STAFFING INVESTMENTS
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Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
August 2023 Assistant to the City Manager hired.
November 2023 Reimagining Public Safety Coordination Plan.
December 2023 Reimagining Public Safety Fall 2023 Status Report.
January 2024 Reimagining Public Safety Fall 2023 Status Presentation to City Council.
February 2024 Updated Reimagining Public Safety Coordination Plan.
Anticipated
Ongoing The Assistant to the City Manager will continue to coordinate and offer support in project management facets of the initiative.
Fiscal Summary:
Category Amount Source Description of Use
Baseline Allocation $464,956.00 General Fund Assistant to the City Manager RPS Project Coordinator. NTE 3 years.
Tier 1
Recommendation $25,000.00 General Fund To support RPS Public Education and Outreach Campaign for FY 26.
Considerations:
• D epartmental Coordination and Alignment: G
iven the multi-departmental involvement,
there’s a necessity to ensure seamless coordination among various departments such as Police, Fire, Health Housing and Community Services, and Public Works. With city-wide staffing shortages and competing priorities, proper resource management becomes critical to maintain momentum and efficiency. With this in mind, achieving consistent alignment and understanding among the core departmental team leading this work is essential.
Next Steps & Timeline:
• January 2024 – ongoing: The Assistant to the City Manager, in their capacity as the Reimagining Public Safety Project Coordinator, will continue to project manage and offer support in various facets of the initiative, collaborating cross-departmentally to provide progress updates to the City Council.
STAFFING INVESTMENTS
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OFFICE OF DIVERSITY, EQUITY, AND INCLUSION (ODEI)
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
Supported by the City Council and the Reimagining Public Safety Task Force, the City Manager's Office has launched a Diversity, Equity, and Inclusion (ODEI) Officer position, part of Phase 2 implementation.
As highlighted within the Fall 2023 RPS Status Update, the DEI Officer, operating within the City Manager’s Office, will lead the Diversity, Equity, and Inclusion Division, aiming to integrate anti-racism, equity and justice into the City's framework, address disparities, and strengthen community partnerships(See Appendix A, page 25 of Fall 2023 Report). The overarching goal is for City Departments to continue to evolve into entities that are both responsive and truly accountable to the diverse communities they serve.
The DEI Officer’s responsibilities will encompass overseeing the division’s multifaceted activities and operations, including but not limited to:
• Strategic Development and Policy Administration: The DEI Officer will direct the strategic planning and policy development for the DEI Division, ensuring they reflect the City's DEI goals and facilitate long-term change. This role involves aligning divisional efforts across departments for unified city-wide training and professional growth. • Inclusive Visionary Leadership: The DEI Officer will enhance inclusivity by collaborating with city and community leaders, aligning diversity and inclusion initiatives with the City's broader objectives. They will lead strategic planning in diversity and inclusion, evaluating progress and implementing strategies that support the City’s commitment to an inclusive and equitable community.
During this phase, the DEI Officer has engaged extensively with a broad spectrum of stakeholders, including City Departments, boards, commissions, and community-based organizations, demonstrating a commitment to incorporating diverse perspectives and insights. The anticipated addition of an Administrative Assistant by the end of Winter 2024 is expected to bolster the division's capacity to achieve its goals effectively. This period of active engagement and strategic personnel planning marks a critical advancement towards establishing a comprehensive Office of Diversity Equity and Inclusion.
As the City transitions into next steps of the initiative, staff recommendations highlight the need for the following key roles to further equity efforts. Additionally, staff recommend a long-term phased approach for hiring and buildout of the division.
• Supplier Diversity Specialist: This role will monitor and track performance metrics and comply with federal requirements to secure ongoing federal funding. (Phase 3) • Equity & Access Program Lead: This role will champion equity, access, and belonging across all facets of citywide decision-making, programming, and services, identifying service gaps and eliminating disparities. (Phase 4)
STAFFING INVESTMENTS
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• Equity Engagement, Belonging, and Training Specialist: This role involves extensive public and internal engagement and training to promote significant community outreach and internal development. (Phase 4)
T
hese strategic positions, are designed to enhance the City's capabilities in managing diverse supplier relations and requirements, ensuring equitable access and representation across city programs, and advancing both internal and external engagement efforts. This strategic approach underscores the City's commitment to fostering an inclusive and equitable environment for all residents and stakeholders.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
November 2023 DEI Officer Hired.
Winter 2024 –
ongoing
Onboarding of DEI Officer and preliminary planning of DEI strategic plan.
Winter 2024 –
ongoing
Employee and Community engagement.
Winter 2024 DEI Administrative Assistant Hired.
Anticipated
Spring 2024
Office relocation.
Fiscal Summary:
Category Amount Source Description of Use
Baseline Allocation
$569,222.00 General Fund DEI officer.
$315,693.00 General Fund DEI Admin Assistant.
Tier 2
Recommendation $191,756.00 General Fund $191,756 allocation for Management Analyst serving as Supplier Diversity Specialist.
Long Term
Phase 4
Recommendation
$191,756.00 General Fund $191,756 allocation for Management Analyst serving as Equity & Access Program Lead.
$191,756.00 General Fund
$191,756 allocation for Management Analyst
serving as Equity Engagement, Belonging and
Training Specialist.
Considerations:
• Staff Capacity for Regulatory Compliance: New ordinances and policy initiatives by the City Council and commissions require substantial time of city department staff and the City Attorney’s Office (CAO). The CAO also defends legal challenges to DEI programs, underlining the need for a robust compliance framework that meets federal mandates and ensures initiatives comply with regulatory standards.
• Data Collection: A shared protocol for collecting employee satisfaction and DEI data between HR and the ODEI is yet to be established. Utilizing EEOC workforce data could inform DEI retention strategies and assess DEI staffing needs, enhancing communication and transparency.
Collaboration on this effort remains a pending assignment.
STAFFING INVESTMENTS
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• Ongoing Funding: DEI and anti-racism efforts have largely depended on volunteer work, with innovative staff members often leaving the city. To sustain these efforts, the city is strategically utilizing resources to maintain financial stability and ensure the initiative's continuity. • Im plementation Timeline: Es
tablishing the Office of Equity is projected to take 2-3 years, potentially extended by legislative changes and other unforeseen challenges. This underscores the importance of ongoing analysis and allocating sufficient time to assess the effectiveness of these initiatives.
Next Steps & Timeline:
• January 2024 – ongoing: 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. This foundational work is critical for developing a strategic DEI plan. The appointment of the DEI Administrative Assistant is projected to be finalized by Winter 2024.
Staff have recommended a long term, phased approach for the introduction of three pivotal roles: Supplier Diversity Specialist, Equity & Access Program Lead, and Equity Engagement, Belonging, and Training Specialist.
STAFFING INVESTMENTS
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GRANT ASSISTANCE
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
In Phase 2 of the Reimagining Public Safety initiative, the City Council approved an allocation of $100,000 for fiscal years 2023 and 2024. To boost grant application skills, the City of Berkeley contracted California Consulting, LLC in 2023, focusing on creating a more inclusive approach to public safety that transcends immediate concerns, aiming to improve community wellbeing and spaces (See Appendix A, page 27 of Fall 2023 Report).
In 2023, the pursuit of state and federal grants led the City to focus on initiatives like the Community Resilience Centers (CRC) for climate resilience, aiming to prepare communities for climate-related challenges. The CalTrans Clean California program was targeted for its commitment to community beautification and equity. Federally, the initiative sought support from the PROTECT program, which focuses on enhancing transportation infrastructure resilience against climate change, and the Reconnecting Communities and Neighborhoods (RCN) program, which aligns with the initiative's goals of improving access to essential services and fostering equitable community development.
For 2024, following the approval of carryover funds via the AAO process, the City amended its contract with California Consulting, LLC to fully allocate the grant assistance funds (See Appendix C for Contract Amendment). The Assistant to the City Manager, Cari Arredondo, together with the Reimagining Public Safety Team Leads, are concentrating on several vital areas:
• D iversity, Equity, and Inclusion: Promo ting inclusivity and fairness in community initiatives. • U niversal Basic Income: Investigating financial support mechanisms to ensure economic stability for all citizens.
• Mobile/Non-P
olice/Alternative/Peer-Based Crisis Response: Advancing alternatives to traditional police responses to crises, with a focus on program funding. • Domestic/Gender-based/Intimate Partner Violence: Tackling domestic and gender-based violence through supportive measures and resources.
• Police Wellness, Fair and Impartial Policing (FIP) Training, Police Community Services: Encouraging police wellness and unbiased policing to enhance community-police relations.
• Climate Equity: Integrating climate justice into public safety strategies, ensuring that climate adaptation and mitigation efforts are equitable and inclusive, particularly for communities disproportionately affected by climate change.
These efforts aim to sustain and expand the initiative, ensuring a comprehensive approach to public safety.
Approaching Phase 3 of Reimagining Publ ic Safety, staff are requesting for continued funding of $50,000 for fiscal year 2025 for grant assistance. This sustained investment is crucial for maintaining key efforts in
STAFFING INVESTMENTS
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these areas, ensuring the initiative's ongoing success and its capacity to adapt and respond to Berkeley's evolving public safety needs. This strategic continuity is vital for extending the initiative's impact, fostering a safer, more equitable, and resilient Berkeley.
K
ey Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Summer –
Fall 2023 Contract with California Consulting, LLC has been initiated.
Anticipated
Ongoing
The Reimagining Public Safety Project Coordinator will manage continued efforts in grant identification, application, and management.
Fiscal Summary:
Category Amount Source Description of Use
Tier 1
Recommendation $50,000.00 General Fund $50,000 for FY 25 for Grant Assistance.
Considerations:
• G rant Alignment and Coordination: Strategy for securing grants involves a careful balance between meeting specific grant requirements and advancing the Reimagining Public Safety initiative's goals. This dual focus ensures applications are both targeted and aligned with broader safety objectives, while encouraging departments to work together efficiently. • No-match Prioritization and Limitations: The RPS Team prioritizes grants that do not require matching funds, which helps stretch the initiative's budget further by avoiding additional financial commitments. While this approach maximizes available resources, it's important to recognize the limitations, as no-match grants might not cover all areas of interest. Despite this, the city remains committed to exploring all funding avenues, including those requiring matches, to fully suppo
rt the Reimagining Public Safety goals.
Next Steps & Timeline:
• January 2024 – ongoing: The Assistant to the City Manager will collaborate cross- departmentally to pinpoint grant opportunities that align with objectives of the Reimagining Public Safety initiative, with plans to report on the grants successfully obtained.
STAFFING INVESTMENTS
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SPECIALIZED CARE UNIT IMPLEMENTATION
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 1 of the Mayor's Reimagining Public Safety initiative, the Berkeley Specialized Care Unit (SCU) was developed through extensive community engagement and research. Guided by a SCU Steering Committee with diverse representatives and informed by research from Resource Development Associates (RDA), the SCU model aligns with Berkeley-specific needs. In 2022, the Health, Housing, and Community Services (HHCS) department bolstered its staff and collaborated with community organizations to provide bridge services for crisis support as the SCU stood up. Bonita House, Inc., selected in December 2022, is implementing the SCU, which began operating in September 2023 and is working towards 24/7 service. The SCU pilot program is funded by various sources, including the American Rescue Plan Act and the California Department of Health Care Services.
Since beginning operations in September 2023, the Specialized Care Unit has provided services to over 200 community members, averaging approximately two to five calls for service each day. SCU services commonly include creating safety plans, which are structured plans for individuals in crisis to follow to seek support in the event of another crisis, as well as providing transportation and referrals to community-based resources, when accepted. The SCU has written less than twenty 5150 psychiatric holds, only using these holds when necessary, and has focused most of its work on de-escalation and creating safety plans.
The SCU currently operates from 6am to 4pm daily and has been working to expand hours into the evening, eventually operating 24/7. Community members can call the SCU through 10-digit phone number that is separate from 911. The SCU will conduct a quick intake to confirm the call is appropriate, and then send the team to the location. HHCS is working with Bonita House to expand these hours of operation as soon as possible to be able to provide this service to community members during the evening
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
December 2020 SCU Steering Committee Formed.
January 2021 Contract with RDA Initiated.
March 2022 RDA Completes Report & Presents to Council.
May 2022 City Council informed of Reimagining Public Safety Framework for SCU design.
STAFFING INVESTMENTS
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Key Accomplishments and Next Steps (Continued):
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
October 2023 -
ongoing
The SCU continues to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have initiated conversations about using a MediCal billing model to contribute to longer term program costs.
March 2024 Purchased SCU vans arrive at the Berkeley Corporation Yard and are deployed to the SCU team for operations.
Fiscal Summary:
Category Amount Source Description of Use
Policy
Consideration
Tier 2
Recommendation
$3,600,000.00/
year To be determined
HHCS anticipates that all grants will be expended
at the end of the SCU pilot program in June 2025.
For FY26 and beyond, the unbudgeted need to
support the SCU program will be approximately
$3.6M. While MediCal reimbursement may offset
some of this cost, the exact reimbursement rate
continues to be determined.
Considerations:
• S
caling Up: T
he SCU continues to operate in a ramp-up state as Bonita House continues to hire and train staff for the program. As staff are hired and trained, they can start providing services in the field. The SCU will continue to expand their hours, as staffing allows, to operate a 24/7 non-police response to mental health and substance use crises. Due to the field-based nature of the SCU, there have been some challenges hiring staff who are willing to work in- person for each shift. While this has delayed the expansion of the SCU, it has helped the SCU hire staff who are a good fit for the program to support ongoing operations and expansion. • Grants and Long-term Funding: As grant funding is of a limited-term nature, HHCS is actively pursuing additional funding opportunities, including through the Department of Health Care Services, to sustain and improve the SCU over time. HHCS is working closely with Bonita House to determine potential MediCal billing, but anticipates that there will be an unbudgeted need of approximately $3,600,000/year to sustain the SCU program once the pilot period ends on June 30, 2025.
• Leadership Changes: In early 2024, there have been multiple leadership transitions within HHCS and within Bonita House. Program services have remained consistent, but the leadership changes have impacted the rate of expansion. While the direct program management has stayed consistent, these transitions can impact the speed of expansion.
Next Steps & Timeline:
• January 2024 – ongoing: The SCU will continue to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have started initial conversations about using a MediCal billing model to contribute to longer term program costs.
STAFFING INVESTMENTS
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STAFFING POSITIONS (REIMAGINING PUBLIC SAFETY COMMUNITY
SERVICE OFFICERS & DISPATCHERS)
Department Lead: Police
Status Update: In Progress
Overview:
As part of Phase 2 implementation, the City Council allocated funds for Fiscal Years 2023 and 2024 to support a temporary, two-year pilot Community Service Officer and Dispatch program. This program sees the addition of several key positions: 8 Public Safety Dispatcher II, 1 Public Safety Dispatch Supervisor, 6 Community Service Officers (CSOs), and 1 CSO Supervisor. The initiative aims to explore the integration of CSOs into the public safety response, utilizing their capabilities in a variety of non- critical tasks to enhance operational efficiency and community engagement. Recognizing the diverse applications of CSOs in other agencies—ranging from taking cold reports and accident scenes, gathering witness statements, obtaining video evidence, conducting neighborhood checks, to managing traffic, ensuring scene security, and executing logistics—it's evident that CSOs can significantly augment the police force. By leveraging CSOs for these tasks, the program intends to free up sworn officers for redeployment to higher priority calls once a scene is stabilized, thereby optimizing resource allocation and response times. As noted in the Fall 2023 Update, the CSO positions, being temporary in nature, have influenced the decision-making of some prospective candidates, with a few declining offers due to the limited duration of these roles (See Appendix A, page 31 of Fall 2023 Status Report). Despite these challenges, the BPD remains committed to maintaining robust recruitment efforts and is actively engaged in a comprehensive staffing evaluation to ensure the effectiveness and sustainability of its workforce.
As the initiative advances into Phase 3, it is recommended by staff categorizing the request to convert the limited term positions to career as Tier 2 to allow time for Council discussion and coordination with BPD on this. The staffing assessment from CityGate is scheduled to be complete by June 2024. Formalizing these roles within the Police Department is expected to substantially improve the department's capacity to staff and operationalize the unit effectively. This transition aims to ensure a stable and dedicated workforce, fostering sustained community engagement and bolstering public safety measures through a strategic mix of sworn officers and CSOs, reflecting a smart allocation of resources based on the insights garnered from the deployment of CSOs in various supportive roles.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Summer –
Fall 2022 BPD Recruitment Cycle.
July 2023 Contract with Citygate for BPD Staffing Assessment.
Summer –
Fall 2023 BPD Recruitment Cycle.
Anticipated
January 2024 –
ongoing
The Berkeley Police Department will continue recruitment efforts.
STAFFING INVESTMENTS
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Fiscal Summary:
Category Amount Source Description of Use
Baseline Allocation
$2,204,438.00 General Fund Safety Dispatcher II (8).
$380,718.00 General Fund Public Safety Dispatch Supervisor (1). $1,968,996.00
General Fund
Tier 2
Recommendation
(for future FY)
Community Service Officers (6). Limited
Term.
Considerations:
• Im plementation Timeline with Recruitment Focus: An effective implementation timeline is essential, now with added emphasis on the recruitment benefits of transitioning positions to permanent status. The shift towards permanency is expected to make the roles within the Community Service Officer and Dispat
ch program more attractive to potential candidates,
addressing some of the recruitment challenges previously encountered due to the temporary nature of these positions. Ensuring that the timeline accommodates for this transition is crucial, as it will likely influence the program's ability to attract and retain qualified personnel. • Integration into Future Budgets for Long-term Sustainability: The recommendation to make these positions permanent underscores the need for careful integration of the program into future budget cycles, particularly looking towards the FY 25-26 Budget Process and beyond.
This approach not only secures the necessary funding for these roles but also signals a commitment to the program's long-term viability
Next Steps & Timeline
• Winter 2023 – ongoing:
The Berkeley Police
Department will continue
recruitment efforts. Staff
recommend that these
positions transition from
temporary to permanent
status. Formalizing these
roles within the Police
Department is anticipated to
significantly enhance the
department's ability to staff
and effectively operate the
unit. This action aligns with
the initial recommendations
from the ongoing Staffing
Assessment.
STAFFING INVESTMENTS
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FAIR AND IMPARTIAL POLICING
Department Lead: Police
Status Update: In Progress
Overview:
During Phase 1, In February 2021, the Berkeley City Council approved the implementation of the Mayor’s Fair and Impartial Policing (FIP) Taskforce recommendations by the Berkeley Police Department (BPD). To date, BPD has successfully implemented 13 of 14 recommendations as part of their commitment to fair and impartial policing. Which includes specialized FIP training, for which an additional $100,000 was funded in Phase 2 for Fiscal Years 2023 and 2024, covering areas such as Crisis Intervention, LGBTQ awareness, Racial Profiling and Bias training, as well as KIND and ABLE training as noted in the Fall 2023 RPS Update (See Appendix A, page 32 of Fall 2023 Report). Additionally, the Berkeley Police Department presented updates related to FIP at the March 12 Special City Council Meeting (See Appendix D for BPD Annual Report).
As the initiative advances into Phase 3, staff recommend allocating $100,000 for FY 25 & 26 to ensure the force continues to have robust FIP training. Furthermore, the Assistant to the City Manager is collaborating with the Police Department to secure competitive grant funding to advance these efforts.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
February 2021 Mayor and the City Council pass FIP Recommendations August 2021 –
ongoing
Berkeley Police has implemented ongoing fair and impartial trainings for its officers.
Phase 2
(2022-2024)
July 2022 –
ongoing
The Berkeley Police Department will continue to fulfill officer training needs.
Fiscal Summary:
Category Amount Source Description of Use
Tier 1
Recommendation $200,000.00 General Fund $100,000 per FY for FIP Training Considerations:
• L ong -Term Funding Needs: Securing continuous funding for FIP beyond the initial fiscal allocations is critical. This involves both securing stable city budget funds and exploring external grants to ensure the sustainability and expansion of specialized training and strategies.
Next Steps & Timeline
• Winter 2023 – ongoing. The Berkeley Police Department will continue to fulfill officer training needs through Fiscal Year 2026; Berkeley PD will have various related CIT, LGBTQ, Bias/Profiling, and FIP-styled training planned for 2024.
STAFFING INVESTMENTS
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WELLNESS PRACTICES
Department Lead: Police
Status Update: In Progress
Overview:
In Phase 2 of the Reimagining Public Safety initiative, the Berkeley Police Department were allocated $50,000 towards enhancing staff wellness services, including Crisis Intervention and Stress Management.
As noted in the Fall 2023 Status Update, upgrades to facilities and the introduction of an immersive group therapy program for trauma recovery were key components (See Appendix A, page 34 of Fall 2023 Report). Additionally, the launch of a mobile app offering anonymous access to a wide range of health and wellness resources underscores the department's dedication to the physical and mental well- being of its officers.
As the initiative moves into Phase 3, staff recommend allocating $50,000 for FY 25 and FY 26 to maintain and expand wellness integration within the force. Moreover, the Assistant to the City Manager is partnering with the Department to actively seek competitive grant funding to support and advance these critical wellness efforts.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022 –
Ongoing
Wellness efforts for FY 2023 included counseling, critical incident stress training, gym updates, and immersive group therapy, evolving in FY 2024 to incorporate an O2X Partnership and wellness apps & resources for first responders.
Ongoing Continued partnerships and efforts towards BPD Wellness Practices for officers.
Fiscal Summary:
Category Amount Source Description of Use
Tier 1
Recommendation $100,000.00 General Fund $50,000 per FY for Wellness Funds.
Considerations:
• L ong -Term Funding Needs: Securing continuous funding for wellness beyond the initial fiscal allocations, will involve both securing stable city budget funds and exploring external grants to ensure the sustainability and expansion of emerging wellness and training needs.
Next Steps & Timeline
• Winter 2023 – ongoing. The Berkeley Police Department will continue to strengthen and expand wellness training and leverage grant opportunities.
STAFFING INVESTMENTS
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VISION ZERO PROGRAM
Department Lead: Pu blic Works D
epartment
Status Update: In Progress
Overview:
In October 2023, the Public Works department hired a Vision Zero Program Coordinator (Associate Planner). As part of the Reimagining Public Safety initiative this new hire aids in implementing the Vision Zero Action Plan, which includes eleven high-priority actions focused on addressing fatal and serious injury collisions in Berkeley, with the goal of eliminating all fatal and serious injury traffic crashes by 2028. The Vision Zero approach focuses on corridor and system-wide design interventions to improve safety for all modes of transportation in Berkeley, focusing only on severe and fatal collisions, and calling for enforcement only where engineering and education efforts have already been implemented. The Vision Zero Action plan calls for an equity evaluation during the upcoming Plan update to identify gaps in safety and collision datasets and develop milestones to address inequities.
Since being hired, the Vision Zero Program Coordinator has helped manage and support safety projects on Vision Zero High Injury Streets, including the Adeline Street Transportation Improvements Project and Alameda County Transportation Commission’s San Pablo Corridor Projects; established monthly meetings with the Berkeley Police Department to discuss collision data and facilitate communication about any gaps necessary for thorough data analysis; and initiated early planning to restart both the Berkeley Vision Zero Coordinating Committee and the upcoming Vision Zero Action Plan update. The Vision Zero Program Manager (Senior Planner) is currently vacant. This position leads the Vision Zero Program and the work of the Vision Zero Program Coordinator (Associate Planner). Recruitment for this position is currently underway with the hope of hiring and onboarding a new Senior Planner by mid- 2024.
For the five-year period
2019 through 2023, there
was an average of four
fatal collisions and 52
severe injury collisions
per year on Berkeley
streets.
By comparison, the 2020
Berkeley Vision Zero
Action Plan reported an
average of two fatal
collisions and 21 severe
injury collisions per year,
for the five-year period
2013 through 2017.
STAFFING INVESTMENTS
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Vision Zero traffic safety interventions may consist of major grant-funded corridor project or smaller- scale Quick Build projects. More information and an update on both strategies can be found below.
S
ince the Fall 2023 update, construction has begun on two grant-funded corridor safety projects on Vision Zero High Injury Streets: the Southside Complete Streets Project, and the Martin Luther King Jr.
Way Vision Zero Quick Build. These safety projects originate fr om City Council adopted plans and
policies, including the Berkeley Bicycle Plan (2017), the Berkeley Pedestrian Plan (2020), and Berkeley’s Transit-First Policy Implementation Plan (2023). Projects based on these plans and policies are developed and implemented by staff in the Transportation and Engineering Divisions of Public Works, including Vision Zero Program and Capital Improvement Projects staff.
Following two serious injury crashes and a fatal injury crash in February 2024, the Vision Zero Rapid Response Protocol was activated. The Vision Zero Rapid Response Protocol was
developed based on a recommendation from the Vision Zero Action Plan that Public Works Transportation staff establish protocols following serious injury and fatal collisions to communicate timely and accurate information and take a data- driven approach to developing safety interventions and projects at crash locations.
In the weeks following a suspected serious injury or fatal collision, Public Works Transportation Division Vision Zero program staff (Vision Zero Program Coordinator (Associate Planner) and Vision Zero Program Manager (Senior Planner, currently vacant)) convenes representatives from the Berkeley Police Department Traffic Unit, Public Works Transportation Division, City Attorney’s Office, and City Manager’s Office Communications Office for a briefing from the Berkeley Police Department about the collision. At this briefing, BPD shares information about crash location, conditions, and contributing factors from its investigation of the collision. This briefing is intended to help Public Works Transportation staff better understand the crash to potentially develop traffic safety interventions at these locations, where warranted.
Following the crash briefing, Public Works staff, including Traffic Engineering and Vision Zero program staff, meets to evaluate and decide whether to implement countermeasures to improve safety at crash locations and prevent future incidents of this type. If staff determine that countermeasures should be implemented, Public Works leadership works with transportation and maintenance staff to determine if interventions can be completed with existing staff and on-call contracts, or if additional steps will be necessary for implementation.
STAFFING INVESTMENTS
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Vision Zero Program staff are in the process of working with the consultants who assisted with the Vision Zero Action Plan to develop a more formalized Quick Build program that would include a design toolkit, recommendations for specific countermeasures, and guidance as to whether near-term quick build and/or longer term grant funded capital project solutions would be effective.
As Reimagining Public Safety moves into Phase 3, staff recommends continuing to fund the Vision Zero Associate Planner role. Additionally, there are funding recommendations for consultant support, and for an FTE that will work within the Fire Department to support Reimagining Public Safety goals and advance programs, projects and policies that will meet the City’s Complete Streets and Vision Zero goals. From 2017-2022, traffic-related trauma in Berkeley resulted in average annual injuries to 490 motorists, 103 cyclists and 101 pedestrians. The substantial toll of traffic-related street trauma in the City requires that the Fire Department expand its traditional response mission to include a “street trauma prevention” component. This builds on the successes of the Department’s fire prevention activities in preventing fire-related injuries and deaths and applies it to the problem of street trauma.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
October 2023 Vision Zero Program Coordinator (Associate Planner) Hired.
January 2024 –
ongoing
In line with the 11 high priority action items identified in key priorities of the Vision Zero Action Plan, the Associate Planner will be supporting the implementation of the programmatic and capital project delivery elements of Vision Zero. Three of the eleven high priority action items include collision analysis as described in the Reimagining Public Safety initiative.
Fall 2023 –
Summer 2024
Martin Luther King Jr Way Vision Zero Quick Build construction.
This project is intended to make transportation safer for all modes of transportation along Martin Luther King Jr. Way, a High Injury Street corridor, implementing goals of the Vision Zero Action Plan.
December 2023 –
Early 2025
Southside Complete Streets Project construction. This is a safety project for all modes of travel, and includes improvements on Bancroft Way (a High-Injury Street), as well as portions of Fulton Street, and Dana Street.
Anticipated
January 2024 –
April 2024
Recruitment for Vision Zero Program Manager (Senior Planner). This position will be responsible for implementing and updating the Vision Zero Action Plan and serve as a project manager for major corridor and “quick build” capital projects on Vision Zero High Injury Streets.
Fiscal Summary:
Category Amount Source Description of Use
Baseline Allocation $377,808.00 General Fund Associate Planner – Vision Zero Program Coordinator.
Tier 1
Recommendation $250,000.00 General Fund $250,000 for FY 25. Consultant Costs – Develop Vision Zero Program Deliverables.
Tier 2
Recommendation $525,622.00 General Fund $262,811 per FY for Program Manager II – Fire.
STAFFING INVESTMENTS
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Considerations:
• Staffing Vacancies. The City Manager issued Off-Agenda memos, November 2022, December 2022, and October 2023, respectively, to update the City Council on the Public Work’s Transportation Division’s staffing and work priorities. o T he Vision Zero Program Manager (Senior Planner) position is currently vacant following the promotion of the former Senior Planner to Principal Planner in August 2023. Recruitment for the Senior Planner position began in January 2024 and closes in mid-March, with anticipated hire by mid-2024.
o S everal key Traffic Engineering positions are currently vacant. This may delay progress on major capital project implementation on High-Injury Streets as this reduces capacity for internal engineering review.
Next Steps & Timeline:
• January 2024 –
ongoing: In 2024, the Vision Zero program anticipates restarting the Vision Zero Coordinating Committee meetings; initiating the three-year update to the Vision Zero Action Plan; continuing to implement and codify the Vision Zero Rapid Response Protocol, restarting development of the Quick Build Program; continuing to support major grant-funded capital projects on Vision Zero High Injury Streets, such as Southside Complete Streets, Adeline Street Transportation Improvements Project, and the Alameda County Transportation Commission San Pablo Avenue Corridor Projects. Progress on Vision Zero high priority projects and programs in 2024 will depend on hiring a new Vision Zero Program Manager (Senior Planner) by mid-2024.
CONSULTANT COSTS
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CONSTULTANT COSTS
BERKEKELY DEPARTMENT OF TRANSPORTATION DEVELOPMENT
Department Lead: Public Works Department
Status Update: In Progress (funding deferred)
Overview:
In the Reimagining Public Safety Initiative's Phase 1, groundwork for the Berkeley Department of Transportation (BerkDOT) was established, focusing on consolidating city transportation functions and emphasizing racial justice in transportation policies. For Fiscal Year 2023, the City allocated $300,000 for BerkDOT's development in Phase 2. The Fall 2023 Status Report revealed challenges, including legislative hurdles like the defeat of California SB-50 Bill and significant staffing shortages in the Public Works Department (See Appendix A, page 37 of Fall 2023 Report). These obstacles, along with the deferral of funding due to the Annual Appropriations Ordinance (AAO) process, have temporarily hindered BerkDOT's progress.
As the initiative progresses into Phase 3, staff are closely evaluating the initiative's timeline, dependencies, and priorities. With detailed assessments, pilot programs, and evaluations underway, staff recommend revisiting funding allocation to a future Fiscal Year for a phased approach towards BerkDOT.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2020 –
ongoing Community Process for BerkDOT Development
Fall 2022 Crossing guards transitioned from the Police to Public Works’ Division of Transportation.
Fall 2022 – 2023 Public Works staffing vacancies memos issued to City Council and community.
Phase 2
(2022-2024)
June 2023 Council referred several Reimagining Tier 1 requests to the Annual Appropriations Ordinance process.
January 2024 Funding for the Department of Community Safety deferred.
Fiscal Summary:
Category Amount Source Description of Use
Tier 3
Recommendation $300,000.00 General Fund $300,000 allocation request future FY.
CONSULTANT COSTS
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Considerations:
• Regulatory Compliance: BerkDOT must strictly adhere to local, state and federal transportation regulations. This includes not just road and transit roles, but also any pertaining to pedestrian zones, bike lanes, and other urban transportation forms. Ensuring compliance will prevent potential legal complications and foster smoother collaboration and state federal agencies.
• Budgetary Limitations: The BerkDOT’s budget is currently deferred. This situation necessitates providing essential project and operations within existing resources. The City must explore innovative solutions and consider alternative funding avenues, such as grants or strategic partnerships.
• Staffing: The Public Works Department is currently facing a staffing shortage, which affects its capacity to meet all operational demands. The Department is actively recruiting to fill vacancies.
It is important to note that with limited personnel, there are competing priorities to manage.
Next Steps & Timeline:
• January 2024 – ongoing: Due to the funding deferment and project timeline, staff suggest categorizing $300,000 as Tier 3, allowing for the completion of dependencies like the Transportation Fines & Fees Analysis. Additionally, this will allow for a phased ramp up for BerkDOT efforts.
CONSULTANT COSTS
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BEHAVIORAL HEALTH, CRISIS RESPONSE, AND CRISIS-RELATED
SERVICES NEEDS AND CAPACITY ASSESSMENTS
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 2, the City of Berkeley allocated $100,000 in Fiscal Year 2023 for assessing service needs related to behavioral health and homelessness, using data from 911, non-911 calls, and other relevant sources since March 2020. In May 2023, the City Council approved additional funds for Resource Development Associates (RDA) to analyze this data, particularly to support the Specialized Care Unit (SCU)'s implementation and evaluation (See Appendix A, page 39 of Fall 2023 Report).
Concurrently, Health, Housing, and Community Services (HHCS) hired a Community Services Specialist II to evaluate crisis response and related services in Berkeley and Alameda County, focusing on identifying system gaps and enhancing programs like the SCU. This work is expected to continue into 2024. The crisis stabilization needs assessment details suggested recommendations on how the city can better strengthen the social safety net for Berkeley residents’ after they experience crisis.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-
2024)
June 2023 Existing contract for SCU program evaluation is amended to add a scope of work for RDA to conduct the crisis needs assessment.
June 2023 –
August 2023 Crisis needs assessment for 911 call planning begins.
August 2023 –
ongoing Data analysis of Computer Aided Dispatch (CAD) calls begins.
August 2023 Community Services Specialist II Hired.
November
2023 - ongoing
RDA refines data request and is working with the City of Berkeley to complete. This refined data request has delayed the timeline of the initial results, but HHCS continues to work closely with RDA and other stakeholders to receive these initial results of the call data and analysis.
January 2024 –
March 2024
After extensive research, initial recommendations for the Crisis Needs Assessment have been drafted. HHCS is working with affected stakeholders to determine any additional gaps and barriers in crisis stabilization service provision.
Anticipated
Spring 2024
Crisis Needs Assessment recommendations pertaining to crisis stabilization reviewed by service utilizers, service providers, community stakeholders, and various city departments whose scope of work may be impacted by the recommendations.
CONSULTANT COSTS
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Fiscal Summary:
Category Amount Source Description of Use
New/Continued
Recommendation TBD To be determined
Pending finalization of the crisis needs
assessment and recommendations to inform call
types that could be diverted to other crisis
resources in Berkeley, including the SCU.
Considerations:
• E xpanding Data Analysis & Dynamic Needs: As the project progresses, there might be a r
ecognition of new data sets essential for comprehensive analysis. • Partner Coordination & Feedback: With multiple partners involved with the different components of the Crisis Needs Assessment, there will be extensive coordination to ensure that all information is gathered to inform these analyses. • Policy Awareness: Staying updated with relevant behavioral health policies and regulations will be key to ensure project success and compliance.
Next Steps & Timeline:
• Fall 2023 – ongoing: The data analysis for the 911 call data continues to be ongoing, as the initial data request was revised to gather more specific data. HHCS expects to receive initial results of the analysis in spring of 2024.
• January 2024 – ongoing: Initial recommendations for crisis stabilization in Berkeley have been drafted and are being vetted with stakeholders. Next steps will include presenting these recommendations based on the analysis and needs assessment to the appropriate policy committees, and city commissions.
CONSULTANT COSTS
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STAFFING ASSESSMENT
Department Lead: Police
Status Update: In Progress
Overview:
Under the Reimagining Public Safety Phase 2 recommendations, the Berkeley Police Department has engaged Citygate Associates for a detailed study of its operations. This study focuses on evaluating the Department's organizational structure, resource allocation, and patrol boundaries. Citygate is tasked with proposing organizational enhancements to improve service to the community, while also considering the morale and well-being of the police staff (See Appendix A, page 41 of Fall 2023 Report).
Preliminary insights from Citygate's analysis endorse the Department's proposal to adjust staffing by incorporating Community Service Officers (CSOs) more robustly into its operational strategy. These findings support the initiative's vision to not only refine the Department's structural and operational dynamics but also to ensure a strategic allocation of personnel. This strategic staffing adjustment aligns with broader goals to optimize police resources and response capabilities, leveraging the diverse skill set of CSOs to complement the work of sworn officers.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2023 The Berkeley Police Department has successfully engaged with Citygate Associates for a comprehensive staffing assessment and workload study.
August 2023 –
ongoing Citygate Staffing Assessment Tasks 1 & 2.
Fall 2023 Stakeholder Interviews and Community Survey.
Anticipated
November 2023 –
December 2023
Review of Organizational Functions and Workload.
Fiscal Summary:
Category Amount Source Description of Use
New/Continued
Recommendation TBD To be determined Pending finalization of the staffing assessment and recommendations.
Considerations:
• S ustainable Funding: Long-term sustainability of any staffing or operational enhancements will require careful budget planning, including identifying sources of funding.
Next Steps and Timelines:
• January 2024 – ongoing: Citygate’s workload study will take approximately nine months and consists of 6 key tasks outlined in the contract and anticipate presenting findings and recommendations at the Fall 2024 RPS Status Update.
CONSULTANT COSTS
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TRANSPORTATION FINES & FEES ANALYSIS
Department Lead: City Manager’s Office
Status Update: In Progress (anticipated carryforward request) Overview:
Under Phase 2 of the Reimagining Public Safety initiative, the City Council allocated $150,000 in Fiscal Year 2023 to review and propose amendments for the City of Berkeley's Municipal Code. This effort aims to enhance equity and racial justice within the city's transportation fines and fees system and to consider civilian enforcement for certain Municipal Code violations (detailed in Companion Appendix T, pages 3259-3264). The Fall 2023 Status Report identified delays in several deliverables, including this analysis, due to funding deferral in the Annual Appropriations Ordinance (AAO) process (See Appendix A, page 42 of Fall 2023 Report). Funding was subsequently released in January 2024, following approval by the Mayor and City Council.
A Steering Committee, coordinated by the Assistant to the City Manager and comprising representatives from the City Attorney’s Office, the City Manager’s Office (including the Hearing Officer and DEI Officer), and the Public Works Transportation Division, was established to oversee the Request for Proposals (RFP) Design and Process. The issuance of the RFP is now scheduled for Summer 2024, owing to an extended council recess.
As the initiative transitions into Phase 3, staff recommend that the allocated funds be carried forward into Fiscal Year 2025. This recommendation is crucial for maintaining the project's continuity and ensuring that the City of Berkeley can effectively pursue its objectives of promoting equity and racial justice through the reassessment of transportation fines and fees. This proactive approach underscores the city's commitment to reevaluating and reforming municipal practices to support a more equitable community environment.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 City Council referred several Reimagining Tier 1 requests to the Annual Appropriations Ordinance process.
January 2024 Funding for the Transportation Fines & Fees Analysis was released.
Anticipated
Spring 2024
RFP Design and Process.
Anticipated
Summer 2024
RFP Call for Bidders is expected to be published.
Fiscal Summary:
Category Amount Source Description of Use
Anticipated
Carryforward
Recommendation
$150,000.00 General Fund $150,000 carryforward for FY 25.
CONSULTANT COSTS
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Considerations:
• Legislative Constraints and Compliance: Navigating legislative hurdles is paramount to ensure that proposed amendments to the Berkeley Municipal Code enhance equity and racial justice within the transportation fines and fees system while remaining compliant with existing laws. This consideration is crucial for achieving the initiative's objectives without legal impediments.
• Effective Utilization of Allocated Funds: With $150,000 allocated for Fiscal Year 2023 and plans to carry forward into FY 2025, managing these funds judiciously is essential. Strategic budgeting and oversight will ensure the project's goals are met efficiently, maintaining momentum and achieving impactful outcomes within the set financial parameters.
Next Steps & Timeline:
• January 2024 – ongoing: With funding now released, the immediate focus is on finalizing the RFP for the Transportation Fines & Fees Analysis, scheduled to be posted in Summer 2024. Staff will recommend the carryforward of allocated funds into FY 2025, ensuring that the project's momentum is maintained.
DEPARTMENT OF COMMUNITY SAFETY DESIGN AND
IMPLEMENTATION
Department Lead: City Manager’s Office
Status Update: To Be Initiated (project deferred)
Overview:
As a Phase 2 item in the Reimagining Public Safety initiative, $250,000 was initially allocated for Fiscal Year 2024 to support a design process for the creation of a Department of Community Safety. The Fall 2023 Status Report brought to light an important issue: several deliverables within the Reimagining Public Safety initiative, including the creation of the Department of Community Safety, have yet to be initiated (See Appendix A, page 43 of Fall 2023 Report). The postponement of efforts to establish the Department of Community Safety arises from concerns regarding the implementation timeline's feasibility, as well as the need to reallocate funding to existing city services and to address council referrals, in accordance with the Annual Appropriations Ordinance (AAO) process.
As the initiative moves into Phase 3, the City of Berkeley recognizes the importance of prioritizing the advancement of other critical areas within the Reimagining Public Safety initiative before proceeding with the establishment of the Department of Community Safety. This strategic recommendation is based on a thorough review of the general implementation timeline, including the specific timelines for assessments, pilots, and evaluations. To ensure a strategic and judicious use of resources, staff advise revisiting allocating funding for the Department of Community Safety to Phase 4. This approach will allow the city to focus on immediate priorities within the Reimagining Public Safety initiative while planning for future developments in a manner that aligns with the initiative's comprehensive goals.
CONSULTANT COSTS
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Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 Council referred several Reimagining Tier 1 requests to the Annual Appropriations Ordinance process.
January 2024 Funding for the Department of Community Safety deferred.
Fiscal Summary:
Category Amount Source Description of Use
Long Term
Phase 4
Recommendation
$250,000.00 General Fund $250,000 allocation for future FY to support design of Department of Community Safety.
Considerations:
• S trategic Allocation of Resources: The project deferral and reallocation of the $250,000 allocation intended for the design of the Department of Community Safety for Ph ase 4
emphasizes the critical need for strategic and judicious management of financial resources. The City of Berkeley must ensure that such funding is aligned with both the immediate and long-term goals of the Reimagining Public Safety initiative. It is proposed that the funding allocation for Fiscal Year 2026, allowing for a prioritized and financially responsible approach to initiative planning and execution.
• Staffing and Legislative Compliance: Adequate staffing and compliance with legislative mandates are crucial for the Department of Community Safety's success. This entails recruiting and training skilled personnel for the department's effective operation and ensuring all activities are legally compliant. The City of Berkeley will carefully consider any needed legislative changes or policy adjustments to support the initiative. Addressing staffing needs and legislative compliance is essential to equip the department for its mission within a set timeline.
Next Steps & Timeline:
January 2024 – ongoing: Staff recommends revisiting the funding allocation for Phase 4 concerning the design and establishment of the Department of Community Safety.
CONSULTANT COSTS
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DISPATCH NEEDS ASSESSMENT
Department Lead: Fire Department
Status Update: In Progress
Overview:
As the City moves forward in implementing a plan to evolve and elevate its dispatch system, it's crucial to understand the ongoing enhancements and challenges facing the City's Dispatch Center, a critical hub for police, fire, and emergency medical services (EMS). The center's complex operations echo those of an air traffic control center, where dispatchers handle emergency calls, collect vital information, and coordinate responses using a Computer Aided Dispatch (CAD) system. The Berkeley Fire Department is focused on elevating these services. They aim to implement systematic emergency call triage, provide pre-arrival instructions, and deploy alternative response units like mobile health or the Specialized Care Unit. These enhancements are in line with regional standards and require substantial investment for realization.
The Mayor's phased Reimagining Public Safety initiative, particularly its Phase 1, concentrated on developing the Dispatch Needs Assessment (DNA) and engaging stakeholders. As noted in the Fall 2023 RPS Status Report, with additional funding in Fiscal Year 2023, the focus shifted to DNA redesign as part of Phase 2 (See Appendix A, page 44 of Fall 2023 Report). The initial assessment by proposed a staffing model, facility improvements, and protocols supporting alternative response models and emergency medical dispatch. However, considering the significance of these recommendations and their long-term impact, the Department sought additional subject matter experts (SME) to validate the findings and recommendations of the needs assessment from October 2022. Upon obtaining additional call data and reanalyzing current and recommended models, these SMEs provided an alternative perspective on several key areas: the staffing model, dispatch protocols, alternatives for low-acuity calls, dispatch workflow, and tiered dispatch.
As the Reimagining Public Safety Initiative moves into Phase 3, the validation process aims to ensure that the recommendations are practical, economically viable, and reflective of industry challenges. This crucial step underscores the Department's commitment to informed, effective decision-making and sets the stage for further progress in the following phases of the initiative.
CONSULTANT COSTS
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Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
Winter 2021 –
Fall 2022 Completion of the RFP process and Stage One of the assessment.
Phase 2
(2022-2024)
November 2022 –
May 2023 Completion of the initial needs assessment.
Fall 2023 Development of Validation Scope and Vendor Selection.
Fall 2023 –
Winter 2024
BFD funded Validation Report with Measure FF Funds. The Validation began in November and finished in end of March.
Anticipated
Spring 2024
Completion of the Assessment Validation Report and staff presentations
Anticipated
Spring 2024
Anticipated discussions with City project stakeholders to determine future actions for the DNA. Following these discussions, BFD plans to issue an RFP for ongoing subject matter expert (SME) support and the implementation of changes, subject to budget approval and determination of next steps.
Fiscal Summary:
Category Amount Source Description of Use
Allocation
$95,000.00 Grant Funding $95,000 for FY21 for Initial Needs Assessment Report.
$20,000.00 Measure FF Fund $20,000 for FY24 for Validation Report. $200,000.00 Measure FF Fund $200,000 to support a portion of the Reports and Implementation.
New/Continued
Recommendation TBD To be determined
$196,626,70 from the remaining have been
encumbered and will be designated for use in FY
2025. This amount will support the
implementation efforts arising from the findings
and recommendations of the needs assessment
and validation reports.
Considerations:
• S taffing. Through FY 23 the Fire Department experienced significant and ongoing recruitment and hiring challenges resulting from the global pandemic, the Office of the Fire Chief has struggled to fulfill community needs through day-to-day operations, strategic planning efforts, and project and program management. The most significant challenges surround overseeing operational and programmatic priorities due to short staffing. The Department is working diligently to reorganize its operations to support current and future staff and staffing needs. • Unanticipated Delays. Initially, the Department challenged the conclusions of the first needs assessment, citing a disconnect with our localized operational knowledge. The report had been crafted following a standard collection of call data from Berkeley’s Emergency Communication Center (ECC), leading to a proposed staffing model built upon those findings. However, given the significant implications of the recommended changes, leadership made the decision to pursue a validation study. The second group of consultants introduced a new perspective and a
CONSULTANT COSTS
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different approach to their analysis, delving deeper into the data collection process by dissecting both the manner in which calls were received and their categorization. The pivotal difference was in the discovery that while existing industry standards dictated specific call-handling protocols for ECCs and dispatchers, the initial study focused on managing call volumes with staff. The validation study looked at methods to optimize workflow to alleviate the burden on staff. This critical and nuanced insight is set to enhance the City's efficiency and simplify the process of implementing necessary changes and upgrades to the ECC. The requirement for this validation study, coupled with the overall availability of contractors, has resulted in a 14-month delay.
• F
acilities Space. O
ne of the primary challenges and considerations that may inhibit implementation of Stage II of the Dispatch Needs Assessment is securing an appropriate facility space for the center. There is not enough space for the needed expansion of the Dispatch Center in the Public Safety Building before the Fire Department moves to an independent headquarters facility. Identifying and obtaining the appropriate amount of space to house dispatcher workstations is vital for the successful rollout and operation of the project. Ensuring the space meets the specific requirements and standards, both in terms of functionality and accessibility, is paramount and current configuration of the Public Safety Building will need to be adjusted to accommodate a modern and expended dispatch center. • Budget. Stage 1 of this project was funded through HHCS grant funds. Subsequent activities, including the Validation Report and the planning phase for implementation, have been financed by Measure FF funding. Measure FF is anticipated to cover certain one-time expenses involved in the implementation of the DNA recommendations. However, for recommendations entailing ongoing expenses, securing additional funds will necessitate the City Council's approval and allocation.
Next Steps & Timeline:
• Winter 2023 – ongoing: The validation report has resulted in high-level strategic recommendations for an implementation plan. Yet, the development of a more comprehensive implementation plan awaits the City's determination of its preferred direction, and the identification of which recommendations are practical for adoption. These critical decisions are anticipated in the near future. Despite the specifics of the recommendations or the timeline for decision-making, the City's need for continued contractor support to enhance various technology and workflow processes remains unabated. The Berkeley Fire Department team is actively working on preparing a Request for Proposal (RFP) to secure this vital support. Upon finalizing the budget and implementation strategies, the appointed consultant will be charged with devising a strategic plan for phased implementation, projected to span 5 to 10 years.
COMMUNITY INVESTMENTS
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COMMUNITY INVESTMENTS
VIOLENCE PREVENTION
VIOLENCE PREVENTION AND YOUTH SERVICES
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 2 of the Reimagining Public Safety initiative, the City of Berkeley has focused on community investments, with significant funding allocated to two Community-Based Organizations (CBOs) (See Appendix A, page 48 of Fall 2023 Report). McGee Avenue Baptist Church Center for Food, Faith, and Justice has been granted $50,000 to support its "Voices Against Violence" youth campaign. This initiative is part of the City's broader efforts to enhance community safety and enrichment. "Voices Against Violence (VAV)” is a Black-led Berkeley-based program committed to justice, equity, and violence prevention. “Voices Against Violence” serves middle and high school students through weekly workshops ranging from violence prevention, identity formation, diversity training, art expression, urban gardening, and healthy living. Participants receive merit-based stipends for attendance, participation, and community service projects, along with weekly meals to provide food resources identified as a need for participants early in the program. The funds have enabled McGee-CFFJ to build upon their established successes and expand their efforts in serving Berkeley's most vulnerable youth and families. Additionally, the “Voices Against Violence” program is able to have an even greater reach by leveraging McGee-CFFJ programming such as the Urban Garden, Culinary Arts and Technology Program, and Soulful Parenting Support Initiative.
Additionally, Berkeley Youth Alternatives (BYA) received $160,000, with $125,000 earmarked for their Counseling Center, which provides essential support services, and $35,000 allocated for the Summer Jam Day Camp. These funds aim to strengthen the community by supporting key programs that contribute to the wellbeing of Berkeley youth, and, therefore, improve the overall safety of Berkeley.
One highlight includes the successful implementation of the Summer Jam Day Camp for children aged 6 to 12 years. The camp operated from 10 a.m. to 4 p.m., with an aftercare service available until 6 p.m. It consisted of four 2-week sessions, each priced at $200, with scholarships available on a sliding scale. Out of 30 participants, 18 students received scholarships, indicating the program's accessibility and community support. The majority of the children attended the entire duration of the camp. The camp offered a comprehensive array of activities designed to promote health, creativity, and personal development. These included swimming, nutrition and gardening lessons, music, sports and games, photography, cooking classes, and separate groups for girls and boys led by counselors. Educational programs focused on literacy development were provided in collaboration with the U.C. Berkeley Public Service Center’s BUILD college student mentors. Campers also participated in lawn bowling and community service visits to the elderly.
COMMUNITY INVESTMENTS
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In addition, Reimagining Public Safety
funds supported the BYA Counseling
Center over the past year. This funding
enabled BYA to serve more youth and
families who do not have Medicare or
private insurance. The funding was also
used to provide incentives to counseling
staff, particularly graduate student interns.
The funding allowed BYA to hire a new
staff member who focused on supporting
students who are enrolled in the BYA
Afterschool Center and in need of mental
health and wellness support. This past
summer, BYA launched therapy groups
for young people focused on resilience
and positive social relationships. The
counseling groups were open to all
students in BYA’s summer programs. As appropriate, students were invited to co-enroll in BYA’s individual counseling program to address deeper issues that emerged in group sessions.
In light of these successes and moving towards Phase 3 of the Reimagining Public Safety initiative, staff recommend continuing to support violence prevention efforts in Fiscal Year 25-26. This approach is expected to create synergies and opportunities in alignment with the city-wide violence prevention efforts, fostering a holistic strategy for community safety and enrichment.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022- June 2023 Funds allocated to CBOs
Fall 2023 – June 2024 Funds continued allocation to CBOs through FY 24.
Fiscal Summary:
Category Amount Source Description of Use
Tier 1
Recommendation $420,000.00 General Fund
To support Voices Against Violence initiative
from McGee Ave. Baptist Church ($50,000) and
BYA ($160,000: $125,000 to support their
counseling center and $35,000 for the Summer
Jam Day Camp).
Next Steps & Timeline
• J anuary 2024 –
ongoing: The City will continue to allocate funds to McGee Avenue Baptist Church and Berkeley Youth Alternatives corresponding to their programmatic expenditures through the end of Fiscal Year 2024, which ends on June 30, 2024.
COMMUNITY INVESTMENTS
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GUN VIOLENCE PREVENTION (BERKELEY CEASEFIRE)
Department Lead: City Manager’s Office
Status Update: In Progress (anticipated carryover request) Overview:
As noted in the Fall 2023 Status Report, Phase 1 placed a significant emphasis on involving community and expert engagement (See Appendix A, page 49 of Fall 2023 Report). As the project progressed into Phase 2, the City allocated $1 million in the FY 2023 and FY 2024 budget ($2M total) to directly confront the rising issue of gun violence.
The completion of the Gun Violence Prevention (GVP) report in the summer of 2023 marked a pivotal moment, with preliminary analyses and findings subsequently shared with the Chief of Police, the City Manager's Office, and presented to the City Council and community on January 23, 2024. A comprehensive, four-pronged strategy was unanimously approved, emphasizing: 1) place-based interventions in areas experiencing increased shootings, 2) direct engagement with at-risk individuals through custom notifications, 3) street outreach, and 4) the provision of robust social services.
Following this strategic direction, the Assistant to the City Manager collaborated with internal staff and subject matter experts to plan the next steps and RFP processes specific to Berkeley’s Gun Violence Intervention and Prevention program. This initiative, striving for a 10% reduction in gun violence incidents, harmonizes community engagement, strategic partnerships with internal city departments and external organizations, expertise from field experts, and empirically-based methods. Overseen by the City Manager's Office, the initiative is in the process of inviting proposals for the strategic design and implementation of the program's crucial elements—custom notifications and stre et outreach.
Launched in March 2024, the Request for Proposals (RFP) sets the groundwork for a comprehensive selection process, supported by a steering committee consisting of both internal and external stakeholders (See Appendix E for RFP). This step signifies the project's transition into Phase 3, a phase where the team anticipates finalizing a contract by the early summer, aiming for the official launch of the Gun Violence Intervention and Prevention program by early fall of 2024. Staff recommend a carryforward of unspent funds into FY 25-26 budget.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
Spring/Summer
2022 Community Process and Budget Allocation.
Phase 2
(2022-2024)
Summer 2023 GVP Report complete. Assistant to the City Manager – Reimagining Public Safety Project Coordinator hired.
January 2024 Comprehensive RPS update to City Council. Research and stakeholder engagement for next steps and RFP process.
Anticipated
Spring 2024 RFP launch and bidding process.
Anticipated
Summer 2024
Selection complete and contract finalized.
COMMUNITY INVESTMENTS
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Fiscal Summary:
Category Amount Source Description of Use
Anticipated
Carryforward
Recommendation
$2,000,000.00 General Funds
$2,000,000 carryforward for FY 25 & 26 for Gun
Violence Intervention and Prevention Program
(Ceasefire).
Considerations:
• C BO/Staffing Recruitment: The current recruitment landscape presents its own set of challenges. Staffing up qualified organizations/individuals for this program may face prolonged
lead times in recruitment. Beyond initial recruitment, the essential training required to ensure the efficacy of the GVP launch may further extend lead times.
Next Steps & Timeline:
• January 2024 – ongoing: Request for Proposals (RFP) process is anticipated to be in progress.
Any funds uncommitted during this period will be requested to carry forward into Fiscal Year 2025-2026.
COMMUNITY INVESTMENTS
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PUBLIC SAFETY/CRIME PREVENTION FOR WOMEN AND OLDER
PERSONS
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
The recommendation on public safety and crime prevention for women was presented to, and accepted by, the City Council in February of 2024 (See Appendix F for COSOW Item). These recommendations include a comprehensive strategy composed of the following elements:
• Data-Driven Approach: Collaboration with the Berkeley Police to identify critical areas and optimal times for safety escorts, aimed at enhancing protection for women based on identified risks.
• Community Forum: Organization of a city-wide hybrid safety forum targeted specifically at women, with a focus on engaging older women, to be led by the Berkeley Police Department. • Community Ambassadors: Deployment of ambassador-led safety escorts in business districts and nearby residential areas to improve security. • Safety Escorts: Establishment of a safety escort program inspired by the 2003 Respect-BART initiative.
• Ride-share Program: Exploration of the expansion of the Go-Go Grandparent program to provide safer transportation options for women, including potential cost-sharing solutions and modifications for ensuring safe arrivals, pending Council budget review.
In April 2024, staff presented preliminary data and findings to the Commission on the Status of Women and received feedback to inform next steps and further direction (See Appendix G for Presentation Materials). Recognizing the need for a meticulous and diligent approach, there is ongoing engagement with stakeholders to better understand the phased rollout and prioritization of these recommendations.
Through data analysis and identification of needs, the goal is to pinpoint areas requiring immediate attention. As the Reimagining Public Safety Initiative advances into Phase 3, staff recommend allocating $250,000 for FY 2025 to support the phased rollout of these programs.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
February 2024 Recommendation approved by City Council.
Spring 2024 Preliminary research and data. Presentation to the Commission on the Status of Women.
Anticipated
Spring 2024 –
ongoing
Ongoing research and stakeholder engagement to refine the scope, timeline, and budget, leveraging grants, and prioritizing actions based on data-driven needs analysis.
COMMUNITY INVESTMENTS
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Fiscal Summary:
Category Amount Source Description of Use
Tier 2
Recommendation $250,000.00 General Fund
$250,000 allocation for FY 25. To support
phased roll out of recommendations addressing
public safety/crime prevention for women and
older persons.
Considerations:
• S takeholder Coordination, Compliance and Budget : A primary challenge for this referral is the coordination between multiple city departments and compliance with legal and regulatory standards. Ensuring that all parts of the initiative align with current laws and city ordinances while effectively collaborating across various sectors can complicate timelines and require additional resources for thorough legal reviews. The c
urrent lack of a dedicated budget to
explore and consider these recommendations complicates the implementation of the project, necessitating very careful resource management and possibly seeking external funding sources, such as grant opportunities, to support the initiative.
Next Steps & Timeline:
• Spring 2024 – ongoing: Ongoing research and stakeholder engagement to refine the scope, timeline, and budget, leveraging grants, and prioritizing actions based on data-driven needs analysis.
COMMUNITY INVESTMENTS
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ALTERNATIVES TO SANCTIONS/FINES
HEARING OFFICER-A LTERNATIVES TO SANCTIONS/
FINES
Department Lead: Public Works Department
Status Update: In Progress (project deferred)
Overview:
Under Phase 2, the City allocated $150,000 for Fiscal Year 2024 to improve hearing officer resources.
This funding is designated for referring individuals to community and social services for minor infractions, such as parking violations. However, as noted in the Fall 2023 update, the launch of several Reimagining Public Safety deliverables are pending due to funding deferral (See Appendix A, page 51 of Fall 2023 Report). As the initiative transitions into Phase 3, the City of Berkeley acknowledges the need to prioritize the development of other crucial dependencies within the initiative, such as the Transportation Fines & Fees Analysis is currently in progress. This strategic direction, informed by the overall implementation timeline—suggests allocation these funds to Phase 4.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 Council referred several Reimagining Tier 1 requests to the Annual Appropriations Ordinance process.
January 2024 Project for Expanding Hearing Officer Resources/Alternative to Sanctions/Fines deferred.
Fiscal Summary:
Category Amount Source Description of Use
Long Term
Phase 4
Recommendation
$150,000.00 General Fund $150,000 allocation for future FY.
Considerations:
• S trategic Allocation of Resources and Implementation Timeline: The project deferral for Fiscal Year 2024 underscores the necessity of strategically reassessing the project's timeline and resource management, particularly considering dependencies. The City is charged with aligning this funding with the phased goals of the Initiative, striking a careful balance between immediate needs and long-term objectives.
N
ext Steps & Timeline:
• January 2024 – ongoing: Due to the project deferral and funding reallocation to existing city services and council referrals, staff recommend revisiting fund allocation in Phase 4.
COMMUNITY INVESTMENTS
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EXPAND DOWNTOWN STREETS TEAMS
Department Lead: Public Works D epartment
Status Update: In Progress (anticipated carryforward request) Overview:
In Phase 2, the City allocated $50,000 for Fiscal Year 2024 to enhance the contract with Downtown Streets Team (DST). This decision, formalized through City Council Resolution No. 70, 394-N.S on May 31, 2022, enabled negotiations for new pricing, terms, and expanded services under DST’s Clean Cities Program. The program includes hand sweeping, leaf and litter removal, graffiti abatement, and poster removal in various commercial districts. The Public Works Department has entered a new contract with DST, effective June 27, 2023. This contract continues DST’s involvement in city maintenance activities, including sweeping, graffiti and litter removal, poster removal, and volunteer work programs. The Fall 2023 Status Report identified delays in several deliverables, including the DST contract’s expansion to include DST as a placement for low-level violations, due to funding deferral in the Annual Appropriations Ordinance (AAO) process (See Appendix A, page 52 of Fall 2023 Report). Funding was subsequently released in January 2024, following approval by the Mayor and City Council.
As the initiative transitions into Phase 3, staff are requesting a carryforward of funds to allow for time for expanding the scope of the DST contract to fulfill this recommendation.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 City Council referred several Reimagining Tier 1 requests to the Annual Appropriations Ordinance process.
January 2024 Funding for the Transportation Fines & Fees Analysis was released.
Anticipated
Summer 2024 Downtown Streets Team (DST) Contract Expansion.
Fiscal Summary:
Category Amount Source Description of Use
Anticipated
Carryforward
Recommendation
$50,000.00 General Fund $50,000 carryforward for FY 25.
Considerations:
• F unding : While the current phase of the project is supported by a one-time allocation, future expansions or enhancements will require careful financial planning.
Next Steps & Timeline:
• January 2024 –
ongoing: Staff will recommend the carryforward of allocated funds into FY 2025, ensuring that the project's momentum is maintained.
COMMUNITY INVESTMENTS
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COMMUNITY MENTAL HEALTH, BEHAVIORAL, AND
CRISIS RESPONSE
COMMUNITY CRISIS RESPONSE SERVICES (BRIDGE SERVICES)
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 1 of Berkeley's Reimagining Public Safety initiative, the city developed the Specialized Care Unit (SCU) to assist individuals in mental health or substance abuse crises without police involvement. To support this, the City Council allocated $1.2 million from the FY 2022 budget for Community Crisis Response (CCR) services, also known as "Bridge Services." The city issued a Request for Proposals to community-based organizations for these services. Peer Wellness Collective, formerly Alameda County Network of Mental Health Clients, Options Recovery, and Women’s Daytime Drop-in Center were selected to provide expanded peer support, substance use disorder interventions, and enhanced mental health care services, respectively (See Appendix A, page 53 of Fall 2023 Report).
These contracts, launched in Spring 2022 and extended through the end of December 2023 are meant to provide a wide array of crisis services to Berkeley community members as the SCU began operations.
Now that the SCU began operations in September 2023, the Community Crisis Response services contracts are winding down. The Peer Wellness Collective contract ended in December 2023, Options Recovery Services ended in February 2024, and the Women’s Daytime Drop-In Center contract will end in June 2024.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2021
City Council approves to allocate $1,200,000 from the FY 2022 budget, sourced from the American Rescue Plan, to fund the Community Crisis Response (CCR) services.
Summer 2021 RFP Process initiated.
November 2021
Consent item issued to adopt three Resolutions authorizing the City Manager to execute contracts and any amendments or extensions with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center for Community Crisis Response Services, in an amount not to exceed $1,200,000.
Spring 2022 –
Winter 2022
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center initiated.
Phase 2
(2022-2024)
Spring 2023 –
June 2024
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center renewed/amended, while the SCU will continue to hire and train staff to build toward 24/7 operations.
COMMUNITY INVESTMENTS
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Fiscal Summary:
Category Amount Source Description of Use
Allocation $1,787,517.11 American
Rescue Plan Act
This includes the initial $1,200,000 allocated in
July 2021 to support the Community Crisis
Response Services. Additional funds were added
to continue the Bridge Services through the end
of June 2024 to provide a complete “bridge to
SCU” as the SCU continued to hire and train
staff.
Next Steps & Timeline:
• Fall 2023 – December 2023: HHCS continued partnership with Peer Wellness Collective, formerly Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center for Community Crisis Response Services, while the SCU will continue to hire and train staff to build toward 24/7 operations.
The Peer Wellness Collective contract expired and program concluded at the end of December 2023.
• February 2024 – June 2024: Options Recovery Services will conclude their Community Crisis Response “Bridge Services” contract at the end of February 2024. Women’s Daytime Drop-In Center will continue their contract through the end of June 2024. Community Crisis Response Services contracts expiring and programs concluding is in line with the intent to be a “bridge to the SCU.”
YOUTH PEERS MENTAL HEALTH, BEHAVIORAL, AND CRISIS RESPONSE Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In response to student-led concerns about the scarcity of school resources for mental health and wellness support, the City of Berkeley, in collaboration with the Berkeley Unified School District (BUSD), inaugurated the Wellness Center at Berkeley High School with a soft opening at the start of the 2023-24 school year and a grand opening on December 2, 2023 (See Appendix A, page 55 of Fall 2023 Report). The mission of the Berkeley High School Wellness Center is to provide a space on campus where all students can reset, recharge and make connections. As of early March 2024, the Center reported a total of 598 student visits. A report on the first semester of services indicated that: 39% of students who visited the Wellness Center said they were experiencing academic stress/concerns, 35% said they were stressed or anxious, and 9% they felt sad or depressed. The remainder of students cited that the reasons for visiting the center were due to relationship issues, bullying, other reasons or they preferred not to say. African American/Black students accounted for half of the visits and Latinx students for 20%, indicating that the Wellness Center is being accessed by racially/ethnically diverse population of students.
COMMUNITY INVESTMENTS
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The Center offers a variety of services including self-directed activities (such as simply sitting to take a break, journaling/coloring, and using theraputty/kinesthetic materials). The Wellness Center also offers wellness groups, check-ins with adults or peer mentors, and referrals to external services, addressing key student concerns such as academic stress (30%) and stress or anxiety (31%). Wellness Center staff have been trained to serve as a Crisis Response Team. City of Berkeley Health Center staff have helped lead the development and implementation of the Wellness Center and are guiding the Center’s development, including supporting referrals for mental health counseling from the Wellness Center team.
The Wellness Center is staffed by a dedicated team of BUSD staff, including a full-t ime coordinator
funded through the City's $350,000 investment, two Restorative Justice Coordinators, and a staff member tasked with supporting the youth peer-mental health team and other program areas. This initiative is a testament to the City's commitment to enhancing community mental health and well- being
as part of the broader Reimagining Public Safety Initiative’s Phase 2 Community Investments. The establishment of the Center marks a pivotal step in offering students a place to self-regulate and improve self-awareness. Preliminary plans are underway for a satellite Wellness Center at Berkeley Technology Academy. The effectiveness of the Wellness Center will be evaluated in its first formal assessment starting July 2024, with findings to be reported to the Health, Housing, and Community Services department.
Given the Wellness Center's significant impact on student mental health and well-being, and that the coordinator position is funded through end of FY 2026, staff recommend continued funding of $350,000 for Phase 4 of the initiative. This request is supported by the Center's vital role in addressing critical student needs and its alignment with the City's ongoing efforts to enhance community safety and well- being.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Summer 2023 Mental Health Wellness Coordinator Hired.
August 2023 Wellness Center Refurbishing and Soft Opening.
Fall 2023 –
ongoing
BUSD - HHCS Collaboration Meeting.
Outreach activities.
Preliminary Wellness Center activity and services offered Winter 2023 BHS Wellness Center Grand Opening.
November 2023 BUSD submits project evaluation plan to HHCS.
Anticipated
July 2024
Evaluation #1 due to HHCS (for the period of June 26, July 15, 2024 2023 - June 30, 2024).
Considerations:
• Coordination with the Berkeley High School Health Center: The BHS Health Center, operated by the mental health and public health divisions of HHCS, continues to provide first aid, mental health, youth development, and reproductive and sexual health services to students
COMMUNITY INVESTMENTS
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on campus. As Wellness Center services are largely preventive in nature, and Wellness Center and Health Center staff will coordinate as needed to support the unique needs of students. • E xpansion of Programming: Building upon the foundation of preventive and supportive services, there is a strategic plan to expand the Wellness Center's programming. This development aims to encompass a wider array of workshops, group activities, and individual support services tailored to the evolving needs of the student body. • Formation of a Crisis Response Team: To address the need for prompt support during emergencies, plans include forming a crisis response team at the Wellness Center. This team will specialize in managing mental health crises and other emergencies, providing immediate intervention and support.
Fiscal Summary:
Category Amount Source Description of Use
Long Term
Phase 4
Recommendation
$350,000.00 General Fund $175,000 per FY for coordinator position at BHS Mental Health Center.
Next Steps & Timelines:
• J anuary 2024 –
ongoing: BUSD will submit a project evaluation plan to HHCS. Evaluation #1 will be delivered to HHCS July 2024. Staff recommend continued funding of $350,000 for Phase 4 to support the expansion of the BHS Wellness Center.
COMMUNITY INVESTMENTS
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RESPITE FROM GENDER VIOLENCE
RESPITE FROM GENDER VIOLENCE
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
The Health, Housing, and Community Services (HHCS) Department has initiated a strategic effort to conduct a systems analysis concerning respite from gender violence and its intersections with other pertinent crisis response systems. As noted in the Fall 2023 Status report, the purpose is to increase the community’s knowledge about respite resources, understand the strengths and challenges of the current system, and to identify gaps that can be addressed (See Appendix A, page 56 of Fall 2023 Report). To facilitate this, a temporary Community Services Specialist II was hired in August 2023 to lead the process. Additional resources will be identified to fill service gaps. Through engagement with impacted communities, service providers, City department leaders and commissions, HHCS has developed draft policy recommendations which focus on best practices in the areas of Inter-Personal, Intimate Partner, Domestic and Gender-Based Violence (See Appendix G for Presentation Materials). These drafted recommendations are currently being reviewed for feedback by key stakeholder groups in Berkeley, including various City departments as well as commissions such as the Commission on the Status of Women. Considered drafted domestic violence recommendations touch the following areas of work:
1. Financial independence for survivors,
2. Expansion of the Specialized Care Unit scope of work to include appropriate domestic disturbance interventions and calls for service,
3. City investment in Restorative Justice circle work as an alternative to court intervention
4. City investment in trauma-informed, non-carceral crisis response,
5. City investment in accessible and informational DV resource document available in a variety of languages.
Parallel to this initiative the Commission on the Status of Women (COSOW) put forth recommendations related to Public Safety and Crime Prevention for Women (See Appendix F for COSOW Item). The Assistant to the City Manager will work across departments to identify synergies between the recommendations concerning domestic and gender-based violence and those related to public safety and crime prevention for women.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
August 2023 Temporary Community Services Specialist II Hired.
October –
November 2023
Preliminary steps of research to identify resources available at the local, state, and federal level.
December 2023
Continued research and evaluation to identify resources available based on best practices. Best practices designed for and by survivors of domestic violence nation-wide.
COMMUNITY INVESTMENTS
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January – April
2024
Community-based needs assessment to determine alignment between researched best practices and local survivors’
experience.
January – April
2024
Internal-external stakeholder meetings with service providers, city departments, the Commission on the Status of Women and the Mental Health Commission.
Fiscal Summary:
Category Amount Source Description of Use
New/Continued
Recommendation TBD To be determined
Pending agreement and finalization of the
recommended policy activities, HHCS will
explore grants to support and fund relevant
programs.
Considerations:
• C
ommunity Collaboration: Prioritizing insights from community partners ensure that the policy evolution remains responsive to the lived experience, policy needs, and priorities of survivor communities.
Next Steps & Timelines:
• Winter 2024: The Health, Housing, and Community Services Department continues research and evaluation to identify resources available based on the needs of the community.
COMMUNITY INVESTMENTS
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LANGUAGE EQUITY
LANGUAGE EQUITY
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
In Phase 2 of the Reimagining Public Safety initiative, the City Council allocated $15,000 for Fiscal Year 2023 to support the publishing of victim resources in plain and multiple languages and printed and digital format. This investment aims to expand accessibility, ensuring that vital information and support services are available to all community members, including those with limited English proficiency and low literacy levels. This initiative aligns with recommendations from the Reimagining Public Safety Task Force Report (See Appendix A, page 57 of Fall 2023 Report).
For 2024, following the approval of carryover funds via the AAO process, the Assistant to the City Manager began preliminary coordination with the Health, Housing, and Community Services Department. The Community Services Specialist, focusing on gender violence respite work, will lead this effort and co-manage the translation and publishing of victim resources with the Assistant to the City Manager. The team anticipates fulfilling this deliverable before the end of the Fiscal Year.
As the initiative enters Phase 3, staff recommend revisiting the opportunity for additional language equity funds for a future fiscal year in Phase 4. This allows the team leading this work to identify critical areas for the expansion of resource translation. This approach enables growth and a measured pace in these efforts.
Key Accomplishments and Next Steps:
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Fall 2023 Research and evaluation to identify resources available based on the needs of the community.
January 2024 -
ongoing
Continued research and evaluation to identify resources available based on the needs of the community; coordination to identify usage for language equity funds.
Anticipated
Spring 2024
Initiation of internal partnerships for resource translation and determination of critical areas for language equity expansion.
Anticipated
Summer 2024
Contracting Process for Translation Services.
Fiscal Summary:
Category Amount Source Description of Use
Long Term
Phase 4
Recommendation
$30,000.00 General Fund $15,000 per FY for Language Equity.
COMMUNITY INVESTMENTS
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Considerations:
• Cultural Sensitivity and Inclusivity: Translating materials into multiple languages is not solely a linguistic task but also requires cultural sensitivity to ensure that the information is culturally relevant and holistically accessible.
• Coordination with Other Services: The initiative must be integrated with other support services and resources available in the community to ensure a holistic approach to public safety and support for victims.
Next Steps & Timeline:
• January 2024 – ongoing: The team, led by the Assistant to the City Manager and the Community Services Specialist, aims to complete the translation and publishing of victim resources by the end of Fiscal Year 2024, utilizing approved carryover funds. Staff recommend, an annual $15,000 allocation for language equity funds in Phase 4 to facilitate the expansion of resource translation, focusing on critical areas identified by the Assistant to the City Manager and the DEI Officer for sustainable growth.
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APPENDIX
Please refer to the Reimagining Public Safety Status Update Spring 2024 Companion Appendix
COMPANION APPENDIX
REIMAGINING PUBLIC SAFETY
Status Update and Report Out
City Manager’s Office
Spring 2024
Introduction
The companion appendix document for the Reimagining Public Safety Status Report serves a dual purpose.
Firstly, it acts as an archival record, detailing the work conducted in Phase 2 of the initiative. Secondly, it aims to ensure transparency by supplying supporting documents relevant to the initiative ’s direct engagements. This includes details such as contract numbers and scope of services for contractor role agreements, with the full contracts be ing accessible through public record requests. This document reflects the commitment to both accountability and due diligence in the ongoing process of redefining public safety measures.
APPENDIX A
Reimagining Public Safety Status Update Fall 2023 Report
APPENDIX A
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
January 23, 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
1. 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.
2. Provide comments on the Gun Violence Prevention program model report for Berkeley with the goal of facilitating informed council discussion.
FISCAL IMPACTS OF RECOMMENDATION
No direct financial impacts associated with the subject of these reports.
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.
The Reimagining Public Safety initiative stands as a pivotal project, dedicated to transforming public safety in an equitable and community-centered way; this initiative involves a comprehensive and inclusive process that unfolds in three main phases:
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 a qualified firm(s) or individual(s) to lead a robust, inclusive, and transparent community engagement
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process with the goal of achieving a new and transformative model of positive, equitable and community-centered safety for 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. While the SCU Development process and foundational work is taking place, establishing Bridge Services to address immediate needs to strengthen non-police relationships and supports on the ground for individuals on the verge of crisis. Priority Dispatch Development. Creating plans and protocols for calls for service to be routed and assigned to alternative preferred responding entities and consider placing dispatch in the Fire Department or elsewhere outside the Police Department.
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.
Fair and Impartial Policing Implementation. Completing the implementation of Fair and Impartial Policing recommendations and policy proposals. 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.
Violence Intervention Program Implementation. Fully implementing the Ceasefire violence intervention program.
Subsequent to City Council’s adoption of the omnibus motion, the City established a multi-department working group to oversee and implement various components of the package. The working group consisted of the following:
City Manager;
Deputy City Managers;
City Attorney;
Fire Chief;
Health, Housing and Community Services (HHCS) Director; Human Resources Director;
Police Chief; and
Public Works Director
The City Manager, leadership team, and city staff actively engaged in comprehensive consultations and strategic planning sessions. Upon the establishment of the Reimagining Public Safety Task Force in January 2021, City department’s responsible for executing Reimagining Public Safety directives, engaged with the Reimagining Public Safety Task Force to shed light on the comprehensive understanding of their
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operations. Through these informative interactions, the Task Force was better positioned to form recommendations. Working in tandem with the Mayor’s office and City Council, the RPS Task Force served as a central pillar of the City’s community engagement strategy, ensuring that diverse perspectives are considered.
Following a community-driven process in Phase 1, based on input from community members, the Reimagining Public Safety Task Force, and recommendations from the National Institute for Criminal Justice Reform and other field experts, council developed a framework and direction on Reimagining Public Safety that would lead the city to carry forward it’s work into the next phase. Many Phase 1 initiatives are still underway and have been carried forward into Phase 2.
Phase 2 (2022-2024)
Currently in progress, Phase 2 comprises a series of pivotal initiatives and deliverables, including:
Staffing Investments in the Department of Health, Housing and Community Services (HHCS), Police, Public Works, and the City Manager’s office to support with implementing the priority recommendations of this initiative; Identifying Consultant Costs related to assessments, covering areas such as dispatch needs, crisis response, staffing and beat structure, as well as the development of BerkDOT; and,
Community Investments dedicated to strengthening community resilience through violence prevention initiatives, engagement programs and mental health services, and providing support for individuals affected by gender-based violence, among other programmatic elements.
As the city progresses through Phase 2 of the Reimagining Public Safety initiative, diligently advancing the groundwork established in Phase 1, the integrated and interdepartmental approach has remained a cornerstone of our efforts. This approach ensures that city departments leading the execution of our Reimagining Public Safety deliverables work cohesively and in alignment with the directives set by the council. In addition, the City’s community-centric process continues to encompass engagement with commissions, boards, committees, ad-hoc groups, and various working groups to strategically inform and guide our work.
BACKGROUND
The dialogue surrounding public safety in the United States shifted in 2020. National events starkly highlighted that trust in law enforcement and public safety mechanisms had been deeply eroded for many, especially within marginalized communities. The tragic and unjust deaths of George Floyd, Breonna Taylor, and many others underscored the pressing need to address systemic inequities and to deeply reconsider the tenets of public safety. On June 6, 2020, over 7,000 Berkeley residents marched in the streets to call for transformative change in law enforcement. The City of Berkeley,
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aware of its role and responsibilities in this national context, promptly heeded this call for introspection and reform.
The following provides a chronology of the City of Berkeley’s systemic actions in its initiative to Reimagine Public Safety, and includes key dates and context related to our progress with Gun Violence Prevention program development:
On July 14, 2020, in Resolution No. 69,501-N.S., City Council passed an omnibus motion, which included a package of items providing direction for the development of a new paradigm of public safety in Berkeley. As part of the items that were adopted, City Council adopted Item 18c (“Referral to City Manager to Re-imagine Policing Approaches to Public Safety Using a Process of Robust Community Engagement, to Develop a Path Forward to Transforming Public Safety and Policing in Berkeley”) and Item 18d (“Transform Community Safety and Initiate a Robust Community Engagement”), which directs the City Manager to engage 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. Subsequent to the adoption of the omnibus package, the City established a multidepartment working group to oversee and implement various components of the package. The working group consisted of the following: City Manager; Deputy City Managers; City Attorney; Fire Chief; Health, Housing and Community Services (HHCS) Director; Human Resources Director; Police Chief; and Public Works Director.
On December 15, 2020, the City Council authorized the City Manager to enter into a contract with the National Institute of Criminal Justice Reform (NICJR) to conduct research, analysis, and use its expertise to develop reports and recommendations for community safety and police reform as well as plan, develop, and lead an inclusive and transparent community engagement process to help the City achieve a new and 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 Per the Enabling Legislation, the Task Force’s work centered on providing input to and making recommendations to NICJR and City Staff on a set of recommended programs, structures and initiatives incorporated into a final report and implementation plan developed by NICJR to guide future decision making in upcoming budget processes for FY 2022-23 and, as a second phase produced, in the FY 2024-2026 budget process. The Public Safety / Police Re- Imagining and community engagement process was led initially by Deputy City Manager David White and then Deputy City Manager LaTanya Bellow who provided overall project management support to the team.
On November 9, 2021, the Berkeley City Council unanimously approved a budget referral for $200,000 in consulting costs to begin developing a multi-jurisdictional Gun Violence Intervention (GVI) program, also known as “Operation Ceasefire,” in Berkeley.
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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. During the council work session, these reports were shared, providing a detailed overview of suggested programs, structural changes, and new initiatives aimed to establish a community-centric safety paradigm. NICJR’s approach and recommendations were rooted in the principles of Reduce, Improve, and Reinvest. The report from the Reimagining Public Safety Task Force offered a response to NICJR’s recommendations, including a historical context on public safety issues and steps to address community-centric approaches in Berkeley. Additionally, the session included three reports specifically related to the design and implementation of the Specialized Care Unity (SCU).
On April 21, 2022, the City Manager provided Council with a report and presentation of the work accomplished in Phase 1 of the Reimagining Public Safety initiative. The report submitted included recommendations for advancing various critical initiatives within the Reimagining Public Safety framework. This encompassed proposals for transforming Berkeley’s police force, enhancing priority dispatch, developing BerkDOT, and establishing a Specialized Care Unit (SCU). The report also included budget recommendations for these initiatives and highlighted important factors for Council to consider in the City’s efforts to move forward with implementation.
On May 5, 2022, a special council meeting was convened, wherein the Mayor’s final framework for the next steps of the Reimagining Public Safety initiative was formally adopted. Included in this package was an additional $200,000 for Ceasefire. 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.
4. Except where resources may allow for expedited implementation, refer additional reforms to the FY 2025-2026 Biennial Budget.
On May 25, 2022, the Berkeley Police Department launched a Transparency Hub dashboard, that includes data and analysis designed to support the Ceasefire process.
BPD continues to build automated data visualization tools for violence prevention program stakeholders to track relevant statistics through the duration of the program.
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On May 31, 2022, City Council approved a recommendation, submitted by Councilmember Taplin, to refer $1,000,000 to the budget process to provide full staffing for a Berkeley Ceasefire program. Upon approval, Councilmember Taplin hosted a series of Berkeley Ceasefire D2 Ad-hoc advisory sessions.
On June 28, 2022, the City Council adopted the FY 2023-2024 city budget which included key Reimagining Public Safety Tier 1 items.
On November 28, 2022, the Berkeley Police Department expanded its partnership with UC Berkeley to include a collaboration with the Goldman School of Public Policy to design a Gun Violence Prevention program evaluation plan including the definition of success metrics and independent analysis thereof.
On May 12, 2023, the Gun Violence Prevention report, that explores details of assessments and analysis on Violence Prevention Models as it relates to implementation in Berkeley, was completed.
On August 21, 2023, the Assistant to the City Manager, serving as the Reimagining Public Safety (RPS) Project Coordinator was hired and began collaborating with the City’s Reimagining Public Safety project team to provide a comprehensive update on RPS initiatives and the City’s progress with Gun Violence Prevention program implementation.
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 and provide a progress update 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 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 2020-23
2: Reimagining Public Safety Status Update 2020-23 Companion Appendix For Gun Violence Prevention Program Report, See Appendix N
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Status Update and Report Out
City Manager’s Office
Fall 2023
REIMAGINING PUBLIC SAFETY
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TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................................................. 4 Introduction .................................................................................................................................................................... 5 Timeline of Phase 1 Actions and Commitments ...................................................................................................... 6 Progress Overview ....................................................................................................................................................... 8 Phase 1 ......................................................................................................................................................................... 8 Phase 2 ....................................................................................................................................................................... 13 Considerations ............................................................................................................................................................. 20 Next Steps .................................................................................................................................................................... 21 PRIORITY REIMAGINING PUBLIC SAFETY INITIATIVES .................................................................................. 22 OVERVIEW ....................................................................................................................................................................... 23 Staffing Investments .................................................................................................................................................... 24 Reimagining Public Safety Project Coordinator.................................................................................................................. 24 Diversity, Equity, and Inclusion Officer ................................................................................................................................ 25 Grant Assistance ........................................................................................................................................................................ 27 Specialized Care Unit Implementation ................................................................................................................................ 29 Staffing Positions (Reimagining Public Safety Community Service Officers & Dispatchers)................................. 31 Fair and Impartial Policing ...................................................................................................................................................... 32 Wellness Practices ..................................................................................................................................................................... 34 Vision Zero Program Coordinator ......................................................................................................................................... 35 Constultant Costs ....................................................................................................................................................... 37 BerkDOT Development ........................................................................................................................................................... 37 Behavioral Health, Crisis Response, and Crisis-related Services Needs and Capacity Assessment ................... 39 Staffing Assessment .................................................................................................................................................................. 41 Transportation Fines & Fees Analysis .................................................................................................................................. 42 Department of Community Safety Design and Implementation ................................................................................. 43 Dispatch Needs Assessment .................................................................................................................................................. 44 Community Investments ........................................................................................................................................... 48 Violence Prevention and Youth Services (Voices Against Violence & BYA Counseling Center) ........................... 48 Gun Violence Prevention (Berkeley Ceasefire)................................................................................................................... 49 Hearing Officer-Alternatives to Sanctions/Fines ................................................................................................................ 51 Expand Downtown Streets Teams ....................................................................................................................................... 52
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Community Crisis Response Services (Bridge Services) .................................................................................................. 53 Youth Peers Mental Health, Behavioral, and Crisis Response ...................................................................................... 55 Respite from Gender Violence ............................................................................................................................................... 56 Language Equity ......................................................................................................................................................................... 57 APPENDIX ........................................................................................................................................................................ 58
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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.
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Introduction
The dialogue surrounding public safety in the United States shifted in 2020. National events starkly highlighted that trust in law enforcement and public safety mechanisms had been deeply eroded for many, especially within marginalized communities. The tragic and unjust deaths of George Floyd, Breonna Taylor, and many others underscored the pressing need to address systemic inequities and to deeply reconsider the tenets of public safety. On June 6, 2020, over 7,000 Berkeley residents marched in the streets to call for transformative change in law enforcement. The City of Berkeley, aware of its role and responsibilities in this national context, promptly heeded this call for introspection and reform.
This report delineates the systematic and strategic steps -- grounded in equity, transparency, and community engagement -- taken by the City of Berkeley since 2020 to reimagine and recalibrate its approach to public safety.
As Berkeley progresses in its mission, the City remains committed to fashioning a public safety paradigm that is both reflective of community aspiration and is robustly equipped to address emergent challenges through holistic measures. With a blend of strategic financial investments, stakeholder collaboration, and a dedication to innovation, Berkeley is diligently working to set a standard for community-focused public safety.
This report and status update on Reimagining Public Safety underscores the City of Berkeley’s dedication to serving its residents. It provides a comprehensive review of the City’s progress and efforts thus far towards the Reimagining Public Safety initiative. The City remains determined to develop a comprehensive, fair, and inclusive approach to public safety that benefits every member of the community. The City remains committed to these efforts and will continue to collaborate with the community and engage with experts in the field towards designing and implementing a new public safety model that aligns with an expansive approach towards public safety, encompassing areas from traditional policing to mental health and crisis intervention, and disaster preparedness (e.g., managing climate change).
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Timeline of Phase 1 Actions and Commitments
The table presented on the following page provides a chronology of the City of Berkeley’s systemic actions in its initiative to Reimagine Public Safety. This timeline highlights significant milestones, serving as a testament to the work, due diligence, and unwavering commitment of both city officials and vibrant community. It sheds light on process, emphasi zing the importance of community engagement, fostering cross departmental collaboration, liaising with pivotal stakeholders and subject matter experts, a ll converging towards a judicious allocation of resources. Such planning and execution ensure that strategies are not only envisioned, but also effectively operationalized with the community’s best interests in mind.
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Phase 1: Community Process and Research
Date Milestone Description References
June 16, 2020
A rapid response to the evolving national dialogue was
evidenced with the introduction of the “Urgency Item: Safety for All,” a directive that set the stage for the Omnibus motion, and comprehensive deliberations on public safety. • Annotated Agenda
July 14, 2020
With the approval of the Omnibus motion, Berkeley signaled its intention to undertake substantive and meaningful
reforms.
• See Action Calendar:
Items 18a-18e
• Annotated Agenda
December 15, 2020
Recognizing the need for expert input, a partnership and contract with the National Institute of Criminal Justice Reform (NICJR) was established.
• See Consent Calendar:
Item 7
• Annotated Agenda
January 19, 2021
Institutionalizing community and stakeholder engagement, the Reimagining Public Safety Task Force was instituted, ensuring that diverse voices were actively included in the reimagining process.
• See Consent Calendar:
Item 18
• Annotated Agenda
March 10, 2022
The culmination of research analysis, and community
dialogue was manifested in the comprehensive reports from NICJR, the Task Force, and Specialized Care Unit (SCU). • See Action Calendar:
Item 1-2
• Annotated Agenda
April 21, 2022
A presentation by the City Manager’s Office served as a synthesis of the work done, offering an in-depth view of Berkeley’s roadmap and strategic vision.
• See Action Calendar:
Item 1
• Annotated Agenda
May 5, 2022
The Mayor presented a plan to the City Council from which a final framework 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 Biennial Budget adoption was emblematic of Berkeley’s strategic foresight, weaving in financial judiciousness with transformative public safety objectives.
• See Action Calendar:
Item 44
• Annotated Agenda
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Progress Overview
Phase 1
Community Process and Research
On July 14, 2020, in Resolution No. 69,501-
N.S., City Council passed a package of items
providing direction for the development of a
new paradigm of public safety in Berkeley. As
part of the items that were adopted, City
Council adopted Item 18c
(“Referral to City
Manager to Re-imagine Policing Approaches to
Public Safety Using a Process of Robust
Community Engagement, to Develop a Path
Forward to Transforming Public Safety and
Policing in Berkeley”) and Item
18d (“Transform
Community Safety and Initiate a Robust
Community Engagement”), which directs the
City Manager to engage 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.
Partnerships & Collaborations
As outlined in the City Manager’s April 2022
report, the City has embraced a holistic and
integrated community engagement process. This
initiative aims to lead the community toward a
transformative model of equity and community-
centered safety (See Companion Appendix A,
pp. 2-17 of City Manager’s Report).
National Institute for Criminal Justice
Reform (NICJR) Partnership and
Community Engagement
On December 15th 2020, the City Council
authorized a contract with NICJR to enhance
community safety and police reform strategies.
NICJR, selected due to their recognized
expertise and alignment with Berkeley’s ethos,
worked hand-in-hand with City teams,
stakeholders, and community to ensure
comprehensive strategies for Reimagining
efforts.
Reimagining Public Safety Task Force
and Departmental Presentations
On January 19, 2021, the City Council
adopted revisions to the enabling legislation for
the Reimagining Public Safety (RPS) Task Force.
The RPS Task Force’s work centered on
providing input and making recommendations
to NICJR and City Staff on a set of
recommended programs, structures and
initiatives incorporated into a final report and
implementation plan developed by NICJR to
guide future decision making in upcoming
budget processes for FY 2022-23 and, as a
second phase advanced, in the FY 2024-2026
budget process. The Public Safety / Police Re-
Imagining and community engagement process
was led initially by Deputy City Manager David
White and then Deputy City Manager LaTanya
Bellow who provided overall project
management support to the team.
City departments responsible for executing
Reimagining Public Safety directives engaged
with the Reimagining Public Safety Task Force
to shed light on the comprehensive nature of
their operations. Through these informative
interactions, the Task Force was better
positioned to form recommendations. Working
in tandem with the Mayor’s Office and City
Council, the RPS Task Force served as a central
pillar of Berkeley’s community engagement
strategy, ensuring that diverse perspectives are
considered as we continue to shape the future
of public safety in Berkeley.
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Culmination of Efforts and Adopted
Framework
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. During a City Council work session,
these reports were shared, providing a detailed
overview of suggested programs, structural
changes, and new initiatives aimed to establish a
community-centric safety paradigm. NICJR’s
approach and recommendations were rooted in
the principles of Reduce, Improve, and Reinvest.
The report from the Reimagining Public Safety
Task force offered a response to NICJR’s
recommendations, including a historical context
on public safety issues and steps to address
community-centric approaches in Berkeley (See
Companion Appendix A, pp. 861-1005 for
Reimagining Public Safety Task Force Report).
Additionally, the session included three reports
specifically related to the design and
implementation of the Specialized Care Unit
(SCU) (See Companion Appendix E, pp. 2497-
2701 for RDA SCU Reports).
On April 21, 2022, the City Manager provided
the City Council with a report and presentation
on the work accomplished in Phase 1 of the
Reimagining Public Safety initiative. The report
submitted included recommendations for
advancing various critical initiatives within the
Reimagining Public Safety Framework of
Reimagine, Improve, and Reinvest:
• Reimagine: Redesign public safety
from a traditional Police enforcement
model to one that is focused on the
diverse needs of the community it
serves.
• Improve: Improve the City of
Berkeley’s public safety system for
residents and communities that have
experienced the greatest harm from
the existing public safety model.
• Reinvest: Increase equitable
investment in vulnerable communities
and for those who have been
historically marginalized.
This encompassed proposals for transforming
Berkeley’s police force, enhancing priority
dispatch, developing a Berkeley Department of
Transportation (BerkDOT), and establishing a
Specialized Care Unit (SCU). The report also
included budget recommendations for these
initiatives and highlighted important factors for
the City Council to consider in the City’s
efforts to move forward with implementation
(See Companion Appendix A, pp. 2-17 of City
Manager’s Report).
On May 5, 2022, a special City Council
meeting was convened, wherein the Mayor’s
final framework for the next steps of the
Reimagining Public Safety initiative was formally
adopted (See Companion Appendix C, pp.
2287-2307). 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
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by May 2024 to align with the FY 25-26
Biennial Budget process.
4. Exc ept 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.
Ongoing Engagement
While in 2020, a collaborative strategy was set
in motion, drawing on the expertise of multiple
city departments, as well as the City Auditor, to
ensure alignment with the City Council
directives, this collaborative approach has
remained. In ongoing efforts to maintain
transparency and foster trust, the City’s team
has held public forums, presented City Manager
comments, and issued progress memos to the
City Council and the community (See
Companion Appendix B, pp. 1899-2285 for City
Manager’s Reimagining Public Safety Off-Agenda
Memos).
Deliverables & Status Update
Based on the recommendations listed in the
omnibus package, Phase 1 of the Reimagining
Public Safety Initiative, directed by City
Leadership, consisted of numerous elements.
The following pages provide a high-level
overview of the Phase 1 recommendations and
status updates. Additionally, the following
legend offers an overview of the key
Reimagining Public Safety departments leading
the implementation of these priority initiatives.
It is crucial to emphasize that this initiative is a
city-wide effort, reliant on the active
involvement of a variety of city staff and
community-based subject matter experts
throughout its phased implementation. This
1 https://berkeleyca.gov/your-government/boards-
commissions/reimagining-public-safety-task-force
team is uniquely situated to continue
accomplishing this work. Their dedication,
passion and leadership around this work is truly
exceptional.
Lastly, please refer to the Companion
Appendix
1 online for a full scope of archival
documentation related our efforts; the
Abbreviated Appendix includes new items
introduced.
Reimagining Public Safety Deliverable Leads
Color Code Lead Department
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 (CAO)
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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 Specialized Care Unit (SCU).
Complete. HHCS worked extensively with RDA, the Reimagining Public Safety Taskforce, the SCU Steering Committee, and other key community stakeholders in the Specialized Care Unit development process. The Specialized Care Unit Response Recommendations were shared with the City Council on March, 10, 2022 (See Companion Appendix E).
(Phase 1) Community Crisis
Response (CCR) Bridge
Services
Implement the Community Crisis Response (CCR) services while the Specialized Care Unit is piloted and reaches full operations.
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.
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) (See Companion Appendix A).
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.
To Be Initiated. 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 Assistant to the City Manager is outlining preliminary next steps for implementation.
PHASE 1 DELIVERABLES REIMAGINE
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City Auditor-led Deliverable
Deliverable Recommendation Status Update
City Auditor Analysis
Have 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 (See Companion Appendix A, pp. 521- 600).
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 City Manager’s Office 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 Senate Bill 50 supporting civilian traffic enforcement was declined on September 14, 2023. Additionally, since Berkeley is not included in the Assembly Bill 645, introducing a Speed Safety System Pilot Program locally would require separate legislation.
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)
Deliverable Recommendation Status Update
Fair and Impartial Policing
Recommendations
Complete the implementation of Fair and Impartial Policing (FIP) Recommendations.
In Progress. Following the approval of the 14 Fair and Impartial Policing 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 recommendations. Progress updates have been communicated to council and the community via memos and information reports (See Companion Appendix S, pp. 3246-3257 for latest update).
City Attorney-led Deliverable
Deliverable Recommendation Status Update
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.
IMPROVE
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Progress Overview
Phase 2
Continued Analysis and
Implementation
The Reimagining Public Safety initiative stands as
a pivotal project, dedicated to transforming
public safety in an equitable and community-
centered way; this initiative involves a
comprehensive and inclusive process that
unfolds in three main phases:
1. Phase 1 (2020-2022) Community
Process and Research
2. Phase 2 (2022-2024) Continued
Analysis and Implementation
3. Phase 3 (2024-2026) Continued
Implementation and Expansion
Following a community-driven process in Phase
1, based on input from community members,
the Reimagining Public Safety Task Force, and
recommendations from the National Institute
for Criminal Justice Reform and other field
experts, the City Council developed a
framework and direction on Reimagining Public
Safety that would lead the city to carry forward
it’s work into the next phase.
Employing the guiding principles of Reimagine,
Improve, and Reinvest, as a framework for the
city’s efforts, Phase 2 comprises a series of
pivotal initiatives and deliverables, including:
• Staffing Investments in the
Department of Health, Housing and
Community Services (HHCS), Police,
Public Works, and the City Manager’s
Office, to support with implementing
the priority recommendations of this
initiative;
• Identifying Consultant Costs related
to assessments, covering areas such as
dispatch needs, crisis response, staffing
and beat structure, as well as the
development of BerkDOT; and
• Community Investments dedicated to
strengthening community resilience
through: violence prevention initiatives,
engagement programs and mental
health services, and providing support
for individuals affected by gender-based
violence, among other programmatic
elements.
Partnerships & Collaborations
As the City of Berkeley progresses through
Phase 2 of the Reimagining Public Safety
initiative, the City staff leading this work have
diligently carried forward the groundwork
established in Phase 1. During this phase, an
integrated and interdepartmental approach has
remained a cornerstone of the City’s efforts.
This approach ensures that departments leading
the execution of the Reimagining Public Safety
deliverables work cohesively and in alignment
with the directives set by the City Council. In
addition, the City’s community-centric process
continues to encompass engagement with
commissions, boards, committees, ad-hoc
groups, and various working groups to
strategically inform and guide the work.
Preparations are underway to provide a
detailed account of the evolving nature of these
partnerships as Phase 2 nears conclusion.
Deliverables and Status Update
The following pages contain tables that offer a
summarized overview of the key deliverables
associated with the Reimagining Public Safety
initiative. These deliverables, as outlined, derive
from the phased approach adopted during the
City Council meeting on May 5, 2022 (See
Companion Appendix C, pp. 2290-2298 for
outline of phased approach and deliverables).
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Subsequently, beginning on page 23, the
“Priority Reimagining Public Safety Initiatives”
section offers a detailed account of each
department’s specific actions and their current
status. Through this structure, the City team
leading this work aims to clearly communicate
both the individual steps taken by departments
and the broader progress made in Berkeley’s
efforts to reimagine public safety.
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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 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 21, 2023. The Assistant to the City Manager will continue to support and report out on the city’s Reimagining efforts.
Office of Equity
(DEI Officer and Assistant)
The development of the Office of Equity should reflect the recommendations from the Task Force. Particular attention from the Office of Equity should be paid to language access.
In Progress. The individual appointed to the DEI Officer role is anticipated to commence their duties on November 27, 2023.
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; FY 23 funding carryover request for AA0#1.
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 REIMAGINE
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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.
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.
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; funding deferred for AA0#1 review.
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 IMPROVE
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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.
To Be Initiated. This deliverable has yet to be
implemented; funding deferred for AA0#1 review.
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; funding deferred for AA0#1 review.
Fire-led Deliverables
Deliverable Recommendation Status Update
(Phase 1) Dispatch Needs
Assessment (DNA) &
Implementation
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, a second
opinion will be initiated with an additional vendor.
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 CBOs.
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 complete; FY 23 funding carryover
request for AA0#1.
COMMUNITY INVESTMENTS
VIOLENCE PREVENTION
CONSULTANT COSTS
PHASE 2 DELIVERABLES REINVEST
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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 ramps 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.
Youth Peers Mental Health
Response
Youth Peers Mental Health Response is retained as proposed by the Berkeley High School student-led plan for mental health services.
In Progress. Contract with BUSD initiated; wellness center work is underway with a soft launch of the new center in winter 2024.
Public Works-led Deliverables
Deliverable Recommendation Status Update
Expand Downtown Streets
Teams (DST)
Expand Downtown Streets Team (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; funding deferred for AA0#1 review.
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. Resources in Public Works have been
expanded to support these efforts; alternatives to sanctions and fines to be initiated; funding deferred for AA0#1
review.
ALTERNATIVES TO SANCTIONS/FINES
COMMUNITY MENTAL HEALTH, BEHAVIORAL AND CRISIS RESPONSE
COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES REIMAGINE
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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.
To Be Initiated. Efforts related to Language Equity are in preliminary stages, the Assistant to the City Manager will partner with HHCS on implementation; FY 23 funding
carryover request for AA0#1.
RESPITE FROM GENDER VIOLENCE
LANGUAGE EQUITY
COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES IMPROVE
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Considerations
In the process of Reimagining Public Safety,
Berkeley is faced with a series of
interconnected challenges that could shape the
trajectory, efficacy, and timeline of
implementation. Understanding and addressing
these considerations is imperative to ensure
that efforts are not only transformative but also
compliant, sustainable, and resilient to potential
challenges.
Staffing Vacancies and
Attrition
From 2018 to 2022, the City of Berkeley
observed a concerning trend in attrition, with
departures surpassing hires. According to the
City Auditors report, by October 2022, the city
of Berkeley’s vacancy rate was 19%, ranking it
as the second highest in the Bay Area (See
Companion Appendix U, pp. 3271-3275 for
report). This staffing challenge has had tangible
impacts on service delivery, and poses
significant challenges, especially as the City staff
strive to successfully implement the Reimagining
Public Safety initiative.
Reduced staffing has had a pronounced impact
on various city services. Confronting these
challenges, several departments have had to
adjust operations and manage costs.
Furthermore, attrition has led to substantial
loss of institutional knowledge. With that said,
in the city’s continued progression toward the
Reimagining Public Safety initiative, it is crucial
to have a stable and committed workforce to
drive these transformative changes. This
approach is essential to align with the City
Council’s established timeframe, scope, and
budgetary parameters. Ultimately, the staffing
challenges in key departments may have ripple
effects on the City of Berkeley’s broader public
safety objectives, emphasizing the
interconnectedness of city services and the
urgency to address these staffing concerns
holistically, such as through the Employer of
Choice (EOC) initiative (See Companion
Appendix V, pp. 3328-3361 for EOC supporting
documentation).
Regulatory Compliance
As the City of Berkeley moves forward with its
initiatives, particularly in developing the
Berkeley Department of Transportation
(BerkDOT), the City must adhere to regulatory
frameworks.
• Local Adherence: Compliance with
City of Berkeley’s specific ordinances
and by-laws is crucial. These local
guidelines dictate the foundation and
operation of city departments, ensuring
that efforts remain consistent with
established standards.
• State-Level Conformity: Navigating
the intricacies of California’s regulatory
landscape is essential. For example
while the California SB-50 Bill, which
supported civilian traffic enforcement,
was not approved as of September 14,
2023, it serves as a significant legislative
consideration. It is imperative that the
City stay updated on these legislative
developments and align, or adjust, our
strategies accordingly to ensure legal
compliance.
• Federal Standards: The City’s
initiatives must meet the expectations
set by federal entities, including the
United States Department of
Transportation and related federal
mandates in the realms of public safety
and transportation. This ensures
eligibility for federal grants and
maintains the integrity of potential
national partnerships.
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We will rely on the City Attorney’s Office
to ensure that the initiatives associated with
these efforts comply with federal, state, and
local laws, regulations, and statutes.
Ongoing Funding
In the context of Reimagining Public Safety, it is
important to underscore the fiscal parameters
under which this effort is operating. The City of
Berkeley has allocated budgetary support
specifically for Fiscal Years 2023 and 2024, with
the anticipation of supplying recommendations
for the next budgetary cycle by May 2024 (See
Companion Appendix C, pp. 2290-2298 and
Appendix T, pp. 3259-3264).
• Implementation Delays: Due to
delays in rolling out select deliverables,
there is a potential challenge ahead. By
the time budgetary recommendations
are presented to the City Council in
May 2024, some Reimagining-related
initiatives may still be in the early stages
of implementation. This early phase
could complicate accurate evaluations
of their financial implications and long-
term feasibility.
• Grant Funding: While external grant
funding is being pursued to execute
some of the deliverables, the nature of
such funding is inherently uncertain.
Grants, whether from foundations or
government sources, are highly
competitive, often involving lengthy
decision-making processes. As a result,
and there is no guarantee of securing
them for intended purposes.
Implementation Timeline
While the Reimagining Public Safety initiative
has set ambitious goals, the full realization of
these objectives and deliverables may span an
extended timeframe. Estimations project a
timeline of 3-5 years for the complete roll-out
of all items. However, it is paramount to
consider that legislative progress and other
unforeseen factors could extend this period.
Furthermore, regular analysis is vital to
understand and ascertain the effectiveness of
these implemented initiatives. To ensure
accurate assessment, it is crucial to allow
enough time for initiatives and measures to take
effect. The timeline and phased approach
presented, while informed and deliberate,
should be viewed as a dynamic structure.
Next Steps
As the City advances efforts towards the R eimagining Public Safety initiative, continuing to strategically navigate evolving challenges such as staffing vacancies, legislative considerations, and budgetary constraints will remain a priority, with a proactive and solution-oriented approach. City leaders, in conjunction with Human Resources, are diligently working to address staffing concerns . Concurrently, the City Manager’s Office and Public Works Department is engaged with relevant legislative entities to further the BerkDOT agenda. And lastly, the City staff and Council will make budgetary decisio ns during the AAO#1 (First Amendment Annual Appropriations Ordinance) process scheduled for mid -December. In this process, the City Council will consider re -appropriation of unspent Fiscal Year (FY) 2023 funds and deferred items into FY 24, informing the development of FY 25-26 Biennial Budget.
The City Manager’s Office, alongside the departments spearheading this work, will plan to deliver the next progress update on Reimagining Public Safety by Spring 2024, which will provide further insights into both a ccomplishments and challenges. In line with these efforts, the City expects to continue to cultivate a community- centered approach as initiatives are designed, implemented, and assessed with principles of compassion, equity, and democracy at the forefront.
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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 upon the summaries outlined in the earlier sections for Phases I and II, this part of the report delves deeper, offering an expanded view of the City’s ongoing endeavors. It will detail the unique challenges and considerations associated with each deliverable, laying out forthcoming steps and associated timelines. Further corroborative details can be found in the report’s companion appendix.
As mentioned in the Executive Summary, while the City presses forward in efforts to reimagine public safety, it is pivotal to acknowledge certain roadblocks. Some initiatives have faced delays, primarily attributed to staffing constraints and temporary deferral of resources. It is the City’s duty and responsibility to ensure transparency and clear communication regarding all facets of this initiative, including both achievements and challenges encountered.
It is vital to recognize that, while there are further milestones to attain, real change is a continuous process. The City of Berkeley remains deeply invested in this essential work and its impactful journey ahead. This work, grounded in community, is not just an obligation but a privilege, and it remains central to Berkeley’s shared vision of a safer, more inclusive city.
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STAFFING INVESTMENTS
REIMAGINING PUBLIC SAFETY PROJECT COORDINATOR
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
The City recognized the need for dedicated leadership to support the multi-departmental responsibilities of the Reimagining Public Safety initiative. This requirement led to the creation of the role of Assistant to the City Manager as a Reimagining Public Safety Project Coordinator. Previously, such responsibilities were managed by the Deputy City Manager with support from a Management Analyst. Given the extensive scope of the initiative, this appointment became an essential need and priority. This position was successfully filled on August 21, 2023.
Since assuming the position, the Assistant to the City Manager has engaged with pivotal departments including Police, Fire, Health Housing and Community Services, and Public Works. To streamline the reporting and documentation process, the Assistant to the City Manager has worked collaboratively with these departments to craft the Reimagining Public Safety Coordination Plan (See Abbreviated Appendix D, pp. 2477-2485 for RPS Coordination Plan). This plan serves as an essential roadmap, aiming to efficiently manage resources, bolster communication, and ensure methodical progress towards a new public safety paradigm.
Key Accomplishments and Next Steps:
Considerations:
• Departmental Coordination and Alignment: Given the multi-departmental involvement, there’s a necessity to ensure seamless coordination among various departments such as Police, Fire, Health Housing and Community Services, and Public Works. With city-wide staffing shortages and competing priorities, proper resource management becomes critical to maintain RPS Phase Timeline Milestone
Phase 2
(2022-2024)
August 2023 Assistant to the City Manager hired.
September –
November 2023
Reimagining Public Safety Coordination plan created and a Reimagining Public Safety status report is underway.
Anticipated
December 2023
Reimagining Public Safety presentation to the City Council (December 5, 2023).
Anticipated
Fall 2023 –
ongoing
The Assistant to the City Manager, will continue to coordinate and offer support in project management facets of the initiative.
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momentum and efficiency. With this in mind, achieving consistent alignment and understanding among the core departmental team leading this work is essential.
Ongoing T imelines:
• Fall 2023 –
ongoing: The Assistant to the City Manager, in their capacity as the Reimagining Public Safety Project Coordinator, will continue to project manage and offer support in various facets of the initiative. Their role will be pivotal ensuring seamless progression and implementation of all endeavors associated with Reimagining Public Safety. They will continue to collaborate cross-departmentally to report back to the City Council with updates on the initiative's progress in Spring 2024.
DIVERSITY, EQUITY, AND INCLUSION (DEI) OFFICER
Department Lead: City Manager’s Office
Status Update: In Progress
Overview:
Endorsed by the City Council, Reimagining Public Safety Task Force, the City Manager’s Office championed the establishment of a DEI Officer position, as part of Phase 2 implementation. Situated within the City Manager’s Office, the DEI Officer will helm the Diversity, Equity, and Inclusion Division.
The primary vision guiding the Diversity, Equity, and Inclusion Division is to centralize and embed equity and justice practices within the City’s infrastructure. By adopting this approach, the City aspires to not only address present disparities but also to cultivate strong alliances with community organizations. The overarching goal is for City Departments to continue to evolve into entities that are both responsive and truly accountable to the diverse communities they serve.
The DEI Officer’s responsibilities will encompass overseeing the division’s multifaceted actives and operations, including but not limited to:
• Strategic Development and Policy Administration: Under the direction of the City Manager, the DEI Officer will lead the creation, planning, and deployment of the DEI Division’s strategic objectives. Their responsibility will extend to crafting and endorsing policies and procedures, ensuring they resonate with the City’s DEI vision and lay the groundwork for enduring, meaningful change. Central to this role will be the Officer’s capability to harmonize divisional activities cross-departmentally, fostering a unified approach to city-wide training and professional advancement.
• Inclusive Visionary Leadership: The DEI Officer will be an integral part of promoting inclusivity within the City. Tasked with the responsibility to collaborate with City and community leadership, the Officer will help align diversity and inclusion initiatives with the City’s broader objectives. They are expected to facilitate strategic planning in areas of diversity and inclusion and periodically engage in evaluations through surveys. The aim is to collaboratively develop and implement strategies that reflect the City’s mission, vision, and goals, ensuring that Berkeley continues its commitment to being an inclusive and equitable community.
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Key Accomplishments and Next Steps:
Considerations:
• Definition and Scope, and Sustainability: Navigating the evolving landscape of DEI requires the city of Berkeley to maintain a clear, shared understanding of its significance. Ensuring the that City’s DEI vision remains aligned with evolving norms and values while planning for long- term sustainable impact. This overarching consideration encompasses understanding DEI, implementing initiatives, and working towards continuity. • Inter-departmental Collaboration and Resource Allocation: Effective DEI integration hinges on seamless collaboration between various city departments. It is essential to strike a balance between promoting DEI principles and other citywide priorities, which can pose challenges in terms of communication, coordination, and the optimal allocation of resources. • Community Trust, Engagement, and Evaluation Metrics: Building and retaining community trust is vital for the success of DEI efforts. This involves effective communication and the establishment of clear metrics to evaluate the effectiveness of DEI efforts and implementation.
Ongoing Timelines:
• Fall 2023 – ongoing: The individual appointed to the DEI Officer role is anticipated to commence their duties on November 27, 2023. The City Manager’s Office anticipates next steps would likely include onboarding and familiarization with the city’s current DEI landscape and getting acquainted with the City’s structure and key personnel in order to begin building a strategic DEI plan and hiring the DEI Administrative Assistant to support this implementation.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Anticipated
November 2023
DEI Officer Hired. The individual appointed to the DEI Officer role is anticipated to commence their duties on November 27, 2023.
Anticipated
Fall 2023 –
ongoing
Onboarding of DEI Officer and preliminary planning of DEI strategic plan. Hiring of DEI Administrative Assistant. Next steps would likely include onboarding and familiarization with the city’s current DEI landscape and getting acquainted with the City’s structure and key personnel in order to begin building a strategic DEI plan.
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GRANT ASSISTANCE
Department Lead: City Manager’s Office
Status Update: In Progress (FY 23 carryover request to AAO#1) Overview:
In Phase 2 of the Reimagining Public Safety initiative, the City Council approved an allocation of $100,000 for fiscal years 2023 and 2024. This funding aims to bolster the longevity and sustainability of the City’s commitment to Reimagining Public Safety. In 2024, the City of Berkeley has engaged California Consulting, LLC to enhance grant application capabilities (See Companion Appendix R, pp. 3241-3244 for California Consulting Contract and Scope of Services). In the pursuit of a more comprehensive Reimagining Public Safety initiative, the City of Berkeley has turned its attention to opportunities that not only address immediate safety concerns but also contribute to the overall wellbeing and enhancement of community spaces.
Among the state and federal grants pursued, notable prospective state funders include the Community
Resilience Centers Program2 (CRC) and the CalTrans Clean California Local Grant Program3. The CRC aims to fund facilities that serve as community safe havens during climate adversities, offering shelter and vital resources during challenges such as extreme heat or poor air quality events. The Clean California program is devised to channel funds into local communities, aiming to beautify and uplift local streets, tribal lands, parks, pathways and transit centers. Equally important, the Clean California program is committed to advancing equity, promoting public health, strengthening cultural connections, and enhancing community place making.
Significant Federal grant applications include the PROTECT Discretionary Grant Program4 and Reconnecting Communities and Neighborhoods (RCN) Program5. The PROTECT program’s vision revolves around bolstering the resilience of transportation infrastructure against the impending climate crisis. The primary objective of the PROTECT program is not only to ensure resilient transportation infrastructure but also to promote equity by safeguarding disadvantaged communities, who often bear the brunt of natural hazards. The RCN program holds significant alignment with the Reimagining Public Safety objectives as one of its priorities. It emphasizes the advancement of disadvantaged communities, broadens access to essential services such as jobs, education, healthcare, food, and recreation, and underscores the importance of equitable development and community restoration. Additionally, a key focus is on bridging community divides by tackling transportation facilities that impede connectivity, ensuring that mobility, access, and economic development are unobstructed.
Unspent funds ($100,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager will collaborate cross-departmentally to pinpoint grant opportunities that align with objectives of the Reimagining Public Safety initiative.
2 https://sgc.ca.gov/programs/community-resilience-centers/ 3 https://cleancalifornia.dot.ca.gov/local-grant-program 4 grants.gov/search-results-detail/347585
5 https://www.transportation.gov/grants/rcnprogram
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Key Accomplishments and Next Steps:
Considerations:
• Grant Alignment and Coordination: Grants from state, federal, and local sources come with varied criteria. Balancing Berkeley’s Reimagining Public Safety goals with these diverse requirements demands precise tailoring of applications, ensuring both alignment with grant specifics and adherence to overarching Reimagining Public Safety objectives. In addition to this, inter-departmental collaboration introduces considerations for streamlined processes.
Ongoing Timelines:
• Fall 2023 – ongoing: Unspent funds ($100,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager will collaborate cross-departmentally to pinpoint grant opportunities that align with objectives of the Reimagining Public Safety initiative.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Summer –
Fall 2023
Contract with California Consulting, LLC has been initiated. Seven grant applications were submitted under the direction of Parks, Recreation and Waterfront Department.
Anticipated
Winter 2023 –
ongoing
The Reimagining Public Safety Project Coordinator will manage continued efforts in grant identification, application, and management.
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SPECIALIZED CARE UNIT IMPLEMENTATION
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In part of the Mayor’s phased approach to Reimagining Public Safety, Phase 1 work primarily focused on extensive community engagement and research to create recommendations for a Berkeley-specific crisis response model. To ensure that the design of the Specialized Care Unit (SCU) model was aligned with community expectations, Health, Housing, and Community Services created a Steering Committee that includes representatives from the Mental Health Commission, Berkeley Community Safety Coalition, and community service providers, as well as staff from the City’s HHCS and the Fire Departments, to provide guidance on SCU design and implementation. In addition, the City contracted with Resource Development Associates (RDA), to conduct research on non-police crisis response models, lead the community engagement process with guidance from the Steering Committee, and make recommendations for a SCU model for Berkeley (See Companion Appendix E, pp. 2487-2496 for RDA Contract). RDA’s final report includes 25 recommendations for implementing a successful Specialized Care Unit in Berkeley (See Companion Appendix E, page pp. 2497-2701 for RDA reports). The Steering Committee analyzed and further refined these recommendations, laying the groundwork to move forward with a SCU pilot program.
At the beginning of 2022, to bolster these initiatives, HHCS brought on board several key staff, including a Senior Management Analyst, dedicated to aiding the implementation of the SCU as well as the Community Crisis Response (“Bridge Services”) programs. To support these Bridge Services, the City contracted with Options Recovery Services, Peer Wellness Collective (formerly Alameda County Network for Mental Health Clients), and Women’s Daytime Drop-In Center to provide a variety of services for vulnerable community members who experience mental health and substance use crises.
These programs helped to support the continued need for community crisis support while the City worked toward implementation of the Specialized Care Unit.
In December, 2022, after a competitive Request for Proposal process, Bonita House, Inc. was selected to be the Specialized Care Unit provider. (See Companion Appendix F, pp. 2703-2785 for Bonita House/SCU Contract). In 2023, Bonita House hired and trained initial SCU staff and worked collaboratively with the City and the SCU Steering Committee to ensure the program is implemented in alignment with the recommendations from RDA and Steering Committee. On September 5, 2023, the SCU began providing services to the Berkeley community and currently operates daily from 6 am to 4 pm. Bonita House continues to hire and train staff to ramp-up to full 24/7 operations.
The SCU pilot program is supported by grant funding from the American Rescue Plan Act, California Department of Health Care Services (Crisis Care Mobile Units program), and Mental Health Services Act funding. The full budget breakdown of the SCU contract can be found in Companion Appendix F, pp. 2714-2717.
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Key Accomplishments and Next Steps:
Considerations:
• Scaling Up: The SCU continues to operate in a ramp-up state as Bonita House continues to hire and train staff for the program. As staff are hired and trained, they can start providing services in the field. The SCU will continue to expand their hours, as staffing allows, to operate a 24/7 non-police response to mental health and substance use crises. The City of Berkeley continues to work on receiving City-purchased vehicles for SCU operations, which are currently being customized for SCU operations.
• Grants and Long-term Funding: As grant funding is of a limited-term nature, HHCS is actively pursuing additional funding opportunities to sustain and improve the SCU over time.
Ongoing Timeline:
• Fall 2023 – ongoing: The SCU will continue to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have started initial conversations about using a MediCal billing model to contribute to longer term program costs.
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
December 2020 SCU Steering Committee Formed.
January 2021 Contract with RDA for research, community-engagement, and SCU design.
March 2022 RDA Completes Report & Presents to Council.
May 2022 City Council informed of Reimagining Public Safety Framework for SCU design.
Phase 2
(2022-2024)
December 2022 Contract with Bonita House for SCU Implementation.
January 2023 –
ongoing
SCU staff are hired and trained; Systems for implementation are developed.
February 2023 –
Ongoing
HHCS hosts Community Dialogues to provide updates on SCU development and implementation. Community listserv begins to provide program-specific updates.
September 2023
SCU soft launch begins; SCU team begins providing daily services from 6am to 4pm in mid-September. Outreach materials are distributed throughout the community.
Anticipated
October 2023 -
ongoing
The SCU will continue to hire and train staff to build toward 24/7 operations. Additionally, HHCS and Bonita House have initiated conversations about using a MediCal billing model to contribute to longer term program costs.
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STAFFING POSITIONS (PILOT RPS COMMUNITY SERVICE OFFICERS & DISPATCHERS) Department Lead: Police
Status Update: In Progress
Overview:
In part of the Phase 2 implementation, funding was allocated for Fiscal Years 2023 and 2024 by City Council to introduce a temporary two-year pilot program of additional Community Service Officers and Public Safety Dispatchers. City Council directives included an evaluation of the pilot after the 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.
The Mayor and City Council approved the Recruiting and Retention Incentive Program (RRIP) for the Berkeley Police Department (BPD). The City has intensified recruitment efforts across the department to address staffing vacancies. These efforts include the approved RPS-designated positions: 8 Public Safety Dispatcher II, 1 Public Safety Dispatch Supervisor, 6 Community Service Officers (CSO), and 1 Community Service Officer Supervisor. The CSO positions are temporary and were budgeted for 3 years starting July 1, 2022. We are currently in the 3rd month of year 2, and any new hires must be told the position ends June 30, 2025. Previous candidates have declined the job offer because of the temporary status.
The Berkeley Police Department’s recent Community Service Officer recruitment drive concluded on September 18, 2023 and saw a marked increase in interest attracting 138 CSO applicants – nearly double the previous year’s count. The subsequent evaluation, involving written and physical tests, is scheduled for October 21, 2023. It is important to acknowledge that in previous evaluations, several candidates faced challenges in clearing one or both tests. Given the increased applicant pool this year, Berkeley PD remains optimistic about securing a larger number of qualified candidates.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• October 2023 – ongoing: The Berkeley Police Department is on track to assess approximately 138 applicants in the month of October and continue efforts to fill these vacancies in 2024, further enhancing BPD’s capacity to serve the community.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
Summer –
Fall 2022
RPS funding allocation of approximated ~$2.5 million for pilot program.
BPD Recruitment Cycle commenced.
July 2023 Contract with Citygate for BPD Staffing Assessment.
August 2023 Recruiting and Retention Incentive Program.
Anticipated
Summer –
Fall 2023
BPD Recruitment Cycle.
Anticipated
October 2023 –
ongoing
The Berkeley Police Department is on track to assess approximately 138 CSO applicants in the month of October.
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FAIR AND IMPARTIAL POLICING
Department Lead: Police
Status Update: In Progress
Overview:
On February 23, 2021, during a City Council Special Meeting, the recommendations put forth by the Mayor’s Fair and Impartial Policing (FIP) Taskforce were directed to the Berkeley Police Department for implementation. Berkeley PD provides quarterly updates to City Council, and has completed 13 of the 14 recommendations to date. These FIP recommendations were introduced during Phase 1 of the Mayor’s strategy for Reimagining Public Safety. The Berkeley Police Department has subsequently facilitated a series of FIP-dedicated training sessions, emphasizing key fair and impartial policing tenets.
As Berkeley PD continues to advance the recommendations of the Fair and Impartial Policing Task Force, additional Tier 1 funding of $100,000 was approved for Fiscal Years 2023 and 2024 for specialized FIP training for Berkeley police officers. This enactment is a part of Phase 2 in the Mayor’s phased
approach.
Berkeley PD FIP training also includes Crisis Intervention Team (CIT), LGBTQ, Racial Profiling and Bias6 training offered through the California Commission on Peace Officer Standards and Training (POST)7.
Furthermore, BPD has mandated the KIND Policing Education Incentive in the newest 2023 – 2025 Berkeley Police Association MOU with the city (See Companion Appendix H, pp. 2799-2801). The KIND Policing Educational Incentive is a first-of-its-kind initiative that promotes the City’s policing values while ensuring the availability of robust training for sworn members of BPD in effective policing that is rooted in procedural justice and impartiality, community-oriented, and culturally competent.
Berkeley PD believe these efforts will enable the Department to better serve the community and ensure public safety for all. The Berkeley Police Department will continue to work closely with the City Council and other stakeholders to develop and implement strategies that are effective, equitable, and just.
Berkeley PD remains committed to promoting fair and impartial policing practices and fostering trust and mutual respect between the police and the community we serve.
Key Accomplishments and Next Steps:
6 https://catalog.post.ca.gov/SearchResult.aspx?category=Mandates&MAC=9jfKTy12dmPZ5m6b632T9DV8U5Q 7 https://post.ca.gov/
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2020 –
March 2021
Community Process for FIP Recommendations Development
convened.
February 2021 Mayor and the City Council pass FIP Recommendations August 2021 –
ongoing
Berkeley Police has implemented ongoing fair and impartial trainings for its officers.
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Ongoing Timeline:
• October 2023 – ongoing. The Berkeley Police Department will continue to fulfill officer training needs through Fiscal Year 2025. Berkeley PD will have various related CIT, LGBTQ, Bias/Profiling, and FIP-styled training planned for 2024.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022 –
ongoing Continued training inclusive of FIP tenets.
August 2023
The KIND Policing Educational Incentive is a first-of-its-kind initiative that promotes the City’s policing values while ensuring the availability of robust training for sworn members of the Berkeley Police Department in effective policing that is rooted in procedural justice and impartiality, community-oriented, and culturally competent.
October 2023 –
ongoing
The Chief of Police submitted an “Update on the Implementation of Fair and Impartial Policing Task Force Recommendations” October 3 2023. Thirteen of the fourteen Task Force recommendations have been implemented and we remain committed to upholding and sustaining these measures (See Companion Appendix G, pp. 2787- 2797).
Anticipated
October 2023 –
ongoing
BPD will continue to support and fulfill officer training needs through Fiscal Year 2025. We will have various related CIT, LGBTQ, Bias/Profiling, and FIP-styled training planned for 2024.
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WELLNESS PRACTICES (CRITICAL INCIDENT STRESS, PEER SUPPORT
TEAM, AND EMERGING WELLNESS NEEDS)
Department Lead: Police
Status Update: In Progress
Overview:
The Berkeley Police Department has built out a suite of wellness and mental health services for staff as outlined in the key accomplishments section. In part of the Reimagining Public Safety Phase 2 directives, the department has utilized the allocated $50,000 Reimagining Public Safety funds for Crisis Intervention and Critical Incident Stress Management Services. Acknowledging that physical health is intertwined with mental well-being, improvements have been made to BPD’s gym facilities, both at the Public Safety Building and the substation. For those officers in need of specialized support, Berkeley PD provided access to an immersive group therapy program designed to provide employees with the ability to recover from traumatic incidents with resilience. In addition to these wellness efforts, we’re on the brink of launching a mobile application designed to provide anonymous access to a vast array of health and wellness resources.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• October 2023 – ongoing. The Berkeley Police Department will continue to work with PSFCG to utilize Crisis Intervention and Critical Incident Stress Management Services for the officers through Fiscal Year 2026, in addition to continued wellness offerings. Berkeley PD will have various related CIT, LGBTQ, Bias/Profiling, and FIP styled training planned for 2024.
8 https://icisf.org/individual-crisis-intervention-and-peer-support-group-crisis-intervention/ 9 https://www.o2x.com/
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022 –
June 2023
FY 2023 Wellness Efforts Include:
• Contracted with a local first responder-specific counseling group, Public Safety Family Counseling Group (PSFCG).
• International Critical Incident Stress Foundation training in Assisting Individuals in Crisis and Group Crisis Intervention 8. • Gym Updates
• Access to immersive group therapy
July 2023 –
ongoing
FY 2024 Wellness Efforts Include:
• O2X P artnership 9
• First Responder Wellness Apps & Resources
Anticipated
October 2023
– ongoing
Continued partnerships and efforts towards BPD Wellness Practices for officers.
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VISION ZERO PROGRAM COORDINATOR
Department Lead: Pu blic Works D epartment
Status Update: In Progress
Overview:
The Public Works department have successfully hired a Vision Zero Program Coordinator (Associate Planner) in October 2023. This position supports the work of the Vision Zero Program Manager (Senior Planner) which is currently vacant. In line with the eleven high priority action items identified in the Vision Zero Action Plan, the Associate Planner will be supporting with the implementation of the programmatic and capital project delivery elements of Vision Zero. Three of the eleven high priority action items include collision analysis as described in the Reimagining Public Safety initiative. Note the latest Vision Zero Annual Report (2021-2022) (See Companion Appendix I, pp. 2803-2886 for Vision Zero Action Plan and Vision Zero Annual Report). Some of the current program priorities include:
supporting the delivery of grant-funded capital traffic safety capital projects on Vision Zero High Injury Streets; reconvening the Vision Zero Coordinating Committee; restarting development and implementation of a Rapid Response program, including: supporting the City’s interdepartmental Rapid Response team in understanding the reasons for traffic crashes and restarting development and implementation of a Quick Build program to be able to respond through appropriate traffic safety countermeasures; conducting the three-year update of the Vision Zero Action Plan; and resuming Vision Zero Annual Reports.
Key Accomplishments and Next Steps:
Considerations:
• Staffing Vacancies. The City Manager issued three Off-Agenda memos, November 2022, December 2022, and October 2023, respectively, to update the City Council on the Public Work’s Transportation Division’s staffing and work priorities (See Companion Appendix J, pp. 2888-2900 for Staffing Memos).
o While the Vision Zero Program Coordinator (Associate Planner) has been hired, the Vision Zero Program Manager (Senior Planner) position is currently vacant following the promotion of the former Senior Planner to Principal Planner in August 2023. Public Works is preparing to kick off the recruitment for this position.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
October 2023 Vision Zero Program Coordinator (Associate Planner) Hired.
Anticipated
January 2024 –
ongoing
In line with the 11 high priority action items identified in key priorities of the Vision Zero Action Plan, the Associate Planner will be supporting the implementation of the programmatic and capital project delivery elements of Vision Zero. Three of the eleven high priority action items include collision analysis as described in the Reimagining Public Safety initiative.
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Next Steps & Timelines:
• January 2024 – ongoing: In 2024, the Vision Zero program anticipates restarting the Vision Zero Coordinating Committee meetings; initiating the three-year update to the Vision Zero Action Plan; restarting the development of the Rapid Response and Quick Build Programs; continuing to support major grant-funded capital projects on Vision Zero High Injury Streets, such as Southside Complete Streets, Sacramento St Pedestrian Crossing Safety Improvements, and the Alameda County Transportation Commission San Pablo Avenue Corridor Projects.
Progress on Vision Zero high priority projects and programs in 2024 will depend on hiring a new Vision Zero Program Manager (Senior Planner).
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CONSTULTANT COSTS
BERKEKELY DEPARTMENT OF TRANSPORTATION (BERKDOT)
DEVELOPMENT
Department Lead: Public Works Department
Status Update: In Progress (funding deferred to AAO#1)
Overview:
In the structured approach to the Reimagining Public Safety initiative, Phase 1 played an instrumental role in laying the groundwork for BerkDOT. This phase focused on preliminary design and development, underpinned by robust stakeholder engagement (See Companion Appendix B, pp. 1899-2285 for Off- Agenda Memos). Central to the vision of BerkDOT is the consolidation of all transportation-related functions in the city into a single entity. This department would be responsible for diverse areas, from traffic management and road maintenance to school crossing guards. Additionally, an embedded racial justice lens in BerkDOT’s mandate ensures that transportation policies, programs, and infrastructure actively address racial disparities. By doing so, the City aims to create transportation environments that reduce burdens historically placed on communities of color, ensuring streets where all residents feel secure and included.
The City approved a Tier 1: Reimagining Public Safety budget allocation of $300,000 for Fiscal Year 2023 with the objective of propelling BerkDOT’s implementation forward. This budget allocation, which is central to Phase 2, will also support research for a forthcoming “white paper” and potential advocacy for state legislation.
Below outlines five core deliverables related to early implementation of BerkDOT:
1. Continue legislative advocacy for changes in state law to grant cities the authority for non-sworn civilian traffic enforcement, and automated enforcement for speeding/red lights.
2. Transition crossing guards from the Police Department to Public Works’ Division of Transportation.
3. Strategize for a Civilian Traffic Enforcement Unit, pending legislative changes.
4. Review Berkeley Municipal Code for proposed changes to increase equity and racial justice in the City’s existing transportation fines and fees.
5. Develop a roadmap for establishing a standalone Berkeley Department of Transportation.
While the Public Works Department successfully transitioned crossing guards, progress in other sectors have been slow, especially concerning legislative matters. For instance, the California SB-50 Bill10 supporting civilian traffic enforcement was declined on September 14, 2023. Additionally, since Berkeley
10 https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=202320240SB50
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is not included in the Assembly Bill 645 (AB-64511), introducing a Speed Safety System Pilot Program locally would require separate legislation.
Ot
her challenges include the Public Works Department’s significant staffing issues. The Berkeley Public Works Department, central in BerkDOT’s, faced significant staffing challenges. The City Manager issued Off-Agenda memos in November and December of 2022, and again in October 2023 (See Companion Appendix J, pp. 2888-2900 for Staffing Memos). These memos informed the City Council on the department’s staffing challenges and their implications for ongoing projects, highlighting that several initiatives led by Public Works, including BerkDOT’s evolution, had been temporarily halted. This pause was later addressed at the Berkeley Budget & Finance Committee on June 22, 2023 and at the June 27, 2023 City Council session. Notably, several Reimagining Tier 1 requests have been referred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902- 2997 for
Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item).
As of this report’s submission, movement related to this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting. Should the allocation be returned, Public Works’ proactive response plan will be to launch a comprehensive Request for Proposal (RFP) process to bring aboard a third party with a proven track record in urban transportation to assess preliminary research, bridge any existing gaps, and devise an actionable BerkDOT implementation plan.
Key Accomplishments and Next Steps:
Considerations:
• Regulatory Compliance: BerkDOT must strictly adhere to local, state and federal transportation regulations. This includes not just road and transit roles, but also any pertaining to pedestrian zones, bike lanes, and other urban transportation forms. Ensuring compliance will prevent potential legal complications and foster smoother collaboration and state federal agencies.
11 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202320240AB645 RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2020 –
ongoing Community Process for BerkDOT Development
Fall 2022
Crossing guards transitioned from the Police to Public Works’ Division of Transportation.
November 2022 –
ongoing
Public Works staffing vacancies memos issued to City Council and community.
Phase 2
(2022-2024)
June 2023 City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.
Anticipated
November 2023 –
ongoing
Public Works anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting. Next Steps would include a possible RFP process for BerkDOT implementation planning.
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• Budgetary Limitations: The BerkDOT’s budget is currently deferred. This situation necessitates providing essential project and operations within existing resources. The City must explore innovative solutions and consider alternative funding avenues, such as grants or strategic partnerships.
• S taffing: The Public Works De partment is currently facing a staffing shortage, which affects its capacity to meet all operational demands. The Department is actively recruiting to fill vacancies.
It is important to note that with limited personnel, t
here are competing priorities to manage.
Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, movement related to this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting. Should the allocation be returned, Public Works’ proactive response plan will be to launch a comprehensive Request for Proposal (RFP) process to bring aboard a third party with a proven track record in urban transportation to assess preliminary research, bridge any existing gaps, and devise an actionable BerkDOT implementation plan.
BEHAVIORAL HEALTH, CRISIS RESPONSE, AND CRISIS-RELATED
SERVICES NEEDS AND CAPACITY ASSESSMENTS
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 2, the City of Berkeley allocated $100,000 in Fiscal Year 2023 for a service needs assessment based on 911 and non-911 calls for service, dispatch, and response to address the needs of Berkeley people with behavioral health issues and/or who are unhoused. This needs assessment should be conducted using computer-aided dispatch (CAD) or other data from the Berkeley Communications Center, other dispatch agencies, BPD, BFD, and any other relevant data during the COVID-19 pandemic from at least March 2020 through the present. In addition to this service assessment, the recommendation also includes a capacity assessment of crisis response and crisis-related services available to Berkeley.
In May 2023, the City Council authorized the City Manager to add a portion of this funding to an existing contract with Resource Development Associates (RDA) to support a CAD data analysis to better inform the implementation and evaluation of the Specialized Care Unit (SCU) (See Companion Appendix E, pp. 2487-2496 for RDA Contract).
Analyzing the CAD data will help inform future SCU and crisis system operations by gaining a better understanding of the types of calls that could apply to behavioral health crises. Components of this CAD data analysis and follow-up recommendations, as it applies to current program operations will be incorporated into the broader SCU evaluation, and provided to the City throughout the SCU pilot.
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In addition to the RDA contract to analyze 911 call data, HHCS recently hired a Community Services Specialist II (CSSII) who is focused on analyzing care support systems in the City of Berkeley and Alameda County, including crisis response and crisis-related services. This CSSII will focus on conducting the capacity assessment to determine what exists and system gaps with respect to the SCU, respite, and sobering centers. This work will continue throughout the calendar year and into early 2024.
Key Accomplishments and Next Steps:
Considerations:
• Expanding Data Analysis & Dynamic Needs: As the project progresses, there might be a recognition of new data sets essential for comprehensive analysis. • Partner Coordination & Feedback: With multiple partners involved, there will be extensive coordination to ensure that all information is gathered to inform these analyses. • Policy Awareness: Staying updated with relevant behavioral health policies and regulations will be key to ensure project success and compliance.
Ongoing Timeline:
• F
all 2023 – ongoing: These projects continue to be ongoing through the rest of 2023. HHCS expects to receive initial results of the analysis of the 911 call data and crisis systems by the beginning of next year.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 Existing contract for SCU program evaluation is amended to add a scope of work for RDA to conduct the crisis needs assessment.
June 2023 –
August 2023 Crisis needs assessment for 911 call planning begins with initial data scoping.
August 2023 –
ongoing
Data analysis of Computer Aided Dispatch (CAD) calls begins with City of Berkeley stakeholders.
August 2023 HHCS hired a Community Services Specialist II to analyze crisis response and related systems, specifically including crisis stabilization.
Anticipated
Ongoing –
December 2023
Data collection and systems planning.
Anticipated
December 2023 –
ongoing
Reporting. These projects continue to be ongoing through the rest of 2023.
HHCS expects to receive initial results of the analysis of the 911 call data and crisis systems by the beginning of next year
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STAFFING ASSESSMENT
Department Lead: Police
Status Update: In Progress
Overview:
As part of ongoing efforts in the Reimagining Public Safety Phase 2 recommendations, the Berkeley Police Department has contracted with Citygate Associates to undertake a thorough study of the Berkeley Police Department (See Companion Appendix L, pp. 2999-3006 for Contract and Scope of Services). This comprehensive study aims to evaluate the Department’s organizational structure, resource allocation, and geographical patrol boundaries. Citygate will also recommend organizational improvements to enhance overall service to the community with consideration given to the morale and well-being of police staff.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• October 2023 –
ongoing. Citygate’s
workload study will
take approximately
nine months and
consists of 6 key tasks
outlined in the
contract. The
Berkeley Police
Department
anticipates providing
updates during the
next Reimagining
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2023
The Berkeley Police Department has successfully engaged with Citygate Associates for a comprehensive staffing assessment and workload study.
Citygate’s workload study will take approximately nine months and consists of 6 key tasks outlined in the contract. RPS funding allocation of $125,000 for FY 2024.
August 2023 –
ongoing Citygate Staffing Assessment Tasks 1 & 2.
Anticipated
October 2023 –
November 2023
Stakeholder Interviews and Community Survey.
Anticipated
November 2023 –
December 2023
Review of Organizational Functions and Workload.
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Public Safety status report out.
TRANSPORTATION FINES & FEES ANALYSIS
Department Lead: City Manager’s Office
Status Update: To Be Initiated (funding deferred to AAO#1) Overview:
As a Phase 2 item in the Reimagining Public Safety initiative, $150,000 was allocated by the City Council for Fiscal Year 2023 to review the City of Berkeley’s Municipal Code for proposed changes to increase equity and racial justice in City’s transportation fines and fees, and explore the civilianization of enforcement of various Municipal Code violations (See Companion Appendix T, pp. 3259-3264).
As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.
Additionally, at the City Council’s Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests were deferred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item). The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable once a decision around funding has been finalized at the AAO #1 meeting.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.
Anticipated
October 2023 –
ongoing
The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.
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DEPARTMENT OF COMMUNITY SAFETY DESIGN AND
IMPLEMENTATION
Department Lead: City Manager’s Office
Status Update: To Be Initiated (funding deferred to AAO#1) Overview:
As a Phase 2 item in the Reimagining Public Safety initiative, $250,000 was allocated for Fiscal Year 2024 to support a design process for the creation of a Department of Community Safety (See Companion Appendix T, pp. 3259-3264).
As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.
Additionally, at the City Council’s Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests were deferred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item). The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable once a decision around funding has been finalized at the AAO #1 meeting.
Ke
y Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process.
Anticipated
October 2023 –
ongoing
The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.
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DISPATCH ASSESSMENT & IMPLEMENTATION
Department Lead: Fire Department
Status Update: In Progress
Overview:
The City’s Dispatch center is the hub of both police, fire and emergency medical services (EMS) for the community. When a resident call 911 for help, there is a simple expectation that person has: that the right responders arrive on scene to provide help quickly. What happens behind the scenes is a complex process that is similar to that of an air traffic control center. Dispatchers receive calls for help via 911 or a ten-digit phone number, they ask questions to clarify the need, collect critical information and enter information into a Computer Aided Dispatch (CAD) system, alert the right resource(s), coordinate the response to the call, all the while maintaining awareness of the system status.
With this project, the Berkeley Fire Department’s goal is to enhance the City’s Dispatch center to allow for the systematic triage of emergency calls, to provide pre-arrival emergency medical instructions to callers, and to create the opportunity to send alternate resources like an alternative mobile health unit (similar to the Fire Departments Mobile Integrated Paramedic unit deployed early in the Pandemic) or the Specialized Care Unit (SCU). To meet these modern fire and EMS capabilities, as seen in most other centers in the region including the Contra Costa Regional Fire Communications Center, the Alameda County Regional Emergency Communications Center, and the San Francisco Emergency Communications Department, a substantial initial and on-going investment may be required.
In part of the Mayor’s phased approach
to Reimagining Public Safety, Phase 1 work primarily focused on preliminary development and stakeholder engagement of the Dispatch Needs Assessment (DNA) design prior to soliciting a formal (See Companion Appendix B, pp. 1899-2285 for City Manager’s Reimagining Public Safety Off-Agenda Memos). As we advanced efforts towards Dispatch Needs Assessment and Redesign, additional funding was approved for Fiscal Year 2023 for DNA efforts, this enactment is a part of Phase 2 in the Mayor’s three-tiered approach.
Leading into Phase 2 of the Reimagining Public Safety initiative, the Berkeley Fire Department contracted with Federal Engineering, Inc. (FE) to conduct a Dispatch Needs Assessment (DNA). The results of the completed scope of work is detailed in the high-level implementation plan (See Companion Appendix M, pp. 3009-3014 for FE Contract and High Level Implementation Plan). The recommendations included a staffing model, facility improvements, advanced training and protocols required to support call triaging for alternative response models, and the implementation of emergency medical dispatch.
Due to the significance of the recommendations from FE and following extensive discussions with stakeholders from dispatch, the City Manager’s Office, the fire department, and the police department, staff is seeking a second opinion from other industry experts in the field before bringing the full report to City Council and advancing to the next phase of the DNA (implementation of the plan). The scope and lasting impacts of implementation of the DNA recommendations is so significant, it is imperative
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that the team exercises due diligence. By soliciting a second opinion, staff aim to ensure that the report and subsequent recommendations to the City Council are anchored in best practices, are pragmatic, fiscally responsible, and represent a comprehensive understanding of the challenges and requirements of this industry. This careful approach underscores the Berkeley Fire Department’s commitment to the highest standards of professional and strategic implementation.
The cost of the second opinion is not expected to exceed $20,000 and will be paid by Measure FF funds.
Contract initiation and reassessment will conclude in Spring 2024. Within this timeframe, the core objective is to undertake a comprehensive reassessment of the current and proposed staffing model.
The reassessment will utilize the most recent call data, as the FE report is now a year old. It is important to contextualize that the data, influenced by the unprecedented challenges of the COVID-19 Pandemic, may not represent typical patterns. The final output will encompass a plan for strategic implementation of the derived recommendations. Upon the completion of the second opinion, Fire Department staff anticipates engaging with City leadership to shape and inform next steps. The findings from this review will be presented to the appropriate stakeholder groups and the Council in 2024. The total contract for the Dispatch Needs Assessment and Implementation Plan is $300,000. In addition to City allocation ($200,000) the initial assessment was funded by HHCS grants (approximately $100,000).
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Key Accomplishments and Next Steps:
Considerations:
• Staffing. Through FY23 the Fire Department experienced significant and ongoing recruitment and hiring challenges resulting from the global pandemic, the Office of the Fire Chief (the Department) has struggled to fulfill community needs through day-to-day operations, strategic planning efforts, and project and program management. The most significant challenges surround overseeing operational and programmatic priorities due to short staffing. The Department is working diligently to reorganize its operations to support current and future staff and staffing needs.
• Facilities Space. One of the primary challenges and considerations that may inhibit implementation of Stage II of the Dispatch Needs Assessment is securing an appropriate facility space for the center. There is not enough space in the Public Safety Building before the Fire Department moves to an independent headquarters facility. Identifying and obtaining the appropriate amount of space to house dispatcher workstations is vital for the successful rollout and operation of the project. Ensuring the space meets the specific requirements and standards, both in terms of functionality and accessibility, is paramount and current configuration of the Public Safety Building will need to be adjusted to accommodate a modern and expended dispatch center.
• Budget. Stage I of this project was paid for with HHCS grant funds and the second opinion and planning for implementation is funded by Measure FF. Additional funding for implementation of any/all recommendations will need to be approved and appropriated by the City Council.
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
February 2021 –
December 2021 RFP Process Executed.
January 2021 –
October 2022
Federal Engineering Conducts Assessment. The scope of work for this project examined existing dispatch capabilities and the City's goals to develop a gap analysis and path forward on how to triage calls, divert non-emergency calls—including mental health calls —to appropriate resources, and implement the delivery of emergency medical instructions to callers.
Phase 2
(2022-2024)
November 2022 –
May 2023
The Federal Engineering Report on Priority Dispatch was presented to key stakeholders and discussed internally.
July 2023 –
October 2023 Development of Second Opinion Scope and Vendor Selection Anticipated
Fall 2023
A budget of $20,000 from Measure FF funds is allocated for a second opinion, set to begin in November for a three-month duration. This review will re-evaluate our staffing model using the latest call data, considering the anomalies from the COVID-19 impacted years. The outcome will provide strategic recommendations for implementation.
Anticipated
Winter/Spring 2024 Second opinion report complete.
Anticipated
Winter/Spring 2024
Discussion with City project stakeholders of FE’s report and the second opinion to determine next steps for the DNA.
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Ongoing Timeline:
• Fall 2023 – ongoing: A budget of $20,000 from Measure FF funds is allocated for a second opinion, set to begin in late Fall 2023. This review will re-evaluate Fire’s staffing model using the latest call data, considering the anomalies from the COVID-19 impacted years. The outcome will provide strategic recommendations for implementation.
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COMMUNITY INVESTMENTS
VIOLENCE PREVENTION
VIOLENCE PREVENTION AND YOUTH SERVICES
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
In Phase 2 of the initiative to Reimagine Public Safety, emphasis was placed on community investments.
Two prominent Community-Based Organizations (CBOs), namely McGee Avenue12 Baptist Church Center for Food, Faith, and Justice and Berkeley Youth Alternatives13 were identified and selected to receive funds. These allocations are instrumental in bolstering collective efforts to reshape and enhance the dynamics of Berkeley’s community. For Fiscal Years 2023 and 2024, $50,000 has been designated to support the “Voices Against Violence” series by the McGee Avenue Baptist Church. Additionally, Berkeley Youth Alternatives has been allocated $160,000, of which, $125,000 is dedicated to their Counseling Center14 and the remaining $35,000 is designated for the Summer Jam Day Camp.
Center for Food, Faith. In the City’s ongoing efforts to enhance community safety and enrichment, the McGee Avenue Baptist Church was granted funding of $50,000 to support with their “Voices Against Violence” youth campaign.
Berkeley Youth Alternatives. BYA, another pillar in the community, has been awarded $160,000. A substantial portion, $125,000 is dedicated to fortifying their counseling center, which plays a crucial role in providing support to many. The remaining $35,000 is allocated to ensure successful continuation of their Summer Jam Day Camp.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – June 2024: The City will continue to allocate funds to McGee Avenue Baptist Church and Berkeley Youth Alternatives corresponding to their programmatic expenditures through the end of Fiscal Year 2024, which ends on June 30, 2024.
12 https://www.cffj.org/programs-services
13 https://www.byaonline.org/
14 https://www.byaonline.org/programs/counseling-center/counseling-center RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2022- June 2023 Funds allocated to CBOs
Anticipated
Fall 2023 – June 2024 Funds continued allocation to CBOs through FY 24.
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GUN VIOLENCE PREVENTION (BERKELEY CEASEFIRE)
Department Lead: City Manager’s Office
Status Update: In Progress (FY 23 carryover request to AAO#1) Overview:
As part of the Mayor’s phased approach to Reimagining Public Safety, Phase 1 work primarily focused on community-centric processes and comprehensive engagement with key stakeholders and field experts. In this engagement, analysis, and design process, the National Institute for Criminal Justice Reform15 (NICJR), was commissioned to conduct an assessment of programs and models that increase safety, properly respond to emergencies, reduce crime and violence, and improve policing. Included in their final report was a dedicated assessment of Community Driven Violence Reduction Strategies16, also known as Gun Violence Prevention or “Ceasefire,” This report was presented to the Reimagining Public Safety Task Force, and thereafter to the City Council in Spring 2022 (See Companion Appendix A, pp. 1107-1111, for NICJR Report).
Councilmember Terry Taplin recommended a series of budget referrals (November 2021, May 2022) for a Gun Violence Intervention (Operation Ceasefire) program to be designed and implemented within the city of Berkeley (See Abbreviated Appendix N, pp. 3088-3095). To support this initiative, the Berkeley Police Department (BPD) has established a comprehensive Transparency Hub17 with data and analysis designed to support the Ceasefire process and inform the community of BPD’s efforts in this space.
As the Reimagining Public Safety work transitioned to Phase 2 of analysis and implementation, on June 28, 2022, the City of Berkeley ratified a budget for FY 2023 & FY 2024 with an allocation of $1,000,000 dedicated to addressing the increase in gun violence that the city of Berkeley has experienced in recent years. The budget item, titled “Ceasefire,” is predicated on said prior discussions on potential community-based violence prevention strategies. The City Manager has since issued an Off Agenda Memo in
October 2022 providing updates on progress thus far, highlighting BPD’s preliminary steps, including engagement with Ceasefire programs in surrounding cities and other violence prevention programs when there are Berkeley connections to crime in other jurisdictions as well as their expanded partnership with UC Berkeley to include a collaboration with the Goldman School of Public Policy to design a Gun Violence Prevention program evaluation plan including the definition of success metrics and independent analysis thereof. (See Abbreviated Appendix N, pp. 3014-3087, for Report). In addition to the Police Department’s efforts, Councilmember Taplin has coordinated several advisory group meetings inviting a number of community stakeholders and experts in violence reduction programs.
These meetings included faith leaders and community-based organizations in Berkeley. The meetings involved identifying current systems and other stakeholders who should be engaged in the process as
15 https://nicjr.org/
16 https://berkeleyca.gov/sites/default/files/documents/BerkeleyReport_030722.pdf#page=100 17 https://bpd-transparency-initiative-berkeleypd.hub.arcgis.com/
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well as discussions as to what strategies would work best in Berkeley. A memo was published April 2023 (See Abbreviated Appendix N, page p. 3088, for April 2023 memo).
The Gun Violence Prevention (GVP) report was completed in summer 2023 and preliminary analyses and findings have been presented to the Chief of Police and City Manager’s Office, and are expected to be presented to the City Council December 5, 2023 (See Appendix N, pp. 3014-3087, for Gun Violence Prevention Report). Unspent funds ($1,000,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager, now onboarded in their role as the Reimagining Public Safety Project Coordinator, will collaborate with essential stakeholders to design the forthcoming steps and processes tailored to meet the specific requirements of Berkeley’s GVP program. The team will also explore the potential need for a Request for Proposal (RFP) during this phase.
Key Accomplishments and Next Steps:
Considerations:
• CBO/Staffing Recruitment: The current recruitment landscape presents its own set of challenges. Staffing up qualified organizations/individuals for this program may face prolonged lead times in recruitment. Beyond initial recruitment, the essential training required to ensure the efficacy of the GVP launch may further extend lead times.
Ongoing Timeline:
• December 2023 – ongoing: Unspent funds from FY 2023 have been requested for carryover as part of AA0#1. GVP findings are scheduled to be presented to the City Council December 5, 2023. The Assistant to the City Manager will collaborate with essential stakeholders. This collaboration aims to design the forthcoming steps and processes tailored to meet the specific requirements of the GVP program.
RPS Phase Timeline Status
Phase 1
(2020-2022)
Spring 2022
Preliminary Steps. NICJR Presents report to Task Force and Council. Councilmember Terry Taplin presents budget
recommendations. BPD launches transparency hub.
June 2022 $1M allocation adopted for Gun Violence Prevention Program.
Phase 2
(2022-2024)
November 2022 Gun Violence Prevention (GVP) Preliminary Analysis Initiated May 2023 GVP Report complete.
August 2023 Assistant to the City Manager – Reimagining Public Safety Project Coordinator hired.
Anticipated
December 2023 Comprehensive update on Reimagining and Project update for GVP.
Anticipated
Winter 2024 –
ongoing
Preliminary research and stakeholder engagement for next steps and possible process.
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ALTERNATIVES TO SANCTIONS/FINES
HEARING OFFICER-A LTERNATIVES TO SANCTIONS/FINES
Department Lead: Public Works Department
Status Update: In Progress (funding deferred to AAO#1)
Overview:
As a Phase 2 item in the Reimagining Public Safety initiative, $150,000 was allocated for Fiscal Year 2024 to enhance hearing officer resources. The remit of this allocation includes referring individuals to community service and social services for various infractions, such as low-level violations related to parking.
As previously mentioned, several Reimagining Public Safety deliverables, have yet to be initiated.
Additionally, at the City Council’s Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests were deferred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item). The City Manager’s Office anticipates exploring next steps towards fulfilling this deliverable once a decision around funding has been finalized at the AAO #1 meeting. In light of the need to address the backlog of the administrative review queue, the Public Works Department has expanded resources to bring on an assistant to support with this process.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023 City Council referred several Reimagining Tier 1 requests to the November 2023 Annual Appropriations Ordinance #1 process.
Anticipated
October 2023 –
ongoing
The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.
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EXPAND DOWNTOWN STREETS TEAMS
Department Lead: Public Works D epartment
Status Update: In Progress (funding deferred to AAO#1)
Overview:
In Phase 2, a budgetary provision of $50,000 was allocated for Fiscal Years 2023 and 2024 to expand the scope of the City’s contract with Downtown Streets Team18. On May 31, 2022, City Council approved Resolution No. 70, 394-N.S to allow for City staff to enter into sole source negotiations with DST for new pricing, contract terms, and scope of services in support of the Clean Cities Program for the continuation of hand sweeping, leaf and litter removal, graffiti abatement, and poster removal services for various commercial districts (See Companion Appendix O, pp. 3097-3100 for 2022 Contract with Downtown Streets Team).
As mentioned, several Reimagining Public Safety deliverables have yet to be initiated. Additionally, at the Berkeley Budget & Finance Committee meeting on June 22, 2023 and June 27, 2023 City Council session, several Reimagining Tier 1 requests have been referred to the December 2023 Annual Appropriations Ordinance #1 process (See Companion Appendix K, pp. 2902-2997 for Budget & Finance Committee Annotated Agenda and June 2023 Item 53 Council Supplemental Item).
Public Works has since then entered into a new contract with Downtown Streets Team, June 27, 2023 wherein which DST supports the city with services related to hand sweeping, graffiti and litter abatement, poster removal, and low barrier volunteer work experience programming (See Companion Appendix O, pp. 3101-3103 for 2023 Contract with Downtown Streets Team). The Public Works department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing: As of this report’s submission, this deliverable has yet to be initiated. The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been finalized at the AAO #1 meeting.
18 https://www.streetsteam.org/berkeley
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
June 2023
City Council referred several Reimagining Tier 1 requests to the December 2023 Annual Appropriations Ordinance #1 process. Public Works enters contract with Downtown Streets Team.
Anticipated
October 2023 –
ongoing
The Public Works Department anticipates exploring next steps towards fulfilling this deliverable, once a decision around funding has been made at the AAO#1 meeting.
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COMMUNITY MENTAL HEALTH, BEHAVIORAL, AND
CRISIS RESPONSE
COMMUNITY CRISIS RESPONSE SERVICES (BRIDG E SERVICES)
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
Within the framework of Phase 1 of the Reimagining Public Safety initiative, the city was actively engaged in the planning stages of the Specialized Care Unit (SCU). The SCU, envisioned as a 24/7 mobile unit, will provide support to individuals experiencing a mental health or substance abuse crisis, without necessitating direct police involvement. During the design period, with HHCS actively engaged in the development process, the city recognized the pressing need to enhance non-police relationships and support for individuals at risk of entering a crisis state. In response to this need, the City Council, on June 29, 2021, allocated up to $1,200,000 from the FY 2022 budget, sourced from the American Rescue Plan, to fund the Community Crisis Response (CCR) services. These services, intended to bridge the gap until the SCU became operational, were also referred to as “Bridge Services.”
In pursuit of these goals, the City issues a Request for Proposals, seeking community-based organizations (CBOs) and groups with expertise to provide these supportive services. The City of Berkeley received proposals from three local organizations, Alameda County Network of Mental Health
Clients19 (Berkeley Drop-in Center), Options Recovery20, and Women’s Daytime Drop-in Center21, each with intent to expand their current service offerings. The review committee, consisting of representatives from the Health, Housing and Community Services Department, the Fire Department, the Mental Health Commission, and the Berkeley Community Safety Coalition, recommended funding all three contracts (See Companion Appendix P, pp. 3105-3110 for City Manager’s consent item).
These contracts will provide financial support to:
1. Alameda County Network of Mental Health Clients (Berkeley Drop-in Center) to expand their peer support programming for crisis prevention, crisis intervention and post-crisis support (See Companion Appendix P, pp. 3111-3150 for Peer Wellness Berkeley Drop-In Center Contract)
2. Options Recovery for hiring Substance Use Disorder (SUD) Navigators for culturally competent stage-matched interventions (See Companion Appendix P, pp. 3151-3244 for Options Recovery Contract)
3. Women’s Daytime Drop-in Center for enhanced mental health care services to the community including assessment, linkages, workshops, and goal-setting (See Companion Appendix P, pp. 3180-3215 for Women’s Daytime Drop-in Center Contract)
19 https://alameda.networkofcare.org/mh/services/agency.aspx?pid=BerkeleyDropInCenter_344_2 _0 20 https://optionsrecoveryservices.com/
21 https://www.womensdropin.org/
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As Reimagining efforts have transitioned into Phase 2 of the implementation process, these contracts were initiated in Spring 2022, and amended to be extended the following year, while the Specialized Care Unit, having launched September 2023, continues to build and ramp up.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing:
HHCS will continue
partnership Alameda County
Network of Mental Health
Clients (Berkeley Drop-in
Center), Options Recovery,
and Women’s Daytime
Drop-in Center for
Community Crisis Response
Services, while the SCU will
continue to hire and train
staff to build toward 24/7
operations.
RPS Phase Timeline Milestone
Phase 1
(2020-2022)
June 2021
City Council approves to allocate $1,200,000 from the FY 2022 budget, sourced from the American Rescue Plan, to fund the Community Crisis Response (CCR) services.
Summer 2021 RFP Process initiated.
November 2021
Consent item issued to adopt three Resolutions authorizing the City Manager to execute contracts and any amendments or extensions with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center for Community Crisis Response Services, in an amount not to exceed $1,200,000.
Spring 2022 –
Winter 2022
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center initiated.
Phase 2
(2022-2024)
Spring 2023 –
ongoing
Contracts with Alameda County Network of Mental Health Clients (Berkeley Drop-in Center), Options Recovery, and Women’s Daytime Drop-in Center renewed/amended, while the SCU will continue to hire and train staff to build toward 24/7 operations.
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YOUTH PEERS MENTAL HEALTH, BEHAVIORAL, AND CRISIS RESPONSE Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
The City’s Health, Housing, and Community Services (HHCS) Department has initiated a collaborative effort with the Berkeley Unified School District (BUSD). Central to this partnership is the establishment of a Wellness Center at Berkeley High School22. This center is envisioned as a new space for students, providing an environment conducive to rejuvenation, connectivity, and well-being. This initiative falls under of Phase 2 of the Reimagining Public Safety’s Community Investments, with “Community Mental Health, Behavioral and Crisis Response” identified as a focal sub-category. In alignment with this vision, the City of Berkeley has allocated $175,000 for Fiscal Year 2023 and 2024 (totaling $350,000) to contract and cover the salary and benefits for a BHS Mental Health and Wellbeing Coordinator to oversee the Wellness Center. In addition, the City partially funds the MEET and Wellness Counselor at the Center (See Companion Appendix Q, pp. 3215-3239 for BUSD Contract and Scope of Services).
Key Accomplishments and Next Steps:
Considerations:
• Coordination with the Berkeley High School Health Center: The BHS Health Center, operated by the mental health and public health divisions of HHCS, continues to provide first aid, mental health, youth development, and reproductive and sexual health services to students on campus. As Wellness Center services are largely preventive in nature, and Wellness Center and Health Center staff will coordinate as needed to support the unique needs of students.
Ongoing Timeline:
• Fall 2023 – ongoing: BUSD will submit a project evaluation plan to HHCS. Evaluation #1 will be delivered to HHCS July 2024.
22 https://sites.google.com/berkeley.net/bhswellness/bhs-mental-health-resources RPS Phase Timeline Milestone
Phase 2
(2022-2024)
July 2023 Mental Health Wellness Coordinator Hired.
August 2023 Wellness Center Refurbishing and Soft Opening.
August 2023 –
ongoing
BUSD - HHCS Collaboration Meeting.
Outreach activities to introduce MHW Coordinator to BUSD staff, students, and parents (as appropriate).
Preliminary Wellness Center activity and services offered Anticipated
November 2023 BUSD submits project evaluation plan to HHCS.
Anticipated
July 2024
Evaluation #1 due to HHCS (for the period of June 26, July 15, 2024 2023 - June 30, 2024).
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RESPITE FROM GENDER VIOLENCE
RESPITE FROM GENDER VIOLENCE
Department Lead: Health, Housing and Community Services Department Status Update: In Progress
Overview:
The Health, Housing, and Community Services (HHCS) Department has initiated a strategic effort to conduct a systems analysis concerning respite from gender violence and its intersections with other pertinent crisis response systems. The purpose is to increase the community’s knowledge about respite resources, understand their strengths and challenges, and to identify gaps that can be addressed. To facilitate this, a temporary Community Services Specialist II was hired in August 2023 to lead the process. Additional resources will be identified to fill service gaps.
Key Accomplishments and Next Steps:
Cons
iderations:
• Community Collaboration: Prioritizing insights from community partners ensure that the policy evolution remains responsive to the lived experience, policy needs, and priorities of survivor communities.
Ongoing Timeline:
• Fall 2023 – ongoing: The Health, Housing, and Community Services Department anticipates continuing research and evaluation to identify resources available based on the needs of the community.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
August 2023 Temporary Community Services Specialist II hired.
October –
November 2023
Preliminary steps of research to identify resources available at the local, state, and federal level.
Anticipated
Fall 2023 –
ongoing
Continued research and evaluation to identify resources available based on the needs of the community.
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LANGUAGE EQUITY
LANGUAGE EQUITY
Department Lead: City Manager’s Office
Status Update: To Be Initiated (FY 23 carryover request to AAO#1) Overview:
In Phase 2 of the Reimagining Public Safety initiative, the City Council allocated a budget of $15,000 for Fiscal Year 2023 to support the publication of victim resources in plain language and multiple languages.
This strategic investment is aimed at expanding accessibility and ensuring that vital information and support services are readily available to all members of the community, including those with limited English proficiency, non-English speakers, and individuals with low-literacy levels. This initiative directly aligns with the recommendations outlined in the Reimagining Public Safety Task Force Report (See Companion Appendix A, pp. 938-941 for Reimagining Public Safety Task Force Report).
Unspent funds ($15,000) from Fiscal Year 2023 have been requested for carryover to FY 2024 as part of AA0#1. The Assistant to the City Manager, serving as the Reimagining Public Safety project manager will coordinate with the Health Housing and Community Services Department, specifically, their newly appointed Community Services Specialist II who is focusing on respite from gender violence work.
Key Accomplishments and Next Steps:
Ongoing Timeline:
• Fall 2023 – ongoing: The team anticipates continuing research and evaluation to identify resources available based on the needs of the community. As the City progresses in this phase, the team will coordinate to identify usage for language equity funds.
RPS Phase Timeline Milestone
Phase 2
(2022-2024)
August 2023 Assistant to the City Manager and temporary Community Services Specialist II hired.
October –
November 2023
Preliminary steps of research to identify resources available at the local, state, and federal level.
Anticipated
Fall 2023 –
ongoing
Continued research and evaluation to identify resources available based on the needs of the community; coordination to identify usage for language equity funds.
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APPENDIX B
Updated RPS Coordination Plan
APPENDIX B
Internal
City Manager’s Office
Reimagining Public Safety Coordination Plan
APPENDIX B
Internal
Reimagining Public Safety
RPS Coordination Plan | Page 2
TABLE OF CONTENTS
1 Executive Summary ................................ ................................ ................................ ............ 3 2 Introduction ................................ ................................ ................................ ....................... 4
2.1 Objective of the Reimagining Public Safety Initiative Coordination Plan ................................ ........ 4
2.2 Drivers, Problems to be Solved, and Communities Impacted................................ ......................... 4
2.3 Purpose and Value to Organization ................................ ................................ .............................. 5 3 Reimagining Public Safety Team ................................ ................................ ......................... 6 4 Deliverables and Tasks ................................ ................................ ................................ ....... 7 5 Assumptions and Constraints................................ ................................ .............................. 8 6 Project Budget ................................ ................................ ................................ .................... 9
6.1 Reporting Process, Frequency, and Deadlines................................ ................................ ............... 9
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1 Executive Summary
Introduction: The Reimagining Public Safety (RPS) initiative is a groundbreaking effort by the City of Berkeley to transform its approach to public safety. The initiative aims to build a safe, equitable, and thriving community through a redefined, multidisciplinary approach to public safety.
Justification: The RPS initiative aims to achieve a transformative approach to public safety, improving community well-being and potentially reducing long-term costs. The expected outcome includes not just policy adjustments but also broad, systemic change.
Objectives: To fulfill1 the task activities and deliverables outlined within the Mayor and Councils recommendations and phased approach regarding Reimagining Public Safety:
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 listed in Attachment 1, Section A to the report
2. Direct the City Manager to prioritize over the next two years the programmatic recommendations for Phase 1 of Reimagining Implementation listed in Attachment 1, Section B to the report.
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, as outlined in Attachment 1, Section C to the report, and return with recommendations to the City Council by May 2024 to align with the FY 25-26 Biennial Budget process.
4. Except where resources may allow for expedited implementation, refer additional reforms to the FY 2025- 2026 Biennial Budget as outlined in Attachment 1, Section D to the report.
Scope: The initiative encompasses a breadth of fields including, but not limited to, law enforcement, health, housing and community services, dispatch analysis and coordination with our fire teams, and public works.
It will focus on collaborative, proactive, and problem-solving approaches that align with the mission and values of our City and Reimagining Public Safety efforts.
Purpose of the Coordination Plan: This coordination plan is aims to integrate the Assistant to the City Manager, serving as the Reimagining Public Safety Project Coordinator, into the RPS Team and establish a framework for collaborating. Designated City Departments (CMO, HHCS, Police, Fire, Public Works), who have been spearheading this initiative forward, will continue to serve as leads for respective Reimagining Public Safety deliverables. The Assistant to the City Manager will serve as the RPS project coordinator and work collaboratively alongside Departments to catalog and report-out RPS project progress.
Timeline: This timeline will follow the 2020-2026 phased approach outlined here.
Budget and Resources: A budget of up to $5.3 million has been referred for the FY 2023-2024 Budget Process. Staff and/or consulting services will be engaged for implementing deliverables.
Next Steps: This coordination plan is a dynamic document and may be updated as needed. Upon formal approval of this plan, we will make every effort to execute the plans and activities outlined herein.
1 Unless otherwise amended.
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2 Introduction
2.1 Objective of the Reimagining Public Safety Initiative Coordination Plan The primary objective of this Coordination Plan is to articulate the integration of project coordinator responsibilities within the broader context of leaders and teams committed to propelling the Reimagining Public Safety (RPS) initiative forward. Given the dynamic nature of the RPS initiative, the coordination plan is inherently a living document, adaptable to the evolving needs of the team. It establishes a framework for reporting on the progress of various deliverables and sub-deliverables associated with the Reimagining Public Safety initiative (RPS) being implemented across the City of Berkeley. The Assistant to the City Manager – RPS Project Coordinator’s role will primarily involve cataloging ongoing work, managing information flow, and ensuring that the key stakeholders are informed of RPS developments and progress.
2.2 Drivers, Problems to be Solved, and Communities Impacted In striving to reimagine public safety, Berkeley’s efforts encompass a balanced distribution of resources, reassessment of policing responsibilities, strategic community investments, and the design of a holistic approach to safety. This approach seeks to offer a balanced model for addressing public safety while also attending to various community needs.
Drivers & Motivators Problems to be Solved Communities Impacted • Community Well-
being
• Public Trust
• Equity and Inclusion
• Legislative
Momentum
• Resource
Optimization
• Fiscal Responsibility
• Compliance and
Accountability
• Resilience and
Preparedness
• Technological
Advances
• Addressing Historical
Inequities
• Scope and Range of Police
Responsibilities
• Community Investment Gap
• Resource Allocation
• Public Perception and Trust
• Data and Reporting
• Diverse Population
Dynamics
• Community Call Responses
• Holistic Safety and Well-
being Approach
• Sustainability
• City of Berkeley Residents
o Communities of Color
o Low Income Communities
o LGBTQIA+ Communities
o Justice-Impacted Communities
o Mental Health & Substance Use Communities
o Youth & Students
o Immigrant Communities
o Justice-Impacted Communities
• Community Based Organizations
• Government Officials
o City Departments: CMO, Fire, Police, HHCS,
Public Works, HR, IT, Finance
o Council Committees: Public Safety Policy
Committee, FITES Committee, Health, Life
Enrichment, Equity & Community Committee,
Budget & Finance Policy Committee
o Boards & Commissions: Mental Health
Commission, Public Safety Policy Committee,
Police Accountability Board, RPS Taskforce
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2.3 Purpose and Value to Organization
The purpose of the Reimagining Public Safety Initiative in the City of Berkeley is to develop a more equitable, holistic, and community-centered approach to public safety. By reassessing and restructuring traditional models, we aim to address systemic inequities, increase community trust, and efficiently allocate resources for the well-being of all residents. This initiative not only seeks to enhance the city’s public safety and community engagement, but also positions Berkeley as a potential model for innovative, comprehensive, and inclusive public safety strategies nationwide. Reimagining Public Safety Principles, Commitments, and Objectives
Guiding Principle Commitment
REIMAGINE
Redesign public safety
from a traditional Police
Department to one that
is focused on the diverse
needs of the community
it serves.
A transformative approach to community-centered safety and reducing the scope of policing, by re-defining our understanding of safety to be holistic and focus not just on crime prevention but health, wellness, and economic security for all of our residents. While the focus has been on reducing the footprint of policing, we recognize that police play a critical role in our society, and we must determine the right size, focus and function of our Police Department to prevent and respond to crime, while exploring alternative response models and upstream investments in social services to create a healthy, safe and equitable community.
Reimagining health and safety, considering allocating resources towards a more holistic approach - one that shifts resources away from policing towards health, education and social services, and is able to meet crises with a variety of appropriate responses.
Identifying alternatives to policing and enforcement to reduce conflict, harm, and institutionalization , introduce alternative and restorative justice models, and reduce or eliminate use of fines and incarceration.
IMPROVE
Improve the City of
Berkeley’s public safety
system for residents and
communities that have
experienced the greatest
harm from the existing
public safety model.
A broad, inclusive community process that will result in deep and lasting change to support safety and wellbeing for all Berkeley residents.
Determining the appropriate response to community calls for help including size, scope of operation and powers and duties of a well-trained police department.
Supporting police by freeing them to focus on what they do best: respond to and investigate crimes.
REINVEST
Increase equitable
investment in vulnerable
communities and for
those who have been
historically marginalized.
Equitable investment in the essential conditions of a safe and healthy community , especially for those who have been historically marginalized and have experienced disinvestment.
Providing meaningful safety, continuing critical health and social services, and committing to, and investing in, a new, positive, equitable and community-centered approach to health and safety that is affordable and sustainable.
Ensuring an appropriately staffed and deployed Police Department while reducing the impact of Police expenditures to the General Fund; Investing in a suite of alternative response services and a sophisticated dispatch system to deploy the most appropriate emergency response in a cost-effective manner.
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3 Reimagining Public Safety Team
The Reimagining Public Safety Team has undertaken the substantial task of reshaping the city’s approach to public safety, following the City Council’s adoption of the July 2020 omnibus motion. This initiative, as noted in the City Manager’s report, represents a collective effort, drawing together city departments, community stakeholders, field experts, and the dedicated Reimagining Public Safety Task Force to collaboratively design a new public safety paradigm.
In Phase 1 (2020-2022), the City Manager, leadership team, and city staff actively engaged in comprehensive consultations and strategic planning sessions; their efforts, focused on ensuring that the initiatives underway are well-aligned with both the community’s needs and the city council’s directives, set the stage leading into Phase 2 (2022-2024).
The table below offers an overview of the Reimagining Public Safety Team’s structure for Phase 2, acknowledging the individuals and their collaborative work2. It is crucial to emphasize that this initiative is a city-wide effort, reliant on the active involvement of a variety of city staff and community-based subject matter experts throughout its phased implementation. This team is uniquely situated to continue accomplishing this work. Their dedication, passion and leadership around this work is truly exceptional.
Department RPS Team
City Manager’s Office (CMO)
Dee Williams Ridley City Manager
LaTanya Bellow Deputy City Manager
Anne Cardwell Deputy City Manager
Rex Brown DEI Officer
Carianna Arredondo Assistant to the City Manager
Reimagining Public Safety Project Coordinator
Health Housing and
Community Services (HHCS)
Scott Gilman (Interim) Interim Director, Health Housing and Community Services
Katherine Hawn Senior Management Analyst, HHCS
RPS Team Lead Representative (HHCS)
Police
Chief Jennifer Louis Chief of Police
Lt. Matthew McGee Lieutenant, Police
RPS Team Lead Representative (Police)
Fire
Chief David Sprague Chief of Fire
Shanalee Gallagher Program Manager, Fire
RPS Team Lead Representative (Fire)
Public Works
Terrance Davis Director, Public Works
RPS Team Lead Representative (Public Works)
Wahid Amiri Deputy Director, Public Works Transportation Div.
2 As noted in the Executive Summary, this coordination plan is aims to integrate the Assistant to the City Manager, serving as the Reimagining Public Safety Project Coordinator, into the RPS Team and establish a framework for collaborating. Designated City Departments (CMO, HHCS, Police, Fire, Public Works), who have been spearheading this initiative forward, will continue to serve as leads for respective Reimagining Public Safety deliverables. The Assistant to the City Manager will serve as the RPS project coordinator and work collaboratively alongside Departments to catalog and report-out RPS project progress.
APPENDIX B
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Reimagining Public Safety
RPS Coordination Plan | Page 7
RPS Team Lead Representative (Public Works)
City Attorney’s Office (CAO) Brendan Darrow Assistant City Attorney City Attorney’s Office (CAO) Emile Durette Assistant to the City Attorney RPS Team Lead Representative (City Attorney’s Office)
4 Deliverables and Tasks
At the time of this coordination plan’s creation, the Reimagining Public Safety initiative has already been set into motion. City departments, each taking steps in line with their specific mandates and responsibility, are continuing to move forward in their efforts to support this initiative. Department Heads and the designated RPS Team leads will collaborate with the Assistant to the City Manager serving as the RPS project coordinator in identifying and cataloging work that has already been completed, work that is in progress, and future tasks that still require action. This consolidated view will enable effective resource allocation, risk management, and strategic planning, thus ensuring the deliverables are executed in a timely and effective manner.
Department Deliverable
City Manager’s Office (CMO)
Phase 1 • Community Engagement Process
Phase 2
• Asst. To City Manager – RPS Project Coordinator
• DEI Officer & Asst to DEI Officer
• Grant Assistance
• Department of Community/Public Safety Design
• Fines/Fees Analysis
• Ceasefire Analysis, Design & (early) Implementation
Phase 3 • Ceasefire Implementation
• Launch Universal Basic Income Pilot
Health Housing and
Community Services (HHCS)
Phase 1 • Specialized Care Unit Design
• Bridge Services
Phase 2
• Specialized Care Unit Implementation
• Respite from Gender Violence
• Needs and Capacity Assessment
• Violence Prevention and Youth Services
• Youth Peers Mental Health Response
Phase 3 • Specialized Care Unit Expansion
Police
Phase 1 • Fair and Impartial Policing
Phase 2
• Fair & Impartial Policing
• Beat Study & Staffing Assessment
• Wellness Funding -- CIS Contract & PST
• Staffing – Community Service Officers & Dispatchers
Phase 3 • BPD Budget & Staffing Update
Fire
Phase 1 • Dispatch Analysis Study Design
Phase 2 • Dispatch Analysis Study Implementation
Phase 3 • Dispatch Redesign Application
Public Works Phase 1 • BerkDOT Design
APPENDIX B
Internal
Reimagining Public Safety
RPS Coordination Plan | Page 8
Phase 2
• BerkDOT Analysis & Implementation
• Associate Planner for Vision Zero Collision Analysis
• Expand Downtown Streets Teams
• Hearing Officers Alternatives to Sanctions/Fines
Phase 3 • BerkDOT Implementation
• Implementation of Public Safety Department
5 Assumptions and Constraints
In planning and executing the Reimagining Public Safety initiative, it’s crucial to identify the underlying assumptions that guide our strategies, as well as the constraints that may limit our options. This section outlines these assumptions and constraints to provide a structured framework for decision-making, risk management, and effective project implementation on an inter-departmental level.
Assumption/Constraint Description Example Detail
Funding
Adequate financial resources will be available for
implementing various aspects of the project. Budget allocation, grants, etc.
Limited funds may restrict the extent of changes or
pace implementation.
Budget caps, competing
priorities.
Community Support
There is strong community support and engagement in
the reimagining process.
Community meetings,
surveys, etc.
Resistance or opposition from certain community
groups may slow down the project’s pace.
Public protests, negative
media attention.
Legislative Framework
Necessary changes in local and state laws will be made
to facilitate project goals.
Policy adjustments for
unarmed enforcement.
Existing laws may limit the types of changes that can
be implemented immediately.
State laws on unarmed
enforcement.
Staff Recruitment/Retention
Required staff positions will be filled timely and will remain stable throughout the project.
Assistant City Managers,
Vision Zero Coordinator, etc.
Constraints on hiring or retaining the specialized staff required for the project.
Recruitment challenges,
staffing shortages, causing
delay.
High attrition rates.
Hiring and training can take
up to a year due to added
measures in this specialty.
Technology
Technology platforms will effectively support new
dispatch and response models.
Software for prioritized
dispatch.
Technological limitations may constrain the speed or
effectiveness of new systems or models. Outdated systems, interoperability issues,
extended timelines.
Request for Proposals is often a 6-month process.
Actual implementation of new systems could take up to
two years.
APPENDIX B
Internal
Reimagining Public Safety
RPS Coordination Plan | Page 9
6 Project Budget
A budget allocation of up to $5.3 million3 has been designated for Fiscal Year 2023-2024. Together with additional grants, the total funding for the Reimagining Public Safety Initiative exceeds approximately $9 million. Developed based on recommendations from the City Manager, Mayor, and City Council the budget serves as a financial blueprint for responsibly allocating resources and achieving the initiative’s objectives. For optimized tracking and reporting, we’ve established a simple process that involves multiple stakeholders.
6.1 Reporting Process, Frequency, and Deadlines
The given the dynamic nature of the Reimagining Public Safety work, the team will continue to collaborate on identifying and improving best practices for budget process. RPS Project Leads will be responsible for sharing the following information for respective RPS-related deliverables:
Type of Expense Tracking Information
For Contracted Items • Vendor Name
• Contract # (if applicable)
• Budget COA
For Staffing Positions • Position Filled (Y/N)
• Job Description/Posting Link
Considering the RPS work is funded by the city across FY 2023 and FY 2024, a quarterly reporting cadence is most effective.
By adhering to these guidelines and protocols, we aim to maintain rigorous control and agility while effectively making meaningful progress on the Reimagining Public Safety Initiative.
3 Subject to change based on bi-annual budget review process and recommendations.
APPENDIX B
APPENDIX C
Amended Contract for Grant Assistance
APPENDIX C
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
March 26, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Contract No. 32400015 Amendment: California Consulting for on-call grant writing services
RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 32400015 with California Consulting, Inc. for on-call grant writing services to increase the contract amount by $303,000 for a new not-to-exceed amount of $350,000 and extend the contract term to June 30, 2026.
FISCAL IMPACTS OF RECOMMENDATION
This on-call contract has spent almost 95% of the currently authorized not-to-exceed amount of $47,000. A contract amendment in the amount of $303,000 for this on-call contract will come from the following funding sources: Reimagining Public Safety General Fund allocation ($153,000), Fire Department Measure FF allocation ($100,000), and a Parks Tax allocation ($50,000).
CURRENT SITUATION AND ITS EFFECTS
On November 15, 2021, the Bipartisan Infrastructure Law (BIL) enacted the Infrastructure Investment and Jobs Act by congress, which set up a wide variety of competitive grant programs for public agencies. These grant programs will fund billions in infrastructure projects and public safety programs across the U.S. over the next several years. Examples of upcoming grant programs for the Reimagining Public Safety Initiative will include, but are not limited to Crisis Intervention programs, public safety equipment and technology, Diversity, Equity, and Inclusion programs, Gender and Domestic violence prevention programs, and Law Enforcement Mental Health and Wellness Act (LEMHWA) programs; examples of upcoming grant programs for the Berkeley Fire Department will include, but are not limited to fire prevention and safety FEMA grants, community wildfire prevention and mitigation projects, and urban and community forestry management grants; and examples of upcoming Parks infrastructure projects will include, but are not limited to hazardous soil remediation projects, parks improvement projects, and sea-level rise adaptation and habitat projects. Several City departments have a need for grant writing services to compete for these funding programs. A contract amendment with California Consulting, Inc.
APPENDIX CPage 150 of 351
Amendment to Contract No. 32400015 (California Consulting, Inc.) CONSENT CALENDAR March 26, 2024
will provide the City with high quality grant writing services to compete for these upcoming grant programs.
BACKGROUND
On July 27, 2023, the City executed contract no. 32400015 with California Consulting, Inc. for on-call grant writing services in an amount not to exceed $47,000 for the period of July 20, 2023 through July 20, 2024. For over twenty-seven years, California Consulting has provided grant writing services to cities, school districts, and other public entities throughout California. In the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive grants. To- date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about another seven (7) grant award decisions in the next three to six months. A contract amendment with California Consulting will provide the City with the necessary capacity to submit competitive grant proposals as Notice of Funding Opportunities (NOFO’s) for grant programs are announced over the next two fiscal years.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no negative impacts to environmental sustainability and climate change associated with the contents of this report.
RATIONALE FOR RECOMMENDATION
In the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive grants. To-date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about seven (7) grant award decisions in the next three to six months. California Consulting has a team of highly-qualified grant writers that will provide the City with the necessary capacity to submit competitive grant proposals as Notice of Funding Opportunities (NOFO’s) for grant programs are announced over the next two fiscal years.
ALTERNATIVE ACTIONS CONSIDERED
None
CONTACT PERSON
Scott Ferris, Director, Parks Recreation & Waterfront, (510) 981-6700 David Sprague, Fire Chief, (510) 981-6903
Jen Louis, Police Chief, (510) 981-5900
Carianna Arredondo, Assistant to the City Manager, City Manager’s Office, 510-981- 7655
Attachments:
1: Resolution
APPENDIX CPage 151 of 351
RESOLUTION NO. ##,###-N.S.
AMENDMENT TO CONTRACT NO. 32400015 WITH CALIFORNIA CONSULTING, Inc.
FOR ON-CALL GRANT WRITING SERVICES
WHEREAS, on November 15, 2021, the Bipartisan Infrastructure Law (BIL) enacted the Infrastructure Investment and Jobs Act by congress, which set up a wide variety of competitive grant programs for public agencies. These grant programs will fund billions in infrastructure projects and public safety programs across the U.S. over the next several years; and
WHEREAS, on July 27, 2023, the City executed contract no. 32400015 with California Consulting, Inc. for on-call grant writing services in an amount not to exceed $47,000 for the period of July 20, 2023 through July 20, 2024; and
WHEREAS, for over twenty-seven years, California Consulting has provided grant writing services to cities, school districts, and other public entities throughout California; and
WHEREAS, in the past five years, California Consulting has provided grant-writing assistance to the City of Berkeley for thirteen (13) competitive capital improvement grants. To-date, the City has received four grant awards totaling $12.9 million, two were not awarded, and we will learn about seven (7) grant award decisions in the next three to six months.
WHEREAS, funding for this contract amendment in the amount of $303,000 will come from the following funding sources: Reimagining Public Safety General Fund allocation ($153,000), Fire Department Measure FF allocation ($100,000), and a Parks Tax allocation ($50,000).
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 32400015 with California Consulting, Inc. for grant writing services increasing the amount by $303,000 for a revised contract amount not-to-exceed $350,000, and extending the contract to June 30, 2026. A record signature copy of said contract will be on file in the Office of the City Clerk.
APPENDIX CPage 152 of 351
APPENDIX D
Berkeley Police Department Annual Report
APPENDIX D
2180 Milvia Street, Berkeley, CA 94704 Tel: 510.981.7000 TDD: 510.981.6903 Fax: 510.981-7099 E-mail: [email protected]
Office of the City Manager
WORKSESSION
March 12, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Jennifer Louis, Chief of Police
Subject: 2023 Berkeley Police Department Annual Report
INTRODUCTION
At the request of City Council, the City Manager provides regular reports on crime in Berkeley. The Berkeley Police Department Annual Report details 2023 year-end crime, collision, stop data and use of force data. This annual report also serves to provide a number of status updates on Council referral items, department initiatives and legislative mandates.
CURRENT SITUATION AND ITS EFFECTS
The mission of the Berkeley Police Department is to safeguard our diverse community through proactive law enforcement and problem solving, treating all people with dignity and respect. The Department works in service to the community and in partnership with the community, the Office of the Director of Police Accountability and the Police Accountability Board, as well as other City Departments and our regional partners.
The Berkeley Police Department understands the importance of partnering with the community and maintaining accountability. We are committed to being transparent about our policies and actions, to sharing data and information, and welcoming suggestions on enhancing our service quality as we safeguard our community. To help achieve that goal, the Department launched our Transparency Hub. That hub gives the public an accessible platform to analyze critical data and insights related to policing activities, calls for service, crimes, traffic safety, and community engagement. It can be accessed at bit.ly/bpd-transparency and provides near-real-time, area-specific data directly to our community.
APPENDIX DPage 154 of 351
2 To further support our public safety efforts and collaboration with stakeholders and our commitment to transparency and accountability, the Department has expanded the annual crime report to provide a more comprehensive annual report which is attached here and will be presented to Council during the Special Meeting on March 12, 2024.
This report will cover a range of topics beyond the traditional reporting on crime and collision data. It will include reporting on staffing levels, specific information on call volume, type and response, efforts related to fair and impartial policing initiatives, crime and public safety problem solving responses, as well as other important departmental efforts.
ENVIRONMENTAL SUSTAINABILITY
There are no identifiable environmental effects, climate impacts, or sustainability opportunities associated with the subject of this report.
FISCAL IMPLICATIONS
Specific fiscal implications related to items referred to within this report are addressed in the biennial budget process. Additional information of costs can be provided as needed.
CONTACT PERSON
Chief Jennifer Louis, Police Department, (510) 981-5700 Data and Policy Analyst Arlo Malmberg, Police Department (510) 981-5747
ATTACHMENT
1. 2023 Berkeley Police Department Annual Report
cc: Dee Williams-Ridley, City Manager
LaTanya Bellow, Deputy City Manager
Anne Cardwell, Deputy City Manager
Jennifer Louis, Chief of Police
Mark Numainville, City Clerk