Berkeley City Council
June 25, 2024

City of Berkeley, California | Proposed Budget 2025 & 2026  City Clerk Department City Clerk Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 1,672,456 1,569,166 1,499,916 1,655,522 2,006,064 2,063,978 Services & Materials 1,340,663 649,784 1,194,860 1,300,480 1,300,480 1,300,480 Capital Outlay - - - 25,390 25,390 25,390
Internal Services & All Other 181,085 179,954 181,454 178,094 186,549 186,549 3,194,204 2,398,904 2,876,230 3,159,486 3,518,483 3,576,397 By Division:

Administration 75 105 122 - - -
Operations 1,242,530 1,296,376 1,675,715 2,041,524 2,361,799 2,412,777 Record Management 459,841 390,389 136,453 133,600 133,600 133,600 Regular Elections 1,491,758 712,034 1,063,940 984,362 1,023,084 1,030,020 3,194,204 2,398,904 2,876,230 3,159,486 3,518,483 3,576,397 By Fund:

GF - Discreationary 2,832,552 2,231,819 2,550,697 2,547,276 2,867,551 2,918,529 Fair Elections 361,652 167,085 325,533 612,210 650,932 657,868 3,194,204 2,398,904 2,876,230 3,159,486 3,518,483 3,576,397 dePart Ment Bud Get S
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City Clerk Department  City of Berkeley, California | Proposed Budget 2025 & 2026 City Clerk Financial Summary
All Funding Sources Division: Administration
Mission Statement Five-Year Expenditures
The mission of the City Clerk’s Office is to provide
Citywide oversight for legislative proceedings of the City Council and its committees.The Department performs all
mandated functions under the United States Constitution, the Constitution of the State of California, State Codes, the Charter of the City of Berkeley, and the Berkeley
Municipal Code
Selected Service Objectives
• City Council and Commission Support
• Legislative History
• Public Information and Records
• Citywide Records Management:
• Elections
• Campaign and Conflict Law
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Services & Materials** $ 105 $ 122 $ - $ - 0.00% $ - 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 105 $ 122 $ - $ - $ -
Annual Percentage Change 16.19% (100.00%) 0.00% 0.00% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$50
$100
$150
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Clerk Department City Clerk Financial Summary
All Funding Sources Division: Operations
Mission Statement Five-Year Expenditures
The mission of the City Clerk’s Office is to provide
Citywide oversight for legislative proceedings of the City Council and its committees.The Department performs all
mandated functions under the United States Constitution, the Constitution of the State of California, State Codes, the Charter of the City of Berkeley, and the Berkeley
Municipal Code
Selected Service Objectives
• City Council and Commission Support
• Legislative History
• Public Information and Records
• Citywide Records Management:
• Elections
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 990,209 $ 1,414,962 $ 1,571,629 $ 1,883,449 19.84% $ 1,934,427 2.71% Services & Materials 126,213 79,299 266,411 266,411 0.00% 266,411 0.00% Capital Outlay - - 25,390 25,390 0.00% 25,390 0.00% Internal Services & All Other 179,954 181,454 178,094 186,549 4.75% 186,549 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,296,376 $ 1,675,715 $ 2,041,524 $ 2,361,799 15.69% $ 2,412,777 2.16% Annual Percentage Change 29.26% 21.83% 15.69% 2.16% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
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City Clerk Department  City of Berkeley, California | Proposed Budget 2025 & 2026 City Clerk Financial Summary
All Funding Sources Division: Record Management
Mission Statement Five-Year Expenditures
The mission of the City Clerk’s Office is to provide to provide Citywide oversight for legislative proceedings
of the City Council and its committees.The Department
performs all mandated functions under the United States Constitution, the Constitution of the State of California, State Codes, the Charter of the City of Berkeley, and the Berkeley Municipal Code.

Selected Service Objectives
• City Council and Commission Support
• Legislative History
• Public Information and Records
• Citywide Records Management:
• Elections
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 276,161 $ - $ - $ - 0.00% $ - 0.00% Services & Materials 114,228 136,453 133,600 133,600 0.00% 133,600 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 390,389 $ 136,453 $ 133,600 $ 133,600 0.00% $ 133,600 0.00% Annual Percentage Change (65.05%) (2.09%) 0.00% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Clerk Department City Clerk Financial Summary
All Funding Sources Division: Regular Elections
Mission Statement Five-Year Expenditures
The mission of the City Clerk’s Office is to provide the City with the highest caliber legal services and advice and to protect and advance the interests of this dynamic City by all legal and ethical means.

Selected Service Objectives
• City Council and Commission Support
• Legislative History
• Public Information and Records
• Citywide Records Management:
• Elections
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 302,796 $ 84,954 $ 83,893 $ 122,615 46.16% $ 129,551 5.66% Services & Materials 409,238 978,986 900,469 900,469 0.00% 900,469 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 712,034 $ 1,063,940 $ 984,362 $ 1,023,084 3.93% $ 1,030,020 0.68% Annual Percentage Change 49.42% (7.48%) 3.93% 0.68% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$50
$100
$150
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 City Manager’s Office
Mission Statement
The mission of the City Manager’s Office is to build and maintain, through sound management principles and community participation, an effective City government organization; to ensure the effective delivery of services; to provide the management direction and support for the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Organizational Chart
CommunicationsAdministration
Deputy City
Manager
Support Services &
Special Projects
City Manager
Deputy City
Manager
Operations
■ Budget
■ Economic
Development
■ Special Projects
■ Appeals
■ Cross-Departmental
Work
■ Neighborhood
Services
■ Reimagining Public
Safety
■ Diversity, Equity,
and Inclusion
City Manager’s Office Overview
As the Chief Executive Officer of the City of Berkeley, the City Manager is responsible for ensuring the overall effectiveness of the city organization, for acting as a conduit between the legislative and executive branches and presenting Council with a balanced budget. Within the City Manager’s Office, the City Manager also directly oversees several divisions and major programs that deliver the following services
‣ Appeals: The A ppeals Unit is responsible for administrative hearings. Administrative hearings are provided as a venue to appeal various violations or enforcement actions issued by the City before a hearing examiner. Although there are numerous types of appeals, the most common hearings are conducted for parking citation appeals, dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office business license tax appeals, administrative citation appeals, and nuisance abatement appeals.
‣ Communications: The Communications division elevates and coordinates the work of every department by using information designed for modern digital tools to efficiently align the public’s needs with City services. The division builds and maintains a variety of complex tools that represent the City in the public sphere, most prominently in the overhaul and reinvention of the City’s website, engaging use of social media and the management of citywide listservs for all departments. These roles are amplified in emergencies, when the rapid dissemination of coordinated information is critical to building trust and leading people to safety. Communications has led crisis communications efforts that require multi-agency coordination for public safety power shutoffs (PSPS), fire weather, protests, and, most prominently, for COVID-19 ‣ Diversity, Equity, and Inclusion Division (DEI): The City of Berkeley has a strong history of “pioneering efforts by leaders, advocates, and institutions” at the local level that reverberates across the country. On June 9, 2020, Councilmember Kesarwani and co-sponsors Councilmembers Wengraf, Droste, and Bartlett, submitted an urgency item to establish an Office of Racial Equity. In early 2021, Berkley City Council passed a resolution titled “Declare Racism as a Public Health Crisis, a Threat and Safety Issue in the City of Berkeley”. In 2022, after delay caused by the extended and ongoing impact of the COVID-19 pandemic, Berkeley City Council adopted and expanded the Diversity, Equity, and Inclusion Office.

The Office of Equity manages both internal workforce development, in collaboration with the City’s Human Resources department, as well as external programs and services related to DEI. The division coordinates activities with City departments and outside agencies while providing highly responsible and complex support to the City Manager and City Council. The division manages several high visibility projects related to diversity, equity, and inclusion and related city-wide and departmental initiatives. This Division also develops related training, ensures citywide reporting on projects, and effectively manages the activities and operations of the DEI division of the City Manager’s Office. The Division also leads initiatives to assess and prioritize needs related to DEI, anti-racism and specifically by addressing and meeting regularly with staff across the organization to determine departmental needs and generate ideas for improvement. ‣ Neighborhood Services Division: The Division consists of four units described below. ‣ Animal Care Services: Animal Care Services provides field services for the cities of Berkeley, Emeryville, and Albany, and shelters animals from Berkeley, Albany, Piedmont, and Emeryville. The services include the enforcement of city ordinances related to animals, removal of killed or injured wildlife, impoundment of stray pets, and investigation of animal-related neglect, cruelty, nuisance and bite cases. The City’s animal shelter houses domestic animals from the cities of Berkeley, Albany, Emeryville, and Piedmont and provides not only a safe haven for these homeless pets, but also adoption services, advice on animal-related topics, lost and found pet reports, and free or low-cost spay/neuter services for Berkeley residents’ dogs and cats. The shelter houses a highly successful adoption program and consistently maintains a live release rate in excess of 90%. Animal Care Services also supports homeless and low-income pet owners by providing free pet food and other pet supplies daily on a walk-in basis. With field services available daily and the shelter open seven days a week, Animal Care Services is easily accessible and user friendly. dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Code Enforcement Unit: The Code Enforcement Unit is responsible for the enforcement of violations of the Berkeley Municipal Code including graffiti, blight, unauthorized signage, illegal dumping, the Group Living Accommodations ordinance, and more. The Unit works in conjunction with a Planning Code Enforcement Officer to address land use and zoning complaints, such as illegal business, unpermitted living units, and accessory units. Additionally, the Unit coordinates multi-departmental Code Enforcement responses to properties with multiple or complex violations and issues. ‣ Special Events: The Special Events Unit coordinates staff from multiple departments to safely and efficiently support a variety of street and park events that make life in Berkeley vibrant and exciting, including the Berkeley Half Marathon, Solano Stroll, Telegraph Holiday Fair, and many more.
‣ Homeless Response Team: The Homeless Response Team is the inter-departmental team that responds to homeless encampments in Berkeley, performing sustained outreach to move people indoors, while simultaneously reducing the impact of encampments on the City through interventions that reduce health and safety threats while avoiding citation and arrest.
‣ Office of Budget and Fiscal Management: The division is primarily responsible for the preparation, development and management of the City’s budget. The division provides financial analysis and support to the City Council and the Budget and Finance Policy Committee in particular; reviews Council agenda items and contracts; assists with special projects and processes payroll for the City Manager’s Office, the Mayor and Council, the City Attorney’s Office, the City Clerk’s Office, the Human Resources Department, the Office of Police Accountability, and for the Berkeley Unified School District (BUSD) Board of Education.
‣ Office of Economic Development: The division is composed of two service lines, Business Services and Civic Arts. Business Services supports Berkeley’s commercial sectors, provides technical assistance, expands economic opportunities, and helps maintain a healthy business climate by providing the following services:
‣ Direct Assistance to Businesses, Property Owners and Community Organizations ‣ Support for Berkeley’s ~10 Commercial District and Business Associations and Visit Berkele
y,
‣ Management of Industry Cluster Programs,
‣ Revolving Loan Program and Resiliency Loan Program,
‣ Sustainable Business Practices (including green business certification) and other progr
ams including support for transition to Worker Cooperatives, and guidance on Outdoor Commerce and Parklets
‣ Marketing Campaigns and Promotions
‣ Research and Data Analysis on local economic conditions The Business
Services team is at its base a customer service department, interacting with individuals, businesses, organizations, council and community members, and other city departments. The team helps with individual technical assistance, offers resources, and provides economic data and analysis and support to Berkeley commercial sectors. Staff in this team serve as secretaries to three commissions, including two Business Improvement Districts (BID) boards (Elmwood and Solano) and the Loan Administration Board. OED dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office business service staff also hold board seats in three property-based BIDs (Telegraph, Downtown, and North Shattuck) in Berkeley.

The Civic Ar
ts service line promotes and furthers arts and cultural activities in Berkeley by providing the following services:
‣ Direct Assistance to Artists and Community Organizations ‣ Civic Arts Grants (including Festival Grants, Organization Grants and Individual Artists Grant
Programs)
‣ Maintains the Public Art Collection
‣ Implements Public Art Programs
‣ Oversees City-Managed Galleries
The Civic Ar
ts service line provides direct grants to Berkeley’s art and cultural organizations, individual artists, and festivals, and manages the City’s Public art collection which has nearly 100 works of art in its care. The service line also manages the gallery spaces in the city buildings including the Cube Space Gallery in the Center Street Garage. Civic Arts staff also serve the secretary to the Civic Arts Commission, and active group which has many subcommittees and an ambitious work plan.
‣ Reimagining Public Safety: Reimagining Public Safety in the City of Berkeley aims to foster an equitable, holistic, and community-centered approach to public safety, transforming traditional models to prioritize health, wellness, and economic security for all residents. Through a collaborative, multidisciplinary strategy, it seeks to reshape the scope of policing, 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 dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 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 final 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.
‣ Special Projects Division (SPD): This division leads citywide efforts to improve efficiency, transparency and consistency; reports on the status of strategic plan initiatives and implements the Employer of Choice initiative to improve the employee experience. To this end the team serves 5 main functions: (1) implements citywide programs that focus on improvement, streamlining, increasing efficiency or require significant multi-department collaboration; (2) develops systems to ensure changes are maintained, evaluated and improved over time; (3) supports the City Manager’s Office by delivering citywide reporting (Employer of Choice, Strategic plan, performance measures) and support departments in delivering quality data; (4) engages with staff across the city to assess current issues and identify areas of improvement and present those to the City Manager; and (5) leads projects where there is shared authority across Departments.

Challenges
The City Manager’s Office challenges include:
‣ Diversity, Equity, and Inclusions (DEI):
‣ Staff capacity around regulatory compliance. The number and complexity of new ordinances and other policy initiatives by the City Council or by City Boards or Commissions require significant time investment by staff in city departments and the City Attorney’s Office. Many formerly settled areas of DEI (like minority and women’s contracting) may require significant research and analysis prior to the adoption of practices to advance these areas. The AFG Programmatic Monitoring Corrective Action Plan highlights the necessity of compliance with regulatory standards across federal grants. Adherence to federal mandates from organizations such as the Federal Emergency Management Agency make clear the need to establish a comprehensive compliance framework. The City Manager’s Office actively works in partnership with the City Attorney’s Office to navigate these complex legal environments, ensuring that all initiatives meet regulatory requirements. ‣ Data Collection. Collaboration has just begun regarding a shared approach between Human Resources and the DEI division for regularly collecting data on employee satisfaction and on Diversity, Equity, Inclusion, and Disability and Language Accessibility. Additionally, the Special Projects team on the Employer of Choice initiative will also be collaborating on regular assessment of employee satisfaction, which could help the City uncover Diversity, Equity, Inclusion, Accessibility concerns that impact retention. Workforce data provided annually to the Equal Employment dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office Opportunity Commission (EEOC), which is required for all Federal Agencies and private employers with (a) 100 or more employees, or (b) 50 or more employees and a feder
al contract), could be used to establish DEI specific retention goals, conduct an analysis of staff needed for city DEI functions within operations and services, and be used for consideration of staff capacity needs around new DEI initiatives. So, while not yet in place, these various efforts will ultimately increase efficiency, as well as improve communication and transparency.
‣ Ongoing Funding: Much of the DEI and anti-racism work has been carried out on a volunteer basis. Many staff responsible for truly innovative work have transitioned out of the City. As a consequence, infrastructure needs to be addressed to re-engage the work sustainably. This volunteer work must be articulated in scopes that are able to coordinate, record and activate recommendations from the various work groups, committees and task forces. In response, Berkeley is focusing on the judicious use of available resources to ensure financial stability and continuity for the initiative.

Additionally, the DEI division is currently working to craft a strategic plan that will help identify the necessary resources to move the City’s overall program forward. ‣ Implementation Timeline: It is estimated that the standup of the Office of Equity will take a total of 2-3 years. Legislative progress and unforeseen factors may extend this period, emphasizing the need for regular analysis and sufficient time for initiatives to demonstrate their effectiveness
‣ Neighborhood Services
‣ Animal Care Services: Along with many municipal shelters around the country, Berkeley Animal Care Services (BACS) has struggled with a sharp increase in animal intakes alongside a decrease in options for positive outcomes. In 2023, BACS saw a 17% increase in the intake of animals to the shelter, the most intakes since 2017 and significantly outpacing the national average, which saw a 0.2% increase from 2022 to 2023. Areas of concern are the major drops in our animals adopted (Adoptions), animals going to a rescue group (Rescues), and animals Returned To Owner (RTO). Nationally, 2023 saw a 0.2% increase in Adoptions from 2022, but sadly, BACS saw a 14.66% decrease in Adoptions from the past year.

We have also seen a sharp decrease in Rescues, and despite an increase over 2022, we are still more than 49% below the 20-year average for Rescues. In addition, 2023 had the lowest RTO percentage since tracking these figures and 24.46% lower than the 20-year average. Ultimately, this means that more animals are entering our shelter, and staying for longer, increasing the need for spay/neuter and other medical services. Unfortunately, all of this comes amidst sharp increases in veterinary costs, which increased nearly 11% from July 2022 to July 2023. Since BACS lacks a full-time veterinarian, these costs have created direct hits to the BACS budget. And all this comes at a time when BACS is being called upon to do more for Berkeley and the surrounding cities, including new and revised contracts for animal services in the cities of Emeryville and Piedmont.
‣ Code Enforcement Unit: Although the overall workload for the unit has decreased since the height of the COVID pandemic, when COVID-related complaints surged and became the Unit’s priority, the Unit is still addressing a number of long-standing and challenging cases that command significant staff time and resources.

The 2018 City Auditor’s report on the Code Enforcement Unit identified staffing shortages as a constraint to performance; though the Unit’s staffing has not grown, overall expectations on the Unit have grown, including the re-initiation of the dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 inter-departmental Properties Collaborative Review (formerly Problem Properties) team, which coordinates unified city responses to complex, multi-departmental and/ or politically-sensitive cases and looks to the Unit for leadership, case management, and administrative training.
‣ Special Events: Major events such as the Book Festival, Juneteenth, Berkeley Half Marathon, Solano Stroll, Berkeley Streets Criterium, Freight Fest, Gilman District Street Fair require a level of detail, technical expertise and countless hours of coordination with organizers that we are finding more and more difficult to provide.

None of the team members with the exception of the 1 FTE from Neighborhood Services are dedicated to this team. In 2017, prior to the creation of the Festival Grant administered by Civic Arts, approximately 75 events were permitted annually thru Special Events. By 2022, that number ballooned to 252 permitted events citywide, but there has been no growth in staffing to actually permit and administer these events.

With grant recipients having to be prioritized in addition to long-standing events such as Indigenous People’s Day Powwow, Solano Stroll, Juneteenth, and Himalayan Fair, the special event coordinator had to strategically juggle events in an effort to accommodate record numbers of event requests. Limited staffing to close and reopen streets in addition to competing for staff from Police and Traffic Enforcement present significant challenges and additional concern for liability and burnout. ‣ Homeless Response Team: The Homeless Response Team has struggled to find indoor shelter options for people living in encampments, who tend to decline congregate shelter beds more frequently than they accept them. A lack of available shelter not only constrains the team’s primary mission, which is to reduce unsheltered homelessness, but also constrains the ability to meaningfully address and resolve encampments posing health and safety risks to the community. Additionally, because the Homeless Response Team’s operations rely not just on Neighborhood Services staff, but on staffing from a number of departments across the city, the city’s persistent staffing challenges have limited the time we can spend actually cleaning up at encampments. Finally, the team has faced a growing number and intensity of legal challenges, including restraining orders and federal lawsuits, which not only delay or prevent important work in the field, but also create huge time burdens to Neighborhood Services staff, keeping us from working in the field. ‣ Office of Economic Development
Balancing New Initiativ
es & Baseline Services: The challenge for OED will be to balance new initiatives and continue to deliver excellent baseline services. In past budget cycles OED was successful in leveraging special arts funds to get talented staff in place in the Civic Arts service line to deploy high quality program delivery; including centering equity in grant making activities and accelerating public art installation work. In FY25 and FY26, OED has a number of large priority projects that will require additional staff time from the Business Services team.

Large Projects:
‣ Civic Center Phase III (a Strategic Plan project)
‣ Local Business Marketing - Discovered in Berkeley Campaign (a Strategic Plan project)
‣ Diversity Equity and Inclusion – Berkeley Ventures Berkeley Values (a Strategic Plan project)
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office ‣ Commercial District Revitalization Plan (Solano Ave)
‣ Small Business Support Initiatives, including:
‣ Continuing Succession Planning – Worker Owned Cooperatives ‣ Renewal of Downtown Property Based Business Improvement District (2026) The Civic Arts ser
vice line will also be working hard on implementing two new Civic Arts Grants Programs in FY 25 and FY26 - the capital grants and arts & cultural programing awards
‣ Reimagining Public Safety:
‣ Staffing: The initiative faces a challenge common across the Bay Area: high turnover rates in city government positions, which can obstruct the development of a stable and effective workforce. In response, Berkeley has introduced the “Employer of Choice” initiative, designed to enhance the city’s appeal as a workplace capable of retaining and attracting dedicated professionals. This effort is centered on cultivating a supportive work environment and providing competitive benefits, aimed at reducing staff attrition and filling vacancies with qualified individuals. ‣ Regulatory Compliance: The creation of new departments, such as the Berkeley Department
of Transportation (BerkDOT), highlights the necessity of compliance with regulatory standards across local, state, and federal levels. This includes adherence to local ordinances, state legislation, and federal mandates from organizations such as the United States Department of Transportation, which together establish a comprehensive compliance framework. The City Manager’s Office actively works in partnership with the City Attorney’s Office to navigate these complex legal environments, ensuring that all initiatives meet regulatory requirements. ‣ Implementation Timeline: The initiative’s ambitious goals necessitate a realistic acknowledgement of the timeline
required for full realization, estimated at 3-5 years.

Legislative progress and unforeseen factors may extend this period, emphasizing the need for regular analysis and sufficient time for initiatives to demonstrate their effectiveness. This phased approach requires flexible and informed project management to adapt to evolving circumstances and ensure the initiative’s objectives are met.

Accomplishments
The City Manager’s Office accomplishments include:
‣ Appeals: The Appeals Unit’s made improvements to Parking Management Software by:
‣ Coordinating with the City’s contracted parking management vendor to add telephonic hearings
as an option for Appellants to contest their citations
‣ Assessing appeal notice inconsistencies and working with the vendor to provide more information for
appellants to be properly prepared for hearings.
‣ Diversity, Equity, and Inclusion:
‣ Strategic Leadership Positions: The hiring of the Diversity, Equity, and Inclusion (DEI) Officer and DEI Administrativ
e Assistant has been central to driving this initiative forward. These positions enhance leadership and support for cross-departmental collaboration and help to embed equity and justice within the City’s operations. dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Enhanced Grant Strategy: With a $100,000 allocation for fiscal years 2023 and 2024, the Cit
y has improved its grant application process through a partnership with California Consulting, LLC targeting both state and federal grants focused on DEI. ‣ Formal engagement with the Race and Equity and Equity Committees to address contract and pr
ocurement equity and equity through workforce training is well underway.
‣ Neighborhood Services
‣ Animal Care Services: In April, 2023, the Animal Care Services team welcomed a new Manager, who has taken strides to address some of the post-pandemic challenges facing the team. For example, in 2023 BACS hired a new Volunteer Coordinator, who has revamped the shelter’s volunteer engagement, cleared a new volunteer waitlist backlog dating back to 2022, and has increased new volunteer orientations. BACS has negotiated new revenue contracts with the Cities of Emeryville and Piedmont, bringing in enough new revenue to increase a part-time Animal Services Assistant to a full-time position. Importantly, BACS has managed to maintain a live release rate of 94.71% for cats and dogs, the highest percentage in over 20 years, and a low euthanasia rate of 4.65%, which primarily reflected animals that sustained life-threatening injuries or displayed insurmountable behavioral issues. Over 60% of cats and over 55% of dogs were adopted or rescued in 2023, despite receiving a larger number of very challenging animals.

And despite having the most intakes since 2017, BACS’ 2023 Live Release Rate for cats and dogs was 94.71%, the highest in over 20 years. This is at a time when the community needs more from us, and we were able to step up last year, providing care to over 250 cats and dogs, nearly doubling the previous year’s total. With the closure of Contra Costa Animal Services’ shelter in Pinole, and the common incorrect assumption that BACS does not euthanize for space, we saw more than a 40% increase in animals claimed to have been found in our jurisdictions while the finder lives outside of it. Even with the increase in out-of-jurisdiction animals, BACS had a euthanasia rate of 4.65%, more than 26% lower than in 2022 and over 41% lower than the 20-year average.
‣ Code Enforcement Unit: The Code Enforcement Unit has made some significant progress in addressing outstanding recommendations from a 2018 City Auditor’s report. Specifically, in January 2024, Neighborhood Services contracted with a consultant to perform a division-wide staffing analysis, the scope of which will be to analyze the division’s workload relative to staffing structure and capacity, and compare the staffing in key functions of the division to peer cities in the Bay Area. NSCEU, as a unit within the Neighborhood Services Division, is included in this analysis. In May, 2023, the City Council approved a contract with Data Ticket, a third-party code enforcement citations processing service that will enable code enforcement officers to outsource some purely administrative aspects of the enforcement process, thereby freeing up staff time to perform other work. Both of these accomplishments are consistent with the Auditor’s recommendations.

Additionally, NSCEU has implemented a metrics goal of addressing complaints received into the Unit within 10 business days of receiving the complaint. At the end of 2023, we were, for the first time, able to achieve this goal—a significant milestone in our quest to provide timely customer service to the Berkeley public. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office ‣ Special Events: Despite severe understaffing, over 173 events were permitted citywide in 2023. This is consistent with an overall trend in which the number of annual events in the city has tripled since the COVID pandemic started. The ever-increasing volume of events directly correlates to consistent annual increases in grant funding. Safety is the second most impactful factor increasing the number of event requests annually. Most new customers share their primary reason for wanting to host an event in Berkeley is due to safety, immaculate parks and fields, a general sense of comfort and familiarity of Berkeley overall. With increasing crime, shuttering of businesses, and unease in neighboring cities, Berkeley continues and will continue to draw more and more events from across the Bay Area.
‣ Homeless Response Team: Over the past two years, the Homeless Response Team has successfully brought in roughly $10 million in State Encampment Resolution Funding grant funds, which have enabled the City to master lease two motels (a third has been leased as well with Measure P during this time period), all of which have been used to make substantial progress in resolving and reducing the health and safety impacts at Berkeley’s largest encampments, including those in People’s Park and in the Gilman District. The HRT has applied to the State for a third round of ERF funding to master lease a fourth motel, and is awaiting the State’s determination.

Since September 2021, the HRT has conducted 58 encampment closures across the city, 38 deep cleaning operations, and 11 RV closures, for a total of 107 interventions. 79% of all closures and cleanings have been centered in West and South Berkeley, reflecting the team’s commitment to serving those areas of the City that are historically socioeconomically disadvantaged and thus more likely to experience street homelessness. Additionally, the team has removed over 1 million total pounds of trash and debris from our streets, and has offered nearly 650 people shelter, with a total shelter acceptance rate of 46%. Overall, and though challenges do indeed remain, as a direct result of the HRT’s work, the City has fewer encampments and is less impacted by street homelessness than before the team launched in 2021. ‣ Office of the Budget and Fiscal Management:
‣ Recipient of the Government Finance Officers Association (GFOA) Distinguished Budget Pr
esentation Award for the FY 2023 & FY 2024 Adopted Budget Book. ‣ Office of Economic Development
OED is a r
elatively small Division (8 FTE) with a unique role in directly assisting Berkeley’s business, artistic and cultural communities and sectors. In FY24, OED completed the implementation of a suite of recovery programs from a variety of funding sources including the American Rescue Plan Act (ARPA). In addition, OED also advanced and/or completed a number of high-profile revenue-generating projects in FY 23-24, that were indicated as goals in the last budget cycle, including:
‣ Facilitating Catalytic Development at West Berkeley Opportunity Sites (e.g. Pacific Steel)
‣ Civic Center Phase II – Design Concept Adoption
‣ Establishing Parking Benefit Districts (Gilman and Lorin) ‣ IKE Kiosk – Location Selection Phase 2
‣ Additional Zoning Ordinance Modifications to Support Small Business ‣ Outdoor Commerce (Transition to Permanence) Support & Implementation dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Bayer Health Care Development Agreement Implementation ‣ Succession Planning – Worker Owned Cooperatives
‣ Developing a Capital funding program for Cultural Arts/Artist space ‣ Development of Poet Laureate Program
OED publishes two fr
equent, resource-rich newsletters (Civic Arts and OED Updates) and other baseline programs include:
‣ Revolving Loan Fund (RLF) – The City of Berkeley’s Revolving Loan Fund (RLF) is feder
ally funded by the Economic Development Administration (EDA) and provides access to capital for businesses that don’t qualify for traditional commercial loans. COVID-19 Resiliency Loan Program (RLP) - In July of 2020, The City was awarded a $814,000 federal CARES Act grant to provide additional funding to existing businesses. Using the grant, OED launched the COVID-19 Resiliency Loan Program (RLP) for Berkeley businesses that are at least two years old and have less than 50 employees. This program streamlines the approval of 0%-1% interest loans for businesses in need of working capital, to provide additional assistance and support for Berkeley’s entrepreneurs. To date, 18 loans have been executed (totaling $793,000) and the program is now serviced by Working Solutions, a certified Community Development Financial Institution.
‣ Grants for artists and cultural practitioners – In 2023 the City of Berkeley Civic Arts progr
am provided grants to support a vibrant arts ecosystem, strengthen diverse cultural expressions, and ensure equitable access to arts and culture throughout Berkeley. Civic Arts Grants Awarded in 2023 included: 11 individual arts project grants ($44,000), 31 community festivals ($199,983) and 55 arts organizations ($454,799). The City also leveraged a matching grant from the National Endowment for the Arts to create a new Civic Arts grant program with $60,000 to distribute in grants (up to $5,000 each) for: Berkeley nonprofit (not-art specific) organizations producing arts and cultural programming in partnership with an arts organization or teaching artist; or Greater Bay Area arts nonprofit organizations producing arts and cultural programming in Berkeley. A new program, the Capital Projects Grants, was funded with $300,000 in December of 2023 and established to retain and sustain the vitality of Berkeley’s arts sector through real estate and capital project support.

In 2024 grants of up to $150,000 each will be awarded to Berkeley-based nonprofit arts and cultural organizations to help them stay in Berkeley. ‣ Business Outreach and Technical Assistance – In calendar year 2023, the Office of Eco
nomic Development (OED) conducted outreach and technical assistance activities, including fielded thousands of direct business inquiries by phone & email, and partnered with the Berkeley Chamber to organize Berkeley Business District Network (BBDN) Forums for the business community at large to gain information, ask questions and share resources related to ongoing commercial district management and special events.
‣ Equity-focused programming for the innovation sector – Berkeley Ventures, Berkeley Values
was launched in 2019 to align the growth of Berkeley’s innovation sector with the community values of diversity, equity and inclusion. Berkeley Ventures Berkeley Values programming includes activities that engage Berkeley startup founders, funders, and STEM industry professionals to build a local economy that benefits our entire community. Programs include: STEM CareerX Day tours for Berkeley High School students at local startups and innovation companies, developing a community dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office of practice for Berkeley investors focused on implementing diversity, equity and inclusion (DEI) best practices. In 2023, dozens of Berkeley High School students saw how their science, te
chnology, engineering and math (STEM) skills apply in
Berkeley’s workplaces during the 8 STEM CareerX Tours that took place at a total of 11 companies in 2023.
‣ Business success planning for worker owned cooperatives – Beginning in 2018, OED partner
ed with Project Equity to meet the local demand for business succession planning; and provide technical assistance to Berkeley’s businesses wishing to transition to employee ownership. Special funds (ARPA dollars) were leveraged to support a multi-year engagement with Project Equity. The funds enable Project Equity to stay as an on-call advisor to businesses in Berkeley that want to transition to worker ownership. Project Equity’s work also implements strategies to measure business retention risk in Berkeley on an ongoing basis. ‣ OED participated in the National League of Cities (NLC) Cities for Inclusive Entrepr
eneurship (CIE) cohort program. In late 2022, the City of Berkeley was awarded a grant to join a cohort led by the National League of Cities’ Cities for Inclusive Entrepreneurship program to explore ways to work with local business network partners to strengthen relationships with Berkeley’s Latinx and Black-owned businesses and support their scale-up, expansion, and continuity. Outdoor Commerce - Berkeley’s City Council authorized a “Path to Permanence” ordinance in June 2021 to permanently permit outdoor dining and commerce and commerce in the public right of way, which the Office of Economic Development was instrumental in coordinating. OED also provided technical assistance to interested businesses, and developed a grant program for outdoor commerce applicants. As of December 2023, there are 40 installations of outdoor commerce in Berkeley. In 2024, with the ending of the state of emergency, Berkeley’s outdoor commerce participants will begin to contribute outdoor commerce use fees to the city’s parking fund. ‣ #BerkeleyHolidays Gift Fair, Berkeley Bucks Marketing Campaign – Local Shopping - A par
tnership between OED, the Berkeley Chamber, Visit Berkeley and business districts citywide, the #BerkeleyHolidays Gift Guide, local scrip Berkeley Bucks, and marketing campaign promoted local shopping during the holiday season and featured an in-person holiday fair in Downtown Berkeley in December of 2023. ‣ Discovered in Berkeley – Local Business Marketing and advertising - The #Discov
eredinBerkeley business marketing campaign was launched in 2019 to, “inspire pride among Berkeley residents and business owners alike about the amazing commercial activity happening in the neighborhoods where they live and work, encourage local shopping, raise awareness of the business services offered by the City’s Office of Economic Development and enhance Berkeley’s reputation as a good place to do business. ” The ‘Discovered in Berkeley’ local marketing campaign featured a thoughtful roster of unique local-serving storefront businesses and the business districts in which they reside, by highlighting Berkeley businesses that fall into the categories of “Food Forward, ” “The Upcycle, ” “Dare to Share”, and “Local Love. ”
‣ Business Improvement Districts – The City facilitates five business improvement districts (BIDs)
in the Downtown, Telegraph, Elmwood, North Shattuck, and Solano commercial districts that generate funds through a self-assessment to help promote and maintain their districts. There is also a city-wide Tourism BID which is funded by the self-assessment of Berkeley’s hotels and motels and directly supports Visit dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 Berkeley, the City’s Convention and Visitor’s Bureau. Over the past year, the City has continued to provide technical assistance to each of the BIDs, with particular focus on bolstering the wider Berkeley Business District Network (BBDN) (an organization which all commercial districts participate in), increasing the frequency of meetings to allow for improved communication and sharing across district networks.

Establishment of two new parking business improvement districts are underway in the Lorin and Gilman districts for 2024, and an expansion of the Elmwood BID will become operational in 2025.
‣ Reimagining Public Safety:
‣ Strategic Leadership Positions: The hiring of key Reimagining Public Safety roles, including the
Assistant to the City Manager serving as the Reimagining Public Safety Project Coordinator and the Diversity, Equity, and Inclusion (DEI) Officer, has been central to driving the initiative. These positions enhance leadership and support for cross-departmental collaboration and embed equity and justice within the City’s operations.
‣ Enhanced Grant Strategy: With a $100,000 allocation for fiscal years 2023 and 2024 ($200,000 t
otal), the City has improved its grant application process through partnerships with skilled consultants. This effort aims to secure funding for safety and community well-being initiatives, targeting both state and federal grants focused on resilience, equity, and community enhancement.
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office City Manager’s Office Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 8,422,200 8,691,591 8,955,596 10,217,503 11,075,330 11,297,382 Services & Materials 4,853,341 8,420,108 9,724,758 5,694,999 5,688,999 5,688,999 Capital Outlay 30,737 37,039 46,997 - - -
Internal Services & All Other 850,519 1,268,277 1,099,577 976,683 995,126 995,126 14,156,797 18,417,015 19,826,928 16,889,185 17,759,455 17,981,507 By Division:

Administration 3,416,611 4,018,720 4,369,155 4,209,458 4,633,331 4,704,656 Neighborhood Services 1,416,390 2,369,795 4,621,160 1,914,506 2,034,346 2,079,311 Animal Services 2,081,601 2,046,383 2,057,227 2,358,550 2,479,262 2,526,512 Code Enforcement 113 - - - - -
Police Review Commission 741,701 6,665 910 - - -
Budget & Fiscal Management 875,027 1,068,171 1,125,329 1,108,303 1,219,469 1,237,320 Economic Development 250
Econ Dev - Admin
4,982,525 8,677,048 7,448,377 7,055,532 7,125,646 7,161,373 2020 Vision 642,829 230,233 204,770 242,836 267,401 272,335 14,156,797 18,417,015 19,826,928 16,889,185 17,759,455 17,981,507 By Fund:

GF - Discreationary 11,102,637 12,034,756 13,385,434 13,150,235 14,309,805 14,527,225 Animal Shelter 20,682 30,466 30,075 52,480 52,480 52,480 Business Economic
Development
23,122 551,168 371,594 156,387 156,387 156,387
Cultural Trust 110,292 243,159 360,496 110,372 116,780 119,854 Public Art 16,406 14,800 52,178 118,718 121,001 122,366 Shelter Operations - 20,953 - - - -
Mental Health Service Act 233,059 - - - - -
One-Time Grant:No Cap Exp 8,400 336,377 2,049,080 - - - FEMA - 22,000 - - - -
ARPA - Local FIscal Recovery - 2,364,846 87,500 - - -
Capital Improvements 7,213 168 191,783 - - -
Funds Replacement 275,857 288,124 289,143 298,981 - - Meas T1 - Infrstr and Fac 267,670 29,668 358 - - -
Zero Waste 47,890 42,424 29,890 72,313 73,303 73,496 Berkeley Tourism Bus. Imp. Dst 219,032 333,119 847,770 697,882 697,882 697,882 Elmwood Bus. Imp. Dist 30,000 30,000 33,518 30,000 30,000 30,000 Solano Ave Bus. Imp. Dist 25,005 30,014 25,039 25,000 25,000 25,000 Telegraph Bus. Imp. Dist 493,029 761,808 370,065 583,315 583,315 583,315 North Shattuck Bus. Imp. Dist - - 102,539 210,363 210,363 210,363 Dwntwn Berk Prop and Impr Dist 1,276,503 1,283,165 1,600,466 1,383,139 1,383,139 1,383,139 14,156,797 18,417,015 19,826,928 16,889,185 17,759,455 17,981,507 dePart Ment Bud Get S
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 City Manager’s Office Financial Summary
All Funding Sources Division: Administration
Mission Statement Five-Year Expenditures
The mission of the City Manager’s Office is to build and maintain, through sound management principles and
community participation, an effective City government
organization; to ensure the effective delivery of services; to provide the management direction and support for
the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Selected Service Objectives
• Appeals
• Communications
• Diversity, Equity, and Inclusion Division (DEI)
• Reimagining Public Safety
• Special Projects Division
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 3,163,722 $ 3,114,530 $ 3,569,430 $ 3,987,961 11.73% $ 4,059,286 1.79% Services & Materials 434,016 817,306 96,731 96,731 0.00% 96,731 0.00% Capital Outlay - 13,872 - - 0.00% - 0.00%
Internal Services & All Other 420,982 423,447 543,297 548,639 0.98% 548,639 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 4,018,720 $ 4,369,155 $ 4,209,458 $ 4,633,331 10.07% $ 4,704,656 1.54% Annual Percentage Change 8.72% (3.66%) 10.07% 1.54% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,000,000
$4,000,000
$6,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office City Manager’s Office Financial Summary
All Funding Sources Division: Neighborhood Services
Mission Statement Five-Year Expenditures
The mission of the City Manager’s Office is to build and maintain, through sound management principles and
community participation, an effective City government
organization; to ensure the effective delivery of services; to provide the management direction and support for
the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Selected Service Objectives
• Code Enforcement Unit
• Special Events
• Animal Services
• Homeless Response Team
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,598,469 $ 1,616,074 $ 1,756,841 $ 1,876,681 6.82% $ 1,921,646 2.40% Services & Materials 717,267 2,918,089 126,267 126,267 0.00% 126,267 0.00% Capital Outlay - 33,125 - - 0.00% - 0.00%
Internal Services & All Other 54,059 53,872 31,398 31,398 0.00% 31,398 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 2,369,795 $ 4,621,160 $ 1,914,506 $ 2,034,346 6.26% $ 2,079,311 2.21% Annual Percentage Change 95.00% (58.57%) 6.26% 2.21% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,000,000
$4,000,000
$6,000,000
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 City Manager’s Office Financial Summary
All Funding Sources Division: Animal Services
Mission Statement Five-Year Expenditures
The mission of the City Manager’s Office is to build and maintain, through sound management principles and
community participation, an effective City government
organization; to ensure the effective delivery of services; to provide the management direction and support for
the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Selected Service Objectives
• Animal Care Services provides field services for
the cities of Berkeley, Emeryville, and Albany, and
shelters animals from Berkeley, Albany, Piedmont, and
Emeryville.
• Services include the enforcement of city ordinances
related to animals, removal of killed or injured wildlife, impoundment of stray pets, and investigation of
animal-related neglect, cruelty, nuisance and bite cases.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,488,897 $ 1,473,672 $ 1,812,103 $ 1,932,815 6.66% $ 1,980,065 2.44% Services & Materials 358,637 416,051 377,189 377,189 0.00% 377,189 0.00% Capital Outlay 37,039 - - - 0.00% - 0.00%
Internal Services & All Other 161,810 167,504 169,258 169,258 0.00% 169,258 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 2,046,383 $ 2,057,227 $ 2,358,550 $ 2,479,262 5.12% $ 2,526,512 1.91% Annual Percentage Change 0.53% 14.65% 5.12% 1.91%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  City Manager’s Office City Manager’s Office Financial Summary
All Funding Sources Division: Budget & Fiscal Management Mission Statement Five-Year Expenditures
The mission of the City Manager’s Office is to build and maintain, through sound management principles and
community participation, an effective City government
organization; to ensure the effective delivery of services; to provide the management direction and support for
the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Selected Service Objectives
• Responsible for the preparation, development and
management of the City’s budget.
• Provides financial analysis and support to the City
Council and the Budget and Finance
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,051,022 $ 1,100,991 $ 1,088,794 $ 1,199,960 10.21% $ 1,217,811 1.49% Services & Materials 5,215 12,404 10,575 10,575 0.00% 10,575 0.00% Internal Services & All Other 11,934 11,934 8,934 8,934 0.00% 8,934 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,068,171 $ 1,125,329 $ 1,108,303 $ 1,219,469 10.03% $ 1,237,320 1.46% Annual Percentage Change 5.35% (1.51%) 10.03% 1.46% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$500,000
$1,000,000
$1,500,000
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City Manager’s Office  City of Berkeley, California | Proposed Budget 2025 & 2026 City Manager’s Office Financial Summary
All Funding Sources Division: Economic Development 250 Econ Dev - Admin Mission Statement Five-Year Expenditures
The mission of the City Manager’s Office is to build and maintain, through sound management principles and
community participation, an effective City government
organization; to ensure the effective delivery of services; to provide the management direction and support for
the planning, implementation, and evaluation of all City programs; and to ensure coordination and consistency in implementing policies and programs approved by the City Council.

Selected Service Objectives
• Direct Assistance to Businesses, Property Owners and
Community Organizations
• Revolving Loan Program and Resiliency Loan Program.
• Research and Data Analysis on local economic
conditions
• Direct Assistance to Artists and Community
Organizations
• Implements Public Art Programs
• Maintains the Public Art Collection
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,156,635 $ 1,446,059 $ 1,755,499 $ 1,818,512 3.59% $ 1,854,239 1.96% Services & Materials 6,901,421 5,559,998 5,076,237 5,070,237 (0.12%) 5,070,237 0.00% Internal Services & All Other 618,992 442,320 223,796 236,897 5.85% 236,897 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 8,677,048 $ 7,448,377 $ 7,055,532 $ 7,125,646 0.99% $ 7,161,373 0.50% Annual Percentage Change (14.16%) (5.27%) 0.99% 0.50% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$4,000,000
$8,000,000
$12,000,000
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Finance  City of Berkeley, California | Proposed Budget 2025 & 2026 Finance
Mission Statement
To conduct all of our responsibilities with integrity, warrant and receive the trust of colleagues and constituents, and to positively support the delivery of quality services to fulfill the City’s mission and citywide priorities. Within the framework of full disclosure and quality customer service, our principal obligations are to safeguard City assets, maximize revenues, manage the business of City programs, and provide accurate, timely, and complete financial information.

Organizational Chart
Treasury General
Services Accounting
Analytical,
Systems, &
Office Support
Revenue
Collection
Office of the
Director
Finance Overview
The Finance Department supports all City departments and provides services for the entire Berkeley community. In addition to the Office of the Director and Finance Administration, the department is organized into four divisions: Treasury, General Services, Accounting, and Revenue Collection.

The Finance Department is organized into five divisions to deliver the following baseline services:
‣ Office of the Direct and Finance Administration: The Finance Director serves as the City’s Chief Financial Officer, Investment Manager, and City Treasurer. The Director’s Office provides expert, professional assistance to City management and City Departments on financial, accounting, and related matters; provides business administration and technical assistance to City departments; administers the annual budget and directs day-to-day financial operations; provides revenue and economic forecasting to City policymakers and stakeholders; manages the City and retiree medical plan investment portfolios; designs and implements an automated and integrated financial accounting system; makes presentations of the City’s financial status and operations to the City Council and other regulatory agencies; monitors developments related to finance and accounting matters and evaluates their impact on City operations and financial programs; and serves as the lead for citywide PCI compliance. ‣ Treasury: The Treasury Division is responsible for receipt recordation, deposits, and investments of City monies. It also assists the Finance Director in investing both short and long term investments of surplus City funds; maintains fiscal accountability for all dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Finance City monies; manages the City’s banking relationship; and coordinates implementation of the City’s online payment programs.

The T
reasury Division also acts as the City’s centralized cashiering operation and accepts deposits from all City cash acceptance locations and departments. In addition, it acts as the main payment processing center for mail-in payments for Citywide billing and other revenue sources. It is responsible for revenue development, audits, and collection on delinquent accounts.
‣ General Services: The General Services Division manages a centralized Purchasing function. This division identifies equipment, goods, and services that will meet the City’s needs; creates cost effective purchasing and maintenance agreements; issues and awards all non-construction bids and Request for Proposals; and opens all construction bids to obtaining the best competitive pricing for purchases while adhering to the City’s purchasing policies. It also enforces compliance of all City procurement and contracting policies. This division maintains the Purchasing information on the City’s website and assures that customers and vendors have online access to needed information and forms. The division is also responsible for mail services. ‣ Accounting: The Accounting Division serves as advisor, consultant, and an information source to other departments on financial management items and Finance Department policies and procedures. It directs the maintenance of the City’s automated accounting system, including the general ledger and all required subsidiary ledgers. The Accounting Division reviews and ensures adequate internal controls throughout the City, performs bank reconciliations, and manages all external financial audits on behalf of the City. It is responsible for the preparation of various financial and accounting reports, including the Annual Comprehensive Financial Report (ACFR), State Controller’s reports, quarterly grants report, sales tax returns, payroll, and the city’s indirect cost allocation plans.

Accounting has an Accounts Payable unit which controls disbursements made from City funds, excluding those for investments, payroll, payroll liability, and the workers’ compensation administrator. This unit ensures that all disbursements are timely, accurate, and are made in compliance with all internal controls and established City policies and procedures.
‣ Revenue Collection: The Re venue Collection Division provides billing services for refuse and most other City services; prepares the City’s and Berkeley Unified School District’s special property tax rolls for inclusion on the annual property tax bill; processes transfer tax, seismic retrofit, very low-income, and private sewer lateral refunds; prepares and processes annual business licenses and residential parking permits; schedules business license appeals; administers and issues street vendor, massage, and food vendor permits; and maintains the City’s land management database.  It confers with City staff and management in analyzing proposed rate structures of various City revenues.

The Customer Service Counter is a unit within the Revenue Collection Division. It provides counter service to the Berkeley community and processes walk-in/drop-off payments for various Citywide billings, business licenses, residential parking permits, parking citations, and assists customers in the community service program for Project 22. This unit prepares and submits all payments received from customers to Treasury for posting in the City’s financial system. The staff provides support for updating customers’ records in the City’s parking system, maintains records of community service agreements, and processes tow and boot releases and account maintenance for parking related payment inquiries.
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Finance  City of Berkeley, California | Proposed Budget 2025 & 2026 Challenges
Finance Department challenges include:
‣ Recruitment and Retention of Qualified Staff: The inability to find new personnel to replace retiring employees and fill long-vacant positions has led to increased workload and decreased effectiveness.
‣ Limited Payment Options for Customers: In order to give the public more options to pay taxes and fees, we must invest in technology and infrastructure improvements. ‣ Issuance and Administration of Measure T1, Measure O, & General Obligation Bonds:

The ability
to administer and manage the large spending plans for these initiatives requires continuing Finance resources.
‣ ERMA (Enterprise Resource Management Application): Finance will commence work on Phase 3 of the City’s Munis Financial System (Accounts Receivable/General Billing modules) in FY 2025. We have limited staff capacity, and implementing a new revenue and cash receipting system requires near full-time commitment of subject matter experts that are already at capacity with current operations.
‣ P-card: Implementation and Administration of a Citywide P-card program. The challenges with transitioning to a p-card program involve defining any procedural changes, creating new users in the p-card system (including structural reporting changes), training staff and p-card program administrators, and the complexities of rolling out new cards to the existing group of cardholders. ‣ Aging and Inadequate Financial Systems: Working with older systems from previous decades causes process inefficiencies, requires additional staff resources to conduct City business, and offers limited functionality to our external customers.

Accomplishments
Highlights of recent Finance Department accomplishments include:
‣ Business License Taxes: In FY 2024, the Revenue Collection Division increased the efficiency of the business license program, by:
‣ Further expanding online renewals and payments (50% increase) ‣ Continuing the audit program of non-compliant businesses ‣ Improving system processes for increased effectiveness ‣ Marina Fees Online Payment Portal: The Treasury Division and Financial Systems Group implemented a new payment portal for customers, so they are able to pay for Marina berth rentals and other associated fees online. This increases convenience for City Marina customers and the efficiency of City operations. ‣ Revenue Enhancement: For 2024, the Finance Department conducted audits on rental properties, both commercial and residential. These efforts combined to produce an increase in revenue.
‣ Procurement Award: In 2024, the City won the Award for Excellence in Procurement.

The AE
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City of Berkeley, California | Proposed Budget 2025 & 2026  Finance ‣ Amendment of Formal Competitive Threshold: Based on both regional and statewide research, amended the competitive threshold to align with City Manager signing authority. Increasing efficiency for departments in terms of going to market to compete for goods, non-construction services, and low value trade services. ‣ Implementation of GASB Statements: In accordance with GASB 96, the Accounting division changed the way we account for the costs associated with subscription-based software arrangements.
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Finance  City of Berkeley, California | Proposed Budget 2025 & 2026 Finance Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 6,492,503 6,771,576 6,908,318 8,601,056 10,105,785 10,245,871 Services & Materials 688,243 974,685 965,075 985,496 985,496 985,496 Capital Outlay - - 5,480 33 33 33
Internal Services & All Other 965,266 992,328 993,476 1,020,559 1,115,400 1,115,536 8,146,012 8,738,589 8,872,349 10,607,144 12,206,714 12,346,936 By Division:

Office of Finance Director 1,984,584 2,218,687 2,120,947 1,749,773 2,029,512 2,047,721 Treasury 1,427,652 1,364,967 1,404,324 2,303,128 2,752,235 2,763,875 Accounting 1,652,158 1,679,819 1,766,267 1,866,549 2,077,591 2,115,188 Revenue Collection 2,094,049 2,228,410 2,206,751 3,175,177 3,457,027 3,502,518 General Services 987,569 1,246,706 1,374,060 1,512,517 1,890,349 1,917,634 8,146,012 8,738,589 8,872,349 10,607,144 12,206,714 12,346,936 By Fund:

GF - Discreationary 6,682,934 6,827,438 7,075,972 8,179,371 9,685,629 9,798,627 U1 - Housing 83,327 277,789 203,793 406,541 417,352 422,266 Library - Tax 19,503 20,240 20,223 20,521 21,568 22,036 Special Tax for Disabled 19,503 20,239 20,222 20,585 21,627 22,096 Paramedic Assessment District 19,503 20,239 20,222 20,585 21,627 22,096 Park Tax 19,503 20,239 20,222 20,585 21,627 22,096 Meas GG - Fire Preparation Tax 19,503 20,239 20,222 20,585 21,627 22,096 Street Lighting 21,712 22,213 22,731 23,112 23,793 24,262 Park Acquisition Development 157 176 167 - - -
Zero Waste 831,211 984,112 873,698 1,215,832 1,277,329 1,291,790 Private Sewer Lateral - - - 28,352 28,352 28,352
Clean Storm Water 21,710 22,213 22,731 23,112 23,793 24,262 Parking Meter Fund - - - 40,000 40,000 40,000
Equipment Replacement 166,533 171,338 172,237 174,637 181,244 183,349 Central Services 221,410 311,850 379,687 392,741 399,519 401,512 CFD No. 1 Mello-Roos 19,503 20,264 20,222 20,585 21,627 22,096 8,146,012 8,738,589 8,872,349 10,607,144 12,206,714 12,346,936 dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Finance Finance Financial Summary
All Funding Sources Division: Office of Finance Director Mission Statement Five-Year Expenditures
The mission of the Finance Department is to safeguard
City assets, maximize revenues, manage the business of
City programs, and provide accurate, timely, and complete financial information.

Selected Service Objectives
• Serves as the City’s Chief Financial Officer, Investment Manager, and City Treasurer.
• Provides expert, professional assistance to City
management and City Departments on financial,
accounting
• Administers the annual budget and directs day-to-day
financial operations
• Provides revenue and economic forecasting to City
policymakers and stakeholders
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,147,498 $ 1,166,499 $ 824,347 $ 992,743 20.43% $ 1,010,952 1.83% Services & Materials 508,362 396,121 367,099 367,099 0.00% 367,099 0.00% Internal Services & All Other 562,827 558,327 558,327 669,670 19.94% 669,670 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 2,218,687 $ 2,120,947 $ 1,749,773 $ 2,029,512 15.99% $ 2,047,721 0.90% Annual Percentage Change (4.41%) (17.50%) 15.99% 0.90% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$800,000
$1,600,000
$2,400,000
dePart Ment Bud Get S
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Finance  City of Berkeley, California | Proposed Budget 2025 & 2026 Finance Financial Summary
All Funding Sources Division: Treasury
Mission Statement Five-Year Expenditures
The mission of the Finance Department is to safeguard
City assets, maximize revenues, manage the business of
City programs, and provide accurate, timely, and complete financial information.

Selected Service Objectives
• Responsible for receipt recordation, deposits, and
investments of City monies.
• Assists the Finance Director in investing both short and long term investments of surplus City funds
• Manages the City’s banking relationship
• Coordinates implementation of the City’s online
payment programs.
• Responsible for revenue development, audits, and
collection on delinquent accounts.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,325,806 $ 1,354,102 $ 2,222,223 $ 2,671,330 20.21% $ 2,682,970 0.44% Services & Materials 39,161 44,742 80,905 80,905 0.00% 80,905 0.00% Capital Outlay - 5,480 - - 0.00% - 0.00%
Adopted Tier 1 Funding *
Total Expenditures $ 1,364,967 $ 1,404,324 $ 2,303,128 $ 2,752,235 19.50% $ 2,763,875 0.42% Annual Percentage Change 2.88% 64.00% 19.50% 0.42% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Finance Finance Financial Summary
All Funding Sources Division: Accounting
Mission Statement Five-Year Expenditures
The mission of the Finance Department is to safeguard
City assets, maximize revenues, manage the business of
City programs, and provide accurate, timely, and complete financial information.

Selected Service Objectives
• Responsible for the preparation of various financial and accounting reports, including the Annual Comprehensive
Financial Report (ACFR), State Controller’s reports,
quarterly grants report, sales tax returns, payroll, and the city’s indirect cost allocation plans.
• Performs bank reconciliations, and manages all external financial audits on behalf of the City.
• Directs the maintenance of the City’s automated
accounting system, including the general ledger and all required subsidiary ledgers.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,607,152 $ 1,685,380 $ 1,841,784 $ 2,052,826 11.46% $ 2,090,423 1.83% Services & Materials 69,139 77,359 21,237 21,237 0.00% 21,237 0.00% Internal Services & All Other 3,528 3,528 3,528 3,528 0.00% 3,528 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,679,819 $ 1,766,267 $ 1,866,549 $ 2,077,591 11.31% $ 2,115,188 1.81% Annual Percentage Change 5.15% 5.68% 11.31% 1.81%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$800,000
$1,600,000
$2,400,000
dePart Ment Bud Get S
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Finance  City of Berkeley, California | Proposed Budget 2025 & 2026 Finance Financial Summary
All Funding Sources Division: Revenue Collection
Mission Statement Five-Year Expenditures
The mission of the Finance Department is to safeguard
City assets, maximize revenues, manage the business of
City programs, and provide accurate, timely, and complete financial information.

Selected Service Objectives
• Provides billing services for refuse and most other City services
• Prepares the City’s and Berkeley Unified School District’s special property tax rolls for inclusion on the annual
property tax bill.
• Prepares and processes annual business licenses and
residential parking permits.
• Customer Service Counter is a unit within the Revenue Collection Division which provides counter service to
the Berkeley community and processes walk-in/drop-off
payments for various Citywide billings,
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,661,213 $ 1,613,546 $ 2,493,088 $ 2,791,440 11.97% $ 2,836,795 1.62% Services & Materials 165,878 185,154 242,620 242,620 0.00% 242,620 0.00% Capital Outlay - - 33 33 0.00% 33 0.00%
Internal Services & All Other 401,319 408,051 439,436 422,934 (3.76%) 423,070 0.03% Adopted Tier 1 Funding *
Total Expenditures $ 2,228,410 $ 2,206,751 $ 3,175,177 $ 3,457,027 8.88% $ 3,502,518 1.32% Annual Percentage Change (0.97%) 43.88% 8.88% 1.32% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,500,000
$3,000,000
$4,500,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Finance Finance Financial Summary
All Funding Sources Division: General Services
Mission Statement Five-Year Expenditures
The mission of the Finance Department is to safeguard
City assets, maximize revenues, manage the business of
City programs, and provide accurate, timely, and complete financial information.

Selected Service Objectives
• Manages a centralized Purchasing function.
• Creates cost effective purchasing and maintenance
agreements.
• Issues and awards all non-construction bids and
Request for Proposals.
• Opens all construction bids to obtaining the best
competitive pricing for purchases while adhering to the City’s purchasing policies.
• Enforces compliance of all City procurement and
contracting policies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,029,907 $ 1,088,791 $ 1,219,614 $ 1,597,446 30.98% $ 1,624,731 1.71% Services & Materials 192,145 261,699 273,635 273,635 0.00% 273,635 0.00% Internal Services & All Other 24,654 23,570 19,268 19,268 0.00% 19,268 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,246,706 $ 1,374,060 $ 1,512,517 $ 1,890,349 24.98% $ 1,917,634 1.44% Annual Percentage Change 10.22% 10.08% 24.98% 1.44% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$800,000
$1,600,000
$2,400,000
dePart Ment Bud Get S
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Fire Department  City of Berkeley, California | Proposed Budget 2025 & 2026 Fire Department
Mission Statement
The Berkeley Fire Department protects life, property, and the environment through emergency response, prevention, and community preparedness.

Organizational Chart
Fire
Operations
Administrative
& Fiscal
Services
Fire
Prevention
Office of the
Chief
Wildland
Urban
Interface
Special
Operations
■ Fire
Suppression
■ Training
■ Support
Services
■ Emergency
Medical
■ Office of
Emergency
ServicesFire Department Overview
The Berkeley Fire Department is committed to providing comprehensive fire protection, emergency medical, disaster preparedness, rescue, and other related services in an efficient, effectiv
e and caring manner to the diverse Berkeley community. The Fire Department is organized five divisions which report to the Office of the Fire Chief and deliver the following services:
‣ Office of the Fire Chief: Organizes, coordinates, and directs the City’s fire disaster preparedness efforts, fire prevention, suppression, and emergency medical service programs. The Office also assists City management, fosters cooperative working relationships with community groups and allied agencies, and maintains labor and management relationships.
‣ Administrative and Fiscal Services Division: Pro vides budget and fiscal policy, payroll, purchasing, administrative systems, record retention compliance, employee training and development, and the labor and management relationship. Oversees strategic planning, grant writing, public record act request responses, performance tracking, and reporting. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Fire Department ‣ Operations Division: Repr esents four distinct sub-divisions in the Fire Department and handles the operations side of the organization which includes emergency response, logistics, training and emergency medical services.
‣ Fire Suppression provides emergency response to the community inclusive of UC Berkeley property. These services include but are not limited to fire suppression, emergency medical, technical rescue, hazardous materials, water rescue, This Division also conducts fire prevention inspections and public education. ‣ Training and Safety is focused on providing training and education to the members of the Fire Department. The Training sub-division runs a California State Fire Training (SFT) Accredited Local Academy where new firefighters attain their SFT Firefighter I and II certifications. This sub-division also provides ongoing education and development to all members of the organization.
‣ Support Services coordinates logistical support for emergency and non-emergency operations. This includes design and construction of apparatus; procurement and distribution of tools, equipment, and supplies; and providing subject matter expertise for information technology and radio communications programs. ‣ Emergency Medical Services (EMS) ov ersees the Fire Department’s pre-hospital emergency medical services program which includes EMS program management, prospective and retrospective quality improvement, management of EMS billing, management of the emergency health records program, and coordination with regional stakeholders including the Alameda County EMS Agency. . ‣ Fire Prevention Division: Plans, or ganizes, implements prevention and inspection programs, fire and arson investigations, vegetation management, hazard abatement, code enforcement, public fire safety education, plan checks, and development of codes and ordinances.
‣ Wildland Urban Interface (WUI) Division: Addr esses the wildland fire threat that faces the Berkeley community by performing vegetation management inspections, enforcement, and delivering education to the community.
‣ Office of the Emergency Services Division: Coordinates a suite of programs to build disaster resilience to the whole Berkeley community. These programs support personal preparedness, community connections, and government efforts that will help Berkeley respond to and recover from our next earthquake, fire, or other disaster. dePart Ment Bud Get S
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Fire Department  City of Berkeley, California | Proposed Budget 2025 & 2026 Challenges
The Fire Department’s challenges include increasing expectations for service delivery, managing a rapid expansion of the organization, and the need for adequate facility space. Additional challenges include; creating long-term plans that account for changing the mission of the organization and the replacement of predictable capital assets and infrastructure. ‣ Service Delivery: The Fir e Department’s basic structure has remained unchanged since the 1980s, but the demand and need for services has greatly increased. The organization is reorganizing itself to better respond to the needs of the community using the results from the Standards of Coverage and Community Risk Assessment (SOC), the Community Wildfire Protection Plan (CWPP), Dispatch Needs Analysis (DNA), and the Facilities Master Plan (FMP).
‣ Rapid Expansion: Capital infrastructure, including fire stations, office space, and training grounds are too often in poor condition, undersized, and in need of significant maintenance or replacement. The Department has partnered with Public Works to begin work on a landmark Fire Facilities Master Plan that will provide the leaders of today and tomorrow with a clear needs assessment and plan for the next 20 years. ‣ Capital Assets: The organization needs more space. Staff are working to secure a location for a Fire Department Headquarters and Ambulance Deployment Center within the City. Staff are coordinating with other agencies in the area to develop a shared regional fire training center. The Fire Department has also been working with Finance and the Budget Office to better project and begin to save for predictable capital assets that will need to be replaced.
‣ Long Term Plans: For the past two years the organization has been keenly focused on the analysis of the current situation balanced against the current and future expected needs of the community. Major planning processes concluded with documents that will provide clear pathways for successive leadership teams to work from. These include the Standards of Coverage and Community Risk Assessment (SOC), the Community Wildfire Protection Plan (CWPP), Dispatch Needs Analysis (DNA), and the Facilities Master Plan (FMP).

Accomplishments
The Fire Department’s accomplishments include:
‣ Facilities Master Plan (FMP): The purpose of the FMP is to provide City leaders with a long-term strategic approach for addressing the City’s aging, undersized, and outdated essential facilities to meet today’s needs and anticipated demands on Berkeley’s fire and emergency services. The FMP recommends a series of facility improvements necessary to support the Department’s mission, comply with building codes and industry standards, and align with best practices in ways that are fiscally responsible in fulfilling the forward- looking mission of the Department.
‣ Standards of Coverage and Community Risk Assessment (SOC: The SOC is the national standard used to define appropriate levels of service and is based on a comprehensive analysis of historical performance; expectations; and existing and projected community risk factors, hazards, population growth and aging, topography, and the density and vertical growth of the build environment. Deployment strategies are then proposed as indicated by the analysis. The SOC will assist the City in determining whether the current dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Fire Department levels of service are appropriate for the risks to be protected and with Council and community expectations.
‣ Community Wildfire Protection Plan (CWPP): The intent of the City of Berkeley CWPP , which was developed collaboratively by citizens and state and local management agencies in consultation with Federal agencies, are to:
‣ Align with the County, CAL FIRE, and Federal cohesive pre-fire strategies, which include educating
homeowners and building an understanding of wildland
fire, ensuring defensible space and structure ignition resistance, safeguarding communities through fuels treatment, and protecting evacuation corridors. ‣ Identify and prioritize areas for hazardous fuel-reduction treatment. ‣ Recommend the types and methods of treatment that will reduce damages from wildfire.
‣ Recommend measures to reduce the ignitability of structures throughout the City. dePart Ment Bud Get S
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Fire Department  City of Berkeley, California | Proposed Budget 2025 & 2026 Fire & Emergency Services Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 41,987,524 47,866,653 47,345,350 45,401,065 54,807,985 57,051,223 Services & Materials 3,977,712 5,964,677 8,362,548 9,517,836 10,256,148 10,256,148 Capital Outlay 323,404 359,012 2,723,772 1,466,827 1,437,510 1,037,510 Internal Services & All Other 3,603,063 3,823,855 4,440,702 5,931,080 6,395,137 6,395,441 49,891,703 58,014,197 62,872,372 62,316,808 72,896,780 74,740,322 By Division:

Office of the Fire Chief 2,450,217 2,848,347 2,218,789 3,825,239 5,915,097 5,971,099 Fire Operations 45,431,197 51,192,331 55,548,972 51,576,502 59,334,502 60,922,000 Fire Prevention 814,282 1,294,389 1,834,253 2,857,684 2,720,823 2,832,658 Special Operations / OES 1,196,007 1,149,115 709,578 1,305,042 1,287,985 1,314,900 Wildland Urban Interface - 1,530,015 2,560,780 2,752,341 3,638,373 3,699,665 49,891,703 58,014,197 62,872,372 62,316,808 72,896,780 74,740,322 By Fund:

GF - Discreationary 38,988,843 43,406,933 40,874,523 39,546,062 48,724,615 50,307,564 Paramedic Assessment District 5,018,644 5,391,028 4,178,353 4,960,581 4,464,959 4,718,829 Meas GG - Fire Preparation Tax 4,949,072 4,508,316 5,995,712 5,258,051 5,202,963 5,303,675 UC Settlement - 819,048 3,001,438 3,381,696 3,561,175 3,619,181 Measure FF - Public Safety - 3,268,062 7,634,268 8,090,487 10,332,985 10,576,644 One-Time Grant:No Cap Exp 130,385 - - - - -
FEMA - 53,356 42,498 - - -
UASI Regional Fund 19,100 34,357 1,345 - - -
Permit Service Center 86,004 100,788 87,810 90,949 102,169 106,515 CFD No. 1 Diaster Fire Prot 699,655 432,309 1,056,425 988,982 507,914 107,914 49,891,703 58,014,197 62,872,372 62,316,808 72,896,780 74,740,322 dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Fire Department Fire & Emergency Services Financial Summary
All Funding Sources Division: Office of the Fire Chief
Mission Statement Five-Year Expenditures
The mission of the Fire & Emergency Services is to
protect life, property, and the environment through
emergency response, prevention, and community
preparedness.

Selected Service Objectives
• Organizes, coordinates, and directs the City’s fire
disaster preparedness efforts, fire prevention,
suppression, and emergency medical service programs.
• Assists City management, fosters cooperative
working relationships with community groups and
allied agencies, and maintains labor and management
relationships.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,271,778 $ 1,262,004 $ 1,703,261 $ 2,110,946 23.94% $ 2,166,948 2.65% Services & Materials 100,904 (479,749) 80,855 1,105,855 1267.70% 1,105,855 0.00% Internal Services & All Other 1,475,665 1,436,534 2,041,123 2,698,296 32.20% 2,698,296 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 2,848,347 $ 2,218,789 $ 3,825,239 $ 5,915,097 54.63% $ 5,971,099 0.95% Annual Percentage Change (22.10%) 72.40% 54.63% 0.95% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,500,000
$5,000,000
$7,500,000
dePart Ment Bud Get S
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Fire Department  City of Berkeley, California | Proposed Budget 2025 & 2026 Fire & Emergency Services Financial Summary
All Funding Sources Division: Fire Operations
Mission Statement Five-Year Expenditures
The mission of the Fire & Emergency Services is to
protect life, property, and the environment through
emergency response, prevention, and community
preparedness.

Selected Service Objectives
• Fire Suppression
• Training and Safety
• Support Services
• Emergency Medical Services (EMS)
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 43,695,525 $ 42,659,744 $ 39,585,302 $ 48,047,731 21.38% $ 50,035,229 4.14% Services & Materials 4,961,597 7,567,618 7,259,609 6,743,905 (7.10%) 6,743,905 0.00% Capital Outlay 243,371 2,507,166 858,088 863,223 0.60% 463,223 (46.34%) Internal Services & All
Other
2,291,838 2,814,444 3,873,503 3,679,643 (5.00%) 3,679,643 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 51,192,331 $ 55,548,972 $ 51,576,502 $ 59,334,502 15.04% $ 60,922,000 2.68% Annual Percentage Change 8.51% (7.15%) 15.04% 2.68% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$25,000,000
$50,000,000
$75,000,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Fire Department Fire & Emergency Services Financial Summary
All Funding Sources Division: Fire Prevention
Mission Statement Five-Year Expenditures
The mission of the Fire & Emergency Services is to
protect life, property, and the environment through
emergency response, prevention, and community
preparedness.

Selected Service Objectives
• Plans, organizes, implements prevention and inspection programs.
• Fire and arson investigations.
• Vegetation management and hazard abatement.
• Code enforcement, public fire safety education, and
plan checks.
• Development of codes and ordinances.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,109,064 $ 1,536,451 $ 2,270,725 $ 2,133,120 (6.06%) $ 2,244,651 5.23% Services & Materials 64,217 85,371 345,535 345,535 0.00% 345,535 0.00% Capital Outlay 89,131 57,083 224,970 224,970 0.00% 224,970 0.00% Internal Services & All Other 31,977 155,348 16,454 17,198 4.52% 17,502 1.77% Adopted Tier 1 Funding *
Total Expenditures $ 1,294,389 $ 1,834,253 $ 2,857,684 $ 2,720,823 (4.79%) $ 2,832,658 4.11% Annual Percentage Change 41.71% 55.80% (4.79%) 4.11% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,200,000
$2,400,000
$3,600,000
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Fire Department  City of Berkeley, California | Proposed Budget 2025 & 2026 Fire & Emergency Services Financial Summary
All Funding Sources Division: Special Operations / OES
Mission Statement Five-Year Expenditures
The mission of the Fire & Emergency Services is to
protect life, property, and the environment through
emergency response, prevention, and community
preparedness.

Selected Service Objectives
• Coordinates a suite of programs to build disaster
resilience to the whole Berkeley community.
• Support personal preparedness, community
connections, and government efforts that will help
Berkeley respond to and recover from our next
earthquake, fire, or other disaster.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,042,571 $ 628,214 $ 1,081,392 $ 1,064,335 (1.58%) $ 1,091,250 2.53% Services & Materials 80,034 81,364 206,650 206,650 0.00% 206,650 0.00% Capital Outlay 26,510 - 17,000 17,000 0.00% 17,000 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,149,115 $ 709,578 $ 1,305,042 $ 1,287,985 (1.31%) $ 1,314,900 2.09% Annual Percentage Change (38.25%) 83.92% (1.31%) 2.09% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$500,000
$1,000,000
$1,500,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Health, Housing and Community Services
Mission Statement
The Mission of the Health, Housing, and Community Services Department is to enhance community life and support housing, health, and wellness for all.

Organizational Chart
Aging
Services
Environmental
Health
Housing &
Community
Services
Office of the
Director
Mental Health Public Health
Health, Housing and Community Services Overview
The Department of Health, Housing and Community Services is organized in an Office of the Director (which includes the Public Health Officer Unit, the Administrative and Fiscal Unit, and special projects such as the Youth Empowerment Project and Specialized Care Unit) along with five divisions which support the Department’s mission: Aging Services, Housing and Community Services, Environmental Health, Mental Health, and Public Health. Together these divisions provide a wide array of services to the community, including Meals on Wheels for seniors, affordable housing development loans for nonprofit organizations and new policies to improve access to affordable housing, restaurant health inspections, mental health services for people with high level needs, health services at Berkeley High School, and mental health crisis response services. Together, the Department provides the following core services. ‣ Office of the Director: The Office of the Director provides overall leadership, strategic direction, policy development, management, and fiscal oversight that includes budgeting, accounting, payroll, purchasing, and billing external funding agencies. As part of their leadership role, Office of the Director staff work closely with HHCS divisions, community stakeholders, the seven commissions staffed by HHCS as well as the other commissions to prioritize projects that most directly impact the health and wellbeing of the Berkeley community. The Office of the Director also encompasses the Public Health Officer Unit, which identifies and responds to community health threats through communicable disease prevention and control, epidemiology, and vital statistics, and in collaboration with the Public Health Division, develops the Community Health Assessment and develops and implements the Community Health Improvement Plan. The Office of the Director also manages several strategic projects, such as the Specialized Care Unit, the Youth Empowerment Project, and the Department’s new Strategic Plan for Health Equity. dePart Ment Bud Get S
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Aging Services: The Aging Services Division enhances the well-being and independence of older adults by offering social connections, activities, and lifelong learning. The division operates two vibrant senior centers that offer thousands of classes, events, workshops and day trips as well as a nutritious weekday lunch for older community members. The Meals on Wheels program provides nutritious meals to home-bound seniors. Case managers provide consultation, referral and linkage to community resources. Aging Services provides taxi and van trips for older adults and disabled Berkeley residents to improve quality of life and access to community resources. ‣ Environmental Health: The Environmental Health Division (EH) protects public health and prevents disease by providing education and enforcing state and local health laws at more than 1,200 businesses and facilities across the city. Regulated and permitted programs include all retail food businesses, food service operations at public and private schools, public swimming pools and spas, body art facilities, tobacco retailers and cannabis dispensaries. Further, EH investigates complaints of unhealthy conditions in buildings and neighborhood environments and eliminates nuisance conditions to prevent the spread of disease in the community. Examples include investigation of foodborne illness, responding to and resolving noise complaints, addressing abandoned automobiles, providing vector control services, such as addressing health issues related to encampments due to animal vectors for human disease. ‣ Housing and Community Services: The Housing and Community Services Division (HCS) produces, preserves, and supports affordable housing by working with community partners to help meet the housing needs of Berkeley residents who are low-income, homeless, seniors, disabled, or have special needs. HCS also provides funding and collaborates with community-based organizations to serve chronically unhoused people by providing shelter, coordinated entry to permanent housing, food, hygiene services, and other basic needs support. HCS coordinates the City’s community agency funding process and administers Berkeley’s Shelter + Care program. HCS also develops innovative housing policies such as the Housing Preference Policy to address historic harms and displacement in Berkeley.
‣ Mental Health: The Mental Health Division (MH) provides intensive services to adults, youth, and children who have high level mental health needs and are eligible for Medi-Cal.

It is also the “front door” to the public mental health system, providing on-demand assessment and linkage to care and comprehensive treatment for low-income adults, children, and families with major mental health concerns. The division’s Mobile Crisis Team and Crisis Phone Lines respond to mental health emergencies and crisis situations. MH also funds and supports a variety of community service providers and projects that result in culturally responsive services that reach a wide range of City residents, such as school age children, seniors, LGBTQI individuals, transition age youth, and underserved ethnic groups.
‣ Public Health: The Public Health Division (PH) strives to achieve health equity in Berkeley by creating environments that optimize health and well-being for all, and through community-based partnerships. PH provides health education and promotion for tobacco cessation, cardiovascular/heart health, childhood health and nutrition, oral health, and adolescent health. The division oversees and provides adolescent health services at the Berkeley High School and Berkeley Technology Academy Health Centers, and also provides maternal and child health services including prevention programs and targeted case management. The Division also addresses health policy work through the Healthy Berkeley Program and State Tobacco programs to enhance policy, systems, and environment changes to support healthy practices in our communities. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Challenges
The Health, Housing and Community Services (HHCS) Department’s challenges include:
‣ Staffing: Across the Department, a key challenge and accomplishment in FY24 has been improving staffing levels across Divisions. At the end of FY24, HHCS had a vacancy rate of 25%. Due to close collaboration with the Human Resources Department, the current vacancy rate has dropped to 20% as of the end of Q2 of FY24. In just the first two quarters of FY24, 25 new staff members joined HHCS. Increased staffing levels have improved the functioning and morale in many work units.

However, HHCS and HR remain challenged by recruiting for positions which require specialized health education, experience, and certifications, such as Mental Health Clinicians, Registered Environmental Health Specialists, and Public Health nurses.

Across California there is a shortage of nurses and mental health clinicians, and across the United States, there are shortages of Registered Environmental Health Specialists.

These overall workforce challenges for specialized health roles in many Divisions have contributed to the difficulty in fully staffing up the Department.

In some Divisions, staffing shortfalls in client-serving positions contribute to burnout and overwhelm amongst existing staff. For example, in Aging Services, there are currently two Shelter + Care managers on the case management team who together serve 53 clients with mental health challenges, substance use issues, and other complex needs in addition to housing. Similarly, the City has added multiple, increasingly complex, labor enforcement ordinances which in combination exceed the capacity for staff to meet community needs in a proactive way.
‣ Leadership Transition: The depar ture of the Department Director and Deputy Director in the third quarter of FY24 will result in a leadership transition that will inevitably bring new challenges as it also brings new opportunities. The breadth and depth of complex subject matter in HHCS, as well as community scrutiny on its activities, require a high level of technical, operational, and political acumen. In order to scale HHCS’s leadership up to meet these needs, HHCS is requesting to add two new Deputy Director positions on at least a temporary basis to help guide the Department through the leadership transition. ‣ Additional Resource Needs: A relativ ely large portion of HHCS’s budget comes from special funds and grants from the local, state, and federal levels. These funds are almost all very limited in allowable activities and expected deliverables. This means that most HHCS funds cannot be moved between programs and that the General Fund plays a very important role in supporting local priorities. Significant City investments in new programs, services, and staff over the past few years, combined with a reduced vacancy rate, have resulted in some gaps for non-personnel costs. In some cases, staff need more resources to be as effective as possible. For this reason, HHCS is seeking funding for training programs to make YouthWorks as impactful as possible. dePart Ment Bud Get S
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Accomplishments
Highlights of recent HHCS accomplishments include:
‣ Expanded Programs: Many Divisions in HHCS successfully expanded their services and regular activities in FY24.

In FY24, Public Health Officer Unit (PHOU) pivoted from reporting only on COVID-19 data to more comprehensive reporting on infectious diseases, such as COVID-19, influenza, and Respiratory Syncytial Virus (RSV). The PHOU also partnered with a consultant to complete the first phase of a comprehensive Community Health Assessment and Community Health Improvement Process (“Berkeley Wellness Blueprint”), the landscape scan, and looks forward to completing the Community Health Assessment by the end of the current fiscal year.

The Public Health Division has expanded services at the West Berkeley Family Wellness Center, including increasing the number of families receiving services from the Supplemental Nutrition Program for Women, Infant, and Children (WIC) by 312 since 2021. New services also include a free diaper drive for low-income WIC families and a mobile food pantry, and the resumption of regular Immunization Clinic operations (with 12 community pop-up Flu/ COVID clinics this season), and free community health classes, such as yoga, dance fitness, and mindfulness courses.

The Aging Services Division achieved a 37% increase in average daily attendance of its senior centers compared to last year. The pandemic had previously decreased the number of daily participants. The transportation program is on track to exceed last year’s number of taxi rides provided to seniors. Aging has also developed partnerships with community partners to provide older adults with access to food, counseling, and peer support.
‣ Creative solutions for complex challenges: HHCS has also recently launched programs and policies to help address complex challenges of concern to the community, such as displacement of long time Berkeley residents. The Housing and Community Services Division is implementing the Affordable Housing Preference Policy, which was developed in collaboration with Healthy Black Families. The Affordable Housing Preference Policy (HPP) established seven preferences designed to assist people who were displaced from Berkeley or are facing displacement in Berkeley to receive priority for new affordable housing units. This policy seeks to both address historical harms and ensure Berkeley is livable and diverse community for all.

In partnership with Bonita House, HHCS also launched the Specialized Care Unit, which supports people experiencing mental health emergencies in Berkeley without police involvement. The Specialized Care Unit includes a peer support counselor, mental health clinician and EMT , who respond to calls in Berkeley 7 days a week, from 6am to 4pm. The team is able to provide immediate support and to connect clients to other services in the community.
‣ Operational Strategies & Successes: In addition to this programmatic work, emerging from the pandemic, HHCS has focused on strengthening the internal structure and culture to ensure the sustainable delivery of vital services.

HHCS developed a departmental Health Equity Strategic Plan to build cohesion and shared understanding of work and mission and serve as a guiding vision for work. HHCS is currently working to implement the plan across its divisions and to build a shared dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services vision for health equity through an increased department-wide understanding of the Social Determinants of Health (SDOH) and how each individual’s work connects to the SDOH.

The De
partment is also in the midst of expanding the use of a Results-Based Accountability framework. Both the Aging Services Division and the Public Health Division are currently implementing results-based accountability (RBA) for their programs and are in the process of robust staff training on RBA.

In FY24, HHCS also held department-wide events, such as off-site staff training and teambuilding events, which have encouraged connections across Divisions and helped staff build a shared understanding of the SDOH and the Department’s mission and vision. The Office of the Director has also recently restarted a regular internal monthly newsletter, The Program Spotlight, which highlights a team and a staff person from a different Division each month. Finally, HHCS staff participate in a twice-yearly shadow program, which allows staff to spend a few hours shadowing a colleague whose work they would like to learn more about. The Shadow Program has received positive feedback from staff across the Department and helps staff build connections across roles and disciplines, and to learn more about each other’s work.

Several divisions, such as Mental Health and Housing & Community Services, have also restructured their roles and duties recently and have found that these restructuring efforts were beneficial to the effectiveness of their work. HCS in particular added new positions that were authorized in the last budget process, which, among other efforts, enabled the division to provide robust support for the Local Preference Policy described above. Environmental Health is pleased to have recently hired a vector control technician, who will be 100% focused on addressing vectors for human disease, such as rats and yellowjackets.

In the past year, the Mental Health Division also completed restructuring its staffing.

HHCS has been able to expand types and levels of services provided by the City as well as funded at community agencies due to the funding received through the California Mental Health Services Act. The restructuring was needed to update a structure which has been changing and growing incrementally.

In addition, the Mental Health Division was able to use California Future of Public Health funding to add a staff person for focus on workforce development for mental health clinicians. As described above, the City has challenges hiring qualified mental health clinicians, in part due to a national workforce shortage. The staff person has many initiatives to address these challenges, including working with multiple educational institutions to increase the number of interns at Berkeley Mental Health. Internship experience is mandatory for mental health clinicians, and increasing the number of skilled clinicians with Berkeley connections will hopefully improve the future hiring outlook.
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Health, HSG & Community Svc Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 29,612,565 31,552,693 33,183,213 44,914,726 51,068,496 51,737,148 Services & Materials 30,081,780 34,361,825 39,496,432 33,697,847 35,526,745 33,983,794 Capital Outlay 20,652 63,054 208,189 247,062 470,834 470,834 Internal Services & All Other 22,096,344 25,802,445 29,171,818 20,823,901 49,124,172 49,072,672 81,811,341 91,780,017 102,059,652 99,683,536 136,190,247 135,264,448 By Division:

Office of HHCS Director 7,149,839 10,259,280 12,571,076 11,321,282 12,055,229 11,858,970 Environmental Health 1,845,027 1,980,207 1,917,796 2,484,294 2,737,340 2,781,188 Mental Health 15,441,650 14,945,356 15,747,979 22,828,074 26,824,425 26,118,767 Housing & Community Svc 39,861,368 46,486,929 55,737,134 42,931,280 72,120,693 72,315,123 Aging Services 3,935,410 4,149,996 5,031,648 6,057,901 6,427,495 6,476,695 Public Health 6,550,238 7,607,742 7,527,168 10,274,836 12,168,016 11,856,656 Community Funding 7,027,809 6,350,507 3,526,851 3,785,869 3,857,049 3,857,049 81,811,341 91,780,017 102,059,652 99,683,536 136,190,247 135,264,448 By Fund:

GF - Discreationary 25,566,364 32,619,368 28,154,032 31,429,103 32,884,252 33,150,340 U1 - Housing 1,181,981 2,558,137 2,519,882 5,795,465 4,099,985 4,122,592 Special Tax for Disabled 1,341,961 1,482,011 1,569,911 1,653,260 1,682,556 1,716,171 Workforce Investment Act 44,879 3,321 3,321 57,676 58,311 59,100 Fund Raising Activities 59,041 38,783 50,870 64,048 50,333 51,222 Domestic Violence Prevention 11,497 22,596 16,269 26,635 29,065 29,557 Affordable Housing Mitigation 122,134 1,147,689 1,725,823 2,998,899 26,798,048 26,811,950 Affordable Child Care 13,275 6,638 3,319 13,275 13,275 13,275 Inclusionary Housing Program 189,585 560,398 181,503 610,282 712,265 718,432 Condo Conversion Program 38,757 1,095,139 35,085 122,348 509,478 510,819 CDBG 3,053,464 3,453,159 3,325,388 4,616,020 4,389,958 4,418,423 Rental Housing Safety Prog - 57 - - - -
Meas B - Paratransit 527,845 370,307 (84,569) 36,797 36,797 36,797 Meas BB - Paratransit 49,074 296,138 943,106 969,418 975,667 977,750 Meas GG - Fire Preparation Tax 204,136 78,912 238,567 289,672 308,799 315,325 UC Settlement - - 250,000 250,000 250,000 250,000
Vital and Health Statistic 33,340 9,756 1,933 30,292 30,292 30,292 Health State Aid Realignment 391,850 536,327 668,265 1,304,370 1,856,958 1,711,794 Tobacco Control 383,227 359,009 238,693 300,243 368,910 360,036 Mental Health State Aid Realig 2,317,538 2,744,160 2,903,328 4,031,749 5,276,500 5,367,256 ALA CT Abandoned Veh Abt
Auth
75,018 61,582 76,072 128,168 121,233 122,551
Shelter Operations - 150,000 - - - -
Operating Grants - Federal - - - 130,186 35,162 36,362 dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Health, HSG & Community Svc Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed
Operating Grants - State 1,021,405 1,107,544 5,321,555 976,688 8,260,364 7,974,529 HUD 2,653,521 156,683 1,701,077 819,770 904,340 907,322 ESGP 2,362,313 4,088,704 572,446 273,659 235,744 235,870 Health (General) 1,738,722 2,528,495 2,137,348 2,216,057 2,753,296 2,482,390 Target Case Mgmt/Linkages 406,968 613,862 730,479 1,046,552 1,507,317 1,521,661 Alameda County Tay Tip 13,733 12,992 12,095 35,812 - - Mental Health Service Act 7,319,593 7,468,770 7,215,433 10,792,335 11,713,180 11,581,045 Health (Short/Doyle) 3,722,352 3,428,785 4,550,918 6,504,323 7,506,568 7,552,479 Epsdt Expansion Proposal 309,266 445,047 357,837 459,456 493,511 494,992 Sr. Nutrition (Title III) 114,417 155,670 138,328 178,189 214,038 220,843 C.F .P . Title X 364,119 200,869 154,945 160,967 203,566 206,432 Berk Unif Sch Dist Grant 194,101 354,267 305,083 363,548 216,521 222,045 Vector Control 149,459 185,163 172,604 246,781 372,174 378,735 Alameda County Grants 530,494 521,567 421,936 777,675 908,861 918,626 Sr Supportive Social Serv 54,763 54,688 100,171 124,403 126,557 127,211 Family Care Support Prog 78,006 62,429 95,155 88,321 91,307 92,441 Housing Mitigation - 647,643 159,241 1,126,763 1,126,763 1,126,763 Calhome Program 57,334 (2,209) - 363,100 200,000 200,000 Community Action Program 485,121 457,373 470,057 281,777 283,416 284,776 One-Time Grant:No Cap Exp 2,910,434 2,874,905 10,820,885 2,922,875 3,067,302 2,335,379 Shelter+Care HUD 5,565,560 5,924,765 6,260,172 6,461,774 6,644,440 6,693,929 Shelter+Care County 650,507 883,047 881,436 906,212 924,119 929,430 Bio-Terrorism Grant 576,922 337,075 582,615 315,162 533,027 544,062 ARPA - Local FIscal Recovery - 375,808 1,464,932 391,268 372,194 373,311 Capital Improvements 80,888 80,769 81,691 82,596 84,353 84,880 Meas O - Affordable Housing 14,502,309 10,985,356 14,442,925 6,445,567 6,445,567 6,445,567 Sanitary Sewer Operation 343,796 235,599 86,319 464,000 513,878 519,686 BHA - Section 8 Voucher 272 864 1,171 - - -
81,811,341 91,780,017 102,059,652 99,683,536 136,190,247 135,264,448 dePart Ment Bud Get S
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Office of HHCS Director
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Provides overall leadership, strategic direction, policy development, management, and fiscal oversight that
includes budgeting, accounting, payroll, purchasing, and billing external funding agencies
• Work closely with HHCS divisions, community
stakeholders, the seven commissions staffed by HHCS
as well as the other commissions to prioritize projects that most directly impact the health and wellbeing of the Berkeley community.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 5,283,571 $ 5,813,791 $ 5,551,429 $ 5,613,787 1.12% $ 5,763,161 2.66% Services & Materials 1,700,597 3,407,110 2,266,088 2,348,419 3.63% 2,004,286 (14.65%) Capital Outlay 5,459 4,979 114,236 338,008 195.89% 338,008 0.00% Internal Services & All Other 3,269,653 3,345,196 3,389,529 3,755,015 10.78% 3,753,515 (0.04%) Adopted Tier 1 Funding *
Total Expenditures $ 10,259,280 $ 12,571,076
$
11,321,282 $ 12,055,229 6.48%
$
11,858,970 (1.63%)
Annual Percentage Change 22.53% (9.94%) 6.48% (1.63%) ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$5,000,000
$10,000,000
$15,000,000
dePart Ment Bud Get S
146

City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Environmental Health
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Protects public health and prevents disease by providing education and enforcing state and local health laws at
more than 1,200 businesses and facilities across the
city.
• Investigates complaints of unhealthy conditions
in buildings and neighborhood environments and
eliminates nuisance conditions to prevent the spread of disease in the community.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,781,321 $ 1,751,753 $ 2,247,454 $ 2,450,682 9.04% $ 2,488,050 1.52% Services & Materials 118,822 80,835 136,047 186,525 37.10% 193,005 3.47% Internal Services & All Other 80,064 85,208 100,793 100,133 (0.65%) 100,133 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,980,207 $ 1,917,796 $ 2,484,294 $ 2,737,340 10.19% $ 2,781,188 1.60% Annual Percentage Change (3.15%) 29.54% 10.19% 1.60% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
dePart Ment Bud Get S
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Mental Health
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svcis to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Provides intensive services to adults, youth, and children who have high level mental health needs and are eligible for Medi-Cal.
• The “front door” to the public mental health system,
providing on-demand assessment and linkage to
care and comprehensive treatment for low-income
adults, children, and families with major mental health concerns.
• Mobile Crisis Team and Crisis Phone Lines respond to
mental health emergencies and crisis situations.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 11,375,472 $ 11,215,922 $ 17,262,931 $ 20,494,501 18.72% $
20,584,373 0.44%
Services & Materials 3,328,959 4,082,836 5,257,723 6,027,465 14.64% 5,231,935 (13.20%) Capital Outlay - 149,744 130,000 130,000 0.00% 130,000 0.00% Internal Services & All Other 240,925 299,477 177,420 172,459 (2.80%) 172,459 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 14,945,356 $ 15,747,979 $ 22,828,074 $ 26,824,425 17.51% $
26,118,767 (2.63%)
Annual Percentage Change 5.37% 44.96% 17.51% (2.63%) FY 22 FY 23 FY 24 FY 25 FY 26
$0
$10,000,000
$20,000,000
$30,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Housing & Community Svc
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Produces, preserves, and supports affordable housing
by working with community partners to help meet
the housing needs of Berkeley residents who are
low-income, homeless, seniors, disabled, or have special needs.
• Provides funding and collaborates with community-
based organizations to serve chronically unhoused
people by providing shelter, coordinated entry to
permanent housing, food, hygiene services, and other
basic needs support.
• Coordinates the City’s community agency funding
process and administers Berkeley’s Shelter + Care
program.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 4,290,114 $ 4,880,517 $ 5,961,371 $ 7,644,153 28.23% $ 7,804,968 2.10% Services & Materials 20,349,058 25,800,875 20,190,170 19,792,551 (1.97%) 19,826,166 0.17% Internal Services & All Other 21,847,757 25,055,742 16,779,739 44,683,989 166.30% 44,683,989 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 46,486,929 $ 55,737,134
$
42,931,280 $ 72,120,693 67.99% $ 72,315,123 0.27%
Annual Percentage Change 19.90% (22.98%) 67.99% 0.27% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$30,000,000
$60,000,000
$90,000,000
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Aging Services
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Enhances the well-being and independence of older
adults by offering social connections, activities, and
lifelong learning.
• Division operates two vibrant senior centers that offer thousands of classes, events, workshops and day
trips as well as a nutritious weekday lunch for older
community members
• Meals on Wheels program provides nutritious meals to
home-bound seniors.
• Case managers provide consultation, referral and
linkage to community resources.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 3,103,724 $ 3,630,315 $ 4,896,466 $ 5,126,173 4.69% $ 5,183,473 1.12% Services & Materials 939,954 1,252,957 1,070,569 1,199,456 12.04% 1,201,356 0.16% Capital Outlay 31,349 53,466 2,626 2,626 0.00% 2,626 0.00% Internal Services & All Other 74,969 94,910 88,240 99,240 12.47% 89,240 (10.08%) Adopted Tier 1 Funding *
Total Expenditures $ 4,149,996 $ 5,031,648 $ 6,057,901 $ 6,427,495 6.10% $ 6,476,695 0.77% Annual Percentage Change 21.24% 20.40% 6.10% 0.77% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,500,000
$5,000,000
$7,500,000
dePart Ment Bud Get S
150

City of Berkeley, California | Proposed Budget 2025 & 2026  Health, Housing and Community Services Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Public Health
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Strives to achieve health equity in Berkeley by creating environments that optimize health and well-being for all, and through community-based partnerships.
• Provides health education and promotion for tobacco
cessation, cardiovascular/heart health, childhood health and nutrition, oral health, and adolescent health.
• Oversees and provides adolescent health services at the Berkeley High School and Berkeley Technology Academy
Health Centers, and also provides maternal and child
health services including prevention programs and
targeted case management.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 5,718,491 $ 5,890,915 $ 8,995,075 $ 9,739,200 8.27% $ 9,913,123 1.79% Services & Materials 1,573,928 1,344,968 991,381 2,115,280 113.37% 1,669,997 (21.05%) Capital Outlay 26,246 - 200 200 0.00% 200 0.00%
Internal Services & All Other 289,077 291,285 288,180 313,336 8.73% 273,336 (12.77%) Adopted Tier 1 Funding *
Total Expenditures $ 7,607,742 $ 7,527,168 $ 10,274,836 $ 12,168,016 18.43% $
11,856,656 (2.56%)
Annual Percentage Change (1.06%) 36.50% 18.43% (2.56%) FY 22 FY 23 FY 24 FY 25 FY 26
$0
$5,000,000
$10,000,000
$15,000,000
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Health, Housing and Community Services  City of Berkeley, California | Proposed Budget 2025 & 2026 Health, HSG & Community Svc Financial Summary
All Funding Sources Division: Community Funding
Mission Statement Five-Year Expenditures
The mission of the Health, HSG & Community Svc is to
enhance community life and support housing, health, and wellness for all.

Selected Service Objectives
• Administer and process Community Agency contracts
for the City and multiple non-profit and community
organizations providing a wide array of services to the citizens of Berkeley.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Services & Materials $ 6,350,507 $ 3,526,851 $ 3,785,869 $ 3,857,049 1.88% $ 3,857,049 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 6,350,507 $ 3,526,851 $ 3,785,869 $ 3,857,049 1.88% $ 3,857,049 0.00% Annual Percentage Change (44.46%) 7.34% 1.88% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,500,000
$5,000,000
$7,500,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Human Resources Human Resources
Mission Statement
Partner with all City departments to hire and retain a diverse and highly qualified workforce that support the mission of the City of Berkeley. The Human Resources Department is committed to delivering excellent customer service, responding to and facilitating staff access to needed resources and tools. Working together in a spirit of continuous improvement and collaboration, the Human Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our diverse community.

Organizational Chart
Personnel and
Administrative
Services
Employee
Relations
Equal Employment
Opportunity and
Diversity
Director
Training and
Organizational
Development
Human Resources Overview
As a strategic business partner to City leadership and departments, Human Resources provides services along 11 distinct functions:

1. Classification and Compensation

2. Recruitment

3. Selection (Exams)

4. Onboarding and Transactions

5. Workforce Development (Training)

6. Labor Relations

7. Employee Relations

8. Benefits

9. Workers’ Compensation

10. Occupational Health and Safety

11. EEO and Diversity
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Human Resources  City of Berkeley, California | Proposed Budget 2025 & 2026 Human Resources underwent nearly full turnover during the pandemic and has essentially been rebuilt as a department during the last 18 months. The department’s foremost priorities over the recent past were stabilizing hiring operations, reversing the trajectory of a shrinking workforce, and gaining a net-positive number of employees; building the infrastructure for digital recruitment and launching a wide-scale recruitment campaign; effectuating robust onboarding processes and orientation programs; achieving compliance with mandatory trainings and reimagining workforce development along career paths; and negotiating new contracts with the City’s labor groups.

Through the next budget cycle, HR will shift its focus from Stabilization to Elevation. Along with hiring, the department is undertaking major initiatives in Training and Organizational Development (including the launch of LEARN, a learning platform); Benefits, where it hopes to launch a Wellness program; Safety, with the creation of a Workplace Violence Prevention Policy and the establishment of a Threat Assessment Team; and Equal Employment Opportunity, with the effectuation of a holistic Workplace Equity Policy.

Challenges
The department suffered a huge vacancy rate during the pandemic, and while it has made considerable staffing gains, the new hires – albeit talented – will need time to gain experience within City operations and to acquire institutional history. Challenges remain with fully staffing the department’s Employee Relations team and administering the disproportionate number of contracts and invoices – with Citywide reach – that the department manages (e.g., Benefits or Workers’ Comp) while absorbing new large-scale initiatives, such as implementation of the Fair Workweek Ordinance and Hero Pay, without commensurate resources.

In the broader hiring realm, HR continues to develop resilient and agile responses to a changing employment landscape – from recruiting for hard-to-fill classifications (e.g., public safety and mental health) to navigating the shifts in hybrid and remote work arrangements.

Accomplishments
Highlights of recent Human Resources Department accomplishments include:
‣ Hiring Over Attrition: For more than three consecutive years, the City’s hiring efforts had been unable to keep up with attrition, leading to reductions in workforce numbers and a growing vacancy rate. That trajectory was reversed in January 2023, and since that time, hiring new employees into the City has outpaced separations (due to retirements, resignations, or terminations) by more than 12%!
‣ Recruitment Campaign: Thanks to supportive funding via the Employer of Choice initiative, HR engaged a full-service marketing firm, Sensis Agency, to develop the City’s infrastructure and campaign for digital recruitment. The first-ever unique landing page touting City jobs (www.berkeley.careers) went live earlier this year and features actual City employees and stunning images of Berkeley captured through aerial videography. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Human Resources ‣ Exam Process Improvements: Hiring successes materialized, in great part, due to changes in exam processes. These include understanding departmental priorities through regular check-in meetings, the preparation of exam plans in concert with departments, as well as
‣ Continuous exams which eliminate waiting times for filing; ‣ Online exams (with remote proctoring) which widen the geographic pool of candidates and promote equity by eliminating the need to take time off work or child care in order to travel to Berkeley;
‣ Evening and weekend exam slots;
‣ The use of interns as exam proct ors to fr ee up HR analyst time; ‣ Automation through NeoGov, which has allowed for e-offers and e-reference checks, as well as candidate self-scheduling.
‣ Onboarding and Orientation: After turning on the Onboard module in NeoGov, which allows new hires to submit their paperwork online, HR launched the “Welcome to Berkeley” New Employee Orientation Program, which is being offered the first Monday of every pay period and provides new hires with an introduction to the City, its structures, and its resources; expectations of new employees; an overview of employee benefits; and meeting time with unions, followed by an afternoon of mandatory trainings. ‣ Electronic Personnel Records: Personnel records for all new hires are henceforth electronic, eliminating the reliance on paper and the need for physical storage. ‣ Mandatory Trainings: Following y ears of being out of compliance with mandatory trainings, HR devoted considerable effort to promoting awareness of this obligation and, by year’s end, was able to achieve over 95% compliance in all departments, with several reaching 100%.
‣ Skilled Worker Academy: Streamlined scheduling – without sacrificing any training time – allowed three cohorts (from Public Works and Parks, Recreation, and Waterfront) to complete this innovative program that teaches an array of skills to prepare front-line workers for promotion into supervisory classes.
‣ Webinars: A new program, “Employee Enrichment Webinars, ” is providing monthly trainings via Zoom on topics of practical interest to employees, such as finances (e.g., deferred compensation), career advancement (e.g., interviewing skills); benefits (e.g., Employee Assistance Program); and wellness (e.g., nutrition and stress management).

Webinars to date have included “$mart $avings: Deferred Compensation, ” “Interviewing Skills to Advance Your Career, ” and “Maintaining a Work-Life Balance. ” ‣ Labor: Newly-negotiated public safety MOUs effectuated milestone revisions to retiree health benefits that will cap the City’s unfunded OPEB liabilities and will save the City millions in the future. Moreover, the BPA contract pioneered the first-ever KIND (Constitutional Humane Impartial Neighborhood-Oriented and DEI-Centered) policing differential, which institutionalizes the City’s policing values while helping the department remain competitive in its recruitment and retention efforts. ‣ Benefits: The in-person Benefits Fair was revived following the COVID hiatus, as was the Investment Plan Committee, which met twice to make modifications to SRIP offerings pursuant to plan administrator recommendations.
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Human Resources  City of Berkeley, California | Proposed Budget 2025 & 2026 Human Resources Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 3,131,801 2,848,346 3,377,209 4,237,099 4,902,447 5,107,146 Services & Materials 520,277 295,308 784,029 598,260 598,260 598,260 Capital Outlay 131 - - - - -
Internal Services & All Other 425,884 430,636 426,979 607,329 492,306 493,458 4,078,093 3,574,290 4,588,217 5,442,688 5,993,013 6,198,864 By Division:

Office of HR Director 801,033 649,945 867,047 525,688 719,610 734,137 Personnel and Admin Svcs 959,377 1,176,461 1,447,496 2,207,555 2,413,644 2,509,240 Employee Relations 1,624,704 1,148,045 1,547,370 1,828,987 1,948,138 2,017,911 Eeo & Diversity 182,750 125,608 161,806 237,590 255,463 269,249 Training & Development 510,229 474,231 564,157 642,868 656,158 668,327 Safety - - 341 - - -
4,078,093 3,574,290 4,588,217 5,442,688 5,993,013 6,198,864 By Fund:

GF - Discreationary 2,318,031 2,052,895 2,971,641 3,467,541 3,928,242 4,073,809 Employee Training 555,538 502,428 573,607 663,027 672,271 686,960 Funds Replacement 145,200 - - - - -
Permit Service Center 257,221 258,504 169,223 271,700 205,865 216,943 Worker’s Compensation 802,103 760,463 873,746 1,040,420 1,186,635 1,221,152 4,078,093 3,574,290 4,588,217 5,442,688 5,993,013 6,198,864 dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Human Resources Human Resources Financial Summary
All Funding Sources Division: Office of HR Director
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Provides overall leadership and administrative direction for all Human Resources Department activities.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 330,385 $ 468,285 $ 148,206 $ 280,670 89.38% $ 295,197 5.18% Services & Materials 47,122 126,324 104,544 104,544 0.00% 104,544 0.00% Internal Services & All Other 272,438 272,438 272,938 334,396 22.52% 334,396 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 649,945 $ 867,047 $ 525,688 $ 719,610 36.89% $ 734,137 2.02% Annual Percentage Change 33.40% (39.37%) 36.89% 2.02% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$400,000
$800,000
$1,200,000
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Human Resources  City of Berkeley, California | Proposed Budget 2025 & 2026 Human Resources Financial Summary
All Funding Sources Division: Personnel and Admin Svcs
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Conducts all merit-based recruitment and examination
activities in accordance with the City’s Personnel Rules and Regulations, federal and state laws, and other
Ordinances and Resolutions adopted by City Council.
• Classification and Compensation
• Recruitment and Selections (Exams)
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,089,012 $ 1,248,555 $ 1,907,287 $ 2,289,857 20.06% $ 2,384,301 4.12% Services & Materials 62,654 177,803 99,780 99,780 0.00% 99,780 0.00% Internal Services & All Other 24,795 21,138 200,488 24,007 (88.03%) 25,159 4.80% Adopted Tier 1 Funding *
Total Expenditures $ 1,176,461 $ 1,447,496 $ 2,207,555 $ 2,413,644 9.34% $ 2,509,240 3.96% Annual Percentage Change 23.04% 52.51% 9.34% 3.96% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Human Resources Human Resources Financial Summary
All Funding Sources Division: Employee Relations
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Conducts all labor relations activities with the City’s seven labor organizations and represents the City
Manager on employee relations matters;
• Administers and assists departments with the City’s
benefits, Workers’ Compensation, and Occupational
Health and Safety programs.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 982,348 $ 1,220,183 $ 1,609,895 $ 1,729,046 7.40% $ 1,798,819 4.04% Services & Materials 165,697 327,187 218,592 218,592 0.00% 218,592 0.00% Internal Services & All Other - - 500 500 0.00% 500 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,148,045 $ 1,547,370 $ 1,828,987 $ 1,948,138 6.51% $ 2,017,911 3.58% Annual Percentage Change 34.78% 18.20% 6.51% 3.58% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$800,000
$1,600,000
$2,400,000
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Human Resources  City of Berkeley, California | Proposed Budget 2025 & 2026 Human Resources Financial Summary
All Funding Sources Division: Eeo & Diversity
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Enforces diversity efforts pertaining to recruitment and retention; administers the City’s Harassment Prevention Policy and discrimination complaint process
• Conducts internal investigations of complaints filed,and assesses reasonable accommodation requests in
compliance with the provisions of the Americans with
Disabilities Act (ADA) and the CA Fair Employment and
Housing Act (FEHA)
Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 124,008 $ 125,241 $ 204,583 $ 222,456 8.74% $ 236,242 6.20% Services & Materials 1,600 36,565 33,007 33,007 0.00% 33,007 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 125,608 $ 161,806 $ 237,590 $ 255,463 7.52% $ 269,249 5.40% Annual Percentage Change 28.82% 46.84% 7.52% 5.40% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$100,000
$200,000
$300,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Human Resources Human Resources Financial Summary
All Funding Sources Division: Training & Development
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Administers and oversees the Citywide Training
Program, which is designed to provide ongoing
training and development to employees in skills that
are fundamental to successfully achieving the City’s
mission.
• Oversees the Leadership Development, Management
Skills, and Tuition Reimbursement programs, and
provides organizational development services.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 322,593 $ 314,945 $ 367,128 $ 380,418 3.62% $ 392,587 3.20% Services & Materials 18,235 115,809 142,337 142,337 0.00% 142,337 0.00% Internal Services & All Other 133,403 133,403 133,403 133,403 0.00% 133,403 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 474,231 $ 564,157 $ 642,868 $ 656,158 2.07% $ 668,327 1.85% Annual Percentage Change 18.96% 13.95% 2.07% 1.85% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$250,000
$500,000
$750,000
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Human Resources  City of Berkeley, California | Proposed Budget 2025 & 2026 Human Resources Financial Summary
All Funding Sources Division: Safety
Mission Statement Five-Year Expenditures
The mission of the Human Resources is to partner with all City departments to hire and retain a diverse and highly qualified workforce. The Human Resources Department
is committed to delivering excellent customer service,
responding to and facilitating staff access to needed
resources and tools. Working together in a spirit of
continuous improvement and collaboration, the Human
Resources team contributes to a progressive, productive, and safe work environment that meets the needs of our
diverse community.

Selected Service Objectives
• Administers the job-injury insurance program paid for by the City for the care of injured employees who have
suffered a work-related injury or illness.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Services & Materials $ - $ 341 $ - $ - 0.00% $ - 0.00%
Adopted Tier 1 Funding *
Total Expenditures $ - $ 341 $ - $ - $ -
Annual Percentage Change 0.00% (100.00%) 0.00% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$120
$240
$360
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City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology Information Technology
Mission Statement
The City of Berkeley’s Department of Information Technology mission is to enrich the quality of life in Berkeley through innovation, collaboration, and engagement by providing, through a diverse workforce with integrity and commitment to excellence, cost-effective, smart technology solutions to our business partners and community.

Organizational Chart
Office of the
Director
Enterprise
Applications
Project
Management
and Analytics
Director
Infrastructure,
Security and
Operations
Customer
Service/311
Information Technology Overview
The Department of Information Technology (IT) provides the framework and innovative technology solutions to all City departments, enhancing City operations, facilitating the effective delivery of City services and connecting the Community through the following six operational divisions:
‣ Finance and Administration: Manages I T budget, forecasting, reporting, financial operations, sets administrative policies and ensures IT business practices are aligned with City policies and compliant with local, state, and federal regulations. Responsibilities include oversight of digital strategic planning, technology governance, policy and procedures, budget, technology procurement and contracts, vendor management, Council matters, performance management and metrics, leadership and team building. ‣ Enterprise Systems: Serv es a vital role in supporting the City’s mission critical business operations. Its comprehensive portfolio encompasses a wide array of applications, integrations, and infrastructure, spanning from its Enterprise Resource Planning (ERP) system, to the public facing 311 Customer Relationship Management (CRM) platform. It supports multi-variate systems, including financial, planning, public works, public safety, recreational, health systems, GIS and data platforms to name just a few. ‣ Infrastructure: IT Infrastructure architects and manages all data center, computing and communications assets and facilities, including all databases, networking, servers, storage, internet, voice communications, and related supporting technologies. This division also includes the customer service Helpdesk, providing 24x7 support for mission-critical systems, including 911 Computer Aided Dispatch (CAD), and Police/Fire dePart Ment Bud Get S
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Information Technology  City of Berkeley, California | Proposed Budget 2025 & 2026 Mobile Data Computers (MDCs). The Helpdesk provides the first point of contact for City staff with computing and communications concerns and issues. ‣ Project Management: The Project Management Office (PMO) manages the IT Project Portfolio. It provides implementation services for new technology projects and support for existing technologies. The PMO is responsible for establishing, maintaining and supporting Project Management methods, processes, tools, standards and guidelines and acts as a liaison between client and IT .
‣ Security: The Information Security Office (ISO) orchestrates efforts and provides services t
o protect the City’s information assets. The ISO team plans and deploys initiatives around cyber security and works closely with departments to maintain compliance with data standards and applicable laws around data privacy and security. Areas of focus include:
‣ Detecting and responding to vulnerabilities and security incidents. ‣ Assessing data and systems to align with policies.
‣ Providing a centralized access, authentication and authorization system. ‣ Educating our constituents about information security. ‣ 311 Customer Service: 311 is the centralized customer service experience for the community and businesses, answering requests for services for Public Works, Finance Business License, Residential Parking Permits, Citations, Refuse services & payments, general City service requests and more. To support this objective, Berkeley’s 311 uses Customer Relationship Management (CRM) software to manage, track, and categorize customer service requests.

Challenges
Challenges for Information Technology include:

Stability. The IT Department went through three IT Directors in the past eight (8) years and there was concern about maintaining stability for the organization. A lack of tenure and long-term strategic direction resulted in apprehension for department employees. To cope with this uncertainty, IT has been in a reactive mode, constantly putting out fires rather than focusing on the strategic needs for the future.

Vacancies. Throughout FY23 and FY24, Information Technology has experienced a vacancy rate of about 16%. Coupled with an already overwhelmed staff, it is difficult, if not impossible to align adequate resources to key projects or establish priorities. With these vacant positions, staff cannot absorb additional work and morale also degrades.

Workspace: With the ending of the pandemic and a return to the office strategy, IT must re-address its workspace issue that has loomed for several years. The current location that houses IT must be modernized to accommodate a modern hybrid workforce and options to how employees are scheduled, and their physical work locations need to be addressed to improve service levels.

Key Challenged Funds and Programs:
‣ FUND$ Replacement: FUND$ is one of two Enterprise Resource Planning (ERP) systems supporting City operations. FUND$ is the “older” system running on an AS400 platform while the new systems are modern solutions such as ERMA, Nexgen work order system dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology and Assetworks (fleet management). There are still several significant modules to migrate including Accounts Receivable, General Billing or ARGB, and Land Management and Proper
ty Taxes. Sufficient funding has been earmarked through the Finance Department and IT will partner with that department to address ARGB during FY25. ‣ To sustain the FUND$ system is becoming increasingly costly, as well as risky, since the tal
ent necessary to maintain the system is retirement-eligible and replacement talent is difficult to find in the marketplace. While hardware and vendor support of the AS400 is still available, it too is at a premium.
‣ The FUND$ replacement fund (503) is currently in a deficit but will be offset from the IT
Cost Allocation Fund balance as well as reimbursements from the General Fund for FY25. Additional funding from GF will need to occur in FY26 to ensure adequate funding for the remaining significant FUND$ migration (Land Management and Property Taxes).
‣ The IT Internal Service Fund (ISF)/IT Cost Allocation: Fund 680 has been consistently underfunded for at least two years and as a result, the IT Cost Allocation and General Fund combined are insufficient to fully recover all IT enterprise operational, hardware, software, consulting/contracting and licensing costs which will quickly deplete the Fund 680 fund balance. There has been no increase to the cost model for the ISF/ IT Cost Allocation Fund since 2021 inception and year-over-year inflation was not taken into consideration (for example, the Consumer Price Index (CPI) increased 3.9% for 2022-2023
1, and is forecasted to increase 1.8% for 20252). To compensate for being flat in previous years, we are proposing a 4% increase for FY25 and apply the same “recovery” rate to FY26, yielding a funding increase to the ISF/IT Cost Allocation Fund total to be $17,785,362 for FY25 (a ~4%
3 increase over prior year) and another ~4% for
FY26 for a total of $18,227,541. This 4%-4% split eases the impact on departments, and still allows IT to recover the shortfall over two fiscal years. ‣ Capital Improvements (CIP): Traditionally, IT is not considered as “infrastructure” when the reality is quite the contrary. For example, high-speed connectivity is an essential part of a modern City to deliver information necessary for various City services and the public.

Fiber, and other means of interconnecting facilities and the public for communications and data transfer is equivalent to a roadway or sewer system providing flow. The costs are often overlooked and often, these projects are not well coordinated resulting in a disjointed network or lack of full accessibility or integration. Data Centers that host the City’s core and vital computing systems are hosted in facilities that were not designed for high availability, and subject to power and HVAC issues. IT is seeking opportunities to leverage the benefits of participating in infrastructure and capital improvement opportunities, opening opportunities for more funding streams, such as bond measures and grants. As a start, IT is requesting $2.2 million from the CIP Fund for capital needs to downsize and relocate the on-premise data center to a high-availability solution such as a colocation facility (CoLo) or cloud solution (such as Amazon AWS or MS Azure).

The footprint reduction accomplishes two objectives, it reduces administrative and support costs while improving system security and uptime, and frees up floor space desperately needed by IT . The on-premise data center constantly suffers from power (PG&E) as well as HVAC issues, which puts the City’s compute infrastructure at risk. CIP infrastructure funding is new for IT starting in FY25.
‣ Post-Covid Impacts on Computers: Prior t o Covid, computers were issued on a 1:1 ratio (one computer per employee). During Covid, an unplanned urgency resulted in a scramble to provide remote computing solutions to employees as they were forced to dePart Ment Bud Get S
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Information Technology  City of Berkeley, California | Proposed Budget 2025 & 2026 work from home during and after California’s Shelter-In-Place order. Post pandemic, we are now faced with an infrastructure where many personnel have more than two computers assigned to them and worse, they are of varied brands and models. IT has essentially doubled its support footprint with no matching increase in resources. For FY25 and FY26, IT is re-envisioning and establishing a “One person, One device” policy as well as evaluating support services and tools to reduce the redundancy yet meet the needs of a hybrid work environment.
‣ Operations and Maintenance Costs: Implementation of an Information Technology solution is more than a one-time charge. In addition to the setup and implementation costs, there are ongoing costs associated through the lifespan of the product. Such costs include support and maintenance, subscription and licensing, increased usage, space and storage requirements as well as increased bandwidth due to higher usage and adoption. A perfect example is the unexpected depletion of the FUND$ replacement fund due to the implementation of the first set of deliverables, but then ongoing annual costs which had to be paid, which did not have an operations and maintenance funding source. ‣ Aging Infrastructure: While the City invested in a fiber infrastructure, much of its existing infrastructure for voice still runs over older “copper” infrastructure that must be upgraded. In 2024, AT&T announced that it was discontinuing its support of analog phone lines, which the City still uses in some departments, requiring IT to quickly try to find an alternative solution. The City is also in need of expanding its existing fiber infrastructure to improve resiliency, as there are multiple points of failure that would put the City at risk in the event of a fiber cut. The City’s data center is also located “on-premise” and it would be more cost beneficial and resilient to relocate the servers to the cloud or at least to a 24x7 colocation (co-lo) facility. ‣ Lack of a Technology Governance Model. Having a weak authoritative voice diminishes the effectiveness of the IT Department’s influence on solutions and purpose for the City.

The IT organizational structure historically lacked a central planning unit tasked with coordinating all planning endeavors. The IT department’s relatively immature governance process for IT acquisitions does not ensure full stakeholder participation in IT planning or development of user-focused metrics to measure the department’s contribution to its mission. The results are redundant solutions that place undue demand on already limited resources to support multiple products that essentially accomplish the same purpose. For example, the City currently supports multiple video conferencing platforms (e.g., Zoom and Microsoft Teams).
‣ Backlog of Modernization Opportunities: There ar e a suite of modern solutions that would reduce City support costs as well as improve employee productivity. Many of them are simply awaiting resources for implementation. Employee Self-Service and Time and Attendance are two prime examples that would empower employees with self-service capabilities to retrieve employee information (check stubs, W2’s, balances, benefits status, etc.) and enter timecards in an automated fashion. These are cost and time saving benefits that would significantly reduce operational costs and provide self-service to our employees yet are on hold due to lack of resources to address them as IT focuses on higher priorities. As we plan for a future IT governance model and establish our new PMO office, we will have clearer priorities and can prioritize more effectively instead of being tied up with projects that may not carry the same level of urgency. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology Accomplishments
The IT Department completed many innovative projects and achieved operational success while managing through its challenges. Highlights of recent IT operational changes and accomplishments include:

1. Identified opportunities that could be funded from cost savings through salary savings and project funds reconciliation efforts and addressed two key performance requirements:
a) To address the Employer of Choice Initiative, implemented TEAMS/SharePoint collaboration suite.
b) Addressed requirement to “Provide state-of-the-art, well-maintained infrastructure, amenities, and facilities” by deploying enterprise level, City-wide facilities Wi-Fi.

2. Accomplished several digital transformation initiatives:
a) Authored new E-signature Administrative Regulation (A.R.). b) Streamlined workflow/business processes for vendor and contract cybersecurity requirements

3. Established a Program Management Office (PMO) to manage the IT project portfolio.

4. Established a Finance and Administrative Division to centrally manage contracts and compliance and procurement along with other administrative functions that were previously self-managed by department managers.

Additionally, our list of successful implementations include:
‣ FUND$ Server Split and software upgrade (v7.3 to v7.4) ‣ Provided reliable Wi-Fi access to the North Berkeley Senior Center using available assets and personnel r
esources (to be superseded with the City-wide Wi-Fi initiative). ‣ MS Teams Channel Rollout
‣ 311 Forms Online
‣ ServiceNow (SNow) Enhancements - SCCM Integration
‣ SNow Upgrade to version “Utah”
‣ Pipe Observation System Upgrade
‣ Marina Online Bill Payments
‣ Marina Security Gate System
‣ Neogov Onboard
‣ Accela Mobile Application
‣ Careware staffing and time keeping application for Police ‣ 2024 Updates for Police Department compliance tor AB 953: The Racial and Identity Profiling
Act of 2015
‣ Call Narrative Application for Police
‣ Fire Department move to new facility on University Avenue ‣ Fire Department Wildland Urban Interface (WUI) Inspections ‣ Fire Inspections using new “Data Ticket” software solution dePart Ment Bud Get S
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Information Technology  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Public safety’s New World Server and Software Upgrade ‣ FUND$ - Property Tax FY22-23
‣ Upgrade Analytics Now FUND$ Web- based Reporting Tool ‣ SQL Server 2008 Upgrade/Migration Citywide
‣ New City of Berkeley Website Phase 2
‣ Accella Upgrades (the City’s permitting software solution):
‣ Accela - Workflow Enhancements and Online Payments for Public Works ‣ Accela - Building Permit Online Application for Planning ‣ Accela - Refund Bridge Overpayment and Refunds
‣ Mission Mark Auditing Software
‣ Form filing system for Police: Guardian Tracking
‣ Next Generation 911 (NG 911)
‣ Open Data Project – Berkeley Police (Audit Response)
‣ Migrate Evidence data from legacy system to current Evidence.com system ‣ Migrate Legacy Police Records to supportable platform ‣ Fire Aside software and mobile application
‣ Scheduling Software for Legal
‣ FUND$ Upgrade NetIQ Security Software
‣ Citywide UPS replacement completed at all remote sites ‣ GIS Portal Revamp – Retired on premise servers and redeveloped on the ArcGIS Online platform for
seamless integration with the ArcGIS platform ecosystem. ‣ GeoEvent Server procurement and installation
‣ Implementation of GIS Geospatial Hub – Home of all things GIS for the City of Berkeley ‣ Implementation of Survey123 for RIPA project and Code Enforcement (Mini Dorm and GLA r
egistration form)
‣ ArcGIS Server upgrade
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology Information Technology Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 8,474,262 8,356,896 8,411,094 9,538,061 10,575,089 10,754,812 Services & Materials 7,136,407 7,154,274 6,124,197 10,868,713 10,922,713 10,922,713 Capital Outlay - - - 920,649 920,649 920,649
Internal Services & All Other 941,461 935,150 919,311 910,297 1,053,123 1,053,123 16,552,130 16,446,320 15,454,602 22,237,720 23,471,574 23,651,297 By Division:

Office of IT Director 2,423,010 2,470,287 2,237,406 2,042,685 2,939,919 2,980,812 Enterprise and Bus Solutions 6,364,829 5,618,977 5,738,289 8,262,143 8,524,109 8,576,062 Infrastructure and Security 5,942,014 6,360,849 5,608,123 9,607,221 9,568,513 9,600,743 311 Customer Service 1,822,277 1,996,207 1,870,784 2,325,671 2,439,033 2,493,680 16,552,130 16,446,320 15,454,602 22,237,720 23,471,574 23,651,297 By Fund:

GF - Discreationary 1,330,729 1,446,933 882,432 1,526,760 1,580,760 1,580,760 Playground Camp 770 - - - - -
Employee Training 160,712 148,374 167,924 188,374 188,374 188,374 Target Case Mgmt/Linkages 12,084 - - - - -
One-Time Grant:No Cap Exp - 79,069 - - - -
Capital Improvements - (890) - - - -
Phone System Replacement 82,521 124,218 145,687 449,408 449,408 449,408 Funds Replacement 2,508,753 1,790,418 1,984,231 3,073,465 2,807,857 2,817,732 Peg Access Facilities - - 60,215 100,000 100,000 100,000 Zero Waste 172,295 186,599 27,360 8,000 8,000 8,000 Marina Operations/Maint 3,814 3,890 6,468 - - -
Sanitary Sewer Operation 18,025 24,967 10,536 - - -
Permit Service Center 238,570 145,675 168,994 17,500 17,500 17,500 Unified Program (CUPA) 17,168 13,461 18,927 13,497 13,497 13,497 Computer Replacement Fund - (4) - - - -
It Cost Allocation 12,006,689 12,483,610 11,981,828 16,860,716 18,306,178 18,476,026 16,552,130 16,446,320 15,454,602 22,237,720 23,471,574 23,651,297 dePart Ment Bud Get S
169

Information Technology  City of Berkeley, California | Proposed Budget 2025 & 2026 Information Technology Financial Summary
All Funding Sources Division: Office of IT Director
Mission Statement Five-Year Expenditures
The mission of the Information Technology is to provide the framework and innovate technological solutions to all City departments, enhance City operations, facilitate the effective delivery of City services, and connect and deliver quality solutions for the Community
Selected Service Objectives
• Manages IT budget, forecasting, reporting, financial
operations, sets administrative policies and ensures IT business practices are aligned with City policies and
compliant with local, state, and federal regulations.

Responsibilities include oversight of digital strategic planning, technology governance, policy and procedures, budget, technology procurement and contracts,
vendor management, Council matters, performance
management and metrics, leadership and team building.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,032,884 $ 972,570 $ 749,628 $ 1,504,036 100.64% $ 1,544,929 2.72% Services & Materials 517,300 349,500 382,760 382,760 0.00% 382,760 0.00% Internal Services & All Other 920,103 915,336 910,297 1,053,123 15.69% 1,053,123 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 2,470,287 $ 2,237,406 $ 2,042,685 $ 2,939,919 43.92% $ 2,980,812 1.39% Annual Percentage Change (9.43%) (8.70%) 43.92% 1.39% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,200,000
$2,400,000
$3,600,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology Information Technology Financial Summary
All Funding Sources Division: Enterprise and Bus Solutions Mission Statement Five-Year Expenditures
The mission of the Information Technology is to provide the framework and innovate technological solutions to all City departments, enhance City operations, facilitate the effective delivery of City services, and connect and deliver quality solutions for the Community
Selected Service Objectives
• Serves a vital role in supporting the City’s mission
critical business operations. Its comprehensive
portfolio encompasses a wide array of applications,
integrations, and infrastructure, spanning from its
Enterprise Resource Planning (ERP) system, to the
public facing 311 Customer Relationship Management
(CRM) platform. It supports multi-variate systems,
including financial, planning, public works, public safety, recreational, health systems, GIS and data platforms .

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 3,849,228 $ 3,786,321 $ 4,280,418 $ 4,542,384 6.12% $ 4,594,337 1.14% Services & Materials 1,769,749 1,951,968 3,061,076 3,061,076 0.00% 3,061,076 0.00% Capital Outlay - - 920,649 920,649 0.00% 920,649 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 5,618,977 $ 5,738,289 $ 8,262,143 $ 8,524,109 3.17% $ 8,576,062 0.61% Annual Percentage Change 2.12% 43.98% 3.17% 0.61%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$4,000,000
$8,000,000
$12,000,000
dePart Ment Bud Get S
171

In I Information Technology  City of Berkeley, California | Proposed Budget 2025 & 2026 Information Technology Financial Summary
All Funding Sources Division: Infrastructure and Security Mission Statement Five-Year Expenditures
The mission of the Information Technology is to provide the framework and innovate technological solutions to all City departments, enhance City operations, facilitate the effective delivery of City services, and connect and deliver quality solutions for the Community
Selected Service Objectives
• Architects and manages all data center, computing
and communications assets and facilities, including all databases, networking, servers, storage, internet, voice communications, and related supporting technologies.
• Includes the customer service Helpdesk, providing 24x7 support for mission-critical systems, including 911
Computer Aided Dispatch (CAD), and Police/Fire Mobile
Data Computers (MDCs).

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,604,536 $ 1,938,200 $ 2,361,994 $ 2,269,286 (3.92%) $ 2,301,516 1.42% Services & Materials 4,756,313 3,669,923 7,245,227 7,299,227 0.75% 7,299,227 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 6,360,849 $ 5,608,123 $ 9,607,221 $ 9,568,513 (0.40%) $ 9,600,743 0.34% Annual Percentage Change (11.83%) 71.31% (0.40%) 0.34% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$4,000,000
$8,000,000
$12,000,000
dePart Ment Bud Get S
172

City of Berkeley, California | Proposed Budget 2025 & 2026  Information Technology Information Technology Financial Summary
All Funding Sources Division: 311 Customer Service
Mission Statement Five-Year Expenditures
The mission of the Information Technology is to provide the framework and innovate technological solutions to all City departments, enhance City operations, facilitate the effective delivery of City services, and connect and deliver quality solutions for the Community.

Selected Service Objectives
• 311 is the centralized customer service experience for the community and businesses, answering requests for
services for Public Works, Finance Business License,
Residential Parking Permits, Citations, Refuse services & payments, general City service requests and more.
• Berkeley’s 311 uses Customer Relationship
Management (CRM) software to manage, track, and
categorize customer service requests.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,870,248 $ 1,714,003 $ 2,146,021 $ 2,259,383 5.28% $ 2,314,030 2.42% Services & Materials 110,912 152,806 179,650 179,650 0.00% 179,650 0.00% Internal Services & All Other 15,047 3,975 - - 0.00% - 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,996,207 $ 1,870,784 $ 2,325,671 $ 2,439,033 4.87% $ 2,493,680 2.24% Annual Percentage Change (6.28%) 24.32% 4.87% 2.24% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,000,000
$2,000,000
$3,000,000
dePart Ment Bud Get S
173

Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor & Council
The Berkeley City Council consists of a Mayor and eight (8) Councilmembers. The City is divided into eight Council districts, which are used for the election of Councilmembers. The Mayor is elected citywide. The Mayor is the President of the Council and votes as an individual ninth member.

Following is a list of the current Council and office contact information.

Mayor Jesse Arreguín, (510) 981-7100
District 1 - Councilmember Rashi Kesarwani, (510) 981-7110 District 2 - Councilmember Terry Taplin, (510) 981-7120 District 3 - Councilmember Ben Bartlett, (510) 981-7130 District 4 - (510) 981-7140
District 5 - Councilmember Sophie Hahn, (510) 981-7150
District 6 - Councilmember Susan Wengraf, (510) 981-7160 District 7 - Councilmember Cecilia Lunaparra, (510) 981-7170 District 8 - Councilmember Mark Humbert, (510) 981-7180 dePart Ment Bud Get S
Pending Election Result
174

City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 2,220,693 2,951,125 3,483,049 4,399,098 5,560,059 5,611,805 Services & Materials 126,194 124,020 200,840 113,526 113,526 113,526 Internal Services & All Other 361,958 259,565 259,565 259,565 250,357 250,357 2,708,845 3,334,710 3,943,454 4,772,189 5,923,942 5,975,688 By Division:

Mayor 689,572 834,385 1,116,650 1,290,100 1,492,276 1,535,075 District 1 126,023 189,249 197,805 302,850 394,843 394,843 District 2 115,368 195,406 258,917 302,850 394,843 394,843 District 3 119,591 171,788 218,434 302,850 394,843 394,843 District 4 111,881 185,121 253,499 302,850 394,843 394,843 District 5 188,734 271,906 290,654 302,850 400,843 394,843 District 6 114,429 157,257 159,539 302,850 394,843 394,843 District 7 143,116 168,892 174,861 302,850 394,843 394,843 District 8 129,018 139,270 145,227 302,850 394,843 394,843 Council Offices 971,113 1,021,436 1,127,868 1,059,289 1,266,922 1,281,869 2,708,845 3,334,710 3,943,454 4,772,189 5,923,942 5,975,688 By Fund:

GF - Discreationary 2,701,345 3,334,710 3,939,054 4,772,189 5,923,942 5,975,688 One-Time Grant:No Cap Exp 7,500 - 4,400 - - -
2,708,845 3,334,710 3,943,454 4,772,189 5,923,942 5,975,688 dePart Ment Bud Get S
175

Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor and Council Financial Summary
All Funding Sources Division: Mayor
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• Chairperson of the Council, and shall preside at the
meetings of the Council and perform such other duties
consistent with their office as may be imposed by the
Council.
• Recognized as the official head of the City for all
ceremonial purposes, by the courts for the purposes of
serving civil processes, and by the Governor for military purpose
• Mayor to have City’s books examined by a certified
public accountant
• Mayor is appointed to a number of local committees
and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 737,284 $ 966,843 $ 1,250,166 $ 1,452,342 16.17% $ 1,495,141 2.95% Services & Materials 93,573 146,279 36,406 36,406 0.00% 36,406 0.00% Internal Services & All Other 3,528 3,528 3,528 3,528 0.00% 3,528 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 834,385 $ 1,116,650 $ 1,290,100 $ 1,492,276 15.67% $ 1,535,075 2.87% Annual Percentage Change 33.83% 15.53% 15.67% 2.87% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$600,000
$1,200,000
$1,800,000
dePart Ment Bud Get S
176

City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
All Funding Sources Division: District 1
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 187,287 $ 192,673 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 1,962 5,132 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 189,249 $ 197,805 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 4.52% 53.11% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
177

Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor and Council Financial Summary
All Funding Sources Division: District 2
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 192,744 $ 255,995 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 2,662 2,922 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 195,406 $ 258,917 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 32.50% 16.97% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
178

City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
All Funding Sources Division: District 3
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 167,365 $ 212,339 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 4,423 6,095 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 171,788 $ 218,434 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 27.15% 38.65% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
179

Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor and Council Financial Summary
All Funding Sources Division: District 4
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 184,390 $ 234,056 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 731 19,443 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 185,121 $ 253,499 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 36.94% 19.47% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
180

City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
All Funding Sources Division: District 5
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 262,966 $ 281,082 $ 293,210 $ 391,203 33.42% $ 385,203 (1.53%) Services & Materials 8,940 9,572 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 271,906 $ 290,654 $ 302,850 $ 400,843 32.36% $ 394,843 (1.50%) Annual Percentage Change 6.90% 4.20% 32.36% (1.50%) FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
181

Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor and Council Financial Summary
All Funding Sources Division: District 6
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 150,855 $ 153,530 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 6,402 6,009 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 157,257 $ 159,539 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 1.45% 89.83% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
dePart Ment Bud Get S
182

City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
All Funding Sources Division: District 7
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 164,890 $ 170,431 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 4,002 4,430 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 168,892 $ 174,861 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 3.53% 73.19% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
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Mayor & Council  City of Berkeley, California | Proposed Budget 2025 & 2026 Mayor and Council Financial Summary
All Funding Sources Division: District 8
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council’is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 137,945 $ 144,269 $ 293,210 $ 385,203 31.37% $ 385,203 0.00% Services & Materials 1,325 958 9,640 9,640 0.00% 9,640 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 139,270 $ 145,227 $ 302,850 $ 394,843 30.38% $ 394,843 0.00% Annual Percentage Change 4.28% 108.54% 30.38% 0.00% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$150,000
$300,000
$450,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Mayor & Council Mayor and Council Financial Summary
All Funding Sources Division: Council Offices
Mission Statement Five-Year Expenditures
The mission of the Mayor and Council is to provide
excellent service to the Berkeley community; promote
a diverse, accessible, affordable, safe, healthy,
environmentally sound and culturally rich city; innovate; embrace respectful, democratic participation in local
decision-making; respond efficiently and effectively to neighborhood and commercial concerns; and do so in a
fiscally sound manner.

Selected Service Objectives
• The governing body of the municipality.
• Makes decisions about local laws and policies for the city using input from the community.
• Councilmembers are appointed to a number of local
committees and regional bodies.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 765,399 $ 871,831 $ 803,252 $ 1,020,093 27.00% $ 1,035,040 1.47% Internal Services & All Other 256,037 256,037 256,037 246,829 (3.60%) 246,829 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 1,021,436 $ 1,127,868 $ 1,059,289 $ 1,266,922 19.60% $ 1,281,869 1.18% Annual Percentage Change 10.42% (6.08%) 19.60% 1.18% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$500,000
$1,000,000
$1,500,000
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Planning  City of Berkeley, California | Proposed Budget 2025 & 2026 Planning
Mission Statement
The Planning and Development Department’s mission is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Organizational Chart
Office of the
Director
Building and
Safety
Land Use
Planning
Director
Office of
Energy and
Sustainable
Development
Toxics
Management
Planning and Development Department Overview
The Planning and Development Department consists of approximately 109 career full- and part-time staff, and is organized into five divisions, including the Office of the Director, which all work together to plan, implement and monitor the physical environment of Berkeley. The Department provides the following services:
‣ Office of the Director: The Office of the Director provides department-wide leadership, management oversight, and policy direction for overall operations and implementation.

The office oversees information technology projects, special projects and research, budget and fiscal oversight, regulatory compliance and reporting, and purchasing, payroll and accounting services for the entire Department.
‣ Building and Safety Division: The Building and Safety Division (B&S) reviews proposed construction documents for conformance to the building code, energy code, and other applicable codes; approves building, plumbing, mechanical and electrical permits; inspects construction projects to ensure conformance with the approved plans and code provisions; investigates work done without permits; provides code information and interpretation to the public and other city agencies; ensures the safety of Berkeley’s rental housing stock; and manages programs to mitigate seismic risk in existing buildings. ‣ Land Use Planning Division: The Land Use Planning Division (LUP) is responsible for researching and implementing land use policy and regulations for the City of Berkeley.

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City of Berkeley, California | Proposed Budget 2025 & 2026  Planning Plan, area plans, and other long-range planning documents that guide future development and preservation in Berkeley. The development projects team reviews and entitles proposed pr
ojects that conform with the Zoning Ordinance, the General Plan, and other applicable plans, policies and regulations.
‣ Office of Energy and Sustainable Development: The Office of Energy and Sustainable Development Division (OESD) develops policies and implements programs to promote resilience and sustainable practices, and to reduce energy and water use and the associated greenhouse gas emissions in both City operations and the Berkeley community.
‣ Toxics Management Division: The Toxics Management Division (TMD) is the City’s regulatory agency and a State-Certified Unified Program Agency (CUPA), responsible for implementing, inspecting and enforcing California Environmental Protection Agency and hazardous materials codes associated with the Governor’s Office of Emergency Services and State Fire Marshall within the City of Berkeley. TMD also responds to community complaints, assists the City with toxicological concerns, and inspects industrial sites for storm water pollution prevention.

Challenges
The Planning and Development Department faces the following challenges:
‣ Implementing New Legislation. The department must implement new local and state legislation in a timely manner, which sometimes requires additional staff resources, the development and deployment of new technology tools, and modifications to operations. ‣ Ineffective Software. Existing softwar e (e.g., permitting, rental housing inspection, CUPA reporting, time tracking, file sharing, online payments, e-check functionality) is not effectively meeting department needs and is creating customer service and efficiency challenges, including delays in turnaround times for permit applications. ‣ Staff Turnover. Although the depar tment’s vacancy rate has decreased significantly over the past two years and our recruiting efforts have been very successful, we have experienced turnover of veteran staff in positions at all levels. ‣ Macroeconomic Factors Impacting Development. Following an ‘up cy cle’ of high levels of construction and development activity that lasted for over a decade, macroeconomic factors—such as increased interest rates, increased costs of construction materials and labor, and softening rents—have led to a slowdown of new housing construction starts. ‣ Overturned Natural Gas Ban. In January 2024, the Ninth Circuit US Court of Appeals chose to uphold the decision in April to invalidate Berkeley’s ban on natural gas infrastructure in new construction, denying the City’s request for a re-hearing. This decision was a setback to efforts to meet the City’s Climate Action Plan goals.

Accomplishments
Following are some of the highlights from the Planning and Development Department’s numerous accomplishments:
‣ New Housing Production. In 2023, the Planning and Development Department issued certificates of occupancy for 715 new housing units, including 31 deed restricted affordable units.
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Planning  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Inspections Conducted and Permits Issued. In 2023, the Toxics Management Division conducted 367 hazardous materials inspections and 148 stormwater inspections, the Building and Safety Division conducted 27,294 inspections and issued 3,865 building permits, the Permit Service Center received 27,127 applications (including revision and deferrals), completed 7,466 plan checks, and issued 867 “P” permits (for the Public Works Department), and the Rental Housing Team conducted 4,981 inspections. ‣ Just Transition Pilot Program. OESD initiated the $1.5 million Just Transition Pilot Program in 2023, which provides direct installation of building electrification measures in existing affordable housing buildings for low-to-moderate income households in Berkeley. ‣ OPR Grant for General Plan Updates. The Planning and Development Department, in partnership with the Ecology Center and the Berkeley Climate Equity Collaborative, was awarded a $497,492 grant from the Governor’s Office of Planning and Research (OPR) Adaptation Planning Grant Program (APGP) in 2023 to update Berkeley’s General Plan.

Efforts are focused on updates to the Disaster Preparedness and Safety Element and development of an Environmental Justice Element.
‣ Berkeley E-Bike Equity Project (BEEP). In 2023, OESD launched the Berkeley E-Bike Equity Project (BEEP) which selected via lottery 56 income-qualified Berkeley households to receive free e-bikes, helmets, locks, training and quarterly safety/maintenance checks.

The program is being administered in partnership with Waterside Workshops, a local non-profit program whose youth interns are learning valuable e-bike assembly and maintenance skills as part of the BEEP .
‣ Adoption of new Affordable Housing Requirements. In January 2023, City Council adopted new affordable housing requirements for housing development projects recommended by LUP . New requirements were designed to facilitate and support increased affordable housing production in Berkeley.
‣ Response to Berkeley Mudslide: In January 2023 , B&S responded to an emergency mudslide in northeast Berkeley. As first responders, B&S protected residents from immediate danger and then worked with geotechnical and structural engineers to secure the safety of buildings prior to residents’ return.
‣ Housing Element Update. In February 2023, the California State Department of Housing & Community Development found Berkeley’s Housing Element to be in substantial compliance with State law. Berkeley was the seventh of 109 municipalities in the Bay Area region to achieve this critical milestone. The Housing Element is a product of over 18 months of community engagement, research, technical analysis, and collaboration with policymakers, and establishes an ambitious, 8-year agenda for the City’s housing policy and programs.
‣ Bird Safe Building Provisions. In June 2023, City Council adopted bird safe building provisions into the Zoning Ordinance recommended by LUP . New regulations will reduce bird collision deaths by requiring qualifying construction projects to use bird safe glass products and external building fixtures.
‣ Collaborative Planning Process. In July 2023, th e Office of the Director, in conjunction with UC Berkeley’s Capital Strategies Team, introduced a Collaborative Planning Process for UC’s capital projects in the City environs that addressed the terms of the 2021 Long Range Development Plan Settlement Agreement between the City and the University. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Planning ‣ Accessory Dwelling Units (ADUs). In October 2023, City Council adopted new zoning regulations for ADUs recommended by LUP . The amendments included new policies for parking, fire safety, and building height and ensured Berkeley’s ordinance complied with new State law.
‣ Adoption of the Southside Zoning Amendments. In December 2023, City Council adopted updated zoning standards for the Southside recommended by LUP . Amendments wrapped up a six-year process that addressed multiple City Council referrals requesting increased capacity for student housing near UC Campus.
‣ Approval of North Berkeley and Ashby BART station areas as part of the Metropolitan Tr
ansportation Commission (MTC) Priority Sites Program. In November 2023, the City’s
application for the North Berkeley and Ashby BART sites for inclusion in MTC’s Priority Sites Program was successful. Inclusion in the Priority Sites list makes these sites eligible for current and potential future funding and technical assistance and will be integrated into relevant Plan Bay Area 2050+ strategies. ‣ Adoption of the North Berkeley BART Objective Design Standards. In December 2023, City Council adopted Objectiv
e Design Standards (ODS) for the North Berkeley BART
station area, concluding a year-long public process led by LUP in partnership with BART .

An application for land use entitlements from the North Berkeley Housing Partners development team was received in February 2024 that will be evaluated for compliance with adopted ODS.
‣ The Rental Housing Safety Program (RHSP) increased the size of their staff and are now conducting an average of 415 inspections per month. That’s a 51 percent increase in the number of inspections performed monthly. Additionally, RHSP staff rewrote the Berkeley Housing Code, which was adopted by Council in December 2022. ‣ The Retrofit Grants program disbursed 11 design grants and 19 construction grants for a total of $903,461 to Berkeley property owners between July 2022 and January 2024.

The City also continued enforcement of the soft story ordinance and during this same period 16 buildings completed mandatory retrofits and were removed from the inventory of potentially hazardous buildings, and 8 additional properties were added to the inventory.
‣ Solar APP+ real time PV permitting. B&S, in collabor ation with IT , implemented a third-party software program, SolarAPP+, which streamlines solar permit issuance in September 2023. Implementation was funded with an $80K grant and ensures compliance with Senate Bill 379.
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Planning  City of Berkeley, California | Proposed Budget 2025 & 2026 Planning & Development Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 15,370,252 15,787,928 17,054,384 20,940,050 22,395,541 22,841,585 Services & Materials 3,051,661 3,128,762 3,355,273 6,360,585 6,484,236 6,172,285 Capital Outlay - - 116,023 - 195,000 10,000
Internal Services & All Other 3,265,777 3,516,950 3,622,698 3,966,530 4,232,946 4,244,804 21,687,690 22,433,640 24,148,378 31,267,165 33,307,723 33,268,674 By Division:

Office of Plan. & Dev Dir 2,385,602 3,083,181 3,036,064 5,126,290 5,980,879 5,786,868 Toxics Management 1,252,028 1,111,042 1,289,075 1,453,540 1,613,075 1,615,482 Energy & Sustainable Dev 1,248,888 1,364,763 1,753,950 1,914,842 2,087,915 2,120,268 Land Use Planning 6,231,031 5,459,645 6,459,873 8,341,497 8,521,189 8,655,834 Building & Safety 10,570,141 11,415,009 11,609,416 14,430,996 15,104,665 15,090,222 21,687,690 22,433,640 24,148,378 31,267,165 33,307,723 33,268,674 By Fund:

GF - Discreationary 2,567,473 2,629,758 2,924,669 3,277,247 3,745,099 3,802,945 Climate Equity Action - - 191,346 - - -
CA Energy Commission - - - - - -
Rental Housing Safety Prog 1,399,402 1,485,638 1,952,592 2,356,542 2,657,072 2,627,557 Park Tax 41,038 38,689 42,014 45,306 49,573 50,615 One-Time Grant:No Cap Exp 306,270 331,091 19,032 60,094 68,008 70,877 FEMA 787,884 721,935 718,437 959,326 657,133 657,133 Capital Improvements 21,364 22,295 22,993 28,106 30,707 31,181 Zero Waste 43,574 48,375 50,843 100,777 107,423 110,398 Sanitary Sewer Operation 46,105 42,465 47,205 50,738 54,494 55,559 Clean Storm Water 163,524 134,460 165,537 197,492 188,490 194,324 Permit Service Center 15,638,894 16,332,046 17,283,467 23,360,447 24,800,520 24,733,490 Unified Program (CUPA) 671,926 646,888 730,243 831,090 949,204 934,595 Parking Meter Fund 236 - - - - -
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City of Berkeley, California | Proposed Budget 2025 & 2026  Planning Planning & Development Financial Summary
All Funding Sources Division: Office of Plan. & Dev Dir Mission Statement Five-Year Expenditures
The mission of the Planning & Development is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect
Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Selected Service Objectives
• Provides department-wide leadership, management
oversight, and policy direction for overall operations
and implementation. The office oversees information
technology projects, special projects and research,
budget and fiscal oversight, regulatory compliance
and reporting, and purchasing, payroll and accounting
services for the entire Department.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,048,943 $ 1,277,360 $ 1,325,097 $ 1,859,120 40.30% $ 1,911,672 2.83% Services & Materials 22,315 25,536 2,037,970 2,036,720 (0.06%) 1,786,720 (12.27%) Internal Services & All Other 2,011,923 1,733,168 1,763,223 2,085,039 18.25% 2,088,476 0.16% Adopted Tier 1 Funding *
Total Expenditures $ 3,083,181 $ 3,036,064 $ 5,126,290 $ 5,980,879 16.67% $ 5,786,868 (3.24%) Annual Percentage Change (1.53%) 68.85% 16.67% (3.24%) ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,500,000
$5,000,000
$7,500,000
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Planning  City of Berkeley, California | Proposed Budget 2025 & 2026 Planning & Development Financial Summary
All Funding Sources Division: Toxics Management
Mission Statement Five-Year Expenditures
The mission of the Planning & Development is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect
Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Selected Service Objectives
• Serves as City’s regulatory agency and a State-Certified Unified Program Agency (CUPA), responsible for
implementing, inspecting and enforcing California
Environmental Protection Agency and hazardous
materials codes associated with the Governor’s Office
of Emergency Services and State Fire Marshall within
the City of Berkeley.
• Responds to community complaints, assists the City
with toxicological concerns, and inspects industrial
sites for storm water pollution prevention.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 952,803 $ 1,085,870 $ 1,221,724 $ 1,333,873 9.18% $ 1,369,654 2.68% Services & Materials 26,635 34,110 49,471 64,071 29.51% 64,071 0.00% Capital Outlay - - - 35,000 0.00% - (100.00%)
Internal Services & All Other 131,604 169,095 182,345 180,131 (1.21%) 181,757 0.90% Adopted Tier 1 Funding *
Total Expenditures $ 1,111,042 $ 1,289,075 $ 1,453,540 $ 1,613,075 10.98% $ 1,615,482 0.15% Annual Percentage Change 16.02% 12.76% 10.98% 0.15% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$600,000
$1,200,000
$1,800,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Planning Planning & Development Financial Summary
All Funding Sources Division: Energy & Sustainable Dev
Mission Statement Five-Year Expenditures
The mission of the Planning & Development is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect
Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Selected Service Objectives
• Develops policies and implements programs to promote
resilience and sustainable practices, and to reduce
energy and water use and the associated greenhouse
gas emissions in both City operations and the Berkeley
community.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,269,757 $ 1,416,060 $ 1,574,704 $ 1,731,903 9.98% $ 1,763,896 1.85% Services & Materials 40,435 259,656 250,644 265,794 6.04% 265,794 0.00% Internal Services & All Other 54,571 78,234 89,494 90,218 0.81% 90,578 0.40% Adopted Tier 1 Funding *
Total Expenditures $ 1,364,763 $ 1,753,950 $ 1,914,842 $ 2,087,915 9.04% $ 2,120,268 1.55% Annual Percentage Change 28.52% 9.17% 9.04% 1.55%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$800,000
$1,600,000
$2,400,000
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Planning  City of Berkeley, California | Proposed Budget 2025 & 2026 Planning & Development Financial Summary
All Funding Sources Division: Land Use Planning
Mission Statement Five-Year Expenditures
The mission of the Planning & Development is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect
Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Selected Service Objectives
• Responsible for researching and implementing land
use policy and regulations for the City of Berkeley.

The land use policy team prepares amendments to the
Zoning Ordinance, the General Plan, area plans, and
other long-range planning documents that guide future
development and preservation in Berkeley.
• Reviews and entitles proposed projects that conform
with the Zoning Ordinance, the General Plan, and other
applicable plans, policies and regulations.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 4,195,206 $ 4,750,393 $ 6,386,243 $ 6,582,352 3.07% $ 6,744,324 2.46% Services & Materials 881,320 1,184,152 1,259,900 1,259,900 0.00% 1,259,900 0.00% Capital Outlay - - - 35,000 0.00% - (100.00%)
Internal Services & All Other 383,119 525,328 695,354 643,937 (7.39%) 651,610 1.19% Adopted Tier 1 Funding *
Total Expenditures $ 5,459,645 $ 6,459,873 $ 8,341,497 $ 8,521,189 2.15% $ 8,655,834 1.58% Annual Percentage Change 18.32% 29.13% 2.15% 1.58% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$4,000,000
$8,000,000
$12,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Planning Planning & Development Financial Summary
All Funding Sources Division: Building & Safety
Mission Statement Five-Year Expenditures
The mission of the Planning & Development is to enhance safety, livability and resilience in the built environment and to work with the community to promote and protect
Berkeley’s distinctive neighborhoods, vibrant commercial areas, unique character and natural resources for current and future generations.

Selected Service Objectives
• Reviews proposed construction documents for
conformance to the building code, energy code, and
other applicable codes; approves building, plumbing,
mechanical and electrical permits; inspects construction projects to ensure conformance with the approved plans
and code provisions.
• Investigates work done without permits.
• Provides code information and interpretation to the
public and other city agencies.
• Ensures the safety of Berkeley’s rental housing stock • Manages programs to mitigate seismic risk in existing buildings.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 8,321,219 $ 8,524,701 $ 10,432,282 $ 10,888,293 4.37% $
11,052,039 1.50%
Services & Materials 2,158,057 1,851,819 2,762,600 2,857,751 3.44% 2,795,800 (2.17%) Capital Outlay - 116,023 - 125,000 0.00% 10,000 (92.00%) Internal Services & All Other 935,733 1,116,873 1,236,114 1,233,621 (0.20%) 1,232,383 (0.10%) Adopted Tier 1 Funding *
Total Expenditures $ 11,415,009 $ 11,609,416 $ 14,430,996 $ 15,104,665 4.67% $
15,090,222 (0.10%)
Annual Percentage Change 1.70% 24.30% 4.67% (0.10%) FY 22 FY 23 FY 24 FY 25 FY 26
$0
$6,000,000
$12,000,000
$18,000,000
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Police  City of Berkeley, California | Proposed Budget 2025 & 2026 Police
Mission Statement
Our mission is to safeguard our diverse community through proactive law enforcement and problem solving, treating all people with dignity and respect.

Organizational Chart
Operations
Division
Investigations
Division
Professional
Standards Division
Office of the Chief
Support Services
Division
Police Overview
The Police Department maintains law and order in the City, including laws of the United States, the State of California, and all City ordinances. There are limited exceptions when such enforcement is by law, ordinance, or the City Charter made the responsibility of another officer, department, or the responsibility of a state or federal agency. Additionally, the Police Department administers the City jail and the care, custody, and control of prisoners. The work of this department at times includes the performance of such other functions as may be assigned by the City Manager or prescribed by ordinance of the Council or by applicable state law.

The Berkeley Police Department is organized into three divisions, along with the Offices of the Chief and Deputy Chief, to deliver the following baseline services:
‣ Office of the Chief: The Office of the Chief provides overall leadership and administrative oversight for the Police Department. The Office includes the Chief of Police, Strategic Communications (Public Information Officer), Office of Strategic Planning & Accountability, and the Internal Affairs Bureau.
‣ Office of the Deputy Chief: The Office of the Deputy Chief oversees the Operations, Investigations, and Support Services Divisions, Fiscal Services, and the Policy & Training section. The Policy & Training section oversees the department’s policies and training programs.
‣ Operations Division: The Division, led by a Captain, supports the department’s mission by responding to calls for service, conducting initial criminal investigations, making arrests, issuing citations, and providing crime prevention services and proactive problem-solving efforts, all focused on safeguarding the community. The Operations Division includes Watch Commanders, Community Services Bureau (CSB) (i.e. the Area Coordinators, Police Reserve Program, Special Events Coordinator, and Crisis Intervention Training Coordinator), and the Bike Unit. Bicycle Officers supplement the beat officers in some of the city’s most heavily populated areas, including downtown and south campus business districts, but also provide data-driven focused enforcement throughout the city. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Police ‣ Investigations Division: The Division, led by a Captain, supports the Department’s mission through the work of several Bureaus and Units. The Detective Bureau conducts follow-up investigations on felony crimes, including homicides, felony assaults, robberies, sexual assaults, domestic violence assaults, sexual assaults on children and minors, residential and commercial burglaries, identity theft, fraud, forgery, and elder abuse, among other offenses. The Traffic Bureau consists of the Traffic Unit’s Motorcycle Officers who focus on community safety through enforcement of traffic laws, investigation of serious injury traffic collisions including fatalities, driving under the influence (DUI) enforcement, and coordinating grant-funded focused enforcement efforts. The Parking Enforcement Bureau’s Parking Enforcement Officers (PEO) enforce applicable state and local codes which regulate parking in the City of Berkeley, and further provide traffic control and support as needed for other Department Divisions (e.g. through working on planned Special Events, or in assisting with major incident scene management). The Crime Scene Unit is responsible for properly identifying, seizing, and documenting forensic crime scene evidence. The Recruitment & Employee Relations section is responsible for recruiting new personnel and managing employee relations matters. As staffing increases, the division will expand to include a Flex Team, which will enhance our efficiency and effectiveness in addressing crime issues and problem solving.
‣ Support Services Division: The Division, led by a Captain, supports the Department’s mission through a variety of essential operational and administrative activities. The Support Services Division comprises the Support Services Lieutenant, Communications Center Manager (who oversees the Public Safety Communications Center which receives, and dispatches calls for Police, Fire, and Medical Services), the Berkeley City Jail, Records, Property and Evidence Unit, Public Safety Technology Systems Unit, Warrant Unit, and Court Liaison Officer. The Division provides fundamental structural support across all Department Divisions.

Challenges
The Police Department’s challenges include:
‣ Staffing and Recruitment: Staffing and recruitment continues to be a challenge. There is a tight labor market for police recruits. Additionally, the City of Berkeley has high eligibility requirements and both the background process and academy training take considerable time. The length of time from recruitment to someone working as a solo officer can translate to vacancies remaining open for over six months. Finding and hiring suitable qualified candidates in the highly competitive hiring atmosphere has presented a challenge for the Department. Our ongoing efforts to evaluate and improve how we attract and maintain connections with applicants have led us to recognize the need for enhanced strategies in today’s competitive market resulting in an additional funding need of $300,000 over the next two years to support contracting with a public safety specific recruiting and marketing firm.
‣ Officer Development Training Programs: The nature of policing is rapidly transforming.

To ensure Berkeley provides the expected level of service to our community, the Department must continue to analyze data to understand the nature and extent of disparities, ensure existing training is adequate and develop or complete new trainings in the areas of Fair and Impartial Policing, Procedural Justice, Implicit Bias, and Hate Crimes. Finding or developing expanded training can create a challenge, as does having dePart Ment Bud Get S
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Police  City of Berkeley, California | Proposed Budget 2025 & 2026 limited staff to backfill absences so that officers can attend training. This important work requires $100,000 in funding to support the training costs for both course instruction and staff attendance.

Accomplishments
Highlights of recent Police Department accomplishments include:
‣ Transparency Hub: In May 2022, the Department launched a new Transparency Hub, created to share information with the Berkeley community. Over the past several years, the Department has placed an increased emphasis on expanding its data and analysis capacity, recognizing that data transparency is a foundational piece to a police department’s trust and legitimacy. The Department’s Strategic Analysis Team worked to create this Transparency Hub, with the goal of building/increasing community engagement, trust, and legitimacy. In its initial design, the Transparency Hub included data on Calls for Service, Use of Force, as well as the information collected as part of the California Racial and Identity Profiling Act (RIPA). In 2023, the Department added a traffic safety page to the hub where community members can track collision data and submit traffic concerns for follow-up from the Traffic Bureau. Listening and collaborating with community partners, the Department will continue to expand this hub. ‣ Annual Report: The 2023 Berkeley Police Department Annual Report encapsulates our activities, accomplishments, and strategic developments over the past year, serving as a comprehensive document designed to communicate with various stakeholders—Council members, community residents, and department personnel—about our efforts to maintain safety and integrity within the community. The importance of this report lies in its role as a transparent and measurable account of how we manage public trust and resources, reflecting our commitment to the principles of data-driven, fair and impartial policing and aligning with the needs and concerns of the Council and community. This year’s report is exceptionally detailed, featuring more comprehensive data and analytics than in previous editions, encompassing traditional crime statistics, calls for service, workload metrics, clearance rates, and use of force data alongside in-depth analyses of bias and impartiality measures. These additions reflect our ongoing commitment to transparency and accountability, allowing us to present a clearer picture of our daily operations and challenges, and enhancing our ability to assess the effectiveness of our policies and practices. By providing these detailed insights, the report supports our mission to maintain public trust and engage with the community on issues of safety, fairness, and policing standards, making it a crucial tool for informing policy decisions, shaping future strategies, and fostering a deeper understanding and collaboration with the community we serve.
‣ Gun Violence Prevention: The City of Berkeley has developed a comprehensive Gun Violence Intervention & Prevention program framework as a key component of its Reimagining Public Safety initiative. The Berkeley Police Department plays a crucial role as a key partner in this collaborative effort to significantly reduce gun violence incidents. The program employs a multifaceted approach that combines place-based interventions in critical areas, direct engagement with individuals at risk, street outreach, and the provision of robust social services. The Police Department works closely with multiple city departments, community-based organizations, and field experts to implement this strategy, which is grounded in empirical evidence and best practices. By leveraging their expertise and resources, the Police Department contributes to Berkeley’s dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Police holistic and proactive approach to fostering a safer community. The Department’s active participation in addressing the proximate causes of gun violence and supporting those most at risk
demonstrates its commitment to the well-being of Berkeley’s residents.

This comprehensive effort highlights the Police Department’s dedication to working hand-in-hand with the community and its partners to tackle the issue of gun violence head-on and ensure a safer environment for all.
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Police  City of Berkeley, California | Proposed Budget 2025 & 2026 Police Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 71,508,797 73,681,456 79,711,391 79,017,736 85,933,799 89,562,615 Services & Materials 2,799,236 3,566,370 4,199,734 3,163,071 3,163,071 3,163,071 Capital Outlay 70,374 53,416 83,877 902,361 902,361 902,361 Internal Services & All Other 5,017,223 5,452,509 5,677,152 5,104,992 4,605,760 4,605,760 79,395,630 82,753,751 89,672,154 88,188,160 94,604,991 98,233,807 By Division:

Office of the Police Chief 4,091,604 4,423,285 4,700,746 415,114 1,479,245 1,361,781 Police Operations 40,517,577 41,679,511 46,205,688 48,430,965 50,493,898 53,346,560 Police Investigations 15,562,878 17,138,493 17,981,709 17,222,777 20,276,304 20,807,528 Professional Standards 3,533,953 3,911,616 3,961,399 3,240,616 4,002,539 4,038,150 Support Services 15,689,618 15,600,846 16,822,612 18,878,688 18,353,005 18,679,788 79,395,630 82,753,751 89,672,154 88,188,160 94,604,991 98,233,807 By Fund:

GF - Discreationary 77,270,052 77,916,631 84,895,063 83,606,569 89,720,763 93,285,423 Asset Forfeiture 23,649 52,176 1,029 201,000 201,000 201,000 State Proposition 172 1,244,424 908,527 974,520 442,387 446,693 448,975 City Optional Public Safety 700,649 137,440 40,992 272,292 272,394 272,448 OTS DUI Enforsmt Educ Prg 111,213 88,899 183,248 137,060 145,074 149,321 Alcoholic Bev Ctr Ots/Uc 37,291 21,866 41,468 55,639 58,644 60,237 One-Time Grant:No Cap Exp 8,352 110,773 244,162 - - - JAG Grant - - 97,166 55,650 58,989 60,759
Parking Meter Fund - 3,517,439 3,194,506 3,417,563 3,701,434 3,755,644 79,395,630 82,753,751 89,672,154 88,188,160 94,604,991 98,233,807 dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Police Police Financial Summary
All Funding Sources Division: Office of the Police Chief Mission Statement Five-Year Expenditures
The mission of the Police is to safeguard our diverse
community through proactive law enforcement and
problem solving, treating all people with dignity and
respect.

Selected Service Objectives
• Provides overall leadership and administrative oversight for the Police Department. The Office includes the Chief of Police, Strategic Communications (Public Information Officer), Office of Strategic Planning & Accountability, and the Internal Affairs Bureau.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,666,588 $ 1,882,646 $ (2,695,950) $ (1,132,587) (57.99%) $ (1,250,051) 10.37% Services & Materials 56,622 118,025 210,989 210,989 0.00% 210,989 0.00% Internal Services & All Other 2,700,075 2,700,075 2,900,075 2,400,843 (17.21%) 2,400,843 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 4,423,285 $ 4,700,746 $ 415,114 $ 1,479,245 256.35% $ 1,361,781 (7.94%) Annual Percentage Change 6.27% (91.17%) 256.35% (7.94%) ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,000,000
$4,000,000
$6,000,000
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Police  City of Berkeley, California | Proposed Budget 2025 & 2026 Police Financial Summary
All Funding Sources Division: Police Operations
Mission Statement Five-Year Expenditures
The mission of the Police is to safeguard our diverse
community through proactive law enforcement and
problem solving, treating all people with dignity and
respect.

Selected Service Objectives
• Supports the department’s mission by responding
to calls for service, conducting initial criminal
investigations, making arrests, issuing citations, and
providing crime prevention services and proactive
problem-solving efforts, all focused on safeguarding the community.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 40,686,854 $ 45,091,388 $ 48,026,003 $ 50,088,936 4.30% $ 52,941,598 5.70% Services & Materials 992,657 1,114,300 376,152 376,152 0.00% 376,152 0.00% Capital Outlay - - 28,810 28,810 0.00% 28,810 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 41,679,511 $ 46,205,688 $ 48,430,965 $ 50,493,898 4.26% $ 53,346,560 5.65% Annual Percentage Change 10.86% 4.82% 4.26% 5.65%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$20,000,000
$40,000,000
$60,000,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Police Police Financial Summary
All Funding Sources Division: Police Investigations
Mission Statement Five-Year Expenditures
The mission of the Police is to safeguard our diverse
community through proactive law enforcement and
problem solving, treating all people with dignity and
respect.

Selected Service Objectives
• Detective Bureau conducts follow-up investigations on felony crimes, including homicides, felony assaults,
robberies, sexual assaults, domestic violence assaults, sexual assaults on children and minors, residential and commercial burglaries, identity theft, fraud, forgery, and elder abuse, among other offenses.
• Traffic Bureau consists of the Traffic Unit’s Motorcycle Officers who focus on community safety through
enforcement of traffic laws, investigation of serious
injury traffic collisions including fatalities, driving under the influence (DUI) enforcement, and coordinating
grant-funded focused enforcement efforts.
• Parking Enforcement Bureau’s Parking Enforcement
Officers (PEO) enforce applicable state and local codes which regulate parking in the City of Berkeley.
• Crime Scene Unit is responsible for properly identifying, seizing, and documenting forensic crime scene
evidence.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 15,747,937 $ 16,456,646 $ 15,436,007 $ 18,489,534 19.78% $ 19,020,758 2.87% Services & Materials 897,573 967,163 1,265,665 1,265,665 0.00% 1,265,665 0.00% Capital Outlay 53,416 83,877 115,350 115,350 0.00% 115,350 0.00% Internal Services & All Other 439,567 474,023 405,755 405,755 0.00% 405,755 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 17,138,493 $ 17,981,709 $ 17,222,777 $ 20,276,304 17.73% $ 20,807,528 2.62% Annual Percentage Change 4.92% (4.22%) 17.73% 2.62% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$8,000,000
$16,000,000
$24,000,000
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Police  City of Berkeley, California | Proposed Budget 2025 & 2026 Police Financial Summary
All Funding Sources Division: Professional Standards
Mission Statement Five-Year Expenditures
The mission of the Police is to safeguard our diverse
community through proactive law enforcement and
problem solving, treating all people with dignity and
respect.

Selected Service Objectives
• Administration of its hiring and training efforts, policy review and maintenance, and systems review, auditing,
and project coordination.
• Facilitates and coordinates all training needs for sworn and non-sworn staff.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 3,136,374 $ 3,288,885 $ 2,668,460 $ 3,430,383 28.55% $ 3,465,994 1.04% Services & Materials 775,242 672,514 568,603 568,603 0.00% 568,603 0.00% Capital Outlay - - 3,553 3,553 0.00% 3,553 0.00%
Adopted Tier 1 Funding *
Total Expenditures $ 3,911,616 $ 3,961,399 $ 3,240,616 $ 4,002,539 23.51% $ 4,038,150 0.89% Annual Percentage Change 1.27% (18.20%) 23.51% 0.89% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,500,000
$3,000,000
$4,500,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Police Police Financial Summary
All Funding Sources Division: Support Services
Mission Statement Five-Year Expenditures
The mission of the Police’ is to safeguard our diverse
community through proactive law enforcement and
problem solving, treating all people with dignity and
respect.

Selected Service Objectives
• Comprises the Support Services Lieutenant,
Communications Center Manager (who oversees the
Public Safety Communications Center which receives,
and dispatches calls for Police, Fire, and Medical
Services), the Berkeley City Jail, Records, Property and Evidence Unit, Public Safety Technology Systems Unit,
Warrant Unit, and Court Liaison Officer.
• Provides fundamental structural support across all
Department Divisions.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 12,443,703 $ 12,991,826 $ 15,583,216 $ 15,057,533 (3.37%) $ 15,384,316 2.17% Services & Materials 844,276 1,327,732 741,662 741,662 0.00% 741,662 0.00% Capital Outlay - - 754,648 754,648 0.00% 754,648 0.00% Internal Services & All
Other
2,312,867 2,503,054 1,799,162 1,799,162 0.00% 1,799,162 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 15,600,846 $ 16,822,612 $ 18,878,688 $ 18,353,005 (2.78%) $ 18,679,788 1.78% Annual Percentage Change 7.83% 12.22% (2.78%) 1.78% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$8,000,000
$16,000,000
$24,000,000
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Office of the Director of Police Accountability  City of Berkeley, California | Proposed Budget 2025 & 2026 Office of the Director of Police Accountability
Mission Statement
The purpose of the Director of Police Accountability is to investigate complaints filed against sworn employees of the Berkeley Police Department, to reach an independent finding as to the facts and recommend corrective action where warranted. The Director of Police Accountability may also serve as the Secretary to the Police Accountability Board and assist the Board in carrying out the duties prescribed herein.

Organizational Chart
Community
Investigator Police Accountability
Board Officer
Administrative
Support
City Council
Director of Police
Accountability
Office of the Director of Police Accountability Overview The Office of the Director of Police Accountability (ODPA), as outlined in Berkeley Charter Section 125(14), is charged with executing the duties of the Police Accountability Board (PAB) as specified. This includes overseeing the day-to-day operations of the Board office and staff, as well as conducting performance evaluations and disciplinary actions for all subordinate employees within the Board. All employees of the City of Berkeley under the ODPA’s purview are subject to the personnel regulations governing Berkeley’s municipal workforce.

The Director of Police Accountability plays a critical role in evaluating the conduct of sworn officers of the Berkeley Police Department in accordance with relevant laws, policies, and procedures. Investigative findings and recommendations are presented to the Police Accountability Board, which then advises the Chief of Police on specific complaints.

Additionally, the Director engages with various stakeholders, such as employee organizations, civil rights and liberties groups, and communities of color, to gather feedback on the work of both the PAB and the ODPA. This outreach ensures that diverse perspectives are considered in the oversight process.
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City of Berkeley, California | Proposed Budget 2025 & 2026  Office of the Director of Police Accountability Moreover, the ODPA is responsible for producing an annual public report, detailing the activities of the Board throughout the year. This report includes summaries of complaints received by both the Board and the
Police Department, providing transparency regarding the oversight process and its outcomes.

Challenges
The Office of the Director of Police Accountability (ODPA) has encountered several challenges during its transition from being under the purview of the City Manager’s Office to becoming a quasi-independent department. This shift has necessitated reliance on critical services from the City Manager’s Office and the City Attorney’s Office, leading to coordination challenges and adjustments in workflow.

The broader issue of recruitment and retention across the city has posed significant obstacles for the ODPA, as it struggles to fill vacancies. These challenges are not unique to the ODPA but reflect broader recruitment and retention issues faced by departments citywide.

Moreover, the complexities and multiple interpretations of the Charter language governing the ODPA’s responsibilities have added layers of complexity to its operations. This has required careful navigation and ongoing interpretation to ensure alignment with legal mandates.

Vacancies within the department, coupled with turnover and vacancies in the Board, have further strained the ODPA’s capacity to fulfill its duties effectively. The dual role of the ODPA, which encompasses both overseeing the investigatory duties of police accountability and providing secretarial/clerical support to the Police Accountability Board (PAB), adds an additional layer of complexity and workload.

Overall, these challenges highlight the ongoing efforts required to streamline operations, address staffing shortages, and ensure the effective functioning of the ODPA in its dual capacity.

Collaboration with key city offices, careful interpretation of the Charter, and strategic recruitment and retention efforts will be essential in overcoming these obstacles and advancing the mission of police oversight in Berkeley.

Accomplishments
The Office of the Director of Police Accountability (ODPA) has achieved significant milestones in its efforts to enhance police oversight and community engagement. With the support of Council, the ODPA successfully added an additional investigator to its investigative division, ensuring parity with internal affairs and facilitating thorough and timely personnel investigations.

In line with its commitment to community engagement, the ODPA actively participated in various events, including the Juneteenth festival and Know Your Rights Workshop at the HOPE Center. Additionally, the office facilitated Introduction to Berkeley Oversight Workshops at UC Berkeley and Berkeley High School, fostering greater awareness and understanding of police accountability among students and community members.

The launch of an assisted animal intervention program (believed to be the first in the field of civilian oversight), specifically a therapy animal program, represents another noteworthy accomplishment by the ODPA. This initiative aims to provide emotional support and assistance to individuals impacted by police-related incidents, furthering the office’s commitment to holistic support and intervention.
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Office of the Director of Police Accountability  City of Berkeley, California | Proposed Budget 2025 & 2026 Furthermore, the ODPA has prioritized professional development by participating in various training opportunities, including those offered by National Association for Civilian Oversight of Law Enforcement (NACOLE), International City/County Management Association (ICMA), Canadian Association for Civilian Oversight of Law Enforcement (CACOLE), and the American Society of Criminology (ASC). These engagements have allowed staff to stay abreast of best practices and emerging trends in police oversight and accountability.

In addition to these achievements, the ODPA hosted the 50 th anniversary celebration of civilian
oversight in the City of Berkeley. This event served as a significant milestone in recognizing the contributions of past and current stakeholders to the oversight movement. It brought together individuals who have played pivotal roles in shaping and advancing police accountability in Berkeley, fostering dialogue and collaboration among diverse stakeholders committed to enhancing transparency and community engagement in law enforcement practices. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Office of the Director of Police Accountability Police Accountability Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 3,251 652,028 555,947 926,442 1,245,033 1,284,306 Services & Materials - 76,793 263,261 126,136 126,136 126,136 Internal Services & All Other - 79,773 90,099 90,015 113,678 113,678 3,251 808,594 909,307 1,142,593 1,484,847 1,524,120 By Division:

Undefined 3,251 808,594 909,307 1,142,593 1,484,847 1,524,120 3,251 808,594 909,307 1,142,593 1,484,847 1,524,120 By Fund:

GF - Discreationary 3,251 808,594 909,307 1,142,593 1,484,847 1,524,120 3,251 808,594 909,307 1,142,593 1,484,847 1,524,120 dePart Ment Bud Get S
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Office of the Director of Police Accountability  City of Berkeley, California | Proposed Budget 2025 & 2026 Police Accountability Financial Summary
All Funding Sources Division: Undefined
Mission Statement Five-Year Expenditures
The mission of the Police Accountability is to investigate complaints filed against sworn employees of the Berkeley Police Department, to reach an independent finding as
to the facts and recommend corrective action where
warranted. The Director of Police Accountability may also serve as the Secretary to the Police Accountability Board and assist the Board in carrying out the duties prescribed herein.

Selected Service Objectives
• Oversees the day-to-day operations of the Board office and staff, and conducts performance evaluations and
disciplinary actions for all subordinate employees within the Board.
• Engages with various stakeholders, such as employee
organizations, civil rights and liberties groups, and
communities of color, to gather feedback on the work of both the PAB and the ODPA.
• Produces an annual public report, detailing the activities of the Board throughout the year.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 652,028 $ 555,947 $ 926,442 $ 1,245,033 34.39% $ 1,284,306 3.15% Services & Materials 76,793 263,261 126,136 126,136 0.00% 126,136 0.00% Internal Services & All Other 79,773 90,099 90,015 113,678 26.29% 113,678 0.00% Adopted Tier 1 Funding *
Total Expenditures $ 808,594 $ 909,307 $ 1,142,593 $ 1,484,847 29.95% $ 1,524,120 2.64% Annual Percentage Change 12.46% 25.66% 29.95% 2.64% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$600,000
$1,200,000
$1,800,000
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City of Berkeley, California | Proposed Budget 2025 & 2026  Parks, Recreation and Waterfront Parks, Recreation and Waterfront
Mission Statement
The Parks, Recreation and Waterfront Department is committed to administering excellent recreation programs at our community centers, camps, waterfront and parks; maintaining our trees and urban forest, landscaping and infrastructure; and developing capital projects with community input to improve and enhance residents’ park and facility experience.

Organizational Chart
Director
Administration
Division
Capital
Improvement
Division
Parks
Division
Recreation
Division
Waterfront
Division
Parks, Recreation and Waterfront Overview
The Parks, Recreation & Waterfront (PRW) Department maintains the City’s parks, playgrounds, pools, camps, community centers, and waterfront facilities; provides diverse recreation programs and special events throughout the year; delivers resident camps opportunities for youth, families and seniors; operates the largest public marina on the Bay; and plans, designs, and constructs capital improvements to Berkeley’s parks, recreation, and waterfront facilities and infrastructure.

PRW is organized into five division to deliver the following baseline services:
‣ Parks: This Division maintains Berkeley’s 55 parks, 63 play areas, 49 sports courts, 15 sports fields, 5 community centers, 2 clubhouses, 36 picnic areas, 35,000 street and park trees, 152 landscaped street medians and triangles, 263 irrigation systems, and 30 restrooms and out buildings. The Parks Division also organizes community volunteer days and participates in special events.
‣ Recreation and Youth Services: This Division provides a variety of programs and classes for all ages ranging from tots and pre-K to teens, youth, and adult sports, summer camps, therapeutic recreation, and adult fitness. The Division also operates the City’s swimming pools, tennis courts, basketball courts, skate park, community centers, and resident camps near South Lake Tahoe and Yosemite. The Division hosts multiple large special events for the community throughout the year.
‣ Waterfront: This Division operates the Berkeley Marina and its related facilities, including the docks, pilings, streets, pathways, parking lots, buildings, trails, Adventure Playground, and 1,000 boat and berth rentals. The Division also manages agreements with Waterfront dePart Ment Bud Get S
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Parks, Recreation and Waterfront  City of Berkeley, California | Proposed Budget 2025 & 2026 businesses, maintains Waterfront parks and facilities including Cesar Chavez Park, Shorebird Park and Nature Center, and the Adventure Playground, and manages special events. ‣ Capital Projects: This Division plans and manages capital improvement projects at City parks, park buildings, community centers, pools, camps, and the Waterfront. This includes park and facility planning and community engagement, grant acquisition, permitting, environmental review, design, and construction management. ‣ Administration: The Office of the Director provides overall management of the Department; communications with Council, Commissions and the public; financial management, budgeting, payroll, purchasing, contracts and accounting; and grant and lease administration.

Challenges
PRW’s current challenges include:
‣ Marina Fund: The Marina Fund applies revenue from berth rentals and leases toward costs for Waterfront maintenance, infrastructure, management, parks, and programs. The Fund is improving, bolstered by increasing slip occupancy, stronger restaurant and hotel performance, and historic investments in capital infrastructure. This would not have been possible without significant General Fund transfers to keep the Fund in the black over the last three years, including $2.55M in American Rescue Plan funds and $310k in personnel cost shifts; as well as a $265k one-time cost shift of Marina landscape staff to the Parks Tax. This was coupled with more than $7M in General Fund capital funding over the last two years to cover critical revenue-protecting Marina infrastructure projects including timber piling replacements and D&E dock replacement. The challenge for the next budget cycle will be to continue the momentum of increasing Marina berth occupancy and lease revenue and to close the structural deficit., Additional support will continue to be needed in FY25 and FY26 as there is an estimated need for $270k to cover operations over the two years; and an additional $3.075M in capital project needs. ‣ Camps Fund: The Camps Fund includes Berkeley Tuolumne Camp (BTC), Echo, Day Camp and Cazadero Camp. After 9 years of missing its leading revenue earner, BTC, and teetering on insolvency, the Fund is stabilizing. BTC struggled financially for the first 2 years, grossing just under $1M/year. However, this year, we’ve taken in just over $1M already, and we anticipate it growing to $1.2M before the end of the year, with new BTC marketing measures and programs. Revenue continues to be strong at Echo Lake Youth and Day Camp. While revenue overall is improving, there is still a structural deficit, and insufficient fund balance to cover the $550k in needed camp capital projects in FY25-26. In future years, as BTC grows and revenue increases, the Fund is expected to be in a better position to cover costs.
‣ Scholarships and Diversity, Equity & Inclusion (DEI) Initiatives: In the next budget cycle, PRW will continue to prioritize over 20 high-impact DEI initiatives, including increasing scholarships; increasing staff diversity; new and expanded programs for low socio-economic status (SES) residents; and focused improvements in south and west Berkeley. But funding for such programming is expensive and while staff have applied for a State Outdoor Equity grant to fund programs which provide low SES residents outdoor experiences, additional funding of $355k will be needed for camp scholarships and DEI initiatives, as the Camps Fund does not have the fund balance to cover these. dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Parks, Recreation and Waterfront ‣ Capital Projects: Despite significant investment in Parks, Camps and the Waterfront and related facilities from the General Fund, Parks Tax and Measure T1 Bond proceeds, the department has been faced with a number of existing and emergency capital projects and increased construction costs that have significantly outpaced inflation in recent years. While we have been successful at finding grant funds, there is a $4.485M funding gap for projects that need to be completed in FY25-26. We have 9 outstanding grant applications, some of which could offset these needs. An additional $360k is requested to offset the costs of staff management of PRW capital projects. ‣ Grant Match: There is a historic amount of grant funding available for infrastructure projects across the country. PRW has been successful in the last several years securing grants, leveraging nearly 15 times the amount of local investment in the last year alone.

The challenge going forward will be to identify the source of local matches – not just for PRW, but for all City departments. Some of the biggest grants are likely to be for departments like Public Works that manage transportation and energy investments.

Citywide, funding needs to be identified for the City to use as a local match so that we can compete effectively for these grants, and make the local dollars we spend go much further.

Accomplishments
Highlights of recent PRW accomplishments include:
‣ Grants: PRW receiv ed $18.889M in grants over the past year. Of the 23 grants we applied for, 11 were awarded, 11 are pending, and 1 was declined. Among the grants awarded were five State Coastal Conservancy grants totaling $15M for the Berkeley Waterfront for pier-ferry planning, main harbor dredging, dock replacement, trail improvements, and parking lot improvements; a $1M tree planting grant; and a $750K grant for the renovation of the Martin Luther King, Jr. Young Adult Program community center.

The local match required by the awarded grants was $1.275M, meaning that PRW was able to raise nearly 15 times the amount of local investment in grants.

Of the pending grants, three of them could offset PRW capital and operating budget requests in FY25 and 26. PRW applied for a $5.5M federal grant for the Santa Fe Right of Way project, a $3.6M State grant for the MLK YAP community center renovation; and a $511k State-funded Outdoor Equity grant.
‣ Staff Recruitment and Retention: PRW is proud to have one of the lowest vacancy rates in the City, with 94% of our 113 career positions filled. This has been driven by amazing support from the Human Resources Department, as well as Department-wide efforts to improve staff retention, through all-staff meetings, trainings, programs and conferences. Additionally, the Recreation Division has been able to successfully recruit hundreds of part-time staff to operate its summer program offerings, while other local cities are struggling to find enough employees to offer basic programs.
‣ Equitable Recreation Programming: PRW’s focus on making existing programs more accessible has been very successful. PRW implemented 20 high-impact DEI initiatives, including increasing scholarships; increasing staff diversity in camps and aquatics; new and expanded programs for low socio-economic status (SES) residents in camps, swim lessons, community gardens, and the Waterfront; and focused park, tree canopy and capital improvements in south and west Berkeley. We continue dePart Ment Bud Get S
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Parks, Recreation and Waterfront  City of Berkeley, California | Proposed Budget 2025 & 2026 to identify ways to fund and expand these efforts, including collaborating with the Youthworks program to fund and expand the low SES internship program piloted last year; and applying for an Outdoor Equity grant to fund and expand programs like Fresh Adventures, which brings new Berkeley campers to experience BTC and Echo Lake Camps.
‣ Trees Make Life Better Program: With suppor t from more than $2.2M in grant funding, PRW has established a “Trees Make Life Better” tree planting program, focused on expanding the tree canopy in South and West Berkeley. The grants cover staff costs, trees, planting materials, marketing, watering, and concrete cuts if needed, as well as to inform residents of the potential for new street trees. PRW has also engaged hundreds of volunteers at tree planting events, including at James Kenney Park, Ohlone Park, and Aquatic Park. At Aquatic Park, between volunteers and a contractor-led capital project to install irrigation and dig tree wells, more than 150 trees were planted between the highway and lagoon as part of an effort to create a nature-based separation between Interstate 80 and Aquatic Park, beautifying the Park with new tree canopy, and helping to increase the absorption of greenhouse gasses. Increasing the urban forest improves quality of life. Trees provide shade, produce oxygen, absorb carbon dioxide, stabilize temperatures, and reduce the cost of cooling.
‣ Capital Projects: PRW has been successful in completing capital projects and spending allocated capital funds, including, for example, the Marina Piling Replacement, Ohlone Playground and Mural Area, Aquatic Park Lagoon ADA Access, and Echo Tree Removal. Many more projects are under construction now, a sample of which includes the Grove Park playground and sports field; Berkeley Tuolumne Camp EV charging; 600 Addison-related Aquatic Park improvements; West Aquatic Park tree planting; Willard Park clubhouse and restroom; D&E dock replacement; Marina dredging; and Echo ADA. For the past two years, PRW won project of the year awards from the American Public Works Association (APWA) for the Marina Streets project and the Marina Piling Replacement project. In the last year, PRW has completed multiple capital projects and minor maintenance projects:
‣ Camps: Echo Lake Tree Removal (General Fund)
‣ Camps: Cazadero Riverbed Erosion – Phase 1 (Camps Fund) ‣ Parks: Grove Park Play Structures (Parks Tax, Grants, T1) ‣ Parks: Ohlone 2-5, 5-12 Play Structures and Mural Garden (Parks Tax, T1) ‣ Parks: Solano-Peralta Play Structure- Phase 1 (Parks Tax) ‣ Parks: John Hinkel Park Hut- Design Only (Parks Tax)
‣ Parks: 63rd Mini- Park Community Garden (Parks Tax)
‣ Parks: James Kenney Skate Spot – Design Only (Parks Tax) ‣ Pools: King Pool Painting, Floors, Mechanical and Electrical Improvements (General F
und)
‣ Waterfront: Bike Park - Design only (Parks Tax)
‣ Waterfront: Misc. Piling Replacement (CIP , GF , Marina Fund, T1) ‣ Waterfront: Finger Dock Replacement Phases 3 and 4 (Marina Fund) dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Parks, Recreation and Waterfront Parks, Recreation & Waterfront Financial Summary
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopte
d
FY 2025
Proposed
FY 2026
Proposed

EXPENDITURES
By Type:

Salaries & Benefits 19,085,401 20,304,103 21,521,703 23,493,038 24,990,110 25,517,303 Services & Materials 11,279,417 11,831,966 12,174,317 10,237,574 10,176,014 10,353,626 Capital Outlay 27,400,589 27,808,132 7,996,311 13,442,005 4,147,369 3,188,802 Internal Services & All Other 3,029,643 3,590,276 3,885,693 6,566,625 8,324,266 8,313,983 60,795,050 63,534,477 45,578,024 53,739,242 47,637,759 47,373,714 By Division:

PRW - Director 2,925,368 3,268,788 3,518,715 3,848,174 3,712,067 3,864,664 PRW - Parks 11,386,587 11,999,569 11,864,854 12,674,058 14,048,007 14,639,694 PRW - Recreation 25,077,435 29,553,216 13,843,633 11,366,197 12,086,113 12,244,148 PRW - Waterfront 4,442,217 5,062,780 5,438,853 5,729,714 5,936,187 6,052,110 PRW - Capital Improvement 16,963,443 13,650,124 10,911,969 20,121,099 11,855,385 10,573,098 60,795,050 63,534,477 45,578,024 53,739,242 47,637,759 47,373,714 By Fund:

GF - Discreationary 7,304,227 8,757,649 9,693,629 9,359,348 9,785,501 9,880,201 Gilman Sport Field 113,685 303,864 288,303 297,279 318,415 327,550 Gilman Fields Reserve (26,581) - - - - -
Playground Camp 19,137,449 23,087,389 6,794,160 3,614,269 3,911,261 3,963,019 State Transportation Tax - 1,000,000 - - - -
Meas B - Local Streets and RDS - 397,349 - - - -
Meas BB - Local Streets and RD - 927,934 - - - -
Park Tax 16,539,554 15,535,040 14,694,064 15,857,357 19,671,951 19,869,958 Miles Lab 167,671 514 - - - -
Measure FF - Public Safety - - 40,000 - - -
Youth Lunch 34,826 57,897 64,530 69,820 111,153 113,153 CA Integrated Waste Mgmt 5,975 2,392 682 - - -
Community Action Program 52,383 153 - - - -
One-Time Grant:No Cap Exp 295,575 402,767 606,807 4,016,809 147,161 149,185 MTC 124,619 - - - - -
FEMA - - 53,756 - - -
Meas WW - Park Bond - Grant 551,598 1,220 - - - -
Capital Improvements 1,463,966 323,425 2,084,052 3,710,000 400,000 400,000 Meas T1 - Infrstr and Fac 8,900,247 4,384,663 2,815,428 8,830,488 4,822,365 3,941,804 Zero Waste 186,629 180,473 155,498 195,517 52,403 52,825 Mar - Coastal Conservancy 36,480 7,868 - - - -
Mar - Dept of Boating & Wtrwy 11,120 79,160 30,602 - - - Marina Operations/Maint 5,895,627 8,084,720 8,256,513 7,788,355 8,417,549 8,676,019 60,795,050 63,534,477 45,578,024 53,739,242 47,637,759 47,373,714 dePart Ment Bud Get S
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Parks, Recreation and Waterfront  City of Berkeley, California | Proposed Budget 2025 & 2026 Parks, Recreation & Waterfront Financial Summary
All Funding Sources Division: PRW - Director
Mission Statement Five-Year Expenditures
The mission of the Parks, Recreation & Waterfront is
committed to administering excellent recreation programs at our community centers, camps, waterfront and parks;
maintaining our trees and urban forest, landscaping
and infrastructure; and developing capital projects with community input to improve and enhance residents’ park
and facility experience.

Selected Service Objectives
• Provides overall management of the Department;
communications with Council, Commissions and the
public; financial management, budgeting, payroll,
purchasing, contracts and accounting; and grant and
lease administration.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits** $ 1,583,002 $ 1,598,059 $ 1,620,556 $ 1,181,598 (27.09%) $ 1,222,358 3.45% Services & Materials 206,814 323,234 724,727 741,927 2.37% 741,927 0.00% Capital Outlay - 99,969 26,825 7,125 (73.44%) 7,125 0.00% Internal Services & All Other 1,478,972 1,497,453 1,476,066 1,781,417 20.69% 1,893,254 6.28% Adopted Tier 1 Funding *
Total Expenditures $ 3,268,788 $ 3,518,715 $ 3,848,174 $ 3,712,067 (3.54%) $ 3,864,664 4.11% Annual Percentage Change 7.65% 9.36% (3.54%) 4.11% ** FY 2025 and FY 2026 Salaries and Benefits, the amounts include General Fund salary savings target.

FY 22 FY 23 FY 24 FY 25 FY 26
$0
$1,500,000
$3,000,000
$4,500,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Parks, Recreation and Waterfront Parks, Recreation & Waterfront Financial Summary
All Funding Sources Division: PRW - Parks
Mission Statement Five-Year Expenditures
The mission of the Parks, Recreation & Waterfront is
committed to administering excellent recreation programs at our community centers, camps, waterfront and parks;
maintaining our trees and urban forest, landscaping
and infrastructure; and developing capital projects with community input to improve and enhance residents’ park
and facility experience.

Selected Service Objectives
• Maintains Berkeley’s 55 parks, 63 play areas, 49
sports courts, 15 sports fields, 5 community centers,
2 clubhouses, 36 picnic areas, 35,000 street and park
trees, 152 landscaped street medians and triangles, 263 irrigation systems, and 30 restrooms and out buildings.

The Parks Division also organizes community volunteer
days and participates in special events.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 8,241,285 $ 8,115,383 $ 8,496,276 $ 9,508,168 11.91% $ 9,728,993 2.32% Services & Materials 2,781,950 2,682,373 3,285,632 3,401,290 3.52% 3,485,410 2.47% Capital Outlay 25,000 31,592 143,004 138,100 (3.43%) 142,243 3.00% Internal Services & All Other 951,334 1,035,506 749,146 1,000,449 33.55% 1,283,048 28.25% Adopted Tier 1 Funding *
Total Expenditures $ 11,999,569
$
11,864,854 $ 12,674,058 $ 14,048,007 10.84% $ 14,639,694 4.21% Annual Percentage Change (1.12%) 6.82% 10.84% 4.21% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$6,000,000
$12,000,000
$18,000,000
dePart Ment Bud Get S
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Parks, Recreation and Waterfront  City of Berkeley, California | Proposed Budget 2025 & 2026 Parks, Recreation & Waterfront Financial Summary
All Funding Sources Division: PRW - Recreation
Mission Statement Five-Year Expenditures
The mission of the Parks, Recreation & Waterfront is
committed to administering excellent recreation programs at our community centers, camps, waterfront and parks;
maintaining our trees and urban forest, landscaping
and infrastructure; and developing capital projects with community input to improve and enhance residents’ park
and facility experience.

Selected Service Objectives
• Provides a variety of programs and classes for all ages ranging from tots and pre-K to teens, youth, and adult
sports, summer camps, therapeutic recreation, and adult fitness. The Division also operates the City’s swimming pools, tennis courts, basketball courts, skate park,
community centers, and resident camps near South
Lake Tahoe and Yosemite. The Division hosts multiple
large special events for the community throughout the
year.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 6,162,088 $ 6,940,857 $ 8,164,987 $ 8,412,033 3.03% $ 8,544,984 1.58% Services & Materials 4,553,304 3,664,462 2,902,862 3,491,352 20.27% 3,503,919 0.36% Capital Outlay 18,792,814 3,181,866 19,610 73,000 272.26% 18,000 (75.34%) Internal Services & All Other 45,010 56,448 278,738 109,728 (60.63%) 177,245 61.53% Adopted Tier 1 Funding *
Total Expenditures $ 29,553,216
$
13,843,633
$
11,366,197 $ 12,086,113 6.33% $ 12,244,148 1.31%
Annual Percentage Change (53.16%) (17.90%) 6.33% 1.31% FY 22 FY 23 FY 24 FY 25 FY 26
$0
$12,000,000
$24,000,000
$36,000,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Parks, Recreation and Waterfront Parks, Recreation & Waterfront Financial Summary
All Funding Sources Division: PRW - Waterfront
Mission Statement Five-Year Expenditures
The mission of the Parks, Recreation & Waterfront is
committed to administering excellent recreation programs at our community centers, camps, waterfront and parks;
maintaining our trees and urban forest, landscaping
and infrastructure; and developing capital projects with community input to improve and enhance residents’ park
and facility experience.

Selected Service Objectives
• Operates the Berkeley Marina and its related facilities, including the docks, pilings, streets, pathways, parking lots, buildings, trails, Adventure Playground, and 1,000 boat and berth rentals.
• Manages agreements with Waterfront businesses,
maintains Waterfront parks and facilities including
Cesar Chavez Park, Shorebird Park and Nature Center,
and the Adventure Playground, and manages special
events.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 2,459,431 $ 2,668,511 $ 2,805,537 $ 3,100,745 10.52% $ 3,159,626 1.90% Services & Materials 1,532,156 1,554,528 1,537,272 1,782,317 15.94% 1,836,858 3.06% Capital Outlay 28,173 22,377 48,450 20,810 (57.05%) 21,434 3.00% Internal Services & All Other 1,043,020 1,193,437 1,338,455 1,032,315 (22.87%) 1,034,192 0.18% Adopted Tier 1 Funding *
Total Expenditures $ 5,062,780 $ 5,438,853 $ 5,729,714 $ 5,936,187 3.60% $ 6,052,110 1.95% Annual Percentage Change 7.43% 5.35% 3.60% 1.95%
FY 22 FY 23 FY 24 FY 25 FY 26
$0
$2,500,000
$5,000,000
$7,500,000
dePart Ment Bud Get S
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Parks, Recreation and Waterfront  City of Berkeley, California | Proposed Budget 2025 & 2026 Parks, Recreation & Waterfront Financial Summary
All Funding Sources Division: PRW - Capital Improvement Mission Statement Five-Year Expenditures
The mission of the Parks, Recreation & Waterfront is
committed to administering excellent recreation programs at our community centers, camps, waterfront and parks;
maintaining our trees and urban forest, landscaping
and infrastructure; and developing capital projects with community input to improve and enhance residents’ park
and facility experience.

Selected Service Objectives
• Plans and manages capital improvement projects at
City parks, park buildings, community centers, pools,
camps, and the Waterfront. This includes park and
facility planning and community engagement, grant
acquisition, permitting, environmental review, design,
and construction management.

Five Year History
Audited Actual Budget
FY 22 FY 23
Adopted
FY 24
Proposed
FY 25
% Change
From PY
Proposed
FY 26
% Change
From PY
Expenditure Category
Salaries & Benefits $ 1,858,297 $ 2,198,893 $ 2,405,682 $ 2,787,566 15.87% $ 2,861,342 2.65% Services & Materials 2,757,742 3,949,720 1,787,081 759,128 (57.52%) 785,512 3.48% Capital Outlay 8,962,145 4,660,507 13,204,116 3,908,334 (70.40%) 3,000,000 (23.24%) Internal Services & All
Other
71,940 102,849 2,724,220 4,400,357 61.53% 3,926,244 (10.77%) Adopted Tier 1 Funding *
Total Expenditures $ 13,650,124 $ 10,911,969 $ 20,121,099 $ 11,855,385 (41.08%) $ 10,573,098 (10.82%) Annual Percentage Change (20.06%) 84.39% (41.08%) (10.82%) FY 22 FY 23 FY 24 FY 25 FY 26
$0
$8,000,000
$16,000,000
$24,000,000
dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Public Works Public Works
Mission Statement
The Public Works Department is committed to providing quality services to the Berkeley community with pride, courtesy, and excellence.

Organizational Chart
Office of the Director
Deputy Director of Public
Works
Administrative and
Fiscal Services
Deputy Director of Public
Works
■ Equipment Maintenance
■ Streets and Utilities
■ Zero Waste
■ Facilities Maintenance
■ Engineering
■ Transportation
■ Library
Public Works Overview
The Department of Public Works is organized into eight divisions to deliver the following services:
‣ Office of the Director: The Dir ector’s Office provides department-wide leadership, management oversight, and policy direction to Public Works divisions for overall operations and implementation; information technology projects; audits and accreditation management; and employee labor relations, and training and development.

Public Works has two Deputy Directors to assist the Director in these efforts. Duties and areas of responsibility are divided into two separate areas: Deputy Director of Operations and Deputy Director of Engineering & Transportation.
‣ Administrative and Fiscal Services Division: The Administrative and Fiscal Services Division is responsible for the Department’s budget and fiscal oversight, regulatory compliance and reporting, and analytical support for routine and special projects in all Public Works operating divisions. Division functions include: budget development; implementation and oversight for the annual operating and capital budgets; fund management; fiscal and administrative policy development and process improvements; contract administration and grants compliance; and purchasing, payroll and accounting services for approximately 350 full time staff.
dePart Ment Bud Get S
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Public Works  City of Berkeley, California | Proposed Budget 2025 & 2026 ‣ Engineering Division: Th e Engineering Division is comprised of the following programs and responsibilities: Street Pavement Infrastructure Management; Sanitary Sewer Capital and Regulatory Compliance Programs; Storm Water Capital and Regulatory Compliance Programs; Creeks/Watershed Management; Sidewalk Capital Program; Buildings/ Facilities Capital Program; Disability Compliance and Program Coordination; Construction Management and Inspection; Land Development and Plan Review; Land Surveying; and Drafting/ GIS services. Engineering is also responsible for coordination of utility service markings, issuance of permits, and coordination and inspection for outside utility agency projects.
‣ Zero Waste Division: The Zero Waste Division (ZWD) is an enterprise funded operation within the Department of Public Works with an operations staff of more than 100, 50+ fleet of vehicles and funds another 27.3 FTEs throughout other Public Works divisions and other City departments. The ZWD provides the weekly curbside collection service of refuse and compost for over 23,000 single family and multi-family (up to five units) residential customers and up to seven-day per week curbside collection service of refuse, dual-stream recyclables (fiber and containers collected separately) and compost for over 5,000 multi-family (more than six units) and commercial customers.

ZWD also manages third party vendor provided contracts for: 1) landfill disposal services; food/green material offsite hauling and composting; and offsite hauling and recycling of construction and demolition, metal, tires, cylinders and appliances; and 2) third-party non-profit organizations for: the collection of residential dual-stream recyclables (8,400 tons per year); 3) operates Berkeley Recycling for the sorting, processing and marketing of residential, multi-family and commercial recyclables (16,000 tons per year and a Recycling Buyback and Drop Off program; and salvaging of reusable materials dropped off at the Transfer Station (1,000 tons annually). ‣ Transportation Division: The Transportation Division provides traffic engineering, transportation planning, bicycle and pedestrian planning, project development, and parking management services that support safe and effective movement of people and goods in and through Berkeley. The Division also provides transportation review of private development projects and interagency coordination on regional transportation projects.

Key Division and Department values include safety, equitable mobility, and environmental and financial sustainability.
‣ Facilities Management Division: The F acilities Management Division includes electrical maintenance and the Radio Shop; building maintenance and janitorial services; and property management support. This Division maintains 900,000 square feet of public service facilities; installs and maintains traffic signals and pedestrian control devices at approximately 140 intersections; maintains approximately 8,000 LED streetlights; and installs and maintains Police and Fire Department vehicle radios, sirens, lighting, and radio system infrastructure, including interface with the regional public safety radio system. The Division also maintains sound systems for Council meetings and special events and radio alarms at sewage lift stations.
‣ Streets & Utilities Division: The Streets and Utilities Division maintains and repairs the City’s curbs, sidewalks and pathways, 214 miles of streets, 400 miles of sanitary sewers, and 78 miles of storm water piping, including approximately 5,800 storm structures and 30 green infrastructure installations. In partnership with business improvement districts, the Division manages the Clean City Program by providing street and sidewalk sweeping and cleaning services, including unattended property removal/ storage and illegal dumping removal. The Streets and Utilities Division also coordinates dePart Ment Bud Get S
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City of Berkeley, California | Proposed Budget 2025 & 2026  Public Works with Transportation, Engineering and Parking Services staff to maintain traffic signs, pavement markings, and the City’s 3,750 metered spaces. ‣ Equipment Maintenance Division: The Equipment Maintenance Division operates facilities at both the Corporation Yard and Transfer Station. Staff in this Division manage the maintenance as well as purchase and replacement of the City’s 730 fleet vehicles, heavy duty trucks and large equipment, including public safety, fire, and alternative fuel vehicles and equipment.

Challenges
Major challenges the Public Works Department has faced over FY 24 include:
‣ Vacancy Rate and Management Turnover: Throughout all of FY 24, Public Works has experienced a vacancy rate among career positions at about 15-18%. Additionally, in calendar 2023, the department turned over its Department Director, both Deputy Directors and a handful of other senior manager positions. In addition to the loss of executive experience and institutional knowledge, with vacant positions, work gets delayed, remaining staff already at capacity absorb more work, and morale is impacted. Staff has worked hard in coordination with Human Resources in expediting internal processes to fill positions more quickly and reduce the vacancy rate, and the three top executive positions have been filled.
‣ Critical Unfunded Needs: Public Works is charged with the maintenance of city facilities and public right-of-way infrastructure. Recurring funding to support maintenance of this infrastructure remains perennially underfunded. The longer the asset’s maintenance is deferred, the greater the future costs are to repair or replace. An FY 22 revised estimate of these assets under the department’s portfolio projects an accumulated $1.8 Billion in deferred maintenance costs and needed improvements. Bond Measure L, which would have raised significant funding towards addressing the infrastructure funding gap and improving Berkeley streets, sidewalks, storm facilities, buildings and traffic safety infrastructure failed to pass in November 2022. Elevated levels of funding for Streets (>$8.0M/yr), and ADA Improvements ($250-500k/yr), are proposed for funding in FY 25-26 to stem the growth of deferred maintenance costs. ‣ Key Challenged Funds/Programs:
‣ For both the On-Street Parking Fund (Meters) and Off-Street Parking Fund (Garages), Revenue has begun to return to approach pre-COVID levels, but the fund balances for both funds are still depleted and necessary capital outlays including funding for the citywide Parking Meter Replacement project projects to run the combined parking fund balances negative over the next two fiscal years. ‣ Equipment Maintenance Fund has depleted its fund balance and is trending negative due to rising fuel outlays and Fleet program expenses that are not able to be collected via the current internal service fund cost recovery mechanisms.

An Equipment Maintenance Fund rate update is pending being rolled out in FY 25/26 with a new cost allocation methodology that would rebalance the fund and correct the operational deficit.
‣ Building Purchases and Management Fund (1947 Center Street) fund balance is negative due the complete vacancy of the 6
th floor, which previously was leased as
a premium floor to an outside organization. The space has been reserved for ITS Department’s planned move since 2021, but the move was delayed originally due to dePart Ment Bud Get S
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