Berkeley City Council
September 10, 2024

More than one Ethnicity *
Declined to Answer (or Unknown) 55%
Primary Language Used
English *
Spanish *
Other language *
Declined to Answer (or Unknown) 81%
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
No Disability *
Declined to Answer (or Unknown) 96%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 50%
Female 40%
Declined to Answer (or Unknown) 10%
Current Gender Identity
Male 44%
Female 37%
Another Gender Identity *
Declined to Answer (or Unknown) 17%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

The projected numbers of individuals to be served in FY25 per age groups are as follows:
0-15 years = 820 individuals.

Community Education & Supports Program
The Community Education & Supports program implements culturally-responsive psycho-educational trauma support services for individuals (18 and above) in various cultural, ethnic and age specific populations that are unserved, underserved and inappropriately served in Berkeley including: African Americans; Latino/a/x; LGBTQIA+; TAY; and Senior Citizens. Services are conducted through five community-based organizations.
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In FY23 the Community Education & Supports program participated in the HHCS Results-Based Accountability (RBA) Evaluation. In an aggregated summary across the five projects within this program the following work was conducted: 549 Support Groups/Workshops; 2,693 Support Group/Workshop encounters; 476 Outreach activities; 4,001 Outreach Contacts; and 393 Referrals.

Descriptions of the five projects within the Community Education & Supports program along with FY23 data and RBA evaluation results, are outlined below:
 Transition Age Youth Trauma Support Project
Implemented through Youth Spirit Artworks (YSA) this project provides supportive services for Transition Age Youth (TAY) who are suffering from the impact of trauma and/or other life stressors and are homeless, marginally housed, or housed but in need of supports. The project serves a wide range of youth from various cultural and ethnic backgrounds who share the common goal of living lives less impacted by trauma and more impacted by wellness. The project consists of the following four components: One-on-one sessions that assess individuals needs around trauma supports and support group readiness; psycho- educational support groups; youth social outings that provide TAY with exposure to healthy settings designed to enhance life skills and choices; and youth celebratory events that are held to convene youth around a positive occasion to acknowledge the various small and large accomplishments of TAY participants, and build trust and community. Approximately 30-35 TAY receive services through this project a year.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community
defined evidence practices (CDEPs).
• Youth engagement and outreach strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college.

In FY23, YSA went through many changes. A new program model was crafted and implemented with the intention of redesigning and refining the organization’s programs and theory of change. Staff received training on theory of change, program development, ACES Science, trauma informed practices, the politics of trauma, facilitation skills, positive youth development, strength-based model, community resilience 23

model, somatic awareness, individual coaching, housing navigation skills and curriculum and evaluation introduction. This change and shift in culture expanded the program offerings. The components and activities were designed with specific outcomes in mind and with the intention to increase intervention, engagement, and opportunities for the young people being served.

In FY23, 83 youth participated in one or more program services. Demographics on youth served were as follows:

DEMOGRAPHICS N = 83
Age Group
16-25 (Transition Age Youth) 100% Race
American Indian or Alaska Native *
Asian *
Black or African American 48%
White *
More than one Race 28%
Declined to Answer (or Unknown) * Ethnicity: Latino/Latina/Latinx
Mexican/Mexican American-Chicano 18%
Declined to Answer (or Unknown) 15%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Declined to Answer (or Unknown) 66%

Primary Language Used
English 100%
Sexual Orientation
Gay or Lesbian * Heterosexual or Straight 27% Bisexual 33%
Questioning or Unsure of sexual orientation * 24

Another sexual orientation * Declined to Answer (or Unknown) 26% Disability Status
Declined to Answer (or Unknown) 100% Veteran Status
No 100%
Gender: Assigned sex at birth
Male 21%
Female 28%
Declined to Answer (or Unknown) 51% Current Gender Identity
Male 25%
Female 28%
Transgender *
Genderqueer *
Another Gender Identity * Declined to Answer (or Unknown) * *Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA measures during the reporting timeframe were as follows: Six Behavioral Health Education Groups were conducted reaching 99 individuals; 100 Peer Mentoring sessions were conducted reaching 75 individuals; 108 Art Therapy sessions were conducted reaching 107 individuals; and 32 individuals participated in 6 events.

Feedback per participant self-report was as follows:
• 84% reported that groups were helpful;
• 70% of Art as Therapy participants reported that they feel their Behavioral Health is improved or very improved.

Program Successes:

Youth participated and were engaged in the program changes. Youth engaged in being trained in theory of change and understood the feedback loop and how YSA would assess them to help evaluate program effectiveness, satisfaction, and facilitator engagement. In addition, youth engaged in leadership development through facilitation, curriculum, and event planning training to assist in their future developments in leading peers and community.

Youth within the village were also connected to youth leadership opportunities, and were engaged in life skills development such as financial wellness, and cooking workshops. Both workshops were created to 25

assist youth in being financially independent and well, while redirecting learned survival skills into resilience building opportunities that create building blocks for growth. Youth led and organized a fashion show “Out Of The Binary” where they created all of the fashion pieces for the runway. Youth also planned, organized, advertised, and facilitated the entire event using skills that they acquired through youth leadership meetings, and youth leadership training spaces. A total of 30 referrals & linkages were provided to youth in Berkeley.

Project Challenges:

A big program challenge was dealing with staff training and buy-in. Many of YSAs staff were former youth participants and many struggled with similar challenges as the youth that were being served. During this time YSA was challenged with staff understanding the importance of data collection and evaluation. Staff were not trained on using data to drive programmatic changes, which at times led to resistance and eventually the loss of some staff.

The projected numbers of individuals to be served in FY25 per age groups are as follows:
16-25 years = 85 individuals.

 Trauma Support Project for LGBTQIA+ Population

Implemented through the Pacific Center for Human Growth, this project provides outreach, engagement and support group services for individuals (18 and above) in the LGBTQIA+ community who are suffering from the impact of oppression, trauma and other life stressors. Particular emphasis is on outreaching and providing supportive services to identified underserved populations within the local LGBTQIA+ community. Approximately 12-15 weekly or bi-weekly support groups are held throughout the year targeting various populations and needs within the LBGTQIA+ community. Support groups are led by Peer Facilitator community volunteers who are trained in Group Facilitation/Conflict Resolution and who have opportunities to participate in additional Skill Building workshops in order to share methods used to address group challenges and to learn new facilitator techniques. Approximately 250 individuals a year are served through this project.
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PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Youth Engagement and Outreach Strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college.
• Strategies targeting the mental health needs of older adults.

In FY23, a total of 275 individuals were served. Demographics on individuals served include the following:

DEMOGRAPHICS N=275
Age Groups
16-25 (Transitional Age Youth) 13%
26-59 (Adult) 67%
Ages 60+ (Older Adult) 17%
Declined to Answer (or Unknown) *
Race
American Indian or Alaska Native *
Asian *
Black or African American * White 58%
More than one Race *
Other *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Carribbean *
Mexican/Mexican-American Chicano *
Puerto Rican * Other *
27

Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Chinese 5%
Eastern European *
European 26%
Filipino *
Korean *
Middle Eastern *
Vietnamese *
More than one Ethnicity 14%
Other *
Declined to Answer (or Unknown) 29%

Primary Language Used
English 97%
Spanish *
Declined to Answer (or Unknown) *

Sexual Orientation
Gay or Lesbian 19%
Heterosexual or Straight * Bisexual 10%
Questioning or Unsure *
Queer 12%
Another Sexual Orientation 49%
Declined to Answer (or Unknown) *

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Disability
Difficulty Hearing or Having Speech
Understood
*

Mental Domain not including a mental illness
(including but not limited to a learning
disability, developmental disability or
dementia)
8%

Physical/mobility domain *
Chronic health condition (including but not
limited to chronic pain)
8%
Other (Specify) 17%
No Disability 64%
Veteran Status
Yes *
No 95%

Declined to Answer (or Unknown) *

Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%

Current Gender Identity
Male 15%

Female 12%

Transgender 29%

Genderqueer *

Questioning or Unsure *
Another gender identity 37%

Declined to Answer (or Unknown) *

*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA outcomes during the reporting timeframe were as follows: There were 88 referrals for additional services and supports. The number and type of ref
errals were as follows: 47 Mental Health; 20 Physical
Health; 12 Social Services; 3 Housing; 6 Other unspecified services. To assess the project services, a self- 29

administered Peer Support Group Survey was distributed to all peer group members. Survey results were as follows:
• 98% indicated they would recommend the organization to a friend or family member; • 95% felt like staff and facilitators were sensitive to their cultural background; • 88% reported they deal more effectively with daily problems; • 84% indicated they have trusted people they can turn to for help; • 85% felt like they belong in their community.

Program Successes:
• Peer groups continued to run uninterrupted and to be a vital support to the LGBTQIA+ community during the reporting timeframe.
• 92.4% of participants reported that the peer support group(s) they attended helped them to feel safe t
alking about their gender.
• 88% reported that the peer support group(s) they attended helped them to feel safe in talking about their sexuality.
• The primary goal in FY23 was to increase capacity and reduce burnout for the group facilitators. To that end,16 new facilitators were on-boarded and an additional 3 facilitators were re-trained at their request. • A f
ull set of Diversity Equity and Inclusion trainings were also offered including one that was co- facilitated by a peer facilitator and our Community Programs Director.

Program Challenges:
• During quarter three facilitators struggled with the Diversity Equity and Inclusion trainings offered and felt they were ready to move beyond the basics of inclusion and wanted more tools to interact with group members around issues of race, privilege, neurodivergence etc. • In quarter four, the Diversity Equity and Inclusion training was co-f acilitated by the Community
Programs Director and a peer group facilitator and focused on lowering barriers to access and creating a more inclusive and welcoming space.

The projected numbers of individuals to be served in FY25 are as follows: 16-25 years = 40 individuals; 26-59 years = 176 individuals; 60+ years = 52 individuals.

 Living Well Project
Implemented through Center for Independent Living, this project provides services for Senior Citizens (aged 50 and over) who are coping with trauma and/or mental health issues associated with acquired disabilities.

Senior Citizens with acquired disabilities are one of the most difficult groups to reach with disability services. It is similarly difficult to intervene with this group’s developing mental health issues related to aging and the traumatic impact of acquiring one or more disabilities (such as loss of mobility, vision, hearing, et al). The core of the project is a wellness workshop series entitled “Living Well with a Disability”. Through a combination of education, goal setting, group and peer counseling, the workshop series is designed to promote positive attitudinal shifts in a population who, despite the tremendous need for care, are often typically not responsive to mental health intervention. The workshop series includes a 10 week, one to two-hour class conducted by Peer Facilitators, and an optional 30-minute counseling session. 30

Counseling sessions are designed to monitor curriculum impact and continually assess individual goals and resource needs. This project serves up to 150 Older Adults a year.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Strategies targeting the mental health needs of older adults.

In FY23, a total of 73 individuals participated in the Living Well Workshop Series program. Demographics of Workshop participants are outlined below:

DEMOGRAPHICS N=73
Age Groups
Age 60+ (Older Adult) 88%
Declined to Answer (or Unknown) *

Race
Asian 23%
Black or African American 22%
White 34%
Other *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American-Chicano *
Other *
Declined to Answer (or Unknown) *

31

Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Asian Indian/South Asian *
Chinese *
European 19%
Middle Eastern *
Other 25%
Declined to Answer (or Unknown) *
Primary Language Used
English 79%
Other *
Declined to Answer (or Unknown) *

Sexual Orientation
Declined to Answer (or Unknown) 100%

Disability
Difficulty Seeing *
Difficulty Hearing or Having Speech Understood 22%
Mental (not mental health) *
Physical/mobility disability *
Chronic health condition 22%
Other Disability *
No Disability *

Declined to Answer (or
Unknown)
*

Veteran Status
Yes *
No 71%
Declined to Answer (or Unknown) *

Gender: Assigned Sex at birth
Male *
Female 69%
Declined to Answer (or Unknown) *
32

Current Gender Identity
Male *
Female 71%
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA outcomes during the reporting timeframe were as follows: Four outreach and informational events were conducted reaching 51 individuals. A total of 99 individuals participated in the Living Well Workshop series and 72 received engagement services. There were 149 referrals for additional services and supports.

The number and type of referrals included 46 Mental Health; 27 Physical Health; 38 Social Services; 26 Housing; 12 other unspecified services.

Feedback per participant self-report was as follows:
• 93% reported they felt satisfied with the workshops;
• 93% indicated an improvement in feeling satisfied in general; • 93% had increased feelings of social supports;
• 93% felt prepared to make positive changes; and
• 93% reported they felt less overwhelmed and helpless.

Project Successes:
• The Living Well programming continued to be well attended, especially the PEERS group, which is a peer-based support and discussion group focused on mental and emotional health for seniors. • New seniors attended every quarter, and participant survey’s demonstrated positive outcomes. • Due to the success of the program, the Senior and Aging Engagement Specialist received numerous requests to host Living Well workshops at additional locations.

Project Challenges:
• The Living Well project continued to experience the impacts of the ongoing pandemic; older adults are still at higher risk for complications from Covid-19. Some staff also got COVID/experienced long COVID, which impacted the program.
• A majority of participants expressed that they did not feel comfortable answering all of the demographic and life situation questions required by the MHSA reporting. The Management Team is continuing to work with the Senior and Aging Engagement Specialist to devise strategies to support getting the required information, and also to ensure that trust, confidentiality, and person-centered services remain at the core of the work.
• The Center for Independent Living transferred to a new customer relationship management (CRM) software called MiCil, and the shift between the two CRMs, as well as the on-ramp period to get Living Well staff familiar with the new system and ensure it was accessible to them, created challenges in getting numbers and reports in in a timely manner.
• There was also some transition in Senior Management staff, which led to a delay in invoicing and financial reports on a couple of occasions.
• The agency had an Interim Executive Director during the reporting timeframe and has continued search for a new Executive Director.
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• The program structure shifted to include more managers, which will hopefully alleviate some of the challenges, particularly around data management.
• A Data and Reporting Specialist was hired, who works closely with the Senior and Aging Engagement Specialist to ensure Living Well data is tracked in an accurate and comprehensive manner.

It is anticipated that these issues will be ameliorated within the current fiscal year, as the Living Well program systems, policies, and procedures are being revised and revitalized.

The projected numbers of individuals to be served in FY25 per age groups are as follows:
26-59 = 10 individuals; 60+ = 70 individuals

 Soul Space Project
The Soul Space Project for African Americans is implemented through ONTRACK Program Resources.

This project assists African Americans in Berkeley to access culturally, ethnically, and linguistically responsive and trauma-informed prevention and early intervention services. Project services include:
community education; outreach and engagement; individual quality of life assessments; coaching; empowerment planning; referrals; navigation supports; support groups; and life skills training.

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Youth Engagement and Outreach Strategies that target secondary school and transition age, with a priority on partnership with college mental health programs, and transition age youth not in college.
• Strategies targeting the mental health needs of older adults.

In FY23, 35 individuals were served. Demographics on individuals served are as follows:
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DEMOGRAPHICS N=35
Age Groups
Transition Age Youth (16-25) *
Adults (26-59) 69%
Older Adults (60+) *
Race
Black or African American 86%
Declined to Answer (or Unknown) 14%
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Declined to Answer (or Unknown) *
Primary Language
English 100%
Sexual Orientation
Heterosexual or Straight *
Bisexual *
Another sexual orientation *
Declined to Answer (or Unknown) *
Disability
Mental (not mental health) *
Physical/Mobility Disability *
No Disability *
Declined to Answer (or Unknown) *
Veteran Status
Declined to Answer (or Unknown) 100%
Gender: Assigned Sex at Birth
Male 37%
Female 63%
Current Gender Identity
Male 37%
Female 63%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants. 35

RBA outcomes during the reporting timeframe were as follows: 20 Community Education Trainings were conducted and 417 individuals were reached through outreach and engagement services. A total of 19 individuals received case management and 20 participated in Support Groups. There were 4 referrals for additional services and supports.

Project Successes:
• Community Engagement : Soul Space Berkeley integrated itself into the Berkeley community and is becoming a recognized and trusted resource for individuals seeking wellness and support serv ices.

Partnerships with community agencies, Building Opportunities for Self Sufficiency (BOSS) and Options for Recovery, yielded a reciprocal referral stream that has been beneficial. • Expanded Services : One of the major accomplishments was the ability to se rve individuals in the
community effectively. The case management services proved to be highly beneficial assisting individuals in finding mental health resources; adjusting to life after the pandemic; offering financial education; and offering a safe place where individuals could openly express their needs and employment assistance. • Family Support: Entire families received some of the Soul Space services, reflecting the broad impact of the programs in the community. This demonstrates the programs ability to address holistic well-being at both the individual and family levels. Given the need, Soul Space has continue to offer family services. • “Crown Never Off” Women's Group: The establishment and success of the women's group “Crown Never Off” was a testament to the value of the services provided. This group provided a supportive and empowering space for women within the community.
• Community Recognition: Soul Space established meaningful connections with community organizations, enhancing the presence and reputation within the Berkeley community. The commitment to building community relationships yielded positive results.

Project Challenges:
• Staffing: Soul Space experienced staff turnover amid growth and an increased demand for services.

Recruitment for new staff to ensure the right team is in place to meet the needs of the expanding program is an ongoing challenge given the program budget. In FY24, two new staff were hired. Soul Space is seeking additional funding to support the current staffing arrangement. • Location Accessibility:

In FY23, OnTrack, the provider of the Soul Sp
ace project, was relocated to a
space within Inter-City Services. However, due to various building issues, this space was temporary and OnTrack had to relocate again to it’s current space in South Berkeley.

The projected numbers of individuals to be served in FY25 are as follows: 16-25 years = 27 individuals; 26-59 years = 39 individuals; 60+ years = 7 individuals.  Latinx Trauma Support Project
Implemented through East Bay Sanctuary Covenant the Latinx Trauma Support Project assists low-income, Latinx families in Berkeley to access culturally, ethnically, and linguistically responsive and trauma- informed prevention and intervention services. Project services are in direct response to, and in collaboration with, Latinx community members, and are largely facilitated by individuals from within the targeted community and are conducted in Spanish or an indigenous language. Services include: One-on-one outreach and support; support groups; staff and partner training and warm referrals. 36

PEI Goals: The goal of this project is to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the prevention of suicide.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Youth Engagement and Outreach Strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college. • Strategies targeting the mental health needs of older adults.

In FY23, this project served 339 individuals. Demographics on individuals served were as follows:

DEMOGRAPHICS N=339
Age Groups
Children and Youth (0-15) *
Transition Age Youth (16-25) *
Adults (26-59) 84%
Older Adults (60+) *
Declined to Answer (or Unknown) *
Race
American Indian or Alaska Native *
Asian *
Black or African American *
White *
Other 85%
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Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Central American 47%
Mexican/Mexican-American/Chicano 35%
South American *
Other *
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Cambodian *
Eastern European *
European *
Japanese *
Korean *
Other *
Primary Language
English *
Spanish 87%
Declined to Answer (or Unknown) *
Sexual Orientation
Gay or Lesbian 36%
Heterosexual or Straight 43%
Bisexual *
Queer *
Another sexual orientation * Declined to Answer (or Unknown) *

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Disability
Other *
No Disability 93%
Declined to Answer (or Unknown) *
Veteran Status
No 100%
Gender: Assigned Sex at Birth
Male 44%
Female 55%
Declined to Answer (or Unknown) *
Current Gender Identity
Male 41%
Female 55%
Another Gender Identity *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

RBA outcomes during the reporting timeframe were as follows: 7 Support Group sessions were conducted reaching 132 individuals, and 94 individuals received One-on-One Supports. A total of 8 Trainings were conducted, reaching 30 individuals. There were 152 warm referrals for additional services and supports.

The number and type of referrals included: 32 Mental Health; 8 Physical Health; 44 Social Services; 68 other unspecified services.

Support Group feedback per participant self-report was as follows:
• 100% reported they liked participating in the Support Group; • 98% indicated they would recommend the organization to a friend or family member; • 100% indicated they felt safe, included and respected; • 95% reported that they were able to deal more effectively with daily problems; • 98% reported increased feelings of supports after participating in the support group.

Training feedback per participant self-report was as follows:
• 100% of participants indicated that they were satisfied with the training; • 100% of participants indicated that the information in the training was informative; • 100% of participants indicated that the training would help them in their work.

Project Successes:
• Continued to provide integrated support to low-income Latinx immigrants through case management, warm referrals, trilingual hotline, support groups, mental health support, and trainings, as well as quarterly retreats for LGBTQ asylum seekers and Mam women. 39

• Due to growth in the Support Services program an additional caseworker was hired, which helped clients connect to more public benefits, including Medi-Cal and CalFresh. • In addition to one-on-one support, a support group was offered reaching 24 LGBTQ asylum seekers and a storytelling workshop reaching 17 people.
• Utilized undergraduate interns for 16-24 hours a week to provide direct service to individuals, and to assist with administrative tasks.
• Hosted four Trauma-Informed trainings for staff and partner organizations providing legal and mental health services to asylum seekers. Staff trainings on Wellness and Domestic Violence Prevention were also conducted. The Support Services team attended a training on Motivational Interviewing and participated in a convening of Bay Area nonprofits serving unaccompanied immigrant youth. • Provided a training on Mental Health First Aid and suicide prevention, one for law student volunteers, and one in Spanish for outreach workers.
• Partnered with “No Separate Survival”, a participatory documentary project, to offer asylees a chance to get behind the camera and share their perspectives as storytellers, and hosted a film screening for asylum seekers and their families in a single-day support group event. • The OLAS LGBT Sanctuary Project held a retreat on the theme, “The Pride of Being,” to empower participants to be proud of their unique identities, and to build community with each other. • Connected clients to services such as rental assistance, state-funded medical services, mental health services, and more.
• Planned an integrated wellness workshop for clients, which took place in the Fall of 2023. The workshop covered topics such as sleep and stress, and offered a range of culturally appropriate approaches including Talk Therapy and traditional Mayan herbal remedies. • The Community Education Manager and Amplifying Sanctuary Voices Team led two “Tell Your Story” workshop training sessions to help community members learn how to share their immigration stories with legislators and the public. These workshops helped community members find power and confidence in sharing their lived experiences to advocate for a greater cause. • The OLAS LGBTQ Asylum Program Coordinator, led a support group retreat for new and returning members focused on the immigrant identity. Activities allowed participants to safely share their migration stories and discuss the dynamics of acculturation and chosen family.

Project Challenges:

It continued to be a challenge to connect clients with mental health services in a timely fashion, as the shortage of mental health workers seemingly only deepened. We stayed in close touch with groups like “Partnerships for Trauma Recovery” to make sure we had up-to-date information on which providers are accepting new patients and what wait times our clients could expect. A Team Member who specializes in working with teenagers and transition age youth, offered a support group for her clients, however it proved to be difficult to recruit for the group, as the need to earn money often overwhelmed all other needs of the potential participants.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 4 individuals; 16-25 years = 86 individuals; 26-59 years = 295 individuals; 60+ = 23 individuals.

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PREVENTION & EARLY INTERVENTION COMBINED PROGRAMS
Prevention Program – Includes a set of related activities to reduce risk factors for developing a potentially serious mental illness and to build protective factors.

Early Intervention Program – Provides treatment and other services and interventions, including relapse prevention, to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the applicable negative outcomes that may result from untreated mental illness.

The City of Berkeley Prevention & Early Intervention combined programs are as follows:

Mental and Emotional Education Team (MEET)
The Mental and Emotional Education Team (MEET) program implements a peer-to-peer mental health education curriculum to 9th graders and an internship program for a cohort of high school students to serve as peers to their fellow students. The goals of the program are to increase student awareness of common mental health difficulties, resources, and healthy coping and intervention skills. Through this program, students are trained by a licensed BUSD clinician to conduct class presentations covering common mental health disorders, on and off campus resources, and basic coping and intervention skills.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.

PEI Priorities:
• Youth Engagement and Outreach Strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college. • Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY23, the MEET program was relaunched after having been discontinued for a couple of years. During this reporting timeframe,15 MEET Peer Educators participated in weekly trainings and in a 1 full day training for the purposes of developing leadership skills, learning about mental health needs and resources, and providing mental health education for their peers. The trained Peer Educators then presented in eight U- 9 Freshman Seminar Classes.

Five of the MEET students participated in the City of Berkeley Health Justice (HJI) Internships with MEET as their internship site. The HJI interns participated in an additional weekly meeting and acted as leaders 41

within MEET by developing the presentation and leading practice sessions with other MEET peer educators to prepare for their classroom presentations.

In FY23, 15 individuals were served through this program. Demographics on individuals served were as follows:

DEMOGRAPHICS N=15
Age Groups
Children and Youth (0-15) 100%
Race
Asian *
Black or African American *
White *
More than one Race *
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Other *
Declined to Answer (or Unknown) *
Ethnicity: Non-Hispanic or Latino/Latina/Latinx
African *
Asian Indian/South Asian *
Other *
Declined to Answer (or Unknown) *
Primary Language
Declined to Answer (or Unknown) 100%
Sexual Orientation
Gay or Lesbian *
Heterosexual or Straight *
Bisexual *
Questioning or unsure of sexual orientation *
Queer *
Declined to Answer (or Unknown) * 42

Disability
Difficulty Seeing *
Mental domain not including a mental
illness(including but not limited to a learning
disability, developmental disability or dementia)
*
Other *
No Disability *
Declined to Answer (or Unknown) *
Veteran Status
No 100%
Gender: Assigned Sex at Birth
Declined to Answer (or Unknown) 100%
Current Gender Identity
Male *
Female *
Genderqueer *
Questioning or unsure of gender identity *
Declined to Answer (or Unknown) *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Developed informational PowerPoint and presentation for U-9 Freshman Seminar classes. • Completed 8 educational presentations to U-9 Freshman Seminar classes. • Presentations reached over 200 students and aimed to foster greater comfort in discussing mental health, providing information about common mental health issues, reducing mental health stigma, teaching coping skills, and showing students how to access mental health resources in and outside of Berkeley High School.
• Five MEET students participated in the City of Berkeley Health Justice (HJI) Internships with MEET as their internship site. The HJI interns acted as leaders within MEET by developing the PowerPoint presentation and leading practice sessions to prepare for their classroom presentations. • Created informational posters about depression, anxiety, coping skills, and selfcare to be posted across campus.
• Helped design mental health survey questions that were used in the district-wide Mental Health Needs Assessment.
• Conducted over 40 interviews of Berkeley High Students for the district-wide Mental Health Needs Assessment.
43

• Assisted in designing a BHS Wellness Website.
• Nine weekly trainings and one full day training was facilitated for MEET students to foster community, learn about common mental health concerns, and prepare to facilitate presentations to U-9 freshmen. • HJI MEET interns met with the training facilitator an additional 5 times to support their development of the PowerPoint presentation, foster their leadership within MEET, and provide feedback and assistance in creating mental health informational posters.
• Each MEET participant co-facilitated at least 2 classroom presentations. • MEET students taught over 200 students (all U-9 freshmen) in their classrooms by facilitating the PowerPoint presentation and interactive activities focusing on mental health and coping skills. • Feedback from MEET peer educators, U-9 students, and teachers was overall positive as 93% of MEET Peer Educators reported that they learned more about mental health and 100% reported that they felt comfortable or very comfortable expressing themselves within the group.

Program Challenges:

A significant challenge was the increase in costs to fund the program. These increases required the school district to make cuts in other programming areas, as well as move resources around to be able to continue providing ongoing services.

The projected numbers of individuals
to be served in FY25 per each age group are as follows:
0-15 years = 15 individuals.

Dynamic Mindfulness Program (DMind)

Dynamic Mindfulness (DMind) is an evidence-based trauma-informed program implemented by the Niroga Institute in BUSD middle and high schools. Validated by independent researchers as a transformative program for teaching children and youth skills for optimal stress resilience and healing from trauma, the DMind program integrates mindful action, breathing, and centering into an intervention that is implemented in the classroom in 5-15 minute sessions, 3 to 5 times a week. This program has proven to be successful with vulnerable students who are exhibiting signs of chronic stress/trauma/PTSD from Adverse Childhood Experiences (ACEs), and/or disengagement from school, chronic absences, and significant behavioral 44

challenges, including emotion regulation, impulse control, anger management, and/or getting frequent referrals/suspensions and at high risk of school failure. DMind also enables teacher and staff well-being, which has been shown to enhance student learning. Program components include in-class and after-school DMind sessions for students, student peer leadership development, and training and coaching of school staff.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.

PEI Priorities:
• Youth Engagement and Outreach Strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college. • Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY23, services were directly provided to 550 students and 66 staff. An additional 2,000 unduplicated students were reached through knowledge and skills shared by individuals who received direct services.

Additionally, there were many more students who practiced along with the online curricular supports by accessing the DMind video library (containing over 300 brief DMind practices), and the “Mood Shifter” for emotion regulation in the programs InPower Mobile App. The big post-COVID change was going from online to in-person services/programs, including in-class sessions by Niroga instructors, as well as staff (teachers, counselors, administrators) training and coaching sessions.

The only demographic data provided by BUSD on individuals who were served in FY23, was as follows: 0- 15 years = 84%; 16-25 years = 5%; 26-59 years = 11%.

Program Successes:
• Successfully pivoted from online to in-person programming after the COVID lockdown ended.
• St
aff (teachers and counselors) reported that there was a substantial increase in student mental health issues, leading to challenging student behaviors, e.g. disruptive, distracted, disengaged (fight/flight/freeze), saying they were seeing a certain ‘feral q uality’ to many students (as they re-
learned socializing after the long period of social isolation because of COVID), Even so, staff and students responded very positively to the in-person movement-based mindfulness program.

In addition to engaging students, this program also works with school staff to (a) enhance their own personal sustainability (self-care, stress resilience and healing from vicarious trauma) as well as (b) professional application with their students (emotion regulation, de-escalation, focus/attention/engagement). This not only built staff capacity and ensured adequate DMind ‘dosage’ for enabling neuroplasticity and neurogenesis to rewire their brains and change behavior, but also provided a multiplier factor of ~30-40 (typical class size in middle and high schools, and nominal caseload for counselors), significantly increasing the reach and scope of programming, serving a much larger group of unduplicated students than would have been otherwise possible given budgetary limitations.

Program Challenges:

Program staff witnessed significant levels of overwhelmed school staff which limited their ability to participate in the capacity-building training and coaching offerings. 45

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 517 individuals; 16-25 years = 31 individuals; 26-59 years = 68 individuals.

African American Success Project

The African American Success Project (AASP) implements “Umoja” - a daily elective class offered at Longfellow Middle School. Umoja provides African American students a safe affinity space to explore their cultural heritage and identity, while building positive peer relationships and establishing relational trust with adults. Umoja provides an ongoing focus on social and emotional development, including building skills, habits and mindsets that enable self-regulation, interpersonal skills, perseverance and resilience. This project aligns with stated needs found in key BUSD initiatives, and strategic actions, including but not limited to the: Black Lives Matter Resolution, Local Control & Accountability Plan (LCAP), the African American Success Framework (AASF), and the Comprehensive Coordinated Early Intervention Services (CCEIS) Plan.

This project provides a unique chance to expose learners to content traditionally overlooked by educational institutions. Umoja course lessons are rooted in African and African American cultural precepts, and are composed to guide African American learners through:
• An exploration of their identities;
• An interrogation (questioning or query) of their ancestral history; • Development of a positive sense of purpose and cultural pride; • Envisioning their futures and outlining a path for fulfillment; • Developing an awareness of their communal role.

Direct services for parents and guardians:

The project seeks to increase entry points for caregivers to be informed and involved in their child’s learning. Highlights in this area include:
• Providing digital newsletters, and updates using email marketing; • Coordinating and hosting parent teacher conferences;
• Individual parent meetings/contacts, including advising, problem-solving, and updates regarding student progress;
• Hosting events including the Annual Kwanzaa celebration, and an end of the year meeting to gather qualitative program feedback.

46

Direct services for students (academic, social, behavioral):
• School-day cultural enrichment designed to uplift and empower African American learners using African centered pedagogical approaches;
• Equity centered support sessions (weekly);
• Structured class check-in sessions.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure and the removal of children from their homes.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Youth engagement and outreach strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college.
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY23, 53 students participated in this project. Outlined below are demographics on individuals served through this project:

DEMOGRAPHICS N=53
Age Groups
Children/Youth (0-15) 100%
Race
Black or African American 66%
Declined to Answer (or Unknown) 34%
Ethnicity: Hispanic or Latino/Latina/Latinx
Other *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
Other *
Primary Language
English 100%
Sexual Orientation
Declined to Answer (or Unknown) 100%
Disability
No 72%
Declined to Answer (or Unknown) 28%
47

Veteran Status
No 100%
Gender: Assigned sex at birth
Male 45%
Female 55%
Current Gender Identity
Declined to Answer (or Unknown) 100%
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Learning Outcomes: 6th-grade participants demonstrated significant growth in Literacy on the BUSD STAR Assessment.
• Learning Experiences: Participants were exposed to a variety of learning experiences, including field trips, STEM enrichment, and guest speakers
• 6th-grade participants visited the Ramses the Great exhibit at the DeYoung Museum.
• School Yard Raps: All participants had the opportunity to attend the Ourstory: The Black History musical. The musical aligned with the program curriculum, and many students reported increased interest and engagement with the performance since their prior knowledge of the content. Additionally, this learning experience uplifted the significance of Black History Month and allowed students to be affirmed.
• College Trips: Umoja 7th graders visited Cal Berkeley and California State University, East Bay. • Berkeley Historical Society: Participants were visited by members of the Berkeley Historical Society, who provided a guest lecture about local Black History that students learned in class. • STEM Enrichment Club: 6th-grade boys gained access to a STEM Enrichment Club provided by Bay Area Sigmas. Four monthly Saturday sessions were held during the second semester. STEM Enrichment Club participants built STEM competencies using science-related activities. • BUSD Black History Oratorical Festival: Umoja participants had a strong showing at the 2023 BUSD Black History Oratorical Festival and, for the third year in a row, placed as finalists for the secondary division. The winner of the 2022 and 2023 secondary division was a Umoja participant. A Umoja participant also placed third in the secondary division for 2023. • Community Engagement: For the fourth consecutive year, Umoja held an annual Kwanzaa recognition.

The 2022 Kwanzaa event was a great success and brought together many families and staff for an evening of celebration and shared learning.
• Professional Development: The Umoja team provided professional learning opportunities for Longfellow staff, including an annual presentation to support them in preparing for Black History Month.
• The Umoja team joined professional learning efforts provided under the BUSD African American Success Framework, which provided a year-long cultural competence training series for Longfellow staff.
• Collaboration: The Umoja instructor actively collaborated with the Longfellow team to create a safe, welcoming, and inclusive school environment by helping to organize and host community engagements 48

like the annual Rites of Passage Ceremony. They also attended Grade Level Team meetings, Content/Department Team meetings, IEP meetings, etc., to support Umoja participants. Their voices and perspectives about best supporting African-American students should be highlighted as a valuable resource to the school community.
• Partnerships: The Umoja team strategically partnered with organizations to meet program needs, including The City of Berkeley, The Mind of Milan LLC, AM1 Media, Freedom Soul Media Education Initiatives, Jason Seals and Associates, Bay Area Sigmas, Marcus Books, RT Fisher Educational Enterprises, and the Berkeley Public School Fund. These organizations provided financial support, subject matter expertise, services, and resources to keep the program running.

Program Challenges:

During the fiscal year, the program did not serve 8th-grade students as in past years. This caused a slight reduction in the number of participants served. Confusion regarding the course selection process and available options likely contributed to this circumstance.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 55 individuals.

ACCESS AND LINKAGE TO TREATMENT AND PREVENTION & EARLY

INTERVENTION COMBINED PROGRAM

Access and Linkage to Treatment Programs – Connects children who are seriously emotionally disturbed, and adults and seniors with severe mental illness as early in the onset of these conditions as practicable, to medically necessary care and treatment, including but not limited to care provided by county mental health programs.

Prevention Programs – Includes a se
t of related activities to reduce risk factors for developing a potentially serious mental illness and to build protective factors.

Early Intervention Programs – Provides tr eatment and other services and interventions, including relapse prevention, to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the applicable negative outcomes that may result from untreated mental illness.

The City of Berkeley has one combined Prevention, Early Intervention program that al so has an Access to Linkage and Treatment program component:

High School Youth Prevention Program
The High School Youth Prevention program operates in conjunction with other health school related services offered at Berkeley High School (BHS) and Berkeley Technology Academy (BTA) and has become a successful partnership between BUSD and the Public Health and Mental Health Divisions of Berkeley’s HHCS Department. The program provides young people with the information and individual support they need to make positive and healthy decisions in their lives. The program includes: outreach activities designed to provide students with basic information around the risks of certain behaviors, and ways to protect themselves and make positive and safer decisions; classroom presentations to enable students to

receive more in-depth information around a variety of health topics and available resources, and provide the opportunity for students to do a personal assessment of risk and current lifestyle choices; drop-in crisis, 49

counseling services; individual appointments to identify young people who may need more intensive intervention; and short-term treatment. The individual appointments, held at the school-based health center, provide young people with the opportunity to hold very in-depth discussions around the choices they are making and the risks that are involved in their choices. They receive guidance about changes they can make to reduce or eliminate their risks, and are given the opportunity to identify barriers that might exist for them that prevent them from making healthier choices. In addition, they complete a 40 question, in-depth HEADSSS (Home, Education, Activities, Drugs/Alcohol, Sexuality, Safety, and Suicidality) assessment.

Based on the outcome of the individual appointment and/or assessment, a young person may be referred to either a medical or mental health professional at the High School Health Center or in the community for follow-up care and intervention and/or treatment.

The Berkeley High School (BHS) and Berkeley Technology Academy (BTA) Health Centers are both multidisciplinary co-locations of the City of Berkeley’s Mental Health and Public Health Divisions. The Health Center team provides a range of Prevention/Early Intervention (PEI) services and also functions as an Access and Linkage to Treatment program. Culturally and linguistically diverse staff provide services in English and Spanish. Translation services in all other languages are available using a language line.

The Health Centers are operational year-round, Monday through Friday, from 8:30 AM-4 PM, with a daily closure from 12-1 PM for lunch and administrative tasks. There are brief periodic closures due to BUSD’s academic calendar and in these instances some services are still provided via telehealth when possible.

When fully operational, services can be accessed via student drop-in and/or via scheduled appointment.

Services can also be requested via Jotform, an online, HIPAA-compliant, referral platform. This referral platform is accessible via QR code on informational flyers that are posted across campus and also online in several locations including the Health Center website. Students can self-refer using Jotform, and parents/caregivers, staff, and friends are also able to refer someone using this method. Additionally, students, parents/caregivers, and staff are able to request services via phone by calling the Health Center main phone number. Hours of operation at Berkeley Technology Academy Health Center are more limited due to the small student population and staffing constraints. When BTA students are unable to access a needed service at that Health Center, they are referred to BHS Health Center for those needed services.

Health Center staff frequently facilitate linkages on behalf of youth and their families, depending upon a given need. Behavioral Health Clinicians (“BHCs”) conduct initial assessments with students in order to screen for a variety of health and mental health needs, considering accessibility, insurance status, acuity, and risk factors to support with decision-making around level of care considerations and related linkages. BHCs provide students with short-term behavioral health services— cr isis, individual, group—as needed
irrespective of insurance status and all students are eligible to receive these free and confidential services.

BHCs also link youth/families with more intensive needs to additional services depending upon their specific needs and insurance status. BHCs provide this linkage support via internal referrals (e.g. EPSDT Medi-Cal services; Full Service Partnership team; psychiatry/medication management), Alameda County Access, as well as linkages to services through private insurance carriers. BHCs also sometimes make internal on-campus referrals to the 504 and Special Education programs when some type of mental or physical health condition may be impeding a youth’s ability to adequately access their education. BHCs also support youth and their families who are uninsured with accessing and enrolling in Medi-Cal and other relevant programs that support health and well-being.
50

As an Access and Linkage to Treatment Program, the Health Center’s Mental Health Program Supervisor monitors all referrals in order to ensure timely responsiveness and follow up that supports engagement in treatment. All BHCs have access to and monitor incoming referrals that are submitted via Jotform and respond to referrals on a rotating basis. The MH Program Supervisor monitors and responds to referrals via phone and checks voicemail multiple times per day. In instances where a staff person responds to a referral but is unable to make contact with the referring party, staff will follow up at least three times in an effort to support engagement. The Jotform referral inquires about preferred method of contact and also inquires about whether a youth can be pulled from class in order to conduct an initial assessment. Staff utilize these preferences in order to inform outreach efforts and increase the likelihood of establishing and supporting engagement.

PEI Goals: The goal of this program is to bring about mental health, including the reduction of school failure or dropout.

PEI Priorities:
• Youth engagement and outreach strategies that target secondary school and transition age youth, with a priority on partnership with college mental health programs, and transition age youth not in college.
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

During the reporting timeframe, The Health Center resumed hosting a cohort of three graduate-level trainees due to stabilization of full-time staff capacity, which contributed to increased service capacity for the duration of the 22-23 school year. One full-time Behavioral Health Clinician II obtained a promotional opportunity outside of the City of Berkeley and transitioned out of his role in early August 2022. This position was temporarily vacant and eventually backfilled by a new Behavioral Health Clinician II in late November 2022. One additional full-time Behavioral Health Clinician I position was added to the High School Mental Health team in late October 2022, and this staff was based across multiple sites (0.4 FTE at Berkeley High School; 0.4 FTE at Berkeley Technology Academy; and 0.2 FTE at K-8 School-Based).

In April 2023, as a result of a Division-wide structural reorganization, High School Mental Health became a standalone program separate from Family, Youth & Children’s Services. As part of this reorganization, a new full-time Mental Health Program Supervisor position was created. The team’s existing full-time Mental 51

Health Clinical Supervisor was promoted into this new position in April 2023, and the Mental Health Clinical Supervisor position became vacant.

In FY23, approximately 244 students received services through this project. Demographics on youth served are outlined below:

DEMOGRAPHICS N=244
Age Groups
0-15 Years 24%
16-25 Years 76%
Race
American Indian or Alaska Native *
Asian 11%
Black or African American 20%
White 22%
More than one Race 18%
Other 22%
Declined to Answer (or Unknown) *
Ethnicity: Hispanic or Latino/Latina/Latinx
Other 32%
Declined to Answer (or Unknown) *
Primary Language
English 83%
Spanish 14%
Other *
Declined to Answer (or Unknown) *
Sexual Orientation
Gay or Lesbian *
Heterosexual or Straight 49%
Bisexual 13%
Questioning or Unsure of Sexual Orientation *
Queer *
Another Sexual Orientation *
52

Declined to Answer (or Unknown) 21%
Disability
Declined to Answer (or Unknown) 100%
Veteran Status
No 100%
Gender: Assigned sex at birth
Male 34%
Female 66%
Current Gender Identity
Male 31%
Female 55%
Transgender *
Genderqueer *
Another gender identity *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:
• Continued to provide the full suite of in-person mental health, reproductive & sexual health, and first aid services for the duration of the school year.
• The Mental Health (MH) team was able to resume its graduate-level training program and provide a wider array of multi-tiered services with the resumption of support groups. • Substantially increase service utilization year-over-year compared to 21-22 school year. • Continued to use the Jotform application for referrals in order to streamline accessibility and minimize barriers to care.
• Maintained a collaborative and productive relationship with BHS’s Coordination of Services Team (COST) throughout the school year in order to ensure that appropriate referrals were made to the Health Center and other programs.
• Due to a vacancy and new position, the Health Center was able to recruit two diverse, experienced, highly skilled clinicians, one of whom is a native bilingual Spanish speaker. Both new clinicians quickly became part of a cohesive and collaborative mental health team and integrated well into the larger Health Center team.
• Provided an array of crisis support services following the tragic deaths of two BHS students in October 2022.
• Health Center leadership continued to develop strong working relationships with BHS admin, especially the BHS Principal, new Vice Principal of Climate & Wellness, and 504/COST Program Supervisor.

Health Center leadership, City of Berkeley HHCS Departmental leadership, and the BHS VP of Climate & Wellness also developed a plan to open a differentiated Wellness Center space at BHS along with a 53

continuum of tiered wellness support services, to be implemented in the 23-24 school year by BHS staff with additional funding support and partnership from City of Berkeley. • Continued to build upon and improve existing relationships and partnerships with other BHS stakeholders. To this end, the MH team collaborated with several different on-campus programs throughout the year such as the Multilingual Program, McKinney Vento Program, Special Education Program, and Intervention Counselors.

Program Challenges:
• From August through November 2022, one full-time bilingual Behavioral Health Clinician II position was vacant. This vacancy negatively impacted individual and group service provision as well as On Call crisis coverage. Nevertheless, the resumption of a graduate-level training program helped to offset some of these negative impacts.
• Staffing shortages across the Health Center’s Public Health team, both administrative and clinical, c
ontributed to
less consistently available First Aid and Reproductive & Sexual Health services. This, in turn, negatively impacted students’ ability to access integrated services. As a result of reduced administrative capacity, the MH Clinical Supervisor and MH team were also responsible for additional, sometimes time-consuming administrative tasks.
• Quality Assurance (QA)/Quality Improvement (QI) and related encounter data extraction/analysis were constrained for the duration of the 22-23 school year due the to an abrupt resignation of the City IT staff person who managed the Health Center’s EHR, NextGen. As a result of this, other City IT staff were not sufficiently cross-trained to provide technical support. Furthermore, NextGen vendor staff were often unresponsive to the needs and requests of the Health Center program. This contributed to significant delays with data analysis and reporting, which contributed to additional challenges with data collection across demographic categories and also constrained supervisory decision-making that could have improved efficiencies and improvements in service provision. • The MH team also continued to use multiple EHRs and applications that are not integrated with one another. This made clinical documentation more cumbersome and time-consuming for all staff and also made data collection and analysis more laborious.

The projected numbers of individuals to be served in FY25 per each age group are as follows:
0-15 years = 67 individuals; 16-25 years = 201 individuals.

The High School Prevention Program participated in the Division’s Results Based Accountability Evaluation. Results Based Accountability (RBA) measures for this project in FY23, were as follows:

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of clients served
• # of clients opened for
o
ngoing services
• # of services provided by
service type

• # of clients screened for
depression, trauma, and
substance use
• # of clients contacted within a
week following a referral to
the High School Health Center
(HSHC)
• % of school population served
• % of clients able to receive
needed care, as measured by % of
clients who agree with the
following: The HSHC…
-Is easy to get help from when I
need it
54

• % of clients satisfied with
services, as measured by % of
clients who agree with the
following: HSHC Staff…
-Treat me with respect
-Listen carefully to what I
have to say
• Make me feel like there’s an
adult at school who cares
about me
-Helps me to meet many of my
health needs
*Demographic data was reported at the program level, where available Measure Definition Data Source
# clients served Total clients served ETO/RedCap
# services provided by
service type
# of services coded as behavioral_service
with codes BHSV1-8. Key code
accompanies Redcap data. Each incident
could include more than one service
provided.

ETO/RedCap
% clients screened for
depression, trauma, and
substance use
Percent of total clients that were recorded
as having been screened for depression,
trauma, and/or substance abuse at least
one-time during reporting period.

ETO/RedCap

% referrals to HSHC followed
up within one week
Percentage of referrals that had 7 days or less
between referral date and response date.

Calculation reflects % of total referrals, not
% of total clients.

Referral Log
% of school population served Unique clients served by HSHC divided by total student population
ETO/RedCap; BHS data
% of clients satisfied with
services, as measured by % of
clients who agree with various
statements
% of responses marked as "agree" or
"strongly agree" for various survey
questions. Note: these responses are from all
students who accessed the health center and
answered the survey, not just those who
received mental health services.

Berkeley SBHC Client Survey

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• Responsiveness of service (e.g. x days following qualifying event) • % of clients who have at least one completed the CANS/ANSA for each six-month period that they are in the program
To provide a context for the FY23 RBA outcomes, the High School Health Center expanded its team for the 2022-2023 academic year by hiring two additional full-time employees and welcoming three master's- level interns. These new team members increased the client service capacity as well as reinitiated, group sessions. Significant challenges were with the Electronic Health Records (EHR) system, which impeded the Center’s quality control efforts. RBA Outcomes in FY23 for this program are outlined on the following pages.
55

244
Clients Served
BMH RBA Report FY 2023
Reporting Period: July 2022 - June 2023
Process Outcomes ("How much did we do?")
High School Health Center (HSHC)
Program Description
The HSHC team provides mental health services on site at Berkeley High School; these services include individual and group therapy, crisis assessments, and drop in support. The program also hosts graduate students for training.

Program Updates
HSHC hired two new full time staff and onboarded 3 master's- level interns in the 2022-2023 school year. This allowed the team to serve more clients and restart groups. HSHC had significant challenges with their EHR, resulting in barriers to quality control. 24%
76%
0-
15 Years 16- 25 Years
Demographics (Age)
Jul '22 - Jun '23 (n= 244)
18%
20%
*
22%
11%
22%
*
More than
one race
Black or
African
American
Prefer not to
answer
White Asian Other Alaska Native
or American
Indian
Demographics (Ethnicity)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 56

55%
31%
12%
Female Male Gender nonconforming,
transgender, genderqueer
Demographics (Gender Identity)
Jul '22 - Jun '23 (n= 244)
49%
*
*
13%
*
*
21%
Heterosexual
Queer
Gay or Lesbian
Bisexual
Questioning or Unsure
Another Sexual Orientiation
Declined to Answer (or Unknown)
Demographics (Sexual Orientation)
Jul '22 - Jun '23 (n= 244)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 57

Quality Outcomes ("How well did we do it?")
0%
0%
1%
2%
2%
3%
11%
11%
70%
Family therapy
AOD counseling/info
Case management
Other behavioral health
services
Crisis intervention
Academic counseling
Group therapy
Intake assessment
Individual therapy
Services Provided by Service Type
Jul '22 - Jun '23 (n=1613)
Note that multiple services could be provided in one visit (e.g. crisis assessment and referral) so total ser
vices by type is greater than total encounters.
95%
% referrals to HSHC followed up within one week
Jul '22 - Jun '23 (n=359)
8%
% of school population served
Jul '22 - Jun '23 (n=3,253)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 58

60%
58%
63%
Depression Trauma Substance use
% of clients screened for depression, trauma, and
substance use
Jul '22 - Jun '23 (n=244)
100% 100% 98%
Treat me with respect Listen carefully to what I have to say
Make me feel like there's an adult
at school who cares about me
Client Satisfaction
(% of clients who agree that "HSHC staff...")
Jul '22 - Jun '23 (n=109, 107, 99)
97% 99%
Is easy to get help from when I need it Helps me to meet many of my health needs Able to Receive Needed Care
(% of clients who agree that "The HSHC...")
Jul '22 - Jun '23 (n=110, 104)
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 59

Data Source
% of school population served Unique clients served by HSHC divided by total student population of BHS and BTA.

NextGen;
DataQuest
% of clients able to receive needed care
% of responses marked as "agree" or "strongly
agree" for various survey questions. Note: these
responses are from all students who accessed the
health center and answered the survey, not just
those who received mental health services.

Berkeley SBHC
Client Survey
% of clients satisfied with services
% of responses marked as "agree" or "strongly
agree" for various survey questions. Note: these
responses are from all students who accessed the
health center and answered the survey, not just
those who received mental health services.

Berkeley SBHC
Client Survey
% clients screened for depression, trauma,
and substance use
Percent of total clients that were recorded as
having been screened for depression, trauma,
and/or substance abuse at least one time during
reporting period.

NextGen
% referrals to HSHC followed up within one
week
Percentage of referrals that had 7 days or less
between referral date and response date.

Calculation reflects % of total referrals, not % of
total clients.

Jotform
# clients served Total clients served NextGen
# of services provided by service type
# of services coded as behavioral_service with
codes BHSV1-8. Key code accompanies NextGen
data. Each incident could include more than one
service provided.

NextGen
Measure Definition
NOTE: *Some data not displayed to protect individual privacy when N< 11. Smaller data was combined. 60

ACCESS & LINKAGE TO TREATMENT AND EARLY INTERVENTION

COMBINED PROGRAM
Access and Linkage to Treatment Programs – Connect children who are seriously emotionally disturbed, and adults and seniors with severe mental illness as early in the onset of these conditions as practicable, to medically necessary care and treatment, including but not limited to care provided by county mental health programs.

Early Intervention Programs – Provide treatment and other services and interventions, including relapse prevention, to address and promote recovery and related functional outcomes for a mental illness early in its emergence, including the applicable negative outcomes that may result from untreated mental illness.

The City of Berkeley provides funding for one Early Intervention program that also has an Access to Treatment prog
ram component. The program is as follows:

Specialized Care Unit
Through the approved FY22 Annual Update, the Division allocated a portion of one-time CSS and PEI funds to be leveraged with other City funds to support the Specialized Care Unit (SCU). Implemented through Bonita House, the SCU is Berkeley’s new behavioral health crisis response team without the involvement of law enforcement. The SCU consists of trained crisis-response field workers who respond to behavioral health occurrences that do not pose an imminent threat to safety.

PEI Goals: The goal of this program is to connect individuals who have severe mental illnesses as early in the onset of these conditions as practicable, to medically necessary care and treatment, including but not limited to, care provided by county mental health programs.

PEI Priority: Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY23, MHSA funds directly supported start-up costs of the program including recruitment, hiring, and training of Bonita House staff. Training included crisis support training through Bonita House’s Crisis Training Academy as well as the design and training of Berkeley-specific procedures for the SCU program.

Additionally, this funding supported the salaries of the SCU program management staff as additional team members were hired. During this time, program management staff worked closely with the City of Berkeley 61

to create the policies and procedures for a SCU that aligned with the implementation recommendations from the Berkeley community. The SCU began providing services in early FY24, and continues to operate daily from 6am to 4pm, eventually building toward a 24/7 crisis response service without involvement of law enforcement.

STIGMA AND DISCRIMINATION PROGRAM
Stigma and Discrimination programs - Direct activities to reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to being diagnosed with a mental illness, having a mental illness, or to seeking mental health services and to increase acceptance, dignity, inclusion, and equity for individuals with mental illness, and members of their families. The City of Berkeley has one Stigma and Discrimination program:

Social Inclusion Program

The Social Inclusion program was created to combat stigma, attitudes and discrimination around individuals with mental health issues. Through this program, a “Telling Your Story” group provides mental health consumers with opportunities to be trained, compensated and empowered to share their stories of healing in a supportive peer environment. When they feel ready, consumers can elect to be community presenters, sharing their inspirational stories at pre-arranged local public venues to dispel myths and educate others.

This program serves approximately 10-20 individuals a year.

PEI Goals: To reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to being diagnosed with a mental illness, having a mental illness, or to seeking mental health services and to increase acceptance, dignity, inclusion, and equity for individuals with mental illness, and members of their families. To create changes in attitude, knowledge and/or behaviors related to seeking mental health services or related to mental illness.

PEI Priority: Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).

In FY23, 10 unduplicated individuals participated in the program. Demographics on program participants served were as follows:

62

DEMOGRAPHICS N= 10
Age Groups
26-59 (Adult) *
Ages 60+ (Older Adult) *
Race
Black or African American *
White *
Other *
Ethnicity: Hispanic or Latino/Latina/Latinx
Mexican/Mexican-American Chicano *
Puerto Rican *
Ethnicity: Non-Hispanic or Non-Latino/Latina/Latinx
African *
Eastern European *
Other *
Declined to Answer (or Unknown) *
Primary Language Used
English 100%
Sexual Orientation
Heterosexual or Straight *
Bisexual *
Declined to Answer (or Unknown) *
Disability
Difficulty Seeing *
Difficulty Hearing *
Mental Domain not including a mental illness *
Physical Mobility domain *
Chronic Health Condition *
Other (Specify): *

63

Veteran Status
No 100%
Gender: Assigned sex at birth
Male *
Female *
Current Gender Identity
Male *
Female *
*Indicates information is withheld to protect the privacy and confidentiality of individual participants.

Program Successes:

In FY23, the Telling Your Story group has grown to having more consistent attendees in person and on the zoom platform. Some participants enjoyed having the group virtually in the comfort of their home, they felt safer, and the hassle of commuting was eliminated. Other individuals enjoyed connecting in-person with participants who, joined the group in the same way. The group continued to be conducted through the structure of a brainstorming session and a sharing component. The topics of discussion were focused on the Eight Dimensions of Wellness. Per staff report, many participants benefitted from listening to answers to questions that staff developed based on the topics of discussions, as well as through staff assistance with formulating their story. Per staff report, participants felt more prepared during their shares and enjoyed the support they received from their peers.

Program Challenges:

In FY23, the Telling Your Story group had a few challenges, which the staff have been working to improve to make the group more enjoyable for all participants. Over the course of the last two years, staff hosted the group online and in-person and at times, this caused some delays to the start of the group due to individuals arriving at different times and having to update all participants. Managing and making sure everyone engaged, was difficult as individuals who joined by Zoom, called in so staff were unable to see participants faces. For individuals who primarily come to the group on Zoom, the questionnaire that required their feedback went unanswered, therefore staff wasn’t able to obtain a full report of how the group was helping individuals to feel confident with sharing their story. Managing both platforms can be complicated and it lacks the in-person connection. This group was held twice a month and even though there was a brainstorming session of topics to discuss, some members didn’t seem to come prepared to share based on the topic at the next group and this may be due to memory or not fully being engaged in the group when people are calling in on Zoom. The last challenge was the number of participants, a very consistent group of individuals participated, however staff would like to do more outreach to engage potential group participants, in an effort make a positive impact for more individuals in the community.

The projected numbers of individuals to be served in FY25 per each age group are as follows: 18-25 years = 2 individuals; 26-59 years = 6 individuals; 60+ = 4 individuals.

In FY23, The Telling Your Story Project participated in the Division’s Results Based Accountability Evaluation. As the Telling Your Story Project, is conducted by the same staff who operate Wellness 64

Recovery Services, the Results Based Accountability (RBA) Measures for this project were combined with the Wellness Recovery program measures. RBA measures were as follows:

Process Measures
How much did we do?
Quality Measures
How well did we do it?
Impact Measures
Is Anyone Better off?
• # of participants served
• # of different groups
co
nvened per year
• # of group events held per
year
• # of group participants
who meet the
requirements for “Telling
Your Story”
(MHSA PEI Requirement)
• #/% of participants who return
for group events
• #/% of participants who reported
feeling less shame about their
experiences and challenges
• #/% of participants who reported
progress in their recovery

Measure Definition Data Source
# participants served Total # of participants served Wellness Recovery Group Attendance Tracker
# of different group convened Number of different types of groups (i.e. walking group, mood group, Telling
Your Story group) convened
Wellness Recovery Group
Attendance Tracker
Group events Total number of meetings held Wellness Recovery Group Attendance Tracker
# of participants who meet the
requirements for "Telling Your
Story"
Total number of participants in all "Telling
Your Story" meetings
Wellness Recovery Group
Attendance Tracker
# of participants who return for
group events
Of total number of participants, % who
returned for more than one event or meeting
Wellness Recovery Group
Attendance Tracker
% of participants who reported
feeling less shame about their
experiences and challenges
Of participants who took the survey, percent
who responded "agree" or "strongly agree" to
the question.

Telling Your Story Survey
% of participants who reported
recognizing progress in their
recovery
Of participants who took the survey, percent
who responded "agree" or "strongly agree" to
the question.

Telling Your Story Survey

Data Development Agenda: measures the team is interested in reporting on but for which reliable data was not available:
• Advance Directives Data:
-#/% of participants with an Advance Directive completed -#/% of participants able to advocate for themselves with service providers • Equity of services (e.g. client demographics compared to MediCal population) • % of clients who were satisfied with services
RBA outcomes for this program are outlined on the following pages.

65

49 Different groups
convened
BMH RBA Report FY 2023
Reporting Period July 2022 - June 2023
Process Outcomes ("How much did we do?")
Wellness & Recovery Services
Participants
served
710
Participants who meet
requirements for
"Telling Your Story"
Program Description The Wellness and Recovery Program is designed to provide outreach, support, education, activities, and advocacy to consumer members living with mental illness and living in Berkeley. Wellness group activities include: Berkeley Peers Organizing Community Change (POCC), Card Groups, Mood Groups, Walking Groups, and field trips.

Program Updates The Wellness Recovery Team added two Social Services Specialist positions to the program. Adding these positions made more people aware of the wellness groups, events and support that the clinic has to offer. 84 JUL '22 - JUN '23

WELLNESS GROUP
MEETINGS ACROSS 7

DISTINCT GROUPS
10 17
9 22
13 12
1 B -POCC MEETING

CARD GROUP

MOOD GROUP

TELLING YOUR STORY

WALKING GROUP

WELLNESS RECOVERY

ACTIVITIES

POCC ANNUAL

COMMUNITY EVENT

WELLNESS GROUP

MEETINGS
JUL '22 - JUN '23 (N=84)
66

Quality Outcomes ("How well did we do it?")
68%
% of participants who return for group events
Total Returning Participants
Jul '22 - Jun '23 (n=49)
86%
75%
33%
90%
40%
56%
B-P
OCC Meeting Card Group Mood Group Telling Your Story Walking Group Wellness Recovery
Activities
% Repeat Attendees for Wellness Groups
Jul '22 - Jun '23 (n=38)
67

% of participants reporting
feeling less shame about their
experiences and challenges
Percentage of survey respondents who
agree or strongly agree that they feel less
shame about their experiences and
challenges
Telling Your Story Survey
% of participants reporting
recognizing progress in their
recovery
Percentage of survey respondents who
agree or strongly agree that they
recognize progress in their recovery
Telling Your Story Survey
# of participants who meet the
requirements for “Telling Your
Story"
Total number of participants in all "Telling
Your Story" meetings
Wellness Recovery
Group Attendance
Tracker
% of participants who return for
group events
Of total number of participants, % who
returned for more than one event or
meeting
Wellness Recovery
Group Attendance
Tracker
# of different groups convened
Number of different types of groups (i.e.
walking group, mood group, Telling Your
Story group) convened
Wellness Recovery
Group Attendance
Tracker
Average # of group events held
per 6 months Total number of meetings held
Wellness Recovery
Group Attendance
Tracker
Measure Definition
# participants served Total # of participants served
Data Source
Wellness Recovery
Group Attendance
Tracker
68

OUTREACH FOR RECOGNIZING THE EARLY SIGNS OF MENTAL ILLNESS Outreach for Recognizing the Early Signs of Mental Illness Program - A process of engaging, encouraging, educating, and/or training, and learning from potential responders about ways to recognize and respond effectively to early signs of potentially severe and disabling mental illness.

Per PEI State Regulations in addition to having the required “Outreach for Increasing Recognition of Early Signs of Mental Illness Program”, mental health jurisdictions may also offer Outreach for Increasing Recognition of Early Signs of Mental Illness as: a strategy within a Prevention program, a strategy within an Early Intervention program, a strategy within another program funded by PEI funds, or a combination thereof. Additionally, an Outreach for Increasing Recognition of Early Signs of Mental Illness program, may be provided through other MHSA components as long as it meets all of the program requirements.

Mental Health First Aid
City of Berkeley Mental Health staff have previously implemented a Mental Health First Aid Training to the community through non-MHSA funds. Mental Health First Aid is a groundbreaking public education program that helps the public identify, understand, and respond to signs of mental health issues and substance use disorders. Mental Health First Aid presents an overview of mental health issues and substance use disorders and introduces participants to risk factors and warning signs of mental health problems, builds understanding of their impact, and provides an overview of common treatments. Through this training a five-step action plan is taught that encompasses the skills, resources and knowledge to help an individual in crisis connect with appropriate professional, peer, social, and self-help care.

PEI Goals: The goal of this campaign is to increase prevention efforts and response to early signs of emotional and behavioral health problems.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community
defined evidence practices (CDEPs).
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

Due to vacancies in staff, Mental Health First Aid trainings have not been provided in the past several years.

It is envisioned that this program will be restarted in FY25. 69

SUICIDE PREVENTION
Suicide Prevention Programs (Optional) - Activities to prevent suicide as a consequence of mental illness.

The City of Berkeley has one PEI funded Suicide Prevention program:

California Mental Health Services Authority (CalMHSA) PEI Statewide Projects Per PEI State Regulations mental health jurisdictions have an option on whether to utilize MHSA PEI funds on Suicide Prevention programs. While the City of Berkeley has not previously chosen to utilize PEI funds to implement a local Suicide Prevention program, in FY18 the Division began contributing 4% of PEI funding to the California Mental Health Services Authority (CalMHSA) to participate in the PEI Statewide Projects Initiative to locally obtain State resources on Suicide Prevention, Student Mental Health, and Stigma and Discrimination.

PEI Goals:. The goal of this campaign is to increase prevention efforts and response to early signs of emotional and behavioral health problems.

PEI Priorities:
• Culturally competent and linguistically appropriate prevention and intervention; including community defined evidence practices (CDEPs).
• Early identification programming of mental health symptoms and disorders, including but not limited to, anxiety, depression, and psychosis.

In FY23, through this initiative resources on Suicide Prevention, Student Mental Health and Stigma and Discrimination reached approximately 1,624 individuals. Additionally, resources were distributed via email to local schools, community agencies and community members.

At present, the City has approximately $153,901 of unspent funds that were previously allocated to CalMHSA for this initiative. As a result, through this Annual Update, the Division is proposing to eliminate the allocation of local annual PEI funding for this initiative. Additionally, the Division will either utilize the previously allocated funds that are remaining at CalMHSA, to continue this initiative for a short-time, or to have the funds returned to the City for local use.

70

1D

APPENDIX D

INNOVATION
FY23 ANNUAL EVALUATION REPORT

City of Berkeley Mental Health
Mental Health Services Act
(MHSA)
Innovations (INN)
FY22/23
Annual Evaluation Report

INTRODUCTION
Mental Health Services Act (MHSA) Innovation (INN) funds are to be are utilized for short-term projects that contribute to new learning in the mental health field. This MHSA component provides the opportunity to pilot test and evaluate new strategies that can inform future practices in communities and mental health settings. INN projects can target any population and any aspect of the mental health system as long as the strategies or approaches that are being implemented address at least one of the following areas:
• Increase access to mental health services;
• I
ncrease access to mental health services for underserved groups; • Increase the quality of mental health services, including better outcomes; • Promote interagency collaboration.

INN projects should also have one of
the following primary practices: introduce new mental
health practices or approaches that have never been done before; or make changes to existing mental health practices/approaches, including adapting them to a new setting or community; or introduce a new promising community-driven practice/approach that has been successful in non- mental health contexts or settings.

Per Mental Health Services Act (MHSA) State requirements, Mental Health jurisdictions are to submit an Innovation (INN) Evaluation Report to the Mental Health Services Oversight and Accountability Commission (MHSOAC) on an annual basis. INN Regulations also require mental health jurisdictions to submit an Annual Evaluation Report to the State each fiscal year.

The Evaluation Report should be included with the MHSA Annual Update or Three Year Program and Expenditure Plan and undergo a 30 Day Public Comment period and approval from the local governing board. Per state regulations, the MHSA INN Fiscal Year 2022/2023 (FY23) Annual Evaluation Report that covers data from FY23 is due.

This FY23 INN Annual Evaluation Report provides descriptions of currently funded MHSA INN services, and reports on FY23 program and demographic data. 1

BACKGROUND
On October 6, 2015, updated INN regulations designed by the Mental Health Services Oversight and Acco
untability Commission (MHSOAC) became effective. The new INN Regulations, included program and demographic data requirements that are to be reported to the MHSOAC through INN Annual Evaluation Reports. Per the new requirements, Mental Health Jurisdictions should report on the following INN Program and Demographic elements. • Name of the Innovative Project.
• Whether changes were made to the Innovative Pr
oject during the reporting period, a
description of the changes and the reasons for the changes. • Available evaluation data, including outcomes of the Innovative Project and information about which elements of the Project are contributing to outcomes. • Program information collected during the reporting period, including for applicable Innovative Projects that serve individuals, and the number of participants served. • All Demographic Data as applicable per project (as outlined below).

INN De
mographic Reporting Requirements
For the information reported under the various program categories, each program will need to report disaggregate numbers served, number of potential responders engaged, and number of referrals for treatment and other services by:
(A) The following Age groups:
• 0-15 (children/youth)
• 16-
25 (transition age youth)
• 26-59 (adult)
• ages 60+ (older adults)
• Number of respondents who declined to answer the question (B) Race by the following categories:
• American Indian or Alaska Native
• A
sian
• Black or African American
• Native Hawaiian or other Pacific Islander
• White
• Other
• More than one race
• Number of respondents who declined to answer the question 2

(C) Ethnicity by the following categories:
(i) Hispanic or Latino as follows
• Caribbean
• Central American
• Mexican/Mexican-American/Chicano
• Puerto Rican
• South American
• Other
• Number of respondents who declined to answer the question (ii) Non-Hispanic or Non-Latino as follows
• African
• A
sian Indian/South Asian
• Cambodian
• Chinese
• Eastern European
• European
• Filipino
• Japanese
• Korean
• Middle Eastern
• Vietnamese
• Other
• Number of respondents who declined to
answer the question
• More than one ethnicity
• Number of respondents who declined to
answer the question
(D) Primary language used listed by
threshold languages for the individual county
• English
• Spanish
• Number of respondents who declined to
answer the question
(D) Primary language used listed by
threshold languages for the individual county
• English
• Spanish
• Number of respondents who declined to
answer the question
3

(E) Sexual orientation
• Gay or Lesbian
• Heterosexual or Straight
• Bisexual
• Questioning or unsure of sexual orientation
• Queer
• Another sexual orientation
• Number of respondents who declined to answer the question (F) Disability, defined as a physical or mental impairment or medical condition lasting at least six months that substantially limits a major life activity, which is not the result of a severe mental illness • If Yes, report the number that apply in each domain of disability(ies) o Com
munication domain separately by each of the following:
 difficulty seeing,
 difficulty hearing, or having speech understood)
 other, please specify
o Mental domain not inclu
ding a mental illness (including but not limited to a learning disability, developmental disability, dementia)
o Physical/mobility domain
o Chronic health condition (including but not limited to chronic pain) o Other (specify)
• No
• Number of respondents who declined to answer the question (G) Veteran Status,
• Yes
• No
• N
umber of respondents who declined to answer the question (H) Gender
(i) Assigned sex at birth:
(a)
Male
(b) Female
(c) Number of respondents who declined to answer the question (ii) Current gender identity:
(a) Male
(b) Female
(c) Transgender
(d) Genderqueer
(e) Questioning or unsure of gender identity
(f) Another gender identity
(g) Number of respondents who declined to answer the question. 4

Effective July 2018 amended INN regulations specified the following:
• For projects/programs serving children or youth younger than 18 years of age, the demographic information collected and reported should only be done so to the extent permissible by privacy laws;
• For projects/programs serving minors younger than 12 years of age, demographic information shall be collected and reported, except for sexual orientation, current gender identity, and veteran status;
• Information that cannot be obtained directly from the minor may be obtained from the minor’s parent, legal guardian, or other authorized source.

CITY OF BERKELEY INN PROGRAMS
A description of INN programs and FY23 data are outlined below:

Help@Hand - Technology Suite Project
In September 2018, following a four-month community planning process and approval from City Council, the City of Berkeley Technology Suite Project (which has since been renamed “Help@Hand”) was approved by the MHSOAC. This project allocated INN funding to participate in a Statewide Collaborative with other California counties to pilot a Mental Health Technology Project that ma de various technology -based mental health services and supports applications (Apps) locally available in Berkeley. The Help@Hand Project sought to learn whether the use of the Apps w ould increase access to mental health services and supports; and whether it w ould increase the quality of mental health services, including leading to better outcomes.

The Division worked both internally and with the California Mental Health Services Authority (CalMHSA), the fiscal intermediary for this project, to prepare for citywide implementation. Due to a need for additional community mental health supports as a result of the pandemic, the priority population for ac
cessing Apps was changed from the original primary focus on TAY and Older Adults, to include anyone who lived, worked and or attended school in Berkeley.

Per a competitive recruitment process, the Division contracted with Resource Development Associates (RDA), who conducted Project Coordination work through early FY22 on this project.

Following that timeframe, the BMH MHSA Coordinator served as the Project Coordinator for this project. On behalf of the City and with locally designated Help@Hand project funds, CalMHSA executed a contract with Uptown Studios, in early FY22 to conduct a marketing and social media campaign for this project.

In November 2021, as a result of this project, free access to the HeadSpace and MyStrength Apps became locally available
in Berkeley for a limited timeframe. The MyStrength App was available through October 2022. A large interest in the HeadSpace App in FY22 led the Division to decide to allocate a portion of non-MHSA funds to add additional licenses of this App for the community, and the HeadSpace App was available through September 2023. 5

The Division is currently participating in a State Evaluation with other counties in this project.

The evaluation is being conducted by the University of California at Irvine (UCI). Additionally, following a competitive recruitment process, the Division entered into a contract with Hatchuel, Tabernik & Associates to conduct a local evaluation of this project. The evaluations are currently underway and will be reported on in future MHSA INN Evaluation Reports.

Over the duration of this project, there were 1,720 enrolle es in MyStrength, and 7,328 enrollees in HeadSpace. Each App company collected and provided reporting on various user data measures. Local usage data provided by each App is outlined on the following pages. 6

myStrength scorecard
Members enrolled Top 5 digital
recommendations
Program engagement
Average 90 day member engagement rates (% of returning) Logged in Completed activity Used engagement
guidance
average
logins/member
average activities
completed/member
average messages
sent to guide/member
Member
demographics
(% of enrolled)
Enrolled
Activated
Returning
© Teladoc Health, Inc. All rights reserved.

City of Berkeley
Program launch: 2021-09-20 Data thru: 2022-08-31
1,688
1,533
91% of enrolled
472
31% of activated 14%
65/472
3 4%
20/472
4 NA%
NA/472
NA
1

myStrength scorecard
more members meeting clinical criteria
need to complete a follow-up GAD-7
assessment before the chart will be
displayed.
more members need to complete a
follow-up WHO-5 assessment before this
chart will be displayed.
more members meeting clinical criteria
need to complete a follow-up PHQ-9
assessment before this chart will be
displayed.

A WHO-5 score below 52% (13 points) indicates poor well-being.

Wellbeing outcomesDepression outcomes
Anxiety outcomes
Scored 5 or
more in
the PHQ-9
assessment
Clinical and
subclinical
population
Maintained or
improved
Clinically
Improved
Started with scores ≥15
and decreased their
score by at least 5
points
A PHQ-9 score indicates the severity level of a member’s symptoms, where a score of 0-4 is nonclinical, 5-14 is subclinical, and 15+ is clinical.

Scored 5 or
more in
the GAD-7
assessment
Clinical and
subclinical
population
© Teladoc Health, Inc. All rights reserved.

Maintained or
improved
Clinically
Improved
Started with scores ≥15
and decreased their
score by at least 5
points
A GAD-7 score indicates the severity level of a member’s symptoms, where a score of 0-4 is nonclinical, 5-14 is subclinical, and 15+ is clinical.

Of members’ wellbeing improved at least 10%
(Clinical definition of improvement)
City of Berkeley
Program launch: 2021-09-20 Data thru: 2022-08-31
NA
NA
N
A

68.1%

40.5%

72.4%

25.8%

28.4%
2

myStrength scorecard
Members enrolled
Enrolled: Number of members who registered and
successfully enrolled
Activated: Number of members who completed the
onboarding assessment
Returning: Number of activated members who have
logged into the myStrength program at least once
after onboarding assessment completion
Enrollment trends: Number of members who have
enrolled (current enrolled) over time since the program launch date
Program engagement
Clinical outcomes
© Teladoc Health, Inc. All rights reserved.

Logged in: The percentage of returning members that logged into the myStrength application via the mobile app or the myStrength website at least once in the last 90 days.

Completed activity: The percentage of returning members that completed at least one activity in the last 90 days. Members must click the “Finish” button after going through all the steps in order to be counted.

Engagement guidance: The percentage of returning members that have sent at least one message to a guide in the last 90 days.
*N/A will display if engagement guidance is not a part of the program that was purchased
PHQ-9 is a validated depression screening tool. Total score is between 0 and 27 with higher scores meaning more symptoms. Metrics show % of members who have taken the PHQ-9 assessment at least twice – once at baseline and at least once more after baseline.

GAD-7 is a validated anxiety screening tool. Total score is between 0 and 21 with higher scores meaning more symptoms. Metrics show % of members who have taken the GAD-7 assessment at least twice – once at baseline and at least once more after baseline.

WHO-5 is a validated measure of general wellbeing (not a specific diagnosis or problem). Total score is between 0 and 25 with lower scores showing lower quality of life and higher scores showing higher quality of life. Raw scores are multiplied by 4 to get a percentage score. Metrics show % of members who have taken the WHO-5 assessment at least twice – once at baseline and at least once more after baseline.
*For each clinical outcome, the reported population has at least 10 members in the program and completed at least two assessments.

Top 5 digital recommendations
The percentage of returning members that were recommended “Just for You” content or digital courses and programs.

DATA DEFINITIONS
City of Berkeley
3

Enrollment
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23

0.0 5.0

10.0 15.0

5.96.3 12.5

8.0 12.712.712.7

12.9 13.0

11.713.1

13.2 13.2

2.0 13.213.2 13.313.5 13.6

3.2 13.8

13.9 4.1

5.0 14.0

4.9 3.7

5.1 4.13.9 3.6 3.63.8

5.2 3.8

5.2 3.8

14.2 3.7

2.8 1.3

14.2 3.9

5.3 4.0

5.3 14.3

3.4 10.4

5.44.8 5.45.44.9

6.1 4.94.5

2.11.5 2.0 2.0 2.6

3.0 2.1

5.56.0 3.5

4.9 2.1

4.2 4.2

2.0 2.5 1.91.9 1.9

2.2 5.0

1.9 5.6

2.2 1.9

5.6 1.92.2

5.9 2.21.92.4

4.4 1.82.3

5.2 5.75.2

2.4 5.8

3.0 Depth of Engagement per Active User
Average number of times your members have engaged with specific content categories per month Meditation Sleep Move Wakeup Focus ALL
If you have issues or questions on your organization’s report, please reach out to your customer success manager or contact [email protected].

Managing Anxiety
Basics
Letting Go of Stress
Basics 2
Sleep
Basics 3
Finding Focus
Pro | Level 1
Self-Esteem
Headspace 365
Acceptance
Balance
Handling Sadness
Navigating Change
Creativity

14.1%

10.8%

9.3%

5.3%

4.2%

3.8%

3.4%

2.5%

2.4%

2.4%

2.4%

2.3%

1.6%

1.6%

1.4%
Top 15 Courses
Percentage of sessions from courses over choosen period The Wake Up
Goodnight
Sleeping
Everyday Headspace
Doze
Falling Back to Sleep
Switching Off
Unguided
Rain on Rocks
Take 5 Cleansing Breaths
60 Seconds of Mindful Bre..

Treat Yourself to 5 Gentle..

Feel the Benefits of 5 Dee..
1-Minute Breathing Exerc..

Enjoy 5 Deep Breaths

9.3%

3.0%

2.4%

2.1%

1.8%

1.2%

1.2%

1.0%

0.9%

0.9%

0.8%

0.8%

0.8%

0.8%

0.8%
Top 15 Non-Courses
Percentage of sessions from non-course content over choosen period Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23
0 10,000
20,000
Media Starts
10,075
10,456
5,550
5,642
5,403
5,352
5,437
6,326
5,432
6,401
5,955
6,188
5,722
5,140
5,603
6,045
5,210
6,918
7,048
8,143
6,725
8,438
7,573
7,441
6,864
7,279
8,348
8,659
8,281
7,772
5,944
15,842
16,131
18,459
17,734
20,155
17,240
18,958
20,063
14,962
15,075
13,750
13,478
15,519
15,589
18,587
15,701
14,928
14,448
14,485
13,527
14,699
7,238
1,613
3,876
71 0
Engagement by Content Type
Number of times your members have engaged with specific content categories Meditation Sleep Move Wakeup Focus
Engagement Rate MAU
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
0 500
1000
1500
MAU
0%
20%
40%
60%
80%
100%
Engagement Rate
1,158
1,171
1,148
1,167
1,237
1,278
1,350
1,399
1,428
1,280
1,445
1,292
1,214
1,189
1,170
1,357
1,428
1,362
1,202
1,133
1,491
665
697
257
9 60%
47%
24%27% 22% 21%
30%
19%
9%
17%
34%
16%
Monthly Active Users
MAU: Number of enrolled members who have engaged with at least 1 piece of content in Headspace in the previous 30 days
Engagement Rate: Percentage of total enrolled members who have engaged with at least 1 piece of content in Headspace in the previous 30 days
Engagement
Headspace Minutes in None
Total minutes using ALL Headspace content within
calendar year
Minutes Meditated in None
Total minutes using meditation content within calendar
year
Current Members
Number of people (employees) from my organization
enrolled to Headspace
Oct 31 '21
Nov 30 '21
Dec 31 '21
Jan 31 '22
Feb 28 '22
Mar 31 '22
Apr 30 '22
May 31 '22
Jun 30 '22
Jul 31 '22
Aug 31 '22
Sep 30 '22
Oct 31 '22
Nov 30 '22
Dec 31 '22
Jan 31 '23
Feb 28 '23
Mar 31 '23
Apr 30 '23
May 31 '23
Jun 30 '23
Jul 31 '23
Aug 31 '23
Sep 30 '23
Oct 31 '23
Nov 30 '23
0K
1K
2K
Newly Enrolled
1,837
104
128
108
301
417
291
156
145
165
443
596
561
958
533
127
51 53
48 51
67 91
85 15
0 0
1,837
104108
301291
145165
443561
958
533
5153 485167918515 0 0
New Enrollments
Number of new member enrollments by Month
For week view, weeks may include enrollments from prior/future month if these dates are in the chosen period; Week start is on Sunday and week end is on Saturday
Employee
City of Berkeley

Encampment-Based Mobile Wellness Center Project
In April 2022, the Division received approval to implement an Enc ampment-Based Mobile
Wellness Center Project from the Berkeley City Council and the State Mental Health Oversight and Accountability Commission (MHSOAC). This new project will pilot a Mobile Wellness Center at Homeless encampments in Berkeley. The Mobile Wellness Center project will provide an on-site, customizable menu of services that are chosen by individuals who reside at the encampments. The project will be led by peers with lived experience of homelessness, and include partners from encampment communities to encourage participation, help define service needs, and support service provision at the site. The project will be implemented by Options Recovery Services who was chosen through a competitive Request For Proposal (RFP) process.

The project will seek to learn whether on-site wellness center services have a positive impact on mental health outcomes including an increase in the uptake of mental health services. The project will also assess the impact of how having individuals from the community help to provide services, shapes service delivery, and the participant satisfaction with services. Th e
project will include an Evaluation component, which will be reported on in future MHSA INN Evaluation Reports. It is envisioned that the project will be implemented in early FY25. 7

1E

APPENDIX E

PUBLIC COMMENTS

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Scott Gilman, Director, Health, Housing, and Community Services Subject: 2024 Local Housing Trust Fund Application

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to apply for and accept funds from the State of California's Local Housing Trust Fund program, in an amount not to exceed $5,000,000, and to apply such funds to the City's existing funding reservations for two projects at the North Berkeley BART (NBB) site: NBB East Bay Asian Local Development Corporation (EBALDC) Project and NBB BRIDGE Insight Permanent Supportive Housing (PSH) Project via the City's Housing Trust Fund program.

FISCAL IMPACTS OF RECOMMENDATION
The City of Berkeley is eligible to apply for up to $5,000,000 from the State's competitive Local Housing Trust Fund (LHTF) program. The final award will be decided as part of the competitive application process. This funding would be applied to the City's Housing Trust Fund (HTF) program to fund the City's existing funding reservation for the two affordable housing projects proposed by EBALDC and Insight Housing (Insight, in partnership with BRIDGE Housing) as part of the NBB project, reducing the amount of Measure O and/or other local funds that would be required for the projects, and making those funds available for other housing priority projects if the City receives an LHTF award.

CURRENT SITUATION AND ITS EFFECTS
The City is eligible to apply for between $1 million and $5 million under the LHTF program. The program provides matching funds to local housing trust funds established by cities and counties. Applications will be scored on several criteria including the source of matching funds (sources other than residential local impact fees or in lieu fees), existing local funding commitments, project readiness, and affordability.

Based on eligibility criteria, the City can apply to support two projects in the City's HTF development pipeline, both proposed as part of the NBB project: the NBB EBALDC Project and the NBB BRIDGE Insight PSH Project. The NBB EBALDC Project will be a 60-unit family housing development by EBALDC that will also include 15 units of PSH.

The NBB BRIDGE Insight PSH Project will be developed in partnership with BRIDGE

2024 Local Housing Trust Fund Application CONSENT CALENDAR September 10, 2024

Housing and Insight Housing, and will include 85 PSH units. The PSH units under both projects will serve formerly homeless individuals.

City Council reserved a total of $26.5M to the affordable housing developments at the North Berkeley BART site, through Resolutions 70,643-N.S., 70,991-N.S., and 71,428- N.S. The funding will come from future issuances of the Measure O Bond (anticipated in 2025 and 2027) and Affordable Housing Mitigation Fees.

BACKGROUND
On July 9, 2024, the California Department of Housing and Community Development (HCD) issued a Notice of Funding Availability (NOFA) of approximately $53 million for the LHTF program created under the Veterans and Affordable Housing Bond Act of 2018 (Proposition 1). The LHTF program was established by the State as a funding source to finance new affordable housing construction. The program is funded by $300 million proceeds from a $4 billion bond under the State General Obligation Bond Law.

Program funds awarded must be designated to provide construction loans and/or permanent financing loans to pay for construction or rehabilitation of affordable rental housing projects, emergency shelters, permanent supportive housing, transitional housing and affordable homeowner projects. Program funds may also be used to assist income-eligible first-time homebuyers to purchase homes and to rehabilitate houses owned by income-eligible occupants. Accessory Dwelling Units (ADUs) or Junior Accessory Dwelling Units (JADUs) construction and conversion programs are also eligible.

The City is eligible to apply as it maintains an existing Housing Trust Fund. The City of Berkeley's HTF program was established in 1990 to support affordable housing development and rehabilitation. It is funded by several sources, including Affordable Housing Mitigation Fees (AHMF), Condominium Conversion fees, and federal HOME funds. Measure O was approved by voters in 2018 to provide $135 million in additional bond funding for affordable housing development, and is administered through the HTF program. Any LHTF funding the City receives will complement these existing funding sources.

In 2020, the City of Berkeley successfully applied for and received LHTF awards for two projects, The Grinnell (formerly Blake Apartments, 2527 San Pablo Ave.) and Maudelle Miller Shirek Community (2001 Ashby Ave.), with each project receiving $2.5M for a total award of $5M. The Grinnell is completed and occupied, and completion for Maudelle Miller Shirek Community is anticipated in early Fall. The City also received LHTF awards for Supportive Housing in People’s Park ($3.3M) and St. Paul Terrace (approximately $4.1M) both of which are in the planning or predevelopment phases.

2024 Local Housing Trust Fund Application CONSENT CALENDAR September 10, 2024

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable sustainability and climate impacts directly associated with the recommendations of this report.

RATIONALE FOR RECOMMENDATION
If approved, an application for LHTF funds will make up to $5 million available for Berkeley to support City programs that serve lower income or unhoused populations.

Measure O bond-supported pipeline projects provide the City with the most competitive application. The LHTF application weighs the percentage of matching funds derived from sources other than local impact fees (such as the AHMF). The Measure O bond provides this advantage. Further, because the projects will include units for formerly homeless, Extremely Low Income, Very Low Income and Low-Income households, the City’s application will likely be more competitive.

Competitive applications must also demonstrate project readiness and a projected construction start. This also provides better security that the funds will be expended consistent with the NOFA requirements.

The City is required to use the resolution template provided by the state for this council item.

ALTERNATIVE ACTIONS CONSIDERED
The City could decline to participate in the LHTF Program. Since that would not be consistent with the City’s Strategic Plan to increase affordable housing opportunities, staff are recommending participation as described above. Staff also do not recommend applying the funds to a first-time home buyer, ADU or JADU program, as the application scoring criteria is designed to favor new construction of affordable housing.

CONTACT PERSON
Asavari Devadiga, Community Development Project Coordinator, HHCS, 510-981-5426 Attachment:
1: Resolution
Exhibit A: Attachment 1 City of Berkeley Housing Trust Fund Commitment to use Local Housing Trust Fund (LHTF) Program Funds and Matching Funds

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

CITY OF BERKELEY HOUSING TRUST FUND APPLICATION TO LOCAL HOUSING

TRUST FUND AUTHORIZING RESOLUTION
A necessary quorum and majority of the Council Members of the City of Berkeley, a municipality (“Applicant”), hereby consents to, adopts and ratifies the following resolution:

A. WHEREAS, the Department is authorized to provide up to $53 million under the Local Housing Trust Fund (“LHTF”) Program from the Veterans and Affordable Housing Bond Act of 2018 (Proposition 1) (as described in Health and Safety Code section 50842.2 et seq. (Chapter 365, Statutes of 2017 (SB 3)) (“Program”).

B. WHEREAS, the State of California (the “State”), Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability (“NOFA”) dated 7/9/2024 under the LHTF Program;
C. WHEREAS, Applicant is an eligible Local or Regional Housing Trust Fund applying to the Program to administer one or more eligible activities using Program Funds.

D. WHEREAS, the Department may approve funding allocations for the LHTF Program, subject to the terms and conditions of H&S Code Section 50842.2, the LHTF Program Guidelines, NOFA, Program requirements, the Standard Agreement and other related contracts between the Department and LHTF award recipients.

NOW THEREFORE BE IT RESOLVED THAT:

1. If Applicant receives an award of LHTF funds from the Department pursuant to the above referenced LHTF NOFA, it represents and certifies that it will use all such funds on Eligible Projects in a manner consistent and in compliance with all applicable state and federal statutes, rules, regulations, and laws, including, without limitation, all rules and laws regarding the LHTF Program, as well as any and all contracts the Applicant may have with the Department (“Eligible Project”).

2. NOW, THEREFORE, BE IT RESOLVED: The City of Berkeley’s Housing Trust Fund is hereby authorized to act as the manager in connection with the Department's funds to Eligible Projects pursuant to the above described Notice of Funding Availability in an amount not to exceed $5,000,000 (the “LHTF Award”).

3. Applicant hereby agrees to match on a dollar for dollar basis the LHTF Award pursuant to Guidelines Section 104. Applicant hereby agrees to utilize matching finds on a dollar-for-dollar basis for the same Eligible Project for which Program Funds are used, as required by HSC Section 50843.5(c).

4. Pursuant to Attachment 1 and the Applicant’s certification in this resolution, the LHTF funds will be expended only for Eligible Projects and consistent with all program requirements.

5. Nonprofit Housing Trust Funds and Native American Tribe Housing Trust Funds agree to use Program Funds only for Eligible Projects located in cities and counties that submitted an adopted Housing Element that was found by the Department to be in compliance and that have submitted their Housing Element Annual Progress Report (APR) for the current year or prior year by the application due date.

6. Applicant shall be subject to the terms and conditions as specified in the Standard Agreement, H&S Section 50842.2 and LHTF Program Guidelines

7. The City Manager and/or designee is authorized to execute the LHTF Program Application, the LHTF Standard Agreement and any subsequent amendments or modifications thereto, as well as any other documents which are related to the Program or the LHTF Award to Applicant, as the Department may deem appropriate.

Exhibits
A: Attachment 1 City of Berkeley Housing Trust Fund Commitment to use Local Housing Trust Fund (LHTF) Program Funds and Matching Funds
PASSED AND ADOPTED at a regular meeting of the City of Berkeley City Council this 10th day of September, 2024 by the following vote:

AYES: _____ ABSTENTIONS: _____ NOES: ____ ABSENT: _____ Approving Officer: _______________________
Signature of Approving Officer
__________________________________________

CERTIFICATE OF THE ATTESTING OFFICER
The undersigned, Officer of the City of Berkeley does hereby attest and certify that the forgoing Resolution is a true, full and correct copy of a resolution duly adopted at a meeting of the City Council of the City of Berkeley, which was duly convened and held on the date stated thereon, and that said document has not been amended, modified, repealed or rescinded since its date of adoption and is in full force and effect as of the date hereof.

ATTEST: ____________________
Signature of Attesting Officer
__________________________________________

ATTACHMENT 1
City of Berkeley Housing Trust Fund Commitment to use Local Housing Trust Fund (LHTF) Program Funds and Matching Funds

1. Identification of the percent of the total funds requested that will be used for each activity / project, including Area Median (AMI level) The LHTF award will fund the City’s existing funding reservations for two affordable housing projects proposed as part of the North Berkeley BART (NBB) project:
 NBB EBALDC Project: 47.5% of the total LHTF award would support the construction of East Bay Asian Local Development Corporation’s 60-unit family housing development that will serve 20-60% AMI households. 15 of the units will be reserved for formerly homeless households.
 NBB BRIDGE Insight PSH Project: 47.5% of the total LHTF award would support BRIDGE Housing and Insight Housing’s 85-unit permanent supportive housing development that will serve 30-50% AMI households, including formerly homeless residents.
 5% of the total LHTF award would be used for administration.  The City will match the LHTF funding with money from its Housing Trust Fund program.

2. Jurisdictions where activities / projects will be delivered:

City of Berkeley (in Alameda County)

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Scott Gilman, Director, Housing, and Community Services Subject: Contract No. 32300112 Amendment: Harold Dichoso COVID-19 Outreach and Education

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or her designee to amend Contract No. 32300112 with Harold Dichoso, to extend the contract end date through June 30, 2025 and increase the not-to-exceed amount (NTE) by $63,928 utilizing one-time grant funds. The amendment will increase the NTE amount from $144,950 to $208,878.

FISCAL IMPACTS OF RECOMMENDATION
The amendment will add $63,928 with a total not-to-exceed amount of $208,878. The funding for this amendment is available in the FY2025 Adopted Budget in One-Time Fund (Fund 350).

CURRENT SITUATION AND ITS EFFECTS
Amending Contract No. 32300112 will allow Harold Dichoso to continue to refine and implement culturally responsive curriculum that exposes Berkeley youth to job readiness skills and provides work-based learning experiences. Services will support COVID-19 youth ambassadors through the end of the state’s COVID-19 Workforce Development (WFD) grant period. This amendment would allow one additional cohort of Berkeley High School and Berkeley Technology Academy student interns to support the programming for school Wellness Centers and the mental wellness of Berkeley students.

Under the current contract, Harold Dichoso has designed and facilitated over 36 two- hour professional development workshops for the 81 youth who enrolled in four cohorts of the Health Justice Internship (HJI) program and supported their experience with youth development programming and mentorship. Contract activities also include coordination between City of Berkeley staff and staff from Berkeley Unified School District, Berkeley City College, and community organizations.

This program will continue to aid in slowing the spread of COVID-19 and ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures.

Contract No. 32300112 Amendment: Harold Dichoso CONSENT CALENDAR COVID-19 Outreach and Education September 10, 2024

BACKGROUND
In response to the COVID-19 Pandemic, the City of Berkeley received a COVID-19 Workforce Development grant from the California Department of Public Health (CDPH).

Local objectives of the grant included prioritizing health and safety in design for Berkeley Unified School District, private schools, and childcare facilities to maintain safe protocols and practices.

The City partnered with Harold Dichoso to ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures through the implementation of the Health Justice Internship (HJI) Program. The HJI program provides Berkeley youth the opportunity to participate in paid internships while serving as COVID-19 youth ambassadors.

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

RATIONALE FOR RECOMMENDATION
The funding identified is through the Workforce Development grant that was a one-time grant via COVID funding from the State. The funding from the remaining FY25 grant period will continue to aid in slowing the spread of COVID-19 throughout the Berkeley community and will ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures.

ALTERNATIVE ACTIONS CONSIDERED
Staff did not identify other alternatives that are consistent with both the grant purpose, City priorities, and CDC’s COVID-19 guidance.

CONTACT PERSON
Rafael Rangell, Community Services Specialist, HHCS, (510) 981-7677 Attachments:

1. Resolution

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

CONTRACT NO. 32300112 AMENDMENT: HAROLD DICHOSO FOR COVID-19

OUTREACH AND EDUCATION
WHEREAS, the City of Berkeley issued a Request for Proposal No. 23-11542-C to obtain consulting services through a single contract with a community-based organization or individual related to the COVID-19 pandemic through the Health Justice Internship Program; and
WHEREAS, on November 16, 2022, the City of Berkeley executed Contract No. 32300112 with Harold Dichoso, which was authorized by the City Council (Resolution 70,594-N.S.), with a not to exceed amount of $90,000; and WHEREAS, on June 27, 2023 the City of Berkeley amended Contract No. 32300112 with Harold Dichoso, which was authorized by the City Council (Resolution 70,903-N.S.), increasing the not to exceed amount to $125,000; and
WHEREAS, on February 1, 2024 the City of Berkeley amended contract number 32300112 with Harold Dichoso, which as authorized by the City Council (Resolution 70,903-N.S.), increasing the not to exceed amount to $144,950; and WHEREAS, additional funds from the Workforce Development (WFD) grant in the amount of $63,928 are available to increase the contract amount which will allow Harold Dichoso to include additional youth participants, exposing them to culturally responsive curriculum, job readiness skills and providing work-based learning experiences while serving as COVID-19 youth ambassadors through the end of the COVID-19 Workforce Development (WFD) grant period.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or her designee is authorized to amend Contract No. 32300112 with Harold Dichoso to extend the contract end date through June 30, 2025 and increase the not-to- exceed amount (NTE) by $63,928 to a total of $208,878 utilizing one-time grant funds.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Scott Gilman, Director, Health, Housing, and Community Services Subject: Contract No. 32200135 Second Amendment: Multicultural Institute for COVID-19 Outreach and Education

RECOMMENDATION
Adopt a Resolution amending Contract No. 32200135 with Multicultural Institute, to extend the contract end date through June 30, 2025, and increase the not-to-exceed amount (NTE) by $45,136 utilizing one-time grant funds. The amendment will increase the NTE amount from $186,000 to $231,136.

FISCAL IMPACTS OF RECOMMENDATION
The amendment will add $45,136 with a total not-to-exceed amount of $231,136. The funding for this amendment is available in the Fiscal Year 2025 Adopted Budget in One-Time Fund (Fund 336).

CURRENT SITUATION AND ITS EFFECTS
Amending Contract No. 32200135 with Multicultural Institute will allow Multicultural Institute to continue providing culturally responsive COVID-19 education and outreach services to the Berkeley community, specifically to residents who are day laborers, domestic workers, monolingual Spanish speakers, and recent immigrants, through the end of the Enhancing Laboratories Capacity (ELC) grant period. These services will aid in slowing the spread of COVID-19 and ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures. This contract with the Multicultural Institute is a Strategic Plan Priority Project, advancing our goal to champion and demonstrate social and racial equity.

BACKGROUND
In response to the COVID-19 pandemic, the City of Berkeley partnered with Multicultural Institute to ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures. These efforts have included organizing and facilitating COVID-19 education and outreach events, hosting vaccine and testing clinics, engaging in door- knocking campaigns and community canvassing events, hosting Health Justice

Contract 2nd Amendment: Multicultural Institute, COVID-19 Outreach and Education CONSENT CALENDAR September 10, 2024

Interns, and distributing COVID-19 test kits prioritizing Berkeley residents who are uninsured, underinsured, undocumented, or face other barriers to accessing test kits.

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

RATIONALE FOR RECOMMENDATION
The additional funding identified will aid in slowing the spread of COVID-19 throughout the Berkeley community and will ensure all Berkeley residents have equitable access to COVID-19 vaccines, testing, treatment, and other infection control and healthcare measures.

ALTERNATIVE ACTIONS CONSIDERED
Staff did not identify other alternatives that are consistent with both the grant purpose, City priorities, and CDC’s COVID-19 guidance.

CONTACT PERSON
Alexandra Deitch, Sr. Health Services Program Specialist, HHCS, 510-981-5379 Attachments:
1: Resolution

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

CONTRACT NO. 32200135 SECOND AMENDMENT: MULTICULTURAL INSTITUTE, FOR COVID-19 OUTREACH & EDUCATION
WHEREAS, the City of Berkeley issued Request for Proposal #21-11450-C on May 12, 2021 to engage with Community Partners to engage Berkeley residents and workers by providing education and outreach on COVID-19, targeting vaccination efforts to reach those most vulnerable to and at risk of COVID-19, and supporting infected individuals required to isolate; and
WHEREAS, a panel of experts reviewed applications and recommended agencies to provide services to reach Berkeley residents and workers who are vulnerable to and at risk of COVID-19 infection, and these services are a critical part of the City’s efforts to prevent the spread of COVID-19; and
WHEREAS, on January 4, 2022, under the State of Emergency Order, the City Manager authorized Health, Housing, and Community Services’ Public Health Officer Unit to enter into a contract with Multicultural Institute (Contract No. 32200135) to provide culturally responsive COVID-19 education and outreach services to the Berkeley community; and WHEREAS, an additional $45,136 in grant funding is available to increase the contract amount which will allow Multicultural Institute to continue providing culturally responsive COVID-19 education and outreach services to the Berkeley community through the end of the Enhancing Laboratories Capacity (ELC) grant period.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 32200135 with Multicultural Institute, to extend the contract end date through June 30, 2025, and increase the not to exceed amount (NTE) by $45,136 utilizing one-time grant funds. The amendment will increase the NTE amount from $186,000 to $231,136.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Information Technology Director Subject: Contract No. 32500020 Amendment: ACAPMO for Technology PMO Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 32500020 with company ACAPMO for Technology Program/Project Management Office (PMO) services, to allow for additional services and support for a total not to exceed $249,999 from August 1, 2024 to December 31, 2025.

FISCAL IMPACTS OF RECOMMENDATION
Funding for this one-time cost for Project Management services is available in Fiscal Year (FY) 2025 adopted budget, General Fund (011).

CURRENT SITUATION AND ITS EFFECTS
The newly formed Program/Project Management Office (PMO) within Information Technology (IT) will support multiple Strategic Plan Priority Projects, advancing IT’s goal to:
 Provide state-of-the-art, well-maintained infrastructure, amenities, and facilities.  Provide an efficient and financially-healthy City government.  Foster a dynamic, sustainable, and locally-based economy.  Attract and retain a talented and diverse City government workforce.

IT PMO is under-resourced in skillsets necessary for projects in progress or waiting to start. ACAPMO will provide training, support services and temporary supplemental staffing to enhance current employee skillsets, allowing IT to execute more efficiently on its current roadmap. Skilled project managers will allow IT to stay focused and organized, as well as implement and utilize its multiple tools to effectively support the rollout and execution of new projects.

CONSENT CALENDAR
September 10, 2024

BACKGROUND
As one of IT’s strategic goals to provide more efficiencies and stability in technology projects, IT is building a strong and robust PMO. The goals and benefits of having a PMO are:

1. Enhanced Project Alignment: A PMO will ensure that all technology initiatives are aligned with the City’s strategic goals. This alignment will help maximize the impact of technology investments and improve service delivery to residents.

2. Improved Resource Management: The PMO will provide a centralized view of all technology projects, allowing for better allocation and utilization of resources.

This will minimize conflicts, reduce bottlenecks, and optimize project execution.

3. Standardization of Processes: By implementing standardized project management methodologies, the PMO will enhance consistency and reliability across all technology projects. This will lead to improved project outcomes, as teams will follow best practices and established protocols.

4. Increased Stakeholder Engagement: The PMO will serve as a hub for communication and collaboration among stakeholders, including city departments, community members, and external partners. This engagement will ensure that projects are responsive to the needs of the community and that stakeholders are kept informed throughout the project lifecycle.

5. Risk Management and Mitigation: A PMO will proactively identify and manage risks associated with technology projects. By implementing risk management strategies, the City can reduce the likelihood of project delays, budget overruns, and other challenges that can hinder success.

6. Data-Driven Decision Making: The PMO will leverage data and metrics to inform project selection and management. This evidence-based approach will facilitate better decision-making and ensure that projects deliver measurable benefits to the community.

7. Continuous Improvement: A PMO fosters a culture of continuous improvement by capturing lessons learned from completed projects. This knowledge-sharing will enhance the City’s ability to innovate and adapt its technology strategies over time.

8. Enhanced Accountability: The establishment of a PMO will introduce clear accountability for project outcomes. This transparency will foster trust among stakeholders and ensure that technology initiatives are executed with a focus on quality and community benefit.

The establishment of a Technology PMO for the City of Berkeley is not just an operational enhancement; it is a vital step toward fostering a more connected, efficient, and responsive city. By prioritizing effective project management, Berkeley can better harness technology to serve its residents, drive innovation, and uphold its values of sustainability and inclusivity. A PMO will provide the framework needed to turn the City’s technology vision into reality, ensuring that Berkeley remains at the forefront of

CONSENT CALENDAR
September 10, 2024

urban innovation in the digital age. This PMO will support all technology projects throughout the city for years to come.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The PMO will improve the City’s environmental impact through the intentional implementation of energy-efficient technologies and projects that actively contribute to the reduction of carbon emissions by addressing resource consumption, materials, and energy efficiency. By adopting sustainable practices, projects will significantly minimize waste generation, optimize the use of materials and energy resources, and thereby decrease overall operational costs. Efficient resource utilization not only contributes to immediate cost savings but also establishes a foundation for long-term financial stability. This reduction leads to improved operational efficiency and, consequently, an enhanced return on investment (ROI).

RATIONALE FOR RECOMMENDATION
Resource hiring is extremely difficult in the current competitive job market, and the lack of sufficient qualified skillset delays the onboarding and rollout of PMO services needed across IT. The most efficient way to keep projects on track and effectively deploy the tools and trainings required to get the organization operationally efficient is by partnering with existing vendors who specialize in this field.

ALTERNATIVE ACTIONS CONSIDERED
IT reviewed and evaluated other vendors for temporary, contract staffing. The rates for the other vendors reviewed, as well as the lack of specific expertise leads IT to consider this contract amendment with ACAPMO

CONTACT PERSON
Kevin Fong, Director, Information Technology, (510) 981-6541

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

CONTRACT NO. 32500020 AMENDMENT: ACAPMO LLC FOR TECHNOLOGY PMO

SERVICES
WHEREAS, ACAPMO is a selected vendor, chosen through informal, competitive vendor selection; and
WHEREAS, the CMO previously authorized Contract No. 32500020 with ACAPMO, Inc. on July 23, 2024 for Project Management, training implementation, maintenance and related services; and
WHEREAS, The City seeks to begin to use ACAPMO for temporary and contract staffing services; and
WHEREAS, Funding will be made available through the General Fund (011); and WHEREAS, spending for this amendment in future fiscal years is subject to Council approval of the proposed citywide budget and annual appropriation ordinances.

NOW THEREFORE, BE IT FURTHER RESOLVED that by the Council of the City of Berkeley that the Council authorizes the City Manager enter into an amended contract with ACAPMO, Inc., for Technology Program/Project Management Office (PMO) Services in the amount of $249,000 from August 1, 2024 through December 31, 2025.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Kevin Fong, Director, Department of Information Technology Subject: Contract No. 31900187 (Fund$ 10734) Amendment: ISP.NET (formerly LV.NET) for Secondary Internet for Redundancy and Load Balancing

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 31900187 (Fund$ 10734) with ISP.NET (formerly LV.NET) for redundant secondary internet services, increasing the contract amount by $84,000 for a total not-to-exceed amount of $362,000 from October 3, 2017 to June 30, 2026.

FISCAL IMPACTS OF RECOMMENDATION
Funding for the additional services in the amount of $84,000 will be available in the Information Technology Communications Services Fund (502) as itemized below.

Planned spending in future fiscal years (FY) are subject to Council approval of the proposed city-wide budget and Annual Appropriation Ordinances.

FY 2018-26 Description
$84,000.00 Subscription service through June 2026. Budget Code: 502 Fund (Comm Svcs) $278,000.00 Subscription expenditures to date under previous Council spending authorization $362,000.00 Total FY2018-2026 Not To Exceed Value

CURRENT SITUATION AND ITS EFFECTS
The City’s reliance on a stable, redundant internet connection is critical for the daily functioning of its core operations.

ISP.NET (formerly LV.NET) provides a secondary (backup and redundant) means to connect to the internet, thereby minimizing any potentials for an outage, should either the City’s AT&T internet connection be interrupted, or vice-versa. Additionally, ISP.NET (formerly LV.NET) is used to increase data speed and capacity for the City, by utilizing its connectivity in parallel with the City’s AT&T connection.

The ISP.NET (formerly LV.NET) secondary internet connection for the City is a Strategic Plan Priority Project, advancing our goal to provide state-of-the-art, well-maintained

Contract Amendment: ISP.NET (formerly LV.NET) for Secondary Internet for CONSENT CALENDAR Redundancy and Load Balancing September 10, 2024

infrastructure, amenities, and facilities. This increase in spending authority will cover the next two (2) years of service (through FY 2026).

BACKGROUND
In FY 2017, the AT&T internet connection served as the primary internet connection for all City staff with no redundancy in place. In FY 2018, the City upgraded the AT&T internet bandwidth from 250 MB to 500 MB and deployed an ISP.NET (formerly LV.NET) internet connection (500 MB) at the Corporation Yard to serve as a backup internet connection in the event that the primary internet connection, located at City Hall, ever went down.

Subsequently the City upgraded both AT&T and ISP.NET (formerly LV.NET) bandwidth from 500 MB to 1 GB.

In addition, the City also implemented load balancing technology for incoming internet traffic, so that both internet connections are sharing the load of incoming traffic to the City network.

In FY2024, ISP.NET acquired LV.NET customers and network infrastructure in Las Vegas, Reno, San Francisco, and Seattle and informed the City of this sale.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Providing a fast and reliable internet connection for City staff allows City staff to perform more tasks from their offices, and allows Berkeley residents to use more and more online tools and services, reducing the need to physically come to City offices to conduct business, and reducing greenhouse gas emissions required for travel to and from their homes.

RATIONALE FOR RECOMMENDATION
This increase in spending authority will cover the next three (2) years of service by ISP.NET.

The City selected ISP.NET (formerly LV.NET) over other internet service providers because of their wireless technology. The City’s current internet connection runs through AT&T’s fiber network, and utilizing a wireless solution as a redundant backup solution made sense over acquiring a second fiber-based solution, where both fiber internet connections could be subject to damage or outages in the event of an earthquake.

In addition, the City installed the ISP.NET (formerly LV.NET) internet connection in a different physical location (The Corporation Yard) than the primary internet connection (City Hall), to provide additional physical redundancy and resilience in the event of a local disaster.

ALTERNATIVE ACTIONS CONSIDERED
The City considered other fiber-based internet service providers, but given the location of Berkeley and it’s vicinity to multiple earthquake fault lines, in particular the Hayward fault, Department of Information Technology staff decided to go with the wireless internet access solution over a fiber solution.

Contract Amendment: ISP.NET (formerly LV.NET) for Secondary Internet for CONSENT CALENDAR Redundancy and Load Balancing September 10, 2024

CONTACT PERSON
Kevin Fong, Director, Department of Information Technology, 510-981-6541 Attachments:
1: Resolution

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

CONTRACT NO. 31900187 (FUND$ 10734) AMENDMENT: ISP.NET (FORMERLY LV.NET) FOR SECONDARY INTERENT FOR REDUNDANCY AND LOAD BALANCING WHEREAS, the internet is the vital service for the City functions, enabling e-commerce, online research, customer interaction, data flow, sharing of files; WHEREAS, the reliability of a fast and dependable internet connection has become increasingly important to conduct day to day business and provide essential services to the community; and
WHEREAS, the projected cost for Fiscal Years 2025-2026 is $42,000 per year, $84,000 in total, which will be available in the Department of Information Technology’s Communications Services fund (fund 502), planned spending in future fiscal years (FY) are subject to Council approval of the proposed city-wide budget and Annual Appropriation Ordinances.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 31900187 (FUND$ 10734) with ISP.NET (formerly LV.NET) for redundant secondary internet services, increasing the contract amount by $84,000 for a total not-to-exceed amount of $362,000 from October 3, 2017 to June 30, 2026.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Director, Department of Information Technology Subject: Contract No. 32100185 Amendment: Digital Hands for Cybersecurity Event Monitoring and Security Information and Event Management (SIEM)

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 32100185 with Digital Hands, for Cybersecurity Event Monitoring and Security Information and Event Management (SIEM), increasing the contract by $1,037,372 for an increased total not to exceed amount of $2,033,489, from May 14, 2021 to June 30, 2027.

FISCAL IMPACTS OF RECOMMENDATION
Funding for these services is available in the Department of Information Technology’s Fiscal Year (FY) 2025-2027 IT Cost Allocation Fund, #680, as outlined below. Spending for this contract in future fiscal years is subject to Council approval of the proposed citywide budget and annual appropriation ordinances.
$345,791 FY 2025: Professional Services
$345,791 FY 2026: Professional Services
$345,791 FY 2027: Professional Services
$1,037,372
Total FY25-27 Professional
Services
$996,117 CT#32100185
$2,033,489 Amended NTE

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley (The City) previously authorized, under resolution no. 69,521-N.S., the City Manager to enter into a contract with Digital Hands, for Cybersecurity Event Monitoring and Security Information and Event Management (SIEM).

The City of Berkeley has been using Digital Hands to monitor and alert IT staff of security threats within the Cities infrastructure and the internet since 2021. This service has

Contract: Digital Hands for Event Monitoring and
Security Information and Event Management (SIEM) CONSENT CALENDAR September 10, 2024

provided IT staff the ability to respond to intrusions and attacks without the need to sift through logs and monitoring tools. In addition, this service is 24/7/365 and has alerted IT staff throughout the day and night. Giving IT staff the ability to respond in a timely manner.

Since 2021 we have added more systems and services to be monitored. The City has recently acquired additional cyber security tools for “End Point Protection and Detection/ Response (EPP/EDR/MDR)" which resulted in additional professional services to cover the one-time onboarding fee for these new cybersecurity tools and an annual fee is added to cover the ongoing monitoring. In addition the City has added monitoring of emails intrusions and data center alerts to help safeguard us from phishing campaigns and possible HVAC issues.

BACKGROUND
In 2018, the City developed a Cyber Resilience Plan (CRP) to provide the City a situational awareness of our cyber-risk exposure, the maturity of its cyber-security capabilities, the City’s efficiency in addressing regulatory compliance, and to provide action items that ensure the City is equipped to handle cyber-attacks and mitigate the effects of a successful cyber-attack.

The CRP divided this effort into two sets of work: an as-is assessment and a to-be roadmap. In February 2020, the City of Berkeley issued a Request for Proposal (RFP) No. 20-11385-C for addressing two highest priority action items from the CRP:

Part A: Managed Security Service Provider (MSSP/SIEM)
Part B: End Point Protection and Detection/Response (EPP/EDR/MDR) Over the years the City has relied on Digital Hands and other cyber security tools to help IT staff stay one step ahead of threats. Enabling IT staff the ability to respond quickly day or night.

Lastly, the CRP aligns with the City’s adopted Strategic Plan goals of:
 Create a resilient, safe, connected, and prepared City  Provide state-of-the-art, well-maintained infrastructure, amenities, and facilities  Be a customer-focused organization that provides excellent, timely, easily- accessible service and information to the community; and adopts the strategies which align with the five (5) year Digital Strategic Plan (DSP).

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
All event monitoring and SIEM services are conducted remotely thus eliminating the need for travel to Berkeley, resulting in a reduction of greenhouse gas emissions for travel.

Contract: Digital Hands for Event Monitoring and
Security Information and Event Management (SIEM) CONSENT CALENDAR September 10, 2024

RATIONALE FOR RECOMMENDATION
To amend the contract to fund 3 years of services to monitor and protect our most critical assets and information. Staff have come to rely on Digital Hands to monitor our systems 24/7/365. The top three benefits we have realized are (i) faster detection and response, (ii) better visibility, and (iii) more efficient security operations.

CONTACT PERSON
Kevin Fong, Director, Department of Information Technology, 510-981-6525 Attachments:
1: Resolution

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

CONTRACT NO. 32100185 AMENDMENT: DIGITAL HANDS FOR EVENT

MONITORING AND SECURITY INFORMATION AND EVENT MANAGEMENT (SIEM) WHEREAS, Cybersecurity ransomware attacks against local governments in the U.S. have been on the rise; and
WHEREAS, in February 2020, The City of Berkeley issued RFP No. 20-11385-C for a Managed Security Service Provider (MSSP) and received four qualifying responses; and WHEREAS, the RFP review committee evaluated each proposal and determined that the proposal from Digital Hands best met the City’s operational, technological, and fiscal requirements; and
WHEREAS, contract development and negotiations have subsequently identified that with the restoration of part B of RFP 20-11385-C, there are additional datasets that need to be included in the monitoring plus contingency funds to cover potential emergent professional services out-of-scope but related to the statement of work; and.

WHEREAS, Funding for these services is available in the Department of Information Technology’s Fiscal Year 2025-2027 IT Cost Allocation Fund and General Fund, and spending for this contract in future fiscal years is subject to Council approval of the proposed citywide budget and annual appropriation ordinances.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 32100185 with Digital Hands, for Cybersecurity Event Monitoring and Security Information and Event Management (SIEM), for a total not to exceed amount of $2,033,489, from July 1, 2024 to June 30, 2027 .

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Director, Information Technology Subject: Contract No. 114159-1 Amendment: Tyler Technologies, Inc. for Computer Aided Dispatch (CAD) Software

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 114159-1 with Tyler Technologies, Inc. for an extension of the maintenance and support of Computer Aided Dispatch (CAD) software, increasing the amount by $645,173 for a total contract value not-to-exceed $2,934,123, and extending the term of the contract through June 30, 2026.

FISCAL IMPACTS OF RECOMMENDATION
Funding for the extension of CAD licenses in the amount of $645,173 is available in the Fiscal Year (FY) 2025 and 2026 General Fund, #011, IT software maintenance budget.

Spending in future years for this amendment is subject to City Council’s approval of the proposed citywide budget and annual appropriation ordinances.

CURRENT SITUATION AND ITS EFFECTS
Currently, the City utilizes Tyler Technology’s New World Public Safety Systems software suite to support Police operations and a significant portion of Fire operations. Tyler Technologies, Inc. continues to efficiently tie together all 911 communications and facilitate rapid updates to emergency call situations. An extension of license term is required for the City to continue to provide public safety services to the community.

The City uses multiple New World software modules in order to facilitate public safety communications. Those modules include Computer Aided Dispatch (CAD) which supports 911 emergency communications, Law Enforcement Records Management (LERMS) which support Police records, Corrections MS which supports management of the Berkeley jail, Mobile and Field Reporting (MR), and Mobile Data Terminals (MDTs) for over 75 police and fire vehicles.

Contract No. 114159-1 Amendment: Tyler Technologies, Inc for Svcs/Software CONSENT CALENDAR September 10, 2024

Tyler New World software enables police and fire personnel to shift from paper-based records management to a more modern, electronic case management system. In addition, the software suite provides streamlined access to law enforcement and emergency service records, enhanced crime analysis tools, and online crime reporting services.

The New World software aligns with the City’s strategic goal to create a resilient, safe, connected and prepared City.

BACKGROUND
In 2006, City Council authorized the execution of a contract with New World Systems, Inc. for the acquisition and installation of the public safety hardware and software based on the result of a request for proposal (RFP) in the same year. Following a tough, two- year contract negotiation and ten months of software configuration, testing, training, and integration with other City software systems, including the City’s GIS and network security systems, the first two modules, Computer Aided Dispatch and Mobile Data Terminals, went live on April 28, 2009.

On August 1, 2010, the third module (Records Management) went live, followed by the fourth module (Jail Management) on November 29, 2010. The module (Mobile Field Reporting for Police) went live on March 25, 2011.

On October 1, 2015 Tyler Technologies announced acquisition of New World Systems.

On March 31, 2017, City executed the contract #10515 with Tyler Technologies for New World Systems software suite. In 2018, the City replaced their ERP system and contract number 10515 was updated at that time to 114159-1 to align with revised citywide naming conventions.

On March 1, 2019, the module (Mobile Ticketing Platform) went live. This module provides electronic ticket submission to the courts, which facilitates and speeds up this process, providing for real time updated information for the courts.

On February 1, 2020, Crew Force, or the mobile field reporting module for the Fire Department, went live and resulted in the ability to update status of emergency calls where Fire emergency and/ or ambulances are called out. Updates are tied to the original CAD record.

In August 2020, Staff completed an update of the New World Public Safety System that allowed for compliance with the Warren 911 Emergency Assistance Act and the California Assembly Bill (AB 1168). The Warren 911 Emergency Assistance Act requires every local public agency to establish and operate, or to be a part of, an emergency telephone system using the digits 9-1-1, and creates the State 911 Advisory Board to assist in facilitating the purpose of the act to establish the number 911 as the primary emergency telephone

Contract No. 114159-1 Amendment: Tyler Technologies, Inc for Svcs/Software CONSENT CALENDAR September 10, 2024

number statewide. The City currently complies and has the 911 number available for emergencies.

California AB 1168 requires each public safety answering point to deploy a text to 911 service that can accept Short Message Service (SMS) messages and Real-Time Text (RTT) messages. Other improvements that are not part of the Tyler software suite have been completed that allow for full functionality for text messages to 911. These improvements include:

 The GeoComm project (paid for by State funding) completed in 2021, cleaned up accuracy of Public Safety GIS map data.
 The RapidDeploy project (also paid for by State funding) made improvements to GIS map layers which enable identification of locations accurate within feet even to a building and floor as compared to previously location was only accurate to a quarter mile. This data is available for 911 use via New World CAD. This project was also completed in 2021.
 Fiber connectivity to CAD environment was another part of preparation for AB 1168 compliance and was funded separately.

In January 2024, the City upgraded all New World system modules to the latest version which gives the City access to the latest feature and functions and continued support.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The Tyler New World software enables police and fire personnel to shift from paper-based records management to a more modern, electronic case management system. The adoption and implementation of an enterprise CAD system enables integration with GIS maps thus resulting in more accurate maps for dispatchers to respond to calls.

Furthermore, the addition of Shield Force, the mobile field reporting module for the Fire Department, allows for additional process improvements, therefore reducing paper-based processes resulting in an environmentally sound and cost-effective information technology infrastructure.

RATIONALE FOR RECOMMENDATION
This public safety computer system is a critical business software that supports police and fire department operations, including 911 Computer Aided Dispatch (CAD), Mobile Data Terminals (MDTs) for over seventy-five police & fire vehicles, Jail Management module to support jail operations, and Mobile Field Reporting (FR) and Mobile ticketing.

Because CAD unites all 911 communications and facilitates rapid updates to 911 call situations, CAD is identified as a critical application for EOCs and for disaster recovery.

Emergency calls from Berkeley residents and visitors in Berkeley are routed through this system, making it an essential component of public safety for the City of Berkeley.

Contract No. 114159-1 Amendment: Tyler Technologies, Inc for Svcs/Software CONSENT CALENDAR September 10, 2024

To keep this software current and under a support agreement, the City pays an annual software maintenance fee that guarantees the City's right to software upgrades, patches, and vendor support with technical problems. Keeping software current allows the City to meet regulations outlined above and engage with vendor for any upgrades needed. This amendment is for license agreements and for maintenance of this software suite for FY 2025 and 2026.

The New World software aligns with the City’s strategic goal to create a resilient, safe, connected and prepared City.

ALTERNATIVE ACTIONS CONSIDERED
The alternative of forgoing maintenance payments would result in the loss of automatic patches, technical support, and troubleshooting services, and disqualify the City from receiving regular software upgrades. Not renewing this software maintenance agreement would result in higher cost ad hoc support services.

CONTACT PERSON
Kevin Fong, Director Information Technology, 510-981-6525 Attachments:
1: Resolution

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

CONTRACT NO. 114159-1 AMENDMENT: TYLER TECHNOLOGIES, INC. FOR

PROFESSIONAL SERVICES AND COMPUTER AIDED DISPATCH (CAD) SOFTWARE WHEREAS, in 2006, City Council authorized the execution of a contract with New World Systems, Inc. for the acquisition and installation of the public safety hardware and software based on the result of a request for proposal (RFP) in the same year, and in 2009, the New World CAD system went live; and
WHEREAS, in 2010, implementation of additional modules began in order to expand the functionality of the New World software suite, these modules included Records Management, Jail Management, Mobile Field Reporting, installation of MDTs, Mobile Ticketing, and compliance with the Warren 911 Emergency Assistance Act and the California Assembly Bill (AB 1168); and
WHEREAS, on March 14, 2017, by Resolution 67,855 – N.S., Council authorized the City Manager to execute contract 10515 with Tyler Technologies for both software licenses and professional services to upgrade the CAD system, for a total-not-exceed $1,164,210 for the period March 15, 2017 through June 30, 2020; and WHEREAS, on December 19, 2017, by Resolution 68,259 – N.S., Council authorized the City Manager to execute an amendment to Contract 10515 with Tyler Technologies for additional professional upgrade services, increasing spending authority by $23,520 for a total-not-to-exceed $1,187,730, and extending the term to June 30, 2020; and WHEREAS, on October 1, 2015 Tyler Technologies announced acquisition of New World Systems, and the existing contract was assigned to Tyler Technologies, Inc. and in 2018, the City replaced their ERP system and contract number 10515 was updated at that time to 114159-1 to align with revised citywide naming conventions; and WHEREAS, on July 20, 2020, by Resolution 69,519 – N.S., Council authorized the City Manager to execute a second amendment to Contract 10515 (114159-1) with Tyler Technologies for an extension of CAD licenses, increasing spending authority by $367,500 for a total not to exceed $1,555,230, and extending the term to June 30, 2021; and
WHEREAS, on December 14, 2021, by Resolution 70,160 – N.S., Council authorized the City Manager to execute an amendment to Contract No. 114159-1 with Tyler Technologies, Inc. for additional professional services and an extension of the Computer Aided Dispatch (CAD) software, increasing the amount not-to-exceed by $733,720 for a total contract value not-to-exceed $2,288,950, and extending the term of the contract through June 30, 2024; and

September 10, 2024

WHEREAS, it is imperative to keep this software current because it allows the City to meet local, state, and federal regulations, and engage with vendor for any upgrades and support for technical issues; and
WHEREAS, funding for the additional professional services and the extension of CAD licenses in the amount of $645,173 is available in the Fiscal Year (FY) 2025 and 2026 General Fund Budget; and
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 114159-1 with Tyler Technologies, Inc. for an extension of the Computer Aided Dispatch (CAD) software, increasing the amount not-to-exceed by $645,173 for a total contract value not-to-exceed $2,934,123 and extending the term of the contract through June 30, 2026.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Director, Department of Information Technology Subject: Contract: Roundstone Solutions Inc., an implementer of Nutanix Hyperconverged Technologies: Using State of California Department of General Services (DGS) Leveraged Procurement Agreement (LPA) for hardware, software, and services related to the Server Infrastructure Upgrade and Azure Disaster Recovery

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to enter into a Contract with Roundstone Solutions Inc., an implementer of Nutanix Hyperconverged Technologies, for the purchase of server hardware, software, and related services for a server infrastructure upgrade and disaster recovery enhancements, utilizing pricing established by the State of California Department of General Services (DGS) Leveraged Procurement Agreement (LPA), for a total amount not to exceed of $1,395,000 for the term August 1, 2024 through July 31, 2027.

FISCAL IMPACTS OF RECOMMENDATION
Funding for this project in the amount of $1,395,000 is available in the Department of Information Technology’s IT Cost Allocation fund, #680. Spending for hardware and software maintenance in future years is subject to Council approval of the proposed citywide budget and annual appropriations ordinances.

Cost Summary:
$ 440,013 Total FY 2025: On Premises Hardware, Hardware Support and Tax $ 811,466 Total FY 2025: Software 3yr Maintenance and Licensing $ 68,100 Total FY 2025: Professional Services
$21,000 Total FY 2025: Training
$54,421 Total FY 2025: Contingency
$1,395,000 Grand Total FY 2025-2025: Software Maintenance and Professional Services

CURRENT SITUATION AND ITS EFFECTS
The City’s existing server infrastructure is approaching the end of its physical lifespan and requires an upgrade. This essential hardware and software support all City services,

CONSENT CALENDAR
September 10, 2024

including emergency services. The upgrade will modernize the City’s server environment, improving its capacity to maintain high availability and recoverability in case of a disaster.

This contract will enable the City to extend support through FY28.

The server and disaster recovery upgrade meets the City’s Strategic goal of providing state-of-the-art, well-maintained infrastructure, amenities, and facilities.

BACKGROUND
In 2019, by resolution No. 68,868-N.S., City Council approved the Nutanix Hyper- converged Infrastructure to replace its aging, disparate server infrastructure. Later that year, the IT department successfully implemented Nutanix which centralized the City's server environment and streamlined support. IT has continued to support Nutanix by keeping it patched, optimized and available 24X7.

The Nutanix solution comes with powerful software that allows for many "virtual servers” to be created on one physical host which allows for increased capacity, improved service, and minimal downtime. Additionally, this hardware comes with centralized administrative software that keeps IT staff informed on the server health and can predict resource needs for the coming year. This has helped IT staff properly manage the server infrastructure and resources such as processing power, memory usage, and disk space. Staff have found the Nutanix Dashboard and its built-in monitoring tools useful for troubleshooting issues with services and servers. Nutanix Support has provided excellent service and has guided IT through many updates and service changes.

Nutanix provides both local and off-site disaster recovery (DR) services. This has simplified datacenter operations while improving service delivery and ensures seamless support in the event of a disaster.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The Nutanix hyper-converged upgrade is a reduction in servers to the current design, reducing both power consumption and hardware space in City data centers. This supports the reduction of the City’s carbon footprint and the goals of the City’s Climate Action Plan.

RATIONALE FOR RECOMMENDATION
Nutanix is an industry leader in the hyper-converged market and has received high marks for customer service and support compared to other hyper-converged systems. Staff have found Nutanix support very responsive and helpful. For example, Nutanix support proactively alerts the City to potential issues prior to an event giving staff time to plan an update or hardware fix, with zero downtime. Nutanix provides one call support for all components purchased which greatly saves staff time. Staff recommends the upgrade Nutanix infrastructure to modernize the City's server infrastructure as it meets the City’s operational, technological, and fiscal requirements.

CONSENT CALENDAR
September 10, 2024

Roundstone Solutions Inc., is an authorized reseller and implementer of Nutanix Hyperconverged Technologies and was awarded a contract through a competitive bid process by the State of California Department of General Services (DGS). The City of Berkeley is able to take advantage of this pricing by using DGS’ Leveraged Procurement Agreement (LPA).

CONTACT PERSON
Kevin Fong, Director, Department of Information Technology, 510-981-6525 Attachments:
1: Resolution

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

CONTRACT: WITH ROUNDSTONE SOLUTIONS INC., AN IMPLEMENTER OF NUTANIX HYPERCONVERGED TECHNOLOGIES: USING STATE OF CALIFORNIA

DEPARTMENT OF GENERAL SERVICES (DGS) LEVERAGED PROCUREMENT

AGREEMENT (LPA) FOR HARDWARE, SOFTWARE, AND SERVICES RELATED TO

THE SERVER INFRASTRUCTURE UPGRADE AND AZURE DISASTER RECOVERY WHEREAS, the City of Berkeley currently uses Nutanix hardware, software, and professional services and City staff recommend an upgrade to the latest version of this technology for our server environment and disaster recovery; and WHEREAS, funding for the purchase of server hardware, software, and related services for a data center upgrade and disaster recovery implementation is available in the IT Cost Allocation, and
WHEREAS, utilizing pricing established by a competitive bidding process of the State of California Department of General Services (DGS) and is subject to Council approval of the proposed citywide budget and annual appropriation ordinances; and WHEREAS, by utilizing existing State of California Department of General Services (DGS) Leveraged Procurement Agreement (LPA) pricing schedules, the City of Berkeley is able to take advantage of pre-negotiated prices, economies of scale, and increased efficiencies; and
NOW THERFORE BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to enter into a contract and amendments with Roundstone Solutions Inc. for a data center upgrade and disaster recovery implementation, for a total contract amount not to exceed $1,395,000 for the 3-year term from August 1, 2024 through July 31, 2027.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Director of Information Technology Subject: Contract No. 32000223 Amendment: Gray Quarter, Inc. for Accela Professional Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 32000223 with Gray Quarter, Inc. for professional services, increasing the amount by $50,000, for a total not-to-exceed amount of $299,500 through July 31, 2025.

FISCAL IMPACTS OF RECOMMENDATION
Funding for the additional professional services is available in the Fiscal Year (FY) 2025 IT Cost Allocation, Fund 680. Future expenditures are subject to Council approval of the proposed citywide budget and Annual Appropriations Ordinances. $50,000

FY 2025: Professional Services – IT
(IT Cost Allocation, IT, Professional Services)
$249,500 Current Contract Value
$299,500 Total Contract Value: Professional Services

CURRENT SITUATION AND ITS EFFECTS
Various departments in the City use the Accela Civic Platform as their Business License and Permitting system. The Information Technology Department seeks to extend its contract with Gray Quarter in order to support maintenance, upgrade, and provide technical expertise and support for the Accela Civic Platform.

Currently, Information Technology is engaged in a major upgrade of the Accela Civic Platform. This upgrade moves the City to a supported software version that provides feature enhancements and addresses key security vulnerabilities. In addition, the

CONSENT CALENDAR
September 10, 2024

upgraded version supports newer browsers that streamlines the user experience. Gray Quarter provides installation assistance, upgrade expertise, training support and other project management related support for this upgrade project.

With the additional funds Gray Quarter will continue to assist with the current Accela upgrade, future upgrades, production support and provide support in key projects.

BACKGROUND
Gray Quarter is an Accela Certified Services Partner and Accela Technology Alliance Partner that specializes in Accela software, with proven experience in many challenging projects.

Gray Quarter has provided support to the city via Accela professional services as a sub- contractor since 2018. In 2019, they were the Accela Professional services sub- contractor to lead the effort to implement Business License renewals online.

In 2020, the City established a direct contract with Gray Quarter to assist with Accela Civic Platform efforts on an as needed basis. Some of the key efforts in which Gray Quarter has assisted the City includes updating the Finance Cash Receipt (CR) interface file to allow for accurate reporting of revenue when overpayments are received and assistance with completion of the data bridge that sends refund data from Accela directly to FUND$. Gray Quarter has also assisted with the design and configuration management for Ad Hoc reports, and on-going support of the Business Licensing module for Rental of Real Property.

In 2021, the City and Gray Quarter introduced online Business License renewals, successfully completing the initiative to make these renewals available via the Accela Citizen Access web portal.

In 2022 Gray Quarter completed the Tax computations changes for Street vendors to use Gross Receipts, delivered the initial draft of a new delinquent business license renewal notification process, and worked with IT to specify new infrastructure for Accela Version 22 and install new instances of Development and Test on the latest version of the Accela Civic Platform.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The City will help reduce carbon emissions by allowing most, if not all, business license processes to be performed online thereby reducing traffic into the City in keeping with the City's Climate Action Plan . This helps with the Digital Strategic Plan goals of providing more online services.

CONSENT CALENDAR
September 10, 2024

RATIONALE FOR RECOMMENDATION
Gray Quarter, Inc. is an Accela-Certified services partner. They have supported the city in various projects. Gray Quarter has performed specialized process analysis, configuration, and scripting to support the City's online business license system and various other IT and Finance projects. As a result, Gray Quarter has in-depth knowledge of City business processes and data architecture that would take other vendor years to acquire.

ALTERNATIVE ACTIONS CONSIDERED
Staff considered completing projects and enhancements, gaining expertise by investing more time in learning without professional services; however, doing so would lead to an inefficient allocation of staff resources and significantly extend implementation timelines.

CONTACT PERSON
Kevin Fong, Director, Information Technology, 510-981-6525 Attachments:
1: Resolution

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

CONTRACT NO. 32000223 AMENDMENT: GRAY QUARTER, INC. FOR ACCELA

PROFESSIONAL SERVICES
WHEREAS, Gray Quarter, Inc. provides design, implementation, and support services to public sector technology solutions; and
WHEREAS, Gray Quarter is an Accela Certified Services Partner and Accela Technology Alliance Partner that specializes in Accela software since 2002, with proven experience in many challenging projects; and
WHEREAS, Gray Quarter has provided online enhancements to the Accela platform that have become particularly critical in order to keep business license services accessible and efficient for the community during the COVID 19 pandemic, and this functionality is consistent with the City’s strategic goal “to be a customer-focused organization that provides excellent, timely and easily accessible service to the community,”; and WHEREAS, Gray Quarter has provided excellent scripting, configuration and consulting services for Accela and therefore has an in-depth knowledge of City business processes and data architecture that would take another vendor years to acquire; and WHEREAS, funding for the additional professional services is available in the Fiscal Year (FY) 2025 IT Cost Allocation, and any future expenditures are subject to Council approval of the proposed citywide budget and Annual Appropriations Ordinances.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 32000223 with Gray Quarter, Inc., increasing the amount by $50,000, for a total not-to-exceed amount of $299,500, and for the term beginning February 17, 2020 to July 31, 2025.

Internal
Office of the City Manager

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Information Technology Director Subject: Dell Computers, Inc. Contract No. 31900270: Using County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P. for Computer Hardware and Software Purchases

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to increase spending authority with Dell Computers, Inc. for the purchase of computer and server hardware, software, and related services, utilizing pricing and contracts, amendments, and extensions from the County of Riverside Amendment No. 1 to the Licensing Solution Provider for the period beginning November 1, 2019 through October 31, 2025 for an additional amount of $1,704,438 in Fiscal Year 2025 with a total Not-To-Exceed (NTE) contract amount of $5,411,676.

FISCAL IMPACTS OF RECOMMENDATION
Council authority is requested for continued hardware and software purchases from Dell Computers, Inc. under County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P. (a cooperative purchasing agreement) to support citywide desktop replacement, laptops, servers, storage, network equipment, and software licensing for desktops, servers, and line-of-business applications.

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley participates in a cooperative pricing agreement negotiated by County of Riverside with Dell Marketing L.P. to obtain hardware, software, and related services from Dell Computers, Inc. County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P. was awarded to Dell Technologies, Inc. Currently, Dell provides the City of Berkeley with standardized hardware and software which facilitates efficient troubleshooting, quick turnaround times for equipment replacement, and standardized desktop imaging.

Internal
Hardware for the City of Berkeley’s PC-Replacement and Server/Storage Replacement programs, as well as all corresponding supporting software, is purchased from Dell, Inc.

The purpose of these programs is to maximize the value of the City’s investment by adopting a citywide standard for desktops, desktop deployment, and centralized servers.

BACKGROUND
Formally, the City utilized a cooperative purchasing agreement known as WSCA, a cooperative purchasing arm of NASPO (a conglomeration of purchasing directors from fifteen western states formed to leverage their combined purchasing power to achieve competitive pricing discounts, and streamline the acquisition of quality products and services from industry-leading vendors). The WSCA NASPO cooperative agreement terminated effective July 31, 2023 and no extension is available.

As a result, the City changed its cooperative agreement to use the County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P.

This cooperative agreement is used by multiple cities and counties in the State of California, including the State itself. Leveraging this cooperative agreement provides the City the best pricing vs. all competitive bids and cost models.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The technology equipment purchased from Dell Technologies is energy efficient and meets the standards required by law. The purchase and subsequent disposal of equipment is done responsibly using e-waste vendors and community non-profit agencies that provide technology equipment back into local communities to address the digital divide.

Additionally, keeping the City’s inventory updated helps achieve the purchase of most energy efficient hardware keeping up with changing standards and meets the City’s goal of reducing energy consumption City buildings and maintaining an environmentally sound information technology infrastructure.

RATIONALE FOR RECOMMENDATION
Using cooperative purchasing agreements allows the City to gain greater efficiencies and economies of scale. County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P. is used by multiple cities and counties in the State of California and including the State itself.

Dell continues to provide excellent hardware and software to support the City’s network infrastructure, servers, and desktop computers. Dell also continues to provide exemplary customer service and response times. This contributes to overall employee productivity and addresses the cybersecurity requirements of the City.

ALTERNATIVE ACTIONS CONSIDERED
Staff considered issuing a specific bid for the City of Berkeley’s computer hardware and software requirements, but at this time, doing so would not yield better pricing than that

Internal
which is currently established through the County of Riverside Amendment No. 1 to the Licensing Solution Provider Agreement with Dell Marketing L.P. purchasing agreement.

CONTACT PERSON
Kevin Fong, Director, Information Technology Department 510-981-6541 Attachments:
1: Resolution

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

DELL COMPUTERS, INC.: USING COUNTY OF RIVERSIDE AMENDMENT NO. 1 TO THE LICENSING SOLUTION PROVIDER AGREEMENT WITH DELL MARKETING L.P.

FOR HARDWARE AND SOFTWARE PURCHASES
WHEREAS, the City of Berkeley relies upon a technically sound and efficient computer network; and
WHEREAS, by purchasing from cooperative purchasing agreements such as County of Riverside to No.1 Amendment to the licensing Solution Provider Agreement with Dell Marketing L.P., the City of Berkeley is able to take advantage of pre-negotiated prices, economies of scale, and increased efficiencies; and
WHEREAS, hardware for the City of Berkeley’s PC-Replacement and Server Replacement programs, as well as all corresponding supporting software are purchased from Dell, Inc. The purpose of these programs is to maximize the value of the City’s investment by adopting a citywide standard for desktops, desktop deployment, and centralized servers; and
WHEREAS, Dell Computers, Inc. continues to offer the best overall value, reliable hardware, and excellent customer service since 1994; and WHEREAS, funding for the PC and Server Replacement Programs are funded by the Department of Information Technology’s Internal Service Fund, and citywide purchases will be made as needed by Departments by multiple funds.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to increase the spending authority for purchase orders for computer hardware, software, and related services from Dell Computer, Inc., utilizing pricing from the County of Riverside Amendment No. 1 to the Licensing Solution Provider for the period beginning November 1, 2019 through October 31, 2025 for an additional amount of $1,704,438 in Fiscal Year 2025 with a total Not-To-Exceed (NTE) contract amount of $5,411,676.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Kevin Fong, Director, Information Technology Subject: Contract No. 099471-1 Amendment: Integrated Business Consultants of GA to Extend Term, Maintenance & Support for the PacSoft Marina Management System

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 099471-1 with Integrated Business Consultants of GA (“Reseller”) for: (1) additional software maintenance and (2) twenty (20) additional support hours, in an amount not to exceed $16,906.61 for a new not to exceed contract amount of $100,359.61, and extending the contract term through June 30, 2027.

FISCAL IMPACTS OF RECOMMENDATION
Funds for the additional software maintenance and professional services in the amount of $16,906.61 will be provided from the Marina Operations Fund (Fund 608). Funds are available in the FY 2025 budget, and are subject to appropriation in the FY 2026 and FY 2027 budgets.
$ 13,906.61 Software Maintenance (July 1, 2024 to June 30, 2027) $ 3,000.00 Professional Services
__________________________________________
$ 16,906.61 Total Maintenance and Professional Services

CURRENT SITUATION AND ITS EFFECTS
On May 29, 2012, the City of Berkeley issued Request for Proposal No. 12-10674 for an improved marina management system. After receiving two bidders, staff selected Integrated Business Consultants of GA (IBCGA) / PacSoft MMS (“Reseller”) as the proposal that best met the criteria contained in the RFP. In November 2014, the software system went “Live”. In order to maintain ongoing technical support and annual maintenance, a contract extension is needed through June 30, 2027.

This use of this software is consistent with the City’s strategic goals to:

CONSENT CALENDAR
September 10, 2024

 provide state-of-the-art, well-maintained infrastructure, amenities, and facilities; and
 be a customer-focused organization that provides excellent, timely, easily- accessible service and information to the community.

BACKGROUND
The City’s Marina has approximately 1000 slips for rent, which 100 liveaboards and 13 floating homes. Over 90% of the Marina reservations are for long term rentals. There are seven (7) staff who manage the operations of the Marina, including but not limited to processing berth reservations and rentals, towing boats, processing monthly payments, and enforcing Marina rules. The PacSoft Marina Program is the primary software that is used to support the Marina operations.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The PacSoft application is built on technology which enables the Department of Information Technology (DoIT) to access and support the system remotely and therefore, reduces the number of trips that the I.T. support personnel would have to take to the Marina and consequently reduces vehicle miles traveled, which is an important goal of the City’s Climate Action Plan.

RATIONALE FOR RECOMMENDATION
Since 2014, the vendor for Pacsoft has provided reliable customer support to the Marina, and continued use of the program is critical for the smooth ongoing operations at the Marina.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Kevin Fong, Director, Information Technology, 510.981.6541 Alexandra Endress, Waterfront Manager, 510.981.6737
Attachments:
1: Resolution

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

CONTRACT NO. 099471-1 AMENDMENT: INTEGRATED BUSINESS

CONSULTANTS OF GA (IBCGA) FOR MARINA MANAGEMENT SYSTEM
WHEREAS, on May 29, 2012, the City of Berkeley issued Request for Proposal No. 12- 10674 for an improved marina management system and received two responding bidders; and
WHEREAS, after receiving two bidders, staff selected Integrated Business Consultants of GA (IBCGA) (“Reseller”) as the proposal that best met the criteria contained in the RFP; and
WHEREAS, on October 18, 2016, Council adopted Resolution No. 67,710-N.S. to extend the contract and increase the spending authority to $83,453; and WHEREAS, Funds are available in the FY 2025 Marina Fund (Fund 608). Funding is subject to appropriation in the FY 2026 and FY 2027 budgets in the Marina Fund; and NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is hereby authorized to execute an amendment to Contract No. 099471-1 with Integrated Business Consultants of GA (IBCGA) (“Reseller”) for (1) additional software maintenance and (2) twenty (20) additional support hours, in an amount not to exceed $16,906.61 for a new not to exceed contract amount of $100,359.61, and extending the contract term through June 30, 2027.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellows, Interim City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Contract No. 32400029 Amendment: Baldoni Construction Services, Inc. for Echo Lake Camp Accessibility Upgrades

RECOMMENDATION
Adopt a Resolution increasing the amount for Contract No. 32400029 with Baldoni Construction Service, Inc. for the Echo Lake Camp Accessibility Upgrades Project by $120,000 for a total not to exceed amount of $556,954.

FISCAL IMPACTS OF RECOMMENDATION
Funding for the $120,000 amendment is available in the FY2025 General Fund (Fund 011) budget. No other funding is required, and no other projects will be delayed due to this expenditure.

CURRENT SITUATION AND ITS EFFECTS
On May 23, 2023, City Council authorized a not-to-exceed total for the Baldoni Construction Service, Inc. contract for the Echo Lake Camp Accessibility Upgrades of $436,954 which included a 20% contingency (Resolution No. 70,855-N.S.). The contract with Baldoni Construction Service, Inc. was executed on August 28, 2023 for an amount of $364,128. One contract amendment has been executed to date to address unanticipated existing conditions and conflicts, resulting in a current total contract value of $426,817. In August, 2024, the need for emergency work at Echo Lake and Berkeley Tuolumne Camps was identified. This work includes installation of infrastructure for an emergency generator at Echo Lake Camp, and emergency repairs to the driveway and accessible crosswalk at Tuolumne Camp. The existing Baldoni contract includes repair/replacement of pathways, parking areas, and electrical work.

Because the scope of additional work is similar to the work Baldoni is currently completing for the City, the City will authorize this additional work via change order with Baldoni Construction, Inc. The contract authority needs to be increased by $120,000 to allow this work to proceed.

BACKGROUND
The Echo Lake Camp Accessibility Upgrade Project was advertised for bids on March 6, 2023, and bids were opened on Tuesday, April 19, 2023. The City received three bids.

Baldoni Construction was the lowest responsive and responsible bidder. Staff conducted references checks and received satisfactory feedback, and recommended

Contract: Baldoni Construction CONSENT CALENDAR
Echo Lake Camp Accessibility Upgrade Project September 10, 2024

that a contract for this project be awarded to Baldoni Construction. The contract was executed on August 28, 2023, and work began in September, 2023. Baldoni has completed the accessible pathway improvements, however unanticipated conditions required revision to the original approach to provide accessible parking. During 2023- 2024 the City developed an alternative accessible parking approach, and received revised permits for the new approach. Change Order #1, reflecting the changed approach to accessible parking, was completed in June, 2024. The Project is expected to be completed in Fall, 2024.

Echo Lake Camp relies on electrical power to pump, treat, and distribute drinking water for the Camp, as well as to pump and treat wastewater. In recent years, power shut- offs by the local utility provider for wildfire risk mitigation have significantly increased the occurrence and duration of power outages. Given the short construction window at Echo Lake Camp due to severe winter conditions, there is an urgent need to install infrastructure to allow for generator backup for the water and wastewater treatment system at Camp prior to the 2024 winter onset.

Berkeley Tuolumne Camp reconstruction was completed in 2022. Throughout the Camp, the City used pervious geo-grid in lieu of asphalt at parking lots and driveways to reduce impervious surfaces at Camp and protect water quality. During the 2024 summer season, two sections of geo-grid material failed at the steepest sections of driveway, including an accessible crosswalk. This damage must be repaired in order to provide accessible access to Campers and maintain vehicle access for deliveries, accessible parking, and emergencies. The repair will replace the geogrid with asphalt only on the failed section of driveway.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The construction contract includes requirements to comply with the City’s Environmentally Preferable Purchasing Policy. The project is a renovation of an existing pathway / driveway and therefore will not negatively affect natural habitat.

RATIONALE FOR RECOMMENDATION
Echo Lake and Berkeley Tuolumne Campgrounds have been providing valuable outdoor activities to Berkeley youth and families since 1922. Emergency repairs and an emergency generator will allow these facilities to continue to provide accessible access to these unique City resources.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Scott Ferris, Director, Parks Recreation & Waterfront, 981-6700 Liza McNulty, Project Manager, Parks Recreation & Waterfront, 542-4131 Attachments:
1: Resolution

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

CONTRACT NO 32400029 AMENDMENT: BALDONI CONSTRUCTION SERVICE, INC., FOR ECHO LAKE CAMP ACCESSIBILITY UPGRADES
WHEREAS, the City has owned the Echo Lake Camp since 1922; and WHEREAS, the City wants to voluntarily improve accessibility at Echo Lake Camp; and WHEREAS, an invitation for bids was duly advertised and three bids were opened on April 18, 2023, and Baldoni Construction Service, Inc. was the lowest responsive and responsible bidder; and
WHEREAS, the City Council authorized execution of a contract and any amendments, extension and/or change orders until completion of the Project with Baldoni Construction Service, Inc. in an amount not to exceed $436,954 (Resolution No. 70,855-N.S); and WHEREAS, based on executed and projected amendments due to unanticipated existing conditions and the desire to complete additional emergency work at Echo Lake Camp and Tuolumne Camp, additional funds are needed; and
WHEREAS, funding for the $120,000 amendment is available in the FY2025 General Fund (Fund 011) budget.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the not to exceed amount for Contract No. 32400029 with Baldoni Construction Service, Inc. for the Echo Lake Camp Accessibility Upgrade Project is increased by $120,000 for new total not to exceed $556,954. A record signature of said agreements and any amendments to be on file in the Office of the City Clerk.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Donation: Memorial Bench at the Berkeley Waterfront Pathway in memory of Ying Xiang Liu

RECOMMENDATION
Adopt a Resolution accepting a cash donation in the amount of $3,400 for a memorial bench to be placed at the Berkeley Waterfront Pathway in memory of Ying Xiang Liu.

FISCAL IMPACTS OF RECOMMENDATION
The value of a single bench and memorial plaque is $3,400, which covers the purchasing and installation costs performed by the City. This cash donation will be deposited into Parks Fund donation revenue budget code 138-52-542-568-0000-000- 000-481110 and will be appropriated in FY2025 in a future Amendment to the Annual Appropriations Ordinance.

CURRENT SITUATION AND ITS EFFECTS
The family of Ying Xiang Liu wishes to donate a memorial bench in her memory to be placed at the Berkeley Waterfront Pathway with a cash donation of $3,400. Per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation. The Director has determined that the proposed donation complies with the City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the donation, subject to Council approval.

BACKGROUND
Benches are placed throughout the City in accordance with the City’s Park Bench Donation Policy approved by Council on July 22, 2008 (Resolution No. 64,148-N.S.).

The City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166- N.S.)

Donation: Memorial Bench at Berkeley Waterfront Pathway – Ying Xiang Liu CONSENT CALENDAR September 10, 2024

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACT
The City’s vendor for benches, Dumor, Inc., makes its priority to purchase only sustainably-harvested wood derived from stringently-regulated timber source locations, including California, Oregon, Washington and British Columbia. This policy reduces solid waste volumes in landfills, helps conserve natural resources and limits the environmental effects resulting from the extraction of virgin materials. The benches therefore comply with the City’s environmentally preferable purchasing policy, specifically section 3.7 Forest Conservation.

RATIONALE FOR RECOMMENDATION
The City’s Parks Donation Policy provides a mechanism whereby families can donate a memorial bench that both honors a family member and provides the public with a needed amenity.

CONTACT PERSON
Bruce Pratt, Parks Superintendent, 510-981-6700
Alexandra Endress, Waterfront Manager, 510-981-6737
Attachments:
1: Resolution

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

DONATION: MEMORIAL BENCH AT THE BERKELEY WATERFRONT PATHWAY IN

MEMORY OF YING XIANG LIU
WHEREAS, on July 22, 2008, Council adopted the Park Bench Donation Policy (Resolution No. 64,148-N.S.); and
WHEREAS, the City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166-N.S.); and
WHEREAS, the family of Ying Xiang Liu wishes to donate a memorial bench in her memory to be placed at Cesar Chavez Park with a cash donation of $3,400; and WHEREAS, per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation; and WHEREAS, the Director has determined that the proposed donation complies with City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the proposed donation; and
WHEREAS, the cash donation of $3,400 will be deposited into Marina Fund donation revenue budget code 138-52-542-568-0000-000-000-481110 and will be appropriated in FY 2023.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that a cash donation in the amount of $3,400 for a memorial bench to be placed at the Berkeley Waterfront Pathway in memory of Ying Xiang Liu is hereby accepted.

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Donation: Memorial Bench at the Berkeley Waterfront in memory of Obaidulla Khan

RECOMMENDATION
Adopt a Resolution accepting a cash donation in the amount of $3,400 for a memorial bench to be placed at the Berkeley Waterfront in memory of Obaidulla Khan.

FISCAL IMPACTS OF RECOMMENDATION
The value of a single bench and memorial plaque is $3,400, which covers the purchasing and installation costs performed by the City. This cash donation will be deposited into Parks Fund donation revenue budget code 138-52-542-568-0000-000- 000-481110 and will be appropriated in FY2025.

CURRENT SITUATION AND ITS EFFECTS
The family of Obaidulla Khan wishes to donate a memorial bench in his memory to be placed at the Berkeley Waterfront Pathway with a cash donation of $3,400. Per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation. The Director has determined that the proposed donation complies with the City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the donation, subject to Council approval.

BACKGROUND
Benches are placed throughout the City in accordance with the City’s Park Bench Donation Policy approved by Council on July 22, 2008 (Resolution No. 64,148-N.S.).

The City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166- N.S.)

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACT
The City’s vendor for benches, Dumor, Inc., makes its priority to purchase only sustainably-harvested wood derived from stringently-regulated timber source locations, including California, Oregon, Washington and British Columbia. This policy reduces

Donation: Memorial Bench at Berkeley Waterfront– Obaidulla Khan CONSENT CALENDAR September 10, 2024

solid waste volumes in landfills, helps conserve natural resources and limits the environmental effects resulting from the extraction of virgin materials. The benches therefore comply with the City’s environmentally preferable purchasing policy, specifically section 3.7 Forest Conservation.

RATIONALE FOR RECOMMENDATION
The City’s Parks Donation Policy provides a mechanism whereby families can donate a memorial bench that both honors a family member and provides the public with a needed amenity.

CONTACT PERSON
Bruce Pratt, Parks Superintendent, 510-981-6700
Alexandra Endress, Waterfront Manager, 510-981-6737
Attachments:
1: Resolution

RESOLUTION NO. XX,XXX -N.S.

DONATION: MEMORIAL BENCH AT THE BERKELEY WATERFRONT IN MEMORY

OF OBAIDULLA KHAN
WHEREAS, on July 22, 2008, Council adopted the Park Bench Donation Policy (Resolution No. 64,148-N.S.); and
WHEREAS, the City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166-N.S.); and
WHEREAS, the family of Obaidulla Khan wishes to donate a memorial bench in his memory to be placed at Cesar Chavez Park with a cash donation of $3,400; and WHEREAS, per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation; and WHEREAS, the Director has determined that the proposed donation complies with City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the proposed donation; and
WHEREAS, the cash donation of $3,400 will be deposited into Marina Fund donation revenue budget code 138-52-542-568-0000-000-000-481110 and will be appropriated in FY2025.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that a cash donation in the amount of $3,400 for a memorial bench to be placed at the Berkeley Waterfront in memory of Obaidulla Khan is hereby accepted.

Office of the City Manager

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Jordan Klein, Director, Planning and Development Department Subject: Mills Act Contract – 1401 Le Roy Avenue

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to enter into a Mills Act contract with Michael Greenwald and Ronna Bach for the City Landmark property at 1401 Le Roy Avenue.

FISCAL IMPACTS OF RECOMMENDATION
Approving the Mills Act contract for the City Landmark property at 1401 Le Roy Avenue would reduce the property tax bills for the owners by approximately $43,000 in year one, approximately 30% of which ($12,900) would be diverted from Berkeley’s tax revenue. Final amounts are determined by Alameda County after contract execution.

This will be an annual impact to the City’s tax revenue, as the contract runs for ten years, in comparable annual amounts, and automatically renews annually thereafter unless notice of nonrenewal is given. In turn, the work plan commits the owners to spending the anticipated tax savings on restoring the landmarked property. The Mills Act also specifies procedures for cancellation of the contract for a breach of conditions.

Council approval will allow property tax reduction for this property to begin in the 2025- 2026 fiscal year.

CURRENT SITUATION AND ITS EFFECTS
On March 21, 1977, the property at 1401 Le Roy Avenue was designated as a City of Berkeley Landmark, making the property owner eligible to take advantage of the Mills Act (see Attachment 2).

On July 8, 2024, the Landmarks Preservation Commission (LPC) reviewed the proposal by the present owners, Michael Greenwald and Ronna Bach, to enter into a Mills Act contract for 1401 Le Roy Avenue, including a proposed scope of work and maintenance schedule, and voted 5-1-0-2 to recommend approval of the Mills Act Contract application to City Council (Moved/Second Orbuch/Crandall; Yes: Crandall, Enchill, Finacom, Orbuch, Twu; No: Schwartz; Abstain: none; Absent: Leuschner, Montgomery [due to recusal]).

Mills Act Contract - 1401 Le Roy Ave. CONSENT CALENDAR
September 10, 2024

BACKGROUND
The Mills Act allows owners of historic properties to voluntarily enter into individual contracts with the City, in order to obtain limited ad valorem tax relief at the discretion of host jurisdictions, in exchange for maintaining and restoring their historic property. The property tax savings are offered to create an incentive for owners to maintain their historic properties, to designate historic properties that are currently not protected, and to purchase and upgrade already dilapidated historic properties.

In Berkeley, owners of those properties designated by the LPC as either a Landmark or a Structure of Merit may apply for a Mills Act contract. The Alameda County Assessor uses a formula, consistent with the provisions of the Mills Act, to determine the amount of property tax reduction, which applies a capitalization rate to the calculated net operating income for the property under the Mills Act contract. The Mills Act application includes a ten-year work plan to restore and maintain the subject property. The total investment in the work plan is intended to equal or exceed the total amount of the property tax relief over the contract period.

On February 24, 1998, the Berkeley City Council passed Resolution No. 59,355-N.S., which authorizes the local use of the Mills Act of 1972, as amended, which is codified in California Government Code Section 50280-90 and Revenue and Taxation Code Section 439.

In 2011, State law was amended to include more specific requirements regarding inspection, fees, and cancellation. The amendments clarified that the local legislative body may require fees for providing services pursuant to the Mills Act; shall inspect the property prior to a new agreement and then every five years thereafter; and shall cancel the contract if it determines that the owner has breached the conditions of the contract.

As a result of these amendments, Land Use Planning fees for the approval and monitoring of these contracts were added in July 2012, and an ongoing inspection program is in place.

RATIONALE FOR RECOMMENDATION
In order to qualify for Mills Act consideration, 1) the property must qualify as historic; 2) the contract must adequately meet the requirements for Mills Act contracts; and 3) the type of improvements outlined in the work plan must meet the City standards, which require that tax savings be used according to the rules and regulations outlined in the Act.

The property located at 1401 Le Roy Avenue is eligible for the Mills Act contract because it is a Berkeley Landmark.

The contract template has been reviewed by the
City Attorney's Office for conformance to all relevant City and State regulations.

Finally, the contract includes a comprehensive work plan that the property owner has agreed to complete within the first ten-year contract period (see Attachment 3) and that

Mills Act Contract - 1401 Le Roy Ave. CONSENT CALENDAR
September 10, 2024

provides for the property “use, maintenance and restoration as to retain its characteristics as property of historical significance.” The LPC has concluded that the proposed work plan meets the standards adopted by the City Council, and the costs of the proposed improvements are anticipated to equal or exceed the tax savings afforded the owners.

ENVIRONMENTAL SUSTAINABILITY & CLIMATE IMPACTS
Approval of the contract would encourage historic resource rehabilitation, materials conservation, and construction and demolition waste diversion.

ALTERNATIVE ACTIONS CONSIDERED
The Council could deny the application if it found that it did not satisfy the requirements of the Act.

CONTACT PERSON
Jordan Klein, Director, Planning and Development Department, 510-981-7534 Fatema Crane, Principal Planner/LPC Secretary, 510-981-7413 Attachments:

1. Draft City Council Resolution

2. Notice of Decision, Landmark Designation for 1401 Le Roy Avenue, March 21, 1977

3. Rehabilitation Plan and Notes, dated June 14, 2024

4. LPC Staff Report August 1, 2024

Attachment 1
RESOLUTION NO. ##,###-N.S.

AUTHORIZING THE CITY MANAGER TO EXECUTE A MILLS ACT CONTRACT AND

ANY NECESSARY AMENDMENTS WITH MICHAEL GREENWALD AND RONNA

BACH, FOR THE MAINTENANCE AND RESTORATION OF A HISTORIC PROPERTY LOCATED AT 1401 LE ROY AVENUE, IN RETURN FOR THE OWNER TO OBTAIN A

PROPERTY TAX REDUCTION
WHEREAS, on February 24, 1998, the Berkeley City Council adopted Resolution No. 59,355-N.S. which authorized the use of Mills Act contracts; and WHEREAS, on March 21, 1977, 1401 Le Roy Avenue was designated as a City of Berkeley Landmark, which renders it eligible to take advantage of the Mills Act; and WHEREAS, on July 8, 2024, the Landmarks Preservation Commission reviewed the proposed projects listed in the Mills Act Contract Application for 1401 Le Roy Avenue, and recommended that the City Council enter into a Mills Act contract with the property owner; and
WHEREAS, the City of Berkeley Mills Act program requires each contract to be approved by the City Council and signed by the City Manager; and WHEREAS, the City Council, in light of all evidence, finds that the contract is consistent with the purposes of the Mills Act program.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Berkeley that the City Manager is authorized and directed to execute a Mills Act Contract and any necessary amendments with Michael Greenwald and Ronna Bach for the maintenance and restoration of the historic property located at 1401 Le Roy Avenue and in return offer a property tax reduction for a period of at least ten years, with a recorded copy of such contract and amendments to be on file in the Office of the City Clerk and Alameda County Clerk- Recorder.

Attachment 2

architecture
denise hall montgomery
1769 alcatraz avenue
berkeley, ca 94703
mills act restoration / rehabilitation plan
a california corporation
PROJECT 1401 Le Roy Avenue
UPDATED May 17, 2024

ITEM FEATURE

CHARACTER

DEFINING CONDITION HISTORIC TREATMENT FIRE RESISTANCE MEASURES ENERGY EFFICIENCY MEASURES STRUCTURAL STENGTHENING MEASURES

ESTIMATED DATE OF
COMPLETION ESTIMATED COST*
1 Replaced redwood shake siding Yes Poor
Rehabilitation - Replace exterior redwood shakes with
custom milled redwood shakes treated with a fire
retardant. New shakes will be milled to the same
dimensions, and installed in the same "ribbon coursing" pattern as the original shakes.

1. Shakes treated with a fire retardant.

2. Fire resistance sheathing installed beneath shakes.

3. Final wall assembly will have a 1-hour fire resistance rating.

4. Replace knob & tube wiring with code compliant
wiring where accessible from the exterior wall.

1. Mineral batt insulation added to exterior walls.

2. Identified galvanized plumbing pipes - currently
exposed on house exterior - will be replaced with copper and "buried" inside the exterior walls.

1. Structural sheathing install beneath the shakes will provide additional shear reinforcing to brace against
lateral (ie seismic) loads.

Replace: 2025
Maintain: 2026-2035 $566,483.50
2 Replaced identified fixed and double hung
windows Yes Poor
Rehabilitation - Replace windows showing signs of dry
rot with custom double-paned wood windows, and custom
milled redwood architectural trim to match existing.

1. Replaced identified windows will be double paned
glass and sealed units to reduce heat gain and air
infiltration.

Replace: 2025
Maintain: 2026-2035 $314,083.00
3 Restored identified leaded glass windows &
library doors Yes Poor
Restoration & Rehabilitation - The leaded glass
windows will be removed, disassembled, and rebuilt using new lead that matches the profile of the original. The
window will be puttied, polished and reinstalled in a new custom wood sash and frame that will allow a double
paned glass unit behind the leaded glass.

1. The double paned glass will reduce heat gain and
protect the restored leaded glass panels.

2. New sashes will reduce air infiltration.

Replace: 2025
Maintain: 2026-2035 $60,646.30
4 New standing seam metal roofing with rigid
insulation No Poor
Replace - The existing (non-original) tar and gravel roof will be replaced with a standing seam metal roof over 5" of rigid insulation.

1. Standing seam metal roofing provides a non-
combustible roofing surface.

2. Fire resistance sheathing installed beneath roofing
added protection.

3. Fire sprinklers added below roof eaves.

4. Final assembly will have a 1-hour fire resistance
rating.

1. Rigid insulation added above conditioned space.

2. Adding insulation above the roof will allow insulation at the JM library cathedral ceiling to protect the historic interior.

1. Structural sheathing installed beneath the roofing will provide additional shear reinforcing to brace against
lateral (ie seismic) loads.

Replace: 2025
Maintain: 2026-2035 $334,471.50
5 Rehabilitated library balcony Yes Poor
Restoration & Rehabilitation - Repair and structurally
reinforce the library balcony and replace the (non-original) railing.

1. Deck joists will be replaced in kind and a structural redwood brace (modeled on a similar brace in use on
the south balcony) will be added.

2. A code compliant guardrail will be added, with a
design modeled on the interior stair railing.

Replace: 2025
Maintain: 2026-2035 $13,916.10
6 Replace landscape retaining wall No Poor
Replace - Replace existing concrete retaining wall at the property perimeter along Le Roy Avenue & Rose Street
pending SAP approval.

1. Protect the structural integrity of the house foundation and primary structure.

Replace: 2030
Maintain: 2025-2035 $281,810.10
TOTAL ESTIMATED 10-YEAR BUDGET $1,571,410.50
NOTES:

1. This proposed 10 year work plan is focused on the rehabilitation of primary exterior features and materials.

2. The proposed work plan is commensurate with the estimated Mills Act tax reduction per the accompanying spreadsheet.

3. This focused work plan represents only a portion of current and future rehabilitation and maintenance work to be completed over the next 10 years.

4. * Estimated cost based on contractor estimate, May 16, 2024 Attachment 3

L ANDMARKS

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C OMMISSION
Staff Repor t
1947 Center Street, 2nd Fl., Berkeley, CA 94704 Tel: 510.981.7410 TDD: 510.981.7474 Fax: 510.981.7420

FOR COMMISSION AC
TION
JULY 8, 2024
1401 Le Roy Avenue - John Galen Howard
House
Mills Act Contract Application (#LM
MA2024-0001) for a residential
property and City of Berkeley Landmark.

I. Application Basics
Parties Involved:
• Property Owner: Michael Greenwald & Ronna Bach
1401 Le Roy Avenue
Berkeley, CA 94708
• Historic Architect & Cons
ultant: Denise Hall Montgomery, Architect
Denise Hall Montgomery Architecture
1769 Alcatraz Avenue
Berkeley, CA 94703
• Recommendation: Approve the proposed rehabilitation schedule and recommend favorable action to City
Council.

ITEM #9
LPC 2024-07-08

Attachment 4

LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 2 of 7
Figure 1: Vicinity Map showing nearby City Landmarks & Districts Project Site
ITEM #9
LPC 2024-07-08

LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 3 of 7
Figure 2: Current site conditions – Front (north) elevation (Denise Hall Montgomery Architecture, 2024) Figure 3: Current site conditions – Interior courtyard (south) elevation (Denise Hall Montgomery Architecture, 2024)
ITEM #9
LPC 2024-07-08

LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 4 of 7

II. Background

The residence at 1401 Le Roy Avenue was constructed in 1912, according to City records. It is an example of the First Bay Tradition style of architecture, designed (and occupied by) famed Berkeley architect John Galen Howard, with a later addition (1927) completed by another famed Berkeley architect and his protégé, Julia Morgan. The three-story (two stories over basement) main building is wood-frame construction on a concrete foundation. The structure is clad in redwood shake shingles, 30” in length, and applied in a ribbon coursing pattern which is characteristic of Craftsman-style architecture. The windows across the elevations are a combination of single pane fixed, double-hung, and casement wood windows, in addition to fixed and leaded glass casement windows. The roof is a very low-pitched gable roof which is currently tar-and- gravel (non-original), with wood eaves and fascia boards, exposed rafters, and integral wood gutters. Further architectural details can be found in Attachment 1.

The subject property was designated as a City landmark in 1977; see the Landmark Designation Record included in Attachment 1 of this report.

On May 2, 2024, the Landmarks Preservation Commission (LPC) considered and approved a Structural Alteration Permit (#LMSAP2024-0002) to complete an exterior façade restoration and alter the roofing material on the John Galen Howard House. The project scope encompassed:

1. Restoration of exterior wood shake siding

2. Rehabilitation of leaded glass windows

3. Restoration of select wood windows

4. Replacement of deteriorated wood windows

5. Replacement of deteriorated library balcony with new railing

6. New roofing material and insulation

The Notice of Decision for this SAP is included as Attachment 4 to this report.

On June 3, 2024, the applicant, on behalf of the property owners, submitted a Mills Act Contract Application for this City Landmark property, to support the planned restoration and rehabilitation work that was approved by the LPC in the aforementioned Structural Alteration Permit.

III. Issues and Analysis

The applicant’s historic architect, who is also serving as the historic resource consultant, prepared the Mills Act submittal in line with the City’s program requirements.

The Mills Act application includes the following components:
1) Historic Architectural Summary for the subject property (Attachment 1), which includes the list of Character-Defining Features of the John Galen Howard House in Table 1.

ITEM #9
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LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 5 of 7
2) A Restoration and Rehabilitation Plan (Attachment 2), which outlines the projects identified for restoration, rehabilitation, and maintenance of the property over the ten- year contract period; and
3) A financial analysis spreadsheet for estimating the potential Mills Act tax savings for this request, based on property-specific figures calculated using standard formulas.

The City’s responsibility is to confirm the eligibility of the property to participate in the program and verify the va
lidity of the identified work plan items. Should the City enter into a Mills Act Contract with the property owner, the Alameda County Assessor’s Office will be responsible for verifying the figures provided by the applicant, conducting calculations, and applying actual property tax reductions on future tax bills beginning in 2025.

All improvements included in the Reh
abilitation Plan (Attachment 2) relate to restoring
the historic, character defining features of the building and site, except for the change in roofing material to increase fire resilience. The applicant presented the entire scope of work proposed in the Mills Act schedule to the LPC as part of a Structural Alteration Permit at its meeting on May 2, 2024. The Commission was very supportive of the treatments proposed by the applicant to increase longevity of the John Galen Howard House, and granted approval of the SAP at that meeting. The only work proposed in the schedule that was not included in the SAP application is the replacement of the concrete perimeter retaining wall along Le Roy Avenue and Rose Street, which may possibly be exempt from a further SAP as “ordinary maintenance and repair” in the Landmarks Preservation Ordinance (Berkeley Municipal Code Section 3.24.260). Based on the work plan included in the Mills Act application (Attachment 2), it does not appear that a new Structural Alteration Permit would be necessary beyond the approval already obtained by the applicant. If any future work is proposed to go beyond the scope of “ordinary maintenance and repair,” it would be subject to prior approval by the Commission.

The work plan items appear to be ju
stifiable in that they constitute restoration, repair,
rehabilitation and continued maintenance of the subject property. Further, the work plan would provide for the property’s “use, maintenance and restoration as to retain its characteristics as property of historical significance,” as provided for in the Mills Act, Government Code Sections 50280 et. Seq., as authorized by the Berkeley City Council per Resolution No. 59,355 – N.S. For these reasons, staff concludes that the proposed work plan items represent improvements that are consistent with the requirements of the Mills Act.

ITEM #9
LPC 2024-07-08

LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 6 of 7
IV. Mills Act Contract Proposal
The intent of the Mills Act is to provide property tax relief so that the property owners entering into Mills Act Contracts with the City will reinvest a significant portion of the property tax savings resulting from the Contract int
o preserving and/or restoring their
property. The applicant’s proposed 10-year plan of improvements is provided in Attachment 2, and summarized in Table 1 below.

Table 1. Summary of Rehabilitation Schedule & Recommended Treatments Feature
Treatment
(as recommended by historic resource
consultant)
Estimated
Year of
completion
Redwood shake
siding
Replace in kind with custom milled redwood
shakes treated with a fire retardant 2025
Wood Windows Replace dry-rotted windows with custom redwood trim to match and new double-paned glazing 2025
Leaded Glass
Windows and Door Restore, rehabilitate, and reinstall 2025 New standing seam
metal roof
Remove tar and gravel roof, replace with standing
seam metal roof with insulation, fire sheathing,
and
2025
Library balcony Repair and structurally reinforce balcony, and replace non-original railing 2025
Landscape
retaining wall
Replace concrete perimeter retaining wall along
Le Roy Avenue and Rose Street 2030
Per the applicant’s calculations in Attachments 2 and 3, the owner’s work plan represents a three-fo
ld (348%) reinvestment of the savings into the property. In other words, the owner would spend $1,571,410 on the 10-year work plan, while saving $450,684 in property tax reduction over the 10-year period.

V. Recommendation
Staff has determined that all work proposed in the Mills Act Contract work plan provides for the prop
erty’s “use, maintenance and restoration as to retain its characteristics as property of historical significance”, and advises the Commission to recommend that City Council approve the Mills Act Contract request for the subject property.

ITEM #9
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LANDMARKS PRESERVATION COMMISSION 1401 LE ROY AVENUE
July 8, 2024 Page 7 of 7
Attachments:

1. Mills Act Application for 1401 Le Roy Avenue – Historic Architectural Summary, dated June 1, 2024 (including the designation record, 1977)

2. Mills Act Application for 1401 Le Roy Avenue – Rehabilitation Plan, dated June 25, 2024

3. Mills Act Application for 1401 Le Roy Avenue – Financial Analysis Spreadsheet, dated June 25, 2024

4. Notice of Decision – Structural Alteration Permit #LMSAP2024-0002 Prepared by: Reina Kapadia, AICP, Senior Planner; [email protected] (510) 981-7485 Reviewed by: Fatema Crane, Principal Planner/LPC Secretary; fc [email protected] (510) 981-7410 ITEM #9
LPC 2024-07-08

Office of the City Manager

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

CONSENT CALENDAR
September 10, 2024
To: Honorable Mayor and Members of the City Council
From: LaTanya Bellow, Interim City Manager
Submitted by: Jordan Klein, Director, Planning and Development Department Subject: Mills Act Contract – 60 Panoramic Way

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to enter into a Mills Act contract with Jordan Kanarek and Gabrielle Goldstein for the City Structure of Merit property at 60 Panoramic Way.

FISCAL IMPACTS OF RECOMMENDATION
Approving the Mills Act contract for the City Structure of Merit property at 60 Panoramic Way would reduce the property tax bills for the owners by approximately $31,400 in year one, about 30% of which ($9,400) would be diverted from Berkeley’s tax revenue. Final amounts are determined by Alameda County after contract execution. This will be an annual impact to the City’s tax revenue, as the contract runs for ten years, in comparable annual amounts, and automatically renews annually thereafter unless notice of nonrenewal is given. In turn, the work plan commits the owners to spending the anticipated tax savings on restoring the landmarked property. The Mills Act also specifies procedures for cancellation of the contract for a breach of conditions.

Council approval will allow property tax reduction for this property to begin in the 2025- 2026 fiscal year.

CURRENT SITUATION AND ITS EFFECTS
On June 1, 2023, the property at 60 Panoramic Way was designated as a City of Berkeley Structure of Merit, making the property owner eligible to take advantage of the Mills Act (see Attachment 2).

On August 1, 2024, the Landmarks Preservation Commission (LPC) reviewed the proposal by Jordan Kanarek and Gabrielle Goldstein to enter into a Mills Act contract for 60 Panoramic Way, including a proposed scope of work and maintenance schedule, and voted 5-0-0-3 to recommend approval of the Mills Act Contract application to City Council [Moved/Second Crandall/Enchill; Yes: Enchill, Finacom, Crandall, Montgomery, Orbuch; No: none; Abstain: none; Absent: Leuschner, Schwartz, Twu (due to recusal)].

Mills Act Contract – 60 Panoramic Way CONSENT CALENDAR
September 10, 2024

BACKGROUND
The Mills Act allows owners of historic properties to voluntarily enter into individual contracts with the City, in order to obtain limited ad valorem tax relief at the discretion of host jurisdictions, in exchange for maintaining and restoring their historic property. The property tax savings are offered to create an incentive for owners to maintain their historic properties, to designate historic properties that are currently not protected, and to purchase and upgrade already dilapidated historic properties.

In Berkeley, owners of those properties designated by the LPC as either a Landmark or a Structure of Merit may apply for a Mills Act contract. The Alameda County Assessor uses a formula, consistent with the provisions of the Mills Act, to determine the amount of property tax reduction, which applies a capitalization rate to the calculated net operating income for the property under the Mills Act contract. The Mills Act application includes a ten-year work plan to restore and maintain the subject property. The total investment in the work plan is intended to equal or exceed the total amount of the property tax relief over the contract period.

On February 24, 1998, the Berkeley City Council passed Resolution No. 59,355-N.S., which authorizes the local use of the Mills Act of 1972, as amended, which is codified in California Government Code Section 50280-90 and Revenue and Taxation Code Section 439.

In 2011, State law was amended to include more specific requirements regarding inspection, fees, and cancellation. The amendments clarified that the local legislative body may require fees for providing services pursuant to the Mills Act; shall inspect the property prior to a new agreement and then every five years thereafter; and shall cancel the contract if it determines that the owner has breached the conditions of the contract.

As a result of these amendments, Land Use Planning fees for the approval and monitoring of these contracts were added in July 2012, and an ongoing inspection program is in place.

RATIONALE FOR RECOMMENDATION
In order to qualify for Mills Act consideration, 1) the property must qualify as historic; 2) the contract must adequately meet the requirements for Mills Act contracts; and 3) the type of improvements outlined in the work plan must meet the City standards, which require that tax savings be used according to the rules and regulations outlined in the Act.

The property located at 60 Panoramic Way is eligible for the Mills Act contract because it is a Berkeley Structure of Merit.

The contract template has been reviewed
by the City Attorney's Office for conformance to all relevant City and State regulations.

Finally, the contract includes a comprehensive work plan that the property owner has agreed to complete within the first ten-year contract period (see Attachment 3) and that provides for the property “use, maintenance and restoration as to retain its

Mills Act Contract – 60 Panoramic Way CONSENT CALENDAR
September 10, 2024

characteristics as property of historical significance.” The LPC has concluded that the proposed work plan meets the standards adopted by the City Council, and the costs of the proposed improvements are anticipated to equal or exceed the tax savings afforded the owners.

ENVIRONMENTAL SUSTAINABILITY & CLIMATE IMPACTS
Approval of the contract would encourage historic resource rehabilitation, materials conservation, and construction and demolition waste diversion.

ALTERNATIVE ACTIONS CONSIDERED
The Council could deny the application if it found that it did not satisfy the requirements of the Act.

CONTACT PERSON
Jordan Klein, Director, Planning and Development Department, 510-981-7534 Fatema Crane, Principal Planner/LPC Secretary, 510-981-7413 Attachments:

1. Draft City Council Resolution

2. Notice of Decision, Structure of Merit Designation for 60 Panoramic Way, date effective November 15, 2023

3. Rehabilitation Plan, dated June 14, 2024

4. LPC Staff Report August 1, 2024

Attachment 1
RESOLUTION NO. ##,###-N.S.

AUTHORIZING THE CITY MANAGER TO EXECUTE A MILLS ACT CONTRACT AND ANY

NECESSARY AMENDMENTS WITH JORDAN KANAREK AND GABRIELLE GOLDSTEIN,

FOR THE MAINTENANCE AND RESTORATION OF A HISTORIC PROPERTY LOCATED AT 60 PANORAMIC WAY, IN RETURN FOR THE OWNER TO OBTAIN A PROPERTY

TAX REDUCTION
WHEREAS, on February 24, 1998, the Berkeley City Council adopted Resolution No. 59,355-N.S. which authorized the use of Mills Act contracts; and WHEREAS, on June 1, 2023, 60 Panoramic Way was designated as a City of Berkeley Structure of Merit, which renders it eligible to take advantage of the Mills Act; and WHEREAS, on August 1, 2024, the Landmarks Preservation Commission reviewed the proposed projects listed in the Mills Act Contract Application for 60 Panoramic Way, and recommended that the City Council enter into a Mills Act contract with the property owner; and
WHEREAS, the City of Berkeley Mills Act program requires each contract to be approved by the City Council and signed by the City Manager; and WHEREAS, the City Council, in light of all evidence, finds that the contract would be consistent with the purposes of the Mills Act program.

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Berkeley that the City Manager is authorized and directed to execute a Mills Act Contract and any necessary amendments with Jordan Kanarek and Gabrielle Goldstein for the maintenance and restoration of the historic property located at 60 Panoramic Way and in return offer a property tax reduction for a period of at least ten years, with a recorded copy of such contract and amendments to be on file in the Office of the City Clerk and Alameda County Clerk- Recorder.

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C OMMISSIO N
Notice of Decision
DATE OF BOARD DECISION: June 1, 2023
DATE NOTICE MAILED: Au gust 28, 2023October 30, 2023
APPEAL PERIOD EXPIRATION: September 12, 2023November 14, 2023 EFFECTIVE DATE OF PERMIT (Barring Appeal or Certification): September 13, 2023November 15, 20231
60 Panoramic Way – William J. Moore
House
Landmark application #LMIN2023-0001 for the consideration of City Landmark or Structure of Merit designation status for a residential building constructed in 1913 that is a Contributing Property to the Panoramic Hill National Register Historic District – APN 55-1853-15
The Landmarks Preservation Commission of the City of Berkeley, after conducting a public hearing, APPROVED the following request:
• Structure of Merit designation
APPLICANT: Jordan Kanarek and Gabrielle Goldstein
60 Panoramic Way
Berkeley, CA 94704
ZONING DISTRICT: Environmental Safety-Residential (ES-R) ENVIRONMENTAL REVIEW STATUS: Cat
egorically exempt under the California
Environmental Quality Act Guidelines, Section 15061(b)(3). 1 Pursuant to BMC Chapter 3.24, the City Council may “certify” any decision of the LPC for review, which has the same effect as an appeal. In most cases, the Council must certify the LPC decision during the 14-day appeal period. However, pursuant to BMC Section 1.04.070, if any portion of the appeal period falls within a Council recess, the deadline for Council certification is suspended until the first Council meeting after the recess, plus the number of days of the appeal period that occurred during the recess, minus one day. If there is no appeal or certification, the Use Permit becomes effective the day after the certification deadline has passed.

Attachment 2

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMIN2023-0001
60 Panoramic Way
October 30, 2023

The application materials for this project is available online at:
https://berkeleyca.gov/construction-development/land-use-development/zoning-projects or https://permits.cityofberkeley.info/CitizenAccess/Default.aspx

FINDINGS FOR FINAL ACTION AND APPLICATION ARE ATTACHED TO THIS NOTICE

COMMISSION VOTE: 8-0-0-1

YES: ADAMS, CRANDALL, ENCHILL, FINACOM, LEUSCHNER, MONTGOMERY,

SCHWARTZ, TWU

NO: NONE

ABSTAIN: NONE

ABSENT: LINVILL

TO APPEAL THIS DECISION (see Section 3.24.300 of the Berkeley Municipal Code):

To appeal a decision of the Landmarks Preservation Commission to the City Council you must:

1. Submit a letter clearly and concisely setting forth the grounds for the appeal to the City Clerk, located at 2180 Milvia Street, 1
st Floor, Berkeley. The City Clerk’s telephone
number is (510) 981-6900.
a. Pursuant to BMC Section 3.24.300.A, an appeal may be taken to the City Council by the application of the owners of the property or their authorized agents, or by the application of at least fifty residents of the City aggrieved or affected by any determination of the commission made under the provisions of Chapter 3.24.

2. Submit the required fee (checks and money orders must be payable to ‘City of Berkeley’):
a. The basic fee for persons other than the applicant is $500. This fee may be reduced to $100 if the appeal is signed by persons who lease or own at least 50 percent of the parcels or dwelling units within 300 feet of the project site, or at least 25 such persons (not including dependent children), whichever is less. Signatures collected per the filing requirement in BMC Section 3.24.300.A may be counted towards qualifying for the reduced fee, so long as the signers are qualified. The individual filing the appeal must clearly denote which signatures are to be counted towards qualifying for the reduced fee.

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMIN2023-0001
60 Panoramic Way
October 30, 2023

b. The fee for appeals of affordable housing projects (defined as projects which provide 50 percent or more affordable units for households earning 80% or less of Area Median Income) is $500, which may not be reduced.
c. The fee for all appeals by Applicants is $2500.

3. The appeal must be received prior to 5:00 p.m. on the "APPEAL PERIOD EXPIRATION" date shown above (if the close of the appeal period falls on a weekend or holiday, then the appeal period expires the following business day).

If no appeal is received, the Structure of Merit designation will be final on the first business day following expiration of the appeal period.

NOTICE CONCERNING YOUR LEGAL RIGHTS:

If you object to this decision, the following requirements and restrictions apply:

1. If you challenge this decision in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the Landmarks Preservation Commission at, or prior to, the public hearing.

2. You must appeal to the City Council within fifteen (15) days after the Notice of Decision of the action of the Landmarks Preservation Commission is mailed. It is your obligation to notify the Land Use Planning Division in writing of your desire to receive a Notice of Decision when it is completed.

3. Pursuant to Code of Civil Procedure Section 1094.6(b) and Government Code Section 65009(c)(1), no lawsuit challenging a City Council decision, as defined by Code of Civil Procedure Section 1094.6(e), regarding a use permit, variance or other permit may be filed more than ninety (90) days after the date the decision becomes final, as defined in Code of Civil Procedure Section 1094.6(b). Any lawsuit not filed within that ninety (90) day period will be barred.

4. Pursuant to Government Code Section 66020(d)(1), notice is hereby given to the applicant that the 90-day protest period for any fees, dedications, reservations, or other exactions included in any permit approval begins upon final action by the City, and that any challenge must be filed within this 90-day period.

5. If you believe that this decision or any condition attached to it denies you any reasonable economic use of the subject property, was not sufficiently related to a legitimate public purpose, was not sufficiently proportional to any impact of the project, or for any other reason constitutes a “taking” of property for public use without just compensation under the California or United States Constitutions, your appeal of this decision must include the following information:

A. That this belief is a basis of your appeal.

B. Why you believe that the decision or condition constitutes a "taking" of property as set forth above.

LANDMARKS PRESERVATION COMMISSION

NOTICE OF DECISION
#LMIN2023-0001
60 Panoramic Way
October 30, 2023

C. All evidence and argument in support of your belief that the decision or condition constitutes a “taking” as set forth above.

If you do not do so, you will waive any legal right to claim that your property has been taken, both before the City Council and in court.

PUBLIC COMMENT:

Communications to Berkeley boards, commissions or committees are public record and will become part of the City’s electronic records, which are accessible through the City’s website.

Please note: e-mail addresses, names, addresses, and other contact information are not required, but if included in any communication to a City board, commission or committee, will become part of the public record. If you do not want your e- mail address or any other contact information to be made public, you may deliver communications via U.S. Postal Service or in person to the secretary of the relevant board, commission or committee. If you do not want your contact information included in the public record, please do not include that information in your communication. Please contact the secretary to the relevant board, c ommission or committee for further information.

FURT
HER INFORMATION:

Questions about the project should be directed to the project planner, Reina Kapadia , at (510) 981-7410 or [email protected]. All project application materials may be viewed at the Permit Service Cent er (Zoning counter), 1947 Center Street, 3rd Fl., during regular business hours.

ATT
ACHMENTS:

1. Findings for Final Action

2. Landmark Application for 60 Panoramic Way, prepared by Jordan Kanarek (property ow
ner); received March 9, 2023
ATTEST:

Fatema Crane, Secretary
Landmarks Preservation Commission

cc: City Clerk
Applicant and Property Owner: Jordan Kanarek and Gabrielle Goldstein, 60 Panoramic Way, Berkeley, CA 94704

Attachment 1
Findings
JULY 6, 2023
60 Panoramic Way – William J. Moore House
Landmark application #LMIN2023-0001 for the consideration of City Landmark or Structure of Merit designation status for a residential building constructed in 1913 that is a Contributing Property to the Panoramic Hill National Register Historic District – APN 55-1853-15

PROJECT DESCRIPTION
Structure of Merit designation of the property at 60 Panoramic Way, William J. Moore House.

CEQA FINDINGS

1. The project is found to be exempt from the provisions of the California Environmental Quality Act (CEQA, Public Resources Code §21000, et seq.) pursuant to Section 15061.b.3 of the CEQA Guidelines (activities that can be seen with certainty to have no significant effect on the environment).

LANDMARK PRESERVATION ORIDNANCE FINDINGS

2. P ursuant to Berkeley Municipal Code (BMC) Section 3.24.110.B.2(d) of the Landmarks Preservation Ordinance, the Commission finds that the subject property meets the designation criteria for Structure of Merit (SOM) status because the structure has historical significance to the City and/or to the structure’s neighborhood, block, street frontage, or group of buildings as a good example of the First Bay Tradition style of architecture, and as a contributor to the Panoramic Hill National Register Historic District.

The building retains integrity of location, materials, feeling, association, setting, workmanship, and design throughout its street-facing (primary) elevation, despite some exterior alterations on the side and rear elevations. Through these qualities, it conveys its associations with its period of construction (1913) and has historic significance to the City, neighborhood (Panoramic Hill), block, and group of buildings in the historic district in which it is located.

FINDINGS 60 Panoramic Way – William J. Moore House

FEATURES TO BE PRESERVED

1. This Structure of Merit designation shall apply to the subject property and the following distinguishing features of the main building and site shall be pres erved:

Setting
• Its location in the Panoramic Hill residential neighborhood amongst the grouping of single-family residences built between 1901 – 1950 in various examples of the First Bay Tradition of architecture (National Register Historic District)
Overall Visual Aspects
• Two-and-a
-half story over basement height of structure
• Natural, unpainted, wood-shingled exterior wall cladding throughout • Those aspects of its design and materials associated with its First Bay Tradition style of architecture
West Elevation (Primary/Front)
Floor 1
• Ins
et entry porch
• Wooden entry door with inset panel and two flanking sidelights • Wooden French doors with divided light panels
• A square bay cov
ered with wood shingle cladding and:
o Two double-hung wooden sash windows (8/1)
o One center double-hung wooden sash window (10/1)
Floor 2
• Two secondary hip roof overhangs between each floor with exposed rafter tails • Two three-part projecting bay windows with three double-hung wood sash windows in each:
o Two 1/1 windows in the central bays
o Four 6/1 windows on side bays
• Two casement windows with valance grid mullions (4/1) Floor 3 (Attic)
• Single double-hung
wood sash window (1/0)
Basement
East Elevation (Rear)
• Wooden double undivided casement window
• W
ooden French doors with divided light panels

FINDINGS 60 Panoramic Way – William J. Moore House

North Elevation (Side)
Floor 1
• One dou
ble-hung
wood sash window (10/1)
• Three double-hung wood sash bay windows (1/1) underneath a hip roof overhang
• Two double-hung wood sash windows (towards the rear)
Floor 2
• Two double-hung
wood sash windows (10/1)
South Elevation (Side)
Floor 2
• Four
divided (3/1) picture windows
• Two divided (5/1) picture windows
Roof
• Front-f acing gable roofline with exposed wooden roof beams with pyramidal rafter tail end
• Clinker brick chimney
• Beadboard soffits
Site Features
• Rhyolite (local volcanic) stone retaining walls and pil asters along the front
property line and the south side property line as it returns into the sloped front yard
• Rhyolite (local volcanic) stone staircase (single flight) at the front property line leading up to the residence
• Rhyolite (local volcanic) stone planter beds in the sloped front yard

Planning and Development Department
Land Use Planning Division
City of Berkeley
Ordinance #4694 N.S.

LANDMARK APPLICATION
________________________________________________________________

1. Street Address
City Berkeley
County Alameda
Zip

2. Assessor's Parcel Number:

Block and Lot:

Tract:

Dimensions:

Cross Streets:

3. Is property on the State Historic Resource Inventory? Form #
Is property on the Berkeley Urban Conservation Survey?
Form #

4. Application for Landmark includes:
a. Building: Garden: Other features:
b. Landscape or Open Space: Natural Designed Oth er
c. Historic Site:
d. District:
e. Other:

5. Historic Name:

Commonly Known Name:

6. Date of Construction:
a. Factual: b. Approximate:

Source of Information:

7. Architect:

8. Builder:

9. Style:

ATTACHMENT 2

10. Original Owners:

Original Use:

11. Present Owners:

12. Present Use:

Residential: Single Family Duplex
Multiple
Commercial: Office Store Industrial Hotel
Institutional: School Hospital Other

Current Zoning:

Adjacent Property Zoning:

13. Present Condition of Property:

Exterior: Excellent Good Fair Poor
Interior: Excellent Good Fair Poor
Grounds: Excellent Good Fair Poor

Has the property's exterior been altered?

14. Description:

15. History:

ATTACHMENT 2

16. Significance:

Historic Value:

National State County City Neighborho od

Architectural Value:

National State County City Neighborhood

17. Is the property endangered?

18. Photographs: Date: Repository:

Photographer:

19. Bibliography:

20. Recorder: Date:

Organization:

ATTACHMENT 2

60 Panoramic Way Description + Building/Site Features
Description
In 2005 this home, and several other neighboring homes, was placed on the National Register of Historic Places (National Register Designation #05000424). The house at 60 Panoramic Way was designed and built by Henry Rowe, who purchased several contiguous lots on the hill and built five houses, including this one. The five houses, all Craftsman-styled, are distinct fr om each other, and this particular house was built in 1913.

The two and a half story single-family dwelling is situated on the uphill side of Panoramic Way, close to the first hairpin turn. The exterior of the house is covered in natural wood shingles, with a front gabled roof that has overhanging eaves supported by exposed roof beams. The chimney is constructed of clinker brick. The first story of the w
estern facade includes a square bay with three double-hung windows and an inset entry porch. The front door has a vertical inset panel flanked by side lites of non-original diamond-paned leaded glass. The second story features a pair of three-sided bay windows under a secondary hip-roof overhang. A stone retaining wall, made of local volcanic rhyolite and about four feet in height, wraps ar ound the property line at the street, adjoining the retaining wall at 62 Panoramic Way. A flight of steep stone steps leads to the wooden entry porch.

Over the years, this house has undergone several renovations and additions. In 1962, a basement apartment and bathroom were added, and it appears that this is when structural support piers and casement windows were installed at the front of the home. In 1980, a kitchen addition ext ended the rear
first floor into a roughly 5’x5’ portion of the rear patio to make room for a breakfast nook. In 1984, a multilevel garden designed by Jonathan Plant was constructed, and a redwood bridge was installed to create access to the garden from the second floor of the house. This design further enhances the house's connection to nature. Jonathan's work demonstrates the power of thoughtful landscap e design
in creating a harmonious living environment with this historic home.

In 2004, an attic conversion was completed, and skylights were added to the home, further enhancing its charm and livability.

Overall, this house is an excellent example of the Craftsman style and has undergone several renovations and additions that have enhanced its livability without compromising its historic char acter.

ATTACHMENT 2

Site features
* = historic feature to be preserved
● Rhyolite stone retaining walls and staircase*
● Rhyolite stone planter beds*
● Decorative hand railing on stairs
● Timber retaining wall street-level at 58 Panoramic Way ● Fence and retaining wall at the south side of the property ● Terraced garden and patio at the rear of property
General building features
● Two Clinker brick chimneys*
● Blue painted window trim
● Wood shingles*
W
estern facade / Front features
Floor 1:
● A square bay consisting of
○ Two double-hung divided windows (8/0)*
○ One double-hung divided window (10/0) *
● Inset entry porch*
● Handrails
● Stained glass sidelight panels at both sides of door at entry porch ● French doors with divided panels*
● Two medium sized divided (4/1) picture windows*
Floor 2:
● Two double hung windows*
● Four divided (6/0) double hung windows*
● Secondar
y hip-roof overhang *
Floor 3/Attic:
● Double hung window*
Basement:
● Two sets of casement windows
● Structural support piers
ATTACHMENT 2

Eastern facade/ Rear features
Floor 1:
● Exterior utility/storage closet with double doors.*
● Glass door
● Double hung window
● French doors with divided panels*
● One casement window*
Floor 2:
● Bridge connecting bedroom to second level of backyard ● Double hung window
● Door with divided windows
● Two divided sidelights (5) on either side of the patio door Floor 3/Attic:
● Double hung window
Northern facade features
Floor 1:
● One larg
e double hung divided window (10/0)*
● Three double-hung window bay underneath a hip-roof overhang* ● Two double hung windows at rear*
Floor 2:
● Two large, double hung windows *
● One small, frosted, double hung divided (4/0) window
● One small, frosted, double hung window
Southern Facade features
Floor 1:

ATTACHMENT 2

● Three double casement windows in a bay with divided panels under hip-roof overhang ● Two single casement windows with divided panels
Floor 2:
● Four divided (3/0) picture windows*
● Two divided (5/0) picture windows*
ATTACHMENT 2

Stone retaining wall at the front of 60 Panoramic Way.

ATTACHMENT 2

Front of 60 Panoramic Way.

ATTACHMENT 2

North side of 60 Panoramic Way.

ATTACHMENT 2

South side of 60 Panoramic Way.

ATTACHMENT 2

South west corner, including bridge to patio.

ATTACHMENT 2

North west corner, including bridge to patio.

ATTACHMENT 2

NFS Form 10-900 OMB No. 1024-0018
(Oct. 1990) (7^C/
United States Department of the Interior
National Park Service
T National Register of Historic Places '
Registration Form
This form is for use in nominating or requesting determinations for individual properties and districts. See instructions in How to Complete the National Register of Historic Places Registration Form (National Register Bulletin 16A). Complete each item by marking "x" in the appropriate box or by entering the information requested. If any item does not apply to the property being documented, enter "N/A" for "not applicable." For functions, architectural classification, materials, and areas of significance, enter only categories and subcategories from the instructions. Place additional entries and narrative items on continuation sheets (NFS Form 10-900a). Use a typewriter, word processor, or computer, to complete all items.

1. Name of Property_____________________________________________________ historic name Panoramic Hill___________________________________________________ other names/site number University Terrace, University Hill________________________________

2. Location___________________________________________________________ street & number Panoramic Wy.Canvon Rd.Mosswood, Orchard Ln. Arden Rd. Q not for publication city or town Berkeley__________________________________CD vicinity state California code CA county Alameda code GO ( zip code 94704

3. State/Federal Agency Certification
As the designated au
D request for deterr
Historic Placeaand i
03 meets [H does n<
D statewide E3 pea
______ Sr-. A__,| ^^
Signature of certifyini
California Office of H
ihority under the National 1
nation of eligibility meets
eets the procedural ana p
meet the National Reast
y. ( D See continuation £
\JjT?-v\tw< £V/u-'-"
/official/Title
storic Preservation
Historic Preservation Act of 1986, as amended, I hereby certify that this _3 nomination he documentation standards for registering properties in the National Register of rofessional requirements set forth in 36 CFR Part 60. In my opinion, the property 3r Criteria. I recommend that this property be considered significant CU nationally heet for additional comments.)
Date
State or Federal agency and bureau
In my opinion, the property D meets D does not meet the National Register criteria. ( D See continuation sheet for additional comments.)
Signature of commenting or other official Date
State or Federal agency and bureau

4. National Park Service Certification
I hereby certify that this property is:

S-Q_aotered in the National Register
LS D See continuation sheet,
n determined eligible for the
National Register
D See continuation sheet.

D determined not eligible for the
National Register
n removed from the National
Register
D other (explain): ________
Date of Action
ATTACHMENT 2

Panoramic Hill
Name or Property
Alameda, California
County and State

5. Classification
Ownership of Property
(Check as many boxes as apply)
£<] private
13 public-local
n public-State
n public-Federal
Category of Property
(Check only one&Wp | 1
D building(s)
13 district
Qsite
H] structure
n object
Number of Resources within Property
2QQ5(Do not include previously listed resources in the count.) Contributing Noncontributing
61 18 buildinas
sites
14 (roads, oaths,walls) 1 (wall) structures
1 (fountain) objects
76 19 Total
Name of related multiple property listing
(Enter "N/A" if property is not part of a multiple property listing.) N/A
Number of contributing resources previously listed in
the National Register

6. Function or Use
Historic Functions
(Enter categories from instructions)
Domestic - sinqle and multiple dwellings
Current Functions
(Enter categories from instructions)
Domestic - sinqle and multiple dwellings

7. Description
Architectural Classification
(Enter categories from instructions)
Shingle; Bungalow/Craftsman: Mission/Spanish
Colonial Revival: Beaux-Arts__________
Materials
(Enter categories from instructions)
foundation Earth, concrete
roof Shingle: Terra Gotta; Concrete
walls Shingle: Brick: Granite: Stucco: Concrete: Fabricrete other Brick: Iron: Copper: Ceramic Tile: Glass: Concrete:

Fabricrete
Narrative Description
(Describe the historic and current condition of the property on one or more continuation sheets.) See Continuation Sheets
ATTACHMENT 2

Panoramic Hill Alameda. California
Name ot Property County and State

8. Statement of Significance
Applicable National Register Criteria
(Mark "x" in one or more boxes for the criteria qualifying the property for National Register listing)
O A Property is associated with events that have made
a significant contribution to the broad patterns of
our history.

D B Property is associated with the lives of persons
significant in our past.
[X]C Property embodies the distinctive characteristics of a type, period, or method of construction or
represents the work of a master, or possesses high
artistic values, or represents a significant and
distinguishable entity whose components lack
individual distinction.

D D Property has yielded, or is likely to yield information important in prehistory or history.

Criteria Considerations
(Mark "X" in all the boxes that apply.)
Property is:

D A owned by a religious institution or used for
religious purposes.

D B removed from its original location.
n C a birthplace or a grave.

D D a cemetery.

D E a reconstructed building, object, or structure.
n F a commemorative property.

D G less than 50 years of age or achieved significance
within the past 50 years.

Areas of Significance
(Enter categories from instructions)
Arch itecture___________
Period of Significance
1901 -1950________
Significant Dates
Significant Person
(Complete if Criterion B is marked above)
Cultural Affiliation
Architect/Builder
Bernard. Mavbeck: Coxhead. Ernest: Morgan. Julia:_____
Steilberq. Walter. Ratcliff. Walter H.. Jr.; Thomas. John Hudson; Wright. Frank Lloyd: Atkins. Henry: Paine. Robert:

Ratcliff. Robert: Wurster. William.

Narrative Statement of Significance
(Explain the significance of the property on one or more continuation sheets.)

9. Major Bibliographical References
(Cite the books, articles, and other sources used in preparing this form on one or more continuation sheets.) Previous documentation on file (NPS):

D preliminary determination of individual listing (36
CFR 67) has been requested.

D previously listed in the National Register
n previously determined eligible by the National
Register
D designated a National Historic Landmark
D recorded by Historic American Buildings Survey
#______________
n recorded by Historic American Engineering
Record # ______________
Primary Location of Additional Data
D State Historic Preservation Office
D Other State agency
n Federal agency
I3 Local government
£3 University
G3 Other
Name of repository:

See Continuation Sheet________
ATTACHMENT 2

Panoramic Hill
Name or Property
Alameda. California
County and State

10. Geographical Data
Acreage of Property: 12.3 acres
UTM References
(Place additional UTM references on a continuation sheet) Zone Easting Northing
1 10. 666060 4191480
2 10 660250 4191600
Zone
10 10
10 Easting Northing
666360 4191360
666170 4191210
666100 4191300
Verbal Boundary Description
(Describe the boundaries of the property on a continuation sheet.) Boundary Justification
(Explain why the boundaries were selected on a continuation sheet.)

11. Form Prepared By
name/title Janice Thomas & Fredrica Drotos
organization __
street & number_
city or town__
Berkeley Architectural Heritage Association date November 8. 2004 37 Mosswood Road telephone. (510)549-1171
Berkeley state CA zip code 94704
Additional Documentation
Submit the following items with the completed form:

Continuation Sheets
Maps
A USGS map (7.5 or 15 minute series) indicating the property's location.

A Sketch map for historic districts and properties having large acreage or numerous resources.

Photographs
Representative black and white photographs of the property.

Additional items
(Check with the SHPO or FPO for any additional items)
Property Owner______________________________________________ (Complete this item at the request of the SHPO or FPO.) name ________________________________________________
street & number_
city or town__
telephone
state zip code
Paperwork Reduction Act Statement: This information is being collected for applications to the National Register of Historic Places to nominate properties for listing or determine eligibility for listing, to list properties, and to amend existing listings. Response to this request is required to obtain a benefit in accordance with the National Historic Preservation Act, as amended (16 U.S.C. 470 etseq.).

Estimated Burden Statement: Public reporting burden for this form is estimated to average 18.1 hours per response including the time for reviewing instructions, gathering and maintaining data, and completing and reviewing the form. Direct comments regarding this burden estimate or any aspect of this form to the Chief, Administrative Services Division, National Park Service, P.O. Box 37127, Washington, DC 20013-7127; and the Office of Management and Budget, Paperwork Reductions Project (1024-0018), Washington, DC. 20503.

ATTACHMENT 2