Berkeley City Council
June 25, 2024

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

Contract: Live Free for Custom Notification and Street Outreach Services WHEREAS, the City of Berkeley passed an omnibus package to reimagine public safety, including the establishment of a Gun Violence Intervention and Prevention Program (formerly known as “Ceasefire”)
WHEREAS, community engagement and preliminary analysis resulted in a framework and recommendations for the Gun Violence Intervention and Prevention Program which included a four-pronged approach for place-based programming, custom notification, street outreach, and social services were recommended; and WHEREAS, on January 23, 2024, the City Manager and staff delivered a detailed status update on the Reimagining Public Safety initiative, outlining its progress, the leadership team driving this effort, and the advances made in key initiatives. This update also addressed the challenges and considerations that have impacted the progress of the initiative. Additionally, a comprehensive presentation on the proposed framework for the Gun Violence Intervention and Prevention Program was presented and subsequently adopted by the City Council; and
WHEREAS, the City conducted RFP specification number 24-11659-C with proposals due no later than April 16, 2024; and
WHEREAS, the City received two proposals in response to this RFP; and WHEREAS, two finalists were invited to interview with the Gun Violence Intervention and Prevention Steering Committee for a more in- depth review of their proposal and describe their past work and qualification with violence intervention strategies in the City of Berkeley, resulting in the selection of Live Free USA as the best qualified community- based organization.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to execute a contract and any amendments with Live Free USA (Contractor) to design, implement, and assess the Custom Notification and Street Outreach Services component of the City of Berkeley’s Gun Violence Intervention and Prevention Program for a two-year pilot, in an amount not to exceed $2,000,000 ($1,000,000 per fiscal year) funded through the General Fund (Fund Code: 011-21-201-000-0000-000-412-612990). Services will begin on July 1, 2024 and extend to July 1, 2026. Initial disbursement will consist of an upfront mobility percentage cost followed by subsequent invoicing.

Internal

Finance Department
General Services Division
2180 Milvia Street, Berkeley, CA 94704 Tel: 510.981.7320 TDD: 510.981.6903 E-mail: [email protected] Website: cityofberkeley.info/finance/

REQUEST FOR PROPOSALS (RFP)
Specification No. #24-11659-C
FOR
Gun Violence Intervention and Prevention Program

PROPOSALS WILL NOT BE OPENED AND READ PUBLICLY

Dear Proposer:

The City of Berkeley is soliciting written proposals from qualified firms or individuals to work with the City of Berkeley to establish and implement a Gun Violence Intervention and Prevention Program . As a Request for
Proposal (RFP) this is not an invitation to bid and although price is very important, other factors will be taken into consideration.

The project scope, content of proposal, and vendor selection process are summarized in the RFP (attached).

Proposals must be received no later than 2:00 pm on ThursdayApril 16, 2024. Proposals are to be sent via email with the “Specification No. #24-11659-C and “Gun Violence Intervention and Prevention Program” clearly indicated in the subject line of the email. Please submit one (1) PDF of the technical Proposal with the filename saved as, “Proposal Vendor Name - #24-11659-C “Gun Violence Intervention and Prevention Program” Corresponding pricing proposal shall be submitted as a separate document with the filename saved as, “Pricing Vendor Name - - #24-11659-C “Gun Violence Intervention and Prevention Program.”

Email Proposals to:

City
of Berkeley
Finance Department/General Services Division
[email protected]

Proposals will not be accepted after the date and time stated above. Incomplete proposal or proposals that do not conform to the requirements specified herein will not be considered. Issuance of the RFP does not obligate the City to award a contract, nor is the City liable for any costs incurred by the proposer in the preparation and submittal of proposals for the subject work. The City retains the right to award all or parts of this contract to several bidders, to not select any bidders, and/or to re-solicit proposals. The act of submitting a proposal is a declaration that the proposer has read the RFP and understands all the requirements and conditions.

For questions conc
erning the anticipated work, or scope of the project, please contact Carianna “Cari” Arredondo (Project Manager), Assistant to the City Manager, via email at [email protected] no later than Monday, April 8th, 2024. Answers to questions will not be provided by telephone or email. Answers to all questions or any addenda will be posted on the City of Berkeley’s site at Bid & Proposal Opportunities | City of Berkeley (berkeleyca.gov). It is the vendor’s responsibility to check this site. For general questions concerning the submittal process, contact purchasing at 510-981-7320.

We look forward to receiving and reviewing your proposal.

Sincerely,
Darryl Sweet, General Services Manager

Internal
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RFP Revised Nov2022
I. SUMMARY
In response to the growing gun violence crisis, Berkeley has introduced the Gun Violence Intervention and Prevention Program within its larger "Reimagining Public Safety" framework. Aiming for a comprehensive reduction in gun violence incidents, this initiative blends community enga gement, strategic collaboration between internal city departments and external organizations, field experts, and methods based on empirical evidence.

With
a $ 2M budget for a two -year pilot (Not to exceed $ 1M per fiscal year ), the Gun Violence Intervention and P
revention program aims to employ a four-pronged strategy that includes:
• Place-based interventions at critical areas with increased shootings, • Direct engagement with individuals at risk via custom notifications, • Street outreach, and
• Provision of robust social services.

The program, which is overseen by the City Manager’s Office, is seeking proposals for the design and implementation of the custom notifications and street outreach components, as detailed below. It is crucial to understand that custom notifications require collaboration with law enforcement, whereas street outreach involves a one-way communication channel from the police to outreach workers.

Proposals may address either one or both components. While proposals may involve collaboration among multiple Community-Based Organizations (CBOs), prospective bidders must identify a lead organization and may include partner organizations in their submissions.

• Custom Not
ifications: Custom notifications in Berkeley are a collaborative strategy by law enforcement and community-based organizations to mitigate gun violence and target high -risk individuals with simultaneous "hard" and "soft" messaging. The "hard" message, delivered by police, outlines specific legal consequences for future violent acts, emphasizing immediate legal risks. Concurrently, a "soft" message from a community-based organization (CBO) conveys support and care, offering access to social services and assistance. This approach combines clear warnings about the consequences of violence with offers of help, aiming to deter violence through awareness of the repercussions and provision of alternatives. Custom notifications leverage social network analysis (SNA) to identify those at risk and employ focused deterrence to reduce gun violence, making it clear that violence is intolerable while also providing pathways to support and change.
• Street Outreach: A critical aspect of their operation is the unidirectional flow of information from police to outreach workers, keeping them informed about recent incidents without compromising their neutrality and community trust. Street outreach, conducted by Violence Interrupters, is a public health strategy aimed at curbing the spread of violence as a social contagion in communities. These workers, often with personal experiences of incarceration or violence, use their credibility and understanding of street culture to mediate conflicts and prevent violence escalation. They act as crucial connectors between individuals engaged in violence and broader gun violence intervention programs, enhancing law enforcement efforts with their community trust. Their role includes real-time violence identification and interruption, mentoring high-risk individuals, facilitating workshops and peaceful demonstrations. This partnership allows them to effectively prevent retaliation and support indivi duals at risk, by reinforcing community norms against violence and fostering a safer environment.

The purpose of this RFP is to solicit proposals from community-based o rganizations and service providers that have
the expertise and ability to quickly meet the City’s need to create a successful pilot program for the Gun Violence Intervention and Prevention Program in the City of Berkeley. The selected applicant (s) will be required to comply with all applicable requirements for such funds and will be required to report to the City regularly on the use of funds and services beneficiaries.

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RFP Revised Nov2022
II. SCOPE OF SERVICES
Applicants are encouraged to thoroughly review the report and recommendations, as outlined in Attachments 1 to 4.

The selected provider(s) must demonstrate a collaborative approach, involving a wide range of internal and external organizations, community stakeholders and show expertise in gun violence intervention and prevention programming; evidenced by a strong commitment to data-driven evaluation, ability to remain within budget limits, foster effective cross-functional collaboration is crucial for the successful implementation and achieve a measurable decrease in gun violence incidents. The City is looking for detailed proposals for its Gun Violence Intervention and Prevention program, specifically focusing on designing and implementing street outreach and custom notification initiatives in alignment with the criteria provided. The sections below serve a s a detailed outline and guide for the City’s expectations for submissions regarding the program narrative:

A. STRAT

EGIC PROGRAM DEVELOPMENT
Proposals must incorporate advanced strategies based on criminological and public health research and detail methodologies and approaches for engaging the target population, including identification methods , intervention strategies, and c
ase-management coordination and follow-up.
• Comprehensive Strategy Development
 Intervention Methodology: Define a collaborative methodology for engaging in -risk individuals, specifying criteria and tools used. Include intervention techniques, frequency, duration, format, and risk assessment protocols.
• Custom Notifications: Given a subset of individuals identified by law enforcement partners, design a methodology and/or framework for coordinating relevant stakeholders to create unified custom notifications and delivery methods to the individual. • Street Outreach: Describe a strategic plan for managing a team of street outreach workers including day-to-day functions and special activities.  Effectiveness Indicators: Provide measurable indicators and success metrics for each component (street outreach and custom notifications), including crime rate reduction, improved community trust, and other social impact metrics.
• Documentation and Reporting
 Operational Protocols: Outline clear protocols for escalating interventions and respon se to emerging situations.
 Community Engagement Plan: Formulate a strategy for sustained engagement with diverse community members and stakeholders. Identify relationships with field experts. • Budget and Effectiveness Monitoring
 Budget Monitoring : Provide a detailed breakdown and justification for each budget item .

Describe the financial monitoring system, including checks and balances, audit schedules, and reporting formats.
 Effectiveness Monitoring: Identify specific tools and methods for monitoring reductions in gun violence, such as statistical analysis, community surveys, etc., and explain the process for making program adjustments based on effectiveness data, including decision -making criteria and implementation timelines.

• Data Management and Evaluation
 Data Collection Tools: Specify tools and software for data collection and analysis.  Continuous Improvement Plan: Outline a plan for regular program review and refinement based on data insights.

B. IMPLEMENTATION AND COMPLIANCE MONITORING

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RFP Revised Nov2022
Detailed implementation plans are required, including staffing qualifications, resource allocation, operational timelines, and a scalable framework for program expansion. Proposals should address integrating innovative and culturally sensitive practices, considering the diverse needs of the community. • Implementation Planning
 Operational Framework: Outline the operational framework, staffing roles, qualifications, and resource allocation for the program. Focus on the logistical aspects of implementing the proposed strategies.
 Resource Allocation : Present a comprehensive budget with allocations for each program element and justifications, focused on the direct support of proposed strategies.

• Collaboration and Community Engagement
 Collaboration Framework : Provide a detailed organizational chart showing each entity's specific responsibilities and points of contact. Describe how the collaboration with various entities will enhance the program's effectiveness.
 Community and Stakeholder Engagement: Detail specific engagement activities, their frequency, and expected outcomes, along with strategies to sustain and deepen relationships with stakeholders, including regular community meetings, feedback mechanisms, etc. Identify continued partnership with local and national field experts and collaboration with city departments.

C. OPERATIONAL TIMELINE & LOCATION

Applicants are expected to outline the expectations for the operational timeline and spatial needs of the program, detailing the specific period post-contract award and providing timelines for each critical phase of the program.

• Timeline Expectations: Outline a realistic and flexible timeline for the program's operational rollout, including milestones and benchmarks for the design, implementation, monitoring, and evaluation phases of the program.
• Location Considerations: While the City of Berkeley will not provide a location due to the fieldwork nature of this program, we are open to exploring possible city space for operational needs, if necessary.

Applicants should detail their plan for location needs, how they intend to address fieldwork requirements, and any potential city space utilization if applicable.

D. ORGANIZATIONAL CAPACITY AND EXPERTISE
Applicants must demonstrate extensive experience and expertise in gun violence intervention and prevention, showcasing a deep understanding of the dynamics of gun violence and the ability to implement effective programs.

• Organizational Experience
 Case Study Details: Include data from past programs, specifying the number of individuals reached, the reduction in violent incidents, and other relevant metrics.  Insight Application: Describe how previous lessons will be applied in the Berkeley context, with modifications or enhancements specific to local needs. • Training and Development
 Curriculum Specifics: Provide a detailed training schedule, including topics covered and qualifications of trainers.
 Training Evaluation: Outline methods for assessing the effectiveness of training, such as pre- and post-assessment, staff feedback, and performance metrics.

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This RFP is designed to facilitate the selection of a comprehensive, collaborative, and innovative approach to reduce gun violence in our community through targeted, data-driven interventions and strategic collaborations.

III. SUBMISSION REQUIREMENTS

All proposals shall include the following information, organized as separate sections of the proposal . The proposal should be concise and to the point.

1. Contractor Identification:

Provide the name of the firm, the firm's principal place of business (see section VII, F. – Local Vendor Preference), the name and telephone number of the contact person and company tax identification number.

2. Client References:

Provide a minimum of 3 client references. References should be California cities or other large public sector entities. Provide the designated person's name, title, organization, address, telephone number, and the project(s) that were completed under that client’s direction.

3. Price Proposal:

The proposal must provide detailed pricing for all services, ensuring all program work does not surpass $1M (per fiscal year) for the broader two-year $2M pilot program. Pricing shall be all inclusive unless indicated otherwise.

Pricing proposals shall be a separate document. The Proposal shall itemize all services, including hourly rates for all professional, technical and support personnel, and all other charges related to completion of the work.

Evaluation of price proposals are subject to the local vendor business preference (see section VII.F.)

Please complete the Program Budget Template (See Attachment 4).

Note: The City of Berkeley intends to use this two -year pilot program as a foundation for developing a comprehensive approach to gun violence intervention and prevention. The focus will be on employing effective street outreach methods and custom notifications as principal strategies, as outlined in the attached report and recommendations.

4. Contract Terminations:

If your organization has had a contract terminated in the last five (5) years, describe such incident .

Termination for default is defined as notice to stop performance due to the vendor’s non- performance or poor performance and the issue of performance was either (a) not litigated due to inaction on the part of the vendor, or (b) litigated and such litigation determined that the vendor was in default.

Submit full details of the terms for default including the other party’s name, address, and phone number. Present the vendor’s position on the matter . The City will evaluate the facts and may, at its sole discretion, reject the proposal on the grounds of the past experience.

If the firm has not experienced any such termination for default or early termination in the past five (5) years, so indicate.

5. Program Narrative:

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Proposals should include a detailed narrative addressing the approach to each of the following criteria as outlined in Section II. SCOPE OF SERVICES:

A. Strategic Program Development: Proposals must incorporate advanced strategies based on criminological and public health research and detail methodologies and approaches for engaging the target population, including identification methods, intervention strategies, and case -management coordination and follow-up.

B. Implementation and Compliance Mo nitoring: Present a detailed plan for operationalizing the proposed strategies, including staffing, resource allocation, and program expansion. Describe how compliance will be ensured and how culturally sensitive practices will be integrated.

C. Operational Timeline & Location: Outline a realistic timeline for the program's operational rollout and provide details on spatial needs, addressing how fieldwork and potential city space utilization will be managed.

D. Organizational Capacity and Expertise: Demonstrate experience and expertise in the relevant field.

Include case studies, application of insights, training specifics, and methods for evaluating training effectiveness.

IV. SELECTION CRITERIA

The following criteria will be considered, although not exclusively, in determining which firm (s) is hired. A selection panel comprising staff members with expertise in G un Violence Intervention and Prevention (GVI/P) , community engagement, rac
ial equity, financial management, and relevant local knowledge will evaluate and score submissions. The panel will use a standardized scoring rubric to ensure a fair and comprehensive assessment of each proposal.

Category Criteria Points
Project
Approach
Approach to Custom Notifications: Strategy for a custom notifications program that includes:
• Identification: Collaborating with law enforcement partners to identify a specific subset of individuals deemed at-risk.
• Coordination: Designing a framework for coordinating with relevant stakeholders, including local authorities, community organizations, and social service providers, to create a unified approach for the development and delivery of custom notifications. • Delivery: Outlining the process for the personalized delivery of these notifications to the identified individuals, ensuring the approach is respectful, privacy -conscious, and tailored to address the specific needs and risks associated with each individual. 30 Approach to Street Outreach: Strategy for a street outreach program that includes:
• Team Management: Describing the management of a team of street outreach workers, focusing on their day-to-day functions, roles, and responsibilities to ensure a proactive and effective outreach effort.
• Special Activities: Pla nning and implementing special activities aimed at engaging target populations, enhancing the outreach program's reach and impact. • Coordination: Ensuring the street outreach efforts are well -coordinated with community groups, law enforcement, and other stakeholders to provide seamless support to the target populations.
• Training and Support: Detailing the training, supervision, and ongoing support mechanisms for outreach workers, preparing them to address the complexities of their roles and adapt to the dynamic needs of the communities they serve.

Expertise &
References
Comprehensive Experience: Overview of the organization's background in GVP initiatives, with a special focus on custom notifications and street outreach. Submissions should highlight key staff qualifications, local collaborations, and the ability to manage federal funds effective ly. 30 Experience
Serving
Diverse
Populations
Inclusive Engagement Strategies: Presentation of approaches for engaging diverse communities through custom notifications and street outreach, including evidence of past successes and accessibility measures.

15

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RFP Revised Nov2022
Presentation
of Materials
Alignment with Project Goals and Tailored Approach to Berkeley: Evaluation of how the proposal aligns with the defined services and outcomes for the GVI/P project. Proposals must reference specific recommendations or findings in the attached documents and demonstrate a tailored approach to meet Berkeley's unique needs.
15 Costs Budget and Financial Oversight: Detailed budget breakdown for custom notifications and street outreach, including justifications for cost efficiency and procedures for financial accountability. 10

* Effective 1/1/2022. Loc al Vendor Preference. For the purposes of comparing pricing as part of this competitive RFP for goods up to $100,000 or non-professional services up to $250,000, 5% shall be deducted from the bid price proposal from any local Berkeley vendor.

A selection panel will be convened of st
aff to evaluate and score submittals.

V. PAYMENT

Invoices: Invoices must be fully itemized and prov ide sufficient information for approving payment and audit.

Invoices must be accompanied by receipt for services in order for payment to be processed. Email invoices to Accounts Payable and cc’ carredondo @berkeleyca.gov; (List on invoice, Attn: Carianna Arredondo, City Manager’s Office) and reference the contract number.

City of Berkeley
Accounts Payable
P.O. Box 700
Berkeley, CA 94710-700
Email: [email protected]
Phone: 510-981-7310

Payments: The City will make payment to the vendor within 30 days of receipt of a correct, approved and complete invoice.

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VI. CITY REQUIREMENTS

(Do not modify any part of this section except: Living Wage would not apply if commodities are being purchased and Equal Benefits would not apply if the contract amount will be less than $25,000. If this is the case, do not delete the section just note next to it “Does Not Apply to this Request for Proposal”)

A. Non-Discrimination Requirements:

Ordinance No. 5876-N.S. codified in B.M.C. Chapter 13.26 states that, for contracts worth more than $3,000 bids for supplies or bids or proposals for services shall include a completed Workforce Composition Form. Businesses with fewer than five employees are exempt from submitting this form. (See B.M.C. 13.26.030)

Under B.M.C. section 13.26.060, the City may require any bidder or vendor it believes may have discriminated to submit a Non-Discrimination Program. The Contract Compliance Officer will make this determination . This applies to all contracts and all consultants (contractors). Berkeley Municipal Code section 13.26.070 requires that all contracts with the City contain a non-discrimination clause, in which the contractor agrees not to discriminate and allows the City access to records necessary to monitor compliance. This section also applies to all contracts and all consultants.

Bidders must submit the attached Non-Discrimination Disclosure Form with their proposal.

B. Nuclear Free Berkeley Disclosure Form:

Berkeley Municipal Code section 12.90.070 prohibits the City from granting contracts to companies that knowingly engage in work for nuclear weapons. This contracting prohibition may be waived if the City Council determines that no reasonable alternative exists to doing business with a company that engages in nuclear weapons work. If your company engages in work for nuclear weapons, explain on the Disclosure Form the nature of such work. Bidders must submit the attached Nuclear Free Disclosure Form with their proposal.

C. Oppressive States:

The City of Berkeley prohibits granting of contracts to firms that knowingly provide personal services to specified Countries. This co ntracting prohibition may be waived if the City Council determines that no reasonable alternative exists to doing business with a company that is covered by City Council Resolution Nos. 59,853-N.S., 60,382-N.S., and 70,606-N.S. If your company or any subsidiary is covered, explain on the Disclosure Form the nature of such work.

Bidders must submit the attached Oppressive States Disclosure Form with their proposal.

D. Sanctuary City Contracting Ordinance:

Chapter 13.105 of the Berkeley Municipal Code prohibits the City from granting and or retaining contracts with any pe
rson or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”).

B
idders must submit the attached Sanctuary City Compliance Statement with their proposal.

E. Conflict of Interest:

In the sole judgment of the City, any and all proposals are subject to disqualification on the basis of a conflict of interest. The City may not contract with a vendor if the vendor or an employee, officer or director of the proposer's firm, or any immediate family member of the preceding, has served as an elected official, employee, board or commission member of the City who influences the making of the contract or has a direct or indirect interest in the contract.

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Furthermore, the City may not contract with any vendor whose income, investment, or real property interest may be affected by the contract. The City, at its sole option, may disqualify any proposal on the basis of such a conflict of interest. Please identify any person associated with the firm that has a potential conflict of interest.

F. Berkeley Living Wage Ordinance:

Chapter 13.27 of the Berkeley Municipal Code requires that contractors offer all eligible employees with City mandated minimum compensation during the term of any contract that may be awarded by the City . If the Contractor is not currently subject to the Living Wage Ordinance, cumulative contracts with the C ity within a one-year period may subject Contractor to the requirements under B.M.C. Chapter 13.27. A certification of compliance with this ordinance will be required upon execution of a contract. The current Livin g Wage rate can
be found here: Information for Vendors | City of Berkeley (berkeleyca.gov) . The Living Wage rate is adjusted automatically effective June 30 th of each year commensurate with the corresponding increase in the Consumer Price Index published in April of each year. If the Living Wage rate is adjusted during the term of your agreement, you must pay the new adjusted rate to all eligible employees, regardless of what the rate was when the contract was executed.

G. Berkeley Equal Benefits Ordinance:

Chapter 13.29 of the Berkeley Municipal Code requires that contractors offer domestic partners the same access to
benefits that are available to spouses. A ce
rtification of compliance with this ordinance will be required upon execution of a contract.

H. Statement of Economic Interest:

The City’s Conflict of Interest Code designates “consultants” as a category of persons who must complete Form 700, Sta
tement of Economic Interest, at the beginning of the contract period and again at the termination of the contract. The selected contractor will be required to complete the Form 700 before work may begin.

VII. OTHER REQUIREMENTS

A. Insurance

The selected contractor will be required to maintain general liability insurance in the minimum amount of $2,000,000, automobile liability insurance in the minimum amount of $1,000,000 and a professional liability insurance policy in the amount of $2,000,000 to cover any claims arising out of the performance of the contract.

The general liability and automobile insurance must name the City, its officers, agents, volunteers and employees as additional insured.

Insurance not Necessary: If th
e services are such that the risk of exposure to liability is very low, insur ance may not be required. An example of such a service is an individual using his/her computer at home to lay out a newsletter for the City.
** This determination must be made by the Risk Manager in writing before the RFP is issued. **

Insurance Waiver: A si tuation in which insurance is not necessary is different from a case in which insurance may be waived. An insurance waiver is appropriate where insurance would usually be necessary but when, as a policy matter, the City is willing to take the risk of allowing an uninsured or under-insured individual or business to perform the work (usually when the risk of liability is low) . An insurance waiver may be granted only by the Risk Manager in writing with the approval of the City Manager . If a potential bidder expresses an inability to meet the insurance requirement, he or she should be encouraged to contact the Project Manager & Risk Manager for assistance in obtaining insurance.)

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B. Worker’s Compensation Insurance:

A selected contractor who employs any per son shall maintain workers' compensation insurance in accordance with state requirements. Sole proprietors with no employees are not required to carry Worker’s Compensation Insurance.

C. Business License

Virtually every contractor that does business with the City must obtain a City business license as mandated by B.M.C. Ch. 9.04. The business license requirement applies whether or not the contractor has an office within the City limits. However, a "casual" or "isolated" business transaction (B.M.C. section 9.04.010) does not subject the contractor to the license tax. Warehousing businesses and charitable organizations are the only entities specifically exempted in the code from the license requirement (see B.M.C. sections, 9.04.295 and 9.04.300) . Non-profit organizations are granted partial exemptions (see B.M.C. section 9.04.305). Persons who, by reason of physical infirmity, unavoidable misfortune, or unavoidable poverty, may be granted an exemption of one annual free license at the discretion of the Director of Finance. (See B.M.C. sections 9.04.290).

Vendor must apply for a City business license and show proof of application to Purchasing Manager within seven days of being selected as intended contractor.

The Customer Service Division of the Finance Department located at 1947 Center Street, Berkeley, CA 94704, issues business licenses. Contractors should contact this division for questions and/or information on obtaining a City business license, in person, or by calling 510-981-7200.

D. Recycled Paper

Any printed reports for the City required during the performance of the work shall be on 100% recycled paper, and shall be printed on both sides of the page whenever practical.

E . State Prevailing Wage:

Certain labor categories under this project may be subject to prevailing wages as identified in the State of Ca
lifornia Labor Code commencing in Section 1770 et seq. These labor categories, when employed for any “work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work,” constitute a “Public Work” within the definition of Section 1720(a)(1) of the California Labor Code requiring payment of prevailing wages.

Wage information is available through the California Division of Industrial Relations web site at:
http://www.dir.ca.gov/OPRL/statistics_and_databases.html

F. Local Vendor Preference

City of Berkeley applies a local vendor preference for comparing pricing submittals in RFP responses (City Council Resolution No. 69,890-N.S.)

A local business is defined as “a business firm with fixed offices or distribution points located within the City of Berkeley boundaries and listed in the Permits and License Tax paid file, with a Berkeley business street address.”

Competing for non-professional services
For the purposes of comparing pricing as part of this competitive RFP for non- professional services up to $250,000, 5% shall be deducted from the bid price proposal from any local Berkeley vendor in order to assign evaluation points to the pricing section.

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VIII. SCHEDULE (Dates are subject to change)

 Issue RFP to Potential Bidders Friday, March 20, 2024  Bidders Conference Friday, April 5, 2024
 Questions Due Monday, April 8, 2024
 Answers Posted Wednesday, April 10, 2024
 Proposals Due from Potential Bidders Tuesday, April 16, 2024  Reference Checks Week of April 22-26, 2024
 Panel Interviews Friday April 26, 2024  Completion of Section Process Tuesday, April 30, 2024  Notification and Contract Negotiations Week of April 30, 2024  Council Approval of Contract (over $50k) Tuesday, June 4, 2024  Award of Contract Wednesday, June 5, 2024
 Sign and Process Contract Tuesday, June 25, 2024
 Notice to Proceed Wednesday, June 26, 2024

Thank you for your interest in working with the City of Berkeley for this service. We look forward to receiving your proposal.

Attachments:

• Gun Violence Prevention Report Attachment 1
• D2 Advisory Recommendations Attachment 2
• January 23, 2024 City Council Meeting Attac hment 3 • Program Budget Template Attachment 4
• Check List of Required items for Submittal Attachment A • Non-Discrimination/Workforce Composition Form A ttachment B • Nuclear Free Disclosure Form Attachment C
• Oppressive States Form
Attachment D
• Sanctuary City Compliance Statement Attachment E
• Living Wage Form Attachment F
• Equal Benefits Certification of Compliance Attachment G • Right to Audit Form Attachment H
• Insurance Endorsement Attachment I

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ATTACHMENT A

CHECKLIST

 Proposal describing service (one (1) PDF of proposal)

 Contractor Identification and Company Information

 Client References

 Costs proposal by task, type of service & personnel (as a separate document from the proposal)

 Completed Program Narrative and Budget Template
 The following forms, completed and signed in blue ink (attached):

o Non-Discrimination/Workforce Composition Form Attachment B

o Nuclear Free Disclosure Form Attachment C

o Oppressive States Form Attachment D

o Sanctuary City Compliance Statement Attachment E

o Living Wage Form (may be optional) Attachment F

o Equal Benefits Certification (EBO-1) (may be optional) Attachment G

ADDITIONAL SUBMITTALS REQUIRED FROM SELECTED VENDOR AFT

ER COUNCIL
APPROVAL TO AWARD CONTRACT.

 Provide original-signed in blue ink Evidence of Insurance

o Auto
o Liability
o Worker’s Compensation

 Right to Audit Form Attachment H

 Commercial General & Automobile Liability Endorsement Form Attachment I

 Berkeley Business License (Current Year Certificate)

For informational purposes only: Sample of Personal Services Contract can be found on the City’s website on the current bid and proposal page at the top of the page.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The key decisions made were as follows:

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

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

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

Reimagining Public Safety Status Report ACTION CALENDAR May 14, 2024

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

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

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

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

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

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

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

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

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

REIMAGINING PUBLIC SAFETY

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

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

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

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Introduction

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

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

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

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Timeline

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

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

Item 7
• Annotated Agenda

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

Item 18
• Annotated Agenda

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

Item 1-2
• Annotated Agenda

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

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

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

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

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

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

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

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

Item 1
• Annotated Agenda

Internal

Phased Deliverables & Status Updates

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

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

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

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

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

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

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

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

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

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

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

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

PHASE 1 DELIVERABLES

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

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

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

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

Funds have been requested for FY 26 allocation.

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

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

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

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

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

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

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

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

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

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

PHASE 1 DELIVERABLES

Internal
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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 the already heavy burden of the existing Deputy City Manager, with part-time support from a Management Analyst. To effectively coordinate the ongoing work, a full-time senior level staff person is required.

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

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

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

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

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

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

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

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

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

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

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

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

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

PHASE 2 DELIVERABLES

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

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

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

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

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

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

CONSULTANT COSTS

PHASE 2 DELIVERABLES

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

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

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

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

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

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

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

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

COMMUNITY INVESTMENTS

VIOLENCE PREVENTION

CONSULTANT COSTS
PHASE 2 DELIVERABLES

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

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

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

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

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

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

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

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

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

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

ALTERNATIVES TO SANCTIONS/FINES

COMMUNITY MENTAL HEALTH, BEHAVIORAL AND CRISIS RESPONSE

COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES

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

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

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

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

RESPITE FROM GENDER VIOLENCE

LANGUAGE EQUITY

COMMUNITY INVESTMENTS
PHASE 2 DELIVERABLES

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Phase 3 Deliverables & Recommendations

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

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

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

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

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

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

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

Approximated Costs Estimated Costs of bi-annual funding.

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

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

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

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

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Phase 3 Deliverables & Recommendations (Cont’d.)

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

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

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

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

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

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

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

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

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

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

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

CONSULTANT COSTS & COMMUNITY INVESTMENTS

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

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

Public Works
PHASE 3 RECOMMENDATIONS

ANTICIPATED CARRYFORWARD REQUESTS

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Phase 4 (Long Term) Recommendations

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

STAFFING INVESTMENTS
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STAFFING INVESTMENTS

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

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

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

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

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

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:
• Departmental Coordination and Alignment: Given the multi-de partmental 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 esse ntial.

Next Steps & Timeline:
• Jan
uary 2024 – ong
oing: 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)

The
se 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 s hared 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. • Implementation Timeline: Establishing the Offic e of Equity is projected to take 2-3 year s,
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:
• Jan
uary 2024 – ong
oing: 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:
• Diversity, Equity, and Inclusion: Promotin g inclusivity and fairness in community initiatives. • Universal Basic Income: Inve stigating financial support mechanisms to ensure economic stability for all citizens.
• Mobile/Non-Po lice/Alternative/Peer-Based Crisis Response: Advan cing 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 Public 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.

Key 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:
• Grant Alignment and Coordination: St rategy 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: Th e 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 support the Reimagining Public Safety goals.

Next Steps & Timeline:
• January 2024 – ong
oing: 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:
• Sca
ling 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 cris es. 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
33 Page | Reimagining Public Safety Status Report

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:
• Implementation 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 Dispatch 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 likel
y influence the program's ability to attract and retain qualified personnel. • Integration into Future Budgets for Long-ter m 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-ter
m 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
34 Page | Reimagining Public Safety Status Report

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:
• Long-Te rm 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
• Wi
nter 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
35 Page | Reimagining Public Safety Status Report

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:
• Long-Te rm 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
• Win
ter 2023 – ongoing. The Berkeley Police Department will continue to s trengthen and
expand wellness training and leverage grant opportunities.

STAFFING INVESTMENTS
36 Page | Reimagining Public Safety Status Report

VISION ZERO PROGRAM
Department Lead: Publ ic Works Department
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
37 Page | Reimagining Public Safety Status Report
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.

Sin
ce 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 from 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 Visi
on 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
38 Page | Reimagining Public Safety Status Report
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, st aff recommends continuing to fund the Vision Zero Associate Planner role. Add
itionally, 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
39 Page | Reimagining Public Safety Status Report
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 The Vision Zero Program Manager (Senior Planner) position is currently vacant fol
lowing 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 Several 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:
• Ja
nuary 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 t
he 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
40 Page | Reimagining Public Safety Status Report

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
41 Page | Reimagining Public Safety Status Report
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
42 Page | Reimagining Public Safety Status Report

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
43 Page | Reimagining Public Safety Status Report

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:
• 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: Wi th 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: Stayi
ng 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
44 Page | Reimagining Public Safety Status Report

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:
• Sustainable Funding: Lo ng-term sustainability of any staffing or operational enhancements will require careful budget planning, including identifying sources of funding.

Next Steps and Timelines:
• Jan
uary 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
45 Page | Reimagining Public Safety Status Report

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
46 Page | Reimagining Public Safety Status Report
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
47 Page | Reimagining Public Safety Status Report
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:
• Strategic Allocation of Resources: Th e project deferral and reallocation of the $250,000 allocation intended for the design of the Department of Community Safety for Phase 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: Ad equate 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 initia
tive. 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
48 Page | Reimagining Public Safety Status Report

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:
• Staffing. Thr ough 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. Ini
tially, 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.
• Facilities Space. One of the primary challenges and considerations that may inhibit im
plementation 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 para
mount and current configuration of the Public Safety Building will need to be adjusted to accommodate a modern and expended dispatch center. • Budget. St age 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 o
ngoing 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.

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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
• January 2024 – ong oing: The City will continue to allocate funds to McGee Avenue Baptist Church and Berkeley Youth Alter
natives corresponding to their programmatic expenditures through the end of Fiscal Year 2024, which ends on June 30, 2024.

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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.

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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:
• CBO/Staffing Recruitment: The current recruitment landscape presents its own set of challenges. Staffing up qualified organizations/individuals for this program may face p rolonged
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:
• Jan
uary 2024 – ong
oing: 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.

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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.

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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:
• Stakeholder Coordination, Compliance and Budget: A p rimary 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 current lack of a dedicated budget to explore and consider these recommendations com
plicates 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:
• Spr
ing 2024 – ong
oing: Ongoing research and stakeholder engagement to refine the scope, timeline, and budget, leveraging grants, and prioritizing actions based on data-driven needs analysis.

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ALTERNATIVES TO SANCTIONS/FINES

HEARING OFFICER-ALTER NATIVES 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:
• Strategic Allocation of Resources and Implementation Timeline: Th e 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.

Next Steps & Timeline:
• Jan
uary 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.

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EXPAND DOWNTOWN STREETS TEAMS
Department Lead: Public Works Dep artment
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:
• Funding: Whi le 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:
• Ja
nuary 2024 – ongoing: Staff will recommend the carryforward of allocated funds into FY 2025, ensuring that the project's momentum is maintained.

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COMMUNITY MENTAL HEALTH, BEHAVIORAL, AND

CRISIS RESPONSE

COMMUNITY CRISIS RESPONSE SERVI CES (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.

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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-tim e 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 Init
iative’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: Th e 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

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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. • Expansion of Programming: Bui lding 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:
• January 2024 – ong oing: BUSD will submit a project evaluation plan to HHCS. Evaluation #1 will be delivered to HHCS July 2024. Sta
ff 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
64 Page | Reimagining Public Safety Status Report
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:
• Community Collaboration: Pri
oritizing 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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EXECUTIVE SUMMARY

Status Update and Report Out
City Manager’s Office
Fall 2023

REIMAGINING PUBLIC SAFETY

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EXECUTIVE SUMMARY
2 Page | Reimagining Public Safety Status Report

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 Hear
ing Officer-Alternatives to Sanctions/Fines ................................................................................................................ 51 Expand Downtown Streets Teams ....................................................................................................................................... 52

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EXECUTIVE SUMMARY
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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
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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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EXECUTIVE SUMMARY
5 Page | Reimagining Public Safety Status Report
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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EXECUTIVE SUMMARY
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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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EXECUTIVE SUMMARY
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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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EXECUTIVE SUMMARY
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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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EXECUTIVE SUMMARY
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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, th
e City Manager provided
the City Council with a report and presentation
on the work accomplished in Pha
se 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. Except where resources may allow for
exp
edited 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 th e City presses forw ard 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 Timelines:
• Fall 2023 – ong oing: The Assistant to the City Manager, in their capacity as the Reimagining Public Safety Project Coordinator, will continue to pro ject 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.