staff time impacts: Both measures contain provisions for an oversight committee, public outreach, and other required activities by staff. The level of detail provided, activities required, and funding permissibility for these activities varies between the two measures, including the activities required to establish the oversight committee. Council needs to understand the potential impacts to staff time, any hiring needs for additional staff, any operational impacts from the oversight committees or other required activities, and whether funds from each measure can be used and are available to meet these increases in staff time.

In addition, Council welcomes any other information of interest to the City or the public, as determined by the City Manager and identified during this review process.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
N/A

FINANCIAL IMPLICATIONS
Staff time.

CONTACT
Mayor Jesse Arreguín
[email protected] | 510-981-7100

ATTACHMENTS
None

2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7120 ● E-Mail: [email protected]

CONSENT CALENDAR
May 14, 2024
To: Honorable Mayor and Members of the City Council
From: Councilmember Taplin
Subject: Budget Referral: BYA Counseling Center and Summer Jam Day Camp

RECOMMENDATION
Refer to the Fiscal Year (FY) 25-26 budget process $110,000 for the Berkeley Youth Alternatives (BYA) Counseling Center and Summer Jam Day Camp.

FINANCIAL IMPLICATIONS
$110,000 in General Fund impact.

BACKGROUND
For over 40 years, Berkeley Youth Alternatives (BYA) has served the children and families of Berkeley and the surrounding cities in Alameda County and Contra Costa Counties by providing comprehensive services in a supportive and bias-free haven.

Founded in 1969 as a runaway youth shelter, BYA has since expanded to provide comprehensive youth and family services.

In 2022, the City of Berkeley allocated $160,000 to BYA “to support their counseling center and $35,000 for the Summer Jam Day Camp” as part of a suite of violence prevention investments in Phase II of Reimagining Public Safety (see Attachment 1).

However, due to a period of high inflation, BYA is facing higher operating costs as it struggles to retain counseling staff with competitive salaries.

BYA is requesting a smaller amount in this fiscal year to support counseling staff retention, and the same amount to support the Summer Jam Day Camp. The latter program provides free and low-cost recreation and educational opportunities during an 8-week period in the summer for low-income youth in the community. Research has consistently found that summer recreation programs have a positive impact on violence prevention.1

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
None.
1 Fischer, K. N., & Teutsch, S. M. (2014). Safe summer parks programs reduce violence and improve health in Los Angeles County. NAM Perspectives. Retrieved Apr. 22, 2024 from https://nam.edu/wp- content/uploads/2015/06/BPH-SafeSummerParks.pdf

23

BYA CONSENT CALENDAR
May 14, 2024

CONTACT PERSON
Councilmember Taplin Council District 2 510-981-7120
Attachments:
1: Reimagining Public Safety - Phase II Presentation (May 5, 2022) 2: BYA Letter (March 22, 2024)

Internal
Reimagining Public
Safety, Phase II
May, 2022
1

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Staff Costs
Budget Purpose Rationale
$315,000 Assistant City Manager to lead Office
of Equity and Diversity
Recommendation supported by City Manager, Task Force and City Council
The development of the Office should take into account the recommendations from the Reimagining Task Force. Particular attention from the Office of Equity should be paid to language access, which has been identified repeatedly as a barrier to trust and adequate services delivered by the City across departments.
$315,000 Assistant City Manager to serve as
Reimagining Project Coordinator
The responsibilities of project management have fallen under the already heavy burden of the existing Deputy City Manager, with part- time support from a Management Analyst. To effectively coordinate the ongoing work, a full-time senior level staff person is required. $100,000 Fair and Impartial Policing (FIP)
Training
Recommendation to implement and prioritize FIP has been supported by City Manager, City Council and Task Force
$100,000 Grant Writer Recommended by City Manager to access grant funds to support reimagining efforts 2

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Staff Costs continued…
Budget Purpose Rationale
Up to $1.5
Million
1 Supervisor - CSO Unit;
Up to 9 Community Services
Officers
Launch a pilot Community Services Officer unit using Police salary savings. Positions would be project based for two-years. Evaluate pilot after two-year period to align with the FY 25-26 Budget Process and determine the appropriate location of the CSO unit within a new Public Safety Department and the role for other non- sworn responders.
$175,000 Vision Zero Staff Position Approve a new Vision Zero staff position in Public Works’ Division of Transportation to conduct collision analysis. This will promote the City’s Vision
Zero approach by boosting the City’s capacity to analyze collision data collected by the Police Department, and, with Police input, propose
3

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Consulting Costs
Budget Purpose Rationale
$300,000 Continue BerkDOT process to plan for a civilian traffic enforcement unit, both by informing the content of state law changes to enable such a unit, and by developing two implementation plans: 1) if state law changes to accommodate, and 2) if state law does not change
Recommendation supported by
the City Manager and Task Force.
$70,000 or more Analysis of BPD Staffing and Beat Structure (See details in Attachment 1 section A)
Recommended by City Manager
and supported by City Council
Approximately
$250,000
Support an organizational design process to create an umbrella Department of Community Safety
See below, rationale part 3
4

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Consulting Costs (continued)
Budget Purpose Rationale
$150,000 Review Municipal Code for proposed changes to increase equity and racial justice in City’s transportation fines and fees, and explore the civilianialization of the municipal code Recommendation is supported by the City Manager and
Task Force
$200,000 Consulting costs requested by City Manager to support continued analysis of prioritized dispatch and development of an implementation plan
Recommendation is supported by City Manager.

Developing a new model for dispatch was identified as
critical by both SCU steering committee and Task Force
5

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Community Investments - Violence Prevention and Youth Services Violence Prevention:
■ $50,000 for McGee Avenue Baptist Church, Voices Against Violence ■ $200,000 for Berkeley Ceasefire
■ $160,000 for Berkeley Youth Alternatives: $125,000 to support their counseling center and $35,000 for the Summer Jam Day Camp
Alternatives to Sanctions/Fines
■ $150,000 to expand hearing officer resources in the City Manager’s Office to provide alternative referrals to community service and social services for parking and other infractions ■ $50,000 to expand downtown streets team as placement for low-level violations (e.g. vehicular camping/parking and sidewalk ordinance infractions)
Community Mental Health, Behavioral and Crisis Response ■ $100,000 for a Behavioral Health, Crisis Response, and Crisis-related Services Needs and Capacity Assessments
■ $350,000 for Youth Peers Mental Health response as proposed by the Berkeley High School student- led plan for mental health services 6

Refer up to $5.3M to the 2022 Budget Process for staffing and/consulting services and community investments as priority reimagining initiatives Community Investments - Violence Prevention and Youth Services Respite from Gender Violence
■ Up to $500,000 to increase the capacity of community-based orgs. Provide services and housing leads for victims of Gender Violence (see Reimagining Task Force Report and page 223 of NICJR Final Report Packet for details)
● Additionally, request staff to work with county partners to clarify which services should be provided by county vs the city.

Language Equity
■ $15,000 to publish victim resources in plain language and in multiple languages. See Task Force gender violence report for details
7

Prioritize Programmatic Recommendations for Phase 1 of Reimagining Implementation during next 12-24 months
● Adopt the report, City of Berkeley Specialized Care Unit Crisis Response Recommendations by Resource Development Associates(Attachment XX) and implement the pilot Specialized Care Unit (SCU)
● Continue development and implementation of prioritized dispatch, pursuant to the RDA report. ● Develop an implementation plan to expand alternative response from civilian responders beyond the proposed pilot for SCU for other low-level calls that includes but is not limited to:

Community Service Officers for only those calls that necessitate police, code enforcement, fire inspectors or city-hired community mediators
● Transition collision analysis and crossing guards from BPD to Public Works until a Department of Transportation is developed.
● Continue consolidating transportation functions as recommended by staff ● Complete the implementation of Fair and Impartial Policing Recommendations ● Complete Auditor Recommendations on overtime and calls for service ● Fully implement the Ceasefire violence intervention program ● Analyze the establishment of a crisis stabilization center and/or expand access to existing centers so that people in crisis have a safe and supportive alternative to jail or emergency rooms. ● Implement recommendations from the Reimagining Task Force relating to Gender Violence, LGBTQIA and PEERS as feasible. (Attachment X)
8

Introducing Community Safety Department
Why a Department of Community Safety could benefit Berkeley - The goal of this initiative was to reimagine and redefine our understanding of public safety in Berkeley. The implementation of public safety programs needs to reflect a more holistic, long- term vision.
- Current efforts to reimagine are siloed and there is not a clear vision to integrate the many initiatives
- Dispatch needs to serve all branches of community responders equally (see system recommendation in SCU report).
- Community responders need to be prioritized and resourced with equal regard - According to Auditor and NICJR analysis 81% of calls for service are for non-criminal calls, and police currently spend 53% of their time responding to these calls - A key goal of the reimagining process was to develop alternative responders to take on as many of these calls as possible without threatening the safety of the public or responders - SCU and the potential of BerkDOT and/or other community responders should be able to handle these calls, allowing police to focus more of their time on violent crime and proactive problem-oriented policing.
9

10

Referral for consideration in the 2025- 2026 Budget Cycle This referral expresses that by 2024, it is the City’s goal to be prepared to make the following decisions and investments:

1. Create a permanent Specialized Care Unit pending positive pilot results and; a. Conduct an evaluation of the training curriculum and review best practices from other similar emerging models (see Training and Community Institute Task Force Recommendation for inspiration) b. Expand the community responder model to tackle a larger range of low-level calls for service based on implementation plan developed by staff.

2. Revise the BPD Budget and Staffing Structure to reflect results of staffing and beat analysis, and the development of alternative responders

3. Invest in a new Department of Transportation and have clarity on a vision and legal path to civilianized traffic enforcement

4. Invest in a new umbrella city organization for public safety

5. Launch a Universal Basic Income Pilot
a. The Mayor as a member of Mayor’s for Guaranteed income will pursue state grants and philanthropic opportunities to initiate a pilot prior to this budget cycle

6. Continue expanding opportunities for alternatives to fines

7. Consider an Expanded Jobs Program

8. Evaluate BPD Training needs and make changes where needed 11

Summary of Phased Approach to Reimagining
Phase 2
July 2022 - July 2024
● Launch SCU Pilot
● Continue BerkDOT process
+ transfer and expand key
functions
● Office of Equity created
● Design Process for new
public safety department
● Dispatch analysis
● Beat Study and staffing
assessment
● Fines/Fees analysis and
civilianization of municipal
code
● Implement Violence
intervention
● Additional community
Investments
Phase 3
July 2024 - July 2026
● BerkDOT Implementation
● BPD budget and staffing
reflects results of
analysis
● First phase
implementation of
umbrella public safety
department
● Implementation of
dispatch redesign
● Expand SCU and launch
second phase of civilian
response pilots
● Launch Universal Basic
Income program pilot
Phase 1
July 2020 - July 2022
● Community Process
● Reimagining Task Force
Report
● Consultant Work:
○ Resource
Development
Associates
(Specialized Care
Unit)
○ National Institute of
Criminal Justice
Reform
○ Dispatch
○ BerkDOT
● City Manager Report
● Mayor and Council
Proposals
12

CONSENT CALENDAR
May 14, 2024
To:

From:

Subject:

Honorable Mayor and Members of the City Council
Councilmember Sophie Hahn (Author); Councilmember Terry Taplin (Co- Sponsor); Councilmember Susan Wengraf (Co-Sponsor); Councilmember Mark Humbert (Co-Sponsor)
Relinquishment of Council Office Budget Funds to the General Fund and Grant of Such Funds for the Berkeley Symphony’s Spring Benefit

RECOMMENDATION
Adopt a resolution approving the expenditure of an amount not to exceed $500 per Councilmember – including $500 from Councilmember Hahn – to the Berkeley Symphony, a 501(c)(3) non-profit organization, to support its upcoming Spring Benefit, with funds relinquished to the City’s general fund for this purpose from the discretionary Council office budgets of Councilmember Sophie Hahn, and from any other Councilmember who would like to contribute.

BACKGROUND
The Berkeley Symphony Orchestra (BSO) will be hosting its Spring Benefit on May 17, 2024 at the DoubleTree by Hilton Hotel to celebrate and raise funds, and will feature musical performances from Berkeley Symphony Musicians, and violinist Charles Yang.

For more information, visit: https://www.berkeleysymphony.org/event/2024-spring-benefit.

Since its founding in 1971 by Thomas Rarick, the Berkeley Symphony has gained a national
reputation for taking programmatic risks and presenting major new works alongside fresh interpretations of classical repertoire, all while maintaining strong community ties. The Symphony has reimagined the role of a contemporary community orchestra by honoring the people and spirit of Berkeley with culturally relevant work by living composers and collaborations with community partners, expanding the traditional definition of symphonic music while bringing together cross-sections of its broader community into the same spaces.

BSO presents a four-concert symphonic series and a five-concert chamber series in Berkeley and Piedmont, California, reaching an audience of 2,600 from throughout the Bay Area. The Symphony often presents the work of local composers and employs 200 musicians and teaching artists each year. Current Music Director Joseph Young devises programs that blend symphonic music with dance and other art forms to create concert experiences that excite audiences of all kinds, while championing new music and underrepresented composers, ensuring the BSO stage is reflective of the community it proudly serves.

The Berkeley Symphony also creates meaningful opportunities for the community to engage with symphonic music in their everyday lives, by moving out of the concert hall and into the community with free performances at events like the Front Row Festival and the Bay Area Book

24

Festival. Through its strong partnerships with organizations like the Downtown Berkeley Association, Berkeley Public Library, and the Berkeley Art Museum and Pacific Film Archive, BSO has presented innovative free programming for audiences of all ages.

Music in the Schools: The Berkeley Symphony is deeply committed to supporting music education and creating opportunities for students and their families to experience symphonic music together.

Founded in 1993, Music in the School (MITS) is a partnership with the Berkeley Unified School District (BUSD) that serves 4,700 public school students with over 300 engagements, including in-class visits, performances for young audiences and families, and opportunities to play alongside the orchestra on stage – all free of charge to participants. MITS exposes young people to new opportunities that instill confidence, encourage hard work, and broaden their horizons. Students engaged in the arts excel in other areas of their academics, have higher graduation rates, and grow to be more engaged citizens in their communities.

When students are given the opportunity to actively create art or play alongside professional musicians, it elevates their learning differently than passively watching performance. MITS engages students of all ages in participation, from clapping for singing along to receiving one- on-one professional coaching on their instruments. For most families in Berkeley, the cost of private music lessons is far out of reach, which makes it difficult for even motivated students to take up an instrument or receive the coaching needed to excel. In closing that gap, MITS makes it possible for all public elementary students in Berkeley to experience the joy of creating and sharing symphonic music.

Education Director Ming Luke ensures that young people of all backgrounds are represented and feel welcome in MITS. This includes featuring the work of BIPOC and female composers for at least 50% of its curriculum and adapting programming to best support individual school communities. Last school year, in collaboration with BUSD, BSO launched the Elevate Initiative to provide specialized activities and support to help students of color stay engaged in the arts, primarily through critical transition periods.

MITS consists of hundreds of touchpoints, including:
● In-class sessions with hands-on music education and curriculum guides. ● “Meet the Symphony” concerts introduce students to the orchestra, instruments, and classical music. BSO performs at all BUSD elementary schools and provides teachers with CDs and curriculum guides.
● “I’m a Performer!” concerts allow students of all grade levels to perform side-by-side with Symphony musicians. These concerts take place at six schools and include a total of 108 prep sessions and rehearsals.
● Community concerts for students, families, and community members to experience a performance together in an informal and welcoming setting. ● MITS programming is 100% free of charge for children and families.

In addition to these programs, MITS provides workshops and performance opportunities for students in the Berkeley High School jazz program. This partnership creates unique opportunities for students to work with a conductor, receive mentorship from a professional musician, and for BSO to extend its reach in the community by bringing new faces into the concert hall.

As part of its 2022-23 Symphonic season, BSO launched Students at the Symphony (SATS).

This new program invites K-12 students in Berkeley and beyond to attend the Berkeley Symphony Symphonic Series concert for free, with $15 tickets for their adult companions, teachers, and school administrators. As word spread over the season, BSO saw continual growth in participation and welcomed over 100 SATS attendees to its 2023-24 season-opening concert.

ENVIRONMENTAL SUSTAINABILITY
No environmental impacts.

FISCAL IMPACTS
Up to $3,500 from Councilmembers’ discretionary budgets.

CONTACT
Councilmember Sophie Hahn, (510) 981-7150
Attachments:

1. Resolution

RESOLUTION #####-N.S.

AUTHORIZING THE EXPENDITURE OF SURPLUS FUNDS FROM THE OFFICE EXPENSE

ACCOUNTS OF THE MAYOR AND COUNCILMEMBERS FOR A GRANT TO PROVIDE

SUPPORT FOR A MUNICIPAL PUBLIC PURPOSE
WHEREAS, the Berkeley Symphony is a non-profit organization serving the City of Berkeley and the Greater San Francisco Bay Area, and is one of the City’s great cultural assets; and WHEREAS, since 1971, the Symphony has honored the people and spirit of Berkeley with culturally relevant work by living composers and collaborations with community partners, maintaining its connection to the community while receiving international recognition for its adventurous programming, and premiering the music of international composers and showcasing young, local talent; and
WHEREAS, the Symphony presents a four-concert symphonic series and a five-concert chamber series in Berkeley and Piedmont, reaching an audience of 2,600 throughout the Bay Area; and
WHEREAS, the Symphony has partnered with Berkeley Unified School District for over 30 years to create the Music in the Schools program, providing comprehensive music curriculum to over 4,700 Berkeley public elementary school students, and offering over 300 in-class visits, performances for young audiences and families, and opportunities to play alongside the orchestra on stage; and
WHEREAS, Music in the Schools has been recognized by the City of Berkeley as a unique and treasured cornerstone of music education in Berkeley – and the League of American Orchestras as one of the country’s top music education programs – and is provided to families free of charge, thanks to the generosity of the Symphony, its musicians, and community supporters; and
WHEREAS, the Symphony is cultivating Berkeley and the Bay Area’s next generation of musical talent and community through its outreach programs and community partnerships, bringing its music to subscribers, Berkeley students and their families, and the general public; NOW THEREFORE, BE IT RESOLVED by the Berkeley City Council that funds relinquished from the Mayor and Councilmembers from their Council office budgets – up to $500 per office – including $500 from Councilmember Sophie Hahn, shall be granted to the Berkeley Symphony Orchestra to support its 2024 Spring Benefit and its contributions to the community, especially the Music in the Schools Program.

Berkeley City Councilmember
Mark Humbert, District 8
2180 Milvia Street, 5th Floor
Berkeley, CA 94704
[email protected]
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7120 ● TDD: (510) 981-6903 E-Mail: [email protected]

CONSENT CALENDAR
May 14, 2024
To:

From:

Honorable Mayor and Members of the City Council
Councilmember Humbert (Author), Councilmember Taplin (Co- Sponsor), Councilmember Lunaparra (Co-Sponsor), Councilmember Hahn (Co- Sponsor)
Subject: Staff direction and budget referral for Practical Interventions to Clear and Keep Using Parking Spaces (PICKUPS)

RECOMMENDATION
Refer to City Manager the potential creation of evening/nighttime 10- and/or 15-minute parking/loading zones along portions of one or both sides of the roadway for the following blocks:
● Shattuck Avenue between Berkeley Way and Addison Streets ● Durant Avenue between Dana and Bowditch Streets
● University Avenue between Milvia Street and Shattuck Avenue ● Telegraph Avenue between Blake Street and Bancroft Way ● Other potential areas as may be recommended by staff
Refer to the FY 2025-2026 budget process the following preliminary allocations for implementation and enforcement:
● $50,000 for revised signage and curb striping.
● $75,000 for targeted nighttime enforcement operations Refer to the City Manager evaluation of the feasibility of increased fines for double parking/obstructing travel lanes and have staff return to Council with a report on maximum and recommended potential fine amounts.

FINANCIAL IMPLICATIONS
This item anticipates $125,000 in direct costs for changes to parking signage and curb striping and for initial enforcement to kick off implementation of proposed changes.

Because paid parking in the affected locations does not currently extend past 6 pm, it is anticipated that this proposal would not affect meter revenues. Some unknown portion of the costs of this item may be recouped through increased parking fines.

25

Staff direction and budget referral CONSENT CALENDAR
Practical Interventions to Clear and Keep Using Parking Spaces (PICKUPS) May 14. 2024

BACKGROUND
Parking is not a public good; it is a limited resource that should be managed for the maximum benefit of residents, visitors, businesses, and the public at large.1 This typically necessitates appropriately pricing parking to ensure sufficient availability, address negative externalities, and at least partly recoup opportunity costs from other potential uses of the space.

Nevertheless, there are times and locations where the costs of parking monitoring and enforcement would so far exceed the revenue generated by metered parking that it does not make sense to price the parking or impose time limits on its use. This is part of why many parking spaces in Berkeley are unmetered and allow overnight parking after 6 pm.

However, this calculus changes in the event that unmetered overnight parking is unintentionally contributing to significant impacts to traffic flow, public transportation, and pedestrian/bicycle safety

CURRENT SITUATION AND ITS EFFECTS
Restaurant take-out pickups along key commercial corridors in Berkeley are leading to widespread double parking, resulting in traffic congestion, obstruction of public transit, and reduced safety for other road users. These issues are particularly acute along the blocks listed above (with the areas of most severe impact being listed first).

App-based food delivery services experienced a dramatic increase in use during the COVID-19 pandemic and continue to increase in popularity. Such services offer Berkeley restaurants valuable opportunities to expand their markets and revenue.

However, the need for drivers to stop to pick up orders has resulted in untenable levels of double parking, which has in many cases effectively reduced the number of available travel lanes from two or three to one. And at times, all travel lanes may be blocked by stopped vehicles.

The existing legal parking spaces along these streets are typically only metered until 6 pm, after which vehicles may park in these spaces for free and for an unlimited amount of time until meter operation resumes. At the same time, parking enforcement tends to be limited or nonexistent after 6 pm for both fiscal and logistical reasons.

Additionally, court decisions have limited the ways in which the City can enforce and collect fines resulting from parking violations. In 2023 the California Court of Appeals ruled that multiple unpaid parking tickets were insufficient justification for towing 1 Stromberg, Joseph. Why free parking is bad for everyone, Vox, 2014 Jun 27. https://web.archive.org/web/20140629212355/https://www.vox.com/2014/6/27/5849280/why-free-parking- is-bad-for-everyone

Staff direction and budget referral CONSENT CALENDAR
Practical Interventions to Clear and Keep Using Parking Spaces (PICKUPS) May 14. 2024

vehicles.2 This removed a key mechanism for motivating violators to pay tickets, and therefore significantly reduced the ability of parking tickets to discourage bad behavior.

RATIONALE FOR RECOMMENDATION
Berkeley’s restaurants are an integral part of our commercial districts, a major draw for visitors, and an important source of jobs and tax revenue. Ensuring that restaurants can reasonably maximize their sales is mutually beneficial for business owners, residents, and the City. Facilitating to-go and pickup orders should therefore be a shared goal.

Nevertheless, the way orders are currently being picked up is causing unacceptable impacts on traffic, pedestrian/bicycle safety, and AC Transit buses. The City therefore needs to strike a balance to enable smooth and safe operations of delivery services.

Existing legal parking spaces along these roadways are currently occupied by vehicles freely using them for long-term or even overnight parking. This does not represent the most effective use of these spaces, given their proximity to busy restaurants.

This proposal therefore recommends converting these spaces to 10- and/or 15-minute parking after 6 pm in order to give delivery drivers a viable alternative to double parking.

Additionally, this proposal recommends allocating funds for potential temporary, targeted enforcement efforts to firmly establish new approaches to parking and pickups.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Current double parking results in traffic congestion, obstruction of public transit, and safety hazards for people walking and biking which all contribute to worsened air pollution and increased greenhouse gas emissions.

Increased traffic results in greater vehicle idling and time spent on the road. While delays for public transit and threats to the safety of those not in cars tends to discourage walking, biking, and transit use.

By discouraging the double parking that is resulting in all the above effects, this proposal would serve to improve environmental sustainability and lessen climate impacts.

CONTACT PERSON
Councilmember Mark Humbert Council District 8 510-981-7180 2 Renne Public Law Group. Court of Appeal Rules that Cities Cannot Tow Cars for Unpaid Parking Tickets https://web.archive.org/web/20240425223309/https://rennepubliclawgroup.com/court-of-appeal- rules-that-cities-cannot-tow-cars-for-unpaid-parking-tickets/

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

ACTION CALENDAR
May 14, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Mark Numainville, City Clerk
Subject: 2024 City Council Referral Prioritization Process Using Re-Weighted Range Voting (RRV)

RECOMMENDATION
(1) Review the completed Re-Weighted Range Voting (RRV) rankings for all outstanding City Council referrals; (2) Approve the removal of referrals that have been marked as rescinded by the sponsoring Councilmember or District; and (3) Adopt a Resolution approving the list of prioritized referrals to city staff.

FISCAL IMPACTS OF RECOMMENDATION
There are no direct fiscal impacts related to the review and approval of the referral list.

CURRENT SITUATION AND ITS EFFECTS
Through the March 26, 2024 City Council meeting, there were 57 outstanding long-term referrals to staff. The list does not include referrals that the City Manager has classified as short-term referrals or budget referrals.

In order to complete RRV in time for the prioritized list to be considered in the FY 25-26 Budget process, the deadline for submitting scores was prior to the date that the results of the District 7 special election were certified. In addition, the District 4 election results will likely not be certified until mid-June. Therefore, the scores do not include District 4 and District 7 participation.

The raw scores (0=low priority, 5=high priority) for each referral as shown in the RRV spreadsheet in Attachment 2. Staff has applied the RRV formula to the raw scoring resulting in a prioritized list. These results will be used to guide the City Manager and the Budget & Finance Committee in development of Strategic Plan projects and funding allocations needed for the referrals. Some flexibility in the order in which the referrals are assigned will need to be exercised by the City Manager to ensure that staff in each department has the available capacity to start work on the highly rated referrals and that there are adequate funding resources to complete the referrals.

During the scoring process, Councilmembers had the option to identify referrals that should be removed from the prioritization process. In the 2024 process, one of the

26

2024 City Council Referral Prioritization Process ACTION CALENDAR Using Re-Weighted Range Voting (RRV) May 14, 2024

referrals was marked for removal (Addressing Hyundai and Kia Car Thefts). During consideration of this item at the May 14 council meeting, the City Council may decide to remove additional referrals from the list if it so desires.

BACKGROUND
In 2016, the City Council adopted a system of Re-weighted Range Voting (RRV) to prioritize City Council referrals to staff. The RRV system enables City Council to provide direction to staff on which referrals are highest priority and should be completed first.

Reweighted Range Voting is a proportional representation voting system designed for a blend of fairness and consensus, meaning that it ensures some representation for minority views as well. It accomplishes this by reducing the influence of Councilmembers in proportion to the points they have awarded to the referrals prioritized thus far.

Under RRV, Each Councilmember rates every referral on a scale of zero to five. There is no limit to repeat scores (i.e. a Councilmember could give every referral a five). When the scores are tallied, the referral with the highest total score becomes the 1st priority.

Once the first referral is assigned, the scores for the remaining referrals are reweighted based on how much influence each Councilmember has had up to that point (based on the score they assigned, 0 - 5). If a Councilmember assigns high scores to several referrals, they use up the strength of their weighted vote more quickly and exercise diminishing influence when the scores are reweighted for subsequent referrals. This guarantees equal influence throughout the full list. If a Councilmember did not score a referral, the default score was set to zero.

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

RATIONALE FOR RECOMMENDATION
This recommendation carries out the direction of the Council to implement a prioritization process for City Council referrals to staff.

ALTERNATIVE ACTIONS CONSIDERED
Council may decide to forgo a prioritization process and continue the referral process with no structured tracking or prioritization of referrals.

CONTACT PERSON
Mark Numainville, City Clerk, 981-6900
Attachments:
1: Resolution
Exhibit A: 2024 RRV Prioritized Referral List
2: Complete Scores of the Mayor and Councilmembers
3: Referrals Marked for Removal

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

APPROVING THE 2024 LIST OF PRIORITIZED CITY COUNCIL REFERRALS USING

THE REWEIGHTED RANGE VOTING SYSTEM
WHEREAS, On March 8, 2016 the City Council approved the use of Re-weighted Range Voting (RRV) for the prioritization of City Council referrals to staff; and WHEREAS, the City Council has assigned scores to all the referrals; and WHEREAS, the Re-Weighted Range Voting formula was applied to the ratings to create a weighted list of prioritization.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the list of prioritized referrals contained in Exhibit A, with the removal of certain referrals by Council direction, is hereby approved.

BE IT FURTHER RESOLVED that the City Council grants the City Manager the authority to assign referrals to staff in a manner that ensures equitable distribution among departments and does not exceed the capacity of departmental staff to start work on the highly rated referrals even if that results in the referrals being assigned in an order that differs from the approved list.

Exhibits
A: List of Prioritized Referrals

List of Referrals in Ranked Order Exhibit A
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank
Budget Referral: Additional
Security Cameras at Intersections
Experiencing Increased Violent
Crime​DMND0004146

1. Pursuant to Berkeley Police Department Policy Numbers 351 and 1304, the City Council approves the following additional locations for the installation of External Fixed Video Surveillance Cameras, signage and increased lighting at the following locations, and refer the costs for acquisition of cameras and lighting to the FY 2025 Budget process:
• Alcatraz and College; • Woolsey and Telegraph; • Woolsey and Shattuck; • Alcatraz and Adeline; • Alcatraz and Sacramento; • San Pablo Ave. and Gilman Additional camera locations to be considered for potential future installation include:
• Telegraph and Dwight; • 5th Street and Gilman; • 4th Street and Hearst; • Cedar St. and Eastshore Hwy; • 4th Street and Virginia; • 8th Street and Harrison; • 2nd Street and Page; • University and San Pablo
The costs for installation and maintenance of cameras at additional authorized locations would be determined and approved separately during future budget processes.

2. Direct the City Manager to engage with the Police Accountability Board on this proposal and request their feedback to Council within 30 days of submission. The Council will take its comments into consideration during subsequent steps for final approval for purchase and installation of cameras at approved locations.

3. Direct the City Manager to prepare targeted amendments to various pertinent surveillance technology reports and policies in order to provide extra transparency beyond what is explicitly required by the Berkeley Municipal Code and Berkeley Police Department Law Enforcement Manual.

Security
camera footage would be used solely in a manner consistent/compliant with existing ordinances
and the Berkeley Police Department's existing use policies, as enumerated in the Berkeley Municipal Code, the Berkeley Police Department Law Enforcement Manual. The cameras are not intended and would not be used for continuous surveillance purposes.

Cameras should ideally be compatible with those already in use at San Pablo Park under Contract Nos. 31900080 and 31900205 and those deployed at other intersections throughout the city.
2024-01-30 CITY MANAGER'S
OFFICE
Mark
Humbert, Ben
Bartlett
1 Response to Council Referral: Long
Term Care Facility
Oversight​DMND0004154
Refer to the City Manager and the budget process the (1) establishment of an enhanced Ombudsperson program for oversight of Skilled Nursing Facilities and Residential Care Facilities for the Elderly, and (2) early implementation of the Centers for Medicare & Medicaid Services (CMS)
proposal for minimum nursing staffing levels ahead of the three-year period proposed by CMS.
2024-03-26 HEALTH, HSG &
COMMUNITY SVC
2

List of Referrals in Ranked Order Exhibit A
Refer to the City Manager to
Establish a Framework for Parking
Benefits Districts in
the Gilman
and Lorin Commercial
Districts​DMND0003998
Refer to the City Manager to create a basic framework for establishing a Parking Benefits District (PBD) in
the Gilman and Lorin Commercial Districts. This framework should include:
● A map establishing the boundaries of the Gilman District PBD. Suggested borders of the district should
include: (1) on the west, the east side of Eastshore Highway from Page Street to the Albany border; (2) on the north, the Albany border from Eastshore Highway to the east side of San Pablo Avenue; (3) on the east, the east side of San Pablo Avenue from the Albany border to Gilman Street, both sides of Gilman Street from San Pablo to Kains, and the east side of San Pablo Avenue to the north side of Page Street; and (4) on the south, the west side of San Pablo Avenue from Page Street to Camelia Street, the north side of Camelia Street from San  Avenue to Sixth Street; the west side of Sixth Street from Camelia to Page; the north side of Page Street from Sixth Street to Eastshore Highway. See map in Attachment 1. ● A map establishing the boundaries of the Lorin District PBD. Suggested borders of the district should include:
(1) on the east, both sides of Shattuck Avenue from Carleton southward to Alcatraz Avenue; (2) on the south, the north side of Alcatraz Avenue from Shattuck Avenue to Martin Luther King Jr. Way; Martin Luther King Jr. Way southward to 62nd Street; 62nd Street to King Street; (3) on the west, King street to Russell Street; (4) on the north, Russell Street to Grant Street; Grant Street north to Carleton Street; and Carleton Street to Shattuck Avenue.

See map in Attachment 1.
● Consideration of expanding the goBerkeley parking program1 to include installation of paid parking within a subsection
of the defined Gilman and Lorin Parking Benefit Districts only where warranted based on
parking demand using a demand-based pricing model.
• Consideration of
amending the goBerkeley program to allow net parking revenues to be reinvested within the Gilman and Lorin Parking Benefits Districts where the revenue is generated for the purpose of funding improvements, such as trash removal, sidewalk cleaning, enhanced lighting, signage, beautification like landscaping or other improvements based on input from an advisory board of stakeholders–in alignment with policy requirements of PBDs.

This would only occur once all payments and obligations associated with the Center Street Garage parking revenue bond are fully met.
● Consideration of transportation-related amenities targeted to employees that may include:
annual transportation
passes to incentivize public transit use, annual memberships in shared electric micro-mobility programs, special employee parking permits, etc. ● A strategy for conducting outreach to Gilman and Lorin Commercial District stakeholders prior to implementation, including
outreach to property and business owners and employees. 2022-01-18 Public Works Rashi
Kesarwani,
Ben Bartlett,
Jesse
Arreguin,
Terry Taplin
3 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
51B BRT + University/Shattuck
Corridor Mobility
Improvements​DMND0004122

1. Refer to the City Manager commencement of a feasibility analysis and community engagement process to develop options for the implementation of Bus Rapid Transit (BRT) improvements along
AC Transit's 51B route; options are to be developed in tandem with internal city departments, including Public Works, Fire, Police Traffic Unit, and Economic Development, and interagency partners, including AC Transit, the Alameda County Transportation Commission, BART, Caltrans, UC Berkeley, and WETA; community engagement is to emphasize students, transportation advocates, transit riders, the disability rights community, the faith community, the senior community, local merchants, the business community, the arts community, and tenants; consultation with AC Transit and UC Berkeley Bear Transit on planning, scoping, and implementation is to begin as soon as possible; staff are encouraged to explore and pursue quick build improvements.

2. Refer $150,000 to the FY 2024-2025 budget process to increase the budget for the city's ADA Transition
Plan capital project to prioritize and implement ADA improvements at the city's intersections, such as curb cuts, auditory functions of crossing signals, bulb-outs, shortening crossing distances, and other safety improvements.

3. Refer $150,000 to the FY 2025-2026 budget process for consulting costs to conduct corridor studies
along University Avenue, from Seawall Drive, to Oxford Street, and along Oxford Street and Fulton Street, from Virginia Street to Durant Avenue, to identify appropriate road safety improvements that advance city-adopted safety, transportation, and climate goals and are continuous with work currently underway on the Addison Bicycle Boulevard, and explore improvements for curb management, i.e. accessible parking (blue curbs), management of curb space for third party delivery service, etc.

Policy Committee Recommendation: To forward the item to Council with a positive recommendation.
2023-09-12 Public Works Terry Taplin,
Rigel
Robinson,
Mark
Humbert
4 Referral to Implement State Law
AB 43 for Reduced Speed Limits on
High-Injury Commercial
Corridors​DMND0004008
Refer to the City Manager to implement state law AB 43 on High-injury commercial corridors as identified in our Vision Zero Annual Report, 2020-2021 in order to allow a reduction in speed limits
by 5 miles per hour; - Any other corridors covered by AB 43, as appropriate, in order to implement reduced prima facie speed limits and identify those corridors for future traffic studies where prima facie limits are presently unsafe.

Upon completion of this referral, we note that a budget allocation would be needed in the amount
of $25,000 to $50,000 for new speed limit signage. Funding will be requested later (likely for the FY 2023-24 budget) in order to allow time for staff to determine the applicable streets for additional signage.
2022-03-08 Public Works Rashi
Kesarwani,
Terry Taplin,
Rigel
Robinson,
Susan
Wengraf
5 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
RFP for Development of West
Berkeley Service
Center​DMND0004148
Refer to the City Manager to issue a Request for Proposal (RFP) or Request for Qualifications (RFQ), once a viable local funding source(s) has been identified, for the development of the city- owned West
Berkeley Service Center, (1900 Sixth Street), to permit site acquisition and construction of a 100-percent affordable housing project with the following key features:
● Space on the ground floor of the building for administrative offices, community space and supportive services
as currently provided by the City;
● Maximizing the number of units under the existing zoning Mixed Use-Residential (MU-R) in conjunction with
state law AB 1763 (2019);
● A mix of unit sizes, including studios, one-bedroom, and two-bedroom units; ● Require RFP applicants to include a plan for services provision and integration for the population(s) they propose
to serve;
● A preference for serving seniors with cognitive disabilities and adults with mental health conditions while
maintaining flexibility to serve other populations based on availability of funding; and
● A board and care facility with a minimum of 20 beds including space for staff and services, unless it is
determined that viable funding sources are not available.

The City Manager should also consider the feasibility of the following elements in the program design:
● Universally designed housing for older adults;
● Consider available federal, state, regional, local and private funding sources to finance the construction of
a housing project, including with the potential target populations.

The issuance of an RFP should be timed to happen soon after the City has identified local funding for the development that could potentially be made available via the RFP/RFQ. 2024-02-13 HEALTH, HSG &
COMMUNITY SVC
Jesse
Arreguin,
Rashi
Kesarwani,
Sophie Hahn,
Susan
Wengraf
6 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Berkeley Food Utility and Access
Resilience Measure
(FARM)​DMND0004109

1. Refer to the City Manager the task of protecting the City's food supply from natural disasters and economic disruptions by promoting the efforts of community-based organizations to design and implement an integrated local food production and distribution system for the City of Berkeley.

2. Refer to the City Manager and the Office of Economic Development resources to research and return to the Council potential economic incentives for non-profits, agricultural producers, and small businesses to partner with the City of Berkeley to support the implementation of FARM.

3. Adopt a resolution to support the goals of the FARM initiative and the development of hyperlocal urban food production with community-based organizations.

Policy Committee Recommendation: To send the item to Council with a positive recommendation.
2023-06-27 Office of Economic
Development
Ben Bartlett,
Jesse
Arreguin, Kate
Harrison,
Sophie Hahn
7 Amendments to Title 23 Relating
to Accessory Dwelling Units (ADUs)
and Repeal of Chapter 12.99 to
Conform to State Law and
Respond to Guidance from the
California Department of Housing
and Community
Development​DMND0004129
Refer to the City Manager to consider changes to development standards with specific consideration for setbacks, height, and building separation, for accessory buildings and structures to promote fire safety citywide.
2023-10-03 PLANNING &

DEVELOPMENT
8 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Referral to Rezone Gilman Street
to Maximize Revenue Productivity
Per Acre​DMND0004124
Refer to the City Manager and Planning Commission to rezone Gilman Street—a major thoroughfare for entering and exiting the City—from San Pablo Avenue to Interstate 80 to maximize revenue-generating and job-creating uses. Specifically, the rezoning of Gilman Street should consider the following:

Potential for applying the Manufacturing, Research and Development (M-RD) zoning district currently planned for the Pacific Steel Casting site to a portion of Gilman Street. The M-RD zoning district seeks to better align with Berkeley's goals and needs by: allowing research and development, office, laboratory, and light manufacturing uses currently not permitted by the existing Manufacturing (M) zoning; and removing protections for existing manufacturing uses and constraints associated with certain development standards; and/or Consider a new zoning designation for a portion of Gilman Street west of San Pablo Avenue to I- 80 that maximizes revenue
productivity per acre via permitted uses and associated development standards; and
Extend West Berkeley Commercial District (C-W) zoning on Gilman Street from Ninth Street further west for a certain number of blocks and enhance the flexibility of C-W development standards to increase the likelihood of redevelopment—in coordination with "Keep Innovation in Berkeley" Council referral (passed on Sept. 13, 2022) that seeks to allow research and development uses in C zones.1
Refer $250,000 to the FY 2024-25 budget process for consulting services to assist with the planning
process and associated environmental review and economic analyses. 2023-09-19 PLANNING &

DEVELOPMENT
Rashi
Kesarwani,
Terry Taplin,
Susan
Wengraf,
Rigel
Robinson
9 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Office of Racial Equity: Re-Entry
Employment and Guaranteed
Income Programs ​DMND0004064

1. Refer to the City Manager to Strengthen Adult Criminal Justice Re-Entry Employment Programs in Berkeley by studying re-entry programs, supports, and systems already available for Berkeley residents, strengthening linkages, and identifying gaps. Report findings back to the Health, Life Enrichment, Equity & Community Committee during 2023.

2. Refer $50,000 to the Budget Process to engage a consultant to recommend a Universal Income Pilot
for Berkeley.  Recommendation to include evaluation of:  -Potential funding sources; -Appropriate and recommended models for Berkeley; -Target population(s) to be supported by Pilot; -Program delivery models; -Evaluation; -Any and all other elements/factors to establish an effective Universal Income Pilot for Berkeley.

Considerations for target populations may include local Equity Indicators measuring racial justice and social equity outcomes such as poverty and financial health, educational disparities, environmental and mental health, housing quality, infrastructure, and public safety.

3. Refer to the City Manager to establish evaluation processes and metrics for all social services programs recommended through the Reimaging Public Safety Process, including but not limited to violence prevention services, adult reentry programs, and mental health crisis response, and report evaluation outcome to the City Council.
2022-12-06 CITY MANAGER'S
OFFICE
Terry Taplin,
Kate Harrison,
Sophie Hahn,
Rigel
Robinson
10 Southside Zoning
Amendments​DMND0004135
Refer to the City Manager to develop for consideration requirements for new residential construction that all bedrooms contain windows, and consider window requirements for all habitable space, as defined in the zoning code. Staff  should engage the Planning Commission in developing recommendations, and should evaluate the impact new requirements would place on the feasibility of new housing projects and flexibility for project floor plans. 2023-11-21 PLANNING &

DEVELOPMENT
11 Adding BMC Chapter 13.107,
Helping Achieve Responsible
Development with Healthcare and
Apprenticeship Training Standards
(HARD HATS)
Ordinance​DMND0004099

2. Refer the City Manager and Planning Commission if necessary to:
d. Consider upzoning the C-DMU Downtown Mixed-Use District zoning to allow for an increased number of taller exceptions (at or above 180 feet in height) and explore other zoning modifications to allow for additional density as a way to offset the cost of these new labor standards.
2023-05-02 PLANNING &

DEVELOPMENT
Jesse Arreguin 12
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Prioritizing Pedestrians at
Intersections​DMND0002584
Refer to the City Manager and the Transportation Commission the development of policies to improve the pedestrian crossing experience and reduce pedestrian wait times at intersections with "beg buttons," potentially by activating pedestrian crossing signaling with every cycle (as opposed to the current situation, which only activates crossing signals when a button is pushed).

Consider the development of a pedestrian-driven intersection improvement process to address signaling
and timing inadequacies.
2017-05-16 Public Works Lora Droste,
Susan
Wengraf, Ben
Bartlett
13 Referral to City Manager and City
Attorney: Tenant Habitability Plan
and Amendments to Relocation
Ordinance​DMND0004105

1. Refer to the City Manager and City Attorney to review and develop proposed amendments to the Berkeley Municipal Code to require a Tenant Habitability Plan for major construction or renovation at tenant occupied properties. Proposed language modeled after the City of Los Angeles' Tenant Habitability Plan requirements is attached for consideration. The City Manager should also return with information on the costs and staffing needs for implementation for future budget discussions. The committee further recommends that the City Manager establish an interdepartmental working group, including staff from Planning, HHCS, and the Rent Board.

2. Refer to the City Manager and City Attorney recommendations from the 4x4 City Council/Rent Board Joint Committee on Housing for amendments to the City's Relocation Ordinance, BMC Chapter 13.84 to strengthen and improve enforcement of the ordinance. 2023-06-06 CITY MANAGER'S
OFFICE
Jesse Arreguin 14
Referral to Conduct an Automatic
Traffic Calming Review for the
Area Immediately Surrounding the
Project at 1201-1205 San Pablo
Avenue​DMND0004058
Refer to the City Manager to conduct an automatic traffic calming review for the area immediately surrounding the streets of the project located at 1201-1205 San Pablo Avenue within six (6) months of the building's occupancy reaching 90 percent of its capacity with the intent of expediting the traffic calming process for neighbors impacted by the development of this project.  The traffic calming review should include the following intersections: Gilman and Kains; Gilman and Stannage; Harrison and San Pablo; Harrison and Kains; Harrison and Stannage.
2022-11-03 Public Works Rashi
Kesarwani
15 Development of Artists Affordable
Housing Certification
Program​DMND0004101
Recommendation: Refer to the City Manager the further development of an Artists Affordable Housing Certification Program based upon the program guidelines developed and approved by the Civic Arts Commission in May 2022.
2023-05-23 Office of Economic
Development
16 Referring the Civic Arts
Commission's affordable housing
for artists in Berkeley Report and
other Artist Live, Work and Live-
Work opportunities to the Housing
Element Update ​DMND0004003

2. Refer to the City Manager, Planning Commission, and Housing Advisory Commission consideration of the feasibility and impacts of allowing ground floor affordable live, work, and live-work space for artists in certain commercial, manufacturing, and mixed-use buildings/areas, both new-build and existing, and exploration of other opportunities for living, work and live-work space for artists.
2022-01-25 PLANNING &

DEVELOPMENT
Sophie Hahn,
Terry Taplin,
Kate Harrison,
Susan
Wengraf
17 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Audit Status Reports: Fleet
Replacement Fund Short Millions
& Rocky Road: Berkeley Streets At
Risk and Significantly Underfunded
​DMND0004100
Refer to the City Manager to establish a policy that the Public Works Department will be responsible for reviewing, submitting, and approving all departmental requests to Council for adding new vehicles to the fleet to facilitate maximum cost recovery through the vehicle replacement fund, consistency with fleet rightsizing studies, oversight, and timely electrification of the fleet.
2023-05-23 Public Works 18
Adopting a temporary exemption
from the collection of taxes under
BMC Chapter 9.04.136(D): Tax
Rate for Non-Medical and Medical
Cannabis
Businesses​DMND0004110

1. Adopt a temporary exemption (per 9.04.136(D)) on the collection of the taxes for all non- medical and medical cannabis businesses, retroactive to January 2023 and ending July 2025; Waive any late penalties that may have accrued since January 2023; any and all tax payments already made to the City for Q1 2023 will apply as a credit against a future tax or fee payment to the City; and

2. Refer to the City Manager
and Cannabis Commission and/or its successor, the Planning Commission, to analyze and develop an ordinance adjusting local cannabis business tax rates by February 2025 that are in balance with the state cannabis tax rates, with an eye to the ability for the cannabis industry to become a sustainable economic driver for the City of Berkeley.

3. Licensed cannabis
businesses in Berkeley will pay the business license tax that applies to their respective area of the market during the moratorium, like retail, manufacturing, etc. 2023-06-27 PLANNING &

DEVELOPMENT
Ben Bartlett,
Jesse
Arreguin, Kate
Harrison,
Mark
Humbert
19 Efficiency Unit Ordinance
​DMND0004048
Refer to the City Manager and Planning Commission to study and, if recommended, propose standards for Efficiency Units pursuant to California Housing and Safety Code Section 17958.1.

Consider appropriate standards for unit size and facilities including bathrooms as well as for shared indoor and outdoor spaces and facilities within buildings with such units. Shared space requirements may include requirements for "full kitchen" facilities, dining and/or meeting rooms, indoor lounge/study areas, outdoor/roof space, bike/scooter and stroller parking, gym/workout/play spaces, storage, and other shared and accessible facilities to support healthy and social lives, and accommodate important activities and uses that are externalized from Efficiency Units. Consider zones where Efficiency Units may be appropriate, affordability requirements, phasing, and any other standards and zoning related to such units. Based on study and consideration of financial feasibility, develop recommendations and/or an ordinance to amend the Berkeley Municipal Code modeled after standards implemented in the City of Davis, the City of Santa Barbara and other cities.
2022-09-13 PLANNING &

DEVELOPMENT
Terry Taplin,
Rigel
Robinson
20 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Referral to the City Manager to
Establish a Marina Master Plan for
Parking
with a Consideration for
Establishing
a Waterfront Parking
Benefits District​DMND0003997
Refer to the City Manager and FY 2022-23 June Budget Process to create a Berkeley Marina Master Plan for Parking with a goal of introducing demand-based paid parking in certain areas of
the waterfront as appropriate. Further, refer
consideration of a Parking Benefits District (PBD) at the waterfront as a means of reinvesting net parking revenues
within this area to provide a dedicated funding source for the troubled Marina Fund.

Considerations for a Marina Master Plan for Parking should include:
●
Conducting robust outreach to marina stakeholders in order to: gather feedback about parking needs, communicatinge benefits of establishing  a Parking Benefits District to maintaining and upgrading marina infrastructure, and other issues as appropriate; ●
Preparing a preliminary fiscal analysis for possible implementation, including projected revenues and expenditures;
●
Determining types of pay stations most appropriate for this area in addition to payment schedules, such as hourly, day passes, and/or frequent user/employee permits; and, ●
Discussion of efforts to make it easy and safe for visitors to access the marina by foot, bike, micro-mobility device, and/or public transit.
2022-01-18 Public Works Rashi
Kesarwani,
Jesse
Arreguin,
Terry Taplin,
Rigel
Robinson
21 Nancy Skinner Municipal Pier
Resolution
​DMND0004138
Refer to the Parks, Recreation, and Waterfront (PRW) Commission a Resolution renaming the Berkeley
Municipal Pier in honor of State Senator Nancy Skinner (DBerkeley) upon its reopening to the public and authorizing the City Manager to update signage and electronic media accordingly; and to return Resolution to Council for final consideration. 2023-12-05 Parks, Recreation &
Waterfront
Terry Taplin,
Rashi
Kesarwani
22 Referral: Southside Impact Fee
Nexus Study​DMND0004072

1. Refer to the City Manager to establish a development impact fee for projects within the Southside
Plan boundary for the purpose of funding Southside public realm improvements.

Staff should complete all necessary actions, including preparation of a Nexus Study pursuant to the Mitigation Fee Act.

2. Refer $250,000 to the FY 2023 budget process for a consultant to be engaged over a two- year
process, starting in 2024, to assist with the vision, capital list, nexus study, fee schedule, and other requirements.
2023-02-14 Public Works Rigel
Robinson, Ben
Bartlett, Kate
Harrison,
Mark
Humbert
23 Residential Preferential Parking
(RPP) Program Expansion for West
Berkeley Neighborhoods Within
Two Blocks of Commercial
Corridors​DMND0004053
Referral to the City Manager to expand the scope of the Residential Preferential Parking (RPP) program as originally proposed by staff during the May 14, 2019 City Council Public Hearing as a way to allow more residents to opt-in to this program.
2022-10-11 Public Works Rashi
Kesarwani,
Terry Taplin
24 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Referral: On-Street Secure Bike
Storage​DMND0004078
Refer to the City Manager to develop and return to Council with a plan to create on-street secure
bike parking in multi-family residential and commercial districts across the City in parking spots previously reserved for car storage. Take associated actions, including:

1. Determining recommended locations for installation that take into consideration factors such as equity priority neighborhoods; transit connections; bicycle network connections; areas with high percentages of tenants; access to destinations such as schools, community centers, employment centers, and businesses; and public input.

2. Developing and issuing a Request for Proposal for an operator to install and maintain on- street
bike lockers, including lockers that can accommodate bikes of varying shapes and sizes.

3. Pursuing available grant opportunities to fund initial costs and ongoing maintenance. 2023-03-21 Public Works Rigel
Robinson,
Sophie Hahn,
Kate Harrison,
Terry Taplin
25 Referral to Strengthen Public
Health and Environmental Impact
Mitigation for Industrial Facilities
in the Manufacturing Zone
​DMND0003975
Refer to the City Manager to: Establish a procedure for enhanced review of use permits in the manufacturing zone for industrial facilities—upon initial submission or upon submission of an amended use permit—in order to ensure public health and environmental impacts are appropriately mitigated as a condition of the use permit. Further, if appropriate, consider mitigation that includes the use-permit applicant contracting with a certified third-party to install air quality monitoring device(s) that can enable periodic reporting on pollutants relevant to the particular industrial process proposed in the initial or amended use permit. Explore feasibility
of increasing penalty fee schedule as a deterrence for use-permit violations related to public
health and environmental impacts, such as air, noise, and water pollution. 2021-09-28 PLANNING &

DEVELOPMENT
Rashi
Kesarwani,
Terry Taplin,
Lora Droste,
Susan
Wengraf
26 Right to Choose Communications
Services Provider ​DMND0003929
Refer to the City Manager and City Attorney to explore, and if deemed feasible, draft ordinance language to clarify that property owners of multi-unit properties cannot interfere with tenants' choice of communications services providers.

The City of San Francisco has implemented such an ordinance, which has since been challenged.

This recommendation requests the City Attorney to review the San Francisco law and Federal Communications Commission rulings pertaining to this topic to determine if Berkeley could effectively adopt a similar ordinance.
2021-02-09 City Attorney Lora Droste,
Jesse
Arreguin,
Terry Taplin,
Rigel
Robinson
27 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Referral to the Transportation and
Infrastructure Commission and
City Manager to Consider and
Make Recommendations
Regarding the Policy of Deploying
Rectangular Rapid Flashing
Beacons and Other Treatments at
Dangerous or High-Collision
Pedestrian and Bicycle
Intersections​DMND0004057
Referral to the Transportation and Infrastructure Commission and City Manager to consider and make recommendations regarding the policy of deploying Rectangular Rapid Flashing Beacon (RRFB) and other treatments at dangerous or high-collision pedestrian and bicycle intersections.
2022-10-11 Public Works Kate Harrison 28
Referral: Neighborhood-Scale
Commercial
(Robinson)​DMND0004145
Refer to the City Manager and Planning Commission to consider and develop policies to permit neighborhood-scale retail uses in residential zones to increase economic opportunity, vitality, and walkability in Berkeley neighborhoods. Changes may include zoning alterations or modifications to use permit requirements.

In order to inform any potential policy changes, staff should conduct analysis and outreach to understand the market demand for neighborhood-scale commercial uses and consider best practices from other municipalities.

Staff and the Planning Commission should consider conditions and development of performance standards to avoid detrimental impacts on surrounding residential uses and neighborhoods, including but not limited to limitations on noise, odors, smoke, waste generation, operating hours, signage, loading/unloading activity, setbacks, tenant protections, limitations on selling alcohol for on-site consumption, considerations for ADA compliance, restricting applicants to businesses with fewer than three locations, and establishing different permitting requirements depending on square footage, proposed use, or other factors.

Policy Committee Recommendation: To send the item as revised to the City Council with a positive recommendation.
2024-01-16 PLANNING &

DEVELOPMENT
Ben Bartlett,
Terry Taplin
29 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Conduct a Study on the City's
History of Discriminatory Actions
in Housing
Policies/Programs​DMND0004111
Conduct a study that is comprehensive of the following actions: -Document the city of Berkeley's past discriminatory actions in housing policies and programs that adversely impacted the Black community and its ability to remain and grow in the city, build inter-generational wealth, and fully realize the benefits of homeownership; -Inform future housing policy and program development and implementation to address these historic discriminatory practices; and -Provide data and information about historic discriminatory housing policies and programs in support of the city's on-going reparations work. -Select community organization(s) as partners in the study to ensure a comprehensive community engagement process that documents
lived experiences and local history so that lessons learned from those experiences can inform future housing policies and programs. Referred to AAO#1. 2023-07-11 HEALTH, HSG &
COMMUNITY SVC
30 Budget Referral: No Right on Red
Signs​DMND0004059
Refer to the City Manager to develop policy recommendations for council consideration that would expand limitations on "right turns on red" for the purposes of pedestrian safety. Staff should consider prohibiting right turns on red in commercial districts, on high-injury corridors, and/or citywide. Staff should engage the Transportation & Infrastructure Commission for feedback and review of possible recommendations. Staff is also requested to coordinate with AC Transit regarding impacts on transit services. Refer the necessary appropriations of $135,000 to the 2022 November Annual Appropriations Ordinance. 2022-11-03 Public Works Terry Taplin,
Kate Harrison,
Sophie Hahn
31 Consideration of Expansion of Paid
Parking to Support the Parking
Meter Fund and Improved
Pedestrian and Bicycle Facilities
​DMND0003994

1. Refer to the City Manager and the Transportation Commission to consider the extension of paid metered parking to include all days of the week, paralleling the calendar for off-street parking garages.

2. Consider a pilot, phasing-in, and/or exempting certain areas, and conduct broad outreach to merchants,
faith-based and other institutions and organizations, neighborhood groups, and others potentially supported or impacted by change.

3. Consider allocation of potential additional revenues to help offset losses to the Parking Meter Fund incurred during COVID. Once the Fund has recovered, consider allocations to support pedestrian and bicycle facilities to help achieve Berkeley's Climate Action and Vision Zero goals on an accelerated basis.
2021-12-14 Public Works Sophie Hahn,
Kate Harrison,
Terry Taplin,
Rigel
Robinson
32 Zoning Amendments for Berkeley
Business; Amending Berkeley
Municipal Code Title
23​DMND0004150
Referred to the City Manager a request to develop regulations and performance standards to mitigate noise impacts for Group Class Instruction uses. 2024-02-27 PLANNING &

DEVELOPMENT
33 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Streamlining Toxic Remediation in
Manufacturing Districts
​DMND0004005
Refer to the City Manager the development of a streamlined process that would allow for one application
process, rather than separate application processes for the City's Planning Department and the Toxics Division; and refer to the Planning Commission several amendments to the zoning code in order to facilitate toxic remediation in manufacturing districts; in addition, refer to expedite consideration of Councilmembers Wozniak and Moore's 2012 referral  to the Planning Commission referenced in Background section, and request it be moved forward as quickly as possible; in addition, refer to the City Manager to consider any and all means to streamline and/or improve the city's processing of remediation of toxic sites.

Policy Committee Recommendation: On January 20, 2022, the Land Use, Housing & Economic Development Policy Committee took the following action: M/S/C (Hahn/Robinson) Positive recommendation to refer the item to Council as amended to expand the scope of the referral and specifically request expedited Planning Commission review of the previous 2012 referral. 2022-02-22 PLANNING &

DEVELOPMENT
Terry Taplin,
Sophie Hahn,
Ben Bartlett,
Jesse Arreguin
34 Equitable Safe Streets and Climate
Justice Resolution​DMND0004047
Adopt a REVISED resolution committing the expenditure of City and state/federal matching/recurring funds
on city-maintained roads, sidewalks, and bike lanes to accelerate safety
improvements in a manner consistent with City, State, and Federal policy on street safety,
equity, accessibility, and climate change; refer to the City Manager fully integrate Complete Streets design as defined by the NACTO Urban Street Design Guide in the default engineering standard for city streets; restrict city use of the Manual on Uniform Traffic Control Devices (MUTCD) to only documented cases that require its use for compliance with Federal/State regulations; in all other cases, restrict use of the MUTCD to "engineering judgment."
2022-09-13 Public Works Terry Taplin 35
Navigable Cities Framework for
Ensuring Access and Freedom-of-
Movement for People with
Disabilities in Berkeley
​DMND0003909

1. Refer to the City Manager to incorporate relevant elements of the Navigable Cities Framework for Ensuring Access and Freedom-of-Movement for People with Disabilities in Berkeley, submitted to the City Council by the Commission on Disability, into the Berkeley Pedestrian Master Plan currently being updated, and any other planning processes for which the report would provide relevant information.

2. Refer to the Public Works and Parks and Waterfront Commissions to return to Council reports on ways that elements of the Navigable Cities Framework can be incorporated into the work, projects, contracts, and policies of the Public Works and the Parks, Recreation & Waterfront Departments.
2020-11-17 Public Works 36
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Bird Safe Building Requirements;
Adding Berkeley Municipal Code
Section 23.304.150​DMND0004106
Refer to the City Manager to provide the City Council a report on the bird safe building requirements no sooner than three years after effective date of this ordinance, including the following:

1. An update on the implementation of the ordinance and the costs, availability, and market for bird
safe glass.

2. Review of the entire ordinance including but not limited to changing the applicability of the ordinance; and
Refer to the City Manager to explore providing applicants information on the bird safe building requirements and encourage voluntary compliance for projects not subject to the ordinance; 2023-06-06 PLANNING &

DEVELOPMENT
37 Amendments to Berkeley
Municipal Code 23C.22: Short
Term Rentals ​DMND0004153

2. Refer ordinance considering Short Term Rental regulations including host platform responsibilities and possible remedies for violating the ordinance simultaneously to the Land Use, Housing and Economic Development Committee and the Planning Commission.
2020-07-28 PLANNING &

DEVELOPMENT
38 Southside Zoning
Amendments​DMND0004136
Green & Open Spaces in New Construction Referral: Refer to the City Manager to incorporate incentives and/or requirements for widened sidewalks, activated pedestrian spaces, and green roofs as part of new construction citywide. Staff should consider applying the pedestrian-space priority for open space developed for the Southside Plan Area to other areas or to all commercial zones, and should consider other strategies to incentivize sidewalk widening. Staff should emphasize opportunities to activate frontage strips, rather than requiring setbacks. 2023-11-21 PLANNING &

DEVELOPMENT
39 Referral: Establishing an Electric
Bike Rebate Program and
Expanding Low-Income E-Bike
Ownership through the Climate
Equity Action Fund​DMND0004063
Refer to the City Manager to explore the creation of a program to establish a two-tiered point- of-sale rebate program to reduce the up-front cost of electric bicycles and necessary safety and security accessories for Berkeley residents, including: -Rebate Level 1: a point-of-sale rebate to be made available
to all City of Berkeley residents; -Rebate Level 2: a point-of-sale rebate that covers
a higher percentage of the cost than Rebate Level 1, to be made available to low-income City of
Berkeley residents.

Refer $500,000 to the FY 2023 AAO #1 process as follows: -$400,000 for the point of sale rebate program;
-$100,000 in supplementary funding towards the Climate Equity Action Fund (CEAF) to further facilitate e-bike ownership among low-income Berkeley residents. 2022-11-15 Public Works Rigel
Robinson,
Kate Harrison,
Terry Taplin,
Sophie Hahn
40 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Mitigating Impacts of Outdoor Air
Quality on Indoor Air Quality in
Berkeley​DMND0002543
Refer the item to the Planning Commission to consider the analyses presented here, and the draft provided in Appendix II, to create new Standard Conditions of Approval (SCA) for new building construction near major sources of air pollution, to achieve an acceptable level of indoor air quality (IAQ) for sensitive receptors.
2017-07-11 PLANNING &

DEVELOPMENT
41 Approval of the Public Bank East
Bay Viability Study ​DMND0004083
Refer to the Budget & Finance Policy Subcommittee to review and discuss the Public Bank East Bay Viability Study and consider the following recommendations for the full Council: (1) Adopt a resolution formally adopting the viability study; (2) Adopt a resolution of intention to form the Public
Bank East Bay alongside Oakland & Richmond; (3) Refer to the City Manager to coordinate with the Friends of the Public Bank of the East Bay and the staff of the cities of Oakland and Richmond on the development of a business plan for the Public Bank of the East Bay, or designate the appropriate staff to do so; (4) Refer to the City Manager to engage an independent consultant with expertise in banking operations and financing to advise city staff as they coordinate with the Friends of the Public Bank East Bay and participating jurisdictions in the production of a business plan for a public bank
Policy Committee Recommendation: To
send the item to Council with a positive
recommendation.
2023-04-11 Finance Jesse
Arreguin, Kate
Harrison,
Sophie Hahn
42 Urgent Item: Opening the Dwight
Triangle​DMND0004128
Refer to the City Manager to open the fence-enclosed space in the Dwight Triangle, at the intersection of Telegraph Avenue and Dwight Way, for public use and recreation. Additionally, refer to the City Manager to install permanent chess tables and benches and to consider any landscaping improvements deemed necessary by staff.

Refer $25,000 to the November AAO #1 budget process for improvements to the Dwight Triangle, including but not limited to permanent chess tables, benches, landscaping improvements, traffic calming, and signage associated with opening the Dwight Triangle for public use and recreation. City staff should consider if existing funds are able to be utilized to allow the space to be improved sooner.
2023-10-10 Public Works Rigel
Robinson,
Mark
Humbert
43 Pollinators and Habitat
​DMND0003807
Adopt three referrals that will deepen Berkeley's commitment to protecting pollinator plants and establishing habitats that will protect pollinators and our environment:

1. Refer to City Manager to establish a City Liaison to the Bee City USA program.

2. Refer to Public Works Commission and Parks and Waterfront Commission consideration of how to incorporate pollinators and habitat into the Adopt-A-Spot initiative referred on April 2, 2019. (COMMISSION REFERRAL)

3. Refer to the City Manager to transition the City's medians to non-turf green infrastructure, including pollinator gardens when appropriate.
2019-09-24 Parks, Recreation &
Waterfront
Kate Harrison,
Susan
Wengraf, Ben
Bartlett
44 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
100% Sustainable Trips by
2040​DMND0003885
Adopt the attached Resolution, setting a goal of achieving 50% increase in trips taken by sustainable modes by 2030 and 100% by 2040, and refer to the Community Environmental Advisory Commission, the Energy Commission, and the Transportation Commission to develop relevant proposals and recommendations for accomplishing that goal. 2020-09-15 PLANNING &

DEVELOPMENT
45 Referral to the Planning
Commission to Consider
Amendments to the Zoning
Ordinance and "Mini-Dorm"
Ordinance ​DMND0003748
Referral to the Planning Commission to: 1. Amend the mini-dorm ordinance to enable the conversion of an accessory structure into an office (which is also considered a bedroom) without
the required public hearing process under the mini-dorm regulations, as long as there are no other alterations to the subject property, and 2. Consider amendments to the Zoning Ordinance and "Mini-Dorm" Ordinance to provide more flexibility for accessory buildings on properties that are developed with single-family residences.  ADD: Issues raised in supplemental memo.
2018-09-13 PLANNING &

DEVELOPMENT
Susan
Wengraf
46 Outcomes Based Funding, Pay-For-
Success and Social Impact
Bonds​DMND0004071
Send the item to the City Council with a Qualified Positive Recommendation to refer to the City Attorney to provide guidance on how the City can implement an Outcomes Based Funding initiative; request implementation analysis from the City Manager; and request information on whether or not this program can be used with external funds (e.g. grants) or city funds only. 2023-01-31 City Attorney Ben Bartlett 47
Refer the Civic Arts Commission's
recommended language to the
Planning Commission on
protecting Live Work spaces from
conversion to cannabis
uses.​DMND0003749
Refer the Civic Arts Commission's recommended language to the Planning Commission on protecting Live Work spaces from conversion to cannabis uses.  This action was adopted as part of the Cannabis Ordinance amendments.
2019-04-02 PLANNING &

DEVELOPMENT
48 Referral to the Community
Environmental Advisory
Commission: Cigarette Butt
Pollution Prevention Program in
South Berkeley​DMND0002448
Refer to the Community Environmental Commission (CEAC) AND THE CITY MANAGER to consider developing a Cigarette Butt Pollution Prevention Program for South Berkeley. Explore the following items:  a) Location. Work with the local business associations, business owners, as well as other neighborhood and community organizations to identify key locations for cigarette butt receptacles. b) Operation. Work with local businesses to develop a system for cleanup and disposal of the contents of the receptacles. c) Cost. Identify any one-time costs associated with the program, including purchasing and installation of the receptacles. Identify any costs that should be set aside for maintenance. There should not be regular ongoing costs. CEAC should work with the businesses and neighborhoods to develop a community-based system to facilitate daily operations.
2017-07-11 CITY MANAGER'S
OFFICE
Ben Bartlett
and Kate
Harrison
49 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Accelerating the City of Berkeley's
transition to Plant-Based Foods
​DMND0003965
1) Adopt a resolution establishing a goal to achieve a 50% decrease in animalbased food products
served by the City of Berkeley by 2024, and refer to the City Manager to report to the City Council on progress towards reaching this goal by January 31, 2022. 2) Adopt an eventual goal of a 100% shift to plant-based food products served by the City of Berkeley
and refer to the City Manager to report to the City Council by June 30, 2022 on potential feasibility and timelines to transition to 100% plant-based foods. 2021-07-27 CITY MANAGER'S
OFFICE
Sophie Hahn,
Jesse Arreguin
50 Referral to the City Attorney:

Eminent Domain Feasibility
Analysis for 2902 and 2908 Adeline
Street Properties and Abandoned
House on 1946 Russell
Street​DMND0004149
Refer the City Attorney to conduct an analysis and report to the Council on the feasibility of using eminent domain to enable the City to purchase the blighted commercial properties on 2902 and 2908 Adeline Street, as well as the adjacent abandoned house on 1946 Russell Street for the purposes of developing mixed-use affordable housing. 2024-02-27 City Attorney Ben Bartlett 51
Adopt Resolutions Referring to the
City Manager to Establish a Policy
of
Reducing or Waiving Park Fees
for Free, Permitted Outdoor
Theater, Arts Events, and Other
Events Based on Objective Public
Welfare Criteria and Relinquishing
Council Funds to Support the San
Francisco Mime Troupe's Payment
of Park Fees for Its 2022 Free
Outdoor Performance Season
​DMND0004009
Establishing a policy and referring to the City Manager to create a process to reduce or waive City Park
Fees for free and permitted outdoor theater, arts events, and other events as appropriate based on objective consideration of their benefits to the public welfare, including but not limited to educational content, non-profit status, and means. 2022-03-08 CITY MANAGER'S
OFFICE
Kate Harrison,
Ben Bartlett
52 Dark Skies
Ordinance​DMND0004131
Refer to the Planning Commission and the City Manager to consider a new Chapter 23C.28 establishing
a dark skies ordinance, for review and approval.
2019-11-12 PLANNING &

DEVELOPMENT
53 Regulation of Autonomous
Vehicles ​DMND0004054
Refer to the City Attorney the assessment of the legal abilities and opportunities for the City Council to regulate the operation, sale, and testing of autonomous vehicles (AVs) within the City of Berkeley and report to the Facilities, Infrastructure, Transportation, Environment and Sustainability Committee (FITES) on all findings. Policy Committee Recommendation: To approve the item with a positive recommendation.
2022-10-11 City Attorney Terry Taplin,
Kate Harrison,
Rigel
Robinson
54 Addressing Hyundai and Kia Car
Thefts​DMND0004102
Direct the City Attorney to explore taking legal action against Hyundai and Kia. 2023-05-23 City Attorney Jesse Arreguin 55 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

List of Referrals in Ranked Order Exhibit A
Creating Additional Administrative
Powers of Zoning Officer to Grant
or Recommend New Permits as
Related to Code
Enforcement​DMND0002545
Refer to the City Manager and Berkeley Planning Commission to explore the creation of a mechanism that would explicitly allow staff new discretionary powers to prevent applicants from being granted new residential permits until they have abated outstanding noncompliance issues or code violations in other buildings they own in Berkeley within a reasonable time frame or taken good faith
measures to commence doing so.
2014-09-09 PLANNING &

DEVELOPMENT
56 Adopt a resolution in support of
the Good Food
Purchasing
Program's core values and join San
Francisco, Oakland, Los Angeles
and Chicago as one of the first five
cities nationwide to become a
Good Food Purchasing partner,
and refer to the City Manager to
incorporate over time the vision
and standards of the Good Food
Purchasing Program (GFPP) into
City of Berkeley food purchasing
practices. ​DMND0003733
Adopt a resolution in support of the Good Food Purchasing Program's core values and join 28 public institutions
across 14 U.S. cities, including San Francisco, Oakland, Los Angeles, Chicago, and Washington, D.C. to endorse Good Food Purchasing values, and refer to the City Manager to incorporate over time the vision and standards of the Good Food Purchasing Program (GFPP) into City of Berkeley food purchasing practices.
2019-04-30 CITY MANAGER'S
OFFICE
Sophie Hahn,
Jesse
Arreguin,
Cheryl Davila,
Rigel
Robinson
57 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank

Complete Scores of the Mayor and Councilmembers Attachment 2 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score Budget Referral: Additional Security
Cameras at Intersections Experiencing
Increased Violent
Crime​DMND0004146

1. Pursuant to Berkeley Police Department Policy Numbers 351 and 1304, the City Council approves the following additional locations for the installation of External Fixed Video Surveillance Cameras, signage and increased lighting at the following locations, and refer the costs for acquisition
of cameras and lighting to the FY 2025 Budget process:
• Alcatraz and College; • Woolsey and Telegraph; • Woolsey and Shattuck; • Alcatraz and Adeline; • Alcatraz and Sacramento; • San Pablo Ave. and Gilman
Additional camera locations to be considered for potential future installation include:
• Telegraph and Dwight; • 5th Street and Gilman; • 4th Street and Hearst; • Cedar St. and Eastshore Hwy; • 4th Street and Virginia; • 8th Street and Harrison; • 2nd Street and Page; • University and San Pablo The costs for installation and maintenance of cameras at additional authorized locations would be determined and approved separately during future budget processes.

2. Direct the City Manager to engage with the Police Accountability Board on this proposal and request their feedback to Council within 30 days of submission. The Council will take its comments into consideration during subsequent steps for final approval for purchase and installation of cameras at approved locations.

3. Direct the City Manager to prepare targeted amendments to various pertinent surveillance technology reports and policies in order to provide extra transparency beyond what is explicitly required by the Berkeley Municipal Code and Berkeley Police Department Law Enforcement Manual.

Security
camera footage would be used solely in a manner
consistent/compliant
with existing ordinances and the Berkeley Police
Department's existing use policies, as enumerated in the Berkeley Municipal Code, the Berkeley Police Department Law Enforcement Manual. The cameras are not intended and would not be used for continuous surveillance purposes. Cameras should ideally be compatible with those already in use at San Pablo Park under Contract Nos. 31900080 and 31900205 and those deployed at other
intersections throughout the city.
2024-01-30 CITY MANAGER'S
OFFICE
Mark
Humbert, Ben
Bartlett
1 5 4 5 0 0 0 5 0 5
Response to Council Referral: Long
Term Care Facility
Oversight​DMND0004154
Refer to the City Manager and the budget process the (1) establishment of an enhanced Ombudsperson program for oversight of Skilled Nursing Facilities and Residential Care Facilities for the Elderly,
and (2) early implementation of the Centers for Medicare & Medicaid Services (CMS) proposal for minimum nursing staffing levels ahead of the three-year period proposed by CMS.
2024-03-26 HEALTH, HSG &
COMMUNITY SVC
2 3 0 4 5 0 5 3 0 2

Complete Scores of the Mayor and Councilmembers Attachment 2 Refer to the City Manager to Establish
a Framework for Parking Benefits
Districts in the Gilman and Lorin
Commercial Districts​DMND0003998
Refer to the City Manager to create a basic framework for establishing a Parking Benefits District (PBD) in the Gilman and Lorin Commercial Districts. This framework should include:
● A map establishing the boundaries of the Gilman District PBD.

Suggested borders of the district should include: (1) on the west, the east side of Eastshore Highway from Page Street to the Albany border; (2) on the north, the Albany border from Eastshore Highway to the east side of San Pablo Avenue; (3) on the east, the east side of San Pablo Avenue from the Albany border to Gilman Street, both sides of Gilman Street from San Pablo to Kains, and the east side of San Pablo Avenue to the north side of Page Street; and (4) on the south, the west side of San Pablo Avenue from Page Street to Camelia Street, the north side of Camelia Street from San  Avenue to Sixth Street; the west side of Sixth Street from Camelia to Page; the north side of Page Street from Sixth Street to Eastshore Highway. See map in Attachment 1. ●
A map establishing the boundaries of the Lorin District PBD.

Suggested borders of the district should include: (1) on the east, both sides of Shattuck Avenue from Carleton southward to Alcatraz Avenue; (2) on the south, the north side of Alcatraz Avenue from Shattuck Avenue to Martin Luther King Jr. Way; Martin Luther King Jr. Way southward to 62nd Street; 62nd Street to King Street; (3) on the west, King street to Russell Street; (4) on the north, Russell Street to Grant Street; Grant Street north to Carleton Street; and Carleton Street to Shattuck Avenue. See map in Attachment 1.
●
Consideration of expanding the goBerkeley parking program1 to include installation of paid parking within a subsection of the defined Gilman
and Lorin Parking Benefit Districts only where warranted based on parking demand using a demand-based pricing model.
• Consideration
of amending the goBerkeley program to allow net
parking revenues to be reinvested within the Gilman and Lorin Parking Benefits Districts where the revenue is generated for the purpose of funding improvements, such as trash removal, sidewalk cleaning, enhanced lighting, signage, beautification like landscaping or other improvements based on input from an advisory board of
stakeholders–in alignment with policy requirements of PBDs. This would only occur once all payments and obligations associated with the Center Street Garage parking revenue bond are fully met. ●
Consideration of transportation-related amenities targeted to employees that may include: annual transportation passes to incentivize public transit use, annual memberships in shared electric micro-mobility programs, special employee parking permits, etc. ●
A strategy for conducting outreach to Gilman and Lorin Commercial District stakeholders prior to implementation, including outreach to property and business owners and employees.
2022-01-18 Public Works Rashi
Kesarwani,
Ben Bartlett,
Jesse
Arreguin,
Terry Taplin
3 3 4 2 4 0 3 3 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 51B BRT + University/Shattuck
Corridor Mobility
Improvements​DMND0004122

1. Refer to the City Manager commencement of a feasibility analysis and community engagement process to develop options for the implementation
of Bus Rapid Transit (BRT) improvements along AC
Transit's 51B route; options are to be developed in tandem with internal city departments, including Public Works, Fire, Police Traffic Unit, and Economic Development, and interagency partners, including AC Transit, the Alameda County Transportation Commission, BART, Caltrans, UC Berkeley, and WETA; community engagement is to emphasize students, transportation advocates, transit riders, the disability rights community, the faith community, the senior community, local merchants, the business community, the arts community, and tenants; consultation with AC Transit and UC Berkeley Bear Transit on planning, scoping, and implementation is to begin as soon as possible; staff are encouraged to explore and pursue quick build improvements.

2. Refer $150,000 to the FY 2024-2025 budget process to increase the budget for the city's ADA
Transition Plan capital project to prioritize
and
implement ADA improvements at the city's intersections, such as curb cuts, auditory functions of crossing signals, bulb-outs, shortening crossing distances, and other safety improvements.

3. Refer $150,000 to the FY 2025-2026 budget process for consulting costs to conduct
corridor studies along University Avenue, from
Seawall Drive, to Oxford Street, and along Oxford Street and Fulton Street, from Virginia Street to Durant Avenue, to identify appropriate road safety improvements that advance city-adopted safety, transportation, and climate goals and are continuous with work currently underway on the Addison Bicycle Boulevard, and explore improvements for curb management, i.e. accessible parking (blue curbs), management of curb space for third party delivery service, etc.

Policy Committee Recommendation: To forward the item to Council with a positive recommendation.
2023-09-12 Public Works Terry Taplin,
Rigel
Robinson,
Mark
Humbert
4 5 5 5 1 0 0 2 0 5
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to Implement State Law AB
43 for Reduced Speed Limits on High-
Injury Commercial
Corridors​DMND0004008
Refer to the City Manager to implement state law AB 43 on High-injury commercial corridors as identified in our Vision Zero Annual Report, 2020-2021 in order to allow a reduction in speed limits by 5 miles per hour; - Any other corridors covered by AB 43,
as appropriate, in order
to implement reduced prima facie speed limits and identify those corridors for future traffic studies where prima facie limits are presently unsafe.

Upon completion of this referral, we note that a budget allocation would be needed in
the amount of $25,000 to $50,000 for new speed
limit signage. Funding will be requested later (likely for the FY 2023-24 budget) in order to allow time for staff to determine the applicable streets for additional signage.
2022-03-08 Public Works Rashi
Kesarwani,
Terry Taplin,
Rigel
Robinson,
Susan
Wengraf
5 4 5 4 0 0 0 5 0 5
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 RFP for Development of West
Berkeley Service
Center​DMND0004148
Refer to the City Manager to issue a Request for Proposal (RFP) or Request for Qualifications
(RFQ), once a viable local funding source(s)
has been identified, for the development of the city-owned West Berkeley Service Center, (1900 Sixth Street), to permit site acquisition and construction of a 100-percent affordable housing project with the following
key features:
● Space on the ground floor of the building for administrative offices, community space and supportive services as currently provided by the City;
●
Maximizing the number of units under the existing zoning Mixed Use- Residential (MU-R) in conjunction with state law AB 1763 (2019); ●
A mix of unit sizes, including studios, one-bedroom, and two- bedroom units;
●
Require RFP applicants to include a plan for services provision and integration
for the population(s) they propose to serve;
● A preference for serving seniors with cognitive disabilities and adults with mental health conditions while maintaining flexibility to serve other populations based on availability of funding; and ●
A board and care facility with a minimum of 20 beds including space for staff and
services, unless it is determined that viable funding
sources are not available.

The City Manager should also consider the feasibility of the following elements in the program design:
●
Universally designed housing for older adults;
● Consider available federal, state, regional, local and private funding sources to finance the construction of a housing project, including with the potential target populations.

The issuance of an RFP should be timed to happen soon after the City has identified local funding for the development that could potentially be made available via the RFP/RFQ.
2024-02-13 HEALTH, HSG &
COMMUNITY SVC
Jesse
Arreguin,
Rashi
Kesarwani,
Sophie Hahn,
Susan
Wengraf
6 4 5 5 0 0 0 5 0 4
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Berkeley Food Utility and Access
Resilience Measure
(FARM)​DMND0004109

1. Refer to the City Manager the task of protecting the City's food supply from natural disasters and economic disruptions by promoting the efforts of community-based organizations to design and implement an integrated local food production and distribution system for the City of Berkeley.

2. Refer to the City Manager and the Office of Economic Development resources to research and return to the Council potential economic incentives for non-profits, agricultural producers, and small businesses to partner with the City of Berkeley to support the implementation of FARM.

3. Adopt a resolution to support the goals of the FARM initiative and the development of hyperlocal urban food production with community- based organizations.

Policy Committee Recommendation: To send the item to Council with a
positive recommendation.
2023-06-27 Office of Economic
Development
Ben Bartlett,
Jesse
Arreguin, Kate
Harrison,
Sophie Hahn
7 5 0 4 3 0 4 0 0 2
Amendments to Title 23 Relating to
Accessory Dwelling Units (ADUs) and
Repeal of Chapter 12.99 to Conform
to State Law and Respond to
Guidance from the California
Department of Housing and
Community
Development​DMND0004129
Refer to the City Manager to consider changes to development standards with specific consideration for setbacks, height, and building separation, for accessory buildings and structures to promote fire safety citywide.
2023-10-03 PLANNING &

DEVELOPMENT
8 0 4 3 0 0 4 5 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to Rezone Gilman Street to
Maximize Revenue Productivity Per
Acre​DMND0004124
Refer to the City Manager and Planning Commission to rezone Gilman Street—a major thoroughfare for entering and exiting the City—from San Pablo Avenue to Interstate 80 to maximize revenue-generating and job-creating uses. Specifically, the rezoning of Gilman Street should consider the following:

Potential for applying the Manufacturing, Research and Development (M-RD) zoning district currently planned for the Pacific Steel Casting site to a portion of Gilman Street. The M-RD zoning district seeks to better
align with Berkeley's goals and needs by: allowing research and development, office, laboratory, and light manufacturing uses currently not permitted by the existing Manufacturing (M) zoning; and removing protections for existing manufacturing uses and constraints associated with certain development standards; and/or
Consider a new zoning designation for a portion of Gilman Street west of
San Pablo Avenue to I-80 that maximizes revenue productivity per acre via permitted uses and associated development standards; and Extend West Berkeley Commercial District (C-W) zoning on Gilman Street from Ninth Street further west for a certain number of blocks and enhance the flexibility of C-W development standards to increase the likelihood
of redevelopment—in coordination with "Keep
Innovation in Berkeley" Council referral (passed on Sept. 13, 2022) that seeks to allow research and development uses in C zones.1 Refer $250,000 to the FY 2024-25 budget process for consulting services
to assist with the planning process and associated
environmental
review and economic analyses.
2023-09-19 PLANNING &

DEVELOPMENT
Rashi
Kesarwani,
Terry Taplin,
Susan
Wengraf,
Rigel
Robinson
9 3 5 5 0 0 0 5 0 4
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Office of Racial Equity: Re-Entry
Employment and Guaranteed Income
Programs ​DMND0004064

1. Refer to the City Manager to Strengthen Adult Criminal Justice Re- Entry Employment Programs in Berkeley by studying re-entry programs, supports, and systems already available for Berkeley residents, strengthening linkages, and identifying gaps. Report findings back to the Health, Life Enrichment, Equity & Community Committee during 2023.

2. Refer $50,000 to the Budget Process to engage a consultant to recommend a Universal Income Pilot for Berkeley.  Recommendation to include
evaluation of:  -Potential funding sources; -Appropriate and recommended models for Berkeley; -Target population(s) to be supported by Pilot; -Program delivery models; -Evaluation; -Any and all other elements/factors to establish an effective Universal Income Pilot for Berkeley.

Considerations for target populations may include local Equity Indicators measuring racial justice and social equity outcomes such as poverty and financial health, educational disparities, environmental and mental health, housing quality, infrastructure, and public safety.

3. Refer to the City Manager to establish evaluation processes and metrics for all social services programs recommended through the Reimaging Public Safety Process, including but not limited to violence prevention services, adult reentry programs, and mental health crisis response, and report evaluation outcome to the City Council. 2022-12-06 CITY MANAGER'S
OFFICE
Terry Taplin,
Kate Harrison,
Sophie Hahn,
Rigel
Robinson
10 4 1 0 0 0 5 2 0 3
Southside Zoning
Amendments​DMND0004135
Refer to the City Manager to develop for consideration requirements for new residential construction that all bedrooms contain windows, and consider window requirements for all habitable space, as defined in the zoning code. Staff  should engage the Planning Commission in developing recommendations, and should evaluate the impact new requirements would place on the feasibility of new housing projects and flexibility for project floor plans.
2023-11-21 PLANNING &

DEVELOPMENT
11 3 3 2 0 0 0 5 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Adding BMC Chapter 13.107, Helping
Achieve Responsible Development
with Healthcare and Apprenticeship
Training Standards (HARD HATS)
Ordinance​DMND0004099

2. Refer the City Manager and Planning Commission if necessary to:
d. Consider upzoning the C-DMU Downtown Mixed-Use District zoning to allow for an increased number of taller exceptions (at or above 180 feet in height) and explore other zoning modifications to allow for additional density as a way to offset the cost of these new labor standards.
2023-05-02 PLANNING &

DEVELOPMENT
Jesse Arreguin 12 0 3 5 0 0 0 3 0 4
Prioritizing Pedestrians at
Intersections​DMND0002584
Refer to the City Manager and the Transportation Commission the development of policies to improve the pedestrian crossing experience and reduce pedestrian wait times at intersections with "beg buttons," potentially by activating pedestrian crossing signaling with every cycle (as opposed to the current situation, which only activates crossing signals when a button is pushed). Consider the development of a pedestrian-driven
intersection improvement process to address
signaling and timing inadequacies.
2017-05-16 Public Works Lora Droste,
Susan
Wengraf, Ben
Bartlett
13 3 3 0 0 0 0 4 0 5
Referral to City Manager and City
Attorney: Tenant Habitability Plan
and Amendments to Relocation
Ordinance​DMND0004105

1. Refer to the City Manager and City Attorney to review and develop proposed amendments to the Berkeley Municipal Code to require a Tenant Habitability Plan for major construction or renovation at tenant occupied properties. Proposed language modeled after the City of Los Angeles' Tenant Habitability Plan requirements is attached for consideration. The City Manager should also return with information on the costs and staffing needs for implementation for future budget discussions. The committee further recommends that the City Manager establish an interdepartmental working group, including staff from Planning,
HHCS, and the Rent Board.

2. Refer to the City Manager and City Attorney recommendations from the 4x4 City Council/Rent Board Joint Committee on Housing for amendments to the City's Relocation Ordinance, BMC Chapter 13.84 to strengthen and improve enforcement of the ordinance. 2023-06-06 CITY MANAGER'S
OFFICE
Jesse Arreguin 14 5 0 4 0 0 0 3 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to Conduct an Automatic
Traffic Calming Review for the Area
Immediately Surrounding the Project
at 1201-1205 San Pablo
Avenue​DMND0004058
Refer to the City Manager to conduct an automatic traffic calming review for the area immediately surrounding the streets of the project located at 1201-1205 San Pablo Avenue within six (6) months of the building's occupancy reaching 90 percent of its capacity with the intent of expediting the traffic calming process for neighbors impacted by the development of
this project.  The traffic calming review should include the following intersections: Gilman and Kains; Gilman and Stannage; Harrison and San Pablo; Harrison and Kains; Harrison and Stannage. 2022-11-03 Public Works Rashi
Kesarwani
15 1 3 5 0 0 0 4 0 2
Development of Artists Affordable
Housing Certification
Program​DMND0004101
Recommendation: Refer to the City Manager the further development of an Artists Affordable Housing Certification Program based upon the program guidelines developed and approved by the Civic Arts Commission in May 2022.
2023-05-23 Office of Economic
Development
16 0 0 5 2 0 0 3 0 1
Referring the Civic Arts Commission's
affordable housing for artists in
Berkeley Report and other Artist Live,
Work and Live-Work opportunities to
the Housing Element Update
​DMND0004003

2. Refer to the City Manager, Planning Commission, and Housing Advisory Commission consideration of the feasibility and impacts of allowing ground floor affordable live, work, and live-work space for artists in certain commercial, manufacturing, and mixed-use buildings/areas, both new-build and existing, and exploration of other opportunities for living, work and live-work space for artists. 2022-01-25 PLANNING &

DEVELOPMENT
Sophie Hahn,
Terry Taplin,
Kate Harrison,
Susan
Wengraf
17 0 0 0 0 0 5 4 0 0
Audit Status Reports: Fleet
Replacement Fund Short Millions &
Rocky Road: Berkeley Streets At Risk
and Significantly Underfunded
​DMND0004100
Refer to the City Manager to establish a policy that the Public Works Department will be responsible for reviewing, submitting, and approving all departmental requests to Council for adding new vehicles to the fleet to facilitate maximum cost recovery through the vehicle
replacement fund, consistency with fleet rightsizing studies, oversight, and timely electrification of the fleet.
2023-05-23 Public Works 18 0 3 3 0 0 0 4 0 4
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Adopting a temporary exemption
from the collection of taxes under
BMC Chapter 9.04.136(D): Tax Rate
for Non-Medical and Medical
Cannabis Businesses​DMND0004110

1. Adopt a temporary exemption (per 9.04.136(D)) on the collection of the taxes for all non-medical and medical cannabis businesses, retroactive to January 2023 and ending July 2025; Waive any late penalties that may have accrued since January 2023; any and all tax payments already made to the City for Q1 2023 will apply as a credit against a future tax or fee payment to the City; and

2. Refer
to the City Manager and Cannabis Commission and/or its
successor, the Planning Commission, to analyze and develop an ordinance adjusting local cannabis business tax rates by February 2025 that are in balance with the state cannabis tax rates, with an eye to the ability for the cannabis industry to become a sustainable economic driver for the City of Berkeley.

3. Licensed cannabis businesses in Berkeley will pay the business license tax that applies to their respective area of the market during the moratorium, like retail, manufacturing, etc.
2023-06-27 PLANNING &

DEVELOPMENT
Ben Bartlett,
Jesse
Arreguin, Kate
Harrison,
Mark
Humbert
19 4 2 4 0 0 0 0 0 3
Efficiency Unit Ordinance
​DMND0004048
Refer to the City Manager and Planning Commission to study and, if recommended, propose standards for Efficiency Units pursuant to California Housing and Safety Code Section 17958.1. Consider appropriate standards for unit size and facilities including bathrooms as well as for shared indoor and outdoor spaces and facilities within buildings with such units. Shared space requirements may include requirements for "full kitchen" facilities, dining and/or meeting rooms, indoor lounge/study areas, outdoor/roof space, bike/scooter and stroller parking, gym/workout/play spaces, storage, and other shared and accessible facilities to support healthy and social lives, and accommodate important activities and uses that are externalized from Efficiency Units. Consider zones where Efficiency Units may be appropriate, affordability requirements, phasing, and any other standards and zoning related to such units. Based on study and consideration of financial feasibility, develop recommendations and/or an ordinance to amend the Berkeley Municipal Code modeled after standards implemented in the City of Davis, the City of Santa Barbara and other cities.
2022-09-13 PLANNING &

DEVELOPMENT
Terry Taplin,
Rigel
Robinson
20 3 3 3 0 0 0 2 0 2
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to the City Manager to
Establish a Marina Master Plan for
Parking
with a Consideration for
Establishing
a Waterfront Parking
Benefits District​DMND0003997
Refer to the City Manager and FY 2022-23 June Budget Process to create a Berkeley Marina Master Plan for Parking with a goal of introducing
demand-based paid parking in certain areas of the
waterfront as appropriate. Further, refer
consideration of a Parking Benefits District (PBD) at the waterfront as a means of
reinvesting net parking revenues within this area to provide a dedicated funding source for the troubled Marina Fund.

Considerations for a Marina Master Plan for Parking should include:
●
Conducting robust outreach to marina stakeholders in order to:
gather feedback about parking needs, communicatinge benefits of establishing  a Parking Benefits District to maintaining and upgrading marina infrastructure, and
other issues as appropriate;
● Preparing a preliminary fiscal analysis for possible implementation, including projected revenues and expenditures;
●
Determining types of pay stations most appropriate for this area in addition to payment schedules, such as hourly, day passes, and/or frequent user/employee permits; and,
●
Discussion of efforts to make it easy and safe for visitors to access the marina by foot, bike, micro-mobility device, and/or public transit. 2022-01-18 Public Works Rashi
Kesarwani,
Jesse
Arreguin,
Terry Taplin,
Rigel
Robinson
21 2 3 0 0 0 0 5 0 3
Nancy Skinner Municipal Pier
Resolution
​DMND0004138
Refer to the Parks, Recreation, and Waterfront (PRW) Commission a Resolution renaming the Berkeley Municipal Pier in honor of State Senator Nancy
Skinner (DBerkeley) upon its reopening to the public
and authorizing the City Manager to update signage and electronic media accordingly; and to return Resolution to Council for final consideration.
2023-12-05 Parks, Recreation &
Waterfront
Terry Taplin,
Rashi
Kesarwani
22 0 1 4 0 0 0 5 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral: Southside Impact Fee Nexus
Study​DMND0004072

1. Refer to the City Manager to establish a development impact fee for projects within the Southside
Plan boundary for the purpose of
funding Southside public realm improvements. Staff should complete all necessary actions, including preparation of a Nexus Study pursuant to the Mitigation Fee Act.

2. Refer $250,000 to the FY 2023 budget process for a consultant to be engaged over
a two-year process, starting in 2024, to assist with the vision, capital
list, nexus study, fee schedule, and other requirements. 2023-02-14 Public Works Rigel
Robinson, Ben
Bartlett, Kate
Harrison,
Mark
Humbert
23 4 0 2 0 0 0 2 0 4
Residential Preferential Parking (RPP)
Program Expansion for West Berkeley
Neighborhoods Within Two Blocks of
Commercial Corridors​DMND0004053
Referral to the City Manager to expand the scope of the Residential Preferential Parking (RPP) program as originally proposed by staff during the May 14, 2019 City Council Public Hearing as a way to allow more residents to opt-in
to this program.
2022-10-11 Public Works Rashi
Kesarwani,
Terry Taplin
24 2 4 0 0 0 0 3 0 2
Referral: On-Street Secure Bike
Storage​DMND0004078
Refer to the City Manager to develop and return to Council with a plan to create on-street secure
bike parking in multi-family residential and
commercial districts across the City in parking spots previously reserved for car storage. Take associated actions, including:

1. Determining recommended locations for installation that take into consideration factors such as equity priority neighborhoods; transit connections; bicycle network connections; areas with high percentages of tenants; access to destinations such as schools, community centers, employment centers, and businesses; and public input.

2. Developing and issuing a Request for Proposal for an operator to install and
maintain on-street bike lockers, including lockers that can accommodate bikes of varying shapes and sizes.

3. Pursuing available grant opportunities to fund initial costs and ongoing maintenance.
2023-03-21 Public Works Rigel
Robinson,
Sophie Hahn,
Kate Harrison,
Terry Taplin
25 3 2 0 0 0 0 1 0 4
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to Strengthen Public Health
and Environmental Impact Mitigation
for Industrial Facilities in the
Manufacturing Zone ​DMND0003975
Refer to the City Manager to: Establish a procedure for enhanced review of use permits in the manufacturing zone for industrial facilities—upon initial submission or upon submission of an amended use permit—in order to ensure public health and environmental impacts are appropriately mitigated as a condition of the use permit.

Further, if appropriate, consider
mitigation that includes the use-
permit applicant contracting with a certified third-party to install air quality monitoring
device(s) that can enable periodic reporting on
pollutants relevant to the particular industrial process proposed in the initial or amended use permit. Explore
feasibility of increasing penalty
fee schedule as a deterrence for use-permit violations related to public health and
environmental impacts, such as air, noise, and water
pollution.
2021-09-28 PLANNING &

DEVELOPMENT
Rashi
Kesarwani,
Terry Taplin,
Lora Droste,
Susan
Wengraf
26 0 3 0 0 0 0 3 0 4
Right to Choose Communications
Services Provider ​DMND0003929
Refer to the City Manager and City Attorney to explore, and if deemed feasible, draft ordinance language to clarify that property owners of multi-unit properties cannot interfere with tenants' choice of communications services providers.

The City of San Francisco has implemented such an ordinance, which has since been challenged. This recommendation requests the City Attorney to review the San Francisco law and Federal Communications Commission rulings pertaining to this topic to determine if Berkeley could effectively adopt a similar ordinance.
2021-02-09 City Attorney Lora Droste,
Jesse
Arreguin,
Terry Taplin,
Rigel
Robinson
27 2 1 0 0 0 0 3 0 4
Referral to the Transportation and
Infrastructure Commission and City
Manager to Consider and Make
Recommendations Regarding the
Policy of Deploying Rectangular Rapid
Flashing Beacons and Other
Treatments at Dangerous or High-
Collision Pedestrian and Bicycle
Intersections​DMND0004057
Referral to the Transportation and Infrastructure Commission and City Manager to consider and make recommendations regarding the policy of deploying Rectangular Rapid Flashing Beacon (RRFB) and other treatments at dangerous or high-collision pedestrian and bicycle intersections.
2022-10-11 Public Works Kate Harrison 28 0 3 0 0 0 0 3 0 3 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral: Neighborhood-Scale
Commercial
(Robinson)​DMND0004145
Refer to the City Manager and Planning Commission to consider and develop policies to permit neighborhood-scale retail uses in residential zones to increase economic opportunity, vitality, and walkability in Berkeley neighborhoods. Changes may include zoning alterations or modifications to use permit requirements.

In order to inform any potential policy changes, staff should conduct analysis and outreach to understand the market demand for neighborhood-scale commercial uses and consider best practices from other municipalities.

Staff and the Planning Commission should consider conditions and development of performance standards to avoid detrimental impacts on surrounding residential uses and neighborhoods, including but not limited to limitations on noise, odors, smoke, waste generation, operating hours, signage, loading/unloading activity, setbacks, tenant protections, limitations on selling alcohol for on-site consumption, considerations for ADA compliance, restricting applicants to businesses with fewer than three locations, and establishing different permitting requirements depending on square footage, proposed use, or other factors.

Policy Committee Recommendation: To send the item as revised to the City Council with a positive recommendation.
2024-01-16 PLANNING &

DEVELOPMENT
Ben Bartlett,
Terry Taplin
29 0 1 3 0 0 0 1 0 4
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Conduct a Study on the City's History
of Discriminatory Actions in Housing
Policies/Programs​DMND0004111
Conduct a study that is comprehensive of the following actions: - Document the city of Berkeley's past discriminatory actions in housing policies and programs that adversely impacted the Black community and its ability to remain and grow in the city, build inter-generational wealth, and fully realize the benefits of homeownership; -Inform future housing policy and program development and implementation to address these historic discriminatory practices; and -Provide data and information about historic discriminatory housing policies and programs in support of the city's on-going reparations work. -Select community organization(s) as partners in the study to ensure a comprehensive community engagement process that documents lived experiences and local history so that lessons learned from those experiences can inform future housing policies and programs. Referred to AAO#1.
2023-07-11 HEALTH, HSG &
COMMUNITY SVC
30 4 0 2 0 0 0 1 0 1
Budget Referral: No Right on Red
Signs​DMND0004059
Refer to the City Manager to develop policy recommendations for council consideration that would expand limitations on "right turns on red" for the purposes of pedestrian safety. Staff should consider prohibiting right turns on red in commercial districts, on high-injury corridors, and/or citywide. Staff should engage the Transportation & Infrastructure Commission for feedback and review of possible recommendations. Staff is also requested to coordinate with AC Transit regarding impacts on transit services. Refer the necessary appropriations of $135,000 to the 2022 November Annual
Appropriations Ordinance.
2022-11-03 Public Works Terry Taplin,
Kate Harrison,
Sophie Hahn
31 0 2 0 0 0 0 4 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Consideration of Expansion of Paid
Parking to Support the Parking Meter
Fund and Improved Pedestrian and
Bicycle Facilities ​DMND0003994

1. Refer to the City Manager and the Transportation Commission to consider the extension of paid metered parking to include all days of the week, paralleling the calendar for off-street parking garages.

2. Consider a pilot, phasing-in, and/or exempting certain areas, and conduct
broad outreach to merchants, faith-based and other
institutions and organizations, neighborhood groups, and others potentially supported or impacted by change.

3. Consider allocation of potential additional revenues to help offset losses to the Parking Meter Fund incurred during COVID. Once the Fund has recovered, consider allocations to support pedestrian and bicycle facilities to help achieve Berkeley's Climate Action and Vision Zero goals on an accelerated basis.
2021-12-14 Public Works Sophie Hahn,
Kate Harrison,
Terry Taplin,
Rigel
Robinson
32 0 0 3 0 0 0 2 0 4
Zoning Amendments for Berkeley
Business; Amending Berkeley
Municipal Code Title
23​DMND0004150
Referred to the City Manager a request to develop regulations and performance
standards to mitigate noise impacts for Group Class
Instruction
uses.
2024-02-27 PLANNING &

DEVELOPMENT
33 0 0 5 0 0 0 1 0 2
Streamlining Toxic Remediation in
Manufacturing Districts
​DMND0004005
Refer to the City Manager the development of a streamlined process that would
allow for one application process, rather than separate application processes for the City's Planning Department and the Toxics Division; and refer to the Planning Commission several amendments to the zoning code in order to facilitate toxic remediation in manufacturing districts; in addition, refer to expedite consideration of Councilmembers Wozniak and Moore's 2012 referral  to the Planning Commission referenced in Background section, and request it be moved forward as quickly as possible; in addition, refer to the City Manager to consider any and all means to streamline and/or improve the city's processing of remediation of toxic sites.

Policy Committee Recommendation: On January 20, 2022, the Land Use, Housing & Economic Development Policy Committee took the following action: M/S/C (Hahn/Robinson) Positive recommendation to refer the item to Council as amended to expand the scope of the referral and specifically request expedited Planning Commission review of the previous 2012 referral.
2022-02-22 PLANNING &

DEVELOPMENT
Terry Taplin,
Sophie Hahn,
Ben Bartlett,
Jesse Arreguin
34 1 1 0 0 0 0 3 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Equitable Safe Streets and Climate
Justice Resolution​DMND0004047
Adopt a REVISED resolution committing the expenditure of City and state/federal matching/recurring funds
on city-maintained roads,
sidewalks, and bike lanes to accelerate safety improvements in a manner consistent with City, State, and Federal policy on street safety, equity, accessibility, and climate change; refer to the City Manager fully integrate Complete Streets design as defined by the NACTO Urban Street Design Guide in the default engineering standard for city streets; restrict city use of the Manual on Uniform Traffic Control Devices (MUTCD) to only documented cases that require its use for compliance with Federal/State regulations; in all other cases, restrict use of the MUTCD to "engineering judgment."
2022-09-13 Public Works Terry Taplin 35 2 0 0 0 0 0 2 0 4 Navigable Cities Framework for
Ensuring Access and Freedom-of-
Movement for People with
Disabilities in Berkeley
​DMND0003909

1. Refer to the City Manager to incorporate relevant elements of the Navigable Cities Framework for Ensuring Access and Freedom-of- Movement for People with Disabilities in Berkeley, submitted to the City Council by the Commission on Disability, into the Berkeley Pedestrian Master Plan currently being updated, and any other planning processes for which the report would provide relevant information.

2. Refer to the Public Works and Parks and Waterfront Commissions to return to Council reports on ways that elements of the Navigable Cities Framework can be incorporated into the work, projects, contracts, and policies of the Public Works and the Parks, Recreation & Waterfront Departments.
2020-11-17 Public Works 36 2 1 0 0 0 0 3 0 1
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Bird Safe Building Requirements;
Adding Berkeley Municipal Code
Section 23.304.150​DMND0004106
Refer to the City Manager to provide the City Council a report on the bird safe building requirements no sooner than three years after effective date of this ordinance, including the following:

1. An update on the implementation of the ordinance and the costs, availability, and
market for bird safe glass.

2. Review of the entire ordinance including but not limited to changing the applicability of the ordinance; and
Refer to the City Manager to explore providing applicants information on the bird safe building requirements and encourage voluntary compliance for projects not subject to the ordinance;
2023-06-06 PLANNING &

DEVELOPMENT
37 0 0 3 0 0 0 2 0 2
Amendments to Berkeley Municipal
Code 23C.22: Short Term Rentals
​DMND0004153

2. Refer ordinance considering Short Term Rental regulations including host platform responsibilities and possible remedies for violating the ordinance simultaneously to the Land Use, Housing and Economic Development Committee and the Planning Commission.
2020-07-28 PLANNING &

DEVELOPMENT
38 0 1 0 0 0 0 4 0 1
Southside Zoning
Amendments​DMND0004136
Green & Open Spaces in New Construction Referral: Refer to the City Manager to incorporate incentives and/or requirements for widened sidewalks, activated pedestrian spaces, and green roofs as part of new construction citywide. Staff should consider applying the pedestrian- space priority for open space developed for the Southside Plan Area to other areas or to all commercial zones, and should consider other strategies to incentivize sidewalk widening. Staff should emphasize opportunities to activate frontage strips, rather than requiring setbacks.
2023-11-21 PLANNING &

DEVELOPMENT
39 0 0 2 0 0 0 3 0 1
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral: Establishing an Electric Bike
Rebate Program and Expanding Low-
Income E-Bike Ownership through the
Climate Equity Action
Fund​DMND0004063
Refer to the City Manager to explore the creation of a program to establish a two-tiered point-of-sale rebate program to reduce the up- front cost of electric
bicycles and necessary safety and security
accessories for Berkeley residents, including: -Rebate Level 1: a point- of-sale rebate
to be made available to all City of Berkeley residents; - Rebate Level 2: a point-of-sale rebate that covers a higher percentage of the cost than
Rebate Level 1, to be made available to low-income
City of Berkeley residents.

Refer $500,000 to the FY 2023 AAO #1 process as follows: -$400,000 for the point of
sale rebate program; -$100,000 in supplementary
funding towards the Climate Equity Action Fund (CEAF) to further facilitate e-bike ownership among low-income Berkeley residents. 2022-11-15 Public Works Rigel
Robinson,
Kate Harrison,
Terry Taplin,
Sophie Hahn
40 2 0 0 0 0 0 1 0 2
Mitigating Impacts of Outdoor Air
Quality on Indoor Air Quality in
Berkeley​DMND0002543
Refer the item to the Planning Commission to consider the analyses presented here, and the draft provided in Appendix II, to create new Standard Conditions of Approval (SCA) for new building construction near major sources of air pollution, to achieve an acceptable level of indoor air quality
(IAQ) for sensitive receptors.
2017-07-11 PLANNING &

DEVELOPMENT
41 2 0 0 0 0 0 2 0 1
Approval of the Public Bank East Bay
Viability Study ​DMND0004083
Refer to the Budget & Finance Policy Subcommittee to review and discuss the Public Bank East Bay Viability Study and consider the following recommendations for the full Council: (1) Adopt a resolution formally adopting
the viability study; (2) Adopt a resolution of
intention to form the Public Bank East Bay alongside Oakland & Richmond; (3) Refer to the City Manager to coordinate with the Friends of the Public Bank of the East Bay and the staff of the cities of Oakland and Richmond on the development of a business plan for the Public Bank of the East Bay, or designate the appropriate staff to do so; (4) Refer to the City Manager to engage an independent consultant with expertise in banking operations and financing to advise city staff as they coordinate with the Friends of the Public Bank East Bay and participating jurisdictions in the production of a business plan for a public bank
Policy Committee Recommendation: To
send the item to Council with
a positive recommendation.
2023-04-11 Finance Jesse
Arreguin, Kate
Harrison,
Sophie Hahn
42 4 0 0 0 0 0 0 0 0
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Urgent Item: Opening the Dwight
Triangle​DMND0004128
Refer to the City Manager to open the fence-enclosed space in the Dwight Triangle, at the intersection of Telegraph Avenue and Dwight Way, for public use and recreation. Additionally, refer to the City Manager to install permanent chess tables and benches and to consider any landscaping improvements deemed necessary by staff.

Refer $25,000 to the November AAO #1 budget process for improvements to the Dwight Triangle, including but not limited to permanent chess tables, benches, landscaping improvements, traffic calming, and signage associated with opening the Dwight Triangle for public use and recreation. City staff should consider if existing funds are able to be utilized to allow the space to be improved sooner. 2023-10-10 Public Works Rigel
Robinson,
Mark
Humbert
43 0 0 2 0 0 0 1 0 2
Pollinators and Habitat
​DMND0003807
Adopt three referrals that will deepen Berkeley's commitment to protecting pollinator plants and establishing habitats that will protect pollinators and our environment:

1. Refer to City Manager to establish a City Liaison to the Bee City USA program.

2. Refer to Public Works Commission and Parks and Waterfront Commission consideration of how to incorporate pollinators and habitat into the Adopt-A-Spot initiative referred on April 2, 2019. (COMMISSION REFERRAL)

3. Refer to the City Manager to transition the City's medians to non- turf green infrastructure, including pollinator gardens when appropriate.
2019-09-24 Parks, Recreation &
Waterfront
Kate Harrison,
Susan
Wengraf, Ben
Bartlett
44 1 0 0 0 0 0 3 0 1
100% Sustainable Trips by
2040​DMND0003885
Adopt the attached Resolution, setting a goal of achieving 50% increase in trips taken by sustainable modes by 2030 and 100% by 2040, and refer to the Community Environmental Advisory Commission, the Energy Commission, and the Transportation Commission to develop relevant proposals and recommendations for accomplishing that goal.
2020-09-15 PLANNING &

DEVELOPMENT
45 0 0 0 0 0 0 2 0 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to the Planning Commission
to Consider Amendments to the
Zoning Ordinance and "Mini-Dorm"
Ordinance ​DMND0003748
Referral to the Planning Commission to: 1. Amend the mini-dorm ordinance to enable the conversion of an accessory structure into an office (which is also considered a bedroom) without the required public
hearing process under the mini-dorm regulations, as long as there
are no other alterations to the subject property, and 2. Consider amendments to the Zoning Ordinance and "Mini-Dorm" Ordinance to provide more flexibility for accessory buildings on properties that are developed with single-family residences.  ADD: Issues raised in supplemental memo.
2018-09-13 PLANNING &

DEVELOPMENT
Susan
Wengraf
46 0 0 0 0 0 0 5 0 0
Outcomes Based Funding, Pay-For-
Success and Social Impact
Bonds​DMND0004071
Send the item to the City Council with a Qualified Positive Recommendation to refer to the City Attorney to provide guidance on how the City can implement an Outcomes Based Funding initiative; request implementation analysis from the City Manager; and request information on whether or not this program can be used with external funds (e.g. grants) or city funds only.
2023-01-31 City Attorney Ben Bartlett 47 0 0 0 0 0 0 1 0 3 Refer the Civic Arts Commission's
recommended language to the
Planning Commission on protecting
Live Work spaces from conversion to
cannabis uses.​DMND0003749
Refer the Civic Arts Commission's recommended language to the Planning Commission on protecting Live Work spaces from conversion to cannabis uses.  This action was adopted as part of the Cannabis Ordinance amendments.
2019-04-02 PLANNING &

DEVELOPMENT
48 0 0 0 0 0 0 4 0 0
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Referral to the Community
Environmental Advisory Commission:

Cigarette Butt Pollution Prevention
Program in South
Berkeley​DMND0002448
Refer to the Community Environmental Commission (CEAC) AND THE CITY MANAGER to  consider developing a Cigarette Butt Pollution Prevention Program for South Berkeley. Explore the following items:  a) Location. Work with the local business associations, business owners, as well as other neighborhood and community organizations to identify key locations for cigarette butt receptacles. b) Operation.

Work with local businesses to develop a system for cleanup and disposal
of the contents of the receptacles. c) Cost. Identify any one- time costs associated with the program, including purchasing and installation of the receptacles. Identify any costs that should be set aside for maintenance. There should not be regular ongoing costs.

CEAC should work with the businesses and neighborhoods to develop a
community-based system to facilitate daily operations.
2017-07-11 CITY MANAGER'S
OFFICE
Ben Bartlett
and Kate
Harrison
49 0 1 0 0 0 0 1 0 1
Accelerating the City of Berkeley's
transition to Plant-Based Foods
​DMND0003965
1) Adopt a resolution establishing a goal to achieve a 50% decrease in animalbased
food products served by the City of Berkeley by 2024, and refer to the City Manager to report to the City Council on progress towards reaching this goal by January 31, 2022.
2) Adopt an eventual goal of a 100% shift to plant-based food products served
by the City of Berkeley and refer to the City Manager to report to the City Council by June 30, 2022 on potential feasibility and timelines to transition to 100% plant-based foods.
2021-07-27 CITY MANAGER'S
OFFICE
Sophie Hahn,
Jesse Arreguin
50 1 0 0 0 0 0 1 0 1
Referral to the City Attorney: Eminent
Domain Feasibility Analysis for 2902
and 2908 Adeline Street Properties
and Abandoned House on 1946
Russell Street​DMND0004149
Refer the City Attorney to conduct an analysis and report to the Council on the feasibility of using eminent domain to enable the City to purchase the blighted commercial properties on 2902 and 2908 Adeline Street, as well as the adjacent abandoned house on 1946 Russell Street for the purposes of developing mixed-use affordable housing.
2024-02-27 City Attorney Ben Bartlett 51 0 0 0 0 0 0 2 0 1 Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Adopt Resolutions Referring to the
City Manager to Establish a Policy of
Reducing
or Waiving Park Fees for
Free, Permitted Outdoor Theater,
Arts Events, and Other Events Based
on Objective Public Welfare Criteria
and Relinquishing Council Funds to
Support the San Francisco Mime
Troupe's Payment of Park Fees for Its
2022 Free Outdoor Performance
Season ​DMND0004009
Establishing a policy and referring to the City Manager to create a process to reduce or waive City Park Fees for free and permitted outdoor theater, arts events, and other events as appropriate based on objective consideration of their benefits to the public welfare, including but not limited to educational content, non-profit status, and means.
2022-03-08 CITY MANAGER'S
OFFICE
Kate Harrison,
Ben Bartlett
52 1 0 0 0 0 0 1 0 0
Dark Skies Ordinance​DMND0004131 Refer to the Planning Commission and the City Manager to consider a new Chapter 23C.28 establishing a dark skies ordinance, for review and
approval.
2019-11-12 PLANNING &

DEVELOPMENT
53 0 0 1 0 0 0 1 0 0
Regulation of Autonomous Vehicles
​DMND0004054
Refer to the City Attorney the assessment of the legal abilities and opportunities for the City Council to regulate the operation, sale, and testing of autonomous vehicles (AVs) within the City of Berkeley and report to the Facilities, Infrastructure, Transportation, Environment and Sustainability Committee (FITES) on all findings. Policy Committee Recommendation: To approve the item with a positive
recommendation.
2022-10-11 City Attorney Terry Taplin,
Kate Harrison,
Rigel
Robinson
54 0 0 0 0 0 0 0 0 2
Addressing Hyundai and Kia Car
Thefts​DMND0004102
Direct the City Attorney to explore taking legal action against Hyundai and Kia.
2023-05-23 City Attorney Jesse Arreguin 55 0 0 1 0 0 0 0 0 0 Creating Additional Administrative
Powers of Zoning Officer to Grant or
Recommend New Permits as Related
to Code Enforcement​DMND0002545
Refer to the City Manager and Berkeley Planning Commission to explore the creation of a mechanism that would explicitly allow staff new discretionary powers to prevent
applicants from being granted
new residential permits until they have abated outstanding noncompliance issues or code violations in other buildings they own in Berkeley within a reasonable time frame or taken good faith measures to commence doing so.
2014-09-09 PLANNING &

DEVELOPMENT
56 0 0 0 0 0 0 1 0 0
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Complete Scores of the Mayor and Councilmembers Attachment 2 Adopt a resolution in support of the
Good Food
Purchasing Program's core
values and join San Francisco,
Oakland, Los Angeles and Chicago as
one of the first five cities nationwide
to become a Good Food Purchasing
partner, and
refer to the City
Manager to incorporate over time the
vision and standards of the Good
Food Purchasing Program (GFPP) into
City of Berkeley food purchasing
practices. ​DMND0003733
Adopt a resolution in support of the Good Food Purchasing Program's core values and
join 28 public institutions across 14 U.S. cities,
including San Francisco, Oakland, Los Angeles, Chicago, and Washington, D.C. to endorse Good Food Purchasing values, and refer to the City Manager to incorporate over time the vision and standards of the Good Food Purchasing Program (GFPP) into City of Berkeley food purchasing practices.
2019-04-30 CITY MANAGER'S
OFFICE
Sophie Hahn,
Jesse
Arreguin,
Cheryl Davila,
Rigel
Robinson
57 0 0 0 0 0 0 1 0 0
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank Mayor
Score
D1 Score D2 Score D3 Score D4 Score D5 Score D6 Score D7 Score D8 Score

Referrals Marked for Removal Attachment 3
Demand Recommendations Meeting Date Lead City
Department
Sponsor Rank
Addressing Hyundai and
Kia Car Thefts
​DMND0004102
Direct the City Attorney to explore taking legal
action against Hyundai and Kia.
2023-05-23 City Attorney Jesse
Arreguin
55

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/

ACTION CALENDAR
May 14, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Carianna Arredondo, Assistant to the City Manager, City Manager’s Office Subject: Reimagining Public Safety Status Report

RECOMMENDATION
Review and discuss the provided status report from the City Manager with the goal of demonstrating transparency and facilitating informed council discussion towards the advancement of the Reimagining Public Safety initiative in Berkeley.

FISCAL IMPACTS OF RECOMMENDATION
The financial implications detailed in the Spring 2024 status report are associated with the Phase 3 recommendations and will largely impact the City’s General Fund. These will be considered and addressed during the biennial budget process.

CURRENT SITUATION AND ITS EFFECTS
The Reimagining Public Safety initiative is a Strategic Plan Priority Project, advancing our goal to create a resilient, safe, connected, and prepared city. It unfolds in three phases, focusing on equitable and community-centered public safety transformation:
 Phase 1 (2020-2022) Community Process and Research
 Phase 2 (2022-2024) Continued Analysis and Implementation  Phase 3 (2024-2026) Continued Implementation and Expansion Phase 1 (2020-2022)
On July 14, 2020, City Council adopted an omnibus package to re-imagine public safety and policing in the City of Berkeley. The omnibus package consisted of numerous elements including, but not limited to the following:
 Community/Consultant Engagement Process. Engaging qualified firms or individuals for a transformative, equitable community safety model in Berkeley.  Specialized Care Unit Development. Analyzing and developing a pilot program to re-assign non-criminal police service calls to a Specialized Care Unit.  Community Crisis Response (CCR) Bridge Services. Establishing Bridge Services during SCU development for immediate crisis support.

27

Reimagining Public Safety Status Report ACTION CALENDAR May 14, 2024
 Priority Dispatch Development. Creating dispatch plans for calls to be handled by alternative entities, considering placement in the Fire Department or elsewhere outside the Police Department.
 City Auditor Analysis. Analyzing emergency calls and the police budget through a City Auditor's review.
 Fair and Impartial Policing Implementation. Implementing fair and impartial policing policies and proposals.
 BerkDOT Development. Developing a Berkeley Department of Transportation (BerkDOT) to incorporate a racial justice lens in traffic enforcement and minimize pretextual stops.
 Violence Intervention Program Implementation. Implementing the violence intervention program comprehensively.

Subsequent to City Council’s adoption of the omnibus motion, the City formed a multi- department working group to oversee implementation, including the City Manager, Deputy City Managers, City Attorney, Fire Chief, HHCS Director, Human Resources Director, Police Chief, and Public Works Director.

The establishment of the Reimagining Public Safety Task Force in January 2021 allowed for in-depth consultations and strategic planning, with the task force playing a key role in incorporating diverse perspectives into the City's community engagement strategy. Based on community input, the Task Force's insights, and expert recommendations, the City Council developed a framework for the initiative's next phase, carrying forward many Phase 1 initiatives into Phase 2.

Phase 2 (2022-2024)
As Phase 2 implementation progresses, it encompasses a series of critical initiatives and deliverables. This phase is marked by a blend of completing projects and ongoing efforts, all of which contribute to the overarching objectives of the initiative.  Staffing Investments. Allocating resources to staff in the Department of Health, Housing and Community Services (HHCS), Police, Public Works, and the City Manager’s Office to support the implementation of priority recommendations.  Consultant Costs. Identifying costs for consultants to assess areas including dispatch needs, crisis response, staffing, beat structure, and BerkDOT development.
 Community Investments. Directing resources towards strengthening community resilience through violence prevention initiatives, engagement programs, mental health services, and support for individuals impacted by gender-based violence.

This phase builds on the foundation established in Phase 1, upholding a cohesive and interdepartmental strategy to ensure seamless execution of projects aligned with City Council directives. Additionally, the City's commitment to community engagement

Reimagining Public Safety Status Report ACTION CALENDAR May 14, 2024
continues, collaborating with commissions, boards, committees, ad-hoc groups, and working groups to thoughtfully inform and steer efforts. Following the approach established in Phase 1, initiatives that have yet to be completed in Phase 2 will be carried forward into Phase 3.

Phase 3 (2024-2026)
Phase 3 of Berkeley's Reimagining Public Safety initiative aims to expand and further implement strategies developed in earlier phases, solidifying a comprehensive and responsive public safety model. This phase will broaden the scope of initiatives to more fully meet the diverse needs of the Berkeley community.  Staffing Investments. Continuing to allocate resources to essential departments to support the implementation of priority recommendations, with new requests for positions to enhance the City's diversity, equity, and inclusion (DEI) efforts, Vision Zero initiatives, crisis response efforts, and to sustain the Community Service Officer (CSO) and dispatch units.
 Consultant Costs. Ongoing identification of costs for consultants, including expanding the Vision Zero program, enhancing grant assistance efforts, and allocating resources for a public education and outreach campaign related to the Reimagining Public Safety initiative.
 Community Investments. Maintaining and enhancing investments in community resilience through violence prevention initiatives, engagement programs, mental health services, and support for individuals impacted by gender-based violence.

Phase 3 recommendations will champion efforts to enhance efficiency and optimize the public safety paradigm, ensuring that the initiative's goals are achieved sustainably and broadened further. Additionally, these recommendations will highlight the importance of ongoing community investments in violence prevention programs, emphasizing the City's commitment to fostering a safe and inclusive environment for the community.

BACKGROUND
In 2020, the United States experienced a pivotal shift in the public safety dialogue, driven by events that exposed a significant erosion of trust in law enforcement, particularly within marginalized communities. The deaths of George Floyd, Breonna Taylor, and others highlighted the critical need to address systemic inequalities and to fundamentally rethink public safety principles. In response, on June 6, 2020, over 7,000 Berkeley residents marched to demand meaningful changes in law enforcement practices.

Recognizing its responsibility in this pivotal moment, the City of Berkeley embarked on an extensive initiative to Reimagine Public Safety:

Reimagining Public Safety Status Report ACTION CALENDAR May 14, 2024
On July 14, 2020, the City Council passed Resolution No. 69,501-N.S., outlining a new public safety paradigm and initiating a robust community engagement process for transformative change.

On December 15, 2020, the City Council authorized the City Manager to contract with the National Institute of Criminal Justice Reform (NICJR) to conduct research, analysis, and develop reports and recommendations for community safety and police reform. This included leading an inclusive and transparent community engagement process to achieve a transformative model of positive, equitable, and community-centered safety for Berkeley.

On January 19, 2021, the City Council adopted revisions to the enabling legislation for the Reimagining Public Safety Task Force. The Task Force's work focused on providing input and making recommendations to NICJR and City Staff on a set of proposed programs, structures, and initiatives for a final report and implementation plan to guide future budget decisions.

On March 10, 2022, the culmination of research analysis, and community dialogue was manifested in the comprehensive reports from NICJR, the Reimagining Public Safety Task Force, and Resource Development Associates work on the Specialized Care Unit (SCU) design. These reports provided an overview of recommended programs, structural changes, and new initiatives aimed at creating a community-centric safety paradigm, embodying the principles of Reduce, Improve, and Reinvest.

On April 21, 2022, the City Manager and Staff presented a report to the City Council detailing the achievements of Phase 1 of the Reimagining Public Safety initiative. This included proposals for transforming Berkeley’s police force, enhancing priority dispatch, developing BerkDOT, and establishing an SCU, alongside budget recommendations for these initiatives.

On May 5, 2022, a special council meeting led to the formal adoption of the Mayor's framework for continuing the Reimagining Public Safety initiative. This framework was the culmination of years of diligent work from community members, officials and staff.

The key decisions made were as follows:

1. Refer up to $5.3 Million to the FY 2023-2024 Budget Process for staff and/or consulting services and community investments to complete the Priority Reimagining Public Safety Initiatives.

2. Direct the City Manager to prioritize over the next two years the programmatic recommendations for Phase 1 of Reimagining Implementation.

3. Direct the City Manager to initiate a design process for an innovative and comprehensive public safety agency or Department of Community Safety within the City of Berkeley administration and return with recommendations to the City Council by May 2024 to align with the FY 25-26 Biennial Budget process.

Reimagining Public Safety Status Report ACTION CALENDAR May 14, 2024

4. Except where resources may allow for expedited implementation, refer additional reforms to the FY 2025-2026 Biennial Budget.

On June 28, 2022, the City Council adopted the FY 2023-2024 City budget which included key Reimagining Public Safety Tier 1 items.

On January 23, 2024, the City Manager and Staff delivered a detailed status update on the Reimagining Public Safety initiative, outlining its progress, the leadership team driving this effort, and the advances made in key initiatives. This update also addressed the challenges and considerations that have impacted the progress of the initiative.

Additionally, a comprehensive presentation on the proposed framework for the Gun Violence Intervention and Prevention Program was presented and subsequently adopted by the City Council.

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

RATIONALE FOR RECOMMENDATION
To improve transparency, provide a progress update, as well as budgetary recommendations related to the City of Berkeley’s Reimagining Public Safety efforts, based on the guidelines set forth in Resolution No. 69,501-N.S. and recommendations approved during the Special City Council meeting held on May 5, 2022.

ALTERNATIVE ACTIONS CONSIDERED
Staff does not recommend any alternative actions at this time.

CONTACT PERSON
Carianna Arredondo, Assistant to the City Manager, City Manager’s Office, 510-981- 6903
Attachments:
1: Reimagining Public Safety Status Update Spring 24 Comprehensive Report 2: Reimagining Public Safety Status Update Spring 24 Companion Appendix

Status Update and Report Out
City Manager’s Office
Spring 2024

REIMAGINING PUBLIC SAFETY

2 Page | Reimagining Public Safety Status Report

TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................................................. 4 Introduction .................................................................................................................................................................... 5 Timeline ........................................................................................................................................................................... 6 Phased Deliverables & Status Updates ..................................................................................................................... 7 Phase 3 Deliverables & Recommendations ........................................................................................................... 14 Phase 4 (Long Term) Recommendations .............................................................................................................. 18 Considerations ............................................................................................................................................................. 19 Next Steps .................................................................................................................................................................... 20 PRIORITY REIMAGINING PUBLIC SAFETY INITIATIVES .................................................................................. 21 Overview ....................................................................................................................................................................... 22 STAFFING INVESTMENTS ...................................................................................................................................... 23 Reimagining Public Safety Project Coordinator.................................................................................................................. 23 Office Of Diversity, Equity, And Inclusion (ODEI) ............................................................................................................ 25 Grant Assistance ........................................................................................................................................................................ 28 Specialized Care Unit Implementation ................................................................................................................................ 30 Staffing Positions (Reimagining Public Safety Community Service Officers & Dispatchers)................................. 32 Fair And Impartial Policing ...................................................................................................................................................... 34 Wellness Practices ..................................................................................................................................................................... 35 Vision Zero Program ................................................................................................................................................................. 36 CONSTULTANT COSTS......................................................................................................................................... 40 Berkekely Department Of Transportation Development ............................................................................................... 40 Behavioral Health, Crisis Response, And Crisis-Related Services Needs And Capacity Assessments ................ 42 Staffing Assessment .................................................................................................................................................................. 44 Transportation Fines & Fees Analysis .................................................................................................................................. 45 Department Of Community Safety Design And Implementation ................................................................................ 46 Dispatch Needs Assessment .................................................................................................................................................. 48 COMMUNITY INVESTMENTS .............................................................................................................................. 51 Violence Prevention And Youth Services .............................................................................................................................. 51 Gun Violence Prevention (Berkeley Ceasefire)................................................................................................................... 53 Public Safety/Crime Prevention For Women And Older Persons . ................................................................................ 55 H
earing Officer-Alternatives To Sanctions/Fines ............................................................................................................... 57

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Expand Downtown Streets Teams ....................................................................................................................................... 58 Community Crisis Response Services (Bridge Services) .................................................................................................. 59 Youth Peers Mental Health, Behavioral, And Crisis Response ..................................................................................... 60 Respite From Gender Violence ............................................................................................................................................... 63 Language Equity ......................................................................................................................................................................... 65 APPENDIX ........................................................................................................................................................................ 66

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EXECUTIVE SUMMARY
This section provides an overview of Berkeley’s work towards Reimagining Public Safety, highlighting key milestones and the City’s commitment to creating an equitable and effective model for all residents.

5 Page | Reimagining Public Safety Status Report
Introduction

Reimagining Public Safety in the City of Berkeley aims to foster an equitable, holistic, and community- centered approach to safety, transforming traditional public safety models to prioritize health, wellness, and security for all residents. Through a collaborative, multidisciplinary strategy, it seeks to reshape the scope of a traditional police-centered model, address systemic inequities, and enhance community trust and well- being. By reinvesting in health, education, and social services, and introducing alternatives to traditional enforcement, the initiative aspires to establish a sustainable, inclusive public safety system that effectively serves the diverse needs of the community.

This initiative involves a comprehensive and inclusive process that unfolds in three main phases:
• Phase 1 (2020-2022) Community Process and Research. Phase 1 of the City of Berkeley's Reimagining Public Safety initiative, the City Council adopted critical resolutions to transform public safety through extensive community engagement and research, guided by the expertise of the National Institute for Criminal Justice Reform and the input of the Reimagining Public Safety Task Force. This phase was characterized by partnerships and collaborations aimed at developing a new paradigm of community-centered safety, with a focus on equity and inclusivity, and informed by comprehensive community dialogue and expert analysis. The culmination of these efforts was presented in a series of reports and recommendations that laid the groundwork for transforming Berkeley's approach to public safety, emphasizing the principles of reimagine, improve, and reinvest to address the community's diverse needs.
• Phase 2 (2022-2024) Continued Analysis and Implementation. Phase 2 focused on putting the conceptual framework developed during Phase 1 into practice, marked by the continuation of analytical work and the beginning of implementation efforts. This phase involves significant staffing investments across various city departments, consulting for critical assessments, and community investments aimed at strengthening resilience through various support and engagement programs.

An integrated and interdepartmental approach ensures that all efforts are cohesive and aligned with the City Council's directives, leveraging partnerships and collaborations to inform and guide the work towards a community-centric safety model.
• Phase 3 (2024-2026) Continued Implementation and Expansion. Phase 3 of the Reimagining Public Safety initiative in Berkeley is set to focus on the expansion and further implementation of the strategies developed in earlier phases, aiming to solidify a comprehensive and responsive public safety model. This third phase is dedicated to broadening the scope of the initiatives to more thoroughly incorporate and address the varied needs of the Berkeley community. The objective is to establish a public safety framework that is both effective and reflective of the community's diversity, ensuring resilience and inclusivity in its approach to safety and well-being. Prior direction is incorporated, but also amended, as needed to align with current fiscal circumstances.

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Timeline

Timeline of Events
Date Milestone Description References
June 16, 2020
The introduction of the "Urgency Item: Safety for All"
marked a rapid response to the evolving national
conversation, setting the stage for in-depth public safety discussions.
• Annotated Agenda
July 14, 2020 Berkeley approved the Omnibus motion, signaling its commitment to substantive and meaningful reforms.
• See Action Calendar:

Items 18a-18e
• Annotated Agenda
December 15, 2020
A partnership and contract were established with the
National Institute of Criminal Justice Reform (NICJR) to incorporate expert input.
• See Consent Calendar:

Item 7
• Annotated Agenda

January 19, 2021
The establishment of the Reimagining Public Safety Task Force institutionalized community and stakeholder
engagement, ensuring diverse input in the reimagining
process.
• See Consent Calendar:

Item 18
• Annotated Agenda

March 10, 2022
Research analysis and community dialogue culminated in
comprehensive reports from NICJR, the Task Force, and
RDA, and other field experts.
• See Action Calendar:

Item 1-2
• Annotated Agenda

April 21, 2022 The City Manager presented a synthesis of efforts, providing an in-depth roadmap and strategic vision for Berkeley.
• See Action Calendar:

Item 1
• Annotated Agenda
May 5, 2022
The Mayor presented a plan to Council from which the final resolution was adopted:

1. Allocating up to $5.3 million for FY 2023-2024, aimed at reinforcing staff/consultant resources, and critical
community investments to complete the Reimagining Public Safety Initiatives.

2. Prioritization of Phase 1 programmatic recommendations for the next two years (2022-2024).

3. A mandate for designing an innovative and comprehensive public safety agency or Department of Community Safety
within the City of Berkeley administration, and return with recommendations to the City Council by May 2024 to align with the FY 2025-2026 Biennial Budget process.

4. Forward-looking plans for further reforms, designated for inclusion in the FY 2025-2026 Biennial Budget.
• See Action Calendar:

Item 1a-1c
• Annotated Agenda
June 28, 2022
The adoption of the Biennial Budget reflected Berkeley's strategic planning, blending financial prudence with
transformative public safety goals.
• See Action Calendar:

Item 44
• Annotated Agenda
January 23, 2024
A discussion of the Fall 2023 Status Report took place, along with the presentation and adoption of the Gun Violence
Intervention and Prevention Program framework by the City Council.
• See Action Calendar:

Item 1
• Annotated Agenda

Internal

Phased Deliverables & Status Updates

Health, Housing, and Community Services-led Deliverables Deliverable Recommendation Status Update
Specialized Care Unit (SCU)
Development
Adopt the report, “City of Berkeley Specialized Care Unit Crisis Response Recommendations by Resource Development
Associates” and implement the pilot SCU.

Complete. HHCS worked extensively with RDA, the Reimagining Public Safety Taskforce, the SCU Steering Committee, and other key community stakeholders to support with the Specialized Care Unit development process. The Specialized Care Unit Response Recommendations were shared with Council on March, 10, 2022.

Community Crisis Response
(CCR) Bridge Services
Implement the CCR services while Specialized Care Unit stands up.

In Progress. Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center renewed/amended, the program is due to sunset Summer 2024.

Gender Violence
Recommendations
Implement recommendations from the Reimagining Task Force relating to Gender Violence, LGBTQIA and PEERS as feasible.

In Progress. HHCS has hired a Community Services Specialist II to support with implementing these recommendations and preliminary steps of research are underway.

Fire-led Deliverable
Deliverable Recommendation Status Update
Priority Dispatch
Development
Continue development and implementation of prioritized
dispatch, request staff return with a recommended plan.

In Progress. Federal Engineering, Inc. was contracted for the Dispatch Needs Assessment, a second opinion with another industry expert is underway.

City Manager’s Office-led Deliverables
Deliverable Recommendation Status Update
Community/Consultant
Engagement Process
Engaging a qualified firm(s) or individual(s) to lead a robust, inclusive, and transparent community engagement process with the goal of achieving a new and transformative model of positive, equitable and community-centered safety for Berkeley.

Complete. The City of Berkeley engaged with several key community stakeholders and field experts in the Reimagining Public Safety process recommendations shared include: the SCU Response Recommendation, Reimagining Public Safety Taskforce Recommendations (shared March 10, 2022), and City Manager’s Report and Recommendations (shared April 21, 2022) Alternative Response
Implementation Plan
Develop an implementation plan to expand alternative response from civilian responders beyond the proposed pilot for SCU for other low-level calls that includes but is not limited to:

Community Service Officers for only those calls that necessitate police, code enforcement, environmental health, fire inspectors or city-hired community mediators
In Progress. Preliminary steps of research are underway.

Violence Intervention Program
(GVP/Ceasefire) Fully implement the Ceasefire violence intervention program In Progress. Gun Violence Prevention analysis has been completed; the RFP process is underway.

PHASE 1 DELIVERABLES

Internal
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City Auditor-led Deliverable
Deliverable Recommendation Status Update
City Auditor Analysis
Having the City Auditor perform an analysis of City’s emergency 9-1-1 calls-for service and responses, as well as analysis of the Berkeley Police Department’s (BPD) budget.

Complete. The City Auditor Completed their report, Data Analysis of the City of Berkeley’s Police Response, July 2, 2021.

Public Works-led Deliverables
Deliverable Recommendation Status Update
Berkeley Department of
Transportation (BerkDOT)
Development
Pursuing the creation of a Berkeley Department of
Transportation (“BerkDoT”) to ensure a racial justice lens in traffic enforcement and the development of transportation policy, programs and infrastructure, and identify and implement approaches to reduce and/or eliminate the practice of pretextual stops based on minor traffic violations.

In Progress. While the Public Works Department continues to work with stakeholders and constituents in the BerkDOT development process, progress has been slow, especially concerning legislative matters. For instance, the California SB- 50 Bill supporting civilian traffic enforcement was declined on September 14, 2023.

Funds have been requested for FY 26 allocation.

Crossing Guards Transition Transition crossing guards from BPD to Public Works until a Department of Transportation is developed.

Complete. Transition of crossing guards from BPD to Public Works until a Department of Transportation is developed is completed. Additionally, Public Works planning capacity has been expanded to include collision analysis.

Transportation Functions
Consolidation
Continue consolidating transportation functions as recommended by staff. In Progress. Continued efforts are underway.

Police-led Deliverable(s)
Fair and Impartial Policing
Recommendations
Complete the implementation of Fair and Impartial Policing Recommendations.

In Progress. Following the approval of the 14 FIP recommendations, the Berkeley Police Department has fully implemented 13 of them and has hired a consultant to fulfill the remaining recommendation.

Auditor Recommendations Complete Auditor Recommendations on overtime and calls for service.

Complete. The Berkeley Police Department initiated efforts to implement them.

Progress Updates have been communicated to council and the community via memos and information reports.

City Attorney-led Deliverable
Litigation Analysis
Analyzing litigation outcomes and exposure for city departments in order to guide the creation of City policy to reduce the impact of settlements on the General Fund.

In Progress. The City Attorney’s Offices continues to partner with departments on all Reimagining Public Safety-related efforts.

PHASE 1 DELIVERABLES

Internal
9 Page | Reimagining Public Safety Status Report

City Manager’s Office-led Deliverables
Deliverable Recommendation Status Update
Assistant to the City Manager
Reimagining Project
Coordinator
The responsibilities of project management have fallen under the already heavy burden of the existing Deputy City Manager, with part-time support from a Management Analyst. To effectively coordinate the ongoing work, a full-time senior level staff person is required.

In Progress. This position was successfully filled on August 2023. The Assistant to the City Manager will continue to support and report out on the city’s Reimagining efforts.

Office of Diversity, Equity,
and Inclusion (ODEI)
The development of the Office should consider the recommendations from the Task Force. Particular attention from the Office of Equity should be paid to language access.

In Progress. The DEI Officer position was successfully
filled on November 2023, while the hiring of the DEI
Assistant is in progress and office space is being secured.

The DEI Officer is actively engaging with key stakeholders to assess the city’s current DEI landscape and familiarize themselves with the city's structure and essential personnel.

Grant Assistance Recommended by City Manager to access grant funds to support reimagining efforts and other programs.

In Progress. The city is currently engaged with California Consulting LLC. for grant writing support and coordinated efforts.

Health Housing and Community Services-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) SCU Implementation
Adopt the report, “City of Berkeley Specialized Care Unit Crisis Response Recommendations by Resource Development Associates” and implement the pilot Specialized Care Unit (SCU)
In Progress. Contract with Bonita House initiated; SCU
continues to hire and train staff to build to 24/7 operations.

Police-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) Fair and Impartial
Policing Implementation
Recommendation to implement and prioritize FIP and continue to support employee training and professional development.

In Progress. 13 of the 14 Task force recommendations
have been implemented; BPD will continue to support and fulfill officer training needs through Fiscal Year 2025.

Wellness Funding Continue to support employee health and wellness. In Progress. Continued partnerships and efforts towards BPD Wellness Practices for officers are underway.

Staffing (CSO & Dispatcher)
Launch a pilot Community Services Officer unit using Police salary savings.

Positions would be project based for two-years. Evaluate pilot after two-year period to align with the FY 25-26 Budget Process and determine the appropriate location of the CSO unit within a new Public Safety Department and the role for other non-sworn responders.

In Progress. Recruitment is underway, current applicants are being assessed for candidacy.

PHASE 2 DELIVERABLES

10 Page | Reimagining Public Safety Status Report

Public Works-led Deliverables
Deliverable Recommendation Status Update
Vision Zero Coordinator
(Collision Analysis)
Approve a new Vision Zero staff position in Public Works’ Division of Transportation to conduct collision analysis. This will promote the City’s Vision Zero approach by boosting the City’s capacity to analyze collision data collected by the Police Department.

In Progress. This position was successfully filled October 2023. The Associate Planner will continue to support and report out on Vision Zero as it relates to Reimagining
efforts with preliminary steps of the Collision Analysis underway.

Public Works-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) BerkDOT
Development
Continue BerkDOT process to plan for a civilian traffic enforcement unit, both by informing the content of state law changes to enable such a unit, and by developing two implementation plans: 1) if state law changes to accommodate, and 2) if state law does not change.

In Progress. Efforts related to BerkDOT design are in
preliminary stages; project deferred, funding
reallocated to existing city services and council
referrals.

Health Housing and Community Services-led Deliverables
Deliverable Recommendation Status Update
Crisis Needs Assessment Behavioral Health, Crisis Response, and Crisis-related Services Needs and Capacity Assessments
In Progress. Existing contract for SCU program evaluation is amended to add a scope of work for RDA to conduct the crisis needs assessment; work is underway.

Police-led Deliverables
Deliverable Recommendation Status Update
Staffing Assessment Analysis of BPD Staffing and Beat Structure. In Progress. Contract with Citygate for Staffing Assessment; preliminary stages of data collection underway.

CONSULTANT COSTS

PHASE 2 DELIVERABLES

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City Manager’s Office-led Deliverables
Deliverable Recommendation Status Update
Transportation Fines/Fees
Review Municipal Code for proposed changes to increase equity and racial justice in City’s transportation fines and fees, and explore the civilianization of the municipal code.

In Progress. Preliminary stages of the RFP for the
Transportation Fines & Fees Analysis are in process and the RFP is anticipated to be posted in Summer 2024.

Department of Community
Safety
Support an organizational design process to create an umbrella Department of Community Safety.

To Be Initiated. Efforts related to Department of
Community Safety design are in preliminary stages project deferred, funding reallocated to existing city
services and council referrals.

Fire-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) Dispatch Needs
Assessment (DNA)
Consulting costs requested by City Manager to support
continued analysis of prioritized dispatch and development of an implementation plan.

In Progress. Stage 1 of DNA is well underway, staff are reviewing validation report to determine next steps.

Health Housing and Community Services-led Deliverables
Deliverable Recommendation Status Update
Violence Prevention and Youth
Services
Community investments for violence prevention/services programs (McGee Ave. Baptist Church and Berkeley Youth Alternatives).

In Progress. Funds have been allocated to Community
Based Organizations.

COMMUNITY INVESTMENTS

VIOLENCE PREVENTION

CONSULTANT COSTS
PHASE 2 DELIVERABLES

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City Manager’s Office-led Deliverables
Deliverable Recommendation Status Update
(Phase1) Gun Violence
Prevention (Ceasefire)
Development
Fully implement the Ceasefire violence intervention program.

In Progress. Preliminary analysis of Gun Violence
Prevention Programs completed; RFP published and review and selection process underway.

Public Works-led Deliverables
Deliverable Recommendation Status Update
Expand Downtown Streets
Teams (DST)
Expand DST as placement for low-level violations (e.g. vehicular camping/parking and sidewalk ordinance infractions).

In Progress. A contract with DST has been renewed and it has been expanded to cover additional areas; however, for the specific work to place low-level violators, the DST contract will need to be expanded to include this.

Alternatives to Sanctions/Fines
Hearing Officer
Expand hearing officer resources in the City Manager’s Office to provide alternative referrals to community service and social services for parking and other infractions.

In Progress. Hearing officer resources have been
expanded, alternatives to sanctions and fines to be
implemented; project deferred, funding reallocated to existing city services and council referrals.

Health Housing and Community Services-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) Community Crisis
Response (CCR) Bridge Services
Implement the Community Crisis Response (CCR) services while Specialized Care Unit stands up.

In Progress. Contracts with Alameda County Network of
Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center
renewed/amended, the program is due to sunset Summer
2024.

Youth Peers Mental Health
Response
Youth Peers Mental Health response as proposed by the Berkeley High School student-led plan for mental health services.

In Progress. Contract with BUSD initiated; wellness center opened winter 2024.

ALTERNATIVES TO SANCTIONS/FINES

COMMUNITY MENTAL HEALTH, BEHAVIORAL AND CRISIS RESPONSE

COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES

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Health Housing and Community Services-led Deliverables
Deliverable Recommendation Status Update
Respite from Gender Violence
Provide services and housing leads for victims of Gender Violence. Request staff to work with county partners and CBOs to map the system, identify gaps, recommend how to fill them.

In Progress. Community Services Specialist II hired with preliminary steps of system mapping underway.

City Manager’s Office-led Deliverables
Deliverable Recommendation Status Update
Language Equity Publish victim resources in plain language and in multiple languages.

In Progress. Efforts related to Language Equity are in early stages, the Assistant to the City Manager will partner with HHCS and DEI on implementation plan development.

RESPITE FROM GENDER VIOLENCE

LANGUAGE EQUITY

COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES

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Phase 3 Deliverables & Recommendations

The subsequent sections present a detailed overview of Phase 3 deliverables and costs for the Reimagining Public Safety initiative.

Additionally, recommendations regarding priority of each deliverable (noted via Tier assignment) are also included in an effort to prioritize in the face of constrained General Fund resources for FY 25 -26. These recommendations are intended to serve a consultative purpose with the ultimate authority on setting priorities and allocating budget resting with the City Council during the biennial and mid-biennial budget process. Included in this overview is a breakdown of funding that has already been accounted for in the FY 25-26 baseline budget, as well as funding recommendations, and long-term Phase 4 recommendations. Please refer to the legend provided below as an essential guide and glossary of terms is included to clarify the context and provide detailed explanations of each item.

Glossary of Terms
Term Description
Phase Each Phase of Reimagining Public Safety coincides with a biennial fiscal year. Phase 2 covered FY 23 & 24; Phase 3 covers FY 25 & 26; Phase 4 covers FY 27 & 28.

Deliverable Specific outcomes or outputs associated with the Reimagining Public Safety Phase 3 initiative. FY 25 & 26 Allocation Type The categorization of funds, whether they are part of the baseline budget, a tiered recommendation, anticipated carryforward request, or policy consideration.

In Baseline Budget Indicates the funding is already included in the FY 25-26 baseline budget.

Tiered (1-3)
Recommendation
Funding recommendations for deliverables. Tier 1 items are items that address public health and safety and support the implementation of the City’s strategic plan goals. Tier 2 are items that are considered to be Non-Critical Operational Needs that may be placed on hold or have existing funding while Tier 3 includes items deemed to be Non-Urgent Operational Needs.

Carryforward Funds from the previous fiscal year that are recommended to be extended into FY 25.

Approximated Costs Estimated Costs of bi-annual funding.

Reason for
Recommendation The justification for each funding recommendation, highlighting its importance. Indicates if requests are limited term, one-time, or ongoing.

Staff Funding Request Staff proposals for Long-Term Phase 4 funding (from the General Fund) to support the initiative. Not already included in FY 25-26 baseline budget. These shall be considered and revisited throughout the AAO process and in future Fiscal Years.

Expenditure Type Categorization of cost type Personnel (Staffing Investments), Non-Personnel (Consultant Costs and/or Community Investments) Department
The City Department responsible for leading the management of funds and execution of the deliverable, indicated by color:

Grey City Manager’s Office (CMO)
Yellow Health Housing and Community Services (HHCS)
Blue Police
Red Fire
Green Public Works
Orange City Auditor’s Office
Purple City Attorney’s Office

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Phase 3 Deliverables & Recommendations (Cont’d.)

Deliverable Allocation Type Approximated
Costs Reason for Recommendation Department
Assistant to the City
Manager, RPS Coordinator In Baseline Budget $464,956.00 Oversees RPS implementation. Project based. NTE 3 years. CMO Diversity, Equity, and
Inclusion (DEI) Officer In Baseline Budget $569,222.00 Responsible for the creation of DEI Division Citywide. Ongoing Need. CMO DEI Administrative
Assistant In Baseline Budget $315,693.00 Provides critical DEI Division Support. Ongoing Need. CMO Associate Planner in
Transportation In Baseline Budget $377,808.00 Supports timely Vision Zero safety projects. NTE 3 years. Public Works 8 Public Safety Dispatcher
II In Baseline Budget $2,204,438.00 Addresses overtime and support expanding dispatch responsibilities. Police 1 Public Safety Dispatch
Supervisor In Baseline Budget $380,718.00 Ensures adequate supervisory positions for expanding dispatch. Police 6 Community Service
Officers
In Baseline Budget
Tier 2
Recommendation
$1,968,996.00
Provides additional capability to address public safety goals with appropriate response level, increase capacity for community engagement. Limited Term.

As these are limited term positions, a policy consideration for Council to make these positions permanent would need to be rendered.

Police
Program Manager II Tier 2
Recommendation $525,622.00
To support public safety reimagining goals and advance programs, projects and policies that will advance meet the City’s Complete Streets and Vision 0 goals. NTE 4 years.

Fire
Associate Management
Analyst
Tier 3
Recommendation $191,756.00 Supplier Diversity Specialist: Monitor and track performance metrics and meet federal requirements to maintain federal funding. Ongoing Need. CMO PHASE 3 DELIVERABLES AND RECOMMENDATIONS

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Deliverable Allocation Type Approximated
Costs Reason for Recommendation Department
RPS Public Education
Campaign
Tier 1
Recommendation $25,000.00
Marketing Costs (billboard, print, outreach and education) related to RPS Priority Initiatives such as the Specialized Care Unit and Violence Prevention Programming. One-time Request.

CMO
Grant Assistance Tier 1
Recommendation $50,000.00 Continued from prior fiscal year to sustain RPS efforts. One-time Request. CMO
Violence Prevention and Youth
Services
Tier 1
Recommendation $420,000.00
To support Voices Against Violence initiative from McGee Ave.

Baptist Church and Berkeley Youth Alternatives counseling center and Summer Jam Day Camp. One-time Request.

CMO
Vision Zero Action Plan
Consultant Costs
Tier 1
Recommendation $250,000.00
Develop Vision Zero Program Deliverables, including the Quick Build Program and updates to the Vision Zero Action Plan. One-time Request.

Public Works
FIP Training Tier 1
Recommendation $200,000.00 Ongoing training in support of Fair and Impartial Policing concepts, officer safety, professional development. One-time Request. Police Wellness Funds Tier 1
Recommendation $100,000.00 Critical Incident Stress Contract, Peer Support Team, and emerging wellness needs. One-time Request. Pending grant funding. Police Recommendations on Public
Safety/Crime Prevention for
Women and Older Persons
Tier 2
Recommendation $250,000.00
To support phased roll out of recommendations addressing public safety/crime prevention for women and older persons. One-time Request.

CMO
Specialized Care Unit
Policy Consideration
Tier 2
Recommendation
$2,160,000 –
$3,600,000.00
To support the SCU program fully-staffed 24/7 operations. This budget is conditional, depending on achieving a 40% MediCal reimbursement rate. If this rate is met, the adjusted budget request will be $2,160,000 annually. Ongoing Need.

HHCS
BerkDOT Development Tier 3
Recommendation $300,000.00 BerkDOT implementation, including funding research in support of new "white paper" and potential state legislation. One-time Request. Public Works PHASE 3 RECOMMENDATIONS

CONSULTANT COSTS & COMMUNITY INVESTMENTS

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Expenditure Type Allocation Type Approximated
Costs Reason for Recommendation Department
Transportation Fines & Fees
Analysis Carryforward $150,000.00
RFP Implementation Timeline Delayed. Review Berkeley Municipal Code for proposed changes to increase equity and racial justice in the City’s existing transportation fines and fees.

CMO
Gun Violence Intervention &
Prevention Programming Carryforward $2,000,000.00 RFP Implementation Timeline Delayed. Fully implement the Ceasefire violence intervention program. CMO
Expand Downtown Street
Teams Carryforward $50,000.00
Implementation Timeline Delayed. Expand downtown streets team (DST) as placement for low-level violations (e.g. vehicular camping/parking and sidewalk ordinance infractions).

Public Works
PHASE 3 RECOMMENDATIONS

ANTICIPATED CARRYFORWARD REQUESTS

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Phase 4 (Long Term) Recommendations

Deliverable Expenditure Type Approximated
Costs Long-Term Staff Funding Request Department
Associate Management
Analyst Personnel $191,756.00
Equity & Access Program Lead: Lead with equity, access and belonging lens in all aspects of citywide decision-making, programming and services to identify service gaps and remove disparities.

CMO
Associate Management
Analyst Personnel $191,756.00 Equity Engagement, Belonging and Training Specialist: Public engagement and outreach and internal engagement and training. CMO Language Equity Non-Personnel $30,000.00 Language Equity Funds to be expanded out in DEI efforts. CMO Department of Community
Safety Non-Personnel $250,000.00 To support design and implementation framework for the Department of Community Safety. CMO
Youth Peers Mental Health
Response Non-Personnel $350,000.00 To support wellness-specific efforts for Berkeley High School. CMO Hearing Officer
Resources/Alternative to
Sanctions/Fines
Non-Personnel $150,000.00 Expand existing hearing officer to provide alternative referrals to community service and social services for parking and other infractions. Public Works PHASE 4 (LONG TERM) RECOMMENDATIONS

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Considerations
As highlighted in the Fall 2023 Status Report,
Berkeley's Reimagining Public Safety initiative is
encountering interconnected challenges that
may affect its direction, effectiveness, and
timeline (see Appendix A for Fall 2023 Report).

It is vital to address these issues to ensure the
initiative is transformative, compliant,
sustainable, and resilient.

Ongoing Funding
For the Reimagining Public Safety initiative,
Berkeley has allocated significant budgetary
support for Fiscal Years 2023 and 2024, with
the current report recommending a number of
priorities for the Fiscal Year 2025 and 2026
biennial budget process, with the current,
constrained fiscal context in mind.

These recommendations are advisory, with the
final decision on priorities and funding allocation
resting with the City Council and in the broader
context of other organizational needs.

Furthermore, implementation delays and the
unpredictable nature of securing competitive
grant funding present significant challenges,
potentially complicating the financial evaluation
and feasibility of initiatives by May 2024.

Implementation Timeline
The initiative has ambitious objectives, with a
projected timeline of 3-5 years for the complete
rollout of all components. This timeline may be
extended due to legislative changes and
unforeseen factors. Regular evaluation is
essential to measure the effectiveness of these
efforts, requiring a dynamic and phased
approach to allow for adjustments and ensure a
thorough assessment of all initiatives.

Vacancies and Attrition
From 2018 to 2022, the City of Berkeley
observed a concerning attrition trend, with
departures exceeding hires. Although hiring
rates have since improved, this shortfall
previously impacted service delivery and posed
challenges for the Reimagining Public Safety
initiative. Reduced staffing has significantly
affected city services, leading departments to
adjust operations and manage costs. Moreover,
attrition has resulted in a notable loss of
institutional knowledge. Maintaining a stable and
committed workforce is essential in Berkeley's
ongoing Reimagining Public Safety efforts,
aligning with the City Council's established
timeframe, scope, and budget. Staffing
challenges in critical departments could broadly
impact Berkeley's public safety goals, highlighting
the need for a comprehensive staffing strategy,
as promoted by the Employer of Choice (EOC)
initiative.

Regulatory Compliance
As Berkeley advances with its initiatives,
adhering to regulatory frameworks across all
sectors is crucial. Local compliance with specific
city ordinances and by-laws ensures
departmental operations align with established
standards. Understanding and navigating
California's regulatory landscape is necessary
for legal compliance, necessitating regular
strategy updates and adjustments. Moreover,
initiatives must meet standards set by relevant
federal agencies to secure grant eligibility and
maintain the integrity of potential national
partnerships. This holistic approach to
regulatory adherence is fundamental to the
success of various city initiatives.

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Next Steps
As the City progresses with the Reimagining Public Safety initiative, addressing staffing shortages, legislative changes, and budgetary issues remains crucial, emphasizing a proactive, solution- focused strategy. City leaders are actively working to resolve staffing issues, engaging with legislative bodies to promote the BerkDOT agenda, and expanding efforts in DEI, violence prevention, and mobile crisis response. Budgetary decisions for the upcoming-biennial budget process are also on the agenda.

The City Manager’s Office and leading departments aim to provide a progress update by late Fall 2024, offering insights into achievements and ongoing challenges. The City is committed to a community-centric approach throughout this initiative, prioritizing co mpassion, equity, and democracy in the design, implementation, and evaluation of its efforts.

Internal
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Priority Reimagining Public Safety Initiatives
This section offers a concise overview of Berkeley’s work towards Reimagining Public Safety, highlighting key milestones and the city’s commitment to creating an equitable and effective model for all residents.

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Overview
Building on the summaries provided in earlier sections, this part of the report offers a more comprehensive view of the City's efforts. It details the unique challenges and considerations for each deliverable, outlining future steps and associated timelines. Additional details can be found in the report's Companion Appendix. A new feature in this status update is the inclusion of a fiscal summary with budgetary recommendations to advance the Reimagining Public Safety work.

As highlighted in the Executive Summary, the City continues to reimagine public safety, facing certain obstacles along the way. Some initiatives have experienced delays, primarily due to staffing constraints and the temporary redirection of resources. The City is dedicated to ensuring transparency and maintaining clear communication regarding all aspects of this initiative, covering both accomplishments and challenges encountered.

It is essential to recognize that, although there are more milestones to achieve, real change is an ongoing process. The City of Berkeley is deeply committed to this important work and the significant journey ahead. Rooted in community engagement, this effort is not just a duty but a privilege and remains at the heart of Berkeley’s shared vision for a safer, more inclusive City.

STAFFING INVESTMENTS
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STAFFING INVESTMENTS

REIMAGINING PUBLIC SAFETY PROJECT COORDINATOR
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:

In Phase 2, the City established the Assistant to the City Manager position as the Reimagining Public Safety Project Coordinator, addressing the initiative's extensive demands. Since their hiring, this role has facilitated significant collaboration with key departments—Police, Fire, Health Housing and Community Services, Public Works, and the City Attorney’s Office—to formulate the Reimagining Public Safety Coordination Plan (See Appendix B for Updated RPS Coordination Plan). The plan is strategically designed to optimize resource allocation, enhance interdepartmental communication, and guide the initiative's direction efficiently and effectively.

The Assistant to the City Manager’s responsibilities extend beyond coordination and project management. They are tasked with the monitoring, tracking, and reporting of the initiative's progress.

Furthermore, this role is central to driving key City Manager’s Office (CMO) deliverables, such as Gun Violence Intervention and Prevention, Grant Assistance, Transportation Fines & Fees Analysis, Language Equity, and the foundational steps towards establishing a Department of Community Safety. These critical areas, elaborated within this report, underscore the comprehensive approach taken to reimagine public safety within the City.

As the City transitions into Phase 3 of the initiative, there is a concerted effort to ensure the strategic continuation of this vital work. This includes the request for the carryforward of unused Tier 1 Reimagining Public Safety General Funds, alongside the reassessment of currently deferred funds during the upcoming biennial budget adoption for Fiscal Years 2025-2026. Additionally, the initiative seeks to secure ongoing funding into FY 25-26 for several projects outlined in this report. Notable among new funding requests from the City Manager’s Office is the allocation for a Public Education Campaign ($25,000 for FY 26) on Reimagining Public Safety. This strategic alignment and proactive resource management signal the City of Berkeley's dedication to transforming public safety in a manner that is both comprehensive and community centered.