• Fairly important
Question 6
• Very important
Question 7
• Very important
Question 8
• Slightly important
Question 9
• Slightly important
Question 10
• Slightly important
Question 11
• Concept Design 3
Question 12
i didn't really consider concepts 1 and 2 once I saw "eliminates most left- turn opportunities". I live on a side street off Telegraph and want to be able to turn onto it and adjacent side streets.
Name not available
July 3, 2025, 11:52 AM
Question 1
• Occasionally
Question 2
• I visit businesses there
Question 3
• Biking
Question 4
Bicyclist safety: 6
Pedestrian safety: 5
Accessibility for those with disabilities: 4
Transit speed and reliability: 3
On-street vehicle parking: 1
Commercial loading zones for trucks and other deliveries: 2 Question 5
• Very important
Question 6
• Very important
Question 7
• Fairly important
Question 8
• Fairly important
Question 9
• Not important
Question 10
• Not important
Question 11
• Concept Design 1
Question 12
Best approach to sharing road for all users: walking, biking, transit, and even includes cars. Doesn’t over-prioritize autos
Name not available
July 3, 2025, 11:58 AM
Question 1
• Daily
Question 2
• I visit businesses there
Question 3
309 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
• Driving a car
Question 4
Bicyclist safety: 1
Pedestrian safety: 6
Accessibility for those with disabilities: 6
Transit speed and reliability: 1
On-street vehicle parking: 6
Commercial loading zones for trucks and other deliveries: 5 Question 5
• Not important
Question 6
• Very important
Question 7
• Fairly important
Question 8
• Not important
Question 9
• Very important
Question 10
• Fairly important
Question 11
• Concept Design 3
Question 12
Concept 3 retains the most parking for businesses along Telegraph, prioritizes pedestrian safety, and allows for left turns. Also it will be consistent with the traffic patterns along the rest of Telegraph into Oakland.
Question 13
Please prioritize pedestrian safety by adding in flashing cross walk lights at the intersection of Oregon and Telegraph. This is a popular crossing, but with no safety enhancements. I believe that this crossing will be used even more frequently once there is less street parking on Telegraph, particularly by folks going to the medical offices, attending events at the Sufi Meditation Center etc ...
Name not shown
inside City Council Districts
July 3, 2025, 3:00 PM
Question 1
• A few times a week
Question 2
• I live on or near the street
Question 3
• Walking
Question 4
Bicyclist safety: 6
Pedestrian safety: 6
Accessibility for those with disabilities: 6
Transit speed and reliability: 5
On-street vehicle parking: 4
Commercial loading zones for trucks and other deliveries: 3 Question 5
• Very important
Question 6
• Very important
Question 7
• Very important
Question 8
• Slightly important
Question 9
• Fairly important
Question 10
310 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
• Slightly important
Question 11
• Concept Design 3
Question 12
Prioritizes pedestrian and bicycle safety
Question 13
Please make sure the final plan includes added protection to prevent traffic from finding cut-throughs to avoid Telegraph or Ashby. We need to avoid more car traffic on Prince Street and Deakin Street in our neighborhood (southwest of Ashby/Telegraph).
Bruce Wicinas
inside City Council Districts
July 3, 2025, 4:36 PM
Question 1
• Daily
Question 2
• I live on or near the street
Question 3
• Walking
Question 4
Bicyclist safety: 2
Pedestrian safety: 5
Accessibility for those with disabilities: 2
Transit speed and reliability: 4
On-street vehicle parking: 5
Commercial loading zones for trucks and other deliveries: 5 Question 5
• Not important
Question 6
• Very important
Question 7
• Fairly important
Question 8
• Not important
Question 9
• Very important
Question 10
• Fairly important
Question 11
• Concept Design 2
Question 12
I have lived at Telegragh and Prince for 43 years. Twenty years ago I commuted to UC Berkeley by bike every day. Bicyles should not be using Telegraph; the city provides parallel bike routes. I forced myself to change habits to avoid impeding traffic and for my safety . Since then I have had to drive to work, attend city meetings typically on North Side, chauffer my children often to north side. Crossing eastern Berkeley south-north in a car is a misery. As a driver I hate the Temescal segment; I am unable to apprehend the visual and physical complexity of that environment with sufficient speed. "In what lane am I supposed to be?" You can'f fix deficient human behavior by altering streets. People learned how to cross streets as children, or they didn't. Drivers will behave badly no matter that you do. I walk along Telegraph every day. It is pleasant early in the morning and on holidays. If you drive all the mid- and late-day traffic away it will go somewhere.
Question 13
All the proposed fixes seem to add great complexity to the experience. A four lane urban highway is a simple thing with which we are familiar.
Considerate people who have learned good pedestrian, driving and biking habits find little or no problem with it. Please don't over-fix it.
Name not available
July 3, 2025, 5:32 PM
Question 1
• A few times a week
311 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
Question 2
• I live on or near the street
Question 3
• Biking
Question 4
Bicyclist safety: 6
Pedestrian safety: 5
Accessibility for those with disabilities: 4
Transit speed and reliability: 3
On-street vehicle parking: 1
Commercial loading zones for trucks and other deliveries: 2 Question 5
• Very important
Question 6
• Very important
Question 7
• Very important
Question 8
• Very important
Question 9
• Not important
Question 10
• Fairly important
Question 11
• Concept Design 1
Question 12
Make transit faster and more reliable so people don't need to use cars as much, and also make Telegraph more accessible to those who don't or can't drive, or who don't have a car here, like students. But this should also be paired with more bus lines on Telegraph!
Question 13
A bus plaza or two where multiple lines all come together, like in downtown Berkeley or 20th street in Oakland.
Name not available
inside City Council Districts
July 3, 2025, 5:40 PM
Question 1
• Occasionally
Question 2
• I live on or near the street
Question 3
• Biking
Question 4
Bicyclist safety: 6
Pedestrian safety: 6
Accessibility for those with disabilities: 3
Transit speed and reliability: 5
On-street vehicle parking: 1
Commercial loading zones for trucks and other deliveries: 3 Question 5
• Very important
Question 6
• Very important
Question 7
• Very important
Question 8
• Very important
Question 9
• Not important
Question 10
312 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
• Fairly important
Question 11
• Concept Design 2
Question 12
No response
Name not shown
inside City Council Districts
July 3, 2025, 6:35 PM
Question 1
• A few times a week
Question 2
• I live on or near the street
Question 3
• Driving a car
Question 4
Bicyclist safety: 5
Pedestrian safety: 6
Accessibility for those with disabilities: 5
Transit speed and reliability: 3
On-street vehicle parking: 4
Commercial loading zones for trucks and other deliveries: 3 Question 5
• Fairly important
Question 6
• Very important
Question 7
• Fairly important
Question 8
• Slightly important
Question 9
• Very important
Question 10
• Fairly important
Question 11
• Concept Design 3
Question 12
Don't need a dedicated BUS Lane
Name not shown
inside City Council Districts
July 3, 2025, 9:05 PM
Question 1
• A few times a week
Question 2
• I live on or near the street
Question 3
• Biking
Question 4
Bicyclist safety: 6
Pedestrian safety: 4
Accessibility for those with disabilities: 3
Transit speed and reliability: 2
On-street vehicle parking: 5
Commercial loading zones for trucks and other deliveries: 1 Question 5
• Slightly important
Question 6
• Fairly important
Question 7
313 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
• Fairly important
Question 8
• Not important
Question 9
• Very important
Question 10
• Very important
Question 11
• Concept Design 1
Question 12
Concept 3 is too radical. (At times I drive to 40th and Webster in Oakland; since they modified Telegraph near there, Google Maps usually sends me down Shafter instead. So I also anticipate that a lot of traffic will be diverted to other streets. I also note that, at the Community meeting in 2022, someone observed that such redesigns often lead to less traffic on the street (as if people were taking transit instead). No, they take alternate routes. As for Concept 2, that is also too much, in my opinion.
Also, I strongly object to the stop light at Parker and Telegraph. I live on Parker, and a light at Parker & Telegraph would turn Parker into the preferred route for people to switch over from southbound College to southbound Telegraph. (It also bugs me that the LBNL Shuttle is already doing that, since the reconstruction of Dana.)
Question 13
Your survey never mentioned convenience/efficiency of car travel as a possible priority.
314 | communityfeedback.opengov.com/14508 Created with OpenGov | July 7, 2025, 8:54 AM Telegraph Multimodal Project
Share your thoughts on how to redesign Telegraph Avenue from Dwight to Woolsey
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/
INFORMATION CALENDAR
October 28, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Scott Gilman, Director, Health, Housing, and Community Services Subject: Inclusionary Housing Program Annual Report Fiscal Year 2025
INTRODUCTION
The City of Berkeley’s Inclusionary Housing Ordinance (IHO) (Berkeley Municipal Code Chapter 23.328) requires most new residential projects to contribute to affordable housing by either:
Providing Below Market Rate (BMR) units on-site, which become part of the City’s BMR program; or
Paying the Inclusionary Housing Ordinance Affordable Housing In-Lieu Fee (“in- lieu fee”) into the City’s Housing Trust Fund, which supports the development of 100% affordable housing.
This report summarizes program activity for Fiscal Year 2025 (FY 2025) and provides updates on in-lieu fee adjustments, revenue, and anticipated trends.
CURRENT SITUATION AND ITS EFFECTS
The following is a summary of findings related to the City’s BMR program in FY 2025.
Affordable Housing Compliance Plan: Entitlements and Building Permits New residential projects submit a preliminary Affordable Housing Compliance Plan (AHCP) during the entitlements process and a final AHCP before building permits. The AHCP confirms how the project will comply with the IHO. For example, a project may comply by providing on-site BMR units, paying the in-lieu fee, or a combination of both methods. The AHCP facilitates transparency and predictability for the applicant and City. The submission of an AHCP does not necessarily indicate that a project will be built or pay the fee in a particular year.
In FY 2025, the total number of units with entitlements processed was 1,813 units, including 163 BMR units. The projected fee revenue for these units is $11.2 million (Table 1). Projects that were both entitled and received building permits in FY 2025 are included in the next section.
34
Inclusionary Housing Program Annual Report INFORMATION CALENDAR Fiscal Year 2025 October 28, 2025
In FY 2025, the total number of units with building permits processed was 482 units, including 42 BMR units. The projected fee revenue for these units is $11.4 million (Table 1). This figure includes projects entitled under both the IHO and the Affordable Housing Mitigation Fee ordinance (AHMF). A full list of proposed projects that have the status of a preliminary or final AHCP in FY 2025 can be found in Attachment 1. Preliminary AHCP are estimates and may shift prior to building permit.
Table 1. BMR Program Pipeline
Category Total
Projects
Total
Units BMR Units Projected Fee
Revenue
Entitlements Processed 14 1,813 163 $11.2M
Building Permits Processed 8 669 51 $11.4M
Pipeline Total 22 2,482 214 $22.6M
Newly Constructed Below Market Rate Units
In FY 2025, 30 newly constructed BMR units were available for lease across seven buildings;
10 units were made available to Section 8 voucher holders; and 10 units were made available to Shelter + Care voucher holders.
A table showing the complete list of projects is included in Attachment #1.
Biennial Automatic Adjustment of Inclusionary Housing In-Lieu Fee Resolution No. 71,674-N.S. established an automatic adjustment to the in-lieu fee to reflect changes in the California Construction Cost Index every two years, beginning on July 1, 2025.
In 2023, the CCI increased by 9.4%. In 2024, the index increased by 2.3%. This represents a cumulative increase of 11.7% over the past two years.
Inclusionary Housing Program Annual Report INFORMATION CALENDAR Fiscal Year 2025 October 28, 2025
On July 1, 2025, the in-lieu fee increased from $56.25 to $62.83 per square foot of Residential Unit Floor Area for new residential construction. See Table 2 for the 2025 in- lieu fee calculation.
Table 2. 2025 In-Lieu Fee Update
2023 Fee 2023 CCI
Change
2024 CCI
Change
Total CCI %
Increase
(2023 and 2024)
2025 Fee
$56.25 9.4% 2.3% 11.7% $62.83
Total Fee Revenue
In FY 2025, the City collected $831,000 in fees. These fees were collected from projects entitled under the previous AHMF ordinance.
As of April 1, 2023, residential projects are subject to the requirements under the IHO.
Residential projects with a building permit or preliminary application submitted on or before April 1, 2023, are subject to the AHMF ordinance. The City’s AHCP data demonstrates that there is a significant pipeline of projects entitled under IHO, but they are not required to pay the fee until the Certificate of Occupancy. Fee revenue will transition from the AHMF to the IHO in lieu fee as entitlements progress.
Table 3 and Figure 1 show the revenue collected each year from FY 2021 to FY 2025.
Over the past five years, the City averaged $9 million per year in fee revenue.
Table 3. BMR Program Fee Revenue (FY 2021 to FY 2025)
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
AHMF $3,112,000 $16,208,000 $14,224,000 $10,716,000 $831,000
Inclusionary Housing Program Annual Report INFORMATION CALENDAR Fiscal Year 2025 October 28, 2025
Figure 1. BMR Program Fee Revenue (FY 2021 to FY 2025)
BACKGROUND
The Inclusionary Housing ordinance is established by BMC Chapter 23.328.
On February 14, 2023, the Berkeley City Council updated the affordable housing requirements for new market-rate construction, transitioning from the AHMF ordinance to the IHO.
As of July 1, 2025, the BMR program provides 605 units across 61 properties. Fees collected under the ordinance are dedicated to the City’s Housing Trust Fund program to fund non-profit, 100% affordable housing developments.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects associated with the subject of this report.
POSSIBLE FUTURE ACTION
Resolution No. 71,674-N.S. established an automatic adjustment to the in-lieu fee to reflect changes in the California Construction Cost Index every two years. On July 1, 2027, the in-lieu fee will automatically increase based on changes to the Construction Cost Index.
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
Affordable Housing Mitigation Fee and In-lieu fee revenue is deposited in the City’s Housing Trust Fund program. Bond measures, such as Measure O, provide a significant
Inclusionary Housing Program Annual Report INFORMATION CALENDAR Fiscal Year 2025 October 28, 2025
but one-time source for affordable housing. The in-lieu fee is Berkeley’s primary dedicated funding source to support 100% affordable housing and leverage County, State, and federal funding.
Revenue trends depend on development activity, compliance choices (BMR units vs. fees), state law changes, and broader housing market conditions. Revenue trends have slowed, consistent with the shifts in the housing market due to increased construction costs and higher interest rates than previous years.
CONTACT PERSON
Mike Uberti, Senior Community Development Project Coordinator, HHCS, (510) 981-5114
Snow Zhu, Community Development Project Coordinator, HHCS, (510) 981-7774 Attachments:
1: Below Market Rate Properties FY 2025
Attachment 1: Below Market Rate Properties FY 2025
Table 1. Residential Projects Pipeline by AHCP Status
Address Applicable
Ordinance
Total
Units
BMR
Units
Fee
Estimate
Preliminary AHCP
(Entitlements Processed)
Bancroft 2036 IHO 87 6 $1,520,000
Bancroft 2462 IHO 66 3 $920,000
Bancroft 2680 IHO 79 9 $160,000
Channing 2317 AHMF 22 3 $620,000
Haste 2442 IHO 38 4 $1,020,000
Kittredge 2138 IHO 66 5 $640,000
Milvia 2109 IHO 105 11 $320,000
San Pablo 2147 IHO 141 15 $300,000
Shattuck 1685/ Virginia 2109 IHO 110 9 $460,000
Shattuck 2655 IHO 97 10 $520,000
Tenth St. 1917 IHO 3 0 $70,000
University 1950 IHO 599 58 $2,890,000
University 2029 #1 IHO 240 18 $890,000
University 2029 #2 IHO 160 12 $930,000
Preliminary AHCP Subtotal 1,813 163 $11,260,000
Final AHCP
(Building Permits Processed)
San Pablo 2403 IHO 36 0 $1,950,000
Channing 2328 AHMF 13 0 $600,000
University 1598 IHO 207 21 $810,000
Kittredge 2065 AHMF 187 9 $5,450,000
San Pablo 3020 IHO 29 4 $180,000
Ashby 1331 AHMF 6 1 $40,000
Durant 2538 AHMF 83 6 $1,290,000
Shattuck 1752 AHMF 68 7 $460,000
Shattuck 2440 AHMF 40 3 $600,000
Final AHCP Subtotal 669 51 $11,380,000
Total
2,482 214 $22,640,000
Attachment 1: Below Market Rate Properties FY 2025 (cont.)
Table 2. New Projects and Below Market Rate Units (FY 2025) Address Total Units BMR Units
Shattuck 2701 57 5
MLK 2099 72 5
Oxford 1773 24 3
University 1698 36 6
Bancroft 2590 / Bowditch 2300 87 5
2480 Bancroft Way 28 2
2650 Telegraph 45 4
Total 349 30
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/
INFORMATION CALENDAR
October 28, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Terrance Davis, Director, Public Works
Subject: Audit Status Reports: Fleet Replacement Fund Short Millions and Rocky Road: Berkeley Streets at Risk and Significantly Underfunded
INTRODUCTION
On November 19, 2020, the City Auditor published the Rocky Road: Berkeley Streets at Risk and Significantly Underfunded Audit Report, reviewing the funding resources to sufficiently maintain City streets, and asking if Public Works has clear policies and processes to guide paving decisions.
On June 2, 2021, the City Auditor published the Fleet Replacement Fund Short Millions Audit Report, reviewing the sufficiency of the fund to replace vehicles and asking if Public Works has key information necessary for managing the fleet program.
This is the fourth status report to City Council on the efforts made to implement the Audit Report’s recommendations for both streets paving and fleet. Previous reports were issued on November 3, 2022, March 19, 2024, and December 10, 2024.
CURRENT SITUATION AND ITS EFFECTS
The street paving audit report included two findings and five recommendations for the Public Works Department to review, implement and report to Council. As of this report, all recommendations have been implemented. This implementation update is due to the November 2024, election, in which Measure FF was approved by voters, creating a new, multi-year funding source for paving.
On November 5, 2025, Measure FF, also known as the Sustainable and Accountable Funding for Equitable Street Transformation, Revitalization, Enhancements, and Essential Traffic Safety (SAFE STREETS) Initiative, was passed by Berkeley voters and adopted as Ordinance 7,952-N.S. on December 10, 2025. The SAFE STREETS Initiative authorizes an annual parcel tax of $0.17 per square foot for residential properties and $0.25 per square foot for other properties over a 14-year period. This measure is projected to generate approximately $15 million annually, dedicated to funding street and sidewalk repairs, safety improvements, and environmental infrastructure projects.
35
Audit Status Reports: Fleet Replacement Fund Short Millions and INFORMATION CALENDAR Rocky Road: Berkeley Streets at Risk and Significantly Underfunded October 28, 2025
The fleet audit report noted two findings and twelve recommendations for the Public Works Department to review, implement and report to Council. As of this report, there are updates to the status of ten of the twelve recommendations. The first set of seven recommendations were related to the underfunding of the Equipment Replacement Fund. All six have been partly implemented. The second set of five recommendations focused on Public Works having critical information available to inform management and decision making. One of these recommendations under this finding has been completed while the others have been partly implemented.
Additional staffing was utilized to assist with vehicle procurement, but that task was deprioritized to focus on AssetWorks implementation. Due to the ongoing focus on completing AssetWorks implementation, vehicle replacement remains as a key objective and will be prioritized after system implementation.
BACKGROUND
These Audit Status Reports support the Strategic Plan Priority of advancing our goal to provide state-of-the-art, well-maintained infrastructure, amenities, and facilities. The attachment provides a detailed table of audit report recommendations, steps towards corrective action, and implementation progress updates. The next status report for the fleet and street paving audits are expected to be presented in Fall 2026.
Public Works is responsible for capital rehabilitation projects and day-to-day maintenance of over 216 centerline miles of streets in the City. Public Works also manages the maintenance, purchase, and replacement of the City’s 600 assets such as fleet vehicles, heavy duty trucks and large equipment, including public safety, fire, and alternative fuel vehicles and equipment. The Administrative and Fiscal Services Division is responsible for the Department’s budget and fiscal oversight and analytical support for routine and special projects in all Public Works operating divisions.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Public Works strives to procure electric vehicles or other low emission, fuel-efficient vehicles and equipment suitable for required tasks. Staff also research the feasibility and availability of fully electric vehicles and hybrid-electric powertrains to support the City’s transition away from fossil fuels towards an all-electric fleet.
Enhanced streets provide significant benefits for all users, including reducing greenhouse gas emissions through better vehicle mileage, and are a key focus of the Department. By improving infrastructure, we encourage more sustainable modes of transportation, such as bicycling and walking, which in turn help reduce greenhouse gas emissions and contribute to healthier, more vibrant communities. Additionally, these projects often incorporate green infrastructure elements, such as permeable pavement and bioswales, designed to filter pollutants and manage stormwater. This ensures that runoff is cleaner and better managed before it enters the Bay, helping to protect our
Audit Status Reports: Fleet Replacement Fund Short Millions and INFORMATION CALENDAR Rocky Road: Berkeley Streets at Risk and Significantly Underfunded October 28, 2025
waterways and support long-term environmental sustainability. Through these improvements, we prioritize the safety, accessibility, and ecological health of our urban spaces.
POSSIBLE FUTURE ACTION
Public Works will continue to address the remaining two partly implemented recommendations in the street paving audit and the remaining eleven partly implemented recommendations in the fleet audit.
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
In the mid-Biennial FY2027/2028 Budget update a new rate model for the Equipment Maintenance Fund will be proposed to include the cost of fleet electrification, updated personnel allocations, and possible facility changes or improvements that will be needed during and after the Transfer Station remodel. It is estimated that the additional costs to convert the planned replacement vehicles to all electric in the next five years may be $9,000,000. For the corresponding infrastructure required to support this conversion, the installation of chargers will cost an estimated $6,500,000.
In the biannual budget adoption for FY 2023 and FY 2024, Council approved a funding guideline to approve an $8,000,000 annual increase to street paving funding in future fiscal years (plus annual CPI adjustments). This funding is intended to raise paving funding to levels sufficient to maintain current pavement condition.
CONTACT PERSON
Jeff Glover, Administrative & Fiscal Services Manager, Public Works, (510) 981-6304 Ronald Nevels, Manager of Engineering, Public Works, (510) 981-6439 Joy Brown, Public Works Operations Manager, Public Works, (510) 981-6629 Attachments:
1. Fleet Audit Findings and Recommendations Response Report
2. Street Audit Findings and Recommendations Response Report
Finding Department Previous Status
Update
Current Status Update
The Replacement Fund
is underfunded by
millions of dollars.
1.1 Calculate the dollar value of the
City’s replacement needs. Use
results from the recent rate
study to adjust departments’
replacement fees to cover their
share of the costs associated with
vehicle replacement, including
customization and personnel.
Public Works Partly
Implemented
Partly Implemented: Public Works
updated the replacement costs in
AssetWorks, the new fleet management
software, to accurately reflect current
amortization values. The ongoing
amortization charges are passed on to
the end user departments.
However, additional charges are still
being calculated which include
personnel and electric vehicle charging
infrastructure. Billing for and collecting
for these additional charges will be
presented to the Budget Office and City
Departments as part of the next mid-
biennial budget update in Fall 2025.
Additionally, previous costs for radio and
light installations done by City staff were
not billed to the corresponding vehicles,
and Public Works anticipates finalizing
this process in Fall 2025.
The Replacement
Fund is underfunded
by millions of dollars.
1.2 Conduct an analysis of the City’s
current fleet and determine the
optimal fleet size to provide
services efficiently and effectively.
This analysis should include fleet
units identified as reserve, backup,
and “pool” vehicles. The outcome
of the analysis should be a plan to
achieve and provide funding for
the optimal fleet size.
Public Works Started
Partly Implemented: Mercury Associates
delivered their 360 fleet assessment
survey to the City in September 2024.
The assessment recommends the City
conduct a right-sizing and right-typing
study of the fleet. PW launched the Right
Sizing Survey in March 2025, but received
less than 10 responses. The survey was
relaunched in August 2025 to updated
contacts and end users. The results of
this survey and corresponding fleet
analysis are anticipated to be completed
by November 2025.
Recommendation
Audit Title: Fleet Replacement Fund Short Millions
Audit Issue Date: June 2, 2021
The Replacement Fund
is underfunded by
millions of dollars.
1.3 Work with the City Manager’s
Office to adjust the funding model
of the Equipment Replacement
Fund or adopt a new one to ensure
appropriate funding for timely fleet
replacement, such as annually
transferring money from the
General Fund based on an
assessment of the City’s overall
fleet needs and priorities. Expand
the current vehicle and equipment
replacement policy to ensure
transparency of key provisions of
the new or updated model.
Public Works Partly
Implemented
Partly Implemented: Mercury
Associates is currently working on a
revised rate structure. Public Works
Senior Management is reviewing the
draft Equipment and Vehicle
Replacement Policy AR. PW will present
the new A.R. to the City Manager once
the rate study and funding model has
been reviewed and approved by the
budget office.
The Replacement Fund
is underfunded by
millions of dollars.
1.4 Revise the vehicle and equipment
replacement policy to include that
Public Works should regularly
assess the personnel expenditures
related to vehicle and equipment
replacement and ensure that they
are appropriate and proportional
to their duties.
Public Works Partly
Implemented
Partly Implemented: Public Works
Senior Management is reviewing the
draft Equipment and Vehicle
Replacement Policy AR. Personnel
expenditures that are currently being
allocated to the Equipment
Replacement Fund will be evaluated
annually as part of the budget update
process. Additionally, the reallocation
of funding for personnel that work
outside of Public Works but are funded
by Public Works will be elevated to the
City Manager during the budget
process.
The Replacement Fund
is underfunded by
millions of dollars.
1.5 Revise the vehicle and equipment
replacement policy to prevent
replacing unfunded vehicles by
ensuring that contributed funds
are available for the purchase.
Public Works Partly
Implemented
Partly Implemented: Public Works
Senior Management is reviewing the
draft Equipment and Vehicle
Replacement Policy AR. It includes
provisions to prevent replacing
unfunded vehicles by ensuring that
contributed funds are available for the
purchase.
The Replacement Fund
is underfunded by
millions of dollars.
1.6 Develop an Administrative
Regulation that clarifies Public
Works’ responsibilities to manage
the fleet and maintain sufficient
fleet replacement funding.
Public Works Partly
Implemented
Partly Implemented: Mercury and
Associates is currently working on a
revised rate structure. The Draft
Equipment and Vehicle Replacement
policy is undergoing review by Senior
Management, and it will include a section
regarding if/when/how Equipment
Replacement Funding may be spent on
non-direct replacement expenses such
as Fleet Electrification. In FY2025 $2m
and in FY2024 $500,000 was transferred
from Equipment Replacement Fund 671
to Equipment Maintenance Fund 672.
The Replacement Fund
is underfunded by
millions of dollars.
1.7 To help secure the funding needed
for transitioning to electric vehicles
by 2030, work with the City
Manager’s Office to develop a
budgetary plan to purchase electric
vehicles. The plan should align with
the City’s fleet electrification goals
and take into consideration the
current economic downturn,
funding availability, available
infrastructure, and electric vehicle
availability.
Public Works Partly
Implemented
Partly Implemented: The Electric Mobility
Coordinator together with AVA Energy
and Frontier Energy have completed the
Fleet Electrification Assessment which
provides a plan for charging
infrastructure, vehicle transition, and
costs. EV charging infrastructure is
currently proposed to be funded by the
Equipment Replacement Fund with
reimbursement to the fund from an
updated rate model.
Public Works lacks
information on vehicle
and equipment
replacement for
decision making.
2.1 Conduct a needs assessment of
vehicles overdue for replacement
and create a plan that
documents a timeline and cost for
replacement. Report the findings
to City Council.
Public Works Partly
Implemented
Partly Implemented: Public Works
launched a right sizing survey in March
2025 and relaunched it in August 2025 to
updated contacts and end users. The
results of this survey and corresponding
fleet analysis are anticipated to be
completed by November 2025 with a
Council Report to City Council in early
2026. Additionally, the replacement plan
will be presented as part of the two year
budget process.
Public Works lacks
information on vehicle
and equipment
replacement for
decision making.
2.2 Update the vehicle and equipment
replacement policy to include
criteria for prioritizing fleet
replacement. The policy should
include a requirement to
communicate a delay in
replacement of their fleet to
affected departments. In
Administrative Regulation
described in recommendation 1.6,
specify that the vehicle and
equipment replacement policy
should include such criteria.
Public Works Partly
Implemented
Partly Implemented: Public Works Senior
Management is reviewing the draft
Equipment and Vehicle Replacement
Policy AR. It includes the criteria for the
annual replacement list.
Public Works lacks
information on vehicle
and equipment
replacement for
decision making.
2.3 Work with the vendor of the new
fleet management system to
configure it to address the data
issues identified in this report,
including:
- Tracking Replacement Funds
collected and leftover funds by
department;
- Zeroing out the balance after a
vehicle is replaced;
- Adjusting the replacement date
and reporting the rationale if a
replacement is deferred;
and
- Displaying any information
needed to prioritize replacements
based on specified criteria.
Public Works Partly
Implemented
Partly Implemented: The Equipment
Maintenance Team has ongoing meetings
with AssetWorks to address functionality
of the software. The process of managing
excess amortization has yet to be
documented.
Public Works lacks
information on vehicle
and equipment
replacement for
decision making.
2.4 Clean and update the vehicle and
equipment database before
migrating it to the new fleet
management system to ensure
accuracy and data integrity.
Public Works Partly
Implemented
Implemented: AssetWorks is the only
system used by the Equipment
Maintenance Division as of May 2025.
There have been continuous updates to
the asset records to ensure it reflects the
most accurate information.
Public Works lacks
information on vehicle
and equipment
replacement for
decision making.
2.5 Update the vehicle and equipment
replacement policy or develop a
separate policy to require staff
manage the City’s data
appropriately to ensure accurate
complete information to support
management decisions.
Public Works Partly
Implemented
Partly Implemented: Public Works Senior
Management is reviewing the draft
Equipment and Vehicle Replacement
Policy AR. It includes required sharing of
data for management decisions.
Finding Department Previous status
update
Current status update
Without significant
additional funding,
Berkeley streets
will continue to
deteriorate and
deferred
maintenance costs
will increase.
1.1 Annually, conduct a budget
analysis, based on the
deferred maintenance needs
at that point in time, to
determine what level of
funding is necessary to
achieve the desired goals of
the Street Rehabilitation
Program. Report findings to
City Council. This information
will be helpful during
updates to the Five‐Year
Street Rehabilitation Plan
and during the budgeting
process.
Public Works Partly
Implemented
Implemented:
Public Works staff has presented
updated revenue and PCI projections
to City Council in 2023 and 2024. They
will present the findings of the 2024
Pavement Management Program
Update PTAP final report which will be
reported to Council in Fall 2025 in
advance of the approval of the next
iteration of the 5‐Year Paving Plan..
Without significant
additional funding,
Berkeley streets
will continue to
deteriorate and
deferred
maintenance costs
will increase.
1.2 Identify funding sources to
achieve
and maintain the
goals of the Street
Rehabilitation Program.
Public Works Partly
Implemented
Implemented:
Since adoption of the Street
Rehabilitation Policy in 2022, Council
has increased paving allocations to an
average of $20–25M annually,
supported by the General Fund, Zero
Waste Fund, and Stormwater Fund. In
November 2024, voters approved
Measure FF, a parcel tax expected to
generate $15M annually for 14 years,
with about 45% (~$6.5M/year)
dedicated to street paving. However,
this amount is still less than the
estimated $42 million annually needed
to achieve the target of an average
Pavement Condition Index (PCI) of 70.
Issue Date: November 19, 2020
Audit Title: Rocky Road - Berkeley Streets at Risk and Significantly Underfunded Recommendation
The Streets
Rehabilitation and
Repair Policy is out‐
of‐date and Public
Works is not
following it.
2.1 Update the Street
Rehabilitation and Repair
Policy annually and define
who is responsible for
ensuring the Policy is
updated, as stated in the
Policy.
Public Works Implemented Implemented:
Public Works Commission approved a
Street Rehabilitation and Repair Policy
March, 2021, which was received and
revised after consideration at the FITES
Commission in May 2021, and
ultimately adopted by City Council on
January 25, 2022. The Policy and Five
Year Paving Plan were considered and
adopted on the same Council agenda.
The Street and Maintenance Policy
shall be adopted by City Council at a
minimum interval of 5 years, after
review by the Transportation and
Infrastructure Commission.
The Streets
Rehabilitation and
Repair Policy is out
‐
of‐date and Public
Works is not
following it.
2.2 When updating the Street
Rehabilitation and Repair
Policy, incorporate equity to
align with Vision 2050 and
clearly define how it will be
applied to the street
maintenance and
rehabilitation planning
process.
Public Works Implemented Implemented:
The updated Street Rehabilitation and
Repair Policy was adopted with clear
language placing Equity as an
objective. The updated Policy can be
viewed here:
https://berkeleyca.gov/sites/default/fil
es/2022‐
04/Street%20Maintenance%20and%20
Rehabilitation%20Policy_01_25_2022.p
df.
The Streets
Rehabilitation and
Repair Policy is out
‐
of‐date and Public
Works is not
following it.
2.3 Define goals and
performance measures to
guide the Street
Rehabilitation and Repair
Policy and Street
Rehabilitation Program that
align with other plans and
policies relevant to street
paving (e.g., Complete
Streets Policy, Vision 2050,
etc.). Regularly report to
Council on performance
measures.
Public Works Implemented Implemented:
Performance Metrics are included as a
major part of the adopted Specific
Policy. Key areas: 1) The goal is to get
to standard PCI of 70 for roadways:
Arterials, Collectors, Bus Routes,
Bikeway Network, and Equity Zone. 2)
Funding should be prioritized with
Equity in mind 3)Performance metrics
reporting will be included with the
biannual Paving Plan review. The
updated policy can be viewed here:
https://berkeleyca.gov/sites/default/fil
es/2022‐
04/Street%20Maintenance%20and%20
Rehabilitation%20Policy_01_25_2022.p
df.
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/
INFORMATION CALENDAR
October 28, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Terrance Davis, Director, Public Works
Subject: Audit Status Report: 2009 Leases Audit Follow-Up
INTRODUCTION
On January 24, 2025, the City Auditor released, 2009 Leases Audit Follow-Up - Berkeley Faces the Same Risks 16 Years Later, to City Council with recommendations to improve the City’s lease oversight and management. The purpose of this information item is to update the Council on the implementation status of the report’s recommendations. This is the first status report regarding this audit.
CURRENT SITUATION AND ITS EFFECTS
The audit included eight recommendations. As of the writing of this report, seven of those recommendations have started and one requires finalization of the preceding seven before it can commence.
The partially implemented recommendation, 1.2, states, “Public Works department should determine and formally define the role of the real property administration staff given available resources.” On August 17, 2025, the Community Development Project Coordinator responsible for Public Works property management since 2016 transitioned to the role of the City’s Real Property Administrator (“RPA”), an existing position that had not been filled since 2013. Public Works leadership believes considerable input from multiple departments must be collected and organized in order to provide the City Manager’s Office with the interdepartmental data and inputs required to formally develop a property management plan, as required by recommendation 1.5.
All recommendations require the formation of an interdepartmental team of staff involved in lease and license agreement tracking and management. A Lease Management Ad Hoc Team has been formed to do the following:
1. Build an interdepartmental shared lease list;
2. Document what works, what does not, and what additional information needs to be collected; and
3. Provide a recommendation for City Management consideration to develop a property management plan.
36
2009 Lease Audit Follow-Up Report INFORMATION CALENDAR
October 28, 2025
The first Lease Management Ad Hoc Team meeting was held August 15, 2025 with future meetings to occur monthly, with additional meetings as needed to ensure timely completion of the shared lease list and property management plan recommendations for the City Manager’s Office.
Please see Attachment 1 for a detailed table of audit report recommendations, corrective action plans, and implementation progress. The next status report to Council is expected to be presented in Fall of 2026.
BACKGROUND
In June 2009, the City Auditor issued the report, Leases Audit: Conflicting Directives Hinder Contract Oversight, to, “…determine the effectiveness of the City’s facility lease oversight,” which included twenty-four recommendations aimed at improving lease oversight and management. The City Auditor requested that the City Manager continue to report to Council on the status of those recommendations until all are fully implemented or otherwise addressed. Of the twenty-four recommendations from 2009, seventeen are closed; fifteen were implemented as recommended; one was implemented with an alternative solution; and one was closed after management reconsidered it and reported it would neither be appropriate nor realistic to implement.
The seventh and final status report was presented to Council on November 3, 2022 in response to the City standard practice to close all audits after five years.
On February 11, 2025, the City Auditor presented 2009 Leases Audit Follow-Up - Berkeley Faces the Same Risks 16 Years Later, to City Council. The new report assessed the implementation of recommendations from the 2009 audit and concluded that the City still faces the same issues and lacks a clear approach to lease management, a relevant policy to guide leasing and licensing decisions, and a complete central inventory of leases and license agreements. The report asserts that these factors continue to compromise the City’s ability to strategically manage City-owned property and reopened eight prior recommendations that require collaboration across departments to better ensure sound management of City-owned and occupied properties. Public Works and the City Manager’s Office accepted the Auditor’s findings and guidance for implementation. The recommendations were re-opened and all parties agreed to provide annual updates on implementation until fully completed.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or opportunities associated with this report.
POSSIBLE FUTURE ACTION
Public Works will continue to work with all City Departments to create a shared centralized list of revenue leases, expenditure leases and license agreements, as well
2009 Lease Audit Follow-Up Report INFORMATION CALENDAR
October 28, 2025
as provide data and recommendations for the City Manager’s Office’s consideration in the development of a property management plan.
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
None at this time.
CONTACT PERSON
Dionne E. Early, Real Property Administrator, Public Works, (510) 981-6453 Peni Basalusalu, Deputy Director, Public Works, (510) 981-6485 Attachments:
1: Audit Findings, Recommendations, and Status Updates
Finding Department Status Last
Period
Current Status Update
The City’s 2002 plan to centralize
property and facility lease
management has not been
implemented.
1.2 The Public Works department should
determine and formally define the role
of the real property administration staff
given available resources.
Public Works N/A Started. The Real Property Administrator began on August 18, 2025. Public Works is currently
assessing job duties and workload to determine if
additional resources are recommended or
required.
The City’s 2002 plan to centralize
property and facility lease
management has not been
implemented.
1.5 The City Manager should formally
communicate a property management
plan with all affected City departments.
Public Works N/A Started. The Real Property Administrator formed an interdepartmental team with staff involved in
lease management. This team will make
recommendations to the City Manager about
what should be included in the property
management plan.
City staff did not comply with City
rules and regulations because the
City lacks clear guidelines and
simple tools for effective lease
negotiations, reviews, approval,
and oversight.
2.1 Public Works and Finance should
update Administrative Regulation 6.6
and Contracts Online to give clear
direction to City staff regarding
administration and execution of lease
agreements.
Public Works N/A Not started. Updates to AR 6.6 will be initiated after the City has formally defined its lease
management structure. This work will require the
Real Property Administrator to edit the current AR
before submitting to the appropriate leadership
teams for review.
Started. The Real Property Administrator started
meeting with other departments responsible for
managing leases and licenses. This
interdepartmental group will assess the existing
property and lease lists to ensure all necessary
information is included.
A complete inventory of City
facility leases with key information
is not available; it is not known
whether all current leases are
properly authorized by executed
contracts.
4.3 Public Works should ensure that
relevant detailed information such as
contract numbers, annual cost of living
adjustments, and other lease terms,
fees, covenants, and locations are
included in the complete lease
inventory detail.
Public Works Started. The Real Property Administrator has started the process of updating lease and license
forms. They will be working with departments to
review information collected related to lease and
license agreements and ensure data such as
contract numbers, annual cost of living
adjustments, lease terms, fees, covenants,
locations and other useful information is
collected.
N/A
N/A
A complete inventory of City
facility leases with key information
is not available; it is not known
whether all current leases are
properly authorized by executed
contracts.
4.1 Public Works should determine what
information is needed in a centralized
repository of lease information. Staff in
the operating departments responsible
for leases should be consulted to
identify information that they need for
monitoring leases. This information
should be included in the centralized
repository of lease information.
Public Works
Report Title: 2009 Leases Audit Follow‐Up: Berkeley Faces the Same Risks 16 Years Later Issue Date: January 24, 2025
Recommendation
The City’s 2002 plan to centralize
property and facility lease
management has not been
implemented.
1.1 The City Manager should formalize and
approve the division of responsibilities
between the Public Works department
and other departments regarding lease
management.
Public Works Started. Public Works recently promoted a staff member to Real Property Administrator. The Real
Property Administrator is in the process of
soliciting input from other departments that
manage leases about the benefits of centralized,
decentralized or hybrid lease management. This
will be shared with the City Manager.
N/A
Started. The Real Property Administrator is in the
process of transferring data to a shared drive that
will allow staff to have access to lease data, with
special permissions for editing and updating the
information.
Opportunities to use existing and
planned software and other
systems to enable more effective
oversight of leases and other
contracts are being overlooked.
8.2 Public Works and Finance should
determine if the existing systems can be
used to finalize a comprehensive list of
City leases.
Public Works Started. Public Works has started the process of considering potential lease management software
options.
N/A
N/A
A complete inventory of City
facility leases with key information
is not available; it is not known
whether all current leases are
properly authorized by executed
contracts.
4.4 Public Works should make the lease
inventory detail available to City staff so
they can utilize the information to make
informed decisions. If possible, this
information should be available online
in a format that allows controlled
updates of information.
Public Works
Civic Arts Commission
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/
INFORMATION CALENDAR
October 28, 2025
To: Honorable Mayor and Members of the City Council
From: Civic Arts Commission
Submitted by: Cameron Woo, Chairperson, Civic Arts Commission Subject: Civic Arts Commission FY26 Work Plan
INTRODUCTION
The Civic Arts Commission has updated its work plan, which outlines Commission objectives for Fiscal Year 2026 (FY26) based upon goals articulated in the City of Berkeley Arts & Culture Plan (2018 - 2027 Update) and reflective of previously initiated projects that are already under way. This civic arts work plan includes a variety of objectives in three areas: Policy, Grants, and Public Art.
CURRENT SITUATION AND ITS EFFECTS
At its regular meeting on June 25, 2025, the Civic Arts Commission approved the final FY26 Civic Arts Commission Work Plan, which is used to guide the Commission’s work throughout the year.
Action Item: Civic Arts Commission FY26 Work Plan
M/S/C (Bullwinkel/Blecher) to approve Civic Arts Commission FY26 Work Plan.
Vote: Ayes — Bachrach, Blecher, Bullwinkel, Montgomery, Woo; Nays — None; Abstain — None; Absent — Pineda, Scott.
Public Comment: 1
BACKGROUND
See work plan (Attachment 1).
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no environmental sustainability or climate impacts identified as a result of this plan.
POSSIBLE FUTURE ACTION
Based on Commission research, public meetings, and new initiatives other additional recommendations to City Council may be submitted to City Council at such time deemed necessary.
Civic Arts Commission FY26 Work Plan INFORMATION CALENDAR October 28, 2025
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
No fiscal impacts determined at this time.
CONTACT PERSON
Jennifer Lovvorn, Commission Secretary, Civic Arts Commission, (510) 981-7533 Attachment: 1: FY26 Civic Arts Commission Work Plan
Civic Arts Commission
Civic Arts Commission FY26 Work Plan (July 1, 2025 – June 30, 2026) 6/25/2025 Civic Arts Commission meeting
Policy Subcommittee
1. Continue participation with staff and in consultation with the Housing Advisory Commission to advise on the development of policies and initiatives to create affordable housing for Artists and Cultural Workers in the City of Berkeley culminating in a report to Council with
recommendations related to affordable housing for the arts and culture sector.
2. In response to Council Referral, develop and send to Council a cohesive policy for the establishment of any new Cultural Arts Districts and revision to the existing Cultural Arts Districts to bring them into alignment with the new policy.
3. Advocate for the designation of a Cultural Arts District in West Berkeley.
4. Advise on application to the California Arts Council for a State-designated Cultural Arts District in the City of Berkeley.
Grants Subcommittee
1. Advocate to Council for the restoration of the Community Festivals grant funding level back up to $200,000.
2. R
eview and develop Civic Arts guidelines for Arts Programs, Community Festivals, General Operating Support, and Individual Artist Projects grant categories for the FY27 grant cycle with Civic Arts staff; make final guidelines recommendations to Civic Arts Commiss ion.
3. Review funding scenarios for grant awards based on scores, number of applicants, and available funding; make final grant funding recommendations to Civic Arts Commission.
Public Art Subcommittee
1. Participate with Civic Arts staff and a consultant in the development of a Public Art Strategic Plan for the City of Berkeley. The Plan will outline the steps, strategies, and a ctions required to shape, reinforce, or transform the Civic Arts Public Art Program. The Plan will include strategies to stabilize and sustain the Public Art Program to be tter serve the community and will recommend best practices, policy updates, and project prioritization. The Plan will build on the Background of previous policy achievements and planning efforts adopted by City Council.
2. Review and approve completion of Li st of Public Art Projects Included in Previous Fiscal Years (FY19 – FY25) Work Plans and Council Referrals (Attachment 1) and the Public Art Strategic Plan before recommending new
public art projects for implementation.
3. Review and approve public art projects at required development milestones.
Attachment 1: List of Public Art Projects Included in Previous Fiscal Years (FY19 – FY25) Work Plans and Council Referrals
Active (Listed Alphabetically):
1. Aquatic Park tile wall COMPLETION IN 2026
2. BART Plaza Sound Installation (Ongoing programming and equipment repair)
3. Framed Art Purchases for City Buildings COMPLETION IN 2025
4. Home sculpture de-installation COMPLETION IN 2026
5. Jean LaMarr sculptural seating and grinding rock at Ohlone Park COMPLETION IN 2026
6. Lara Kaur artwork at West Service Center COMPLETION IN 2025
7. Measure T-1: MLK Youth Service Center COMPLETION IN 2027
8. Measure T-1: Willard Clubhouse COMPLETION IN 2026
9. Peace Wall Conservation COMPLETION IN 2025
10. Po Shu Wang Signage and Bell COMPLETION IN 2025
11. Re-installation of Romare Bearden artwork COMPLETION IN 2026
12. Turtle Island Monument
13. Utility Box Mural Program (Assessment and Implementation of Recommendations)
14. William Wareham sculpture conservation and reinstallation COMPLETION IN 2026 Not Started (Listed in Prioritized Order):
1. Eric Powell Gates Conservation COMPLETION IN 2026
2. Santa Fe Right of Way Park COMPLETION IN 2027
3. Dona Spring Memorial (Council Referral)
4. Measure T-1: South Berkeley Senior Center COMPLETION IN 2028
5. Measure T-1: African American Health Resource Center COMPLETION IN 2028
6. Aquatic Park sculpture
7. City Flag, Song, and Motto (Council Referral)
8. Hidden Gems: Berkeley Hills Stairways
9. Mural Commemorating Black Lives Matter Movement
10. Telegraph Avenue Public Art Project
11. Telegraph Crosswalk Murals (Council Referral)
12. Harrison Street Corridor Project
13. Replacement Mural for Center for Independent Living (Council Referral)
14. Family Friendly Art (Council Referral)
15. Upcoming: Transfer Station Replacement
16. Upcoming Dreamland Park
17. Upcoming Waterfront Ferry Terminal
Civic Arts Commission
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.CityofBerkeley.info/Manager
INFORMATION CALENDAR
October 28, 2025
To: Honorable Mayor and Members of the City Council
From: Civic Arts Commission
Submitted by: Cameron Woo, Chairperson, Civic Arts Commission Subject: Fiscal Year 2026 Public Art Budget
INTRODUCTION
Attached is the City of Berkeley’s Public Art Budget for Fiscal Year 2026 (FY26). The Civic Arts Commission-approved FY26 Public Art Budget will guide the City’s public art investments and project management for the upcoming fiscal year, implemented by the Office of Economic Development’s Civic Arts Program, in collaboration with other City departments, consultant teams, commissioned artists, project stakeholders, and communities.
The FY26 Public Art Budget was adopted by the Civic Arts Commission at its regularly scheduled meeting on June 25, 2025, as follows: M/S/C (Blecher/Woo) to approve FY26 Public Art Budget. Vote: Ayes — Bachrach, Blecher, Bullwinkel, Montgomery, Woo; Nays — None; Abstain — None; Absent — Pineda, Scott. In this fiscal year, the Civic Arts Commission has prioritized ensuring adequate funding for current public art projects underway, completion of the current multiyear and not yet started public art projects identified in previous fiscal years, and conducting a Public Art Strategic Plan before initiating new public art projects.
CURRENT SITUATION AND ITS EFFECTS
The annual budget for public art projects is approved by the Civic Arts Commission every fiscal year. The approved Public Art Budget for FY26 pertains to funding for public art projects located in two distinct funds: Fund 148 (Cultural Trust Fund); and Fund 150 (Public Art Fund):
Fund 148: Cultural Trust Fund Budget for FY26 (Attachment 1) includes a total of $2,860,919 to be used for public art. The City’s Percentage for Public Art on Private Projects Ordinance (Berkeley Municipal Code Chapter 23.316, established in 2016) generates in-lieu fees from private development to the Cultural Trust Fund (Fund 148) valued at 0.8% of a private development’s construction costs for any of the following:
new multifamily residential projects of five or more dwelling units; new commercial structures; new industrial structures; and all construction of building additions exceeding 10,000 square feet. This budget includes committed and uncommitted rollover of the
38
FY26 Public Art Budget INFORMATION CALENDAR
October 28, 2025
FY25 Cultural Trust Fund balance ($2,243,397) and the sum of any new funds ($617,522) collected in the prior fiscal year for inclusion in the FY26 budget.
The Cultural Trust Fund Budget contains projected expenditures totaling $2,860,919 including, but not limited to:
Commissioning artwork for Santa Fe Railroad Right of Way; Pilot Utility Box Mural Program;
Completion of Mosaic artwork for Aquatic Park; and
Artwork exhibitions in the City’s “Cube Space” gallery in the Center Street Garage.
The budget includes artwork conservation contracts to maintain and repair public art owned by the City; administration funds set-aside; and a contingency amount for use during the implementation of the FY26 projects. The FY26 budget also includes funds for a Public Art Strategic Plan for the City of Berkeley which will commence in late 2025.
This planning process will garner input from the community and other stakeholders in order to develop a framework to evaluate how new public art projects are funded and a recommended process to evaluate the funding of community-initiated public art projects.
Any unspent funds from the FY26 budget will be carried forward and available for public art in FY27.
Fund 150: Public Art Fund Budget for FY26 (Attachment 2) includes a total of $527,202 to be used for public art based upon eligible municipal construction projects in the Capital Improvement Budgets from FY23 through FY25. The City’s Appropriation for Public Art for Municipal Capital Improvement Projects (CIP) Ordinance (Berkeley Municipal Code Chapter 6.13, established in 2022) requires that 1.75% of the estimated cost of construction of City capital improvement projects are reserved for public art for integration on-site within the CIP project or for publicly accessible City-owned sites. For large City CIP projects with substantial art set-aside amounts, onsite public art is typically integrated into the overall project. For smaller CIP projects, the arts funds are typically aggregated for deposit into the Public Art Fund. Funds may be expended on public art at any appropriate site within the City. Funds from two or more CIP projects may be pooled to fund a single work of art. Funds may be used for permanent or temporary public art. Per BMC Chapter 6.14, the Civic Art Commission makes the final determination on publicly-accessible sites for art funded through this policy. Per BMC Chapter 6.13, the Civic Arts Commission shall supervise and control the expenditure of all funds appropriated for public art.
The Public Art Fund Budget contains projected expenditures totaling $527,202 including, but not limited to:
Installation of the William Wareham sculpture at the Downtown Berkeley BART Plaza;
FY26 Public Art Budget INFORMATION CALENDAR
October 28, 2025
Public Art for Telegraph Avenue; and
City flag project.
The budget also includes artwork conservation funds to maintain and repair public art owned by the City; administration funds set-aside; and a contingency amount for use during the implementation of the FY26 projects. Any unspent funds from the FY26 Public Art Fund Budget will be carried forward and available for public art in FY27.
BACKGROUND
The City’s public art funding policies require the Civic Arts Commission to develop an annual budget for public art projects. The Public Art on Private Development policy also requires a regular annual public process for deciding how the Cultural Trust Funds will be allocated in accordance with the priorities of the Arts and Cultural Plan, following the Guidelines for Public Art in the City of Berkeley. Each year, Civic Arts staff works with the Civic Arts Commission’s Public Art Subcommittee and other City departments to develop these budgets simultaneously.
Last fiscal year (FY25), the Civic Arts Program implemented a portfolio of public art projects valued at $696,808 with funds allocated in the FY25 Public Art Program budgets. Those projects included:
Completed the commissioning and installation of 76 framed works by photographer Lara Kaur and organized an unveiling event at the West Berkeley Family Wellness Center Open House (June 27, 2025).
Finalized the design and construction approval of a mosaic artwork by Julie W.
Chang and coordinated artwork proposal display as part of the Willard Park Clubhouse ribbon cutting and open house (June 25, 2025). Completed the purchase and installation of 24 framed works by Bay Area artists curated by Kala Art Institute and installed new artwork signage at 2180 Milvia Street and 1947 Center Street (June 16, 2025).
Issued a nationwide RFQ and selected artist Sorell Raino Tsui for the Martin Luther King Jr. Youth Services Center/Young Adult Project public art commission at Grove Park.
Developed an approved Project Plan for two free-standing public art structures as part of the Santa Fe Trackbed-to-Park conversion.
Executed a contract with artist Masako Miki for a public art installation at the Aquatic Park pathway wall.
Presented four quarterly exhibitions featuring emerging and mid-career Bay Area artists at the Cube Space gallery (2010 Addison Street). Issued a nationwide RFP for a Public Art Program Strategic Plan and received twelve proposals.
FY26 Public Art Budget INFORMATION CALENDAR
October 28, 2025
Performed ongoing maintenance of the City’s Public Art Collection, including restoration of Mak Roote, a collaborative work by John Wehrle and poet Betsy Davids at the Berkeley Amtrak Station.
Completed the restoration of the “World Wall for Peace” in conjunction with the Civic Center Upper Plaza Improvements (Reopened August 21, 2025). Across these projects, the Public Art Program received 283 RFQ responses, collected 1,204 public input surveys, engaged 33 community stakeholders, and remunerated 38 artists.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or opportunities associated with the content of this report.
POSSIBLE FUTURE ACTION
The budgets include likely future expenditures on potential public art projects in the City.
The Civic Arts Commission may make modifications to this budget over the course of the fiscal year as additional needs and funding opportunities arise.
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
All future public art revenues and expenditures will be tracked and accounted for. If necessary, an additional Information Report will be submitted to the City Council.
CONTACT PERSON
Jennifer Lovvorn, Secretary, Civic Arts Commission, 981-7533 Attachments:
1: Fund 148 Public Art Budget for FY 2026
2: Fund 150 Public Art Budget for FY 2026
PUBLIC ART ON PRIVATE DEVELOPMENT FUNDS BUDGET ‐ FY26 Budget Fund 148 (Cultural Trust Fund)
Approved at June 25, 2025 Civic Arts Commission meeting FY26 FUNDING Amount
1F Y 2 5 Carryforward Total Balance $2,243,397.30
2F Y 2 5 "Art" Carry Forward Balance $131,710.62
3A r t Committed Carryforward from FY25 $1,611,454.56
4F Y 2 5 "Administration" Carry Forward Balance $459,201.35 5A d m i n Encumbrance Carry Forward from FY25 $0.00
6F Y 2 5 "Conservation" Carry Forward Balance $41,030.77 7C o n s e r v a t i o n Encumbrance Carry Forward from FY25 $0.00 8I n ‐Lieu Payments for FY26 $552,576.42
9 2127 Dwight (2127‐2159) $125,476.26
10 3030 TELEGRAPH $156,056.16
12 2538 Durant $132,000.00
13 2587 Telegraph $139,044.00
14 Bayer Community Benefit Payment for FY26 148‐21‐208‐252‐0000‐000‐000‐441310‐ $64,946.00 15TOTAL FUNDS AVAILABLE FOR FY26 $2,860,919.72
PUBLIC ART FUND ADMINISTRATION FUNDING Available Funding Budget 16 FY26 Available Admin Funding $582,705.83
17 Projected Admin Costs FY26 (CAC) $116,780.00
18 Encumbrance Carryforward: Jeremy Kaplan Admin $2,948.53 19 Encumbrance Carryforward: Chandra Cerrito Admin $30,000.00 20 Cube Space Curator: Kevin Chen Admin $11,200.00
21 Public Art Coordination Services Admin $100,000.00
22 Unallocated Admin in FY26 Carryforward to FY27 $321,777.30 23 Subtotal $0.00 $582,705.83
FY26 BUDGET PROJECTS
CONSERVATION PROJECTS Budget
24 FY26 Available Conservation Funding $102,783.01
25 Preservation Arts New Encumbrance As‐Needed Services ‐ Conservation $47,500.00 26 ARG Conservation New Encumbrance As‐Needed Services ‐ Conservation $47,500.00 27 Wehrle graffiti abatement Routine Graffiti Abatement $6,400.00 28 Unallocated Available Funds in FY26 $1,383.01
29 Subtotal $0.00 $102,783.01
ART PROJECTS Budget
30 FY26 Available Art Funding $2,175,430.87
31 CUBE SPACE
32 Cube Space Artist Fees 2000 x 4 $8,000.00
33 Cube Space Signage 450 x 4 $1,800.00
34 Cube Space Photography 500 x 5 $2,000.00
35 Cube Space Window Cleaning 400 x 4 $1,600.00
36 GENERAL PUBLIC ART COSTS
37 Photography of public art projects $25,000.00
38 Graphic Design (Exhbition Announcements + Signage) $15,000.00 39 Installers Collections and Signage $10,000.00
40 Gizmo Art Productions New Encumbrance As‐Needed Services ‐ Art Fabrication and Installation $200,000.00 41 Turtle Island Monument Reserve for Potential Project Implementation $300,000.00 42 Contingency and unallocated $576.31
43 Carryforward Projects (Budgeted and started in FY25) 44 Aquatic Park Tile Masako Miki Contract (budget install in FY26) $47,000.00 45 Wang Po Shu ‐ Earthsong Bell Sign $15,454.56
46 Jean LaMarr Project at Ohlone Park Artist design contract $12,000.00 47 Fabrication of Jean LaMarr artwork elements Fabricated through as‐needed contract ($105,000) 48 Santa Fe Railroad Right of Way Panelist fees and artist proposal fees and travel $15,000.00 49 Santa Fe Railroad Right of Way Artist contract $150,000.00 50 Add funds to Measure T1 Artworks
51 MLK Youth Service Center Funds from 148 to augment Measure T‐1 Funds $337,000.00 52 African American Health Resource Center Funds from 148 to augment Measure T‐1 Funds $150,000.00 53 South Berkeley Senior Center Funds from 148 to augment Measure T‐1 Funds $150,000.00 54 Public Art Strategic Plan Consultant $110,000.00
55 Dona Spring Memorial $150,000.00
56 Aquatic Park Sculpture New Selection Process $15,000.00 57 Aquatic Park Sculpture $400,000.00
58 Utility Box Mural Program (Pilot Reboot) $60,000.00
59Other Projects from Work Plan (Not Yet Started or Budgeted) 60 Hidden Gems (Berkeley pathways and stairs) $175,000.00 $0.00 61 BLM Mural on Gilman on BART column $75,000.00 $0.00 62 Harrison Street Artwork $75,000.00 $0.00
63 Subtotal $0.00 $2,175,430.87
64 Total Budget $0.00 $2,860,919.72
PUBLIC ART FUND BUDGET ‐ FY26 Budget
Fund 150 (Public Art Fund)
Approved at June 25, 2025 Civic Arts Commission meeting FY26 FUNDING Amount
1 FY25 Carryforward Total Balance $66,192.41
2 FY25 "Art" Carry Forward Balance $19,121.64
3 FY25 "Administration" Carry Forward Balance 26,138.14$ 4 FY25 "Conservation" Carry Forward Balance 15,432.63$ 5 Committed Carried Forward from FY25 $5,500.00
6 FY26 Total Allocations $461,009.65
7 FY26 PW 1.75% Allocation (Annual Capital Budget June 2024) $137,288.00 8 FY26 1.75% Allocation (Annual Capital Budget June 2024) $75,993.75 9 FY23 & FY24 PW Transfer from Fund 501 to Fund 150 posted March 2025 $192,541.05 10 FY24 PRW Transfer
from Fund 138 to Fund 150 posted March 2025 55,186.85$
11 PW Reconciliation FY25 1.75% Allocation TBD
12 PRW Reconciliation FY25 1.75% Allocation TBD
TOTAL FUNDS AVAILABLE FOR FY26 $527,202.05
FY26 BUDGET EXPENSES Budget
PUBLIC ART FUND ADMINISTRATION FUNDING Available Funding Budget 13 FY26 Available Admin Funding $118,340.07
14 Projected Admin Costs FY26 $49,030.43
15 Unallocated Admin Funds carry forward to FY27 69,309.64$ Subtotal $0.00 118,340.07$
CONSERVATION PROJECTS Available Funding Budget
16 FY26 Available Conservation Funding $61,533.59
17 Unallocated Conservation Funds in FY26 If not used, will carry forward to next year 61,533.59$ Subtotal $0.00 61,533.59$
ART PROJECTS
18 FY26 Available Art Funding $347,328.39
19 BART Plaza Ambient Sound Installation Commission Spiritual Technologies (4 +$1,500 video + $1,500 travel) 7,000.00$ 20 James McKee encumbrance carryforward Sound Contract ‐ $1500 still encumbered 1,500.00$ 21 BART Plaza Sound Compositions 2 sound installations at $5,000/each ‐ Contract for 2 in FY26 10,000.00$ 22 BART Plaza Artwork Plaques 3 signs at $200 ea. 600.00$ 23 BART Plaza Sound Installations Technician Technical Assistance with System/Component Replacement 50,000.00$ 24 Xian contract carryforward Home Sculpture Removal ‐ Transport 4,000.00$ 25 Collection Signage Program 30,000.00$
Other Projects from Work Plan (Not Yet Started)
26 Council Referral for City Flag Estimate 25,000.00$
27 Telegraph Ave crosswalk/street murals $25,000.00
28 Telegraph Ave Art Plan $125,000.00
29 Contingency Unallocated Art Funds in FY26 If not used, will carry forward to next year 69,228.39$ 30 Subtotal $0.00 347,328.39$
31 Total Budget $0.00 527,202.05$
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