Berkeley City Council
October 29, 2024

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 92
The Department does not have any full-time investigators specifically assigned to investigate narcotics offenses, nor are any staff assigned to any regional task forces. Citygate learned that full- time narcotics investigators existed at the De partment approximately four years ago, but these positions were eliminated. Citygate also learned that other local jurisdictions frequently serve narcotics-related search warrants in Berkeley but must request assistance from Patrol officers since narcotics-trained detectives are not available in the City.

Citygate found that the addition of a full-time, Re al-Time Crime Analyst position could support both Patrol and Investigative opera tions by rapidly operationali zing data to provi de immediate, actionable intelligence to officers in the f ield and detectives working active cases. The Crime Analyst could process and analy ze information from automated license plate reader (ALPR) systems, fixed cameras, and other databases —transforming raw data into useful insights during ongoing CFS and investigative operations. By quickly identifying patterns, suspects, and potential risks, the Department’s ability to make data-driven decisions in real-time would be enhanced. This position would be crucial in bridging the gap between technology and field operations, improving the speed and efficiency of both Patrol responses and complex investigations.

Citygate also learned that the Division lacks a “soft” interview room to interview victims and witnesses, especially children. Currently, the Department only has standard interview rooms containing a table and chairs for victim, witness, and suspect interviews. Soft interview rooms vary by jurisdiction. Most contain cushioned chairs, sofas, artwork on the walls, and other amenities. For young victims and w itnesses, a soft interview room may contain age-appropriate stuffed animals and other items —all to make the victim or witnes s feel more comfortable when talking to detectives.

Training for new detectives is informal, and Cit ygate found that there is no standardized training protocol for new detectives. Dependi ng on the investigative unit, some detectives are sent to different California Commission on Peace Officer Standards and Training (CA POST) courses, or to courses at the Robert Presley Institute of Cr iminal Investigations (ICI). Citygate determined there is no policy or direction for which POST/ICI courses detectives should take:
i Some Investigations staff are sent to courses on how to investigate officer-involved shootings.
i Some have taken the basic POST/ICI course.
i Some have only attended a POST/ICI course in their respective specialty area.

By not sending newly assigned detectives to accredited training, a deficit of knowledge is created.

As with any training program —from basic training acad emy to field training —basic POST/ICI training would provide new detectives with a wealth of foundational knowle dge and material to ensure they are fully equipped to serve the citizens of the City. Further, a standardized training

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 93
program within the Department would also ensure ne w detectives possess awareness of all available local resources.

While there is one Crime Analyst assigned to Investigations, the work performed by the Analyst is not exclusive to Investigations staff. Citygate believes this is a missing component that could help staff identify crime trends. Such analyses could also encompass a review of cases not investigated by detectives due to a lack of investigative leads.

The following table shows criminal case clearances within the Investigations Division for both violent and property crimes.

Table 49—Criminal Case Clearances (2019–2022)
Clearances 2019 2020 2021 2022
VIOLENT CRIMES 146 140 169 222
Homicide 0 2 1 2
Forcible Rape 4 3 3 7
Robbery 74 57 72 91
Aggravated Assault 69 78 93 122
PROPERTY CRIMES 408 388 357 474
Burglary 119 90 129 150
Motor Vehicle Theft 23 30 48 45
Larceny Theft 266 268 180 279
Arson 4 8 13 8
See: https://openjustice.doj.ca.gov/exploration/crime-statistics/crimes-clearances As the table shows, overall, both violent and property crime clearances have increased since 2019.

Clearance rates for violent and property crimes also increased in 2022 versus 2021 (see Table 3).

Table 50—Case Reports
Year Case Reports
2019 10,141
2020 8,819
2021 8,948
2022 10,318
2023 11,247

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 94
Calls for service will often generate police (c ase) reports depending on what Patrol officers discover during preliminary investigations. Generally, such ca se reports are routed to other organizational units for follow-up. Such reports are most often the source for investigations undertaken by detectives. Nevertheless, not every report w ill generate a follow-up criminal investigation. Detectives will consider the seriousness of the alleged crime and will look for viable leads such as eyewitnesses, video footage, and/or forensic evidence in their assessment of cases.

Department staff informed Cityg ate that there is a case management sys tem within the Department’s current records management system, which allows supervisors and managers to monitor investigator caseloads—including for the number(s) of cases open, cases closed, and cases pending—but the system is not fully utilized.

Citygate also learned that Investigations staff spend several hours each week transporting evidence to and from the crime lab located in Richmond. In some instances, different sworn staff members travel to the crime lab several times per day. Citygate believes the transporting of evidence to and from the crime lab does not require a sworn detective and could be handled by support staff.

Citygate noted that there is only one computer in Investigations for all detectives to download and review video footage from various sources including office r body-worn cameras. Software packages are available that would allow Investigations staff to review video from most any laptop or desktop computer. Purchasing software for additional computers used by Investigations staff would enhance efficiency for the Department’s detectives.

Citygate also found that no detectives are assigned to work exclusively on cold cases in the Department. While current caseloads take priority with existing staff, many law enforcement agencies in California utilize retired annuitants as detectives to investigate cold homicide or sexual assault cases. Employing retired annuitant detectives for cold case investigations has several advantages : they can work as needed, and they do not carry the costs associated with regu lar, full-time detectives. A retired annuitant typically has years of experience to apply to cold cases. Solving cold cases also may provide closure for families.

Investigations staff shared with Citygate a proposal for a Major Crimes detail, which would include one Sergeant, six detectives, and one Crime Analyst. Citygate believes such a team could address some of the concerns contained in this report. Such additional investigative staff could be utilized to investigate narcotics offenses and the apprehension of wanted suspects in other jurisdictions—since Patrol officers often lack the time to respond outside of the City when crime suspects have been identified and located elsewhere.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 95

5.1.1 Youth Services Unit
A Sergeant leads the Youth Services Unit. Personnel in Youth Services consists of three detectives, including one who functions as a School Resource Officer (SRO) at Berkeley High School.

The other two Youth Services detectives invest igate all crimes involving sexual assaults on children aged 14 and under. Alleged sexual assaults of victims aged 15 and older are investigated by the Special Victims Unit. The Youth Services Unit also receives and evaluates all suspected child abuse reports.

Youth Services detectives also a ttend the forty-hour ICI Core Course, the 40-hour basic Sexual Assault Course, and the 40-hour Internet Crimes Against Children (ICAC) Course.

5.1.2 School Resource Officer
Citygate learned that Berkeley High School has a student body population of approximately 3,200.

The assigned SRO is tasked with many responsib ilities, including attendi ng weekly school staff meetings, school district safety meetings and other meetings as needed with Berkeley High School staff. In addition, the SRO receives approximately 100 suspected child abuse reports per year from school staff. After preliminary ev aluation, the SRO forwards them to Youth Services detectives for further follow-up. Most of the suspected child abuse reports originate from elementary schools, middle schools, and daycare centers throughout the City.

The SRO also receives daily requests to meet with parents and teachers regarding student behavior issues and attends many after-hours school events , including sporting even ts and other school- community events.

Citygate found that the SRO does not have an assigned Patrol car and is required to check out a car from the fleet each day that may or may not have the equipment needed for an SRO to perform their duties. On many occasions, the SRO is required to check out a car not equipped with a mobile data terminal (MDT).

Citygate learned that there is currently no succes sion plan for the SRO. Given the nature of the SRO’s work and the relationships established, the Department taking steps to prepare someone else to fill this role would be prudent.

5.1.3 Crime Scene Unit
The Crime Scene Unit falls under Investigations and is led by a civilian Supervisor. There are four Crime Scene Investigators including the Unit ’s Supervisor. While Crime Scene Technicians fall under the command of Investigations, they respond to CFS for both Patrol and Investigations.

Technicians participate in a formal field training pr ogram. Upon initial appointment, a training officer evaluates Technicians for six weeks. There are also additional training courses each technician is required to complete.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 96
Citygate found that Crime Scene Technicians currently respond to residential burglary and vehicle burglary crime scenes when requested by police officers.

Investigations staff request DNA samples on almost every case they submit to the District Attorney for prosecution. Citygate noted that in September 2022, seven percent of requests for evidence were DNA-related. One year later in September 2023, that number had increased significantly, with 24 percent of requests for evidence being DNA-related.

Crime Scene Technicians are currently on duty from 7: 00 am until 2:00 am daily. Calls received after 2:00 am and before 7:00 am are held unt il the next Technician comes on duty. Technicians currently work a 4/10 schedule, with shifts beginning at 7:00 am and ending at 5:00 pm, or beginning at 4:00 pm and ending at 2:00 am, Saturday through Tuesday or Tuesday through Friday. Under the current staffing model, there is no allowance for vacations, training, or employee illnesses or injuries. Citygate was informed that other Crime Scene Technicians almost always are willing to pick up extra overtime shifts when other Technicians are off work for extended periods of time.

To ensure sufficient staffing to allow for time off for vacations, training, illnesses, or injuries, Citygate believes that at least one additional Crime Scene Technician would be required. Such additional staffing would also result in less overtime usage due to employee absences within the Unit. Under the current shift configuration, if more than one employee is unavailable for extended periods of time, it is impossible for existing staff to cover all vacant shif ts without working long hours and a lot of overtime.

5.1.4 Investigat ions Division Findings
Finding #34: The Department lacks any detectives assi gned to investigate narcotics offenses on a full-time basis. Citygate learned that full-time narcotics investigator positions existed approximately four years ago, but the positions were eliminated.

Finding #35: The existing Case Management System, which would allow supervisors and managers to track cases assigned, cleared, or pended, is not fully utilized.

Finding #36: Crime analysis that is focused exclusively on the investigative function and detective caseloads, including cases lacking investigative leads, is deficient.

Finding #37: The Department lacks a “soft” interview room for crime victims, witnesses, and juvenile interviews.

Finding #38: Crime Scene Technician staffing does not allow for extended employee absences without incurring overtime.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 97
Finding #39: There is no formal training program for newly assigned detectives. Depending on the unit assigned, new detectives shadow a senior detective, but there are no guidelines outlining courses new detectives should take.

Finding #40: Detectives make multiple tr ips per week to the crime lab in Richmond to drop off evidence for testing. In some cases, detectives make several such trips a day. Staff estimate that they spend four to six hours each week on trips to the Richmond Crime Lab.

Finding #41: To review video from various sources incl uding officer body -worn cameras, detectives have access to only one computer that has the software needed to view and duplicate video.

Finding #42: The Department does not have any detectives assigned to cold cases.

Finding #43: One School Resource Officer (SRO) is assigned to Berkeley High School, which has an enrollment of approximately 3,200 students.

Finding #44: Crime Scene Technicians work a 4/10 work sc hedule. Under the current schedule, there is a five-hour window where there are no crime scene technicians available to respond to calls from Patrol after 2:00 am.

Finding #45: Between September of 2022 and Septemb er of 2023, the percentage of total requests for the District Attorney to obtain DNA evidence collected from crime scenes saw a significant increase—from seven percent of evidence requests being related to DNA to 24 percent being DNA-related.

5.1.5 Investigat ions Division Recommendations
Recommendation #14: If, at full staffing, the recommended Patrol team is found to be overwhelmed and insufficient to manage narcotics investigations, the Department should consider creati ng a team comprised of detectives and a Sergeant to investigate narcotics offenses.

Recommendation #15: Investigations Division Supervisors and managers should make broader use of the existing case management system within the current records management system to better track cases assigned to detectives. Each unit supervisor should be able to see the caseload carried by each detective in real time, including the number of open, closed, pending, and cleared cases.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 98
Recommendation #16: Add a full-t ime, Real-Time Crime Analyst to support both Patrol and Investigations. This position will focus on rapidly operationalizing data to officers in the field and detectives working active cases.

Recommendation #17: Construct a “soft” interview room for interviewing victims and witnesses of certain sensitive crimes. Such rooms can be used by survivors of crime, domestic abuse, sexual assault, and children in traumatic situations.

Recommendation #18: Develop a training matrix for Inves tigations. The training matrix should include a formal training program for newly assigned detectives and a list of POST/ICI training courses required for each detective.

Recommendation #19: Create a plan to reduce the number of daily trips detectives make to the crime lab in Richmond. The addition of a CSO (or a retired annuitant) could relieve detectives from having to make frequent trips to Richmond for evidence pickup and drop-off.

Recommendation #20: Purchase software to install on additional computers in the Investigations Division th at would allow detectiv es to review, save, and copy video footage from all ava ilable sources within the City — including City-owned street cameras, officer body-worn cameras, and private cameras in situations where the owners have given the Department access.

Recommendation #21: Consider hiring a cold case detective, potentially a retired annuitant, to investigate cold cases.

Recommendation #22: Consider adding a second School Resource Officer to Berkeley High School given the extensive workload of the current SRO.

Recommendation #23: Add one ad ditional Crime Scene Techn ician to the current staff of four.

5.2 T

RAFFIC BUREAU
The Traffic Bureau is lo cated at 125 University Avenue in the Berkeley Marina and houses the Traffic Unit (TU) and the Parking Enforcement Unit (PEU). This facility provides adequate workspace and employee parking with room for current an d future growth. Unlike the Department’s headquarters at Martin Luther King Jr. Way, no employee parking issues exist at the Traffic Bureau location. The TU has 10 motorcycles, while the PEU has 30 parking enforcement vehicles. It is important to mention that 22 of the 30 parking enforcement vehicles are equipped

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 99
with License Plate Readers (LPRs); however, seven of those were non-operational at the time of Citygate’s onsite visit.

The Traffic Bureau is under th e command of the Investigations Division Captain. The Captain supervises two direct reports: one police Lieutenant, who oversee s all traffic-related operations, and one non-sworn Manager, who oversees the PEU. During Citygate’s operational assessment, it was noted that the PEU Manager reported direct ly to the Lieutenant; however, this reporting structure has since been changed so that the non-sworn Manager now reports directly to the Captain.

The Traffic Bureau is committed to promoting traffic safety t hrough practices informed by data, community input, and accountability. The Bureau prioritizes traffic safety through a “three- pronged” approach:
i Focusing on Primary Collision Factors (PCF)
i Addressing community concerns (also referred to as “traffic complaints”) i Community caretaking initiatives.

The Department actively participates in the City ’s Vision Zero Action Plan; an excerpt from the 2023 General Plan outlines the program's description and its current stalled status:
“The Vision Zero program uses Engineering, Education, and Enforcement strategies to achieve the Ber keley City Council ’s goal of eliminating severe injury and fatal traffic crashes by 2028. Vision Zero program activ ities were largely on hold during 2023 but anticipate restarting in 2024, including th e Vision Zero Coor dinating Committee and continuing work on developing Rapid Response communications and Quick Build traffic safety implementation programs.”
The Department is identified as one of the stakeholders and contributors to the California Safe Roads 2020–2024 Strategic Highway Safety Plan (SHSP). The City could significantly enhance efforts in traffic safety by adhering to the principles and strategies of the “five Es” of traffic safety as outlined in the SHSP: Edu cation, Engineering, Enforcement, Emergency Response, and Emerging Technologies.

5.2.1 Current Staff ing and Responsibilities
The following table shows the current authorized and filled staffing of the Traffic Unit.

Table 51—Traffic Unit Staffing
Position Authorized Filled
Lieutenant 1 1

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 100
Sergeant 1 1
Motor Officer 5 1
Accident Review Officer 1 1
The following table shows the current authorized and filled staffing for the Parking Enforcement Unit.

Table 52—Parking Enforcement Unit Staffing
Position Authorized Filled
Non-Sworn Manager 1 1
Parking Enforcement Supervisor 2 2
Parking Enforcement Officer* 21 18
* One of the Parking enforcement officers is operationally assigned outside of the Department at the 3-1-1 phone center, which lowers the available number of parking enforcement officers The sole Traffic Unit Accident Review Officer operates Monday through Thursday from 6:00 am to 4:00 pm. The Motorcycle Sergeant operates Tuesday through Friday to ensure weekly coverage.

Most of the work for the sole Motor Officer unit entails complaint-driven enforcement rather than strategically planned enforcement based on identified traffic collision needs. This is primarily due to severe understaffing, especially given the high volume of vehicle and pedestrian traffic in the City. Despite the significant staffing shortage, in 2023, the Motorcycle Unit accounted for 63 percent of all traffic citations issued when compared to citations issued by Patrol officers (see Table 54).

In 2023, the Traffic Bureau investigated 27 percent of the injury collisions in Berkeley. The Bureau manages fatal collision investigations and addresses injury collisions when resources permit. The following table shows the number of injury collisions investigated by the Traffic Unit.

Table 53—Traffic Collision Investigations (2019–2023)
Year
Total Injury
Collisions Traffic Unit
Investigated
Traffic Unit
Motorcycle Officer
Staffing
2019 475 46 3
2020 266 50 4
2021 323 110 3
2022 463 85 2
2023 404 110 1
*Injury collision data between the hours of 3:00 pm and 9:00 pm

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 101
A uniformed officer is designated as an analyst (Collision Inves tigation Review Officer) and tasked with reviewing all collision reports, approving them, and submitting all collision investigations to SWITRS 13, TIMS14, and Vision Zero. Presently, the systems for transmitting collision reports are not automated, resulting in additional workload and expenses to send reports.

The analyst must print out every report and mail it to the corresponding required organization.

5.2.2 Education Prog rams
Currently, most of the educational programs offered by the Department are those tied to California Office of Traffic Safety (OTS) grants; however, when available, the Traffic Bureau also provides public education related to traffic safety topics such as DUI, bicycle safety, child car seats, and senior driving.

5.2.3 Traffic Stops
While the Traffic Unit is tasked mainly with traffic enforcement, Patrol units also engage in traffic enforcement between calls. The following table details traffic citations issued by the Traffic Unit and Patrol units based on Citygate’s analysis of the Department’s supplied citation data.

Table 54—Traffic Citations (2019–2023)
Year Total
Citations
Patrol
Citations
Traffic Unit
Citations /
Percentage of Total
Traffic Unit Staffing
2019 4580 3330 1250 / 27% 3 Officers, 1 Analyst, 1 Sergeant 2020 1840 885 955 / 52% 4 Officers, 1 Analyst, 1 Sergeant 2021 1646 948 698 / 42% 3 Officers, 1 Analyst, 1 Sergeant 2022 1532 801 731 / 48% 2 Officers, 1 Analyst, 1 Sergeant 2023 2370 875 1495 / 63% 1 Officers, 1 Analyst, 1 Sergeant When analyzing traffic citation statistics for 2019 through 2023, it is important to note the impact of the COVID-19 pandemic. In 2023, traffic stops trended hi gher following the height of the pandemic.

As depicted in the following figure, 21 perc ent of the Department's incidents from 2020 –2023 were vehicle related. These figures exclude park ing-related incidents. This statistic alone

13 SWIRTS refers to the Statewide Integrated Traffic Records System. It is a database that collects and processes data gathered from a collision scene.
14 TIMS refers to the Transportation Injury Mapping System, Safe Transportation Research and Education Center, University of California, Berkeley. It was developed to provide quick, easy, and free access to California crash data, which is the Statewide Integrated Traffic Records System that has been geo-coded to make it easy to map crashes.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 102
underscores the significance of vehicle incidents as a substantial portion of the Department ’s workload.

Figure 11—Vehicle Incidents (2020–2023)

5.2.4 Deployment Locations
It is common for agencies to receive many requests for increased traffic enforcement from community members. In fact, in the Department’s “ three-pronged” approach to traffic safety, community reporting is the second prong. As previously noted, enforcement requests have primarily influenced the deployment of Traffic Unit resources. While community requests should be a priority, the use of statistical data to iden tify areas where enforcement can have the most impact can also be effe ctive. The Traf fic Unit is increasingly using statistical data from the Department’s Transparency Hub and the UC Berkeley Traffic Injury Mapping System (TIMS) to identify areas with high collision rates and the primary factors causing collisions. TIMS is a valuable tool for effective deployment of the Traffic Unit.

5.2.5 Enforcement Details and Related Grants
The OTS offers grant funding for sp ecial enforcement details such as saturation patrols, DUI checkpoints, bicycle safety, and any other identified traffic safety needs. Recently, the Department secured $269,000 in funding to bolster education and enforcement efforts aimed at enhancing safety on the roadways.

The Department has submitted a grant request to the California Highway Patrol (CHP) to provide training in Cannabis DUI detectio n and is currently preparing anothe r grant request to further enhance cannabis DUI enforcement.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 103

5.2.6 Use of Social Media
Utilizing media and social media platforms to raise public awareness of traffic enforcement endeavors can significantly amplify the deterrent effect that enforcement offers. The Department has primarily promoted traffic enforcement efforts during OTS saturation events. However, there may be opportunities to establish a consistent schedule of social media notifications during daily focused enforcement details and planned operations. [Note: At the time of Citygate’s writing of this report, the Public Information Officer was being moved to the Office of the Chief as part of a new Office of Strategic Communications.]

5.2.7 Collision Data
While traffic stop data is use ful for examining proactive enforcement efforts, a better indication of effectiveness is collision data. Normally, Citygate would analyze the data from a five-year period; however, because of the COVID-19 pandemic’s impact on traffic (lower traffic volumes), five years of data would not be as useful for the purposes of this study. To analyze the City’s traffic collisions, TIMS data from 2021–2023 was used.

A comparison of the City’s collision statistics revealed consistency with data for Alameda County. One significant exception was pedestrian and bicycle collisions.

5.2.8 Bicycle and Pedestrian Collision Statistics
As the following figure shows, from 2021 to 2023, 9.80 percent of all City crashes involved a pedestrian, as compared to 5.36 percent for all of Alameda County

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 104
Figure 12—Berkeley Traffic Collisions by Primary Cause (2021–2023) As the following figure shows, from 2021 to 2023, 33.33 percent of fatal collisions in the City involved a pedestrian, compared to 11.34 percent for all of Alameda County.

Figure 13—Berkeley Fatal Collisions by Primary Cause (2021–2023)

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 105
As the following figure shows, between 2021 and 2023, 42 percent of City injury collisions occurred between 12:00 pm and 5:59 pm.

Figure 14—Injury Collisions by Day of Week by Hour (2021–2023)

As the following figure shows, between 2021 and 2023, 43 percent of bicycle collisions occurred between 3:00 pm and 10:00 pm.

Figure 15—Bicycle Collisions by Hour (2021–2023)

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 106
The following figure illustrates the heat map displaying the locations of bicycle collisions that occurred between 2021 and 2023.

Figure 16—Bicycle Collision Location Heat Map (2021–2024) As the following figure shows, between 2021 an d 2023, 60 percent of pede strian collisions occurred between 12:00 pm and 9:59 pm.

Figure 17—Pedestrian Collisions by Hour (2021–2023)

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 107
While the collision data analyzed for this report was sourced from TIMS, it is important to highlight that the data dashboard on the Traffic Safety page of the Department ’s online Transparency Hub combines collision data, calls for service, and traffic stops to provide real-time information. This should serve as a benchmark in transparency and best practices for other agencies.

5.2.9 Office of Traffic Safety Review
The California OTS performs city comparisons and rankings by grouping cities based on size.

Berkeley is currently in Group B, for cities with a population greater than 100,000 residents. OTS Rankings were developed so that individual cities could compare their traffic safety statistics to those of other cities with similar-sized populations. Cities can use these co mparisons to assess their traffic enforcement, education and engineering efforts an d to learn from the successes of other jurisdictions. The results have helped both cities and OTS to identify emerging or ongoing traffic safety problem ar eas, plan how best to combat the problems, and identify where grant assistance should be provided.

In recent years, the media, researchers, and the public have all taken an interest in OTS Rankings.

It should be noted that OTS Ra nkings are only indicators of pot ential problems; there are many factors which may either understate or overstate a city/county ranking that must be evaluated based on unique local circumstances.

The figures in the following ranking columns show as two numbers divided by a slash. i The first number is the city’s ranking in that category. i The second number is the total number of cities/counties within the relevant “group.”
For example, “22/60” would represent a city ranked 22 nd out of 60 other cities of similar size.

Number 1 in the rankings is the highest, or “worst.” For Group B, a ranking of 1/60 is the highest or worst, 27/60 is average, and 56/60 is lowest or best.

According to the OTS comparison data for cities of similar size, Berkeley stands out with high rankings across all collision categories. Particularly concerning is the City’s top ranking in “Group B,” bicycle collisions, and its second-worst ranking in pedestrian collisions. This underscores the urgency to intensify enforcement and educational initiatives, with a renewed focus on prioritizing traffic safety.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 108
Figure 18—Office of Traffic Safety City Comparison Analysis (2021)

5.2.10 Parking Enforcement
Parking Enforcement personnel work 8-hour shifts Monday through Friday. Staff are assigned across three shifts: 7:30 am to 4:00 pm (five FTEs), 8:30 am to 5:00 pm (six FTEs), and 10:00 am to 6:30 pm (five FTEs). To ensure supervisory coverage for all shifts, two supervisors alternate between working 7:00 am to 3:30 pm or 10:00 am to 6:30 pm.

The Parking Enforcement Manager boasts over 23 years of experience within the Unit, bringing a wealth of expertise and institutional knowledge to the program. All calls for Parking Enforcement service are routed through Communications, 3-1-1, or directly to the Parking Enforcement office.

Currently, there is no centralized process for accurately documenting the volume of calls received.

The majority of calls pertain to illegally parked vehicles. A dditionally, Monday through Friday, one to two PEU officers are required to accompany street sweepers for an average of three hours per day, twice daily. Furt hermore, the Department has assigned additional responsibilities to the Unit, such as directing traffi c around collisions, which detrac ts from the parking enforcement duties of Unit personnel.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 109
Like numerous other transportation safety entities within the law enforcement profession, the Traffic Bureau has been constrained to basic response functions, with minimal capacity for proactive enforcement based on analysis and an identified traffic safety plan. Traffic enforcement and safety education are frequently among the first areas to suffer when human capital is reduced , and full-time equivalent (FTE) positions are reallocated to address other police functions. Of all the Traffic Bureau recommendations to follow, the first recommendation should be the highest priority.

5.2.11 Traffic Bureau Findings
Finding #46: Patrol units manage 73 percent of injury collisions, reducing the time available for proactive activities and community engagement.

Finding #47: Traffic safety education is currently insufficient and should be integrated into a comprehensive traffic safety plan that incorporates “the five ‘E’s.” Finding #48: The Department is currently in a reactionary mode as it relates to traffic enforcement, primarily responding to traffic complaints instead of focusing on targeted areas to reduce all types of traffic collisions.

Finding #49: Given the high number of pedestrian and bicycle collisions, social media and other public information channels should be utilized more frequently and with greater emphasis.

Finding #50: Collision investigations are primarily man aged by Patrol off icers, though many of the tasks involved in traffic investigations could be effectively managed by a CSO.

Finding #51: Currently, all members of the traffic unit are motorcycle officers, except for the Accident Review officer.

Finding #52: The Department currently transmits collision information to SWITRS by sending hard copies through the mail.

Finding #53: Many roadway traffic surveys are outda ted, limiting the extent of traffic enforcement that can be conducted for Primary Collision Factor (PCF) violations.

Finding #54: There are 21 Parking Enforcement officers with only two supervisors assigned across three shifts. The addition of a third supervisor would promote cohesion between supervisors and their respective teams and would likely establish a

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 110
shift/team leadership approach and ensure a proper supervisory span of control of between one and seven personnel.

5.2.12 Traffic Bureau Recommendat ions
Recommendation #24: The Department should endeavor to fully staff the Traffic Bureau so that it can handle most (if not all) injury collisions, as well as increase education and enforcement efforts in traffic safety. These changes would significantly free Patrol pe rsonnel to focus on their primary responsibilities.

Recommendation #25: Create a structured plan for targete d enforcement and educational initiatives based on analyzing variables associated with high crash data from the Office of Traffic Safety (OTS) and the Traffic Injury Mapping System (TIMS).

Recommendation #26: Continue to expand the use of statistical data for deployment of Traffic Unit personnel.

Recommendation #27: Expand the use of social media to inform the public of traffic safety and enforcement efforts to enhance their impact on driving behavior.

Use of social media and other approa ches to promote bicycle and pedestrian safety and enforcement efforts could also be effective. [Note: At the time of Citygate’s writing of this report, the Public Information Officer was being moved to the Office of the Chief as part of a new Office of Strategic Communications.]
Recommendation #28: Add a civ ilian CSO to conduct or aid in collision investigations and traffic educational/safety presentations. This would be more cost- effective than an additional Traffic Unit officer and would allow for increased traffic enforcement by current Traffic Unit officers.

Recommendation #29: Build the Traffic Unit comprising both Motorcycle officers and Patrol cars. Traffic enforcement and collision investigation can be effectively conducted using either a car or a motorcycle.

Recommendation #30: Consider working with an OTS Law Enforcement Liaison to acquire an Allied Agency Reporting Service (i.e., Crossroads) via grant.

Recommendation #31: The Traffic Bureau should collaborate with the City Traffic Engineer to update outdated traffic surveys.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 5—Investigations Division Review page 111
Recommendation #32: Consider appointing an additional supervisor within the Parking Enforcement Unit to mitigate the current extensive span of control and decrease overtime.

Recommendation #33: At current (reduced) staffing levels, consider expanding the workload and responsibilities of the Traffic Un it Lieutenant or reallocating the position to a role where it can be more effectively utilized. At full staffing, Citygate believes the Lieutenant’s position is justified.

This page was intentionally left blank

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 6—Professional Standards Division Review page 113 SECTION 6—PROFESSIONAL STANDARDS DIVISION REVIEW

6.1 D IVISION OVERVIEW
The Professional Standards Division is led by a Captain who is responsible for the Personnel and Training Unit, the Policy and Planning Unit, and the Audit and Inspection Unit.

Citygate found the Captain to be professional, knowledgeable, and highly business savvy. The Captain’s years of experience showed when asked questions about the City, policy, and practice.

The Captain was helpful coordinating interviews with staff and collecting data to analyze for the study, and noted that the command staff had good synergy, supporting each other’s divisions and units and not looking out for “just me.” The Captain highlighted a few points that are important to the Chief and command staff including data analysis to help tell the story; being prompt with deliverables; treating people with respect; striving to do better in relation to the Department’s Mission / Vision / Values; better internal communications; having a focus on hiring, productivity, and problem solving with the community; and that there are leaders at all levels of the Department.

Citygate found a theme common to the Department ’s other divisions: Many staff have several ancillary responsibilities that d etract from or hinder their ability to perform their primary duties and responsibilities. Command s taff should consider the workl oad of each member of the Department and either reduce ancil lary responsibilities or hire addi tional staff to maintain the current level of customer service to the community.

6.1.1 Personnel and Training
A Lieutenant leads the Personnel and Training Unit, which is responsible for numerous aspects of recruiting, training, and employee retention. Some of these responsibilities include hiring new staff, as well as providing initial training and ongoing perishable skills training as required by the Commission on Peace Officer Standards and Train ing (POST) to ensure all sworn officers and dispatchers receive a minimum of 24 hours of specific training every 24 months. The POST Perishable Skills Program consists of 12 hours of psychomotor skills training, two hours of communications training, and four hours of use of force training every 24 months.

A Sergeant who reports to the Lieutenant is responsible for overseeing both the planning and execution of all training throughout the year and is assisted by many sworn and professional staff who serve as adjunct trainers in many subject areas such as defensive tactics, CPR/First Aid, and Emergency Vehicle Operations Course (EVOC). A training officer reports to the Sergeant and coordinates in-house training.

Because of the 3/12 and 4/10 schedules in Patrol, officers “owe” the Department one day a month, which is designed to facilitate the required and needed training. The training hours are considered “in kind” and divided into 16 “buckets” of training on topics such as implicit bias and procedural

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 6—Professional Standards Division Review page 114 justice, defensive tactics, strategic communications, tactical firearms, arrest and control, and driver training and awareness. The duties of the trai ning officer are delineated in Chapter 203 of the Department’s policy manual.

While reviewing annual POST compliance le tters, Citygate learned that several officers, dispatchers, and reserve officers missed portions of their continui ng professional training (CPT) requirements over the past five years. Additionally, some of the required background supporting documentation was missing in several files. To eliminate the issue of missing documents, Citygate recommends that a checklist be used for every background investigation, and that it be reviewed and approved by at least one Sergeant and manager. As a best practice, many agencies will include reserve officers with regular officers when provi ding annual CPT. Additionally, because POST offers training through their online Learning Portal, dispatchers can perform all their CPT online if necessary. Because of the online opportunity for dispatchers, they should always be in CPT compliance. Officers and reserves can also use the Learning Portal to supplement their training as needed.

6.1.2 Recruiting
During our study, Citygate learned that numerous members of the Depa rtment are assigned ancillary tasks as members of the Recruitment Team. However, due to short staffing and morale concerns, consideration should be given to reassembling a specific new Recruitment Team, which consists of a few officers who perform the recruiting function. This approach will allow the Department to better focus its efforts to yield better results. Citygate applauds the Chief’s efforts in taking steps in this direction. The Chief recently communicated a plan to create and fill a full- time Recruitment Officer position. Additionally, Citygate recommends the creation of a Retention Committee. While recruiting is vital ly important, it is equally important to a ssess turnover. A Retention Committee could also review the results of all exit interviews and then make recommendations to the command staff on what changes should be made to improve employee retention.

While reviewing POST’s open data for Berkeley,
15 Citygate learned that between 2016 and 2023,
49 officers resigned from the Department. There are many reasons that can cause a resignation, but the Department would be prude nt to find those reasons that are preventable and make the necessary adjustments to increase its retention rate.

6.1.3 Policy and Planning
The Policy and Planning Unit consists of a Se rgeant who reports to th e Professional Standards Division Captain. During Citygate’s study, the assigned Sergeant left the Department for a promotional opportunity at another agency. The prior Sergeant was asked to return to the position

15 https://post.ca.gov/Agency-Statistics

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 6—Professional Standards Division Review page 115 and resume the role. Per Section 200.5 of the Department Policy Manual, the Sergeant’s role is to coordinate the presentation of the annual Memorandum of Understanding and maintain and update Departmental policies. The person in this role mu st be very well organized and an excellent researcher. The workload going forward includes migrating to Lexipol 16 from the existing main policies. Additionally, there are policies to review and revise, correcting issues as laws and policies change. While the Department does not have a Procedures Manual, each unit in the Department should have its own procedural manual to provide guidance to staff regarding how tasks need to be performed. Citygate did learn that some employees made their own desk manuals; however, most of them are out of date. Additionally, there are numerous cross-reference issues referring to procedures that are yet to exist. These procedures need to be removed from policies and properly placed in the new procedures’ manual.

The Chief of Police plans to migrate the Policy and Planning Unit into a new Strategic Planning and Accountability Unit where it can receive bett er support and be more aligned with Departmental strategies goi ng forward. Citygate sees the move as a positive step toward operational efficiency.

6.1.4 Audit and Inspection
Like the Policy and Planning Unit, the Audit and Inspection Unit experienced changes during the time of Citygate’s study. The assigned Sergeant rotated back to Patrol and his duties were divided between several personnel—which represents more ancillary duties for existing staff. Per Section 200.5 of the Department Policy Ma nual, the Audit and Inspection Sergeant is responsible for planning and conducting research; preparing surveys, studies, and projects; and auditing medical expenses incurred by the Department in its investigative and custodial activities.

With the passage of Assembly 481 in 2021, California law enforcement agencies must obtain approval of a Military Equipment Use Policy by their applicable governing body (the City Council in the case of the City) prior to taking certain actions related to the funding, acquisition, or use of military equipment as defined by the legislature.

Some of the Sergeant’s responsibilities include monitoring five officers annually for their use of force (UoF), complaints, Racial Identity and Profiling Act (RIPA) 17 data, and body-worn camera use as part of the Department’s Early Warning System. The Sergeant was also working on revising the existing Automated License Plate Reader (ALPR) policy found in Section 422 of the Policy Manual. Additional responsibilities include Safety Committee reporting, reporting on injuries and

16 Lexipol provides policies and policy updates to thousands of law enforcement agencies in the country. The updates are timely and in response to new state and federal laws and court decisions. Lexipol also provides online courses and videos designed to meet police training mandates.
17 https://oag.ca.gov/ab953

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 6—Professional Standards Division Review page 116 preventable accidents, uniform policy updates, and revising and updating the Survey123 data for the RIPA data collection.

Additional audits performed quar terly include narcotics and guns, where the Sergeant noted substantial cleanup is due. Parking enforcement audits should also be performed every six months.

The Unit should also perform an audit of the Property Room, which was overdue at the time of this report’s writing. The Sergeant was also involved in the Epic Production Company recruitment videos including the Chief’s message, physical agility testing, LGBTQ+ video outreach, marketing through Google (“We’re hiring”), and social media promotion.

6.1.5 Professional Standards Division Findings
Finding #55: Training and background staff are missing continuing professional training and background investigations requirements for some officers and dispatchers, which could cause risk management issues.

Finding #56: The Department lost 49 officers to resignations between 2016 and 2023.

Finding #57: The duties of the Policy and Planning Se rgeant are numerous and varied for a single person to accomplish.

Finding #58: The duties of the Audit a nd Inspection Sergeant are nu merous and varied for a single person to accomplish.

6.1.6 Professional Standards Division Recommendations
Recommendation #34: To reduce unnecessary resignations, th e Department should consider establishing a Retention Team with members from several different units to review and evaluate exit interviews. The committee can identify preventable reasons for resignations and make
recommendations to improve employee retention.

Recommendation #35: When the Policy and Planning Unit is transferred during the Department’s planned reorganization, the roles and responsibilities of the Sergeant should be more narrowly focused to allow for the successful completion of all assigned duties. If additional responsibilities are included, consideration should be given to adding a clerical support position.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 117
SECTION 7—SUPPORT SERVICES DIVISION REVIEW

7.1 D IVISION OVERVIEW
The Support Services Division is commanded by a police Captain responsible for the Jail, Technology Unit, Property and Evidence Room, Records Unit, and Communications Center or Public Safety Answering Point (PSAP). The Captain has two direct reports, one police Lieutenant and one non-sworn manager. The police Lieutenant manages all Division units except for the Communication Center, which is managed by a Communications Center Manager (professional staff member).

7.2 B

ERKELEY PUBLIC SAFETY CENTER (JAIL)
The Berkeley Police Department Jail, also known as the Berkeley Public Sa fety Center, has one Police Sergeant who oversees Jail operations. The Sergeant reports to the Support Services Lieutenant. Staffing for the Jail is provided in the following table.

Table 55—Jail Staffing
Position Number of
Personnel
Jail Sergeant 1
Community Service Supervisor 4
Community Service Officer 16
*Note: One of the Jail Community Service Supervisors is assigned to the Property Room The Berkeley Police Department Jail is an Adult Type 1 facility as defined in Title 15 of the California Code of Regulations (CCR) and is meant to hold individuals in temporary custody for no more than 96 hours, excluding weekends and holidays. The Jail was last inspected by the Board of State and Community Corrections (BSCC) in 2022, and only one section —Section 1052 Standard regarding classification and segregation of mentally disordered inmates —was found to be non-compliant.

With the 2019 closure of the Alameda County North County Jail (also known as the Glenn E. Dyer facility) in Oakland, the burden and costs associated with the temporary custody and transportation of prisoners have fallen on local agencies. The agencies that currently book at the Berkeley Police Department Jail are the California Highway Patrol, Albany, Emeryville, BART, UC Berkeley, and the East Bay Regional Parks District. Emeryville is the primary customer.

During Citygate’s visit to the facility, it appeared spacious and sufficient (39 total beds) for the current number of in-custody detainees and seemed capable of accommodating future growth.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 118
Staff identified several “dead” zones in the Jail that are not captured by currently installed cameras.

The Department has planned upgrades to the Jail’s cameras as well as the control board, which is outdated and has had recurring functionality issues. Citygate agrees with this plan to go out to bid with an architect. Staff also mentioned the booking room could be modified to create a safer space, but this might require updating to current state standards since the building currently only meets the 2001 standards.

The staffing schedule currently consists of three shifts (days, swings, and graves) on a five-day, eight-hour rotation. CSO supervisors report to Sergeant who is often out of the facility transporting arrestees to the county jail in Dublin or to a local hospital for me dical clearance. The Sergeant works a four-day, 10-hour shift schedule, Monday through Thursday, with weekends and holidays off. Although there are four CSO supervisors assigned to the jail, one has been allocated to the Property and Evidence Room, leaving three CSO supervisors for a 24/7/365 operation. This results in a void in CSO supervision due to the current schedule and staffing allocations. Staff also alerted Citygate to a Departmental policy requiring three CSOs to always be on duty; however, a review of the Berkeley Law Enforcement Services Manual, Section 900, which outlines requirements for the temporary custody of adults, did not confirm the existence of this policy.

When a detainee is booked into the Jail, the arresting officer remains in the holding area until the detainee is placed in a cell. This process eliminates the n eed to have two jailers in the booking area, potentially reducing the number of CSOs needed to staff the facility.

The current sworn Sergeant who supervises jail operations has been in the position for five years, which is the maximum amount of time allowed by Department policy.

Jail operations consist of the intake, temporary custody, and transportation of in-custody detainees to the Alameda County Santa Rita Jail. The Jail takes in an average of 16 arrestees daily, based on 5,902 detainees taken in between January 2022 and December 2022.

Additional duties for staff outside of Jail operations include the intake of found property and issuing vehicle releases from 4:00 pm to 8:00 pm.

For in-custody transportation, the Sergeant and a police officer, or one of the two available reserve police officers, assist in transporting detainees to the Alameda County Jail at the beginning of their shift. At times, the Jail may pull officers from Patrol or pay overtime for an officer to assist with transportation. Current Department policy (903.3) does not allow CSOs to aid in transport, increasing the burden on sworn staff. Citygate contacted surrounding jail facilities and found that facilities such as Fremont, Hayward, and San Leandro all utilize their CSOs to transport prisoners to the Santa Rita Jail.

The current operational rhythm for the three CSOs on duty is as follows: one is assigned to the control room, one manages data en try and property logs, and one handles intake for in-custody

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 119
detainees. Title 15 mandates that a female CSO always be on duty —a requirement met by the current schedule. However, if a female CSO (of the eight assigned) calls in sick, the Department should not accept female detainees for booking, which is a code-compliant practice.

Annually, the Jail is closed for 40 hours once a year to conduct required staff training. During this period, all detainees are either cited and released or transported to the Santa Rita Jail by arresting officers. Future annual training windows will also present opportune times to schedule facility upgrades and maintenance.

Staff suggested a four-team model to improve Ja il staffing and coverage. This model would involve 12-hour shifts and w ould create four teams of four CSOs each with a CSO supervisor assigned to each team, as shown in the following figure. Implementing this model would require an additional CSO supervisor, as there are currently only three supervisors assigned to the facility.

This approach would appear to provide some benefits, including allowing CSOs to assist with prisoner transportation; however, a more comprehensive analysis is required.

Figure 19—Example 12-Hour Shift Schedule

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 120

7.2.1 Public Safety Center (Jail) Findings
Finding #59: The Jail’s control board, which is outdated and has experienced recurring functionality issues, needs to be replaced. Additionally, more cameras should be installed to cover existing “dead” zones.

Finding #60: A sworn Sergeant is assigned to Jail operations, although this is not a regulatory requirement under Title 15. Most of the Se rgeant's duties involve transporting prisoners to the Alameda County Jail or tak ing prisoners to a local hospital for medical clearance.

Finding #61: The Department requires Jail operations to always have three CSOS on duty, with two specifically stationed in the booking area when an arrest ee is brought in by an arresting officer, who remains in the booking area throughout the entire booking process.

Finding #62: A significant amount of sworn staff time is consumed in transporting and booking detainees at the Santa Rita Jail. The requirement for only sworn personnel to handle transportation is a Departmental mandate.

Finding #63: There is a proposed, staff-recommended, four-team staffing model with 12-hour shifts that is worthy of further consideration and study by the Department.

7.2.2 Public Safety Center (Jail) Recommendat ions
Recommendation #36: The Department should proceed with securing a contract for an architect to upgrade the control board, add cameras, and potentially expand the size and functionality of the Booking Room at the Jail facility.

Recommendation #37: Consider creating a civilian manager position and reassigning the sworn supervisor to oversee the Property Room (as per the property recommendation) or reallocating th e Sergeant to address a higher- priority need for sworn supervision.

Recommendation #38: Consider reducing the requirement to always have three CSOs on duty, given that the booking officer is required to remain in the booking area during the processing of an arrestee.

Recommendation #39: Consider a change to the current requirement that does not allow CSOs to transport prisoners. Such a change would necessitate additional

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 121
training for the CSOs but would reduce overtime and the need for two sworn staff members during transportation.

Recommendation #40: Consider further study of a four-team, 12-hour shift model for Jail operations. Citygate believes this model could potentially increase the number of CSOs on-duty, providing opportunities for CSOs to aid in prisoner transportation, patrol duties, or other assigned responsibilities.

7.3 T

ECHNOLOGY UNIT
The Technology Unit (TU) is staffed with one Sergeant, one non-sworn Assistant, and five team members whose technology duties are ancillary.

The Department’s leading technology vendor is Tyler Technologies. Tyler Technologies software is used for the law enforcement records management system, property and evidence management, CAD, report writing, citation manag ement, mobile operations, collision reports, and jail management. The online reporting system is managed through LexisNexis Coplogic Solutions.

The Department’s online crime reporting system accepts online reports for the following crimes:

Harassing Phone Calls, Identity Th eft, Theft, Th eft from a Vehicle, Auto Burglary, Vandalism, and Vandalism to a Vehicle. Recently, the Department transitioned from a Microsoft database for workforce management to a web-native software cal led CareWare, which has streamlined scheduling.

Online reporting does offer many benefits, especially when crime victims have left the City or crime scene, or they cannot wait for police pers onnel to respond. Such a reporting option allows officers to spend more time on community polici ng and proactive patrol, citizens can make and keep copies of their reports for insurance purposes , and the Department can use such reports for crime analysis and tracking statistics in high-crime areas.

7.3.1 Technology Unit Findings
Finding #64: The Technology Unit's leadership is ent rusted to a uniformed Sergeant due to specialized proj ect management skills, extensive experience, adeptness in the requisitioning process, a nd proficiency in technology/ software solutions.

However, there is currently no succession plan in place for the Sergeant’s eventual departure.

Finding #65: Inefficiencies have been noted in field operations relative to the use of software for report writing. Given the existing software system’s instability, field staff opt to write reports using Micros oft Word before ret urning to the station to upload and complete them.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 122
Finding #66: The online reporting system is underutilized for traffic collision reporting.

Embracing advances in technology is imperative in contemporary law enforcement operations.

7.3.2 Technology Unit Recommendations
Recommendation #41: Evaluate the number of responsibilities managed by Technology Unit staff. Consider reducing service levels or adding more staff.

Recommendation #42: Consider appointing a full-time civilian information technology specialist to oversee the Technology Unit rather than relying on a sworn Sergeant. This transition will ensure stability, expertise, and continuity in navigating the De partment through the ever-evolving technology field.

Recommendation #43: Consider investigating alt ernative software so lutions for all facets of police operations. Prioritizing the convenience of re taining current software vendors should not overshadow the importance of advancing operational efficiency.

Recommendation #44: Consider adding categories such as Non-Injury Traffic Accidents, Non- Injury Hit-and-Run Traffic Accidents, and Non-Injury Single-Vehicle- Property-Damage-Only Traffic Accidents as options within the online reporting system. Software solutions offered by companies like LexisNexis can facilitate this initiative.
18 By diverting or referring
more calls for service to online reporting, the Department would likely create more available time for officers in Patrol —which could ultimately help to reduce overtime usage within the Department.

7.4 P

ROPERTY ROOM
Citygate evaluated the Department’s Property and Evidence facilities, including a review of relevant policy and current practices and interviews with staff members. The current Property and Evidence Supervisor has 18 years of experience in the Property Room and serves as a board member of the California Association for Property and Evidence (CAPE). The Department utilizes the New World Law Enforcement Records suite by Tyler Technologies for property and evidence management and continues to have access to a legacy system (CRIMES) for items booked before 2009.

18 A prototypical model can be found in the City of Fullerton's online Traffic Collision Report page, which currently includes these types of online reporting collisions and allows users to obtain a collision report online.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 123
The current Property Room staffing consists of two full- time CSOs, one full-time CSO s upervisor, and a reserve officer who provides intermitten t weekly assistance.

However, the current staffing arrangement fails to
adequately address the needs of the Unit in terms of
receiving, processing, and storing evidence, ensuring its safekeeping, conducting nece ssary audits, retrieving
evidence for disposal, and fulfilling other essential
functions of a well-operating unit.

The Unit is responsible for ensuring that all evidence items are correctly tracked and monitored for court exhibits, discovery, and prosecution and defense attorney viewing.

Initial and ongoing training w ill enhance the efficiency and knowledge of Property and Evidence personnel.

Additionally, a well-organized storage facility and a
property and eviden ce cataloging system with well-
designed policies and procedures will improve the success and facilitate the effective operation of the Unit.

The Department’s Property and Evidence facilities have
reached maximum capacity and are currently overflowing, necessitating modern upgrades. Emphasis should be
directed toward addressi ng facility requirements for
property and evidence manag ement in accordance with
best practices. Additionally, the Unit would benefit from an ongoing purging program to provide sufficient space for new and existing items.

Citygate commends current Property and Evidence staff
for their desire and actions to increase the unit's operational efficiency and security despite existing challenges.

7.4.1 Property Room Findings
Finding #67: There is a significant backlog of property that needs to be purged that staff are diligently trying to clear. With the daily influx of new evidence and property, the task often seems insurmountable.

Finding #68: The current main evidence facility is prone to flooding, and both the Connex and the “Bulk” storage facility are less than desirable. Photos depicting the exterior facility show it overflowing and lacking adequate storage space.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 124

7.4.2 Property Room Recommendat ions
Recommendation #45: The Department could enhance its ef ficiency by establishing a short- term, dedicated task force to address the evidence backlog and improve and streamline the organization of ev idence and property rooms. The Unit’s ongoing, permanent staffing should consist of one Supervisor, two full-time Specialists, and one part-time staff member capable of providing support for both planned and unplanned absences and conducting periodic audits.

Recommendation #46: The Department should conduct a thorough assessment of the current state of property and evidence fa cilities including the physical infrastructure, storage capacity, security measures, and compliance with current standards. The Department should also consider a POST review of current evidence practices, procedures, and policies.

Recommendation #47: Citygate has provided Property and Evidence staff with the POST Property and Evidence Function ’s Agency Self-Evaluation (revised February 2022) and recommended that the Supervisor and staff review it annually. Given the sensitive nature of evidence, effective risk management requires thorough oversight and rigorous control measures.

7.5 R

ECORDS UNIT
The Records Unit handles subpoenas and records requests, manages warrant logs, offers customer service at the front counter, monitors and enters California Law Enforcement Telecommunications System (CLETS) data, manages citation processing, issues vehicle releases and clearance letters, reviews reports, and more. The Records Unit Supervisor intends to resume the work to reorganize and retrofit workstations to e nhance workflow efficiency. The unit has also faced turnover challenges as employees have left for othe r government functions that provide upward mobility and telework opportunities for office specialists.

With over 22 years of experience, the current Supervisor possesses compre hensive technological expertise in the Records Unit. The unit's staff are engaged in various tasks, such as processing subpoenas and rec ords requests, managing warra nt logs, issuing vehicle releases and clearance letters, assisting front counter customers with inquiries and report requests, handling citation processing, California Public Records Act (CPRA) requests, and more. The unit is responsible for the initial review of online reports, and there was a suggestion to improve workflow by having a Sergeant review the reports first, followed by the records team, before forwarding them to Investigations.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 125
Records Unit staffing consists of two Office Specialist IIs and two Office Specialist IIIs, who work two shifts—an early shift: 6:00 am to 3:00 pm, and a day shift: 7:30 am to 4:30 pm. Lobby hours are Monday through Friday, 8:00 am to 4:00 pm.

The unit dedicates a significant amount of time addressing CPRA requests. In April 2024 alone, the unit recorded over 593 inquiries . With California legis lative initiatives over the past decade, CPRA requests have become a more common occurrence in law enforcement agencies statewide.

Many agencies have allocated one to two staff members solely to this function. Currently, the unit relies heavily on overtime to address the backlog of CPRA requests; staff have also resorted to shortening public business hours to allow time for staff to w ork on CPRA reque sts without interruption.

In 2023, the unit processed 3,624 cases, or 24 cases daily, based on 250 working days annually.

The Department has an opportunity in the Records Unit to make use of a common leadership phrase: “What gets counted gets measured. ” Tracking the number of citations, customers at the counter, and reports processed would help to accurately determine staffing levels.

The unit employs Tyler Technologies’ Enterprise Law Enforcement Records Software, which is a comprehensive suite integrated with most of the Department ’s law enforcement-centric IT software by Tyler Technologies. Additionally, the Unit Supervisor utilizes CareWare, a recently acquired scheduling software.

The unit suffers from high turnover and training challenges . Given such turnover, there is a constant need for training new staff or training existing staff to perform new roles.

The unit Supervisor plays a crucial role in the unit’s operations and frequently “fills in” to assist staff while trying to remain current with schedules, staffing, and all personnel matters.

The unit would also benefit from the implementation of ergonomic upgrades to staff workstations to improve employee health and safety, increase productivity, enhance wellbeing, and potentially reduce absenteeism.

Finally, Citygate believes it would be advantageous for the unit Supervisor and the Records Unit as a whole to review the job specifications of the Office Specialist II and III job classes.

Understanding how these two positions could provide more leadership support may allow for the delegation of certain tasks, freeing the supervisor to lead staff more effectively.

7.5.1 Records Unit Findings
Finding #69: The Records Unit is currently under significant strain due to an increased volume of California Public Records Act (CPRA) requests.

Finding #70: The professional development of Office Speci alist III employees is essential to meet the evolving demands and requirements of their roles.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 126
Finding #71: Implementing ergonomic upgrades to Records Unit staff workstations need could improve employee health a nd safety, increase produ ctivity, enhance employee wellbeing, and potentially reduce absenteeism.

Finding #72: Staff within the Records Unit are experiencing some internal friction.

7.5.2 Records Unit Recommendations
Recommendation #48: The Department would benefit from staffing the Records Unit with an Office Specialist I to manage the increased volume of CPRA requests.

Adding such an entry-level specialist would help existing staff meet their work demands.

Recommendation #49: Consider enrolling both Office Specialist III positions in the POST 40- hour Records Supervisor Course to support their professional development and to assist in meeting some of the requirements outlined in their job specifications.

Recommendation #50: The ergonomic features and capabi lities of workstations, along with workstation and workflow analysis, should be assessed and tailored to enhance operational efficiency.

Recommendation #51: There are numerous resources av ailable for team building, and one particularly effective resource for fostering team trust and performance is Patrick Lencioni’s book, The Five Dysfunctions of a Team: The Official Guide to Conducting the Five Dysfunctions Workshops for Teams and Team Leaders . The Department should contemplate appointing a trusted executive team leader to implement some of the facilitated learning outlined in the book.
19 7.6 C OMMUNICATIONS CENTER
The Communications Center, also known as a Public Safety Answering Point (PSAP), handles communications for the Police Department, Fire Department, and medical emergencies. The unit is allocated five full-time Supervising Public Safety Dispatcher (SPSD) and 28 full-time Public Safety Dispatcher (PSD) positions. Dispatchers serve dual roles as call-takers and dispatchers and are trained in both capacities. Actual dispatcher staffing includes 15 certified dispatchers and 10 dispatcher trainees. Of the five authorized SPSDs, two positions are vacant, creating a significant gap in supervision and limiting the training of new hires. Currently, unit supervisors occasionally

19 https://www.tablegroup.com/product/facilitators-guide

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 127
cover dispatcher shifts due to a shortage of trained and certifie d dispatchers. The shortage of dispatchers over the last three years has strained staff and has resulted in a continual rise in annual overtime since 2020, as reflected in the following table.

Table 56—Communications Center Overtime Hours
Overtime Hours 2021 2022 2023
Public Safety Dispatcher 8,202 9,445 9,888
Supervisory Public Safety Dispatcher 1,967 2684 2803
Total 10,175 12,129 12,691
These trends align with the findings of the 2019 City of Berkeley Auditor Report on excessive overtime and low morale due to understaffing.20 The Auditor Report underscores issues like those identified by Citygate during our time onsite. With the Communication Center being understaffed, the Department should consider establishing a call-taker classification to alleviate the burden on dispatchers. Call-takers take both emergency and non-emergency calls and route them to dispatchers, who perform the more challenging task of assigning staff to calls and monitoring their locations throughout the City. Call takers can also train to become PSDs.

The new manager overseeing the Communication Center has set clear expectations and has developed a training plan consistent with POST standards. This plan focuses on leadership training for supervisors, includi ng course facilitator training such as the POST Academy Instructor Certification Course (AICC).

The Communication Center Manager has also increased recruitment efforts. However, the new challenge is that there are not enough workstations, trainers, or space available with so many new hires. Some of the efforts highlighted to increase the dispatcher candidate pool and retention include a $5,000 retention incentive, holding dispatch seminars, offering competitive salaries, and having a dispatch recruiter at hiring outreach events.

Citygate believes it is crucial to eventually find a new location for the Communication Center to accommodate its current and future needs. Recently, the onboarding process for seven new hires was significantly hindered due to insufficient facility space and a lack of trainers and training stations. These limitations have adversely affected both the training capacity and the quality of training provided.

20 2019 City of Berkeley Auditor Report.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 128
The 2022 Federal Engineering, Inc. Needs Assessment Report —which evaluated the staffing, infrastructure, and tec hnology requirements of the Berke ley 9-1-1 Communication Center — identified facilities and increased human capital as high priorities. Citygate concurs with these findings, but we believe that acquiring additional floor space to accommodate more workstations should be prioritized before adding new staff.

7.6.1 Standards and Best Practices
Based on review of the International Association of Chiefs of Police (IACP) 2019 article The State of Recruitment: A Crisis for Law Enforcement ,21 analysis of the Association of Public-Safety Communications Officials (APCO) Staffing and Retention in Public Safety Answering Points (PSAPs): A Supplemental Study report from George Mason University in 2018, 22, and Citygate’s experience, there are several areas that contribute to fewer applicants and reduced retention of new hires.

Contributing factors include:
i Generational differences (concerns with work-life balance and a desire for less forced overtime).
i The public image of law enforcement among many young people. i Hiring process challenges (the IACP recruitment survey noted that 47.5 percent of agencies reported a hiring process that lasted from four months to over a year).

Because APCO is an international organization, they have a deep bench in the areas of business acumen and communications experience. While PSAPs exist in various locations and sizes, they share many similar concerns. As with police offi cers, dispatchers are people too, and human characteristics change over time as cultures shift and evolve.

Some of APCO’s findings include:
i 65.4 percent of all PSAPs report an increase in the number of dispatched calls in the previous years.
i Supportive supervision, coworker support, and perceived recognition from the public merged as key factors to employee retention (proactiv e supervisors and inter-employee cooperation create a supportive environment for workers). i Coworker support is an important factor in reducing psychological distress among PSAP staff.

21 https://www.theiacp.org/sites/default/files/239416_IACP_RecruitmentBR_HR_0.pdf 22 https://apconetforum.org/iweb/upload/StaffingandRetentionPSAPsSupplementalStudy.pdf

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 129
i Staffing pressures were an issue with PSAPs of varying sizes. Large PSAPs need help with retention, with over 38 percent reporting that their staffing levels have decreased. Small PSAPs are most likely to have met staffing levels for most of a year (40 percent), but they are least likely to specialize (tasks), meaning employees must focus on multiple tasks as part of their work instead of focusing on one job. i The study found an average retention rate of 71 percent, which is down from the 2009 rate of 81 percent retention, indicating the growing retention problem.

Leaders in the law enforcement profession understand the fatal loop that is created by low retention coupled with a high workload —leading to a situation where an agency is always searching for qualified applicants. Consideration should be given to a two-step solution:

1. Working with HR and Department leader ship, create a w orkgroup charged with modifying the existing recruiting and retention processes (recruiting and retention must work together) and de velop an implementation strategy with a timeline for accountability.

2. Review the proposed schedule as a guide to begin filli ng positions, seeking input along the way. This process is living and change along the way is expected.

When Citygate began work on this study, there were only three FTE SPSDs, but the Department has recently added one more, bringing the total to four. Two Supe rvisors work the day shift from 6:15 am to 4:15 pm, and the other two work the graveyard shift from 8:30 pm to 6:15 am. The scheduled days off are either Sunday, Monday, and Tuesday; or Thursday, Friday, and Saturday— resulting in all Supervisors working on Wednesday. To ensure full supervisory coverage, the Department would need six supervisors. Currently, the swing shift lacks assigned supervisors from 4:15 pm to 8:30 pm, leav ing a four-hour gap during a busy part of the day th at is covered either by supervisors working overtime or by a PSD serving in an acting capacity.

The National Emergency Number Association (NENA) sets standards for call-answer time for PSAPs. Current standards establish (1) 90 percent of all 9-1-1 calls should be answered within 15 seconds, and (2) 95 percent of all 9-1-1 calls should be answered within 20 seconds. These standards are designed to ensure that emerge ncy calls are answered qui ckly to provide timely assistance to those in need. Meeting these standards is critical for the effectiveness and reliability of emergency communication centers.

A shortage in staffing often results in only having one dedicated call-taker. Adding a call-taker position would help meet the NENA standard of answering 90 percent of calls within 15 seconds. When Citygate began this study, the Department was not meeting this standard, with only 87.1 percent of calls answered within 15 seconds. However, through a concerted effort and the use of overtime to ensure minimal staffing, the Department met the NENA standard as of May 31, 2024, with 90.55 percent of

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 7—Support Services Division Review page 130
calls answered within 15 seconds or less. Additionally, the Department met the other NENA standard of answering 95 percent of calls within 20 seconds, achieving a rate of

95.70 percent.

7.6.2 Communications Center Findings
Finding #73: Citygate concurs with the issues and recommendations identified in the two recent Communications Center studies (the Berkeley City Auditor’s Report and the 2022 Federal Engineering Inc. Study).

Finding #74: The current number of workstations and facility spaces are insufficient to accommodate the existing and additional future staffing; the current space is not conducive to effective dispatch training.

7.6.3 Communications Center Recommendations
Recommendation #52: New recruitment and retention e fforts for dispatchers should be continued.

Recommendation #53: Consider prioritizing the planning and acquisi tion of additional floor space and workstations to meet current and future needs of the P SAP.

The Department should consider utilizing another City-owned facility or reconfiguring the adjoining office space (Bike Unit) for expansion.

Recommendation #54: Consider increasing Supervisory Public Safety Dispatcher staffing from four to six to ensure proper leadership and supervi sion for all shifts.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 131 SECTION 8—SUMMARY OF PERSONNEL PRIORITIES AND FINDINGS

AND RECOMMENDATIONS

8.1 F INDINGS
The following is a comprehensive list of al l findings contained within this report, organized by section.

Citygate’s findings speak to defining elements of the City’s particular context and situation and provide a basis for Citygate’s recommendations.

8.1.1 Employee Survey
Finding #1: 51 of the 68 respondents to Citygate’s Employee Survey indicated that they dedicate at least two hours daily to collateral assignments.

Finding #2: 42 personnel who responded to the Employee Survey self-identified as “engaging in proactive activities.” Within this subgroup, 25 respondents indicated that they spend one hour or less on proactive activities daily. This outcome suggests that Operations staff may have limited capacity to engage in proactive policing, which is supported by narrative comments from some respondents.

Finding #3: Analysis of the data from 68 respondents to the Employee Survey revealed a significant risk of employee attrition, with 60 percent of Department respondents indicating an intent to leave the Department within three years. This outcome suggests multiple concerns related to the retention of personnel.

Finding #4: Respondents to the Employe e Survey who indicated a desire to leave the Department within three years also e xpressed neutral to negative sentiments related to the strengths and opportunities of the Department, suggesting a personal disengagement from the Department’s mission.

Finding #5: Another notable revelation related to pers onnel who indicated an intent to leave the Department in the near future was that when re spondents were questioned about their reasons for doing so, 34 respondents (52 percent) cited better job opportunities, while 30 respondents (46 percent) expressed concerns about the work environment or culture. In analysis of survey comments regarding the reasons behind these sentiments, Citygate found that many pointed towards a perceived lack of support from the community and City Council.

City of Berkeley, CA
Workload Organizational Study of the Police Department

8.1.2 Police Beat
Finding #6: Given the wide disparity in call volume between some of the former 16 beats, the reduction in number from 16 to 14 in 2023 appears reasonable and consistent with the 2014 Patrol Beat study.

Finding #7: Collapsing of beats (from 14 to 7) beginning in the early morning appears to be a reasonable and wise use of limited resources given reduced call demands during such times.

Finding #8: Reducing the size of Beats 4 and 6 appears necessary given their higher call volumes.

Finding #9: The calls for service demand of beats 15 and 16 were much lower than those of other beats, which is consistent with the 2014 study.

8.1.3 Overtime
Finding #10: As noted by the City Auditor, the number of filled positions is not the same as the number of officers available to work. New hires, for example, although counted as filling a position, are not available for solo officer duties for nearly a year, and authorized positions differ from those actually fi lled. An officer position might be “filled,” but the officer may not be available due to a long -term injury or military leave.

Finding #11: To ensure enforcement of overtime rules, the Department now generates a monthly Scheduling Rules Violation Report which details policy exceptions that have been necessary to maintain minimum staffing levels.

Finding #12: Persistent backfilling to fill necessa ry positions indicates a chronic shortage of personnel in relation to work needing to be completed.

Finding #13: Overreliance on overtime can increase fatigue and burnout and decrease productivity.

Finding #14: Overtime availability outside of Patrol may make overtime availability in Patrol less attractive, which could result in the same limited number of officers taking these assignments.

Finding #15: The Department has implemented new staffing software (“Care Ware”) and develops regular management reports that provide timely, accurate, and complete information regarding overtime, hours worked, and time off taken.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 133 Finding #16: The Department now has the means to track overtime across all organizational units, including that worked by individuals.

Finding #17: Reducing the number of beats from 16 to 14 appears to have contributed to the reduction in overtime in 2023.

Finding #18: Policy 1015 requires that supervisors verify all overtime worked before approving overtime requests.

8.1.4 Administrative and Fi scal Services
Finding #19: Creating and filling a Senior Management Analyst position would complete the career ladder necessary to prepare current Assistant Manag ement Analysts for more demanding work.

8.1.5 Internal Affairs Bureau
Finding #20: The work of the two Sergeants assigned to Internal Affairs Bureau (IAB) has grown more complex. Not only must they investigate complaints made to the Department, but they now also investigate complaints made to the Police Accountability Board (PAB). Further, they serve an important advisory role to the Chief, support the City Attorney, and serve as liaisons to the District Attorney and the PAB.

8.1.6 Use of Force
Finding #21: Berkeley’s Level 1 Use of Force criteria, while well intentioned, unnecessarily diverts supervisor time to review actions that do not require in-depth review. The supervisors’ time is better spent with officers on calls so that supervisors can train personnel and model intera ctions in accordance w ith policy, training, and Departmental values.

8.1.7 Operations Division
Finding #22: 34,111 overtime hours were worked in Patrol in 2023.

Finding #23: Calls for service and calls per shift per officer have increased.

Finding #24: Incidents within most Part 1 crime categories have increased.

Finding #25: Case reports have steadily risen since 2020.

City of Berkeley, CA
Workload Organizational Study of the Police Department

Finding #26: The Department’s allotted span of control in Patrol (Sergeant to officer) is approximately one Sergeant to four or five officers, which appears reasonable, if not better than, recommende d best practices. By adding 15 officers, the span of control of the 14 Patrol sergeants, at a ratio of 1:5 or 1:6, would still be reasonable and consistent with best practices.

Finding #27: Sergeants and Patrol officers ar e now spending m ore time on various administrative, prisoner transportation, or evidence collection tasks that consume increasingly more time and may also take multiple officers off the street and out of the City (or otherwise out of service) for hours at a time.

Finding #28: An analysis of Patrol officer utilization reveals that officers were available for calls for service 43 percent of their total work time on average. However, such availability was achieved, in part, by adding thousands of overtime hours and the frequent reassignment of Bike Team officers to Patrol to fill vacant positions.

Finding #29: The Department now has the data and analysis capacity to regularly assess staffing levels in Patrol. By monitoring calls for service, response times, time for community engagement, unobligated po lice time, and other work demands not captured in CAD records, the Department should be able to assess how many officers and other staff (such as CSOs) are needed in Patrol across the three shifts.

The Department can then make staffing adjustments which can then be reflected in future “timesheets.”
Finding #30: The Community Services Bureau provides many necessary and valuable roles.

The problem-solving efforts of the four co mmunity liaisons undoubtedly reduce call and work demands on Patrol.

Finding #31: The Community Services Bureau’s Transparency Hub is an impressive source of a wide variety of police information that includes data on crime, use of force, and traffic safety. It is a model for other police agencies and also reinforces the Department’s commitment to building community trust, confidence, and support.

Finding #32: The Bike Team enjoys strong support. Like the Community Services Bureau, their work also likely reduces call and other work demands on Patrol.

Finding #33: Given reduced staffing levels and the additional time officers are not available on the street, officer-initiated activity has declined, average response time to Priority 2 and Priority 3 calls has increased since 2020, and average officer time on-scene has increased.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 135

8.1.8 Investigat ions Division
Finding #34: The Department lacks any detectives assi gned to investigate narcotics offenses on a full-time basis. Citygate learned that full-time narcotics investigator positions existed approximately four years ago, but the positions were eliminated.

Finding #35: The existing Case Management System, which would allow supervisors and managers to track cases assigned, cleared, or pended, is not fully utilized.

Finding #36: Crime analysis that is focused exclusively on the investigative function and detective caseloads, including cases lacking investigative leads, is deficient.

Finding #37: The Department lacks a “soft” interview room for crime victims, witnesses, and juvenile interviews.

Finding #38: Crime Scene Technician staffing does not allow for extended employee absences without incurring overtime.

Finding #39: There is no formal training program for newl y assigned detectives. Depending on the unit assigned, new detectives shadow a senior detective, but there are no guidelines outlining courses new detectives should take.

Finding #40: Detectives make multiple tr ips per week to the crime lab in Richmond to drop off evidence for testing. In some cases, detectives make several such trips a day. Staff estimate that they spend four to six hours each week on trips to the Richmond Crime Lab.

Finding #41: To review video from various sources incl uding officer body -worn cameras, detectives have access to only one computer that has the software needed to view and duplicate video.

Finding #42: The Department does not have any detectives assigned to cold cases.

Finding #43: One School Resource Officer (SRO) is assigned to Berkeley High School, which has an enrollment of approximately 3,200 students.

Finding #44: Crime Scene Technicians work a 4/10 work sc hedule. Under the current schedule, there is a five-hour window where there are no crime scene technicians available to respond to calls from Patrol after 2:00 am.

Finding #45: Between September of 2022 and Septemb er of 2023, the percentage of total requests for the District Attorney to obtain DNA evidence collected from crime

City of Berkeley, CA
Workload Organizational Study of the Police Department

scenes saw a significant increase—from seven percent of evidence requests being related to DNA to 24 percent being DNA-related.

8.1.9 Traffic Bureau
Finding #46: Patrol units manage 73 percent of injury collisions, reducing the time available for proactive activities and community engagement.

Finding #47: Traffic safety education is currently insufficient and should be integrated into a comprehensive traffic safety plan that incorporates “the five ‘E’s.” Finding #48: The Department is currently in a reactionary mode as it relates to traffic enforcement, primarily responding to traffic complaints instead of focusing on targeted areas to reduce all types of traffic collisions.

Finding #49: Given the high number of pedestrian and bicycle collisions, social media and other public information channels should be utilized more frequently and with greater emphasis.

Finding #50: Collision investigations are primarily managed by Patrol officers, though many of the tasks involved in traffic investigations could be effectively managed by a CSO.

Finding #51: Currently, all members of the traffic unit are motorcycle officers, except for the Accident Review officer.

Finding #52: The Department currently transmits collision information to SWITRS by sending hard copies through the mail.

Finding #53: Many roadway traffic surveys are outda ted, limiting the extent of traffic enforcement that can be conducted for Primary Collision Factor (PCF) violations.

Finding #54: There are 21 Parking Enforcement officers with only two supervisors assigned across three shifts. The addition of a third supervisor would promote cohesion between supervisors and their respective teams and would likely establish a shift/team leadership approach and ensure a proper supervisory span of control of between one and seven personnel.

8.1.10 Professional Standards Division
Finding #55: Training and background staff are missing continuing professional training and background investigations requirements for some officers and dispatchers, which could cause risk management issues.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 137 Finding #56: The Department lost 49 officers to resignations between 2016 and 2023.

Finding #57: The duties of the Policy and Planning Se rgeant are numerous and varied for a single person to accomplish.

Finding #58: The duties of the Audit and Inspection Se rgeant are numerous and varied for a single person to accomplish.

8.1.11 Public Safety Center (Jail)
Finding #59: The Jail’s control board, which is outdated and has experienced recurring functionality issues, needs to be replaced. Additionally, more cameras should be installed to cover existing “dead” zones.

Finding #60: A sworn Sergeant is assigned to Jail operations, although this is not a regulatory requirement under Title 15. Most of the Se rgeant's duties involve transporting prisoners to the Alameda County Jail or tak ing prisoners to a local hospital for medical clearance.

Finding #61: The Department requires Jail operations to always have three CSOS on duty, with two specifically stationed in the booking area when an arrest ee is brought in by an arresting officer, who remains in the booking area throughout the entire booking process.

Finding #62: A significant amount of sworn staff time is consumed in transporting and booking detainees at the Santa Rita Jail. The requirement for only sworn personnel to handle transportation is a Departmental mandate.

Finding #63: There is a proposed, staff-recommended, four-team staffing model with 12-hour shifts that is worthy of further consideration and study by the Department.

8.1.12 Technology Unit
Finding #64: The Technology Unit's leadership is ent rusted to a uniformed Sergeant due to specialized proj ect management skills, extensive experience, adeptness in the requisitioning process, a nd proficiency in technology/ software solutions.

However, there is currently no succession plan in place for the Sergeant’s eventual departure.

Finding #65: Inefficiencies have been noted in field operations relative to the use of software for report writing. Given the existing software system’s instability, field staff opt to write reports using Micros oft Word before ret urning to the station to upload and complete them.

City of Berkeley, CA
Workload Organizational Study of the Police Department

Finding #66: The online reporting system is underutilized for traffic collision reporting.

Embracing advances in technology is imperative in contemporary law enforcement operations.

8.1.13 Property Room
Finding #67: There is a significant backlog of property that needs to be purged that staff are diligently trying to clear. With the daily influx of new evidence and property, the task often seems insurmountable.

Finding #68: The current main evidence facility is prone to flooding, and both the Connex and the “Bulk” storage facility are less than desirable. Photos depicting the exterior facility show it overflowing and lacking adequate storage space.

8.1.14 Records Unit
Finding #69: The Records Unit is currently under significant strain due to an increased volume of California Public Records Act (CPRA) requests.

Finding #70: The professional development of Office Speci alist III employees is essential to meet the evolving demands and requirements of their roles.

Finding #71: Implementing ergonomic upgrades to Records Unit staff workstations need could improve employee health and safety, increase productivity, enhance employee wellbeing, and potentially reduce absenteeism.

Finding #72: Staff within the Records Unit are experiencing some internal friction.

8.1.15 Communications Center
Finding #73: Citygate concurs with the issues and recommendations identified in the two recent Communications Center studies (the Berkeley City Auditor’s Report and the 2022 Federal Engineering Inc. Study).

Finding #74: The current number of workstations and facility spaces are insufficient to accommodate the existing and additional future staffing; the current space is not conducive to effective dispatch training.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 139

8.2 R ECOMMENDATIONS
Citygate’s recommendations are designed to serve the Department in its efforts to achieve the following six goals:

1. Increasing staffing in some areas and deploying and redeploying staff where and when they are most needed based on accurate and timely data and analysis.

2. In the context of employee wellness and accountability, carefully evaluating the various ancillary duties many employees are assigned, giving particular attention to supervisors who are often being pulled from their supervisory roles.

3. Continuing efforts to track and manage overti me and limiting its use to when it is necessary.

4. Continuing the Department’s strong and creative efforts related to data analysis to drive performance and continuous improvement.

5. Continuing the Department’s strong focus on employee wellness. A focus on wellbeing not only benefits individual employees but also promotes a healthier work environment, reducing the risk of fatigue and enhancing Departmental morale.

6. Improving employee retention and prioritizing employee morale. The benefits of improving police morale ar e many, including better service for the community, more community trust in the Department, and a motivated, purposeful workforce.

8.2.1 Employee Survey
Recommendation #1: Given the percentage of Employee Survey respondents who indicated a willingness to leave the Department within three years, Citygate believes there is a pressing need for the Department to implement strategic retention strategies to foster a more supportive organizational culture and mitigate potential turnover.

8.2.2 Police Beat
Recommendation #2: Retain the 14-Beat model while continuing to collapse the number of beats to 7 beginning at or about 2:00 am (0200 hours).

Recommendation #3: The Department’s strong data and predictive anal ysis should dictate where staff are assigned. Periodically review beat activity and workload demand and adjust as necessary.

City of Berkeley, CA
Workload Organizational Study of the Police Department

8.2.3 Overtime
Recommendation #4: Continue to record, analyze, and manage overtime to reduce the likelihood of employee fatigue and burnout.

8.2.4 Administrative and Fi scal Services
Recommendation #5: By adding a Senior Management Analyst and an Associate Management Analyst (which can likely be filled by promoting one of the three existing Assistant Management Analysts), Citygate b elieves the Unit can keep better pace with work demands while also creating a career ladder, which is critical give n that the current Administrative and Fiscal Services Manager will be eligible to retire over the next two years.

8.2.5 Internal Affairs Bureau
Recommendation #6: Given the number of complaints received by the Internal Affairs Bureau (IAB), the time constraints related to completing investigations, and many other administrative demands —including those required of the Director of Police Accountability and outlined in the City Charter , which often involve si gnificant IAB staff time — Citygate recommends that the De partment add one clerical support staff position to the IAB.

8.2.6 Use of Force
Recommendation #7: Given the number of reported Level 1 uses of force in Berkeley —in which a subject did not experience more than temporary discomfort— Citygate recommends the City and Department modify their reporting requirements to those more in line with the policies of the cities of Fremont, Hayward, Richmond, San Leandro, and Santa Clara, whose Lexipol-created policies comply with both state and federal law.

8.2.7 Operations Division
Recommendation #8: Restore Patrol staffing by adding 15 additional officers—four officers each to teams 1, 2, and 3; and three officers to Team 7 —bringing the total from the current 58 to 73. It is Citygate’s understanding that these additional positions are funded but not currently filled. The added staffing would reduce the need for Patrol overtime, which would reduce the likelihood of fatigue and burnout while a ffording officers

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 141 the ability to take time off without the need to “sell” shifts. [Note:
“Selling” a shift occurs when Patrol minimum staffing is reached, and Patrol officers want time off. They are generally allowed such time off only if they can find another officer to fill in for them on an overtime basis.]
Recommendation #9: Add five CSOs (Citygate understands these positions have already been funded) to support Patrol officers on weekday morning and evening shifts. Given existing call demands and committed time, Citygate believes the Department should strategically deploy five Patrol CSOs to match those times of day and days of week where Patrol time is most obligated currently (D ay Shift and Swing Shift), which would help to reduce the committed time of Patrol officers, affording them more time for community engagement and to be proactive while also ensuring greater availability to respond to emergencies and cover assignments.

Recommendation #10: CSOs should be trained to take many non-emergency calls and write related reports, recover stolen vehicles and found property, tow abandoned vehicles, retrieve and download video evidence, transport witnesses and victims, etc.

Recommendation #11: After staffing is added to Patrol, create a team of five officers led by one Sergeant that can be flexibly deployed to quickly address most any emerging public safety issue, which might include organized retail theft, robberies, carjackings, etc. Such a team might also serve as a field resource for detectives. This team should also be one that can move rapidly across shifts and days of the week to address issues identified in the Department’s strategic analysis of crime.

Recommendation #12: The Department should continue to closely evaluate Patrol spans of control; call patterns, including the number, location, and types of calls; response time; unobligated (available) police time; and call-handling (on-scene) time. These factors are essential in assessing Patrol’s staffing needs now and in the future. Further, even though call volume may remain stable in future years, call-handling time —and the nature/type of such calls along with other operational work demands— may suggest the need for more staff and/or the redeployment of existing staff to ensure Patrol can meet the service expectations of City residents.

City of Berkeley, CA
Workload Organizational Study of the Police Department

Recommendation #13: When the Community Services Bureau’s PIO and Strategic Analysis Team are transferred to the Chief’s Office, the Bike Team should be realigned under the Community Services Bureau, where the Community Services Bureau Lieutenant can provide oversight, thus relieving a Patrol Lieutenant from this responsibility.

8.2.8 Investigat ions Division
Recommendation #14: If, at full staffing, the recommended Patrol team is found to be overwhelmed and insufficient to manage narcotics investigations, the Department should consider creati ng a team comprised of detectives and a Sergeant to investigate narcotics offenses.

Recommendation #15: Investigations Division Supervisors and managers should make broader use of the existing case management system within the current records management system to be tter track cases assigned to detectives. Each unit supervisor should be able to see the caseload carried by each detective in real time, including the number of open, closed, pending, and cleared cases.

Recommendation #16: Add a full-time, Real-Time Crime Analyst to support both Patrol and Investigations. This position will focus on rapidly operationalizing data to officers in the field and detectives working active cases.

Recommendation #17: Construct a “soft” interview room for interviewing victims and witnesses of certain sensitive crimes. Such rooms can be used by survivors of crime, domestic abuse, sexual assault, and children in traumatic situations.

Recommendation #18: Develop a training matrix for Inves tigations. The training matrix should include a formal training program for newly assigned detectives and a list of POST/ICI training courses required for each detective.

Recommendation #19: Create a plan to reduce the number of daily trips detectives make to the crime lab in Richmond. The addition of a CSO (or a retired annuitant) could relieve detectives from having to make frequent trips to Richmond for evidence pickup and drop-off.

Recommendation #20: Purchase software to install on additional computers in the Investigations Division that would allow detectives to review, save, and copy video footage from all ava ilable sources within the City — including City-owned street cameras, officer body-worn cameras, and

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 143 private cameras in situations where the owners have given the Department access.

Recommendation #21: Consider hiring a cold case detective, potentially a retired annuitant, to investigate cold cases.

Recommendation #22: Consider adding a second School Resource Officer to Berkeley High School given the extensive workload of the current SRO.

Recommendation #23: Add one ad ditional Crime Scene Techn ician to the current staff of four.

8.2.9 Traffic Bureau
Recommendation #24: The Department should endeavor to fully staff the Traffic Bureau so that it can handle most (if not all) injury collisions, as well as increase education and enforcement efforts in traffic safety. These changes would significantly free Patrol pe rsonnel to focus on their primary responsibilities.

Recommendation #25: Create a structured plan for targete d enforcement and educational initiatives based on analyzing variables associated with high crash data from the Office of Traffic Safety (OTS) and the Traffic Injury Mapping System (TIMS).

Recommendation #26: Continue to expand the use of statistical data for deployment of Traffic Unit personnel.

Recommendation #27: Expand the use of social media to inform the public of traffic safety and enforcement efforts to enhance their impact on driving behavior.

Use of social media and other approa ches to promote bicycle and pedestrian safety and enforcement efforts could also be effective. [Note: At the time of Citygate’s writing of this report, the Public Information Officer was being moved to the Office of the Chief as part of a new Office of Strategic Communications.]
Recommendation #28: Add a civ ilian CSO to conduct or aid in collision investigations and traffic educational/safety presentations. This would be more cost- effective than an additional Traffic Unit officer and would allow for increased traffic enforcement by current Traffic Unit officers.

City of Berkeley, CA
Workload Organizational Study of the Police Department

Recommendation #29: Build the Traffic Unit comprising both Motorcycle officers and Patrol cars. Traffic enforcement and collision investigation can be effectively conducted using either a car or a motorcycle.

Recommendation #30: Consider working with an OTS Law Enforcement Liaison to acquire an Allied Agency Reporting Service (i.e., Crossroads) via grant.

Recommendation #31: The Traffic Bureau should collaborate with the City Traffic Engineer to update outdated traffic surveys.

Recommendation #32: Consider appointing an additional supervisor within the Parking Enforcement Unit to mitigate the current extensive span of control and decrease overtime.

Recommendation #33: At current (reduced) staffing levels, consider expanding the workload and responsibilities of the Traffic Un it Lieutenant or reallocating the position to a role where it can be more effectively utilized. At full staffing, Citygate believes the Lieutenant’s position is justified.

8.2.10 Professional Standards Division
Recommendation #34: To reduce unnecessary resignations, th e Department should consider establishing a Retention Team with members from several different units to review and evaluate exit interviews. The committee can identify preventable reasons for resignations and make
recommendations to improve employee retention.

Recommendation #35: When the Policy and Planning Unit is transferred during the Department’s planned reorganization, the roles and responsibilities of the Sergeant should be more na rrowly focused to allow for the successful completion of all assigned duties. If additional responsibilities are included, consideration should be given to adding a clerical support position.

8.2.11 Public Safety Center (Jail)
Recommendation #36: The Department should proceed with securing a contract for an architect to upgrade the control board, add cameras, and potentially expand the size and functionality of the Booking Room at the Jail facility.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 145 Recommendation #37: Consider creating a civilian manager position and reassigning the sworn supervisor to oversee the Property Room (as per the property recommendation) or reallocating the Sergeant to address a higher- priority need for sworn supervision.

Recommendation #38: Consider reducing the requirement to always have three CSOs on duty, given that the booking officer is required to remain in the booking area during the processing of an arrestee.

Recommendation #39: Consider a change to the current requirement that does not allow CSOs to transport prisoners. Such a change would necessitate additional training for the CSOs but would reduce overtime and the need for two sworn staff members during transportation.

Recommendation #40: Consider further study of a four-team, 12-hour shift model for Jail operations. Citygate believes this model could potentially increase the number of CSOs on-duty, providing opportunities for CSOs to aid in prisoner transportation, patrol duties, or other assigned responsibilities.

8.2.12 Technology Unit
Recommendation #41: Evaluate the number of responsibilities managed by Technology Unit staff. Consider reducing service levels or adding more staff.

Recommendation #42: Consider appointing a full-time civilian information technology specialist to oversee the Technology Unit rather than relying on a sworn Sergeant. This transition will ensure stability, expertise, and continuity in navigating the De partment through the ever-evolving technology field.

Recommendation #43: Consider investigating alt ernative software so lutions for all facets of police operations. Prioritizing the convenience of re taining current software vendors should not overshadow the importance of advancing operational efficiency.

Recommendation #44: Consider adding categories such as Non-Injury Traffic Accidents, Non- Injury Hit-and-Run Traffic Accidents, and Non-Injury Single-Vehicle- Property-Damage-Only Traffic Accidents as options within the online reporting system. Software solutions offered by companies like

City of Berkeley, CA
Workload Organizational Study of the Police Department

LexisNexis can facilitate this initiative. 23 By diverting or referring more calls for service to online reporting, the Department would likely create more available time for officers in Patrol —which could ultimately help to reduce overtime usage within the Department.

8.2.13 Property Room
Recommendation #45: The Department could enhance its ef ficiency by establishing a short- term, dedicated task force to address the evidence backlog and improve and streamline the organization of ev idence and property rooms. The Unit’s ongoing, permanent staffing should consist of one Supervisor, two full-time Specialists, and one part-time staff member capable of providing support for both planned and unplanned absences and conducting periodic audits.

Recommendation #46: The Department should conduct a thorough assessment of the current state of property and evidence facilities including the physical infrastructure, storage capacity, security measures, and compliance with current standards. The Department should also consider a POST review of current evidence practices, procedures, and policies.

Recommendation #47: Citygate has provided Property and Evidence staff with the POST Property and Evidence Function’s Agency Self -Evaluation (revised February 2022) and recommended that the Supervisor and staff review it annually. Given the sensitive nature of evidence, effective risk management requires thorough oversight and rigorous control measures.

8.2.14 Records Unit
Recommendation #48: The Department would benefit from staffing the Records Unit with an Office Specialist I to manage the increased volume of CPRA requests.

Adding such an entry-level specialist would help existing staff meet their work demands.

Recommendation #49: Consider enrolling both Office Specialist III positions in the POST 40- hour Records Supervisor Course to support their professional

23 A prototypical model can be found in the City of Fullerton's online Traffic Collision Report page, which currently includes these types of online reporting collisions and allows users to obtain a collision report online.

City of Berkeley, CA
Workload Organizational Study of the Police Department
Section 8—Summary of Personnel Priorities and Findings and Recommendations page 147 development and to assist in meeting some of the requirements outlined in their job specifications.

Recommendation #50: The ergonomic features and capabilities of workstations, along with workstation and workflow analysis, should be assessed and tailored to enhance operational efficiency.

Recommendation #51: There are numerous resources av ailable for team building, and one particularly effective resource for fostering team trust and performance is Patrick Lencioni’s book, The Five Dysfunctions of a Team: The Official Guide to Conducting the Five Dysfunctions Workshops for Teams and Team Leaders . The Department should contemplate appointing a trusted executive team leader to implement some of the facilitated learning outlined in the book.
24 8.2.15 Communications Center
Recommendation #52: New recruitment and retention e fforts for dispatchers should be continued.

Recommendation #53: Consider prioritizing the planning and acquisi tion of additional floor space and workstations to meet current and future needs of the P SAP.

The Department should consider utilizing another City-owned facility or reconfiguring the adjoining office space (Bike Unit) for expansion.

Recommendation #54: Consider increasing Supervisory Public Safety Dispatcher staffing from four to six to ensure proper leadership and supervi sion for all shifts.

24 https://www.tablegroup.com/product/facilitators-guide

APPENDIX G
ZW^sŝŽůĞŶĐĞWƌĞǀĞŶƚŝŽŶĂŶĚzŽƵƚŚŽŵŵƵŶŝƚLJĂƐĞĚKƌŐĂŶŝnjĂƚŝŽŶƐ ^ƵƉƉŽƌƚŝŶŐDĂƚĞƌŝĂůƐͮĞƌŬĞůĞLJ:ƵŶŝŽƌ:ĂĐŬĞƚƐ͕zŽƵƚŚůƚĞƌŶĂƚŝǀĞƐ͕ ĞƌŬĞůĞLJzŽƵƚŚůƚĞƌŶĂƚŝǀĞƐ

A`PARApr&jWI[`r':=PAhfrAfh:<RIfGA?rJXrr[]A`:hAfr:fr:r?JmJfI[Xr[CrhHAr 9*+r"[jY?:hI[Wr:rCjRRprm[RjYhAA` fj^][ahA?rY[Y]a[DIhr[bE:WIq:hI[Xr `A=[EWIqA?r:fr:rS
=
rAYhIhp
r3:X=hK[YA?r<pr-[`
:Rr9"r[jbr^`[E`:Vr
D[=jfAfr[Xr=[V]AhIhImArD[[h<:RRr:W?r=HAAaRA:?KXErD[`rjY?A`fAamA?rp[jhHr ]`JV:`KRprR:=Qr:X?r*:hNX[rIW?ImI?j:Rf
r
j``AXhRprnArfA`mAr:]]`[oIV:hARpr
r]:chI=J]:XhfrhGArV:O[aNhpr[DrnH[Vr:`Arfhj?AWhfrnIhGJXrhGArA`QARApr 6XJDIA?r3=H[[RrIfh`I=hr
73r5HIfr][fJhI[XfrhGAr&jYI[`r':=PAhfr:frhGAr R:`EAfhr[`E:XIqA?r:ffAV<Rpr[DrR:=Qrfhj?AYhfr:X?r]:bAWhfrnIhGNXrhGAr ?Ifh`N=h
r
/k`r=[VVkXJhprE:hGA`IXEfrfA`mAr?j:Rr]k`][fAfrDI`fhrh[r]`[mJ?Ar:r?JmA`fAr :b`:pr[DrfA`mJ=Afr:X?r:=hImIhJAfrh:IR[`A?rh[rhGArXAA?fr[Dr[jbrD:VIRIAfr:X?r fA=[X?rh[rAXE:EArnJhHrhHAVrIYr?If=jffI[Xfr:<[jhrhGAr=H:YEAfrhGAprnIfGr h[r fAArnIhGIXr63r:Y?rhHAr<`[:?A`r=[VVkXLhp
r5GAr=[RRA=hImArfh`AWEhGr [CrhHAr
&jWI[`r':=PAhfr=[VVjWIhprNfr[YRpr<AEIXWIWErh[r<ArH:`XAffA?rh[EAhGA`rnAr :JVrh[r:?m[=:hArD[`rhHArYA=Aff:bpr=H:WEAfrh[rD[fhA`r]A:=ArIXr[j`rfh`AAhfr f=G[[RfrG[VAfr:X?rD:VIRNAf
r%V^[`h:WhRpr[j`r]`[E`:Vfr:bArIY=RjfImAr:X?r
:==AffJ<TArh[r:RRr`AE:`?TAffr[DrEAW?A`rfAok:Tr[`IAXh:hI[XrEAX?AarK?AXhIhpr [arDIX:Y=I:Rr=:^:<MRJhp
r

2))# 2#2*2 '
12
,!#(2
*)2$(#(2)2+#2
$(#.22%#)+.2)$#(+)20$( 2++2!!)2#-(2 $(+$!+)
2$1)
2 2 *
2/

 222+#2
#)*(22+2+#)$(2++2$(##+)20

 2"#+2#"
12 #!2 *2
2-*2
)#2*2#2 2)##
2 2/+ 2+2
(#(2#,"+12
-(2)$#(+)2$(#(2)2+2+#2
-
*.+!2

#!2)


)2 2
()$2##%(+# 2
#

#'+# 2 '*.*12%(#-+.+12 )%#2 (*)2 2 )22$2 */#(
2.#
 2$'.!+# 2 !+#'"2 )#"!2
)2 2
)22$2
2 22"2)22
# *2(2 #2 2$2(*22 -2
22 (2
2122 "22
"2

*12 -+(+# 
2#)2 +#2#+2
##2#)+12

'#,2+)2!++.)2#,(2*
+)2/

2&-'2+2)

)2
))(12+#2#2()%#!)
2 2%(#-+.2()2#2
)#+12

'`r';>QBir ;p
 )$)
) &#$

\pg,BZ
#)
#$)


()
!$)
%!

')"

#N`Rr1\nB`

ZYl;Rr1B_r2;RRp

$\RN@;pr4Q;iBr1;dip

5`kYQ
\`
5eB;i
"())
#
1B;>Br8;RQ

 #)
""
#)
)$)

$\UN@;pr#NmB
;
8;p

B`QBRBpr(lYBiBBYiH

,*)r ;pr!mBYi

0 r
\VVlZNipr1N>YN>

.;iN\Z;Rr.NFHir0li

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Please provide the following details about your program:

Program Calendar Link:

Provide a link to your program calendar :__________________ Program Description- Briefly describe your program, including:
x Goals, target audience, key activities.

Program Overview
The Voices Against Violence Program is led by Reverend Dr. Michael A. Smith who brings over 30 years of experience in the fields of youth development, violence prevention, environmental justice and non-profit leadership along our Community Peace Ambassadors, Damaria Johnson and Todd Walker who bring nearly 25 years of experience and training in gun and gang violence reduction strategies. Similarly, Mr.

Walker and the Voices Against Violence Mentoring Team will work directly with 2 Youth Services Outreach Workers and 7-10 volunteer mentors from South and West Berkeley to implement hybrid elements of the Ceasefire a data-driven violence-reduction strategy coordinating law enforcement, social services, and the community.

Our CPA’s will work with the outreach team to identify and recruit 25-30 high-risk middle and high school students in South and West Berkeley in order to create positive opportunities for young people while also establishing circles of trust around potential areas and individuals within the community that have the potential to escalate thus putting young people and the community at-large at risk. In addition to participating in workshops, focus groups and restorative circles led by CFFJ, the National Criminal Justice Reform Institute and Live Free USA. Middle and high school students will have opportunities to participate in and/or lead several special events throughout the year while also being eligible to receive other incentives including Life-Skills Training through Live-Free and CFFJ in the areas of pre-employment training, conflict resolution, communication skill, restorative justice, mental trauma and positive minds designed to support young people transitioning toward more positive, safe and healthy lifestyles.

Program Objectives:

1. Centralize violence prevention and mentoring efforts toward reducing gun violence, promoting prevention and community healing, and creating safer, more livable communities for the young people and the Berkeley community as a whole.

2. Develop a trained support network of youth-led social media initiatives in South and West Berkeley and host 4 community events with a focus on violence prevention/violence interruption.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

3. Recruit, train, and certify a targeted 12 of the most vulnerable youth and young adults in South and West Berkeley through two 9-week Pre- Employment Training through the CFFJ Beyond the Table Urban Garden and Food Pathways Program

4. Recruit and train an additional 25-30 high-risk Berkeley youth and young adults in researched-based violence prevention strategies.

5. Provide training and support services to 15 parents/guardians through a 9-week parenting series designed to connect parents/guardians of vulnerable youth with resources and strategies to help redirect young people engaging in or at-risk for gun or gang activity.

Key Activities
Throughout the service year we will update on progress made toward our program objectives, yet we want to take this time in highlighting several of our major activities during this quarter. During the 1
st Quarter, participants have received:
x An orientation to the Voices Against Violence Program x 3 trainings on understanding violence on July August 3, and September 11, respectively.
x 1 training on gun violence on July 8
x 1 training on youth violence on July 12.
x In addition to these trainings delivered by our mentors and community peace ambassadors, participants have engaged 3 community garden activities and helped planned our National Night Out Block party on August 7, 2024. x We currently have 24 participants enrolled in the Voices Against Violence Program.

Number of People Served- 24 youth
x age group – all 11-18 years
x race/ethnicity
17 – Black/African-American
3- Latinx
2-AAPI
2-White/Caucasian
x type of service received:

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Voices Against Violence provides services in the following areas: Mentoring and Violence Prevention, Conflict Resolution, Leadership Development , Civic-Engagement and Enrichment Activities (Art, gardening, cooking, video production, etc.) Additional Metrics (if applicable):

We currently have 24 middle and high school participants enrolled. Using the Voice Against Violence Understanding Violence Curriculum along with the Live Free Gun Violence Prevention Strategy and the Oakland Men’s Project Making the Peace Curriculum we are training participants around identity, anti-oppression, communication skills, conflict resolution and violence prevention/intervention strategies. This remains the most powerful piece of our program as we also have the opportunity to listen to the feelings and the concerns of our students. Similarly, participants have the opportunity to co-lead parts of the curriculum and plan related activities. We also the mediums art, cooking and garden to promote peace through diversity, positive self-expression, cooperation and appreciation.

A pre-survey we conducted showed the following:
x 8 of 24 participant s(33%) indicated that they personally knew someone who had been a victim of gun violence.

x 13 of 24 participants (54%) responded that they generally trust law enforcement officials.

x 16 of 24 participants (66%) indicated that fights were common in their neighborhoods.

Community Engagement:

On August 7, 2024 we hosted our Annual National Night Out Block Party in partnership with the City of Berkeley Young Adult Project . The even was well attended with nearly 400 people. At the event Mayor Jesse Areguin and other city officials held a press conference announcing 2-year award that Live Free USA received to reduce gun violence and implement Ceasefire Strategies in the City of Berkeley. The Voices Against Violence Program is actively involved in planing several other events and community meetings addressing the issues related to violence, community safety and civic-engagement including our Annual Harvest Festival in October 2024.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Workshops and Training Sessions: Number of workshops conducted, topics covered, participant feedback, etc.

On July 8, 2024 , 18 Voices Against Violence Participants held to lead a community clean-up and garden on McGee Avenue and Oregon Street.

Beginning in July 2024 we have led or partnered in 3 special events. As part of our youth engagement approach we changed or modified several of our original proposed events to gain more input and buy-in from our participants. We hosted the National Night Out Block Party United Against Gun Violence on August 6, 2024 with nearly 500 people in attendance. . Similarly, our participants and staff are currently planning Harvest Festival Block Party which will be held on October 26, 2024 and our Martin Luther King Day Essay for Peace and Justice Forum on January 20, 2025.

Partnerships and Collaborations: Information on other organizations or groups collaborating with your program.

Our collaboration includes Live Free USA, National Institute for Criminal Justice Reform Institute(NICJR). We have also created partnerships with other community organizations including the the Young Adult Project, the Berkeley Junior Jackets, the Berkeley Black Ecumenical Ministerial Alliance, Green the Church and the UC Berkeley Dellums Clinic .

Through our collaborations we are not only working to implement strategies to reduce violence, but to also expand opportunities in the areas of youth leadership, community service and job opportunities.

Success Stories and Testimonials: Share impactful stories or testimonials from participants or community members.

Currently we have 2 young adults who have were previously in VAV a year ago whom we have transitioned and enrolled in the CFFJ Beyond the Table Urban Garden and Culinary Arts Job Training Program.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Feedback and Surveys: Summary of feedback received from participants, including satisfaction ratings and suggestions for improvement.

Reporting Calendar for RPS Status Updates (Tentative Dates) x September 16, 2024 | Fall 2024 Update
x April 14, 2024 | Spring 2025 Update
x September 15, 2025 | Fall 2025 Update
x April 13, 2026 | Spring 2025 Update

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Please provide the following details about your program:

Program Calendar Link:

Provide a link to your program calendar :__________________ Program Description- Briefly describe your program, including:
x Goals, target audience, key activities.

Program Overview
The Voices Against Violence Program is led by Reverend Dr. Michael A. Smith who brings over 30 years of experience in the fields of youth development, violence prevention, environmental justice and non-profit leadership along our Community Peace Ambassadors, Damaria Johnson and Todd Walker who bring nearly 25 years of experience and training in gun and gang violence reduction strategies. Similarly, Mr.

Walker and the Voices Against Violence Mentoring Team will work directly with 2 Youth Services Outreach Workers and 7-10 volunteer mentors from South and West Berkeley to implement hybrid elements of the Ceasefire a data-driven violence-reduction strategy coordinating law enforcement, social services, and the community.

Our CPA’s will work with the outreach team to identify and recruit 25-30 high-risk middle and high school students in South and West Berkeley in order to create positive opportunities for young people while also establishing circles of trust around potential areas and individuals within the community that have the potential to escalate thus putting young people and the community at-large at risk. In addition to participating in workshops, focus groups and restorative circles led by CFFJ, the National Criminal Justice Reform Institute and Live Free USA. Middle and high school students will have opportunities to participate in and/or lead several special events throughout the year while also being eligible to receive other incentives including Life-Skills Training through Live-Free and CFFJ in the areas of pre-employment training, conflict resolution, communication skill, restorative justice, mental trauma and positive minds designed to support young people transitioning toward more positive, safe and healthy lifestyles.

Program Objectives:

1. Centralize violence prevention and mentoring efforts toward reducing gun violence, promoting prevention and community healing, and creating safer, more livable communities for the young people and the Berkeley community as a whole.

2. Develop a trained support network of youth-led social media initiatives in South and West Berkeley and host 4 community events with a focus on violence prevention/violence interruption.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

3. Recruit, train, and certify a targeted 12 of the most vulnerable youth and young adults in South and West Berkeley through two 9-week Pre- Employment Training through the CFFJ Beyond the Table Urban Garden and Food Pathways Program

4. Recruit and train an additional 25-30 high-risk Berkeley youth and young adults in researched-based violence prevention strategies.

5. Provide training and support services to 15 parents/guardians through a 9-week parenting series designed to connect parents/guardians of vulnerable youth with resources and strategies to help redirect young people engaging in or at-risk for gun or gang activity.

Key Activities
Throughout the service year we will update on progress made toward our program objectives, yet we want to take this time in highlighting several of our major activities during this quarter. During the 1
st Quarter, participants have received:
x An orientation to the Voices Against Violence Program x 3 trainings on understanding violence on July August 3, and September 11, respectively.
x 1 training on gun violence on July 8
x 1 training on youth violence on July 12.
x In addition to these trainings delivered by our mentors and community peace ambassadors, participants have engaged 3 community garden activities and helped planned our National Night Out Block party on August 7, 2024. x We currently have 24 participants enrolled in the Voices Against Violence Program.

Number of People Served- 24 youth
x age group – all 11-18 years
x race/ethnicity
17 – Black/African-American
3- Latinx
2-AAPI
2-White/Caucasian
x type of service received:

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Voices Against Violence provides services in the following areas: Mentoring and Violence Prevention, Conflict Resolution, Leadership Development , Civic-Engagement and Enrichment Activities (Art, gardening, cooking, video production, etc.) Additional Metrics (if applicable):

We currently have 24 middle and high school participants enrolled. Using the Voice Against Violence Understanding Violence Curriculum along with the Live Free Gun Violence Prevention Strategy and the Oakland Men’s Project Making the Peace Curriculum we are training participants around identity, anti-oppression, communication skills, conflict resolution and violence prevention/intervention strategies. This remains the most powerful piece of our program as we also have the opportunity to listen to the feelings and the concerns of our students. Similarly, participants have the opportunity to co-lead parts of the curriculum and plan related activities. We also the mediums art, cooking and garden to promote peace through diversity, positive self-expression, cooperation and appreciation.

A pre-survey we conducted showed the following:
x 8 of 24 participant s(33%) indicated that they personally knew someone who had been a victim of gun violence.

x 13 of 24 participants (54%) responded that they generally trust law enforcement officials.

x 16 of 24 participants (66%) indicated that fights were common in their neighborhoods.

Community Engagement:

On August 7, 2024 we hosted our Annual National Night Out Block Party in partnership with the City of Berkeley Young Adult Project . The even was well attended with nearly 400 people. At the event Mayor Jesse Areguin and other city officials held a press conference announcing 2-year award that Live Free USA received to reduce gun violence and implement Ceasefire Strategies in the City of Berkeley. The Voices Against Violence Program is actively involved in planing several other events and community meetings addressing the issues related to violence, community safety and civic-engagement including our Annual Harvest Festival in October 2024.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Workshops and Training Sessions: Number of workshops conducted, topics covered, participant feedback, etc.

On July 8, 2024 , 18 Voices Against Violence Participants held to lead a community clean-up and garden on McGee Avenue and Oregon Street.

Beginning in July 2024 we have led or partnered in 3 special events. As part of our youth engagement approach we changed or modified several of our original proposed events to gain more input and buy-in from our participants. We hosted the National Night Out Block Party United Against Gun Violence on August 6, 2024 with nearly 500 people in attendance. . Similarly, our participants and staff are currently planning Harvest Festival Block Party which will be held on October 26, 2024 and our Martin Luther King Day Essay for Peace and Justice Forum on January 20, 2025.

Partnerships and Collaborations: Information on other organizations or groups collaborating with your program.

Our collaboration includes Live Free USA, National Institute for Criminal Justice Reform Institute(NICJR). We have also created partnerships with other community organizations including the the Young Adult Project, the Berkeley Junior Jackets, the Berkeley Black Ecumenical Ministerial Alliance, Green the Church and the UC Berkeley Dellums Clinic .

Through our collaborations we are not only working to implement strategies to reduce violence, but to also expand opportunities in the areas of youth leadership, community service and job opportunities.

Success Stories and Testimonials: Share impactful stories or testimonials from participants or community members.

Currently we have 2 young adults who have were previously in VAV a year ago whom we have transitioned and enrolled in the CFFJ Beyond the Table Urban Garden and Culinary Arts Job Training Program.

Reimagining Public Safety (RPS) Community-Based Organization Reporting Template

Feedback and Surveys: Summary of feedback received from participants, including satisfaction ratings and suggestions for improvement.

Reporting Calendar for RPS Status Updates (Tentative Dates) x September 16, 2024 | Fall 2024 Update
x April 14, 2024 | Spring 2025 Update
x September 15, 2025 | Fall 2025 Update
x April 13, 2026 | Spring 2025 Update

ãŵƹƱŁ͸ÜŇŵşĞŪĐĞ͸¤ƛĞǑĞŪƱŇŵŪ͸
óŪė͸UŪƱĞƛƛƹƘƱŇŵŪ͸
5HYHUHQG'U0LFKDHO$6PLWK
&HQWHUIRU)RRG)DLWKDQG-XVWLFH
9RLFHV$JDLQVW9LROHQFH

½

j-͸F͸
v½-v½¯
́̂
́̄
́̅
́̃½ŁĞ͸
ŁóşşĞŪĹĞ͸ŵĸ͸
GƹŪ͸ÜŇŵşĞŪĐĞ͸ŇŪ͸
ƱŁĞ͸į͸
́̃ÄŪėĞƛƣƱóŪėŇŪĹ͸
ÜŇŵşĞŪĐĞ͸
̄jŇƣƱĞŪŇŪĹ͸Ʊŵ͸ƱŁĞ͸
ÜŵŇĐĞƣ͸ŵĸ͸ŵƹƛ͸gŇėƣ
¯ƱƛóƱĞĹŇĞƣ͸ƱŁóƱ͸
Ýŵƛś͸
-ǗĞƛĐŇƣĞƣ́̆
́̅

$633+
$662&,$7,212)
6&+22/6 352*5$06RI
38%/,&+($/7+

ÄŪėĞƛƣƱóŪėŇŪĹ͸
ÜŇŵşĞŪĐĞ͸
́̂

ÜŇŵşĞŪĐĞ͸ĐóŪ͸ƱóśĞ͸ŨóŪǘ͸FŵƛŨƣ͸
%HKDYLRURUDFWLRQVLQYROYLQJSK\VLFDOIRUFHLQWHQGHGWRKXUW GDPDJHRUNLOOVRPHRQHRUVRPHWKLQJ
7KHXQODZIXOH[HUFLVHRISK\VLFDOIRUFHRULQWLPLGDWLRQE\WKH H[KLELWLRQRIVXFKIRUFH

8IIRWHMWGYWW[L]XLI]JIIPXLI]RIIHMRKYRHYVMRK7SYXL *YPXSR]SYXLZMSPIRGIXS[RLEPP

ÝŁóƱ͸
ŵŨĞƣ͸Ʊŵ͸tŇŪė͸ÝŁĞŪ͸ãŵƹ͸
½ŁŇŪś͸óďŵƹƱ͸ÜŇŵşĞŪĐĞ͎

ÝŁóƱ͸óƛĞ͸
ĐƱŇŵŪƣ͸óŪė͸
ĞŁóǑŇŵƛƣ͸
ƱŁóƱ͸
ŵƹşė͸ďĞ͸
ŵŪƣŇėĞƛĞė͸ÜŇŵşĞŪƱ͎͸

¯ŵ͸ÝŁóƱ͸ėŵ͸ÝĞ͸ŨĞóŪ͸ďǘ͸
ŵŨŨƹŪŇƱǘ͸
ÜŇŵşĞŪĐĞ͎
,QFOXGHVDYDULHW\RIPRGHVRIFRQILFWUHVXOWLQJLQLQWHQWLRQDOLQMXU\ RUGHDWK
*XQ9LROHQFH
*URXSRU*DQJ9LROHQFH
&HUWDLQ+DWH&ULPHV
1RW5DQGRPO\'LVWULEXWHG
5DFLDODQG(WKQLF0LQRULWLHVRIWHQEHDUDGLVSURSRUWLRQDWHEXUGHQ )DFWRUVUHODWHGWRUDFLVPSRYHUW\DFFHVVWRHPSOR\PHQWKHDOWK FDUHKHDOWK\IRRGHWF

½ǘƘĞƣ͸ŵĸ͸ÜŇŵşĞŪĐĞ͸
0DOWUHDWPHQW
LQFOXGLQJYLROHQWSXQLVKPHQW
LQYROYHVSK\VLFDOVH[XDODQG
SV\FKRORJLFDOHPRWLRQDOYLROHQFH
DQGQHJOHFWRILQIDQWVFKLOGUHQDQGDGROHVFHQWVE\
SDUHQWVFDUHJLYHUVDQGRWKHUDXWKRULW\ILJXUHVPRVWRIWHQLQWKHKRPHEXWDOVRLQ VHWWLQJVVXFKDVVFKRROVDQGRUSKDQDJHV
%XOO\LQJ
LQFOXGLQJF\EHUEXOO\LQJ
LVXQZDQWHGDJJUHVVLYHEHKDYLRXUE\DQRWKHUFKLOG
RUJURXSRIFKLOGUHQ
<RXWKYLROHQFHLVFRQFHQWUDWHGDPRQJFKLOGUHQDQG\RXQJDGXOWVDJHG± \HDUV
RFFXUVPRVWRIWHQLQFRPPXQLW\VHWWLQJVEHWZHHQDFTXDLQWDQFHVDQGVWUDQJHUVLQFOXGHV EXOO\LQJDQGSK\VLFDODVVDXOWZLWKRUZLWKRXWZHDSRQV
VXFKDVJXQVDQGNQLYHV
DQGPD\
LQYROYHJDQJYLROHQFH

½ŁĞ͸UŨƘóĐƱƣ͸ŵĸ͸ãŵƹƱŁ͸ÜŇŵşĞŪĐĞ͸
9LROHQFHDJDLQVWFKLOGUHQKDVOLIHORQJLPSDFWVRQKHDOWKDQG ZHOOEHLQJRIFKLOGUHQIDPLOLHVFRPPXQLWLHVDQGQDWLRQV 5HVXOWLQGHDWK+RPLFLGHZKLFKRIWHQLQYROYHVZHDSRQVVXFKDVNQLYHVDQG ILUHDUPVLVDPRQJWKHWRSIRXUFDXVHVRIGHDWKLQDGROHVFHQWVZLWKER\V FRPSULVLQJRYHURIYLFWLPVDQGSHUSHWUDWRUV
/HDGWRVHYHUHLQMXULHV)RUHYHU\KRPLFLGHWKHUHDUHKXQGUHGVRI SUHGRPLQDQWO\PDOHYLFWLPVRI\RXWKYLROHQFHZKRVXVWDLQLQMXULHVEHFDXVHRI SK\VLFDOILJKWLQJDQGDVVDXOW

Ä͇¯͇͸¯ƹƛĹĞŵŪ͸GĞŪĞƛóş͸%ƛ͇͸
ÜŇǑĞś͸tƹƛƱŁǘ͸Łóƣ͸ŇƣƣƹĞė͸ó͸
şóŪėŨóƛś͸¯ƹƛĹĞŵŪ͸
GĞŪĞƛóşͬƣ͸
ėǑŇƣŵƛǘ͸ŵŪ͸
FŇƛĞóƛŨ͸ÜŇŵşĞŪĐĞ͈͸
ėĞĐşóƛŇŪĹ͸ǨƛĞóƛŨ͸ǑŇŵşĞŪĐĞ͸
ŇŪ͸
ŨĞƛŇĐó͸Ʊŵ͸ďĞ͸ó͸ƘƹďşŇĐ͸
ŁĞóşƱŁ͸ĐƛŇƣŇƣ͇

§ĞǑĞƛĞŪė͸%ƛ͇͸tóƛƱŇŪ͸jƹƱŁĞƛ͸gŇŪĹ͸eƛ͇
ê,QVSLWHRIWHPSRUDU\
YLFWRULHVYLROHQFH
QHYHUEULQJV
SHUPDQHQWSHDFH ë

GƹŪ͸
ÜŇŵşĞŪĐĞ͸ŇŪ͸
ƱŁĞ͸ÄŪŇƱĞė͸
¯ƱóƱĞƣ͸
GGƹŪ́̃

%ŇƣƘĞşşŇŪĹ͸ƱŁĞ͸§ƹŨŵƛƣ͸óďŵƹƱ͸tĞŪƱóş͸OĞóşƱŁ͸
$IWHUVKRRWLQJVPHQWDOLOOQHVVLVRIWHQEODPHGDVWKHFDXVH WKRXJKRQDYHUDJHPHQWDOLOOQHVVLVQRWDVLJQLILFDQWULVN IDFWRUIRUJXQYLROHQFH2QO\DPLQRULW\RIPDVVVKRRWHUVKDYH H[SHULHQFHGVHULRXVPHQWDOLOOQHVV

½ŁĞ͸vƹŨďĞƛƣ͸%ŵŪͬƱ͸jŇĞ͌

͸OĞóǑǘ͸¤ƛŇĐĞ͸Ʊŵ͸¤óǘ
*XQ9LROHQFHFRVWVWKH8QLWHG6WDWHVRYHU%LOOLRQHDFK\HDU $ERXWRIWKH1DWLRQDO*URVV'RPHVWLF3URGXFW
*'3

0RUHWKDQWZLFHWKHDPRXQWWKDWWKH8QLWHG6WDWHVVSHQWLQWKH86 'HSDUWPHQWRI(GXFDWLRQWRHGXFDWH\RXWKLQ
6RXUFH
%UDG\XQLWHGRUJ

½ŁĞ͸FŇŪóŪĐŇóş͸
ŵƣƱ͸Ňƣ͸GƛĞóƱ
,Q2DNODQG&$WKHUHKDYHEHHQDSSUR[LPDWHO\IDWDODQGQRQIDWDO VKRRWLQJVRYHUWKHSDVW\HDUV
7KHFRVWWRWD[SD\HUVLVRYHU%LOOLRQSHU\HDU
,I2DNODQGFRXOGUHGXFHLWVJXQYLROHQFHUDWHE\WKDWZRXOGUHVXOW LQRYHUDPLOOLRQVDYLQJVIRU&LW\*RYHUQPHQW
6RXUFH
1DWLRQDO&ULPLQDO-XVWLFH5HIRUP,QVWLWXWH

1,&-5

½ŁĞ͸§ĞóşŇƱǘ͸ŵĸ͸GƹŪ͸ÜŇŵşĞŪĐĞ͸ŇŪ͸ƱŁĞ͸į
(YHU\GD\WKH8QLWHG6WDWHVJUDSSOHVZLWKWKHGHYDVWDWLQJLPSDFWRI JXQYLROHQFH$FFRUGLQJWRWKH&HQWHUVIRU'LVHDVH&RQWURODQG 3UHYHQWLRQ
&'&
DQDYHUDJHRIRYHUOLYHVDUHFXWVKRUWE\JXQV
HDFKGD\7KLVVWDJJHULQJILJXUHUHYHDOVWKHPDJQLWXGHRIWKHSUREOHP DQGGHPDQGVRXULPPHGLDWHDWWHQWLRQ
%HKLQGWKHVHVWDWLVWLFVOLHKHDUWZUHQFKLQJVWRULHVRIKXPDQWUDJHG\(DFK LQGLYLGXDOORVWWRJXQYLROHQFHZDVVRPHRQH¶VFKLOGVLEOLQJSDUHQWRU IULHQG7KHULSSOHHIIHFWRIWKHVHGHDWKVH[WHQGVIDUEH\RQGWKHLPPHGLDWH YLFWLPVSHUPHDWLQJHQWLUHFRPPXQLWLHVDQGOHDYLQJVFDUVWKDWQHYHUIXOO\ KHDO
6RXUFH
/LYH)UHH86$

ŁóŪĹŇŪĹ͸%ŇƛĞĐƱŇŵŪƣ͸
0RUHRYHUJXQYLROHQFHQRWRQO\UREVLQGLYLGXDOVRIWKHLUOLYHVEXWDOVRLQIOLFWV ODVWLQJSK\VLFDODQGHPRWLRQDOWUDXPDRQVXUYLYRUV7KHVXUYLYRUVRIWHQIDFH VLJQLILFDQWFKDOOHQJHVLQFOXGLQJORQJWHUPPHGLFDOWUHDWPHQWUHKDELOLWDWLRQDQG SV\FKRORJLFDOVXSSRUW
7RWDFNOHWKLVFULVLVFRPSUHKHQVLYHDQGHYLGHQFHEDVHGVROXWLRQVDUHQHFHVVDU\ 7KLVLQFOXGHVLPSOHPHQWLQJVWULFWHUJXQFRQWUROPHDVXUHVHQKDQFLQJEDFNJURXQG FKHFNVDQGFORVLQJORRSKROHVWKDWDOORZILUHDUPVWRIDOOLQWRWKHZURQJKDQGV )XUWKHUPRUHDGGUHVVLQJXQGHUO\LQJLVVXHVVXFKDVPHQWDOKHDOWKDQG VRFLRHFRQRPLFGLVSDULWLHVFDQSOD\DFUXFLDOUROHLQSUHYHQWLQJDFWVRIYLROHQFH 6RXUFH
/LYH)UHH86$

ÄŪėĞƛƣƱóŪėŇŪĹ͸
ãŵƹƱŁ͸ÜŵŇĐĞƣ͸
́̄

ÝŁǘ͸ãŵƹƱŁ͸ÜŵŇĐĞ͸tóƱƱĞƛƣ͎
<RXWKYRLFHLVLPSRUWDQWEHFDXVHLWVXSSRUWV\RXQJSHRSOHWRKDYHDSRVWHULPSDFWDQG DIIHFWFKDQJHLQ\RXUFRPPXQLW\
6HH¶V<RXQJ3HRSOHDVYDOXDEOHDVVHWVDQGWKHSUREOHPVRIWKHFRPPXQLW\ 2IIHULQJPRUHUHVRXUFHVDQGHQJDJHPHQWRSSRUWXQLWLHVWR\RXQJSHRSOHZLOOEHQHILW WKHPE\JLYLQJWKHPPRUHWRROVDQGH[SHULHQFHVWREHVXFFHVVIXODGXOWV 3URYLGHVWKHRSSRUWXQLW\WRGHYHORSWKRXJKWIXOLQIRUPHGDQGFDULQJOHDGHUV

ãŵƹƱŁ͸ÜŵŇĐĞ͸óŪė͸GƹŪ͸ÜŇŵşĞŪĐĞ͸
,QFOXGLQJ\RXQJSHRSOHLQPHGLDFRYHUDJHDOORZVIRUSURSRVHGOHJLVODWLRQWRKDYH JUHDWHULPSDFWRQWKHDELOLW\WRWUDQVIRUPVSHFLILFODZVWKDWDUHGLVSURSRUWLRQDWHO\ KXUWLQJ*HQ=
7DONLQJWR\RXWKVWDNHKROGHUVFDQLPSURYHWKHFXUUHQWFRQYHUVDWLRQVDERXWJXQ FRQWUROEHFDXVHLWFDQKHOSSURPRWHDFRPSURPLVHEHWZHHQVWXGHQWVDQGWKHUHVW RIVRFLHW\
7KLVFRPSURPLVHFRXOGKHOSWRHQVXUHJXQVDUHVWRUHGLQUHJXODWHGDQGVDIHDUHDV DQGWKDWJXQRZQHUVGRQRWSXWLQQRFHQWOLYHVDWULVNLQDVFKRROHQYLURQPHQWDVD UHVXOWRIOD[XQUHJXODWHGJXQFRQWUROODZV
6RXUFH
&HQWHUIRU,QIRUPDWLRQ 5HVHDUFKRQ
&LYLF/HDUQLQJDQG(QJDJHPHQW
KWWSV
FLUFOHWXIWVHGX

½ŁĞ͸¤ŵǒĞƛ͸ŵĸ͸ãŵƹƱŁ͸ÜŵŇĐĞ
3URMHFWLRQVHVWLPDWHWKH8QLWHG6WDWHVZLOOEHKRPHWRDSSUR[LPDWHO\ PLOOLRQ\RXQJSHRSOHXQGHUDJHGXULQJWKHQH[WGHFDGH (QJDJLQJ\RXWKLQSROLF\GHYHORSPHQWDQGSURJUDPGHVLJQLVDQRSSRUWXQLW\WR HTXLS\RXQJSHRSOHZLWKVNLOOVDQGOHDUQLQJH[SHULHQFHV ,WLVDOVRDFULWLFDOHOHPHQWRIGHYHORSLQJHIIHFWLYHUHVSRQVLYHDQGHTXLWDEOH SURJUDPVDQGSROLFLHVZLWKWKHKHOSRI\RXQJSHRSOH¶VLQVLJKWVREVHUYDWLRQV DQGLQQRYDWLRQV
6RXUFH
3DWKZD\VWR5HVLOLHQFH

¯ŁóƛŇŪĹ͸ãŵƹƛ͸¯ƱŵƛŇĞƣ
+RZKDVJXQYLROHQFHRUYLROHQFHLQJHQHUDOLPSDFWHG\RXUOLIH" +RZGRHVYLROHQFHLPSDFW\RXUQHLJKERUKRRGRUWKHFRPPXQLW\DWODUJH" 'R\RXIHHOVDIHDWVFKRRORULQWKHFRPPXQLW\"
:KDWPHVVDJHZRXOG\RXVHQGWR3ROLWLFLDQV"
:KDWPHVVDJHGR\RXKDYHIRU6FKRRODQG&RPPXQLW\/HDGHUV" :KDWPHVVDJHZRXOG\RXVHQGWR/DZ(QIRUFHPHQW"
:KDWGR\RXZDQWSDUHQWVDQGDGXOWVWRNQRZ"

OĞóşŇŪĹ͸ƱŁĞ͸ÝŵƹŪėƣ͸ŵĸ͸GƹŪ͸ÜŇŵşĞŪĐĞ͸
*XLGHG-RXUQDOLQJ
7UDXPDRU&ULVLV1DUUDWLYHV
3RHWU\RU6SRNHQ:RUG
&RPPXQLW\0HDOV
<RXWK/HG3RGFDVW
7KHUDS\$UWRU*DUGHQLQJ
([HUFLVHDQG6SRUWV

¯ƱƛóƱĞĹŇĞƣ͸ƱŁóƱ͸
Ýŵƛś͸
́̅

¤ƛŵĹƛóŨƣ͸óŪė͸¤ŵşŇĐŇĞƣ͸ĸŵƛ͸
ŁóŪĹĞ
&RPPXQLW\YLROHQFHLQWHUYHQWLRQ
&9,
SURJUDPV
IRFXVRQUHGXFLQJKRPLFLGHVDQGVKRRWLQJVE\
HVWDEOLVKLQJUHODWLRQVKLSVZLWKSHRSOHDWWKHFHQWHU
RIJXQYLROHQFHLQRXUFRPPXQLWLHV
6RXUFH
/LYH)UHH86$

jŇǑĞ͸FƛĞĞ͈͸Ü
Ü͸óŪė͸vU
e§͸

ŵşşóďŵƛóƱĞ͸ŇŪ͸
ĞƛśĞşĞǘ͸
7KHQDWLRQDOQRQSURILW/LYH)UHHZLOOZRUNZLWKWKH0F*HH$YHQXH %DSWLVW&KXUFK9RLFHV$JDLQVW9LROHQFH3URJUDP%HUNHOH\-XQLRU -DFNHWVDQGWKH2DNODQGEDVHG1DWLRQDO,QVWLWXWHIRU&ULPLQDO-XVWLFH 5HIRUPWRWU\WRFXUEJXQYLROHQFHLQ%HUNHOH\
3DVWRU0LFKDHO0F%ULGHDQG3DVWRUKDYH0LFKDHO6PLWKKDYHEHHQ SXVKLQJWKH&LW\RI%HUNHOH\IRUDOPRVW\HDUVWRIXQGWKLVW\SHRI SURJUDP
%HUNHOH\-XQLRU-DFNHWV'LUHFWRU/RUHQ]R*UD\VRQSDUWQHUHGZLWK'U 6PLWKLQWRFUHDWH9RLFHV$JDLQVW9LROHQFHLQRUGHUWRSURYLGH PHQWRULQJDQGYLROHQFHSUHYHQWLRQSURJUDPVWRDWULVNWHHQDJHUV

½ŁĞ͸
ĞóƣĞǨƛĞ͸tŵėĞş
/LYH)UHHZLOOZRUNZLWK9RLFHV$JDLQVW9LROHQFHWR
VSHDUKHDGDPRGHOWKDWLQFUHDVHVFRPPXQLW\
HYHQWVDQGSROLFLQJLQDUHDVZLWKKLJKHUUDWHVRI
VKRRWLQJVVHQGFXVWRPQRWLILFDWLRQVWRWU\WR
GHWHUYLROHQFHDPRQJVWWKRVHDWULVNRI
FRPPLWWLQJLWVHQG³YLROHQFHLQWHUUXSWHUV´WR
FRQGXFWVWUHHWRXWUHDFKDQGFRQQHFWSHRSOHZKR
QHHGWKHPWRVRFLDOVHUYLFHV,QH[WUHPHFDVHVWKH
RUJDQL]DWLRQFDQUHORFDWHSHRSOHZKRPD\IHDUIRU
WKHLUOLYHV

͸§ĞƣĞóƛĐŁ͸%ƛŇǑĞŪ͸tŵėĞş
7KH1,&-5ZLOOFRQGXFWDQDO\VHVVLWHYLVLWV
UHYLHZVRILQGLYLGXDOVKRRWLQJVDQG
FRRUGLQDWLRQPHHWLQJVDQGZLOODOVRZRUNRQ
GHVLJQLQJWKHFXVWRPQRWLILFDWLRQVWUDLQLQJ
DQGRXWUHDFK

%ĞŨŵŪƣƱƛóƱĞė͸§ĞƣƹşƱƣ͸
³:HNQRZWKDWWKHVHFRPPXQLW\EDVHG
SDUWQHUVKLSVZRUN:HKDYHVHHQRWKHU
FLWLHV²LQFOXGLQJ2DNODQG6WRFNWRQDQG
5LFKPRQG²WKDWKDYHLPSOHPHQWHG
&HDVHILUHSURJUDPVVHHDWR
UHGXFWLRQLQJXQYLROHQFH´
0D\RU-HVVH$UUHJXtQ

GƹŪ͸ėĞóƱŁƣ͸óŨŵŪĹ͸Ä͇¯͇͸śŇėƣ͸
ŇŪĐƛĞóƣĞė͸̆́β͸ďĞƱǒĞĞŪ
̃́̂̊͸óŪė͸̃́̃̂
GƹŪ͸ėĞóƱŁƣ͸óŨŵŪĹ͸Ä͇¯͇͸
ĐŁŇşėƛĞŪ͸óŪė͸ƱĞĞŪƣ͸ƹŪėĞƛ͸̂̉
6RXUFH
3HZ5HVHDUFK&HQWHU
-RKQ*UDPOLFK

-â-§
U
-
¯

U
-́̆
$QWL9LROHQFHDQG$QWL2SSUHVVLRQ$FWLYLWLHVIRU
<RXQJ3HRSOH

UėĞŪƱŇƱǘ͸¯ŁŇĞşėƣ͸
±±ũƉȄˍˍʄʄȇȨǑȫ
ƳŇȑȬȎƋ˴ȒȒȢȝŇƋȓȈȭDzDzȢȒȒěěȠƶȎȮȏȏƖȟȟĹȇȀȫȚĹȓŇȫȈƿȓȢȜƿƿȓȡěljljȌȀȤȞȞǑƳƳȖȡȎȎljȇȞȲȲěƶȄ˓˓ ĹȇěȫȀĹȓȞȫũƿȓȈȜȜȢƿƿěěȃȈȬljȢȍȠǑȈƿȇȢȧŜŜȅŇȀȭȮƶŇŇȎȑȑȪȮěſȈȓȲˎˎƿȮȂȡȡěƿƿȁȄȢȧŜŜěěȏȄȫƿȨȍȍƖȟȟ ĹƖȋȎȫˎˎȚȚĸƖȎȊȊȥȨǫŇȑˎˎȀȀȬȢĸȋũȧŜŜȎȑȑȚȚȬǬũȌȦȄƶ˓˓0ȚȂȡȡƳŇȑȬȎƋ˴ȒȒȢȝŇƋȓȈȭDzDzȢȒȒǑȧȈƵȮŇŇȀȍȝȝ ƿȏŇȜȈȚſſȁŇȜȀȮƿŇŇȈȓȓȢȬȬƉěȃȄȄȮȩȩƖśśȃȈȴȞȫŇƋȓȓȜŤȀȑȚȜljŇȑȈȬljȢȂȬ˓˓ſȓȡƖȔŜȇȇȩȞƖƳȋȄȄȦȚDzDz ƿȇěȫȄȄĹȇȚȫěĹȓȄȫȢƿȓũȜƿˎˎȍȎȎȭǬȨȨũȃȄȧljȢȓũȄȬȬȚƶŇŇȄȗȚȜljȋȲȲljȇŇŇȬȀƉȞ˓ qěljȄȑȢěȥƿƿˍˍqěȑȤȄƶȒˎˎȩȚƳŇȑˎˎȦȀŜȚșũȧȄƿƿˡȨȏȭũȎƋȚȋˢˎˎȬĹũȒȬȎƶȒˎˎȠſǑȄ ŇŜȈȍˍ¸ȧĿȞȑȬljěȍȝȈƋȆȆȭŤȞȞȌěȧDzDzȀȒȩȞĹȓȬȬƖśśȘȎȮȫȫƖǬȍȍȈȝȞƋȓũȭDzˎˎȀȋȨȧŜŜȖũȭŤŤȓȡȄȄ ũĿȄȍȭȢljũȄȒȒȨȟȟDzƖȔȑȑȟȞſȋƖȰȰƿȓȔȝȞƋȓȓȜſǑȁȁȦȄƉȁȞȫƿˎˎũȒȒȎȧȞȞƿȓȫěljȄȆȲȲljȨȨȌƖȫȄȄśȮȋȥDzDz ěƳȏȫȄĹȢěȓȄȄȭŤȞȞȏƖȰȄƶƶȨȅȅũȧĿȈȕȢȝǑȀſȒȒȚȧĿĿƖȅȅȭŤȄȄȆȫȨǑƳ˓˓

§ŵŵƱ͸
óƹƣĞƣ͸ŵĸ͸ÜŇŵşĞŪĐĞ͸
±±ũƉȄˍˍʅʅȇȨǑȫƿ
›ěƶȓȈȜȢƳěȍȭƿƿȖȈȥſſȮȒŇŇȫȄƿȞěȑȜŤŤȀȍȝȝljȇȞũȫȫȎǬȍȍȞȱƳŇȑȈȞȧĹŇŇȓȎȎ ǑƋȂȎȯȞƶƶȓȡŇŇƶȎȨȓȓȜěȔƿȞȒȒƖȟȟǫȈȨȋŇȧĹȄȄȚȒȒěěȬȎĹȢŇȓȀȥȥȢƿȒǑȄ˓˓ ›ěƶȓȈȜȢƳěȍȭƿƿȖȈȥſſȚȋȬƖƖſȄȚȑȧȧljƖƖȔȒȞȞȭŤŇŇžȎȨȓȓéěȔȬȞȞĔƶŇȄȄȚȒȒěěȦȎĿȞȋȋ ljƖƖȅȫȀƉȞȞěȍȝȝȔƋȃȞȫƿȓěȧĿĿȓȡȄȄȢƿȒǑȄȬȬȨśśȘƖȔȭŤˎˎȂȨȦƉǑȍȈȭDzDzȚȍȝȝŜǑȍȍ ǫũȎȋȞȧĹŇ˓
qěljȄȑȢěȥƿˍˍ›ȀȏȞȫˎˎƳŇȍȬˎˎqȀƶȊȞȫƿˎˎbƖȔȑȧȚſȒȒÙƖȔúȮĸŇŇĖȈȃȞƖȬˎˎžȎȨljlj ěȔƿȞȞúȑŇȄ

½ŵƣƣŇŪĹ͸ƱŁĞ͸¯ƱŵŪĞƣ͸ŵĸ͸ÜŇŵşĞŪĐĞ͸
±ũƉȄˍˍʄʄȇȨǑȫ
qěljȄȑȢěȥƿˍˍžȈȕȞȫȫùljƖȍȄȬˎˎƳȨȒȭŇƶƶȏȀȢȧljȒˎˎ›ȥěƿȓȈȜȜȮĹȊŇȭˎˎ›ȀȢƋȓȓóěȫżȄȑȬ ›ƶŇȏȀȫȚljũȎȍˍˍ0ȱƳȋěȈȧȧŤȨȖȖȬljƖȍȄȬȬĹȚȍȍȡěƶȌȌȔȬȬȚƋȃȃěȥƿȎȎȁȞȞȬDzȌțƖſȒȒȎȟȟljȇȢȧŜȒȒȭŤěȓȓ ĹěȍȍȝȎȎŤȚȑȦ˓˓±ŤŇŇȒȭȎƋȞȒȒƖȟȟŤȔȑȭśȮȋȋȰƖƶȃȬˎˎljȇŇŇȬljȎȍȞȬȬƖśśȕȈȨȥŇƋȂȄˎˎȭŤȞȞȒȭƖƋȄȒȒȨȟȟ ěĸȔȒȞˎˎȭŤŇŇȒȭȎƋȞȒȒƖȟȟƶȀȂȢȬƉˎˎȒŇȱȈƿȌȌȨȫȫŤƖȌȎȩŤȨȁũȀȀȜȚƋƋěȋȥȥĿȎȎȌȮȜŤŤȇěȫƉ˓ ȹŇƶƶȄȍȜȨǑƋȓȄȫȢƋȆȆȩěƶȓȈȜȢƳěȍȭƿƿȓȎȎȰƶȢȓŇŇȭŤȈȍȠƿƿȨȍȍȭŤŇŇȒȭȎƋȞȒȒȭŤěȓȓȦȀDzDzȇȚȯŇŇĸȄȞȍȍ ŤǑȑȭśȔȋȋȭȨȨljȇŇȦȦȎƶƶȨȓȡŇƶȒˎˎȄȚȜŤŤȏěȫljȈȂȢȩěƋȓȓȝƶȎȏȬȬljȇȞũȫȫƿȓȎȧȞƿƿũȍȍȭŤȄȄȁȮȜżŇȓȓȷȥſȄȃȃ ǬũȓȡȡǬȀȓȞȫȫěƿƿȒȲƉȁƖȥȥȎśśȓȨȬƿũȍȠȠljȇȄȄȬljȨȍŇȬȬȀǬȚȘ˓ ±ŤŇŇȏȀȫljȢȂũȩȀƋȓȬȬljȇŇȧȧljȀȊȞȞěȥſſȓȡȄȄƿȓȨȧŇƿƿȈȍȍȭŤȞȞȁǑȜżȄȓ˴˴ȚȧĿĿȏȥěĹȄȄȓȡȞƉƉěěȒȩȀĹȞȞũȍȍ ljȇŇŇȠȀƶȃȞȧȧěƿƿȀȀȷȍȚȥȥěĹȓȓȎȟȟŤȞěȋȈȧŜŜȚȍȝȝƶŇȒȈȬljȚȍȜŇŇ

ƘƘƛĞƣƣŇŵŪ͸
ŇƛĐşĞƣ
qěljȄȑȢěȥƿˍqȀȑȤȞƶȒˎȩŇƋȒˎDȥũƳ˩éȇȀȫljȒˎ ũȫĹȋȄ&ȢěȠƶȀȌȬ ›ƶŇȏȀȫȞljȇŇȟſȈȏ˩ȜŤȚȑȭũƋȀȃȯȚƋȂŇȰȈljȇȷȯȞĹƖȍȜȄƋȓȫȢĹȂũȫĹȋȄȬ˓fȚĸŇȋȭŤȄȂȢȫĹȋŇȬˎśȑȎȦ ƿȌěȥſȄȒȭljȨȋěȫŜȄȒȭˎȚƿȓȡŇDzȀȏȩȞěƶȀȁȨȯŇˍȈƋȓȞȫƋěȋˎȈȧĿȢȕũȝȔȚſˎȆȫƖȔƳˎȂȨȦƉǑȍȈȭDzȚȍȝ ũƋȒȭȈljȮȓũȎȧ˓0DZȏȥěȈƋȖȡȚljŇȀȂȡĹȢȑȜſŇȌȄȚȧƿˎěȍȝȀƿȊȭŤȞȆȫƖȔƳȓȨȠũǫȄȚȃȝũljȈȨȍěȥ ŇDZȀȌȩſȞȒƖȟȄȚĹȇȟƖƶȌȎȟȨƳȏȫŇƿȒȈȨȧˍRƋȓŇȫƋȀȋȢȳŇĿȎȏȩƶȞȒȬũȎƋȢȒȭŤŇȏȫȎĹȞȒȬĸȘȰŤũȂȡ ƳŇȎȏȥȞǬȇƖȀȫȞljȇŇȭȀƶȆȞȭƿƖȅȎȩƳȑȞȬƿũȎȍțȞŜũȍȭȎĸȞȋũȄȯȞljȇŇȩƶȄȉȮȝũĹȄȒȝȢƶŇȂȭȄĿ ěŜȀȢȍȬljȓȡŇƉ˓0ȗȀȦƳȋȞˍȝŇȀśȌȚȧljȇũȧżȒȭŤěȓȡȄĿȞȒŇȫǫȄȒȭȨĸŇȓȫȄȚljŇȃȩȎȨƶȋȲ ĸŇȂȀȮȬŇŤȄȢȒȝŇȀś˓
RƋȃũȯȈĿȮěȋȎȩƳȑȞȬƿũȎȍȨȜĹǑȑȬĸȄȓȰȞŇƋȏȄȨȩſŇȈȍȨȧŇ˩ȎƋ˩ȨȍŇȈȧljȞȑěȜljȈȨȍȬ˓0DZěȌȩſȄˍ ſěȍȝſȎȑȝƶȞȅǑȬȄƿȓȨȫŇƋȓȀȧȚƳěȑȭƉȄȍȭljȨěȏȫȎƿȏȞȜljũȕȄȭȞƋěȍȭĸȄȂȚǑȬȄȨśȓȡŇljȄȍȚȧlj˴Ȓ ƶěȂȄˎȠȞƋȃŇȫȎƶȒȞȱǑȀſȨȑũȄȧljȚȓũȎȧ˓
EƶƖȔȏȨȩƳȑŇȬƿȈȨȍũȬȎƳȏȫȞƿȒũȎȧȚƳŇȑȬȎƋȅȞŇȥƿȖȈȭŤȢȍěȠƶȎȮȏƖȟƳȄȨȏȥŇ˓0DZȀȌȩſȞˍ ŜȑƖȔȩȨśȅȫũȄƋȃȬƉȚȊŇȬƳȋȀȧƿȓȨȭěżȄȚȓȫũƳȓȎȠȞljȇŇȫǬȈȓȡȨǑljȑȄȜȨŜȍũȳȈƋȆȭŤȚȓƖȧȄ ƉŇȌțȄƶȨȅȭŤŇȆȫȎȮƳȂěȧƋȎȓȚȴƖȫĿȓȎȩȚƶȓũȜȈƳȚȓŇ˓

tŵĐś͸½ŵǒŪ͸Oóşş͸tĞĞƱŇŪĹ͸
±ũƉȄʌʃqȢƋǑȓȄȬ
qěljȄȑȢěȥƿˍDȋũȩ˩éŤȀȑȭƿˎqěȑȤȄƶȒˎ›ȞȧƿˎúƖȖȧĈȀſȋMȚȧĿƖȔȓȬ RƋȓȫƖĿȔȂȞȭŤŇȀȂȭȢǫũȓȲĸȘŇȱƳȋȀȢȧũƋȆȭŤȄȢȌȩƖƶȓȀȧĹȞƖȅȜȈǫȢȂ˩ŇȧŜȀȆȞȦŇƋȓȀȧĿȇȨȰ ĹũȕȈȜ˩ƳȚȑȭũĹȈȏȚȭũȎƋȢȒȜƶǑȂȈȚȥũƋȃȄȚȥũƋȆȰȈljȇȝȢȴŇƶȄȍȭljȘȩŇȎśȢȒȬǑȄƿȢȍƖȔȫƿȨȂũȄȭDz˓ÒȢƖȋȄȧĹȞˎȕƖȭȈƋȆ ƶũȆȡljȒˎȩǑĸȋȈȜŤȞěȋȭŤˎȄȂȨȧƖƉȈȂȬˎƶȚȂũȬƉȀȍȝĹȋȢȦěljȄȂȡȚƋȆŇȀȫȞŹǑȒȭȀśȞȖƖȟljȇȄȢȬƿǑȄȒȭŤȚȓ ũƋȕȎȥǫȞěȍȝƶȄȐȮũȫȄĹȢȕũȜ˩ȄƋȆȚȠŇƉȄȍȭȢƋěȃȄȦȨĹȑěȭȈĹȒȨȜũȄljȘ ›ěƶȓȈȜȢƳěȍȭƿȀȑȞěȬƿȈȆȧȞĿȑƖȥȄƿȁȚȬŇĿȎȍȭŤȞ± ƖȖȧîȀſȋĈȚȧĿƖȔȓȬ˓›ȚƶȓũȜȈƳȚȍȭƿěȑȄȞȧĹƖȔȑȚȠŇĿȓȎ ěƶȆȔȞěȧĿȃȄțȚljŇȁȀȬȞĿƖȍȭŤȄȢȑěȬƿȈȆȧȞĿȑƖȥȄƿȑȞȠěƶȃȥȄƿȒȨȟŤƖȖȭŤȄȘȚȠƶŇȄȨȑȝũƿȀȆȫȞŇ˓ʈŤȄ ƳǑȑȩȎƿȞƖȅȭŤȄȞȗŇȫĹȈȒȞũȬȀƿȂȞȫljěȈȍȡȨǬȃũȯȄƶȒȞȩŇȎƳȋȞȦěDzȇȎȥĿȃȢȴŇȫȄƋȓȯȢŇǬȒȀȧĿȢȍȭŇƶȄȒȭƿȨȍ ěƳȀȑȭȢĹǑȋȀȫƿȮȁȣŇĹȓȰŤȈȂȡȢƉȏěȜljȒȭŤŇȄȍȭȢƶŇȂȎȦƉȮȍũȭDz˓±ȇŇȠƶȎȮȏũȬȄƋȂȨǑȫȀŜȞȃȭƖǬȎȑȤ ljƖȆȄȭŤȞȑȭƖȷƋȃȭŤŇȁȄȬljȒȨȥǑljȈȨȍȭƖljȇȄȢȬƿǑȄȁȞȟƖƶȄȓȡȞƉ˓ ȹŇƶȓȡȄȞDZŇȑȜȈƿȞȂƖȧĹȋȔȝȞƿȏěȫljȈȂȢȩěƋȓȬƿȏŇȧĿȓȈȦȞƶŇȅȥȄĹȓȢȧŜěȍȝĿȈȒȜȮƿȒũȧŜȓȡȄȞDZȏŇȫȈȞƋȂŇȀȧĿ ŤƖȖȭŤȄȒȞũȬƿȔȞȒũȦƳȀȂȭȨǑƶȃȀȢȥDzȋũȯȄƿȚȍȝǬȇȲĹũȕȈȜ˩ȞƋȆěȠȄƉȞȍȭũƿȍȄȜȞƿȒěȫDzȈȍȨǑȫ ĹƖȌȦȔƋȢȓũȄȬ˓

ttÄvU½ã͸ÜUj-v
-͸
¦Ä-¯½Uvv
U§-͸
½ĞóŨ͸̂ ½ĞóŨ͸̃ ½ĞóŨ͸̄
¦̂
¦̃
¦̄
¦̅
¦̆
%ŵ͸ǘŵƹ͸śŪŵǒ͸ǒŁŵ͸Ňƣ͸ó͸
ǑŇĐƱŇŨ͸ŵĸ͸ĹƹŪ͸ǑŇŵşĞŪĐĞ͸͎
$ <HV
% 1R
& 1RW6XUH& 1RW6XUH
GƹŪ͸óƛĞ͸ŪĞĐĞƣƣóƛǘ͸ĸŵƛ͸
ƘƛŵƱĞĐƱŇŵŪ͸ŇŪ͸Ũǘ͸
ŪĞŇĹŁďŵƛŁŵŵė͸
ĞŇĹŁďŵƛŁŵŵė
$ <HV
% 1R
& 1RW6XUH
¦Ä-¯½Uvv
U§-6$03/(48(67,216

½ŁóŪś͸ãÄ͌
¤ĞóĐĞ͸Ňƣ͸¤ŵƣƣŇďşĞ͌͸

Summer Jam

dŚĞĞƌŬĞůĞLJzŽƵƚŚůƚĞƌŶĂƟǀĞƐ;zͿ^ƵŵŵĞƌ:ĂŵƉƌŽŐƌĂŵŽīĞƌĞĚĂǁŝĚĞƌĂŶŐĞŽĨĂĐƟǀŝƟĞƐĨŽƌƚŚĞ ƉĂƌƟĐŝƉĂƟŶŐLJŽƵƚŚ͘dŚĞƐĞĂĐƟǀŝƟĞƐŝŶĐůƵĚĞĚŶĂƚƵƌĞǁĂůŬƐ͕ƉŽĞƚƌLJ͕ƐŽĐĐĞƌ͕ďĂƐŬĞƚďĂůů͕ƉŚŽƚŽŐƌĂƉŚLJ͕ ďƵƩŽŶŵĂŬŝŶŐ͕ƉƌĞƐĞŶƚĂƟŽŶƐĨƌŽŵƚŚĞ
ĐŽůŽŐLJĞŶƚĞƌ͕ĂƌƚƚŚĞƌĂƉLJ͕ĐŚĞƐƐ͕ŐĂƌĚĞŶŝŶŐ͕ĚĂŶĐĞ͕ŵƵƐŝĐ͕ ŚĞĂůƚŚǁŽƌŬƐŚŽƉƐ͕ůĂǁŶďŽǁůŝŶŐ͕ĂƌƚƐĂŶĚĐƌĂŌƐ͕ĂŶĚƐǁŝŵŵŝŶŐĂƚƚŚĞtĞƐƚĂŵƉƵƐƉŽŽů͘/ŶĂĚĚŝƟŽŶƚŽ ƚŚĞƐĞĂĐƟǀŝƟĞƐ͕ƚŚĞLJŽƵƚŚĂůƐŽƚŽŽŬƉĂƌƚŝŶŵƵƐŝĐĐůĂƐƐĞƐ͕ǀŝƐŝƚĞĚƚŚĞ^ƚƌĂǁďĞƌƌLJƌĞĞŬ>ŽĚŐĞĂŶĚƚŚĞ ůŝďƌĂƌLJ͕ĂŶĚƐƉĞŶƚĐƌĞĂƟǀĞƟŵĞĂƚƚŚĞtĞƐƚĂŵƉƵƐ>ŝďƌĂƌLJ͘dŚĞLJĂůƐŽǁĞŶƚŽŶǁĞĞŬůLJĮĞůĚƚƌŝƉƐƚŽ ƉůĂĐĞƐůŝŬĞƚŚĞ>ĂǁƌĞŶĐĞ,ĂůůŽĨ^ĐŝĞŶĐĞ͕WŝĞƌϯϵ͕ƚŚĞDŝƌƌŽƌDĂnjĞ͕ĂŶĚƚŚĞDK,ŚŝůĚƌĞŶΖƐƌƚ DƵƐĞƵŵ͘ dŚĞƉƌŽŐƌĂŵĂůƐŽŝŶĐůƵĚĞĚǁĞĞŬůLJ'ŝƌůΖƐ ĂŶĚŽLJΖƐ'ƌŽƵƉŵĞĞƟŶŐƐůĞĚďLJzΖƐĐŽƵŶƐĞůŽƌƐ͕ ǁŚĞƌĞĞdžƉƌĞƐƐŝǀĞĂƌƚƚŚĞƌĂƉLJƐĞƐƐŝŽŶƐǁĞƌĞŚĞůĚ͘&ƵƌƚŚĞƌŵŽƌĞ͕ƚŚĞƉƌŽŐƌĂŵĐŽůůĂďŽƌĂƚĞĚǁŝƚŚǀĂƌŝŽƵƐ ĐŽŽƌĚŝŶĂƚŽƌƐƚŽŽīĞƌĂĚŝǀĞƌƐĞĂƌƌĂLJŽĨĂĐƟǀŝƟĞƐ͕ĞŶĐŽŵƉĂƐƐŝŶŐĂƌƚƚŚĞƌĂƉLJ͕ŶĂƚƵƌĞǁĂůŬƐ͕ŐĂƌĚĞŶŝŶŐ͕ hĞĂůƚŚǁŽƌŬƐŚŽƉƐ͕ŐĂŵĞƐ͕ŐƌŽƵƉĐŽƵŶƐĞůŝŶŐƐĞƐƐŝŽŶƐ͕ĚĂŶĐĞ͕ƉŚŽƚŽŐƌĂƉŚLJ͕ŵƵƐŝĐ͕ĐŽŽŬŝŶŐ͕ďĂƐŬĞƚďĂůů͕ ĂŶĚƐŽĐĐĞƌ ͘dŚĞƉƌŽŐƌĂŵĂůƐŽƉƌŽǀŝĚĞĚǁŽƌŬƐŚŽƉƐŽŶŚĞĂůƚŚLJŚĂďŝƚƐĂŶĚŽŶĞ-to-ŽŶĞůŝƚĞƌĂĐLJƐƵƉƉŽƌƚ ƚŚƌŽƵŐŚƚŚĞh/>ƉƌŽŐƌĂŵ͘ĚĚŝƟŽŶĂůůLJ͕ƚŚĞƉƌŽŐƌĂŵĐŽŽƌĚŝŶĂƚĞĚǁŝƚŚƚŚĞĂƌĞĞƌĞǀĞůŽƉŵĞŶƚĞŶƚĞƌ ;ͿŽŶLJŽƵƚŚŝŶƚĞƌŶƐŚŝƉƐĂŶĚĚŝƐƚƌŝďƵƚĞĚŚĞĂůƚŚLJďĂŐƐŽĨĨŽŽĚƚŽƚŚĞƉĂƌƟĐŝƉĂŶƚƐ͘ KǀĞƌĂůů͕ƚŚĞ^ƵŵŵĞƌ :ĂŵƉƌŽŐƌĂŵƌĞĐĞŝǀĞĚƉŽƐŝƟǀĞĨĞĞĚďĂĐŬ͕ǁŝƚŚŶŝŶĞƚLJ-ƐŝdžƉĞƌĐĞŶƚŽĨƉĂƌƟĐŝƉĂŶƚƐĞdžƉƌĞƐƐŝŶŐƐĂƟƐĨĂĐƟŽŶ ǁŝƚŚƚŚĞƐĞƌǀŝĐĞƐƌĞĐĞŝǀĞĚ͘

PROGRAM SATISFACTION SURVEY
YƵĞƐƟŽŶ ^ƚƌŽŶŐůLJ
ŝƐĂŐƌĞĞ ŝƐĂŐƌĞĞ EĞƵƚƌĂů ŐƌĞĞ ^ƚƌŽŶŐůLJ
ŐƌĞĞ
ŽĞƐ
EŽƚ
ƉƉůLJ
/ŽEŽƚ
hŶĚĞƌƐƚĂŶĚ
This
YƵĞƐƟŽŶ
dŽƚĂůEƵŵďĞƌ
ŽĨƌĞƐƉŽŶƐĞƐ
ϭ͘/ĂŵƐĂƟƐĮĞĚǁŝƚŚƚŚĞƐĞƌǀŝĐĞƐ
/ŚĂǀĞƌĞĐĞŝǀĞĚĨƌŽŵƚŚŝƐ
ƉƌŽŐƌĂŵ
Total 0 0 1 5 17 0 0 Ϯϯ
Ϯ͘dŚŝƐƉƌŽŐƌĂŵΖƐƐƚĂīƚƌĞĂƚĞĚ
ŵĞǁŝƚŚƌĞƐƉĞĐƚ͘ Total 0 0 2 ϯ 18 0 0 Ϯϯ
ϯ͘dŚŝƐƉƌŽŐƌĂŵŚĞůƉĞĚŵĞŵĂŬĞ
ƉƌŽŐƌĞƐƐƚŽǁĂƌĚƐŵLJŐŽĂůƐ͘ Total 0 1 2 6 12 2 0 Ϯϯ

4. dŚŝƐƉƌŽŐƌĂŵŵĞƚŵLJŶĞĞĚƐ͘ Total 0 0 0 ϵ 12 2 0 Ϯϯ

Counseling

dŚĞŽƵŶƐĞůŝŶŐĞƉĂƌƚŵĞŶƚĂƚĞƌŬĞůĞLJzŽƵƚŚůƚĞƌŶĂƟǀĞƐ;zͿƉƌŽǀŝĚĞƐƐƵƉƉŽƌƚƚŽŚĞůƉĐůŝĞŶƚƐ ŵĂŶĂŐĞĂŶdžŝĞƚLJĂŶĚŶĞƌǀŽƵƐŶĞƐƐďLJƚĞĂĐŚŝŶŐĐŽƉŝŶŐƐŬŝůůƐ͘dŚĞLJƵƐĞǀĂƌŝŽƵƐƚŚĞƌĂƉĞƵƟĐŝŶƚĞƌǀĞŶƟŽŶƐƚŽ ŚĞůƉĐůŝĞŶƚƐƌĞĐŽŐŶŝnjĞƚŚĞƉĂƌĂĚŽdžŝĐĂůŶĂƚƵƌĞŽĨƚŚĞŝƌƚŚŽƵŐŚƚƉĂƩĞƌŶƐƌĞůĂƚĞĚƚŽƚŚĞŝƌĨĞĂƌƐĂŶĚ ƐƵďƐĞƋƵĞŶƚƉĞƌĨŽƌŵĂŶĐĞ͘dŚĞĐŽƵŶƐĞůŽƌƐǁŽƌŬǁŝƚŚzΖƐĂŌĞƌƐĐŚŽŽůƌĞŚĂďŝůŝƚĂƟŽŶƐƉĞĐŝĂůŝƐƚƚŽ ŝŶƚĞŐƌĂƚĞĞǀŝĚĞŶĐĞ-ďĂƐĞĚŵŝŶĚĨƵůŶĞƐƐƉƌĂĐƟĐĞƐŝŶƚŽƚŚĞǁĞĞŬůLJŽLJƐΖĂŶĚ'ŝƌůƐΖ'ƌŽƵƉƐ͘dŚĞƐĞǁĞĞŬůLJ ŵĞĞƟŶŐƐĂƌĞĂůƐŽŽƉĞŶƚŽzΖƐŽƵŶƐĞůŝŶŐĐůŝĞŶƚƐĂŶĚƉĂƌƟĐŝƉĂŶƚƐŝŶz’Ɛ^ƵŵŵĞƌ:ĂŵƉƌŽŐƌĂŵ͘ &ƵƌƚŚĞƌŵŽƌĞ͕ƚŚĞĐŽƵŶƐĞůŽƌƐƉƌŽǀŝĚĞĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐĞƌǀŝĐĞƐƚŽƉĂƌĞŶƚƐŽĨLJŽƵƚŚĂŶĚĂĚƵůƚĐůŝĞŶƚƐƚŽ ůŽĐĂƚĞĐŽŵŵƵŶŝƚLJƌĞƐŽƵƌĐĞƐƌĞŐĂƌĚŝŶŐũŽďƉůĂĐĞŵĞŶƚ͕ĞĚƵĐĂƟŽŶĂůŽƉƉŽƌƚƵŶŝƟĞƐ͕ĂŶĚƚŚĞƌĂƉĞƵƟĐŐƌŽƵƉ ĂŶĚĨĂŵŝůLJƐƵŵŵĞƌĂĐƟǀŝƟĞƐ͘dŚĞĐŽƵŶƐĞůŝŶŐƐĞƌǀŝĐĞƐŝŶĐůƵĚĞƐƵƉƉŽƌƚǁŝƚŚŝŶĚŝǀŝĚƵĂůƌĞŚĂďŝůŝƚĂƟŽŶ ĨŽĐƵƐĞĚŽŶŝŶƚĞƌǀŝĞǁŝŶŐƐŬŝůůƐĂŶĚƚĞĐŚŶŝƋƵĞƐ͕ƉƌŽĨĞƐƐŝŽŶĂůĐŽŵŵƵŶŝĐĂƟŽŶ͕ĐŽƉŝŶŐƚĞĐŚŶŝƋƵĞƐ͕ĂŶĚ ƐƚƌĞƐƐĂŶĚĂŶdžŝĞƚLJŵĂŶĂŐĞŵĞŶƚ ƟƉƐ͘ĞƐŝĚĞƐƚŚĞƌĂƉĞƵƟĐƐĞƌǀŝĐĞƐ͕ƚŚĞĐůŝŶŝĐŝĂŶƐƉƌŽǀŝĚĞĐĂƐĞ ŵĂŶĂŐĞŵĞŶƚƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐůŝŶŬĂŐĞƚŽĐŽŵŵƵŶŝƚLJƌĞƐŽƵƌĐĞƐĂŶĚŽƚŚĞƌƐĞƌǀŝĐĞƉƌŽǀŝĚĞƌƐƚŽŵĞĞƚƚŚĞ ǀĂƌŝŽƵƐŶĞĞĚƐŽĨƚŚĞĨĂŵŝůLJ͘dŚĞĐŽƵŶƐĞůŽƌƐĂůƐŽƐƵƉƉŽƌƚLJŽƵŶŐĂĚƵůƚĐůŝĞŶƚƐǁŝƚŚĨƵƚƵƌĞƉůĂŶŶŝŶŐĂŌĞƌ ŚŝŐŚƐĐŚŽŽů͕ŝŶĐůƵĚŝŶŐƉƌĞƉĂƌŝŶŐĨŽƌĐŽůůĞŐĞ͕ŵŽǀŝŶŐƚŽĂŶĞǁƌĞƐŝĚĞŶĐĞ͕ůŝǀŝŶŐŝŶĚĞƉĞŶĚĞŶƚůLJ͕ƐƚĂƌƟŶŐĂ ŶĞǁũŽď͕ĂŶĚƐĞƉĂƌĂƟŶŐĨƌŽŵƵŶŚĞĂůƚŚLJƌĞůĂƟŽŶƐŚŝƉƐ͘EŝŶĞƚLJ-ĞŝŐŚƚƉĞƌĐĞŶƚŽĨƚŚĞĐŽƵŶƐĞůŝŶŐ ƉĂƌƟĐŝƉĂŶƚƐƌĞƐƉŽŶĚĞĚƚŚĂƚƚŚĞzŽƵŶƐĞůŝŶŐƉƌŽŐƌĂŵŚĞůƉĞĚƚŚĞŵŵĞĞƚƚŚĞŝƌŶĞĞĚƐ͕ǁĞƌĞƐĂƟƐĮĞĚ ǁŝƚŚƐĞƌǀŝĐĞƐƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞƉƌŽŐƌĂŵ͕ƚŚĞƉƌŽŐƌĂŵƐƚĂīƚƌĞĂƚĞĚƚŚĞŵǁŝƚŚƌĞƐƉĞĐƚĂŶĚ ŚĞůƉĞĚƚŚĞŵ ŵĂŬĞƉƌŽŐƌĞƐƐƚŽǁĂƌĚƚŚĞŝƌŐŽĂůƐ͘

PROGRAM SATISFACTION SURVEY
YƵĞƐƟŽŶ ^ƚƌŽŶŐůLJ
ŝƐĂŐƌĞĞ ŝƐĂŐƌee EĞƵƚƌĂů ŐƌĞĞ ^ƚƌŽŶŐůLJ
ŐƌĞĞ
ŽĞƐ
EŽƚ
ƉƉůLJ
/ŽEŽƚ
hŶĚĞƌƐƚĂŶĚ
This
YƵĞƐƟŽŶ
dŽƚĂůEƵŵďĞƌ
ŽĨƌĞƐƉŽŶƐĞƐ
ϭ͘/ĂŵƐĂƟƐĮĞĚǁŝƚŚƚŚĞ
ƐĞƌǀŝĐĞƐ/ŚĂǀĞƌĞĐĞŝǀĞĚĨƌŽŵ
ƚŚŝƐƉƌŽŐƌĂŵ͘
Total 1 0 0 14 39 0 0 54
Ϯ͘dŚŝƐƉƌŽŐƌĂŵΖƐƐƚĂīƚƌĞĂƚĞĚ
ŵĞǁŝƚŚƌĞƐƉĞĐƚ͘ Total 1 0 0 8 45 0 0 54

3. dŚŝƐƉƌŽŐƌĂŵŚĞůƉĞĚŵĞŵĂŬĞ
ƉƌŽŐƌĞƐƐƚŽǁĂƌĚƐŵLJŐŽĂůƐ Total 1 0 0 22 31 0 0 54
ϰ͘dŚŝƐƉƌŽŐƌĂŵŵĞƚŵLJŶĞĞĚƐ Total 1 0 0 21 32 0 0 54

SERVICE MEASURES

&z^ĞƌǀĞĚϮϬϮϯ-2024
Service Measures
Total Units
ŽĨ SĞƌǀŝĐĞ
;hK^Ϳ
Total EƵŵďĞƌ
ŽĨĞƌŬĞůĞLJ
ZĞƐŝĚĞŶƚ
Clients
Y ηŽĨŐƌŽƵƉ
ĐŽƵŶƐĞůŝŶŐƐĞƐƐŝŽŶƐ 903 29
Y ηŽĨŝŶĚŝǀŝĚƵĂů
ĐŽƵŶƐĞůŝŶŐƐĞƐƐŝŽŶƐ 1,611 54

APPENDIX H
Gun Violence Intervention and Prevention Program Supporting Documents

Gun
Violence
Intervention and
Prevention
Program
ABOUT:

The Gun Violence Intervention and Prevention
Program (GVIPP) in Berkeley, part of the
"Reimagining Public Safety" initiative, aims to reduce
gun violence through community engagement,
strategic collaborations, evidence-based methods,
and a four-pronged approach, supported by a $2M
budget for a two-year pilot, launching in October ‘24.

PROGRAM MODEL:

Place-Based Interventions
Focus on high-shooting areas with coordinated
policing and community activities.

Custom Notifications
Deliver deterrence messages to individuals at risk
through community and law enforcement
partnerships.

Street Outreach
Engage violence interrupters to prevent conflicts
and promote peace in the community.

Social Services
Provide support and resources to at-risk
individuals through service referrals.

THE CITY OF BERKELEY
FOR MORE INFORMATION:

Email:

[email protected]
Phone:
(510) 981-7007
COMMUNITY PARTNERS:

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
June 25, 2024
To: Honorable Mayor and Members of the City Council
From: Dee Williams-Ridley, City Manager
Submitted by: Carianna Arredondo, Assistant to the City Manager, City Manager’s Office Subject: Contract: Live Free USA for Gun Violence Intervention and Prevention Program: Custom Notification and Street Outreach Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a contract and any amendments with Live Free USA (Contractor) to design, implement, and assess the Custom Notification and Street Outreach Services component of the City of Berkeley’s Gun Violence Intervention and Prevention Program for a two-year pilot, in an amount not to exceed $2,000,000 ($1,000,000 per fiscal year).

FISCAL IMPACTS OF RECOMMENDATION
The $2,000,000 contract will be funded through the General Fund (Fund Code: 011-21- 201-000-0000-000-412-612990). The contract term begins July 1, 2024 through July 1, 2026 ($1,000,000 per fiscal year). Initial disbursement will consist of an upfront mobility percentage cost followed by subsequent invoicing.

CURRENT SITUATION AND ITS EFFECTS
The Reimagining Public Safety initiative is a Strategic Plan Priority Project, advancing our goal to create a resilient, safe, connected, and prepared city. In alignment with this initiative, the City of Berkeley issued a Request for Proposals (RFP) to engage an organization that will execute custom notifications and street outreach for the City’s two- year pilot Gun Violence Intervention and Prevention Program. The chosen vendor will work in partnership with the City to develop, implement, and evaluate the Custom Notification and Street Outreach services component of the program, with a budget not exceeding $2,000,000 over two years ($1,000,000 per fiscal year).

The City Council approved the formal bids and solicitation request for Specification No. 24-11659-C at the March 12, 2024, City Council meeting. The RFP was then posted on the City's Bids and Solicitation site on March 20, 2024. A Bidder’s Conference took place on April 5, 2024, with responses to inquiries subsequently made available on the City’s website on April 10, 2024. The deadline for proposal submissions was April 16, 2024, resulting in two complete proposals being received. The selection committee included leaders and staff from the City Manager’s Office (CMO), Berkeley Police Department (BPD), Department of Health, Housing, and Community Services (HHCS),

13

[Title of Report] CONSENT CALENDAR
June 25, 2024

Parks, Recreation and Waterfront Department (PRW), and the Office of the Director of Police Accountability (ODPA). Additionally, community representatives from the Police Accountability Board, the Mayor’s Fair and Impartial Policing Working Group, and an appointed member from the D2 Ceasefire Ad Hoc Advisory Group participated in the review, interview, and selection process.

BACKGROUND
The dialogue surrounding public safety in the United States shifted in 2020. National events starkly highlighted that trust in law enforcement and public safety mechanisms had been deeply eroded for many, especially within marginalized communities. The tragic and unjust deaths of George Floyd, Breonna Taylor, and many others underscored the pressing need to address systemic inequities and to deeply reconsider the tenets of public safety. On June 6, 2020, over 7,000 Berkeley residents marched in the streets to call for transformative change in law enforcement. The City of Berkeley, aware of its role and responsibilities in this national context, promptly heeded this call for introspection and reform.

The following provides a chronology of the City of Berkeley’s systemic actions in its initiative to design and implement a Gun Violence Prevention and Prevention program:

On November 9, 2021, the Berkeley City Council unanimously approved a budget referral for $200,000 in consulting costs to begin developing a multi-jurisdictional Gun Violence Intervention (GVI) program, also known as “Operation Ceasefire,” in Berkeley.

On May 25, 2022, the Berkeley Police Department launched a Transparency Hub dashboard, that includes data and analysis designed to support the Ceasefire process.

BPD continues to build automated data visualization tools for violence prevention program stakeholders to track relevant statistics through the duration of the program.

On May 31, 2022, City Council approved a recommendation, submitted by Councilmember Taplin, to refer $1,000,000 to the budget process to provide full staffing for a Berkeley Ceasefire program. Upon approval, Councilmember Taplin hosted a series of Berkeley Ceasefire D2 Ad-hoc advisory sessions.

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

On November 28, 2022, the Berkeley Police Department expanded its partnership with UC Berkeley to include a collaboration with the Goldman School of Public Policy to design a Gun Violence Prevention program evaluation plan including the definition of success metrics and independent analysis thereof.

On May 12, 2023, the Gun Violence Prevention report, that explores details of assessments and analysis on Violence Prevention Models as it relates to implementation in Berkeley, was completed.

[Title of Report] CONSENT CALENDAR
June 25, 2024

On August 21, 2023, the Assistant to the City Manager, serving as the Reimagining Public Safety (RPS) Project Coordinator was hired and began collaborating with the City’s Reimagining Public Safety project team to provide a comprehensive update on RPS initiatives and the City’s progress with Gun Violence Prevention program implementation.

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

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

On March 12, 2024, the City Council approved the formal bids and solicitation request for Specification No. 24-11659-C at the City Council meeting.

On March 20, 2024, the RFP was posted on the City's Bids and Solicitation site.

On April 5, 2024, the City hosted a Bidders Conference, responses to inquiries were subsequently made available on the City’s website on April 10, 2024.

On April 16, 2024, the deadline for proposal submissions was April 16, 2024, resulting in two complete proposals being received.

On April 26, 2024, the Assistant to the City Manager coordinated and conducted one- hour interviews with prospective bidders and the Gun Violence Intervention and Prevention Program (GVIPP) Steering Committee.

On May 6, 2024, the GVIPP Steering Committee reviewed score sheets and selected a provider for an intent to award notification.

On May 14, 2024, the City Manager and Staff delivered a Spring 2024 Reimagining Public Safety status update which included progress made with the RFP process for Gun Violence Intervention and Prevention Program.

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 City conducted a competitive bid process for the Gun Violence Intervention and Prevention Program (GVIPP), and Live Free USA emerged as the top candidate. They

[Title of Report] CONSENT CALENDAR
June 25, 2024

successfully met all bid requirements and ranked highest among all bidders due to their demonstrated experience in community engagement, violence prevention, and inter- agency coordination. Live Free has provided comprehensive implementation plans, which include robust frameworks for GVI/P services tailored to the City's specific needs.

Their proposal outlines effective strategies for stakeholder collaboration, emphasizing structured partnerships with local law enforcement, community organizations, and social services to target and support at-risk populations. Live Free also proposes innovative approaches to street outreach and custom notification systems, aiming to enhance public safety through proactive community involvement and tailored intervention and prevention methods. This clear and actionable plan positions Live Free as a suitable partner for the City in addressing gun violence and enhancing public safety strategies.

ALTERNATIVE ACTIONS CONSIDERED
The City Council has the option to halt the Gun Violence Intervention and Prevention Program implementation and redirect the allocated funds to another local priority.

However, this would diverge from previous Council decisions and the expressed preferences of the community. Therefore, staff do not recommend pursuing this course of action.

CONTACT PERSON
Carianna Arredondo, Assistant to the City Manager, City Manager’s Office, 510-981- 7000
Attachments:
1: Resolution
2: Selected Pages: Request for Proposals (RFP) for Gun Violence Intervention and Prevention Program, March 2024
3: Reimagining Public Safety Update, Spring 2024

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

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

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

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

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

PROPOSALS WILL NOT BE OPENED AND READ PUBLICLY
Dear Proposer:

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

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

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

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

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

We look forward to receiving and reviewing your proposal.

Sincerely,
Darryl Sweet, General Services Manager

Internal
City of Berkeley Specification No. #24-11659-C Page 2 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
I. SUMMARY
In response to the growing gun violence crisis, Berkeley has introduced the Gun Violence Intervention and Prevention Program within its larger "Reimagining Public Safety" framework. Aiming for a comprehensive reduction in gun violence incidents, this initiative blends community engagement, strategic collaboration between internal city departments and external organizations, field experts, and methods based on empirical evidence.

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

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

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

x Custom Notifications: Custom notifications in Berkeley are a collaborative strategy by law enforcement and community-based organizations to mitigate gun violence and target high-risk individuals with simultaneous "hard" and "soft" messaging. The "hard" message, delivered by police, outlines specific legal consequences for future violent acts, emphasizing immediate legal risks. Concurrently, a "soft" message from a community-based organization (CBO) conveys support and care, offering access to social services and assistance. This approach combines clear warnings about the consequences of violence with offers of help, aiming to deter violence through awareness of the repercussions and provision of alternatives. Custom notifications leverage social network analysis (SNA) to identify those at risk and employ focused deterrence to reduce gun violence, making it clear that violence is intolerable while also providing pathways to support and change.
x Street Outreach: A critical aspect of their operation is the unidirectional flow of information from police to outreach workers, keeping them informed about re cent incidents without compromising their neutrality and community trust. Street outreach, conducted by Violence Interrupters, is a public health strategy aimed at curbing the spread of violence as a social contagion in communities. These workers, often with personal experiences of incarceration or violence, use their credibility and understanding of street culture to mediate conflicts and prevent violence escalation. They act as crucial connectors between individuals engaged in violence and broader gun violence intervention programs, enhancing law enforcement efforts with their community trust. Their role includes real-time violence identification and interruption, mentoring high-risk individuals, facilitating workshops and peaceful demonstrations. This partnership allows them to effectively prevent retaliation and support individuals at risk, by reinforcing community norms against violence and fostering a safer environment.

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

Internal
City of Berkeley Specification No. #24-11659-C Page 3 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
II. SCOPE OF SERVICES
Applicants are encouraged to thoroughly review the report and recommendations, as outlined in Attachments 1 to 4.

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

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

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

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

B. IMPLEMENTATION AND COMPLIANCE MONITORING

Internal
City of Berkeley Specification No. #24-11659-C Page 4 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Detailed implementation plans are required, including staffing qualifications, resource allocation, operational timelines, and a scalable framework for program expansion. Proposals should address integrating innovative and culturally sensitive practices, considering the diverse needs of the community. x Implementation Planning
ƒ Operational Framework: Outline the operational framework, staffing roles, qualifications, and resource allocation for the program. Focus on the logistical aspects of implementing the proposed strategies.
ƒ Resource Allocation : Present a comprehensive budget with allocations for each program element and justifications, focused on the direct support of proposed strategies.

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

C. OPERATIONAL TIMELINE & LOCATION

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

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

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

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

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

Internal
City of Berkeley Specification No. #24-11659-C Page 5 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022

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

III. SUBMISSION REQUIREMENTS

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

1. Contractor Identification:

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

2. Client References:

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

3. Price Proposal:

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

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

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

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

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

4. Contract Terminations:

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

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

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

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

5. Program Narrative:

Internal
City of Berkeley Specification No. #24-11659-C Page 6 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Proposals should include a detailed narrative addressing the approach to each of the following criteria as outlined in Section II. SCOPE OF SERVICES:

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

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

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

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

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

IV. SELECTION CRITERIA

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

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

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

15

Internal
City of Berkeley Specification No. #24-11659-C Page 7 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Presentation
of Materials
Alignment with Project Goals and Tailored Approach to Berkeley: Evaluation of how the proposal aligns with the defined services and outcomes for the GVI/P project. Proposals must reference specific recommendations or findings in the attached documents and demonstrate a tailored approach to meet Berkeley's unique needs.
15 Costs Budget and Financial Oversight: Detailed budget breakdown for custom notifications and street outreach, including justifications for cost efficiency and procedures for financial accountability. 10

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

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

V. PAYMENT

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

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

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

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

Internal
City of Berkeley Specification No. #24-11659-C Page 8 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
VI. CITY REQUIREMENTS

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

A. Non-Discrimination Requirements:

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

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

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

B. Nuclear Free Berkeley Disclosure Form:

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

C. Oppressive States:

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

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

D. Sanctuary City Contracting Ordinance:

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

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

E. Conflict of Interest:

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

Internal
City of Berkeley Specification No. #24-11659-C Page 9 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
Furthermore, the City may not contract with any vendor whose income, investment, or real property interest may be affected by the contract. The City, at its sole option, may disqualify any proposal on the basis of such a conflict of interest. Please identify any person associated with the firm that has a potential conflict of interest.

F. Berkeley Living Wage Ordinance:

Chapter 13.27 of the Berkeley Municipal Code requires that contractors offer all eligible employees with City mandated minimum compensation during the term of any contract that may be awarded by the City. If the Contractor is not currently subject to the Living Wage Ordinance, cumulative contracts with the City within a one-year period may subject Contractor to the requirements under B.M.C. Chapter 13.27. A certification of compliance with this ordinance will be required upon execution of a contract. The current Living Wage rate can be found here:

Information for Vendors | City of Berkeley (berkeleyca.gov) . The Living Wage rate is adjusted automatically effective June 30 th of each year commensurate with the corresponding increase in the Consumer Price Index published in April of each year. If the Living Wage rate is adjusted during the term of your agreement, you must pay the new adjusted rate to all eligible employees, regardless of what the rate was when the contract was executed.

G. Berkeley Equal Benefits Ordinance:

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

H. Statement of Economic Interest:

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

VII. OTHER REQUIREMENTS

A. Insurance

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

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

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

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

Internal
City of Berkeley Specification No. #24-11659-C Page 10 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022
B. Worker’s Compensation Insurance:

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

C. Business License

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

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

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

D. Recycled Paper

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

E . State Prevailing Wage:

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

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

F. Local Vendor Preference

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

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

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

Internal
City of Berkeley Specification No. #24-11659-C Page 11 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022

VIII. SCHEDULE (Dates are subject to change)

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

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

Attachments:

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

Internal
City of Berkeley Specification No. #24-11659-C Page 12 of 23 Gun Violence Intervention and Prevention Program
RFP Revised Nov2022

ATTACHMENT A

CHECKLIST

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

‰ Contractor Identification and Company Information

‰ Client References

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

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

o Non-Discrimination/Workforce Composition Form Attachment B

o Nuclear Free Disclosure Form Attachment C

o Oppressive States Form Attachment D

o Sanctuary City Compliance Statement Attachment E

o Living Wage Form (may be optional) A t t a c h m e n t F

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

ADDITIONAL SUBMITTALS REQUIRED FROM SELECTED VENDOR AFTER COUNCIL APPROVAL TO AWARD CONTRACT.

‰ Provide original-signed in blue ink Evidence of Insurance

o Auto
o Liability
o Worker’s Compensation

‰ R i g h t t o A u d i t F o r m A t t a c h m e n t H

‰ Commercial General & Automobile Liability Endorsement Form Attachment I

‰ Berkeley Business License (Current Year Certificate)

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

APPENDIX I
Violence Prevention and Wellness | Berkeley High school Wellness Center Supporting Documents

""(33
7ELLNESSS
#ENTER
,OCATION
(

ST
èOOR
(
"LDG

O¯͸ÝĞşşŪĞƣƣ͸
ĞŪƱĞƛ͸¤ƛŇŵƛŇƱŇĞƣ
8XL\NJ]NB^_MNX^]̄
FNVVXN]]4M_LJ^SYX
2YXXNL^^YVSON]^cVN˳RNJV^R˳
WNX^JVRNJV^R˳JXM
aNVVKNSXQ^YZSL]
;YaN\B^_MNX^]̄
0ňNL^S`N5SV^N\
=_\^_\N]YLSJV̐NWY^SYXJV
]JON^c^Y]_ZZY\^VNJ\XSXQ
8WZ\Y`NBNVO0aJ\NXN]]˳
<JXJQNWNX^˖
2YXXNL^SYX]
?\Y`SMNJLLN]]^YMS\NL^
]N\`SLN]˖]YLSJV̐NWY^SYXJV
Z\YQ\JWWSXQ

zƧƊɝmĹƒƒĹŤŚ

ŋþᚩ¶ŋģÊ¶Ă¶ŋ
GGŋĈĐĕ¯¶êĐĈŋ©šêŋöĈ¶Đŏŋ
ö©ÊšĂĶŏŋšê¯ŋèšÞ¶ŋ©ñê궩ĐÍñêĈ

#OLLABORATING

#OORDINATING
FOR
3TUDENTS
;IPPRIWW'IRXIV
7XYHIRX7YTTSVX+EXI[E]

'SSVHMREXMSRSJ7YTTSVX
)RKEKI8MIVIH
7YTTSVXW
'378
7XYHIRX:SMGI

4EVXMGMTEXMSR
(EXE
,IEPXL'IRXIV
+VSYTW
6IJIVVEPW
'SRWYPXEXMSR
1SRXLP]
4EVIRXW
-RJSVQEXMSR
2MKLXW
8MIV
9RMZIVWEP(VST-R7TEGI
%R]%PP7XYHIRXW
3V\FKR(G
7UDLQLQJ
3URIHVVLRQDO
'HYHORSPHQW
6I)RXV]4PERW
1IRXEP,IEPXL
7EJIX]
'EVI
1IRXEP,IEPXL
;IPPFIMRK'SSVHMREXSV

EHQMRMWXVEXSVMRGLEVKISJHE]XSHE]STIVEXMSRW
;IPPRIWW
'SYRWIPSV
0IEH'EVI
6IWTSRWI
5HVWRUDWLYH
-XVWLFH
&RRUGLQDWRUV
'SYRWIPSVW
7GLIHYPIH
;IIOP]
'PEWW4H
1IRXEP,IEPXL
4IIV)HYGEXSVW

''OALS
Ӆ )NCREASE
THE
CAPACITY
OF
CLASSROOMS
TO

PROVIDE
OPPORTUNITIES
FOR
STUDENTS
TO

STAY
IN
THEIR
LEARNING
SPACE
TO
ÌSIT
AND

CALMÍ

Ӆ 0ROVIDE
COHESIVE
TIERED
SYSTEMS
OF

SUPPORT
FOCUSED
ON
STUDENT
WELLBEING

AND
MENTAL
HEALTH

Ӆ #REATE
MEANINGFUL

INTENTIONAL

COLLABORATIVE
LEARNING
SPACES
AROUND

MENTAL
HEALTH
AND
WELLBEING
AT
"(3
-ENTAL
(EALTH

7ELLBEING
#OORDINATOR

!CTION
GROUNDED
BY
DATA
AND
COMMITTED
TO

COLLABORATIVE
IMPLEMENTATION

ؘ7 HHQ³&DOPNLW´DNLWVLPLODUWRDK\JLHQHNLW
FHQWHUHGDURXQGJLYLQJVWXGHQWVWDQJLEOH
WRROVWRVXSSRUWVHOIUHJXODWLRQ
䙘 0HHWLQJ[RULQVPDOOJURXSVWRGLVFXVV
VWUDWHJLHVFHOHEUDWHVXFFHVVHVDQG
FROODERUDWHRQVROXWLRQV
!CTION

3TUDENTSÊ
Ì7HYÍ
FOR
VISITING
7ELLNESS
#ENTER

!CTIVITIES
THAT
3TUDENTS
3ELF
3ELECTED

3TUDENTSÊ

3ELF
3ELECTED
!CTIVITY
ÌÌ3ITT
ANDD
#ALMM
$OWNÍ
!NALYSIS
!DDRESS
.ERVOUS
3YSTEM
2EGULATION
!BOVE
LINKED
VIDEO
TO
VIEW
ON
YOUR
OWN

'ROUP
!CTIVITY
/BJECTIVE

)DENTIFY
STRATEGIES
THAT
FACILITATE
INDEPENDENT
SELF
REGULATION
INSIDE
CLASSROOMS
3URPSW
4XLHW7KLQNLQJ
PLQ

8VHSRVWLWQRWH
:KDWGRHVFDOPORRNOLNHLQ\RXUFODVVURRP"
3URPSW
*URXS7DVN
PLQ

:KDWNLQGRIȉFDOPLQJȊRSWLRQVFDQEHLQWHJUDWHGLQWRFODVVURRPV" VW
7DEOHJURXSV
SHRSOH
ZKRGRQRWWHDFKWKHVDPHVXEMHFW
1RZ
'UDIWDOLVWRIRSWLRQVGHVLJQHGIRUDQ\LQGLYLGXDOVWXGHQW LQVXEMHFWVSHFLΈFFODVVHV7RGRWKLV\RXZLOOKDYHWRVKDUH FRPSDUHUHSOLFDWHDQGUHPL[DOLVWRIRSWLRQV  <RXUOLVWVKRXOGEHDQFKRUHGLQSUDFWLFDODFFHVVLEOHVWUDWHJLHVWKDWVXSSRUW LQGHSHQGHQWVHOIUHJXODWLRQZLWKLQDFODVVURRPVHWWLQJ  &KDOOHQJH\RXUVHOIWRFRPHXSZLWKORZRUQRYHUEDOLQSXWRXWSXW  $OVRGRQRWOLVWDQ\JURXSDFWLYLWLHV

!!NYY

#LASS

'ROUP
3HARE
/UT
MIN
*URXSVSDLUXSDQGVKDUHZHDFKRWKHU
7 DNHWXUQVVKDULQJLWHPIURPHDFK
TXDGUDQWWKDW\RXUJURXSOLVWHGDVD
SUDFWLFDOVWUDWHJ\IRUVWXGHQWVWRDFFHVV
DVHOIUHJXODWLRQ³FDOPLQJ´RSWLRQLQVLGH
RIWKHFODVVURRP
<RXHDFKJHWRQHPLQXWH

Wellness Center Support & ServicesOverview
Total Student Contacts & Student Profiles
Individual Student Profiles:

Who is accessing the Wellness Center?
Data Point 380 individual students accessed the Wellness Center for a total of 1120 Contacts Race Individual Students Served:
12/4/23-5/31//2024:

Ń 24% identified as Hispanic/Latino (code 1)
Ń 0.2% identified as American Indian or Alaskan Native (code 2) Ń 8.2% identified as Asian (code 3)
Ń 29.7% identified as Black or African American (code 4) Ń 26.6% identified as White (code 6)
Ń 11.3% identified as Two or More Races (code 7)
Percentage of Total Contacts vs. Individual Students by Race:

Program Per student contact by SIS reported program:

Ń SPED: 21.3%
Ń Focal: 24.2%
Ń Bridge: 7.9%
Ń 504 Plan: 8.4%
Ń Emergent Bilingual (ELL): 5.3%
Ń No Program Listed: 32.9%
Gender Per student contact by SIS reported gender:

Ń Female: 60.5%
Ń Male: 37.6%
Ń Non-binary: 1.8%
SLC Student Wellness Center Access By SLC in order of highest access per student:

1. U9 34.5%

2. AC 21.8%

3. AMPS 10.8%

4. BIHS 10%

5. CAS 10%

6. AHA 8.7%

7. MLP 2.6%

8. CEC .8%

9. ISP .3%

Total Student Contacts
What is the frequency of student engagement, reasons for coming In, activities chosen” Outcome Measures: Data Points At-A-Glance
What changes have
occurred in the
numbers and
demographics of
students receiving
mental health &
wellbeing services
through BHS?
From 12/2 (opening) to 5/31: the wellness center has had 1120 student contacts, of these contacts

Per Contact:
12/4/23-5/31/2024
Ń 17.1% identified as Hispanic/Latino (code 1)
Ń 0.4% identified as American Indian or Alaskan Native (code 2) Ń 6.8% identified as Asian (code 3)
Ń 46.8% identified as Black or African American (code 4) Ń 19.1% identified as White (code 6)

Ń 9.8% identified as Two or More Races (code 7)
What types of mental
health activities are
students
receiving/participating
in?
The activities that students self-select:

What if any indication
do you have that
students are receiving
more appropriate
services?
We have been open for 23 weeks
Since our opening, we have had a total of 1120 student contacts*:
භ Drop-In Monday-Friday. We are only closed during two periods: COST and Weekly Team Meeting
භ Welcome Desk staffed by the 2 RJ Coordinators, Wellness Counselor, and Mental Health & Wellbeing Coordinator
භ Counselor & Peer Educator Culture Keepers:
ӑ 12 different counselors come in for weekly for one class period ӑ Peer educators (11th/12th grades) are in the wellness center at different times
Data indicate that students have a space to go and receive coordinated support and space for the following (most common) areas of need:

Reasons students are coming to the Wellness Center, the majority of contacts are due to stress-related needs (academic stress/anxiety, feeling stressed/anxious).

How, specifically, have
mental health services,
activities, and/or
approaches improved
at Berkeley High as a
result of the Mental
Health & Wellness
Coordinator?
Coordinated Data Collection & Analysis of BHS Mental Health & Wellness Systems භ BHS Mental Health & Wellness Project Evaluation

The following mental health services have been articulated/implemented/improved:
භ Staff professional development
භ Implementation of Care Response Team (overview) Care Team Roles භ Articulated instructions for MH Crisis/Suicide prevention භ Articulation of Mental Health Continuum In progress
භ Tracking of data related to student mental health, behavioral health, & wellness

Substance use framework in Phase 1:

Ń School counselors have been trained in brief intervention Ń Tier 1 educational materials available around campus and in the Wellness Center Ń Parent Education night in collaboration with the wellness center Ń Wellness Wednesday focused on substance use
Ń Student survey related to substance use
Ń COST/Counselors have completed BHS substance use assessment BHS Mental Health Handbook Draft has been completed:
භ Pending: final collaboration with the COB Health Center for Risk Assessment & Re-Entry.

Tier 2 and 3 Partnerships
භ Substance Use 1-1, Tier 3 support (pilot)
භ APPA Student Mental Health Mentorship (pilot)
භ Niroga Mindfulness Institute, 1-1 support and groups

Data-Based
Implications & Next
Steps for Semester 1,
2024-2025
For 2024-2025 Data Implications & First Semester Priorities භ Increase student outreach on campus for Wellness Center භ Increase family engagement and outreach in Wellness Center Services භ Increase in qualitative student data
භ Stress/Anxiety (53% of student contacts) Addressing in Tier 1 and programmatically
භ Post-wellness center engagement student data
භ Increase Tier 2 partnerships & support for frequently visiting students ӑ Check in Check Out Programming drafted
භ Continue Phase 1 Substance Use Framework (based on SAMHSA model):
ӑ Tier 1-general education posters, videos, information

ӑ Brief Intervention Substance Use (pilot)
භ Finalize re-entry/suicide risk assessment in BHS Mental Health Handbook

APPENDIX J
Dispatch Needs Assessment Reports

i
690 Gray’s Woods Blvd. | Port Matilda, PA 16870 | 888.862.7911 March 2024
City of Berkeley, California
Communications Center Needs Assessment
Executive Brief — Final

i
Table of Contents
1 Background.................................................................................................................... ..1 2 Key Findings/R esults ......................................................................................................2

2.1 Staffing Analysis ........................................................................................................... .........................2

2.1.1 Coverage-Based Analysis................................................................................................... .......... 3

2.1.2 Span of Control ........................................................................................................... .................. 5

2.1.3 Volume-Based Analysis ..................................................................................................... ........... 6

2.1.4 Emergency Medical Dispatch ................................................................................................ ..... 10

2.1.5 Law Enforcement Dispatcher............ .......................................................................................... 10

2.1.6 Records Desk.............................................................................................................. ................ 10

2.1.7 Fire/EMS Dispatcher....................................................................................................... ............ 11

2.1.8 Ancillary Duties .......................................................................................................... ................. 12

2.1.9 Retention................................................................................................................. .................... 12

2.1.10 Recruiting and Hiring .................................................................................................... .......... 13

2.1.11 Staffing Summary ......................................................................................................... .......... 14

2.2 Technology (Software and Hardware Options) .................................................................................. .16

2.2.1 Automatic Call Distribution (ACD)........................ ....................................................................... 16

2.2.2 Artificial Intelligence (AI) and Machine Learning (ML) . ............................................................... 16

2.2.3 Call-answer Attendant.................. ............................................................................................... 17

2.2.4 Mobile Data Terminals (MDT).......... ........................................................................................... 17

2.2.5 CAD-to-CAD................................................................................................................ ................ 17

2.3 Facilities .................................................................................................................. .............................18

2.4 Expanded Fire Dispatch...................................................................................................... .................18

2.5 Training and Accreditation .................................................................................................. .................19

2.5.1 Training .................................................................................................................. ..................... 19

2.5.2 Accreditation ............................................................................................................. .................. 19

2.6 Emerging Alternative Triaging, Resources, and Response Op tions ...................................................19

2.6.1 Use of Commercial Protocols ............................................................................................... ...... 20

2.6.2 EMD and Behavioral Health Situations...................... .................................................................2 1

2.6.3 Nurse Navigation.......................................................................................................... ............... 21

2.6.4 988 ....................................................................................................................... ....................... 22

2.7 Other Considerations........................................................................................................ ...................23

2.7.1 Strategic Planning........................................................................................................ ............... 23

2.7.2 Program Manager ........................................................................................................... ............ 24

2.7.3 Reclassification into Public Safety ....................................................................................... ....... 25

2.7.4 Key Performance Indicators and Performance Managemen t..................................................... 26

2.7.5 Organic Regionalization................................................................................................... ........... 27 3 Summary ....................................................................................................................... .28 Appendix A: Berkeley Police Department Answer Attendant Test Results ....................29 Appendix B: Alternative Perspectives................................................................................32 Appendix C: Prioritized Recommendations.......................................................................35

1 1 Background
The City of Berkeley, California, (Berkeley) commissioned a study with Mission Critical Partners, LLC (MCP) to validate the findings and recommendations contained in the City of Berkeley Communications Center Needs Assessment and Recommendations Report, dated October 25, 2022. Hereafter, that report will be referred to as the Needs Assessment.

The goal of the review is to provide an alternative perspective of that study’s findings and recommendations and to help Berkeley achieve several goals, including:
• Improving recruitment and retention
• Implementing dispatch protocols
• Achieving accreditation
• Implementing tiered dispatching
• Exploring alternatives for low-acuity calls
• Achieving a more professional workflow for fire dispatch • Mending the organizational culture in pursuit of organizational health and wellness The expanding emergency communications ecosystem (Figure 1) is complex, quickly advancing, and always evolving.

Figure 1: Emergency Communications Ecosystem

2 MCP conducted its analysis holistically and developed recommendations that are reasonable, responsive, and practical. From our perspective, the staffing crisis is not going to be resolved quickly and the industry may never return to the way it was in years past. With the realization that staffing may continue to be a challenge, the goals for Berkeley should be focused on recruiting and retaining current employees, creating an environment that is conducive to learning and mastering the job, and taking measures to balance workload with the capacity of the communications center. These measures directly impact service delivery levels to the field responders and the community.

Appendix B includes a list of alternative perspectives between MCP and the Needs Assessment and Appendix C includes a list of prioritized recommendations, metrics, and outcomes that are derived from the alternative perspectives.
2 Key Findings/Results

2.1 Staffing Analysis
One of the most important factors in any successful organization is its people and, by association, the allocation of those resources. Many public safety emergency communications centers (ECCs) across the country constantly struggle with staffing shortages. Tenured employees are retiring, while others simply leave for any number of reasons—shift work, the hours, childcare issues, stress, and better pay in the private sector.

As of January 2024, Berkeley is authorized for one communications center manager, five supervisors, and 36 dispatchers—a total of 42 staff. This is an increase in the authorized strength of one supervisor and eight dispatchers since the Needs Assessment, when the authorized strength was 33. Unfortunately, as was also seen during the Needs Assessment, Berkeley’s actual full-time employee count is much lower—currently at 24 (one manager, five supervisors, and 18 dispatchers). However, of the 18 dispatchers, two are on long-term leave, one is out with an injury, and three are in training1—bringing the dispatchers available to 12 to cover the 24 x 7 communications center environment. This is indeed a crisis.

Berkeley’s minimum staffing, at the time of the Needs Assessment, was six to seven per shift, including the supervisor. It is now five from 0200 to 1800:
• Dispatchers – 3
- Police dispatch
- Records
- Fire/Emergency medical services (EMS)
• Call Takers – 2
From 1800 to 0200, minimum staffing can drop to four, which means there is one call taker or the records desk shuts down.

MCP utilizes the National Emergency Number Association’s (NENA) staffing tool and Erlang C calculations when determining appropriate staffing levels. To validate the staffing recommendations contained in the Needs Assessment, MCP conducted volume-based and coverage-based analyses. 1 There had been seven in training but four were recently terminated for performance issues.

3 • Volume-based is dependent on the respective activity levels in the ECC, which determine the employees needed to fill a position. In essence, the workload (e.g., incoming calls, incidents) determines the number of individuals that should be scheduled for each shift to handle the volume of work.
• Coverage-based refers to a position that must be staffed regardless of the volume of work at the respective position. The position could be staffed 24 x 7 or just for certain hours of the day.

For most PSAPs, dispatch positions are coverage-based positions. Conversely, call-take positions, without dispatch responsibilities, are likely to be volume-based positions—meaning the number of staff necessary to answer incoming calls may fluctuate based on historical incoming call data. There is often a greater need during business hours and early evening hours, for example, than overnight hours. This specific level of detail requires greater breakdowns of the call data.

NENA’s calculations for volume-based staffing consider that a dispatcher can handle more than one incident at a time. In MCP’s experience and data from other centers, for fire, this is estimated to be two incidents (four if there is a tactical dispatcher available to support) and for EMS, five or six incidents, with eight incidents or more for law enforcement. These are subjective numbers. When fire and EMS are dispatched from a single position or the position is responsible for multiple channels, this capacity decreases. For all disciplines (fire, EMS, and law), these numbers assume routine incidents—not major incidents.

2.1.1 Coverage-Based Analysis
Berkeley telecommunicators (supervisors and dispatchers, collectively) work a 10-hour shift rotation, with scheduled baseline work hours totaling 2,080 annually—before leave and overtime. The average leave for Berkeley telecommunicators in 2023 was 489 hours; the Needs Assessment estimated leave at 389 hours. As staffing deteriorates, it is common to see an increase in leave time—particularly sick leave—because of the impact the staffing shortage may have on an employee’s ability to take time off—to get a day off, staff call in sick. The high leave average is likely compounded by the staff on long-term leave, which will increase the overall leave averages. The following table illustrates average leave calculations between the Needs Assessment (2021) and actual use of time off in 2023.

Table 1: Average Annual Leave
Leave Type Annual Hours Used
(Needs Assessment) 2023 Annual Leave Hours
Vacation and Holiday 255 163
Sick Leave (includes COVID,
parental, and FMLA)
50 250
Personal Leave/Comp 80 63
Training Leave 40
Other Leave 0 13
Total Average Leave per
Employee
389 489

4 MCP typically sees leave time vary between 250 to 300 hours annually, depending on the size of the center and number of staff. While 389 hours (39 days) is at the high end of what MCP normally encounters, 489 hours (49 days) is excessive; as noted, this could be impacted by the telecommunicators on long-term leave. Use of leave time, including policies and contractual obligations, should be closely monitored.

Based on the current scheduled work hours and leave, telecommunicators are available to work 1,691 hours (excluding any meals or breaks, which would lower the hours). Ideally, telecommunicators working 10-hour shifts would be able to take two 15-minute breaks and one 30- or 45-minute meal break; this, unfortunately, is not occurring in Berkeley.

Statistically, if Berkeley were to staff its minimum of six to seven positions, 36 to 44 telecommunicators would be required, excluding turnover, which is right where Berkeley’s authorized strength is. This is just coverage for Berkeley’s minimum as reported in the Needs Assessment (during which Berkeley’s authorized strength was 32 telecommunicators).

Table 2: Coverage Summary
A 6 Total number of console positions to be covered
B 24 Number of hours per da y that need to be covered
C 7 Number of da ys per week that need to be covered
D 52 Number of weeks per year that need to be covered
E 52,416 Total hours needin g coverage (A x B x C x D)
Telecommunicator Availability:

F 1,479.63 True Availabilit y per Telecommunicator2
Staff Needed:

G 35.4 Base estimate (FTE) = E / F
H 25% Turnover Rate
I 44.3 Required to accommodate turnover
The Needs Assessment used a turnover factor of 9%, which is low for the industry. If factoring in turnover, MCP recommends a rate factor of at least 25%. However, exercise caution if using turnover calculations as often the overall work environment is more productive when staffing is appropriate—staff are able to get time off, which often reduces leave, morale improves and anxiety lessens, contributing to positivity within the workforce.

Any opportunity to over hire, in anticipation of turnover, should be considered, particularly given the training time. The over-hire option would enable Berkeley to hire more dispatchers than they are authorized. The justification for the over-hiring strategy is the historical trend of persistent turnover, the length of onboarding and training, and the need to fill positions as quickly as possible to provide relief for incumbent employees (to increase/sustain retention and morale).

Statistically, the number of full-time employees required to cover a position 24 x 7 is impacted by the schedule.

The following table shows the difference between 8-hour, 10-hour, and 12-hour shifts with an average of 389 hours of time off annually. For agencies working 8-hour shifts, a telecommunicator works approximately 260 days or 2,080 hours a year. This is typically represented in a 5-day on/2-day off schedule. For agencies working 2 True availability is calculated by multiplying 1,691 available hours times 88% utilization rate. Utilization factors in two 15- minute breaks and one 45 minute lunch break (75 minutes break time).

5 12-hour shifts, a telecommunicator works approximately 182 days or 2,184 hours a year; varying schedules are available but built-in overtime is inherent in many of them. For agencies working 10-hour shift schedules, a telecommunicator works approximately 208 days or 2,080 hours a year, with varying schedules available to maintain 40 hours a week. Ten-hour shifts generally require a higher number of full-time employees due to the staggered starting hours. In the example below, the 8- and 10-hour shifts require the same staffing because of the 2,080 hours annually. If the baseline hours changed for either, the staffing may differ.

Shift/Schedule
Full-time Employees Required to
Meet Shift Minimums of 6 to 7
Telecommunicators3
Turnover Factor of
25%
8-Hour Shifts 36 52
10-Hour Shifts 36 52
12-Hour Shifts 34 49
With an authorized strength of 36 dispatchers, statistically, Berkeley is right at the required number of full-time employees needed to cover the minimum staffing 24 x 7; however, these calculations use a lower leave factor than current usage. The higher leave would affect the full-time employees needed by two across the board.

Again, this is minimum staffing—not what the ideal configuration should be; staffing levels are discussed in the following sections.

MCP uses the word, statistically, as the NENA and Association of Public Safety Communications Officials (APCO) International staffing tools yield baseline requirements. No one algorithm conclusively determines staffing requirements as the data used are snapshots in time (often averaged), and it is not as simple as “plugging in numbers.” It is a layering process of baseline determinants, shift dynamics, operational configurations, the application of industry trends, and industry subject-matter expertise, yielding a recommendation from an objective third party. Ultimately, final staffing determinations are with an agency as proper staffing is finding that balance between service-level expectations and fiscal constraints.

2.1.2 Span of Control
In general, span of control guidance is how many people can be effectively managed4, leaving it up to an individual agency to determine. HRDQ, a company that provides training and best practice recommendations to organizations nationwide, noted “In the modern organizational school of thought, it is recommended that organizations have about fifteen to twenty employees working directly under each manager or supervisor.

However, experts with a more traditional focus often believe that the ideal number of employees reporting to each manager is between five and six.”5
3 For the purposes of this calculation, breaks/meals equate to 60 minutes, 75 minutes, and 90 minutes, respectively, for 8-, 10-, and 12-hour shifts.
4 From the National Incident Management System (NIMS) Incident Command System (ICS). 5 Organizational Structure: What is The Ideal “Span of Control”? — HRDQ (hrdqstore.com)

6 MCP’s analysis found the five supervisor positions are appropriate. MCP generally does not subscribe to the same principle for determining the number of full time-employees needed to adequately provide supervision as it does for determining number of full-time employees needed to provide adequate coverage for one telecommunicator position 24 x 7. While the same statistical data can be applied to determine the supervisor positions, it often leads to over-staffing because unless a supervisor is on leave (planned or unplanned), the additional supervisors are not serving in that official capacity—unless personnel are assigned to each supervisor, and, even then, the supervisors are not always working with their assigned staff, particularly on 10- hour shifts. An experienced telecommunicator can serve as a supervisor temporarily or an assistant supervisor or lead telecommunicator position can be created. The benefits of this practice are that it helps the organization develop employees for promotion and supports succession training. This is also a cost-saving measure as there is not a requirement to hire as many supervisors at an elevated pay rate.

The span of control for the shift minimums is not ideal because the supervisors are routinely working in a position, which is a distraction from supervising employees and takes time away from other supervisory tasks and responsibilities. Now that a communications manager has been hired, a job analysis should be conducted for the supervisor positions to determine if there are any tasks that can be absorbed by the dedicated communications manager, which would lighten the workload of the supervisors that are predominately working a dispatch or call taker position for the foreseeable future.

2.1.3 Volume-Based Analysis
Call Takers
To determine the staffing needed to handle the incoming call volume, calls can be parsed by the hour of the day and evaluated with Erlang C calculations. One of the needed statistics for this calculation is the average processing time. For Berkeley, the average processing times are as follows:
• 911 calls = 1 minute 45 seconds (104.7 seconds)6
• 10-digit calls = 1 minute 31 seconds (91 seconds)7
• Administrative calls = 1 minute 57 seconds (117 seconds)8 A related factor is the wrap-up time between calls. The Needs Assessment used a 45-second wrap-up and referred to it as the “current industry best practice.” This is an exceedingly long time between calls, particularly when all the information should be gathered from the caller when on the phone and entered simultaneously.

Although no best practice exists for wrap-up time, MCP uses five to ten seconds depending on the agency, unless the agency has a predetermined time built in. MCP also uses an occupancy of 85%—meaning the expectation is that a call taker has nine minutes of downtime an hour. This provides a buffer when calculating the minimum number of call takers needed so we are not recommending a staffing level that would require telecommunicators to be on a call without a break for their entire shift. Given the demands of the high pressure nature of the job, MCP assumes there is a need for some downtime in between call processing. This is based 6 This was the average processing time for 911 calls for 2022. 7 Typically, 10-digit phone lines are published by the police department as an alternative number to dialing 911. Calls coming in on 10-digit phone lines are generally from outside of the 911 area (e.g., alarm companies) and, according to staff, the vast majority of calls received on 10-digit phone lines are non-emergent in nature. 8 Administrative calls are calls that are received through the police department administrative phone numbers and generally are administrative in nature, including calls rolling into the center that are intended for other police department areas or personnel.

7 on industry experience and a higher tolerance for shorter wrap-up times and less downtime—particularly in short- and under-staffed9 environments.

Another factor required is the required service level (i.e., the call answer time). The State of California Governor’s Office of Emergency Services, better known as Cal OES, requires that a call answer time is within 15 seconds for 911 calls:

Ninety (90%) percent of all 9-1-1 calls arriving at the Public Safety Answering Point SHALL EHDQVZHUHGZLWKLQ
”
)LIWHHQ

VHFRQGV1LQHW\-five (95%) of all 9-1-1 calls SHOULD be DQVZHUHGZLWKLQ
”
WZHQW\

VHFRQGV10
This State standard mirrors the NENA call-answering standard11 and aligns with the National Fire Protection Association (NFPA) call-answering standard, although NFPA uses shall for both time parameters12.

In 2022, Berkeley was only able to meet the 90% of 911 calls answered in 15 seconds between midnight and 0600, when call volumes are lowest. Berkeley, overall, was able to meet the 95% of 911 calls in 20 seconds call-answer time. The California 9-1-1 Branch “realizes that unpredictable spikes may occur and will take abnormalities into consideration when reviewing statistics.”13 When assessing the 911 calls for 2022 (a total of 53,739), two telecommunicators (call takers) would be required to meet the State call answer time of 95-20; one to two telecommunicators, depending on the time of day, would be required to meet the State call-answer time of 90-15. The 911 call volume rose in 2023 to 57,378—an average of ten a day or one call every two hours. This volume increase would be absorbable by the two call takers.

The Needs Assessment grouped all calls together and assumed a service level of answering 90% of all calls within 15 seconds. While some emergency calls may come in on 10-digit lines, it is not the norm. According to staff, the types of calls received on the 10-digit lines include parking complaints, city questions, non-emergency situations, records requests, tow inquiries, homeless encampments, and other complaints. Typically, 10-digit phone lines are published by the police department as an alternative number to dialing 911. These lines are particularly important for callers outside of the 911 service area that need to reach dispatch, as with alarm companies. Callers are often unaware that these lines are routing into the dispatch center and answered by the same telecommunicators that are handling 911 calls and dispatching field responders.

In addition to 10-digit lines that route directly into the dispatch center, there are administrative telephone lines for the police department. Staff reported that the police department has an electronic auto-attendant on the administrative phone lines that provides callers with a directory to various departments and staff members. Calls that come in on these lines are generally non-emergent calls that pertain to the police department or other city services and do not require a field responder to be dispatched. Staff reported that, often, the other departments do not answer, and the administrative calls ultimately reroute back to the dispatch center. Frequent callers will also automatically press the communications center option first to bypass having to navigate through the call attendant and to reach a human.

Although it is not a best practice to require telecommunicators to answer administrative calls for the police department, if it is necessary, MCP does not recommend such stringent call answer time parameters for non- 9 Short-staffed means a center is operating with vacancies within its number of authorized personnel. Under-staffed means a center’s authorized strength is insufficient to effectively handle the workload. 10 Chapter I - Standards update 2023 (ca.gov)
11 https://cdn.ymaws.com/www.nena.org/resource/resmgr/standards/nena-sta-020.1-2020_911_call.pdf 12 https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=1225 13 Chapter I - Standards update 2023 (ca.gov)

8 emergent and administrative call volume because the vast majority are non-emergency, administrative, and/or for a department outside of the center. As highlighted in this brief, it should be a priority to determine what calls can be diverted away from the ECC so the call takers are free to handle higher priority emergency calls.

To determine the number of call takers needed to handle the inbound call volume, MCP analyzed ECaTS (Emergency Call Tracking System14) reports from 2022 and verified the total inbound and outbound call volume and the average calls for service by hour (911, 10-digit, and administrative). Staff was provided instructions on how to run an analytics report in ECaTS to determine the annual 2022 inbound and outbound call volume for 911, 10-digit, and administrative calls. Results were then validated by MCP with direct access into ECaTS. That report yielded the results shown below.

Phone Line Category 2022 Inbound 2022 Outbound Total
911 53,73915 N/A 53,739
10-digit 21,31916 24 21,343
Administrative 80,19517 44,378 124,573
Total 155,253 44,402 199,655
Considering 65.38% of calls handled by Berkeley are received on 10-digit (13.73%) and administrative phone lines (51.65%), the same standard is not applicable. An additional 44,402 outbound calls are made on administrative and 10-digit phone lines. MCP thinks that answering 80% of non-emergency lines within 30 seconds is practical for both the 10-digit lines and the administrative phone lines. Given the high number of calls, this requires one (midnight to 0700) to two call takers (0700 to midnight).

To put the amount of time the telecommunicators are spending on administrative calls into perspective, they spend approximately 17 to 18 minutes an hour on administrative calls:
• 80,195 administrative calls annually
• Administrative call processing time is approximately 157 seconds • 428 minutes per 24-hours on average
• 17 to 18 minutes per hour
Another metric is the abandoned call rate. An abandoned call is defined by NENA as “an emergency Call in which the caller disconnects before the Call can be answered by the PSAP (Public Safety Answering Point).”18 Every center will experience abandoned calls; the goal is to keep them as low as possible. There are many reasons for abandoned calls, including those who “pocket dial,” realize they have misdialed, or become frustrated waiting for an answer and hang up. When staff members are on another line, incoming calls cannot 14 ECaTS is a management information system (MIS) reporting service developed specifically for the public safety sector— and the first to offer online access to statistical call handling data. https://www.ecats911.com/pages/home.html 15 46,449 total 911 calls and 7,290 abandoned 911 calls 16 19,170 inbound 10-digit calls and 2,125 abandoned 10-digit calls 17 79,125 inbound administrative calls and 1,070 abandoned administrative calls 18 “Abandoned Call,” NENA Master Glossary of 9-1-1 Terminology, National Emergency Number Association, June 22, 2021, pg. 18 of 226. https://www.nena.org/page/Glossary

9 be answered right away. Regardless of the reason, this creates additional work as staff must try to re-establish contact with the caller to determine if there is an actual emergency.

There is no industry metric for a “normal” number of abandoned calls. In MCP’s experience, an abandoned call rate of 8% percent or less is attainable when a center is appropriately staffed. In the 2021 Talkdesk Global Contact Center KPI Benchmarking Report, the average abandonment rate for government and the public sector in 2020 was 7.44%.19 MetricNet, a performance benchmarking company in McLean, Virginia, for IT and call centers, suggests an optimal range for abandoned calls is between 4% and 7%.20 More recently, 8% to 10% is the average abandonment rate for some industries.21 While the focus of these companies is on the service industry, not the 911 industry, there is a correlation between the two. The industries are answering calls from the public in response to their stated mission or objective.

Berkeley’s average abandoned call rate in 2022 was 13.57%. Although this is not uncommon for an ECC with persistent vacancies, it is an indicator that call answering is impacted by the currently low staffing levels. This metric should continue to be closely monitored and steps should be taken to prevent the abandoned call rate from increasing.

When combined with the 911 call volume, three to four call takers are necessary, depending on the time of day.

On the overnight hours, two call takers could likely handle the incoming call volume, supported by the records and/or fire/EMS dispatch position if needed.

MCP recommends that administrative calls and potentially 10-digit non-emergency lines route to 311, which is staffed Monday through Friday from 0830 to 1630 hours. The City provides a request for service or information form online. In the absence of this, or even to support this call volume during 311’s non-business hours, MCP recommends that Berkeley consider two administrative telecommunicator (ATC) positions—essentially administrative call takers—between the hours of 0700 and midnight, or at least during business hours.

The ATC would be subject to California Peace Officer Standards and Training (POST) minimum hiring requirements, which include a background check. If they are working with criminal justice information, California Law Enforcement Telecommunications System (CLETS) training is required. ATC positions could be a good 19 Talkdesk is a cloud contact center. Call Center KPI Benchmarking by Industry 2021 Infographic | Talkdesk 20 “Call Abandonment Rate,” MetricNet, May 23, 2012, http://www.metricnet.com/call-abandonment-rate. 21 Call Center Abandon Rate: What It Is And Why It Matters More In 2022 - (pipes.ai) An ATC would not require the skill level and training that is required of telecommunicators and could potentially be onboarded and trained within four weeks. Although there are emergency situations that come in on the 10-digit lines, those can be picked up by fully trained telecommunicators, if it is not something the ATC could handle. There may be recruiting advantages to offering this position to part-time employees that do not desire or are not able to work full-time. Ideally, administrative calls and those on non-emergency lines that are general inquiries are handled by 311—the goal is to reduce the overall volume for which telecommunicators are responsible, which will reduce the number of telecommunicators needed for any shift.

10 steppingstone toward a 911 call taker and/or dispatcher position. It would be reasonable for the wage to be lower than the 911 call taker and dispatcher position.

Section 2.1.4 includes additional recommendations for machine learning (ML) to redirect administrative and non- emergent calls that may be able to reduce the staffing recommendations if it is implemented.

2.1.4 Emergency Medical Dispatch
If Berkeley were to provide emergency medical dispatch (EMD) services, MCP estimates it would increase the call processing time for medical calls by approximately 60 seconds, on average, as telecommunicators are already handling the initial triage of the call, obtaining chief complaint22 information, and entering it into a computer-aided dispatch (CAD) incident.

In 2022, there were approximately 10,124 medical calls, which is about 19% of Berkeley's 911 call volume.

Assuming the call processing time for medical calls increases by 60 seconds, this represents an additional 70 seconds of call processing time per hour, which is very low in terms of workload impact. Even if that processing time were doubled, it would amount to an additional 2.5 minutes per hour. Although MCP acknowledges that calls are not typically evenly distributed within a 24-hour period, it is still a safe assumption that the additional task of providing EMD on medical calls is an absorbable time, when appropriately staffed with a minimum of 36 dispatchers.

MCP recommends that any employee handling incoming calls for service is trained and certified in the EMD program, and that Berkeley conduct ongoing analysis of the actual workload impacts.

To support the EMD program and the ongoing training efforts, MCP recommends a training/quality assurance (QA) coordinator that would report to the communications manager.

2.1.5 Law Enforcement Dispatcher
With an annual incident volume of 62,243, with an average processing time of 41 minutes per incident, one dedicated law enforcement position is appropriate. Unless push-to-talk radio traffic is excessive, this dispatch position can recognize a 50% increase in volume before consideration to split the position is warranted.

As law enforcement is considered a proactive position, meaning officers will often self-initiate, MCP recommends that law enforcement dispatch positions are not responsible for answering incoming calls.

2.1.6 Records Desk
The records desk is a support position that conducts queries for field personnel. The position is supposed to be staffed 24 x 7 but is often shut down if staffing is insufficient. Field personnel can query state and federal databases from their vehicles and the primary dispatch position often runs queries.

Two positions for law enforcement activity are warranted, with one being support, as is done currently. While the position is titled records desk, the activities should not be limited to queries. This position could also support tactical operations for law enforcement and/or fire as well as assist with call-answering.

MCP recommends that this position is re-evaluated to determine the functions it can provide and retitle the position appropriately.
22 The International Academies of Emergency Dispatch (IAED) chief complaint protocol includes location, nature code, caller phone number, name (optional), age, consciousness, breathing, and any particulars needed to determine the proper response.

11 2.1.7 Fire/EMS Dispatcher
With an annual fire incident volume of 5,757, with an average processing time of 42 minutes per incident, and an annual EMS incident volume of 10,124, with an average processing time of 60 minutes per incident, one fire/EMS dispatch position is appropriate.

While the intent is to have a second fire position, it is often not staffed. As the fire/EMS position is therefore not supported by a tactical position, in the event of a working fire incident, support will be needed from either the records position or a call taker. A tactical position could primarily be a call taker unless actively involved in an incident, and this should be a consideration.

A tactical position aligns with national standards. NFPA 1225, Section 15.3.2 states, “When requested by the incident commander, a telecommunicator shall be dedicated to the incident and relieved of other duties within the communications center.”23 Explanatory material for this section states, The issue of communication capabilities and/or failures is cited by the National Institute for Occupational Safety and Health (NIOSH) as one of the top five reasons for firefighter fatalities.

The importance of an assigned telecommunicator for specific incidents is a critical factor in incident scene safety. The assignment process should be outlined in specific SOPs within each agency represented in the communications center. This assignment process is further assisted when a command/communications vehicle is being staffed at the incident scene.24 The Fire Suppression Rating Schedule (FSRS), previously under the Insurance Services Office (ISO)25, evaluates four primary categories of fire suppression: fire department, emergency communications, water supply, and community risk reduction. The FSRS “measures the major elements of a community’s fire protection system and develops a numerical grading called a Public Protection Classification.”26 Ten points are available for emergency communications. The review focuses on the community's facilities and support for handling and dispatching alarms for structure fires.

Verisk notes:

We base our evaluations on nationally recognized standards developed by the Association of Public-Safety Communication Officials International (APCO) and the National Emergency Number Association (NENA). Verisk works very closely with APCO, NENA, the National Fire Protection Association (NFPA), county coordinators, directors, and staff at the communications centers we survey. We've found that the most critical factor in responding to emergencies is telecommunicators. Having a sufficient number of well-trained telecommunicators can make all the difference when responding to an emergency, and our evaluation gives this component the weight it deserves. 27 23 NFPA 1225: Standard for Emergency Services Communications 24 Ibid.
25 “Verisk, ISO’s parent company, is unifying all its insurance business … under the Verisk brand.” Verisk Community Hazard Mitigation Services | Verisk's Community Hazard Mitigation Services (isomitigation.com) 26 “The Public Protection Classification (PPC®) program provides important, up-to-date information about municipal fire protection services in each community we serve … In each of those protection areas, we analyze the relevant data and assigns a Public Protection Classification - a grading from 1 to 10. Class 1 generally represents superior property fire protection, and Class 10 indicates that the area's fire suppression program does not meet our minimum criteria.” How the Program Works | PPC | Verisk's Community Hazard Mitigation Services (isomitigation.com) 27 “Emergency Communications,” ISO Mitigation, 2018, https://www.isomitigation.com/emergency-communications/.

12 The fire/EMS dispatch position can recognize a 50% increase in volume before consideration to split the position is warranted, provided there is tactical support.

As fire and EMS agencies are considered reactive, meaning the agencies are typically dispatched rather than self-initiating, the fire/EMS dispatch position can assist with answering non-emergency lines when the need arises. MCP recommends non-emergency lines over 911 lines as they can more easily be placed on hold to dispatch an incident.

2.1.8 Ancillary Duties
The Needs Assessment included a list of ancillary duties, most of which are the responsibility of the supervisors and align with that position, such as personnel scheduling and overtime. Thus, are not necessarily “ancillary.” Many ECCs have ancillary duties in addition to their core functions of answering 911 lines and dispatching responders—such as a walkup window (smaller centers) or after-hours call answering for public works—that negatively impacts their workload and the complexities of the job. Often, these tasks are assigned to the center because it is a 24 x 7 entity rather than needing the expertise of highly trained and professional telecommunicators.

Industry-wide, no communications center should not be a catch-all for other departments that are not 24 x 7 and should not be used as a switchboard for the public safety agencies. After-hours parking complaints, for example, could be handled through a web portal that is accessible by the public and notification automated. While Berkeley does not appear to have many ancillary duties that are unrelated to 911 call-answering and dispatch, MCP recommends an audit to determine if any tasks can be eliminated, reassigned, or re-engineered. Reducing the number of ancillary duties can increase the capacity for telecommunicators to focus on life-safety core tasks (e.g., providing life-saving pre-arrival instructions on medical calls).

2.1.9 Retention
According to the Society for Human Resource Management (SHRM), direct replacement costs can be as high as 50% to 60% of an employee’s salary but when factoring in indirect and direct costs such as unemployment, Consolidated Omnibus Budget Reconciliation Act (COBRA) administration, and overtime to make up lost productivity, the total cost per individual can skyrocket up to 200%. To put this into perspective, an employee making approximately $100,000 per year with 60% benefits, would cost $80,000 to $320,000 to replace. There are economic advantages to investing long term in retention. Whether hiring a recruiter or taking steps so that the communications center is competitively compensated, and candidates are incentivized to apply, the return on investment can be substantial.

Although not the only factor, compensation is a significant factor that can negatively impact retention. It is crucial for Berkeley to be competitively positioned in the job market against private and public sector organizations. The ability to attract and retain qualified employees is more difficult than it has been historically. MCP recommends a comprehensive wage and benefits study and annual market assessments so that telecommunicator wages continue to align with the local market.

As mentioned above, compensation is not the only factor and stabilizing staffing will continue to have the single most significant factor on retention because employees need work-life balance for longevity. The deeper the staffing crisis grows, the longer and more difficult it is to recover from. Using the recommendations in this executive brief, the investment in retention should begin immediately.

13 2.1.10 Recruiting and Hiring
An effective recruiting program involves a broad spectrum of resources, reflects the community’s composition, and considers the internal and external climate among municipal, local, state, and national jurisdictions.

The numerous tasks required for hiring can be a heavy workload, particularly if many applications are received in the hiring process. Add in the additional duties of recruiting (e.g., keeping websites up to date, using social media, attending virtual recruiting fairs), and the tasks soon become overwhelming. All these tasks can be cumbersome and time-consuming, which is reflective of the amount of time it takes to hire an employee and the history with lags in recruiting and hiring. Aside from persistent vacancies and constant turnover, recruiting and hiring practices in Berkeley also compete with other City departments, which require their own level of effort.

Given the current dispatcher vacancy rate of 39% (67% if factoring in dispatchers in training and on extended leave) and the potential impact on life-safety (e.g., inadequate staffing to efficiently manage the volume of incidents), Berkeley would benefit from a dedicated recruiter or outsourcing support to oversee the recruiting and hiring tasks in support of this critical function. The recruiter or outsourced support would be tasked with finding the right candidate to be successful in the position. As a recruiter, the person is intimately familiar with all aspects of the positions, focuses on candidate sourcing, attends job fairs and community events that may draw potential applicants, conducts candidate-focused marketing drip campaigns, as well as educates the public regarding Berkeley’s communications center.

The hiring of a recruiter may increase the number of applicants applying for positions within Berkeley and help build the pipeline and bench. The qualifications for this position should include successful recruiting and talent acquisition in a commercial or government setting. The goal would be to create a position that would have more direct engagement with candidates, targeting government and emergency services. The personnel and training team could continue to support the dedicated recruiter with various recruiting and hiring tasks and both can continue to support the City’s human resource (HR) staff. Until all vacancies are filled, recruiting efforts should be continuous. If there are not enough trainers available, applicants should be placed on a “virtual bench” and the recruiter should stay in constant contact with the applicant until hired or ideally the applicant should be brought on board and given other tasks to avoid losing them. This approach also allows new hires to become acclimated to the flow of the communications center environment before being confronted with the more challenging aspects of training. Frequent communications with the recruits and building relationships with them early in the process are vital roles a recruiter position would fill.

There may be interim positions, such as a part-time ATC mentioned previously, that qualified applicants can fill prior to a dispatcher opening.

While this would require another salaried position or contractual services, the overall benefit would be seen in improvements in recruiting and hiring metrics. This role would streamline the responsibilities that are currently absorbed by City HR, provide applicants with a primary point of contact, and remove the competing priorities of other work requirements in the current environment.

Currently Berkeley, as do most employers, struggles with the diversity of traditional and innovative recruiting.

Attending high school career days, public education events, conferences, and local events (e.g., community cardiopulmonary resuscitation [CPR] training) is limited due to staff bandwidth. Coordination via a dedicated recruiter could optimize agency efforts beyond what it has now, prioritizing target markets and, over time, expanding to allow staff volunteers to assist with recruiting efforts.

Berkeley should also consider building a relationship with regional partners for recruiting. A regional application process can establish a shared and/or outsourced resource with the final hiring and progression left to the respective entity. Examples of how ECCs can improve hiring efficiencies include the following:

14 • Develop a recruitment repository for sharing recruiting materials among jurisdictions. • Develop a regional recruiting consortium, including shared services for hiring (e.g., joint applicant testing/screening).

Given that ECCs in the region are often competing for the same limited applicants, and most follow similar steps due to POST requirements, recruiting partnerships can reduce the workload and extend the reach of the ECC recruitment pool.

2.1.11 Staffing Summary
As noted previously, with an authorized strength of 36 dispatchers, excluding the supervisors, statistically, Berkeley is right at the required number of full-time employees needed to cover the minimum staffing (six to seven) 24 x 7. This is minimum staffing—not what an ideal configuration should be.

MCP believes Berkeley would benefit from the following configuration:
• Law enforcement positions 24 x 7 – 2
- Dispatch
- Support (currently records desk)
• Fire/EMS positions 24 x 7 – 2
- Dispatch
- Tactical/Fireground operations, backup call taker
• Call takers – 2 to 4
- Four assigned 17 hours a day (0700 to midnight)
- Two assigned 7 hours a day (midnight to 0700), supported by the two fire/EMS positions and law enforcement support (when not involved in an incident) This, statistically, requires an authorized strength of 45 for 10-hour shifts. If supervisors continue to routinely staff a position, an increase of four is required. If supervisors are to be dedicated to supervision, an increase of nine is required. A 12-hour shift configuration would require an authorized telecommunicator strength of 42.

As Berkeley is faced with numerous vacancies, recognizing full authorized strength—currently 36 dispatchers and 5 supervisors—will take time. When Berkeley reaches authorized strength, it should be able to support the following configuration, which is its current minimum staffing:
17 hours a Day (0700 to Midnight) 7 Hours a Day (Midnight to 0700) x Law enforcement dispatch – 1
x Fire/EMS dispatch – 1
x Support – 1 (tactical for fire/EMS as well as law
enforcement28)
x Call takers – 4
x Law enforcement dispatch – 1
x Fire/EMS dispatch – 1
x Support – 1 (tactical for fire/EMS as well as law
enforcement)
x Call takers – 3
28 While not ideal for a position to monitor two talkgroups, the fire incident volume is low.

15 17 hours a Day (0700 to Midnight) 7 Hours a Day (Midnight to 0700) If leave usage averages 489 hours per person annually once authorized strength is reached, this equates to 55 hours a day of leave time29—five to six people (10-hour shifts).

If leave usage averages 389 hours per person annually once authorized strength is reached, this equates to 44 hours a day of leave time30—or four people (10-hour shifts).

Leave time must continue to be a consideration.

The above configuration requires an authorized strength of 41—current authorized strength—for 10-hour shifts.

This configuration will need to be continually revisited if there are technical or workflow changes that impact workload (see sections below). For example, there are recommendations contained in this brief that may reduce administrative and non-emergency call volume. If that occurs, it may reduce the number of call takers required during business hours or early evening.

MCP recommends that Berkeley, long term, strive to reach an authorized strength of 45 to 50 telecommunicators (dispatchers and supervisors), for 10-hour shifts, which should position it well for the long term.

The current minimum staffing versus the ideal staffing is shown in the table below. Supervisors are not included in this table as, ideally, they provide oversight and are not working a position.

Minimum Staffing (6 positions) Ideal Staffing (6 to 8 positions) x Law enforcement dispatch 24 x 7 – 2
- Police dispatch
- Records
x Fire/EMS dispatch 24 x 7 – 1
x Call Takers – 3 (this is often 2 due to staffing)
This configuration requires 36 dispatchers.
x Law enforcement positions 24 x 7 – 2
- Police dispatch
- Support (currently records desk)
x Fire/EMS positions 24 x 7 – 2
- Dispatch
- Tactical/Fireground operations, backup call
taker
x Call takers – 2 to 4
- Four assigned 17 hours a day (0700 to
midnight)
- Two assigned 7 hours a day (midnight to
0700), supported by the two fire/EMS
positions and law enforcement support
(when not involved in an incident)
This configuration requires 45 dispatchers.
29 489 x 41 (36 dispatchers and 5 supervisors) = 20,049 hours / 365 days = 55 hours a day 30 389 x 41 = 15,949 hours / 365 days = 44 hours a day