Berkeley City Council
December 2, 2025

FAIR CAMPAIGN PRACTICES COMMISSION APPENDIX

OPEN GOVERNMENT COMMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose any business entity or non- profi t
organization in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income qualifies as a “committee” or is otherwise required to file campaign reports under the Berkeley Election Reform Act of 1974 (BMC Ch. 2.12), acts as a consultant on campaign or lobbying matters, or pays or employs a local government lobbyist registered under the Lobbyist Registration Act (BMC Ch. 2.09).

Exhibit B-12

HOMELESS SERVICES PANEL OF EXPERTS
Designated Officials
Members of the Commission
Disclosure Category
All members of the commission shall disclose all interests in real property located in the City of Berkeley.

In addition, members of the commission shall disclose any business entity or non- profi t
organization in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income:
1) is engaged in serving the housing or social welfare needs of the homeless in the City of Berkeley; or
a. owns or manages real property in Berkeley; or
b. derives income from the sale of construction materials, or performs construction or renovation services, including landscaping, architectural, and interior decorating.

Exhibit B-13

HOUSING ADVISORY COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Board shall disclose all business entities and non- profi t
organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-14

HUMAN WELFARE AND COMMUNITY ACTION COMMISSION

APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose business entities and non- pro fit
organizations in which they have an investment or are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non- profit organization or source of income is of the type which receives funds under contract with the City of Berkeley to serve the social welfare needs of the people of Berkeley.

Exhibit B-15

INDEPENDENT REDISTRICTING COMMISSION
Designated Officials
Members of the Commission
Disclosure Categories
Members of the C omm ission shall disclose all business entities and non- profi t
organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-16

JOINT POWERS FINANCING AUTHORITY APPENDIX
Designated Officials
Members of the Authority
Disclosure Category
Members of the Authority shall disclose all business entities and non-profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-17

LANDMARKS PRESERVATION COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose any interest in real property located in the City of Berkeley consisting in whole or in part of a building more than 40 years old. In addition, members of the Commission shall disclose any business entity or non- profi t
organization in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income has an interest in real property located in the City of Berkeley consisting in whole or in part of a building more than 40 years old.

Exhibit B-18

LOAN ADMINISTRATION BOARD APPENDIX
Designated Officials
Members of the Board
Disclosure Category
All members of the Board shall disclose all business entities or non -profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-19

MENTAL HEALTH COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose business entities and non- profit organizations in which they have an investment or are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non- profit organization, or source of income is of the type which has received mental health funds administered by the City of Berkeley.

In addition, members of the Commission shall disclose any interest in real property located within 1/4 mile of any clinical mental health site operated by the City of Berkeley or supported in whole or in part by funds administered by the City of Berkeley.

Exhibit B-20

PARKS, RECREATION AND WATERFRONT COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose any business entity or non- profi t
organization in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income is of the type which:
1) is engaged in park design, construction, maintenance or renovation or in the manufacture, distribution or repair of park, recreation or playground equipment; or 2) is related to the work in the field of early childhood development, education, childcare, recreational programs and activities; or
3) is located on the Berkeley Waterfront; or
4) has an interest in real property on the Waterfront; or 5) provides services, goods, or equipment related to the care, treatment or control of animals; or
6) does business, has done business within the previous two years, or plans to do business with any city owned animal shelter, including but not limited to architects, engineers, building contractors, lawyers and others involved in projects or proposals connected with the building or modification of any City owned animal shelter; or
7) all interests in real property within ¼ mile of any Berkeley park, mini -park or municipal recreation facility or within ¼ mile of any open space suitable for development into a park or mini-park; or
8) all interests in real property located on or within 1/4 mile of the Berkeley Waterfront, including any leasehold interest in berths at the Berkeley Marina; or 9) does business, has done business within the previous two years, or plans to do business on the Berkeley Waterfront, including but not limited to architects, engineers, real estate developers, building contractors, lawyers and others involved in projects or proposals on the Berkeley Waterfront.

Exhibit B-21

PEACE AND JUSTICE COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose business entities, non-profi t organizations,
and financial institutions in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income:
1) has applied for, is receiving or within the previous two years has received funds through the City of Berkeley to serve the goal of creating a world community in which the relations between people are based on equality and respect for human rights, or the abhorrence of exploitation and oppression; or 2) has profited from the manufacture, sale, development, or testing of any weapon, or any device, substance, chemical, or geological agent, which is designed or used principally as a means of individual or mass destruction; or 3) is from individuals who control or serve as directors of financial institutions.

Exhibit B-22

PERSONNEL BOARD APPENDIX
Designated Officials
Members of the Board
Disclosure Category
All members of the Board shall disclose business entities or non- profi t organizations in
which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loa ns, and travel payments; if the business entity, non- profit organization, or the source of income is:
1) a union or other organization which represents or has sought to represent employees in collective bargaining; or
2) a health plan, an insurance company, or a financial institution offering services of the type made available as fringe benefits to unrepresented employees of the City
of Berkeley.

Exhibit B-23

PLANNING COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose all business entities and non- profi t
organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-24

POLICE ACCOUNTABILITY BOARD APPENDIX
Designated Officials
Members of the Board
Disclosure Category
All members of the Boar
d shall disclose any business entity or non-profit organization in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization, or source of income:
1) manufactures, distributes, sells or otherwise markets weapons, ammunition, or other law enforcement equipment; or
2) is of the type which offers law enforcement training courses considered by the Commission; and
3) is a member of the Berkeley Police Depart
ment.

Exhibit B-25

REIMAGINING PUBLIC SAFETY TASK FORCE
Designated Officials
Members of the Task Force
Disclosure Categories
All members of the Task Force shall disclose all business entities and non- profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-26

SAFE STREETS CITIZEN OVERSIGHT COMMITTEE APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose all business entities and non-profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all sources of income, including gifts, loans, and travel payments; and all interests in real property located in the City of Berkeley.

Exhibit B-27

SOLANO AVENUE BUSINESS IMPROVEMENT DISTRICT

ADVISORY BOARD APPENDIX
Designated Officials
Board Members
Disclosure Category
All members of the Board shall disclose all interests in real property located on or within one mile of the Solano Avenue Business Improvement District as defined in Attachment A to this Appendix, and any business entity or non-profi t organization in which they have
an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income; if the business entity, non- profit organization, or source of income is:
1) located in or within one mile of the Solano Avenue Business Improvement District; or
2) has an interest in real property located in or within one mile of the Solano Avenue Business Improvement District; and
3) does business, has done business within the previous two years, or plans to do business in or within one mile of the Solano Avenue Business Improvement District, including but not limited to architects, engineers, real estate developers, building contractors, lawyers and others involved in projects or proposals located in or within one mile of the Solano Avenue Business Improvement District.

Exhibit B-28

ATTACHMENT A

SOLANO AVENUE BUSINESS IMPROVEMENT DISTRICT

ADVISORY BOARD APPENDIX
Boundaries of the Solano Avenue Business Improvement District ZONE A
Incl
udes all businesses on real estate parcels with frontage on Solano Avenue or in the C-SO zone between The Alameda and the Berkeley/Albany line.

Northern Boundary:

A line connecting the northern edges of all parcels fronting on the northern side of Solano Avenue or in the C -SO zone from the Albany Town Line to The Alameda. The parcels along the northern boundary are as follows:

Assessor's Map 62:

Block 2848: Parcels 13 and 14
Block 2870: Parcels 16,17-2, 18,19 and 20
Block 2872: Parcels 17,18,19, 20, 21, 22, 23, 24, 25 and 26 Block 2871: Parcels 7-2, 10, 11, 12-1, 15-1, 16-1, 19, 20, 21 and 22 Assessor's Map 61:

Block 2602: Parcels 2, 3-1, 3-2, 4, 5, 5-1, 6, 8, 9, 33-1, 35-4, 37, 38, 40-1, 43- 1,44-1, 45, 46, 47, 48, 49, 50 and 51
Eastern Boundary
The western edge of The Alameda
Southern Boundary

1. A line connecting the southern edges of all parcels fronting on the southern side of Solano Avenue or in the C -SO zone from The Alameda to the Albany Town Line. The parcels along the southern boundary are as follows:

Assessor's Map 61
Block 2603: Parcels 1,3-3 and 4
Block 2611: Parcels 1-2, 4, 25-3, 25-4 and 28-1
Block 2612: Parcels 1 and 2
Block 2613: Parcels 1-1, 5-1 and 6
Block 2614: Parcels 1, 2, 3, 4 and 22 through 28

2. The northern edge of Solano Avenue from Tulare Avenue to a point approximately 100 feet west of Neilson Street.

Exhibit B-28

ATTACHMENT A

SOLANO AVENUE BUSINESS IMPROVEMENT DISTRICT

ADVISORY BOARD APPENDIX
Western Boundary
The Albany Town Line
ZONE B
Includes all businesses within the boundaries of the District on parcels not fronting on Solan
o Avenue between The Alameda and the Berkeley/Albany line or in the C-SO zone.

The boundaries of the Zone B areas are as follows:

Area 1
A line around the three parcels immediately south of Zone A on the western edge of The Alameda. This area includes the following parcels:

Assessor's Map 61
Block 2603: Parcels 5, 6, and 7
Area 2
A line around the block enclosed by the eastern edge of The Alameda, the southern edge of Solano Avenue, the western edge of Contra Costa Avenue and the northern Edge of Los Angeles Avenue. This area includes the following parcels:

Assessor's Map 61
Block 2575: Parcels 40-1, 41, 42, 43 and 44
Area 3
A line around Parcel 3-7, Block 2571, Assessor's Map 61 Exhibit B-28

Exhibit B-28

SUCCESSOR AGENCY APPENDIX
Designated Officials and Employees Disclosure Categories Members of the Successor Agency 1
Staff of the Agency 1
Disclosure Categories
Category 1
Designated employees assigned to this category shall disclose all business entities and non-profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all i nterests in real property located in the City of Berkeley; and all sources of income, including gifts, loans and travel payments.

Exhibit B-29

SUGAR-SWEETENED BEVERAGE PRODUCT PANEL OF EXPERTS

APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose business entities or non- profi t
organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non-profit organization or source of income:
1) provides services related to youth food and nutrition programs or school -based food and nutrition programs; or
2) provides childhood nutrition education; or
3) employment by or income from Berkeley Unified School District; or 4) provides health care services that address diabetes, weight or other conditions that result from consumption of sugar; and
5) conducts public health research related to categories 1, 2 or 3 above.

Exhibit B-30

TRANSPORTATION AND INFRASTRUCTURE COMMISSION

APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
All members of the Commission shall disclose all business entities and non- profit organizations in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all sources of income, including gifts, loans, and travel payments; and all interests in real property located in the City of Berkeley.

Exhibit B-31

ZERO WASTE COMMISSION APPENDIX
Designated Officials
Members of the Commission
Disclosure Category
Members of the Commission shall disclose any business entity or non-profi t organization
in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; and income, including gifts, loans, and travel payments; if the business entity, non- profit organization, or source of income is of the type which:
1) collects or hauls solid waste; or
2) builds or operates any solid waste disposal facility, transfer or processing station or resource recovery facility; or
3) engages in solid waste recycling activities; and
4) acts as a consultant to entities or organizations engaged in the above activities.

Exhibit B-32

ZONING ADJUSTMENTS BOARD APPENDIX
Designated Officials
Members of the Board
Disclosure Categories
All members of the Board shall disclose all business entities and non-profi t organizations
in which they have an investment or in which they are a director, officer, partner, trustee, employee or hold any position of management; all interests in real property located in the City of Berkeley; and all sources of income, including gifts, loans, and travel payments.

Exhibit B-33

CONSULTANTS APPENDIX1
Designated Employees Disclosure Categories
Consultants who make (not just
recommend) governmental decisions,
such as whether to approve a rate, rule, or
regulation, whether to issue, deny, suspend,
or revoke any permit, license, application,
certificate or similar authorization, adopt or
grant City approval to a plan, design, report,
study, or adopt or grant City approval of
policies, standards, or guidelines for the City
or an
y subdivision thereof
1 Consultants who act in a staff capacity
with the City, and in that capacity perform
the same or substantially all the same duties
for the City that would otherwise be
performed by an individual holding a
designated position in the City’s Conflict of
Interest Code.

Disclosure required at the same level as the
comparable designated position identified
elsewhere in this Code.

Category 1
Designated consultants assigned to this category shall disclose:
(a) All business entities or non- profit corporations in which they are a director, officer, partner, trustee, employee or hold a position of management; interests in real property, investments; and income, including gifts, loans and travel payments. 2 (b) When the consultant is a corporation or partnership, only individuals from the firm that participate in City decisions or act in a staff capacity must file disclosure state ments.
1 Only consultants who make a governmental decision or act in a staff capacity as defined in 2 Cal. Code Regs. Section 18701, as amended from time to time, shall be subject to economic disclosure requirements. 2 Consultants who make governmental decisions shall disclose pursuant to the broadest disclosure category in the Code subject to the following limitation:

The chief executive officer may determine in writ ing that a particular consultant, although a “designated position,” is hired to perform a range of duties that is limited in
scope and thus is not required to full y compl y with the disclosure requirements described in the section. Such written determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of disclosure requirements. The chief executive officer’s determination is a public record and shall be retained for public inspection in the same manner and location as this Conflict of Interest Code.

Exhibit C-1

Exhibit D-1

RETIRED ANNUITANT APPENDIX
Designated Employees Disclosure Categories
Retired Annuitants who perform the same or substantially all * the same duties for the City that would otherwise be performed by an individual holding a designated position in the City’s Conflict of Interest Code.

Disclosure Categories
*Disclosure required at the same level as the comparable designated position identified elsewhere in this Code.

Exhibit-E

EXHIBIT E - LISTING OF ALL BERKELEY CONFLICT OF INTEREST CODE DEPARTMENT,

COMMISSION, CONSULTANT, AND RETIRED ANNUITANT APPENDICES

EXHIBIT DEPARTMENTS
A-1 City Attorney's Office
A-2 City Auditor's Office
A-3 City Clerk Department
A-4 City Manager's Department
A-5 Department of Information Technology
A-6 Finance Department
A-7 Fire and Emergency Services Department
A-8 Health, Housing & Community Services Department
A-9 Human Resources Department
A-10 Library Department
A-11 Mayor and Council
A-12 Office of the Director of Police Accountability
A-13 Parks, Recreation and Waterfront Department
A-14 Planning and Development Department
A-15 Police Department
A-16 Public Works Department
A-17 Rent Stabilization Board

EXHIBIT BOARDS & COMMISSIONS
B-1 Board of Library Trustees
B-2 Cannabis Commission
B-3 Civic Arts Commission
B-4 Commission on Aging
B-5 Commission on Disability
B-6 Commission on Labor
B-7 Community Health Commission
B-8 Design Review Committee
B-9 Disaster and Fire Safety Commission
B-10 Elmwood Business Improvement District Advisory Board B-11 Environment and Climate Commission

EXHIBIT E - LISTING OF ALL BERKELEY CONFLICT OF INTEREST CODE DEPARTMENT,

COMMISSION, CONSULTANT, AND RETIRED ANNUITANT APPENDICES Exhibit -E

EXHIBIT BOARDS & COMMISSIONS
B-12 Fair Campaign Practices Commission - Open Government Commission B-13 Homeless Services Panel of Experts
B-14 Housing Advisory Commission
B-15 Human Welfare and Community Action Commission
B-16 Independent Redistricting Commission
B-17 Joint Powers Financing Authority
B-18 Landmarks Preservation Commission
B-19 Loan Administration Board
B-20 Mental Health Commission
B-21 Parks, Recreation and Waterfront Commission
B-22 Peace and Justice Commission
B-23 Personnel Board
B-24 Planning Commission
B-25 Police Accountability Board
B-26 Reimagining Public Safety Task Force
B-27 SAFE STREETS Citizen Oversight Committee
B-28 Solano Avenue Business Improvement District Advisory Board B-29 Successor Agency
B-30 Sugar-Sweetened Beverage Product Panel of Experts
B-31 Transportation and Infrastructure Commission
B-32 Zero Waste Commission
B-33 Zoning Adjustments Board

EXHIBIT CONSULTANT
C-1 Consultant

EXHIBIT RETIRED ANNUITANT
D-1 Retired Annuitant

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Assistant City Attorney 1
Assistant to the City Attorney 1
City Attorney 1
Deputy City Attorney I, II, III, IV 1
Paralegal 1

POSITIONS TITLE CATEGORY
(Requi
red) NOTES
Senior Paralegal 1 12/10/2024 Concil meeting, Reso 71,615-N.S.

Risk Manager 1
Approved as amended: X
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

City Attorney's Office 2025 Appendix - Due 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/14/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Farimah F. Brown

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of
Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Audit Manager 1
Auditor I, II 1
City Auditor 1
Deputy City Auditor for Payroll Management 1
Senior Auditor 1

POSITIONS TITLE CATEGORY
(Required) NOTES
Approved as amended:

Approved, NO amendments: X
Dept. Director's Name:

Dept. Director's Affirmation:

Date:

City Auditor's Office 2025 APPENDIX - DUE 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
7/29/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Jenny Wong

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Application Programmer Analyst II 1
Customer Service Manager 1
Database Administrator 1
Director of Information Technology 1
Information Security Manager 1
Information Systems Manager 1
Program Manager I, II 1
Senior Information Systems Specialist 1
Senior Management Analyst 1
Senior Systems Analyst 1

POSITIONS TITLE CATEGORY
(Required) NOTES
Approved as amended:

Approved, NO amendments: X
Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Department of Information Technology 2025 Appendix - Due 8/14/2025 Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/1/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Barry Jennings Acting IT Director (on behalf of Kevin Fong)

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(On
ly delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Director of Finance 1
Senior Systems Analyst 1
Systems Accountant 1
Accounting Manager 1
Senior Accountant 2
Revenue Development Specialist II 1
Revenue Development Supervisor 1
Treasury Manager 1
Revenue Collection Manager 1
Buyer 1
Contract Administrator 1
General Services Manager 1
Senior Buyer 1

POSITIONS TITLE CATEGORY
(Required) NOTES
Deputy Director of Finance 1 Added
Approved as amended: x
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

REVENUE COLLECTIONS DIVISION

GENERAL SERVICES DIVISION
Finance Department 2025 Appendix - Due 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/1/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Henry Oyekanmi

ADMINISTRATION

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

ADMINISTRATION

ACCOUNTING DIVISION

TREASURY DIVISION

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of
Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Administrative & Fiscal Services Manager 1
Associate Management Analyst 3
Communications Specialist 4
Fire Chief 1
Principal Program Manager 1
Assistant Fire Chief 1
Fire Captain I, II 2,3
Assistant Fire Chief 1
Battalion Chief 1
Deputy Fire Chief 1
Fire Captain I, II 2,3
Assistant Management Analyst 2,4
Deputy Fire Marshal 1
Fire and Life Safety Plans Examiner 2,4
Fire Marshal 1
Fire Prevention Inspectors 2
Emergency Services Coordinator 4
Program Manager I, II 1
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

FIRE - OFFICE OF THE CHIEF

TRAINING

OPERATIONS

FIRE PREVENTION

SPECIAL OPERATIONS DIVISION OFFICE OF EMERGENCY SERVICES Fire and Emergency Services Department 2025 Appendix - Due 8/14/2025

Assistant Fire Chief 1
Emergency Medical Services Quality Improvement
& Education Coordinator 2, 3
Fire Captain I, II 2, 3
Paramedic Supervisor 2, 3
Assistant Fire Chief 1
Fire Prevention Inspectors 2

POSITIONS TITLE CATEGORY
(Required) NOTES
Assistant Fire Inspector 2 7/30/2024 Council meeting, Resolution No. 71,474–N.S.

Community Emergency Response Team (CERT)
Civilian Instructor none 7/9/2024 C
ouncil meeting, Resolution No. 71,441–N.S.

Fire Mechanic Lead 4 5/20/2024 Council meeting, Resolution No. 71,766–N.S.

Approved as amended: X
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date: 8/22/2025
I hereby affirm that I personally reviewed this report
David Sprague
Wildland Urban Interface
Office of Emergency Services
Operations

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EMERGENCY MEDICAL SERVICES

WILDLAND URBAN INTERFACE
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of Interest
Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Accounting Office Specialist Supervisor 4
Administrative & Fiscal Services Manager 1
Associate Management Analyst 2
Community Services Specialist I 4, 6 X X Community Services Specialist II Community Services Specialist III 4, 6, 8
Deputy Director of Health, Housing & Community Services 1 Director of Health, Housing & Community Services 1
Epidemiologist 8
Health Officer 1
Health Services Program Specialist 3
Principal Program Manager 1
Program Manager I, II 1
Public Health Program Physician/Deputy Health Officer 1, 6 Senior Health Management Analyst 4, 6
Senior Health Services Program Specialist 4, 6
Senior Management Analyst 2
Supervising Public Health Nurse 4, 6
Manager of Aging Services 1
Mental Health Clinical Supervisor 4, 6
Senior Citizen Center Director 4, 6
Senior Health Services Program Specialist 4, 6 X X Seniors Nutrition Program Supervisor Transportation Services Coordinator 4, 6
Associate Management Analyst 6
Associate Planner 8
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

OFFICE OF THE DIRECTOR

AGING SERVICES DIVISION

HOUSING AND COMMUNITY SERVICES DIVISION
Health, Housing & Community Services Department 2025 Appendix - Due 8/14/2025

Building Inspector I (Certified) 1
Community Development Project Coordinator 1
Community Services Specialist II & III 8
Homeless Services Coordinator 8
Manager of Housing and Community Services 1
Senior Community Development Project Coordinator 1
Senior Management Analyst 2
Environmental Health Supervisor 1
Manager of Environmental Health 1
Registered Environmental Health Specialist 8
Senior Environmental Health Specialist 1
Vector Control Technician 8
Assistant Manager of Mental Health Services 1
Community Services Specialist II 4 Add Community Services Specialist III Health Services Program Specialist 2
Manager of Mental Health Services 1
Mental Health Clinical Supervisor 4, 6
Mental Health Program Supervisor 2
Supervising Mental Health Nurse 4, 6
Supervising Psychiatrist 1
Community Services Specialist I 4, 8
Community Services Specialist III 4, 6
Epidemiologist 8 X
Health Nutrition Program Coordinator 4, 6
Health Services Program Specialist 3
Health Services Supervisor 1
Manager of Public Health Services 1
Senior Health Services Program Specialist 4, 6
Supervising Public Health Nurse 4, 6

ENVIRONMENTAL HEALTH DIVISION

MENTAL HEALTH DIVISION

PUBLIC HEALTH DIVISION

POSITIONS TITLE CATEGORY
(Required) NOTES
Public Health Investigator 4, 6 7/30/2024 Counicl meeting, Resolution No. 71,473–N.S.

Lactation Counselor 4, 6 7/3 0/2024 Counicl meeting, Resolution No. 71,031–N.S.

Program Manager II 1
Associate Management Analyst 4, 8
Community Services Specialist III 4, 6
Approved as amended: X
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date: 8/15/2025
I hereby affirm that I personally reviewed this report
Tanya Bustamante for Scott Gilman
Public Health
Public Health
Housing

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement
Mental Health
Mental Health
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of Interest
Code)

CATEGORY
DELETE
(Only
delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Associate Human Resources Analyst (Recruitment /
Exams)(Employee Relations) 2
Director of Human Resources 1
Employee Relations Manager 1
Equal Employment, Opportunity & Diversity Officer 1
Human Resources Manager 1
Occupational Health and Safety Officer 2, 3
Occupational Health and Safety Specialist 3
Senior Human Resources Analyst 2, 3
Training Officer 2
Worker's Compensation Analyst 3
Associate Human Resources Analyst 3

POSITIONS TITLE CATEGORY
(Required) NOTES
Graphic Designer We don’t have that classification in HR, so it should be deleted.

Approved as amended: X
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Human Resources Department 2025 Appendix - Due 8/14/2025 Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/11/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Janelle Rodrigues

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

BENEFITS DIVISION

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of
Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Administrative & Fiscal Services Manager 1
Deputy Director of Library Services 1
Director of Library Services 1
Circulation Services Manager 1
Library Services Manager 1
Program Manager II 1
MAINTENANCE DIVISION 1
Senior Building Maintenance Supervisor 1
Librar
y Information Systems Administrator 1
Library Services Manager 1

POSITIONS TITLE CATEGORY
(Requi
red) NOTES

EQUITY, DIVERSITY, AND INCLUSION

TECHNICAL SERVICES & INFOMATION TECHNOLOGY
Library Department 2025 Appendix - Due 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

ADMINISTRATION SERVICES

CIRCULATION SERVICES DIVISION

CHILDREN'S / NEIGHBORHOOD SERVICES DIVISION

Approved as amended:

Approved, NO amendments: X
Dept. Director's Name:

Dept. Director's Affirmation:

Date: 8/14/2025
I hereby affirm that I personally reviewed this report
Theresa Mayer

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of Interest
Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Associate Management Analyst (Administrative Analyst) 1 Position under a City Council imposed hiring freeze Associate Management Analyst (Data Analyst) 1
Associate Management Analyst (Policy Analyst) 1
Director of Police Accountability 1
Office of the Director of Police Accountability Investigator 1 Position under a City Council imposed hiring freeze

POSITIONS TITLE CATEGORY
(Required) NOTES
Approved as amended: X
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Office of the Director of Police Accountability 2025 Appendix - Due 8/14/2025 Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/14/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Hansel Alejandro Aguilar

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Assistant Civil Engineer (Registered) 1
Associate Civil Engineer 1
Capit
al Improvement Programs Manager 1
Deputy Director 1
Director of Parks, Recreation and
Waterfront 1
Senior Management Analyst 1
Supervising Civil Engineer 1
Building Maintenance Supervisor 2, 3
Parks Superintendent 1
Senior Building Maintenance Supervisor 2, 3
Senior Forestry Supervisor 2, 3
Senior Landscape Gardener Supervisor 2, 3
Aquatics Coordinator 3
Aquatics Facilities Supervisor 3
Camp Manager 2, 3, 4
Recreation and Youth Services Manager 1
Recreation Coordinator 3
Parks, Recreation and Waterfront Department 2025 Appendix - Due 8/14/2025 Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

OFFICE OF THE DIRECTOR

PARKS DIVISION

RECREATION DIVISION

Recreation Program Supervisor 1
Harbormaster 3,5
Waterfront Manager 1
Waterfront Supervisor 2,5

POSITIONS TITLE CATEGORY
(Required) NOTES
Administrative Fiscal Services
Manager 1 This is a new position (established in Feb, 2025) Approved as amended: Yes
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
8/21/2025
I hereby affirm that I personally reviewed this report
Frederick Scott Ferris
Office of the Director

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

WATERFRONT DIVISION

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Assistant Building and Safety Manager 1
Building and Safety Manager 1
Building Inspector I, II (Certified) 2, 4
Building Plans Engineer 2, 4
Building Plans Examiner 2, 4
Community Services Specialist I, II 2, 4
Resilient Buildings Program Manager 1
Senior Building Inspector 2, 4
Senior Building Plans Engineer 2, 4
Supervising Building Inspector 2, 4
Assistant Inspector 1
Assistant Management Analyst 1
Housing Inspector I, II (Certified) 1
Senior Housing Inspector (Certified) 1
Assistant Planner 1
Associate Planner 1
Land Use Planning Manager 1
Planning Technician 1
Principal Planner 1
Senior Planner 1
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

BUILDING AND SAFETY DIVISION

HOUSING CODE ENFORCEMENT DIVISION

LAND USE PLANNING DIVISION
Planning and Development Department 2025 Appendix - Due 8/14/2025

Associate Management Analyst 2, 4
Community Services Specialist I, II, III 2, 4
Energy Program Manager 1
Administrative and Fiscal Services Manager 1
Assistant Management Analyst 1
Associate Management Analyst 1
Community Services Specialist II 2, 4 X Converted to Senior Management Analyst in FY25 Deputy Director of Planning and
Development 1
Director of Planning and Development 1
Permit Center Coordinator 1
Permit Specialist 2, 4
Senior Permit Specialist 2, 4
Hazardous Materials Manager 1
Hazardous Materials Specialist I, II 3

POSITIONS TITLE CATEGORY
(Req
uired) NOTES
Senior Management Analyst 1 The Community Services Specialist II position was converted to a Senior Management Analyst position in FY25 via desk audit
Approved as amended: x
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

DIVISION
(Required)
7/24/2025
I hereby affirm that I personally reviewed this report
Jordan Klein
Office of the Director / Administration

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

OFFICE OF ENERGY AND SUSTAINABLE DEVELOPMENT

OFFICE OF THE DIRECTOR / ADMINISTRATION

PERMIT SERVICE CENTER

TOXICS MANAGEMENT DIVISION
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Admi
nistrative & Fiscal Services Manager 1
Chief of Police 1
Deputy Police Chief 1
Police Captain 1

POSITIONS TITLE CATEGORY
(Requi
red) NOTES
Approved as amended:

Approved, NO amendments: X
Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Police Department 2025 Appendix - Due 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
7/21/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) I hereby affirm that I personally reviewed this report
Jennifer Louis

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

EXISTING DEPARTMENT

POSITIONS
(as defined under the current
Conflict of Interest Code)

CATEGORY
DELETE
(Only delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)

TITLE REVISION
(List new titles in
notes)
NOTES
Assistant Civil Engineer (Registered) 2,4
Assistant Management Analyst 3
Assistant Public Works Engineer 2
Associate Civil Engineer 2, 4
Building Inspector 1, 6
Chief of Party 2
Engineering Inspector 2, 6
Engineering Technician 2, 4
Environmental Compliance Specialist 2, 4
Junior Public Works Engineer 2
Manager of Engineering 1, 4
Senior Building Inspector 2, 6
Senior Drafting Technician 2, 4
Senior Engineering Inspector 2, 6
Supervising Civil Engineer 1, 4, 6
Equipment Maintenance Superintendent 2, 4
Senior Equipment Supervisor 3
ADA Program Coordinator 2, 4 n/a n/a n/a
The ADA Program Coordinator position belongs in the Engineering Division (rather than the Facilities Management Division). This poisition is not involved in "[m]aking a governmental decision" but is often involved in "[p]articipating in the making of a decision."
Building Maintenance Supervisor 3, 6
Public Works Department 2025 Appendix - Due 8/14/2025
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected])

ENGINEERING DIVISION

EQUIPMENT MAINTENANCE DIVISION

FACILITIES MANAGEMENT DIVISION
.82;:547Ā/7<36893Ā1.+Ā*#-*./!"Ȁ.&$*Ȁ%'!/Ȁ*'$(Ȁ**()-00!#.#,

Communications Supervisor 1
Electrical Supervisor 1, 4
Environmental Compliance Specialist 3, 7
Facilities Maintenance Superintendent 2, 6
Lead Communications Technician 1
Senior Building Maintenance Supervisor 3, 6 Delete This position was eliminated years ago Senior Electrical Supervisor 1, 4 Delete This position was eliminated years ago Administrative & Fiscal Services Manager 1
Assistant Management Analyst 2
Associate Management Analyst 2
Community Development Project
Coordinator 1, 4
Deputy Director of Public Works 1
Director of Public Works 1
Disability Services Specialist 2, 4
Occupational Health and Safety Officer 2, 3
Public Works Operations Manager 1, 4
Senior Management Analyst 2
Solid (Zero) Waste and Recycling
Manager 1, 5
Assistant Management Analyst 2, 4
Public Works Maintenance
Superintendent 2
Public Works Supervisor 3
Senior Public Works Supervisor 3
Sewer Maintenance Assistant Supervisor 3
Assistant Management Analyst 2

OFFICE OF THE DIRECTOR

STREETS DIVISION

TRANSPORTATION DIVISION
.82;:547Ā/7<36893Ā1.+Ā*#-*./!"Ȁ.&$*Ȁ%'!/Ȁ*'$(Ȁ**()-00!#.#,

Assistant Planner 2, 4 delete Assistant Planners don't have sufficient authority to be required to report Assistant Transportation Engineer 2, 4 delete Assistant Engineers don't have sufficient authority to be required to report Associate Civil Engineer 2, 4
Associate Planner 1 2, 4 Associated Planners should be category 2,4 Associate Transportation Engineer 2, 4
Deputy Director of Public Works 1 This is included under the Office of the Director and can be removed from this section.

Parking Meter Maintenance and Collection
Supervisor 2
Parking Services Manager 2 1
Principal Planner 1 Principle Transportation
Planner
The civil service title is Principal Planner, but the functional title is Principal Transportation Planner.

Senior Planner 1
Senior Public Works Supervisor 3 Though this position could exist in the Transportation Division; it is not active right now.

Supervising Civil Engineer (CIP)
Supervising Traffic Engineer 1, 4 1
Traffic Maintenance Supervisor 2
Associate Management Analyst 2
Environmental Compliance Specialist 1
Field Representative 2
Public Works (Zero Waste) Operations
Manager 1, 4, 5
Recycling Program Manager 3, 5
Senior Solid (Zero) Waste Supervisor 2,4
Solid (Zero) Waste and Recycling Divison
Manager 1,4,5

ZERO WASTE DIVISION
.82;:547Ā/7<36893Ā1.+Ā*#-*./!"Ȁ.&$*Ȁ%'!/Ȁ*'$(Ȁ**()-00!#.#,

Solid (Zero) Waste Supervisor 3,4,5

POSITIONS TITLE CATEGORY
(Required) NOTES
Program Manager I 1,3,5 Position is vacant, in recruitment stage. Position will manage the compliance over the closed Cesar Chavez Landfill
Transportation Manager 1 Position filled - Mark Helmbrecht Supervising Civil Engineer 1 This is Ken Jung's title/position Mechanic Supervisor 3 Not new positions, but not on the list.

Approved as amended:

Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date:

Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
I hereby affirm that I personally reviewed this report
Zero Waste Division
Transportation
Transportation

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement
Equipment Maintenance
.82;:547Ā/7<36893Ā1.+Ā*#-*./!"Ȁ.&$*Ȁ%'!/Ȁ*'$(Ȁ**()-00!#.#, ) "$ #!#&
Ā
Ā

EXISTING DEPARTMENT POSITIONS
(as defined under the current Conflict of
Interest Code)

CATEGORY
DELETE
(Onl
y delete
eliminated
positions)

DISCLOSURE

CATEGORY
CHANGE
(List new
category in
notes)
TITLE

REVISION
(List new
titles in notes)
NOTES
Administrative and Fiscal Services Manager 2, 3 Finance Division Assistant Management Analyst 2, 3 Finance Division
Associate Management Analyst 2, 3 Administration Division Associate Planner 2, 3 Planning Division
Community Services Specialist II, III 2, 3 Public Information Division Executive Director 1, 2, 3 Executive Office
General Counsel 1, 2, 3 Legal Division
Hearing Examiners 2, 3 Hearings Division
Senior Hearing Examiner 2, 3 Hearings Division
Senior Management Analyst 2, 3 Registration Division
Senior Planner 2, 3 Planning Division
Staff Attorneys II & III 1, 2, 3 Legal Division

POSITIONS TITLE CATEGORY
(Required) NOTES
Community Development Program Coordinator 2,3
Executive Administrative Assistant 2,3
Digital Communications Coordinator 2,3
Rent Stabilization Board 2025 Appendix - Due 8/14/2025
Please provide a list of new department positions added since June 1, 2023 (add lines as needed)

DIVISION
(Required)
Please complete the affirmation at the end of the worksheet and return it to the City Clerk Department ([email protected]) Rent Board Public Information Unit
Rent Board Executive Office
Rent Board Executive Office

Approved as amended: DLW
Approved, NO amendments:

Dept. Director's Name:

Dept. Director's Affirmation:

Date: 8/11/2025
I hereby affirm that I personally reviewed this report
DéSeana Williams

DEPARTMENT HEAD AUTHORIZATION
Mark the appropriate statement

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
December 2, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Rex Brown, Diversity, Equity, and Inclusion Officer Subject: Acceptance of Grant Funds and Contract: Healthy Black Families – Equity 4 Black Berkeley (E4BB) Transition

RECOMMENDATION
Adopt a Resolution:

1. Accepting $90,000 in grant funds from the San Francisco Foundation to support the Equity 4 Black Berkeley (E4BB) initiative; and

2. Authorizing the City Manager, or designee, to execute a contract and any amendments with Healthy Black Families (HBF) for an amount not to exceed $90,000 to provide technical assistance, fiscal sponsorship, and organizational development services to support the establishment of an independent nonprofit organization to carry forward the work of Equity 4 Black Berkeley.

FISCAL IMPACTS OF RECOMMENDATION
The $90,000 grant from the San Francisco Foundation will be deposited into a special revenue fund established for this purpose and appropriated to the City Manager’s Office for expenditure. No General Fund resources are required.

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley partnered with the San Francisco Foundation (SFF) and Healthy Black Families (HBF) to advance Equity 4 Black Berkeley (E4BB) — a community- driven initiative addressing the historic and ongoing impacts of segregation, redlining, and displacement of Black residents.

Healthy Black Families (HBF) was identified as the lead community partner based on its established nonprofit governance structure, administrative capacity to manage grants, and its direct role in convening the E4BB community leadership group. HBF has also been integral to sustaining E4BB’s programming and partnerships during its transition from City incubation to independent governance. Contracting with HBF ensures continuity, fiscal accountability, and the community’s active leadership in the initiative’s next phase.

Contract: Healthy Black Families – Equity 4 Black Berkeley

CONSENT CALENDAR
December 2, 2025

E4BB builds on prior work to implement Berkeley’s Right to Return and Affordable Housing Preference Policy, expanding the City’s commitment to equitable housing access, community stability, and generational wealth repair.

To ensure sustainability beyond City incubation, SFF has awarded a $90,000 grant to support the transition of E4BB into an independent, community-governed nonprofit entity. Under this agreement, the City will serve as fiscal intermediary, contracting directly with HBF to provide organizational development, fiscal sponsorship, and technical assistance necessary for establishing the independent nonprofit. HBF may engage specialized consultants to provide technical assistance – such as legal incorporation support, organizational design, and capacity-building – but will remain the primary implementing entity responsible for contract performance, deliverables, and reporting. While HBF will lead the on-the-ground implementation, the City Manager’s Office will oversee contract performance, review deliverables and invoices. The City Manager’s Office will maintain administrative control of the contract, including the right to request modifications, pause disbursements, or reject deliverables not aligned with City expectations. In addition, quarterly check-ins will continue with the City of Berkeley and the San Francisco Foundation to review progress, share updates, and support overall accountability.

Together, the City, HBF, and SFF will collaborate to ensure the transition of E4BB into a community-governed organization that reflects shared accountability, fiscal transparency, and measurable progress toward equity outcomes.

BACKGROUND
The Equity 4 Black Berkeley initiative originated in the Mayor’s Office and transitioned to the City Manager’s Office to align with the City’s broader equity infrastructure.

Since its inception, E4BB has supported community engagement around the City’s Right to Return and Affordable Housing Preference policy, convened a community leadership group representing displaced Black residents, and partnered with the San Francisco Foundation to define the governance and capacity-building roadmap now moving into implementation. These foundational efforts established trust, visibility, and the structure that the current grant will build upon.

Healthy Black Families—a 501(c)(3) nonprofit with deep community roots—has served as the project anchor and fiscal sponsor for E4BB during its development phase. The E4BB leadership group will be re-engaged during the next phase to help guide implementation planning and ensure accountability to community-defined goals. This next stage, funded through SFF’s $90,000 grant, focuses on capacity building, governance, and the creation of a legally incorporated nonprofit capable of stewarding E4BB’s mission and programs independently. Planning and alignment with City equity frameworks ensures that the emerging nonprofit is structured to complement, rather than duplicate, existing City equity initiatives and accountability systems. This step

Contract: Healthy Black Families – Equity 4 Black Berkeley

CONSENT CALENDAR
December 2, 2025

helps establish a durable foundation for independent governance that remains strategically connected to City priorities.

The project’s scope includes:
 Phase 1: Planning and alignment with City equity frameworks.  Phase 2: Legal formation and governance structure.
 Phase 3: Administrative systems and capacity building.  Phase 4: Transition and independent launch.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental impacts or opportunities associated with this action.

RATIONALE FOR RECOMMENDATION
Accepting the grant and contracting with HBF will ensure that Equity 4 Black Berkeley transitions from City incubation to a sustainable, community-led structure. This approach leverages HBF’s community trust, administrative capacity, and established governance systems to manage the project effectively while the new E4BB entity is developed.

This action also advances the City’s equity commitments in a fiscally and operationally responsible manner. Accepting these funds now solidifies the City’s leadership in supporting Black-led community governance.

ALTERNATIVE ACTIONS CONSIDERED
Not accepting the grant or delaying execution would stall momentum and risk loss of external funding support from SFF.

CONTACT PERSON
Rex Brown, Diversity, Equity, and Inclusion Officer – City Manager’s Office (510) 981-7019
Attachments:
1: Resolution

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

ACCEPTANCE OF GRANT FUNDS AND CONTRACT: HEALTHY BLACK FAMILIES – EQUITY 4 BLACK BERKELEY TRANSITION
WHEREAS, the San Francisco Foundation (SFF) has awarded a $90,000 grant to the City of Berkeley to be administered through a contract with Healthy Black Families (HBF), the designated community partner for the Equity 4 Black Berkeley (E4BB) initiative; and WHEREAS, the E4BB initiative advances Berkeley’s Right to Return and Affordable Housing Preference Policy, addressing historic racial inequities in housing, displacement, and economic opportunity; and
WHEREAS, Healthy Black Families (HBF), a local 501(c)(3) nonprofit, has been designated as the fiscal sponsor and contractor responsible for carrying out the work plan, including capacity building, governance development, and organizational formation; and WHEREAS, the City Manager’s Office will oversee the contract and ensure compliance with grant requirements in coordination with SFF; and
WHEREAS, the contract will include monthly progress reports and quarterly coordination meetings to ensure transparency and accountability; and WHEREAS, acceptance of these grant funds will have no impact on the City’s General Fund.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City hereby accepts $90,000 in grant funds from the San Francisco Foundation and authorizes the City Manager or his designee to execute a contract and any amendments with Healthy Black Families, in an amount not to exceed $90,000, to implement the Equity 4 Black Berkeley Transition Project, through June 30, 2026.

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

CONSENT CALENDAR
December 2, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Eleanor Hollander, Manager, Office of Economic Development Subject: Authorizing the City Manager to Sign the Downtown Property-Based Business Improvement District (PBID) Petition and Ballot on Behalf of the City of Berkeley

RECOMMENDATION
Adopt a Resolution:

1. Authorizing the City Manager to approve and sign the “Preliminary Petition to Reestablish the Downtown Berkeley Property-Based Business Improvement District” document on behalf of City-owned properties in the proposed Downtown PBID area; and

2. In the event the petition is successful in generating a ballot process to reestablish a Downtown PBID, authorizing the City Manager to vote YES on any ballots on behalf of City-owned properties in the proposed Downtown PBID area.

SUMMARY
The current Downtown Berkeley Property and Business Improvement District (DPBID or the District) is scheduled to expire on December 31, 2026. The DPBID provides services for environmental and economic enhancements in Berkeley’s Downtown area. The Downtown Berkeley Association (DBA), as the District’s owners’ association, has begun the legal process to re-establish the DPBID for a third term. The first step of that process requires that petitions representing at least 50% of the total amount of the proposed assessment be submitted to the City Clerk. If petitions representing 50% or more of the total assessment are received, then the City Clerk will send ballots to all of the proposed assessees within the DPBID boundary.

The City of Berkeley owns 14 (fourteen) parcels included in the proposed re-established DPBID; this includes one parcel owned by the Berkeley Joint Powers Authority or JPA.

The new annual assessment to the city will be approximately $204,244. This accounts for 7.65% of the DPBID’s overall assessment budget. The City will be asked to pay for the “general benefit” portion of the District budget in addition to the assessments on

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

City-owned properties (which will increase to 2% from the current rate of 1.05%). The DPBID Management District Plan (Exhibit A) provides a more thorough explanation of the background and calculation of the District’s general benefit amount. The Downtown Berkeley PBID general benefit amount is estimated to be $58,351 in the first year of the reestablished PBID. Together assessments on City-owned property and general benefit payments will total $262,596 in the first year of the assessment (FY27).

FISCAL IMPACTS OF RECOMMENDATION
Under the provisions of Proposition 218 in the California Constitution, government agencies must pay assessments in PBIDs and other special benefit districts, just like private property owners, unless they receive no benefit. Payment is collected from private property owners through property tax bills typically submitted in November and February of each Fiscal Year (July 1 – June 30). Payments would be due from non- property tax-paying entities such as the City (and the University) at roughly the same time. The City’s initial assessment payment in Fiscal Year 2027 (FY27) would be $204,244. In 2011 at the initial establishment of the PBID, the City increased parking rates at meters in the Downtown area to generate funds to pay for the City DPBID assessment costs, with the institution of dynamic pricing for parking in the Downtown (the “goBerkeley” program) this is still a sufficient method to support the payment of the DPBID assessment costs. The DPBID board (per the adopted District Management Plan) would have the authority to raise assessment rates as much as 5% per year to keep pace with the consumer price index and other program costs. The DPBID board would continue to be primarily comprised of assessed property owners, including the City, who would themselves be subject to any assessment level increases.

In addition to assessments, the City will be asked to pay for the “general benefit” portion of the budget. As required by state law, the general benefits of an assessment district must be quantified so that the cost of the activities that are attributed to general benefit can be deducted from the amounts assessed against each specially benefitted parcel.

In most California cities where there is a general benefit cost associated with a PBID, the municipality pays that portion of the budget. The engineer’s report commissioned for the reestablishment of the DPBID in 2025 calculates that the general benefit for the district represents $58,351 of the total budget. Together assessments on City-owned property and general benefit payments will total $262,596 in the first year (FY27) and will continue for the following 10 years.

CURRENT SITUATION AND ITS EFFECTS
The renewal of the Downtown PBID is a Strategic Plan Priority Project, advancing our goals to:
 provide state-of-the-art, well-maintained infrastructure, amenities, and facilities.  foster a dynamic, sustainable, and locally-based economy.

Formed in 2011 by Downtown Berkeley property owners, the DPBID is a special district that collects a self-governed assessment on property to provide environmental

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

enhancements through hospitality, maintenance and beautification services, and economic enhancements to improve the Downtown business climate. The DPBID was formed with an initial five-year term in 2011 and renewed for 10 years in 2016. The DPBID is set to expire at the end of 2026, unless it is reestablished for a third term (proposed for 10 years) by Downtown property owners and the City of Berkeley.

Reestablishment Process
As allowed by state law, the existing DPBID is working to reestablish itself for a second ten-year term, and a third term since its initial establishment in 2011. Upon receipt of petitions signed by property owners representing greater than 50% of the District budget, the City of Berkeley will initiate a ballot procedure to officially reestablish the Downtown PBID. Governed by the Downtown Berkeley Association board of directors, the reestablished DPBID work program would continue to provide both environmental and economic enhancements for parcels in the district. As described in the newly updated and adopted DPBID Management District Plan (Exhibit A), the proposed DPBID would provide funding for enhanced maintenance, hospitality, beautification, placemaking, business support and attraction, event and marketing programs, above and beyond those services provided by the City of Berkeley.

Location
The district boundaries encompass the core of the downtown area focused along the Shattuck and University Avenue corridors in Downtown Berkeley (See DPBID Boundary Map, DBA Strategic Plan, Exhibit C, page 4). To assess for the special benefit each parcel receives from the Downtown PBID activities, the two benefit zones (Premium and Standard Zones) will continue.

Services
The DPBID will finance improvements and activities that will improve Downtown Berkeley’s environment for property owners, residents, workers and visitors, including:

Environmental Enhancements
 Cleaning/Hospitality Ambassadors will provide sweeping, scrubbing and pressure washing sidewalks, litter and graffiti removal, trash removal, visitor information, merchant outreach, city services liaison, event support.  Homeless Outreach Ambassador will provide outreach and referrals for shelter and social services to unhoused persons in the district.  The Ambassadors and Economic Vitality team will provide beautification and placemaking improvements that make Downtown Berkeley more visually attractive, which may include enhanced landscaping, public art, holiday décor, signage, streetscape, planters, urban design, etc.

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

 A new Safety Ambassador program will address public safety concerns, mental health crises, open drug use, and safety escorts, and work with local police and business and property owners to prevent crime and address quality of life issues.

Economic Enhancements
 The Economic Vitality team will support Downtown Berkeley’s evolution as a regional destination for arts, culture and entertainment, including:
 Marketing and communications to support PBID activities and improvements and promote a positive image for Downtown Berkeley.
 Special events and promotions to bring more customers and economic vitality to the Downtown.
 Leadership through research and community education to represent the downtown community with one clear voice.

Financing Method
Levy of assessments upon real property that benefit from improvements and activities is calculated like so:
[Assessment Rates] * [Lot + Building Square Footage]
Annual assessments are based upon an allocation of land use type, program costs, benefit zone, and a calculation of lot square footage plus building square footage.

Estimated annual maximum assessment rates for the first year of the district are:

Parcel Zone and Type Assessment Rates
Premium – Commercial 0.3241
Premium – Residential 0.2463
Premium - Tax Exempt/Govt 0.1848
Standard – Commercial 0.2010
Standard – Residential 0.1232
Standard - Tax Exempt/Govt 0.0924
General Benefit Allowance
An allowance is made for general benefits that the district may provide to either the parcels outside the district boundary or to the public at large. Any PBID services that are found to provide general benefit cannot be paid for with assessment revenue. A certified engineer has estimated that the general benefit from services accounts for $58,351 of

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

the estimated budget, resulting in a total assessment budget for year one of the renewed DPBID of $2,668,086 (not including general benefit).

Costs & Rates
Annual assessments are based upon an allocation of program costs within two benefit zones (“standard” and “premium”) and a calculation of land or lot square footage plus building square footage within each zone. Two benefit zones, “Premium” and “Standard” provide two different levels of service. The “Premium” service zone encompasses the area of highest intensity of use and receives more services. Environmental services (i.e. improved cleaning, hospitality, landscaping and placemaking) will be approximately twice as frequent in the “Premium” zone as in the “Standard” zone. Economic enhancements (i.e. marketing, parking management, and business support) will be distributed equally throughout the district. Properties with residential, government and tax-exempt uses will pay an adjusted rate. Residential properties will fully benefit from environmental services, but they will not benefit from economic enhancements and their assessments will be adjusted accordingly. Tax-exempt and government properties will not gain the full benefit from environmental services as compared to commercial and residential properties, and their assessments are also adjusted accordingly.

Rate Adjustment & Cap
Over the past 10 years of the DPBID, which ends on December 31, 2026, rates will have increased an average of 2.2% per year. Some years, there was no rate increase indicated (i.e. 2020, 2021) and other years the board approved a 2.5% increase (2018, 2019) or a 4.5% increase (2025). The new rates listed above for the reestablished DBPID project an approximate, one-time 18.4% rate adjustment over the 2026 assessment rates. The adjustment to a new base rate is needed to keep up with increasing labor costs associated with the Ambassador program and to launch new initiatives related to the cleaning, security and the marketing of the District. Following renewal of the Downtown PBID District, annual assessments may increase no more than 5% per year consistent with the increase in consumer price index (CPI) and increases in program costs. The determination of annual adjustments in assessment rates will be subject to the annual review and approval of the DBA Board of Directors.

Baseline City Services
The City of Berkeley will provide an accounting of baseline services that are currently provided within the District and will continue through the duration of the planned renewal. (See Exhibit D).

Collection
PBID assessments appear as a separate line item on the annual Alameda County property tax bills. The DBA will directly invoice tax exempt/government entities which are not included in Alameda County property tax billing systems.

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

Governance
The PBID will continue to be managed by the Downtown Berkeley Association (DBA) board of directors. A majority of the DBA board is composed of property owners and/or their representatives within the PBID.

District Reestablishment
California law for PBID district formation requires the submission of petitions signed by property owners in the proposed district who will pay more than 50% of the total assessments (i.e. petitions must represent more than 50% of the $1,334,043 to be assessed). Petitions are submitted to the City of Berkeley’s City Clerk. The City Clerk will mail ballots to all affected property owners. The majority of ballots returned, as weighted by assessments to be paid, must be in favor of the PBID in order for the City Council to consider approval and reestablishment of the Downtown PBID.

Duration
Collection of the first year’s assessments will be included in Alameda County’s 2026- 2027 or (Fiscal Year 2027 or FY27) tax bill. Services will begin January 1, 2027 and continue through December 31, 2036. A five-year review of the district will evaluate market conditions and the need for any adjustments to the Downtown PBID Management District Plan. Any subsequent renewal of the district (FY 2037) will require a new management plan, petition and mail ballot process.

BACKGROUND
In 2009, the DBA undertook a Strategic Action Planning process. As a result, in 2011 the DBA worked with property owners and City Council to establish a PBID to replace the existing business license-based district for five years. This new legal framework allowed for a considerable expansion of services including added hospitality staff, extensive upgrading of planters and landscaping services as well as added marketing and communications efforts. The district was renewed in 2016 for a term of 10 years, and the enabling legislation for that PBID is set to expire on December 31, 2026. This effort would reestablish the PBID for a second 10-year term – with collections coinciding with the start of the 2027 Fiscal year (July 1, 2026).

To prepare for the renewal of the DPBID, the DBA retained the services of Progressive Urban Management Associates, Inc. (“PUMA”) to update the organization’s strategic plan. With priorities gained from the DBA Board of Directors, stakeholder focus groups and responses to an online community improvement survey, the adopted DBA Strategic Plan (June 2025) and the proposed new DPBID Management District Plan will offer support for the environmental and economic enhancement services outlined above. As with all Business Improvement Districts, these additional DPBID funded services would augment, not replace, the City’s existing level of “baseline” services.

Authorizing the City Manager to Sign the Downtown PBID Petition & Ballot CONSENT CALENDAR December 2, 2025

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
By maintaining and enhancing the district, the DBA creates shopping opportunities for residents and visitors alike while encouraging alternative forms of transportation. The District encompasses the area surrounding the Downtown Berkeley BART Station and several AC Transit lines which provide easy accessibility for visitors coming to and from this popular regional destination. Because the District is well served by public transportation and biking infrastructure, these services indirectly support environmental sustainability goals of encouraging alternative transportation choices.

RATIONALE FOR RECOMMENDATION
This private/public partnership will continue the significant resources for Downtown Revitalization and maintenance that has had a positive transformational effect on the physical and economic health of Berkeley’s Downtown area.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Eleanor Hollander, Office of Economic Development, 510-981-7536 Attachments:
1: Resolution
Exhibit A: Management District Plan for the Renewal of the Downtown Berkeley Property-Based Business Improvement District (October 2025) Exhibit B: Preliminary Petition to Reestablish the Downtown Berkeley Property- Based Business Improvement District (October 2025)
Exhibit C: DBA Strategic Plan (June 2025)
Exhibit D: Baseline City Services Document (September 2025)

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

AUTHORIZATION TO SIGN DOWNTOWN PROPERTY-BASED BUSINESS
IMPROVEMENT DISTRICT OR “PBID” PETITION AND BALLOT ON BEHALF OF THE CITY
WHEREAS, under the provisions of Proposition 218 in the California Constitution, government agencies receiving benefit must pay assessments in Property-Based Business Improvement Districts (PBIDs) and other special benefit districts, just like private property owners; and
WHEREAS, the Downtown Berkeley Association (DBA) undertook a Strategic Planning Process involving input from stakeholders across the District; and WHEREAS, the DBA Strategic Plan envisioned increased services to address the cleanliness, safety and economic development challenges in the District; and WHEREAS, the DBA dedicated extensive resources to determine the best method to generate funding to implement their plan and concluded that continuing the property- based business improvement district (PBID) in Berkeley’s Downtown was the best method; and
WHEREAS, the DBA Board developed and approved a Downtown PBID Management District Plan and are now moving forward with a petition process to authorize a ballot that would reestablish the Downtown PBID for a third term of 10 years.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to approve and sign the “Preliminary Petition to Reestablish the Downtown Berkeley Property-Based Business Improvement District” document on behalf of City-owned properties in the proposed Downtown PBID area; and BE IT FURTHER RESOLVED that in the event the petition is successful in generating a ballot process to reestablish the Downtown PBID for a third term of 10 years, the City Manager is authorized to vote YES on any ballots on behalf of City-owned properties in the proposed Downtown PBID area.

Exhibits
A: Management District Plan for the Renewal of the Downtown Berkeley Property-Based Business Improvement District or DPBID (October 2025)
B: Preliminary Petition to Reestablish the Downtown Berkeley Property-Based Business Improvement District (October 2025)
C: Downtown Berkeley Association (DBA) Strategic Plan (June 2025) D: Baseline City Services Document (September 2025)

October 24, 2025

Prepared by:

Kristin Lowell, Inc. and
Progressive Urban Management Associates, Inc.

Prepared pursuant to the State of California
Property and Business Improvement District Law of 1994
and Article XIIID of the California Constitution
to create a property-based business improvement district.

Downtown Berkeley
Property-Based Business Improvement District
Berkeley, California
Management District Plan

MANAGEMENT DISTRICT PLAN
for renewal of the
Downtown Berkeley
Property-Based Business Improvement District (PBID)

Table of Contents

Section Number Page Number

1. Executive Summary ........................................................................... 1

2. PBID Boundary ................................................................................... 5

3. PBID Activity and Improvement Plan ................................................ 7

4. PBID Assessment Budget................................................................ 14

5. Assessment Methodology ............................................................... 16

6. PBID Governance ............................................................................. 23

7. Assessment Roll ............................................................................... 24

ATTACHMENT

A. Engineer’s Report
B. Base Level Services Agreement
C. Strategic Plan Executive Summary

Downtown Berkeley PBID October 2025
Management District Plan Page 1 of 22

SECTION 1: EXECUTIVE SUMMARY

The Downtown Berkeley Property-Based Business Improvement District (“PBID”) was first formed in 2011 and renewed in 2016. Building on the success of the PBID over the last 15 years, Downtown property and business owners seek to renew the district for an additional 10 years.

The Downtown Berkeley Association (DBA) board of directors has approved a new PBID Management District Plan that responds to market trends and respond to conditions that can be reasonably expected through the next ten years.

As part of the PBID renewal initiative, the DBA engaged Progressive Urban Management Associates (PUMA) to analyze downtown dynamics and prepare a Strategic Plan to help guide Downtown and the PBID for the next 10 years. More than 700 Downtown Berkeley stakeholders contributed to the strategic planning process, including property owners, merchants, nonprofits, residents, students and civic partners. The key takeaways from the strategic plan found that:

• Downtown has ongoing challenges related to the unhoused population and storefront vacancies.
• The DBA is under -capitalized to address these challenges and needs to build organizational and financial capacity to provide impactful solutions.

It was clear that Downtown stakeholders and the DBA have 4 clear objectives and goals:

1. Ensure Downtown is consistently clean, safe and welcoming

2. Attract, retain and support locally owned businesses and nonprofits

3. Bring residents and visitors Downtown to patronize businesses, nonprofits and the arts

4. Be the leading convener and advocate for Downtown Berkeley.

The new Management District Plan will provide services to help address these challenges and meet these goals. Specific enhancements to the Downtown improvement program include:

1. Continuation of current Clean, Safe, Beautification, Marketing & Activation services

2. Reinstating a Safety Ambassador program, and

3. Option of later a dding a staff member solely focused on Economic Development and Placemaking.

Summary Management Plan
Pursuant to the Property and Business Improvement District Law of 1994 (California Streets and Highways Code § 36600 et seq.) (the “PBID Law”), the PBID is proposed to be renewed for a 10- year term. Upon receipt of petitions signed by property owners representing greater than 50% of the PBID assessable budget, the City will initiate a ballot procedure to officially form the PBID.

Governed by the Downtown Berkeley Association as the Owners’ Association , the PBID will deliver enhanced services to improve and convey special benefits to properties located within the PBID boundary, above and beyond those provided by the City.

The PBID will provide enhanced environmental improvements and activities, such as cleaning the Downtown, improving safety, beautifying the Downtown; as well a s economic vitality enhancements such as marketing, communications and special events. Each of the activities is designed to meet the goals of the District; to improve the appearance and safety of the PBID, to

Downtown Berkeley PBID October 2025
Management District Plan Page 2 of 31

increase building occupancy and lease rates, to encourage new business development and attract ancillary businesses and services.

Location The District boundary encompasses the core of the Downtown area focused along the Shattuck and University Avenue corridors in Downtown Berkeley.

To assess for the special benefit each parcel receives from the PBID activities, two benefit zones will continue. (See Section 2 for full description and boundary map.)

Services &
Activities
The PBID will finance services that will enhance the experience within the Downtown area for property owners, businesses, residents, employees, and visitors, including:

Clean, Safe and Beautiful:
• Cleaning/Hospitality Ambassadors will provide sweeping, scrub bing and pressure wash ing sidewalks, litter and graffiti removal, trash removal, visitor information, merchant outreach, city services liaison, event support.
• Homeless Outreach Ambassador will provide outreach and referrals for shelter and social services to unhoused persons in the district. • The Ambassadors and Economic Vitality team will provide beautification and placemaking improvements that make Downtown Berkeley more visually attractive, which may include enhanced landscaping, public art, holiday décor, signage, streetscape, planters, urban design, etc.
• A new Safety Ambassador program will address public safety concerns, mental health crises, open drug use, and safety escorts, and work with local police and business and property owners to prevent crime and address quality of life issues.

Marketing & Activation:
• The Economic Vitality team will support Downtown Berkeley’s evolution as a regional destination for arts, culture and entertainment, including:
• Marketing and communications to support PBID activities and improvements and promote a positive image for Downtown Berkeley. • Special events and promotions to bring more customers and economic vitality to the Downtown.

Economic Development & Placemaking: (These services are proposed as an optional enhancement to the PBID, subject to DBA board approval, but are not included in Year 1 budget.)
• A new Economic Development Placemaking Manager will p romote and support local business and property owners with a focused role on reducing empty storefronts, retaining and attracting businesses, compiling hyper -local market data, and other efforts that attract investment to the Downtown.
• This new Manager will also focus on new placemaking programs to beautify Downtown and attract new investment and visitors to the

Downtown Berkeley PBID October 2025
Management District Plan Page 3 of 31

Downtown including murals, window graphics/displays, sculpture, sidewalk seating/commerce and other activations.

Advocacy, Management & Contingency:
• The CEO and the DBA team will a dvocate for policy issues that will improve the Downtown business environment,
• And demonstrate l eadership through research and community education to represent the Downtown community with one clear voice, • And p rovide daily management to carry out the day -to-day PBID operations,
• And manage contingency for unforeseen expenses.

Method of
Financing
Levy of assessments upon real property that receive a special benefit from enhanced services.

Budget The total budget for its first year of operations is $2,917,537, as follows:

EXPENDITURES
TOTAL
BUDGET % of Budget
Clean, Safe and Beautiful $2,234,962 76.60%
Marketing and Activation $438,672 15.04%
Management & Contingency $243,903 8.36%
Total Expenditures $2,917,537 100.00%

REVENUES
PBID Assessments $2,668,086 91.45%
General Benefit (1) $58,351 2.00%
Other Revenues (2) $191,100 6.55%
Total Revenues $2,917,537 100.00%
(1) A certified engineer has estimated that the general benefit from the PBID services accounts for $58,351 of the estimated budget.
(2) Revenues from events, contract services and other sources.

Assessments Annual assessments are based upon an allocation of land use type, program costs, benefit zone, and a calculation of lot square footage plus building square footage. Estimated annual maximum assessment rates for the first year of the district are:

Assessment Rates Lot + Bldg SF
Premium – Commercial
Premium – Residential
Premium - Tax Exempt/Govt
Standard – Commercial
Standard – Residential
Standard - Tax Exempt/Govt

0.3241

0.2463

0.1848

0.2010

0.1232

0.0924

Downtown Berkeley PBID October 2025
Management District Plan Page 4 of 31

CPI Increase Assessments will be subject to an annual increase of up to 5% per year to address changes in the cost of providing services. The determination of annual adjustments in assessment rates will be subject to review and approval by the PBID Owners’ Association (i.e. the DBA Board of Directors) and City Council and will be subject to the requirements of the PBID Law. The Owners’ Association will develop annual budgets and service programs each year which will be presented to the City Council for approval.

Optional
Economic
Development
Boost
To add Economic Development / Placemaking services focusing on retail attraction, storefront activation, investment, placemaking and small business support to the PBID, the Owner’s Association (i.e. DBA Board of Directors ) may elect to boost the budget in any of the first five (5) years of the PBID but are not included in Year 1 budget.

City Services The City has established and documented the b aseline of pre-existing City services. The PBID will not replace any pre-existing general City services.

Collection PBID assessments appear as a separate line item on the annual Alameda County property tax bills.

District
Governance
The PBID will be managed by the Downtown Berkeley Association, a nonprofit organization that act s as the PBID Owners’ Association . The Owners’ Association is governed by a Board of Directors comprised of a majority of PBID property owners. The Board will determine PBID annual services and budgets.

District
Formation
The PBID Law requires the submission of petitions signed by property owners in the proposed district who will pay more than 50% of the total assessments (i.e., petitions must represent more than 50% of the $2,668,086 to be assessed). Petitions are submitted to the City Clerk, who then mails ballots to all assessed property owners. The majority of ballots returned, as weighted by assessments to be paid, must be in favor of the PBID for the City Council to approve the formation.

Duration The PBID will have a 10-year term and will run from January 1, 2027, through December 31, 2036. Any subsequent renewal of the PBID will require a new Management District Plan, petition, and ballot process, and may be renewed up to 10 years.

Downtown Berkeley PBID October 2025
Management District Plan Page 5 of 31

SECTION 2: PBID BOUNDARY

PBID Boundary
The existing PBID district encompasses the core of the Downtown area along the Shattuck Avenue corridor bounded by Delaware Street to the north, Oxford/Fulton Streets to the east, Carleton Street to the south and Grant Street to the west.

Benefit Zones
For the past 15 years the PBID has been allocated into two benefit zones that align with pedestrian traffic and the need for the PBID services:

Premium Zone: Encompasses the central Downtown core and the area of highest intensity of use (blue parcels on the boundary map) . The Premium Zone requires more services due to its high concentration of commerce, tourism, and public activity, where higher foot traffic and business density requires the highest level of PBID services. Its services include but are not limited to more c overage of the Cleaning/Hospitality Ambassadors, with more frequent patrols, pressure washing, and litter and trash removal. The deployment frequencies for the clean and safe services will be approximately double the service level in the standard zone.

Standard Zone: Includes all other parcels not included in the Premium Zone and is primarily parcels on the periphery of the Downtown core to the north, west and south (green parcels on the boundary map). These areas have less commercial density and pedestrian traffic than the Premium Zone and do not require the same level or frequency of the PBID services.

The South Shattuck sub-area within the Standard Zone Includes three blocks along Shattuck Avenue between Dwight Way and Carleton Street (green hatched parcels on the boundary map).

This area will receive the same Standard Zone level of services from the PBID; however, this area is also located in the City’s Adeline Corridor Planning Area. A new PBID may be formed within the Adeline Corridor Planning Area within the next ten years. If a new PBID is formed, property owners within this sub-area may opt out of the Downtown PBID and become part of a new PBID.

A map of the proposed district boundary and benefit zones is on the following page.

Downtown Berkeley PBID October 2025
Management District Plan Page 6 of 31

Downtown Berkeley PBID October 2025
Management District Plan Page 7 of 31

SECTION 3: PBID ACTIVITY AND IMPROVEMENT PLAN

Background
Informed by a participatory strategic planning process that included extensive community outreach (including stakeholder roundtables with property , business owners , residents, and neighbors; online surveys; and meetings with the DBA Board of Directors ), the PBID priorities continue to be, and will expand upon, the following improvements and activities:

⧫ Clean, Safe and Beautiful
⧫ Marketing, Activation and Economic Development
⧫ Management and Operations

The specially benefited parcels within the boundaries of the PBID are a unique mix of retail, office, services, government, education, non-profit, and residential uses. The PBID improvements and activities are designed to provide special benefits to each of the individual assessed parcels : to improve the appearance and safety of the area, to increase building occupancy and lease rates, to encourage new business development and support existing businesses, and to attract visitors to venues and events . All PBID improvements and activities are over and above the City’s baseline of services, and each of the PBID services provides particular and distinct benefits to each of the individual assessed parcels within the PBID. To ensure that parcels outside of the PBID will not specially benefit from the improvements and services funded with the assessment, improvements and services will only be delivered to individual assessed parcels within the boundaries of the PBID and will not extend beyond.

Based upon these findings, the following narrative provides recommendations for the PBID’s first year of operation. PBID activities may be amended in subsequent years within the following general categories. Final activities and budgets will be subject to the review and approval of the DBA Board of Directors (the PBID Owners’ Association).

Clean, Safe and Beautiful
The area of top concern with stakeholders is providing services that will make Downtown more secure, functional, and attractive. Safety is foundational to any urban environment – for people to visit, work or live in the district, they expect a welcoming and comfortable experience. Hence, the PBID will be strengthened by adding Safety Ambassadors moving forward. The Management Plan provides funding for both Cleaning/Hospitality and Safety Ambassador programs including labor costs, management personnel, equipment and supplies. The Plan also includes funding for Homeless Outreach support to the unhoused population in Downtown Berkeley.

These activities and improvements are intended to improve commerce and the quality of life by making each individual assessed parcel safer, cleaner and more attractive, which will encourage investment dollars Downtown and generate additional pedestrian traffic. Clean, Safe and Beautiful activities specially benefit each individual assessed parcel, including commercial, government, parking, education, nonprofits and residential properties. Ensuring Downtown is clean, safe, and well-maintained is essential for supporting businesses, promoting economic vitality, and enhancing the overall experience for tenants, residents and visitors alike.

Downtown Berkeley PBID October 2025
Management District Plan Page 8 of 31

Cleaning/Hospitality Ambassadors
To maintain consistently clean standards in the
District, the Cleanin g/Hospitality Ambassador
program will continue to provide services as it has for the past 15 years . The purpose of
Cleaning/Hospitality Ambassadors is to provide
cleaning, sweeping, scrubbing and pressure washing
of sidewalks, trash and graffiti removal, as well as
visitor information, merchant outreach, event support.

The special benefit to parcels from these services is
increased commercial activity, which directly relates
to increases in lease rates and customer usage.

Further benefits include cleaner, healthier streets,
and an improved pedestrian experience. A multi -
dimensional approach has been developed consisting
of the following elements.

Sidewalk Maintenance: Uniformed, radio-equipped Cleaning/Hospitality Ambassadors sweep and remove litter and other refuse from sidewalks and gutters in the District and clean all public hardscape in the District such as trash receptacles, benches, and parking meters.

Graffiti Removal : The Cleaning/Hospitality Ambassadors remove graffiti using solvent s and pressure washing. The District maintains a zero -tolerance policy for graffiti reachable at safe levels. The goal it to remove all accessible graffiti within 48 hours of notification.

Sidewalk Pressure Washing: Sidewalk pressure washing is provided on a regular schedule basis as per below schedule. Also, spot washing is provided daily throughout the District on an as needed basis.

Trash Collection
Cleaning/Hospitality Ambassador top off trash cans as needed daily between pickups by the City.

Trash receptacles are also cleaned and maintained regularly.

Landscape Maintenance : Cleaning/Hospitality Ambassadors maintain landscape areas including, circular planters, temporary planters and hanging baskets provided by the DBA. Tree wells are also maintained and kept free of litter and weeds and reported to the City for replanting dead or missing street trees.

Special Collections
Cleaning/Hospitality Ambassadors are also available to collect , and/or notify City for pick -up, bulky items such as bike carcasses, stolen shopping carts or other large items illegally dumped in the District.

Maintenance Problems Requiring Third Party Intervention Cleaning/Hospitality Ambassadors also report to City problems in the District that create blighted or unsafe conditions, that are monitored but outside the scope the of the District responsibilities.

Types of problems include blocked or damaged sewers or drains, damaged sidewalks/ streets/alleys, non-operating streetlights, damaged or missing street signs, etc.

Downtown Berkeley PBID October 2025
Management District Plan Page 9 of 31

Homeless Outreach Ambassador
The Homeless Outreach Ambassador engages with unhoused community members, builds trusting relationships, and connects people to critical resources such as emergency shelter, transitional and permanent housing, healthcare, mental health services, and substance abuse support. This outreach-driven approach is designed to reduce barriers to care, promote stability, and support individuals in navigating the path toward long-term housing and self-sufficiency. The Homeless Outreach Ambassador also responds to merchant and property owner requests for outreach at encampments at or near their business.

Safety Ambassadors (New service addition)
Safety Ambassadors will provide daily monitoring and
patrol services. The Ambassadors will patrol regular
routes by foot or bike and respond to on-demand
service calls. The purpose of the Safety Ambassadors
is to address safety concerns, mental health crises,
open drug use, and safety escorts, and work with local
police and business and property owners to prevent
crime and address quality of life issues. The Safety
Ambassadors will work to de -escalate anti -social
behaviors and report illegal activities including criminal activities and vandalism. They also report maintenance
issues and perform outreach to the unsheltered
homeless. These Ambassadors, who act as the “eyes
and ears” on the street will supplement, not replace,
other ongoing police, security, and patrol efforts within the District. The Safety Ambassadors will maintain
communication with the Berkeley Police Department,
Code Enforcement, and Public Works with the intent of
reporting illegal activity or an emergency infrastructure occurrence. The Safety Ambassadors will cover the
entire District and communicate with businesses,
visitors, residents, and employees within it.

Vision of Downtown Berkeley’s future from DBA Strategic Plan survey

Downtown Berkeley PBID October 2025
Management District Plan Page 10 of 31

Estimated deployment of the Cleaning/Hospitality Ambassadors and Safety Ambassadors and is anticipated as follows, subject to actual daily district needs:

Cleaning/Hospitality
Ambassadors Premium Zone Standard Zone
Average Weekly Coverage
840 hours per week (21 F.T.E.)
7 days/week 5 days/week
Coverage in all areas 8-16 hours 6-8 hours
Method of coverage Foot patrol Foot patrol
Cleaning rounds 4 rounds per shift 2 rounds per shift
Litter removal / pan & broom Twice per day Once per day Detail cleaning of public amenities Twice per day Once per day Pressure washing - scheduled
cleaning Four times/year Two times/year
Pressure washing - spot cleaning Daily as needed Daily as needed Graffiti removal Daily as needed Daily as needed
Weed removal Daily as needed Daily as needed
Business contacts 6 per shift 3 per shift
Outreach with street populations Daily Daily
Reporting Daily Daily

Safety Ambassadors Premium Zone Standard Zone
Average Weekly Coverage 112 hours per week (2.8 F.T.E.) Method of coverage Foot & Bike Patrol Foot & Bike Patrol Safety rounds 4 rounds per shift 2 rounds per shift
Business contacts 8 rounds per shift 4 rounds per shift Quality of Life & Safety Incidents Daily as needed Daily as needed

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Beautification/Placemaking.

In addition to clean and safe
services, the PBID budget may
include funds for beautification and
placemaking improvements that
are defined as cosmetic
enhancements that improve the
appearance and walkability within
the PBID, in turn encouraging
customer traffic and improved
quality of life for residents, workers
and visitors alike . Examples of
beautification improvements might
include:

• Landscaping, planters, hanging flower baskets and other green elements • Seasonal holiday decorations and banners
• Cosmetic capital improvements, including street furniture, information kiosks, pedestrian lighting and other amenities
• Wayfinding and directional signage to help visitors navigate through the Downtown • Temporary and permanent public art installations
• Installation of bicycle racks and other amenities to encourage bicycle use • Programming of public spaces, such as BART Plaza
• Planning and design processes to improve public spaces throughout the Downtown • Other improvements as determined year-to-year by the DBA board of directors • Other cosmetic enhancements that improve the PBID’s appearance.

Marketing, Activation and Economic Development
Downtown Berkeley’s unique character and appeal are shaped by its vibrant mix of small, locally owned businesses; nonprofit organizations that serve diverse communities and a rich array of arts and cultural venues. Like many cities across the country, Berkeley’s storefront economy was hit hard by the pandemic and continues to face challenges amid ongoing recovery eff orts and broader economic uncertainty. These conditions have strained local businesses and slowed or stalled new development, contributing to a high storefront vacancy rate in the Downtown area.

While the DBA has long supported business and property owners, there is now a clear opportunity to strengthen and formalize this area of work within the organization.

Arts, Culture, Entertainment
A key goal is to advance Downtown Berkeley’s evolution as a regional destination for arts, culture and entertainment. Downtown has a rich and varied collection of arts and cultural venues. The Berkeley Repertory Theater is one of the most acclaimed community theaters in the nation. The University of California’s Berkeley Art Museum and Pacific Film Archive (BAMPFA) is also located Downtown. Other venues, featuring both live and visual arts, restaurants and other entertainment options, a re sprinkled througho ut the Downtown. Arts, culture and entertainment create a differential advantage for Downtown and add to the quality of life for Berkeley residents. The PBID

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will provide leadership and programs to enhance Downtown’s image as a unique arts and cultural destination.

Marketing and Communications
The m arketing and communications efforts of the
Economic Vitality team will be strengthened to
support all components of the PBID Management
Plan. Overall, the Marcom program will promote the
vision of the Downtown as the dynamic heart of the
Berkeley community, inspiring commerce, culture,
learning and stakeholder engagement. Additionally,
the team will create awareness of environmental
services program including cleaning, hospitality,
safety, beautification and placemaking changes
being made to improve the Downtown . Marcom
related to the economic development portion of the
work program will: advance the image and branding
of the Downtown; highlight the unique startup
ecosystem and the arts, culture and entertainment
character of the Downtown ; attract new and
returning visi tors to Downtown to live, work, eat,
drink, play, engage, and be inspired; promote local
businesses, cultural venues and nonprofits; support new investment opportunities for retail, office and housing; and promote easy and affordable access via transit and parking. The DBA Vitality team may also develop and promote events , often with strategic partners, that aligned with the Downtown vision and mission, bringing residents and visitors f rom the entire Bay Area to Downtown Berkeley.

Economic Development & Placemaking (potential new initiative) Many place management organizations provide dedicated support to property owners and commercial brokers in attracting new retail, nonprofit, office, arts and culture ventures to their downtowns, by offering services such as technical assistance workshops, one-on-one permitting and licensing guidance, block -by-block commercial market data (foot traffic, local versus chain composition, price trends, etc.), storefront improvement grants, pop -up retail opportunities, and connecting entrepreneurs with local resources and funding opportunities. These activities aim to enhance Downtown Berkeley as a center for unique startups, shopping, food & drink, arts and entertainment while also meeting the growing needs of residents and employees. This area will focus on providing support services to help businesses thrive, such as a new advocacy and liaison role to navigate permitting processes. In addition many business improvement districts provide dedicated support for placemaking projects on both private and public property attracting visitors and new investment to the Downtown, including murals, sculpture, window film, signage, enhanced landscaping, and pop -up art. Advancing Downtown Berkeley’s status as a unique destination for startups, arts, culture, shopping, and dining, with a blend of one-of-a-kind local and national tenants, in a welcoming and creative pedestrian oriented environment, is a clear priority for Downtown stakeholders.

Leadership
The PBID will support research and community education efforts that help to evaluate the impacts of public policies and issues on the Downtown business and investment climate. The PBID will

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support efforts to advance policies that improve the overall quality of life and economic and cultural vitality of the Downtown . The PBID will also inform stakeholders of various policy initiatives and how they can engage in City and other agency processes, so their voices are heard and considered. The PBID may also partner with other local and regional organizations to more effectively achieve stakeholder goals.

Management, Operations & Contingency
Like any business, the PBID requires a professional staff to properly manage programs, communicate with stakeholders and provide leadership. To reduce administrative costs, leverage funding and avoid duplication of enhanced services, this plan anticipates that the DBA will continue to manage and provide the day-to-day PBID services. PBID funds can be further leveraged by sponsorships from special events, service contracts, advertising & promotions, grants, parking revenues and earned income. This professional staff represents the District’s interests in advocacy and relationship s with local government and media, in addition to coordinating and complying with all contractual obligations to the City of Berkeley and vendors.

In support of these efforts, funding is allocated to pay for contract services; office, operations and storage rent; furniture, equipment and supplies, telephone/internet access; legal and accounting services; travel and conference expenses; insurance (workers compensation, general liability and directors/officers’ liability); dues/subscriptions; and database maintenance. Personnel expenses include salaries, benefits and payroll taxes.

Reserve: An operating reserve will be maintained for the PBID as determined annually by the Board of Directors. The reserve can also be utilized as a contingency fund to address unforeseen expenses.

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SECTION 4: PBID ASSESSMENT BUDGET

2027 PBID Assessment Budget
The following table outlines the PBID maximum assessment budget for 2027.

EXPENDITURES
TOTAL
BUDGET % of Budget
Clean, Safe and Beautiful $2,234,962 76.60%
Marketing and Activation $438,672 15.04%
Management and Contingency $243,903 8.36%
Total Expenditures $2,917,537 100.00%

REVENUES
PBID Assessments $2,668,086 91.45%
General Benefit $58,351 2.00%
Other Revenues (1) $191,100 6.55%
Total Revenues $2,917,537 100.00%
(1) Revenues from events, contract services and other sources

Budget Adjustments
Assessments will be subject to an annual increase of up to 5% per year to address changes in the cost of providing services. Assessment budgets may also increase based on development in the PBID. The determination of annual adjustments in assessment rates will be subject to the review and approval of the DBA Board of Directors, serving as the PBID Owners’ Association.

The table below illustrates the estimated maximum budget for each year of the PBID based on the maximum percentage increase discussed above.

Clean, Safe and
Beautiful
Marketing and
Activation Management TOTAL
Year 1 $2,234,962 $438,672 $243,903 $2,917,537
Year 2 $2,346,710 $460,606 $256,098 $3,063,414
Year 3 $2,464,046 $483,636 $268,903 $3,216,585
Year 4 $2,587,248 $507,818 $282,348 $3,377,414
Year 5 $2,716,610 $533,209 $296,466 $3,546,284
Year 6 $2,852,441 $559,869 $311,289 $3,723,599
Year 7 $2,995,063 $587,862 $326,853 $3,909,779
Year 8 $3,144,816 $617,256 $343,196 $4,105,268
Year 9 $3,302,057 $648,118 $360,356 $4,310,531
Year 10 $3,467,160 $680,524 $378,374 $4,526,057

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Economic Development & Placemaking Boost: To add economic development services focusing on retail attraction, storefront activation, placemaking and small business support to the PBID, the Owner’s Association (i.e. Downtown Berkeley Association) may elect to boost the budget in any of the first five (5) years of the PBID. The chart below illustrates the impact of this boost to the budget , beginning in Year 2. Note: Year 2 budget reflects both the maximum 5% increase plus the additional cost adding in economic development.

Clean, Safe and
Beautiful
Marketing and
Activation Management TOTAL
Year 1 $2,358,746 $314,888 $243,903 $2,917,537
Year 2 $2,476,684 $543,209 $256,098 $3,275,990
Year 3 $2,600,518 $570,369 $268,903 $3,439,790
Year 4 $2,730,544 $598,888 $282,348 $3,611,780
Year 5 $2,867,071 $628,832 $296,465 $3,792,368
Year 6 $3,010,424 $660,274 $311,289 $3,981,987
Year 7 $3,160,946 $693,288 $326,853 $4,181,086
Year 8 $3,318,993 $727,952 $343,196 $4,390,141
Year 9 $3,484,943 $764,349 $360,355 $4,609,648
Year 10 $3,659,190 $802,567 $378,373 $4,840,130

Any accrued interest or delinquent payments will be expended in the above categories. The cost of PBID improvements and activities may vary in any given year depending on market conditions and the cost of providing those services. Expenditures for each of the line items may be adjusted up or down 20% between them to continue the same level of service. The DBA Board of Directors shall make such a determination. In addition, any annual budget surplus, including those created through cost saving measures, unexpected reductions in expenses or unanticipated increases in income, will be rolled into the following year’s budget. The budget will be adjusted accordingly consistent with the Management District Plan to adjust for surpluses that are carried forward to ensure that the PBID is spending these funds in a timely manner and is complying with applicable State laws and City policies. Any change in line-item expenditure and/or budget surplus will be approved by the DBA Board of Directors and submitted in the annual report, pursuant to Section 36650 of the State Law.

PBID Renewal
PBID funds may be used for renewing the district in 2037, or earlier if determined by the Board of Directors, to hire a consultant and pay the city administration fees to create a new management plan, initiate a petition drive, and assessment ballot initiative.

Bond Issuance
No bonds will be issued to finance improvements.

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SECTION 5: ASSESSMENT METHODOLOGY

General
This Management District Plan provides for the levy of assessments for the purpose of providing improvements and activities that specially benefit real property in the PBID. These assessments are not taxes for the general benefit of the City but are assessments that convey special benefits to each individual assessed parcel for which the improvements and activities are provided.

Assessment Factors
The method used to determine proportional special benefits are measured by each parcel’s lot square footage plus building square footage . Each parcel’s proportional lot size and building square footage represents each parcel’s proportional special benefit compared to other parcels within each respective benefit zone. Lot square footage is relevant to the best use of a property and will reflect the long term special benefit implications of the improvement district. Building square footage is relevant to the interim use of a property and is utilized to measure short and mid-term impacts.

Lot Square Footage Defined. Lot square footage is defined as the total amount of area within the borders of the parcel. The borders of a parcel are defined on the County Assessor parcel maps.

Building Square Footage Defined . Building square footage is defined as gross building square footage as determined by the outside measurements of a building.

Parcel Use Considerations
The methodology provides the following treatments for property used exclusively for residential, nonprofit and government, and parking structures:

• Treatment of Residential Property: Residential uses will fully benefit from the Clean, Safe and Beautiful services and will pay a full share of these services; however, Economic Development services will not benefit residential uses, and the residential rate is adjusted accordingly. The residential building square footage portion of commercial and mixed -use parcels will be subject to the adjusted residential assessment rate. • Assessment Policy on Nonprofit & Governmental Properties: Properties that are exempt from property tax, including educational and governmental institutions, and nonprofit organizations (e.g. faith-based, low income housing, cultural, community services, etc.), will not benefit from increased commercial activity resulting from PBID services and thereby will receive reduced benefits from PBID services. An owner of real property located within the PBID boundaries may reduce their assessment if ALL the following conditions are met:

1. The property owner is a nonprofit corporation that has obtained federal tax exemption under Internal Revenue Code section 501c3 or California franchise tax -exemption under the Revenue and Taxation Code Section 23701d.

2. The class or category of real property has been granted an exemption, in whole or in part, from real property taxation.

3. The nonprofit or governmental property owner occupies a majority of building square footage within the subject property.

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4. The property owner makes the request in writing to the City of Berkeley prior to the submission of the PBID assessment rolls to the Alameda County Assessor (to accommodate periodic changes in ownership or use, on or before July 1 of each year), accompanied by documentation of the tax -exempt status of the property owner and the class or category of real property.

5. The City of Berkeley may verify the documentation of tax -exempt status and classification of the property for assessment purposes prior to submitting the assessments to the County Assessor.

If ALL of these conditions are met, the amount of the PBID assessment to be levied will be for three-quarters (75%) of the Clean, Safe and Beautiful services. In addition, these parcels will not benefit from the Economic Development services and thus will not be assessed for these services.

Treatment of Parking Structures: Parking structures receive different levels of benefit from PBID improvements and services based upon their use and ownership. Parking structures will be subject to one of the following methodologies:

a. Parking structure square footage that is integrated within and/or dedicated to a building, has the same ownership as the building, and the building has uses in addition to parking where parking is just an ancillary use, does not receive benefit from the PBID services and therefore square footage of the parking structure will not be assessed. b. Stand-alone parking structures that are not ancillary to a building will receive the full benefit from PBID improvements and activities and will be assessed at standard assessment rates.

Benefit Units
Using the benefit zones and assessment factors described above we assign benefit units to each specially benefitted parcel. The total number of assessable Square Footage (SF) benefit units in the PBID are as follows:

Benefit Zone
Assessable Units
Lot + Building SF
Premium Zone
Commercial 6,208,030
Residential 2,630,490
Tax Exempt & Government 3,600,390
Total Premium Zone 12,438,910
Standard Zone
Commercial 2,165,251
Residential 1,888,365
Tax Exempt & Government 1,840,319
Total Standard Zone 5,893,935
TOTAL: 18,332,845

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Assessment Methodology
The proportionate special benefit each assessed parcel receives shall be determined in relationship to the entirety of the capital cost of the PBID improvements and activities. Due to the proportionate special benefits received by these individual parcels from the PBID services, these parcels will be assessed at a rate which is proportionate to the amount of special benefits received. Only special benefits are assessable, and these benefits must be separated from any general benefits. As required by the St ate Constitution Article XIIID Section 4(a), the general benefits of an assessment district must be quantified and separated out so that the cost of the activities that are attributed to general benefit are deducted from the cost assessed against each specially benefitted parcel. General benefits are benefits from the PBID activities and improvements that are not special in nature, are not “particular and distinct” and are not over and above the benefits that other parcels receive. The attached Engineer’s Report has calculated that

2.0% of the PBID activities may be general in nature and will be funded from sources other than special assessments, see Section E of the Engineer’s Report for discussion of special and general benefits.

Calculation of Assessments
Based on the assessment budget, benefit zone, land use type, and assessable benefit units, all of which are discussed above, the following table s illustrate the maximum first year annual assessment per assessable benefit unit. Note, assessment rates are rounded off to the fourth decimal place and a parcel’s assessment may vary slightly when calculated using the assessment rates below.

Benefit Zone Adjustments: The assessments are adjusted to reflect anticipated service frequencies within each of two benefit zones:

• The Premium Zone, which includes the core of the PBID, provides a higher frequency of environmental enhancements.
• The Standard Zone, which includes areas on the periphery to the north, west and south, including the South Shattuck sub-area, offers a lower frequency of environmental enhancements.
• Commercial properties in both service areas will equally benefit from marketing, activation and economic development enhancements.

The resulting assessment calculation by service and benefit zone follows:

Assessment by Service
Per Sq.Ft. of
Lot + Building
Clean, Safe and Beautiful: Premium Zone $ 0.2463
Clean, Safe and Beautiful: Standard Zone $ 0.1232
Marketing and Activation (commercial only) $ 0.0778

Assessments rates by Benefit Zone and land use type will not exceed the following amounts during the first year of the renewed PBID:

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Assessment Rates
Per Sq.Ft. of
Lot + Building
Premium – Commercial
Premium – Residential
Premium - Tax Exempt/Govt
Standard – Commercial
Standard – Residential
Standard - Tax Exempt/Govt

0.3241

0.2463

0.1848

0.2010

0.1232

0.0924

Premium Zone - Sample Parcel Assessments
Commercial Parcel Assessment
To calculate the assessment for a commercial parcel in the Premium Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.3241 =
$5,671.75 total annual parcel assessment.

Residential Parcel Assessment
To calculate the assessment for a residential parcel in the Premium Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.2463 =
$4,310.25 total annual parcel assessment.

Tax Exempt/Government Parcel Assessment
To calculate the assessment for a tax exempt/government parcel in the Premium Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.1848 =
$3,234.00 total annual parcel assessment

Standard Zone - Sample Parcel Assessments
Commercial Parcel Assessment
To calculate the assessment for a commercial parcel in the Standard Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.2010 =
$3,517.50 total annual parcel assessment.

Residential Parcel Assessment
To calculate the assessment for a residential parcel in the Standard Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.1232 =
$2,156.00 total annual parcel assessment.

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Tax Exempt/Government Parcel Assessment
To calculate the assessment for a tax exempt/government parcel in the Standard Zone with 10,000 lot square feet + 7,500 building square feet, its total parcel assessment is calculated as follows:

(10,000 + 7,500) x $0.0.0924 =
$1,617.00 total annual parcel assessment

Public Sector Participation
Existing City Services
The City Council, by adopting this plan, will confirm its intention to ensure an existing level of services in the District equivalent to the level that is being provided elsewhere in the City.

Assessment funds will pay for services that are above and beyond those services provided by the City.

Rationale for Public Property Assessments
Proposition 218 states that no parcel is exempt from assessments if that parcel receives benefit from the improvements and activities. This includes government and Public use parcels. T he City of Berkeley and any other government owned parcels within the PBID boundary will pay their assessment based on the special benefits conferred to those parcels. All publicly owned parcels specially benefit from the PBID activities as they make each assessed parcel cleaner, safer, more attractive, and economically vibrant. Specifically, these parcels specially benefit from: removing graffiti from their buildings, patrolling their sidewalks, connecting the homeless to available resources, cleaning up any debris or trash, pressure washing the sidewalks, beautifying the public right-of-ways, and increasing business development.

Therefore, government uses are assessed for the special benefits they receive from the PBID activities. The assessment methodology to allocate the cost of these improvements is consistent with all other land uses in the district: lot square footage plus building square footage as explained above.

Annual Assessment Adjustments
During the 10-year term assessments will be subject to an annual increase of up to 5% per year to address changes in the cost of providing services . Assessment budgets may also increase based on development in the PBID.

The Maximum Annual Assessments are shown below:

Year 1 Year 2 Year 3 Year 4 Year 5
Premium: Commercial $0.3241 $0.3404 $0.3574 $0.3752 $0.3940 Premium: Residential $0.2463 $0.2587 $0.2716 $0.2852 $0.2994 Premium: Tax Exempt/Government $0.1848 $0.1940 $0.2037 $0.2139 $0.2246 Standard: Commercial $0.2010 $0.2110 $0.2216 $0.2327 $0.2443 Standard: Residential $0.1232 $0.1293 $0.1358 $0.1426 $0.1497 Standard: Tax Exempt/Government $0.0924 $0.0970 $0.1019 $0.1069 $0.1123

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Year 6 Year 7 Year 8 Year 9 Year 10
Premium: Commercial $0.4137 $0.4344 $0.4561 $0.4789 $0.5029 Premium: Residential $0.3144 $0.3301 $0.3466 $0.3640 $0.3822 Premium: Tax Exempt/Government $0.2358 $0.2476 $0.2600 $0.2730 $0.2866 Standard: Commercial $0.2565 $0.2693 $0.2828 $0.2969 $0.3118 Standard: Residential $0.1572 $0.1651 $0.1733 $0.1820 $0.1911 Standard: Tax Exempt/Government $0.1179 $0.1238 $0.1300 $0.1365 $0.1433

Economic Development & Placemaking Boost: To add economic development services focusing on storefront activation, placemaking and small business support to the PBID, the Owner’s Association (i.e. Downtown Berkeley Association) may elect to boost the budget in any of the first three years of the PB ID. The chart below illustrates the impact of this boost to the assessment rates, beginning in Year 2. Note: Year 2 rates reflect both the maximum 5% increase plus the additional cost adding in economic development.

Year 1 Year 2 Year 3 Year 4 Year 5
Premium: Commercial $0.3241 $0.3615 $0.3796 $0.3985 $0.4185 Premium: Residential $0.2463 $0.2634 $0.2765 $0.2904 $0.3049 Premium: Tax Exempt/Government $0.1848 $0.1975 $0.2074 $0.2178 $0.2287 Standard: Commercial $0.2010 $0.2298 $0.2413 $0.2534 $0.2660 Standard: Residential $0.1232 $0.1317 $0.1383 $0.1452 $0.1524 Standard: Tax Exempt/Government $0.0924 $0.0988 $0.1037 $0.1089 $0.1143 Year 6 Year 7 Year 8 Year 9 Year 10
Premium: Commercial $0.4394 $0.4614 $0.4844 $0.5086 $0.5341 Premium: Residential $0.3201 $0.3361 $0.3529 $0.3706 $0.3891 Premium: Tax Exempt/Government $0.2401 $0.2521 $0.2647 $0.2779 $0.2918 Standard: Commercial $0.2793 $0.2933 $0.3080 $0.3233 $0.3395 Standard: Residential $0.1601 $0.1681 $0.1765 $0.1853 $0.1946 Standard: Tax Exempt/Government $0.1200 $0.1260 $0.1324 $0.1390 $0.1459

PBID Guidelines
Time and Manner for Collecting Assessments
As provided by State Law, the District assessment will appear as a separate line item on annual property tax bills prepared by the County of Alameda. The City of Berkeley and/or the DBA may direct bill the first year’s assessment for all property owners and may direct bill any property owners whose special assessment does not appear on the tax rolls for each year of the PBID term.

The assessments shall be collected at the same time and in the same manner as for the ad valorem property tax paid to the County of Alameda . These assessments shall provide for the same lien priority and penalties for delinquent payment as is provided for the ad valorem property tax.

However, assessments may be billed directly by the City for the first fiscal year of operation or for changes to assessments that occur during an assessment year and are prorated for a part of the year, and then by the County for all subsequent years. Any delinquent assessments owed for the first year will be added to the property tax roll for the following year as delinquent. These

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assessments shall provide for the same lien priority and penalties for delinquent payment as is provided for the ad valorem property tax. The property owner means any person shown as the owner/taxpayer on the last equalized assessment roll or otherwise kno wn to be the owner/taxpayer by the County. The City of Berkeley and/or the DBA is authorized to collect any assessments not placed on the County tax rolls, or to place assessments, unpaid delinquent assessments, or penalties on the County tax rolls as appropriate to implement this Management District Plan.

Disestablishment
State law provides for the disestablishment of a PBID pursuant to an annual process. The 30-day period begins each year on the anniversary day that the City Council first establishes the PBID.

Within this annual 30 -day period, if the owners of real property who pay more than 50% of the assessments levied submit a written petition for disestablishment, the PBID may be dissolved by the City Council. The City Council must hold a public hearing on the proposed disestablishment before voting on whether to disestablish the PBID.

Duration
The PBID will have a 10-year term commencing January 1, 2027, through December 31, 2036.

Any major modifications or new or increased assessments during the term of the PBID that are not consistent with the provisions of the original Management District Plan will require a new mail ballot process.

Future Development
As a result of continued development, the PBID may experience the addition or subtraction of assessable footage for parcels included and assessed within the PBID boundaries. Parcels with a change in the building square or lot square footage need to provide notice of the change to the District by April 1st of each year. The future year’s assessments will reflect the change.

Assessment Appeal Procedure
Property owners may appeal assessments that they believe are inaccurate. Appeals must be in writing, stating the grounds and providing proof of the appeal and filed with the DBA Board of Directors, serving as the Owners’ Association prior to April 1 of each year. The Owners’ Association shall review the appeal and will determine if the information provided warrants an adjustment to the assessment. Appeals shall be limited to the current assessment year. Any appeal not filed by April 1 shall not be valid. In any case, appeals will only be considered for the current year and will not be considered for prior years.

Implementation Timeline
The Downtown Berkeley PBID is expected to be renewed by July 2026 for inclusion of parcel assessments on the County of Alameda 2026/27 tax roll with an i mplementation date of the Management District Plan on January 1, 2027. Consistent with State law, the PBID will have a 10-year life through December 31, 2036.

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SECTION 6: PBID GOVERNANCE

City Council
Following the submission of petitions from property owners representing more than 50% of the assessments to be paid, the City Council, upon holding a public hearing on the proposed PBID, may elect to renew the PBID. The PBID is renewed by a City Council resolution, including the levy of an assessment on property, if the assessment is first approved by parcel owners in a balloting process.

PBID Governance
The PBID Law establishes a governance framework that allows property owners who pay assessments the ability to determine how the assessments are used. This Management District Plan may be subject to changes if required by the state of California or the City of Berkeley.

The PBID shall continue to contract with the Downtown Berkeley Association (DBA), a nonprofit organization that acts as the Owners’ Association and governing board for the PBID. The role of the Owners ’ Association is consistent with similar PBIDs and management organizations throughout California and the nation. The Owners’ Association determines budgets, assessment adjustments and monitors service delivery. As part of the Management Plan , the nonprofit organization oversees the delivery of day-to-day PBID activities. The PBID Owners’ Association Board of Directors will represent a cross section of property owners found throughout the district.

Brown Act & Public Records Act Compliance
The Owners’ Association is subject to government regulations relating to transparency, namely the Ralph M. Brown Act and the California Public Records Act. These regulations are designed to promote public accountability. The Owners’ Association must act as a legislative body under the Ralph M. Brown Act (Government Code §54950 et seq. ). Thus, meetings of the Board of Directors of the Owners’ Association and certain committees must be held in compliance with the public notice and other requirements of the Brown Act. The Owners’ Association is also subject to the record keeping and disclosure requirements of the California Public Records Act.

Annual Report
The Owners’ Association shall present an annual report at the end of each year of operation to the City Council pursuant to Streets and Highways Code §36650 . The annual report is a prospective report for the upcoming year and must include:

1. Any proposed changes in the boundaries of the PBID or in any benefit zones or classification of property within the district;

2. The improvements, maintenance, and activities to be provided for that fiscal year;

3. The estimated cost of providing the improvements, maintenance, and activities to be provided for that fiscal year;

4. The method and basis of levying the assessment in sufficient detail to allow each real property owner to estimate the amount of the assessment to be levied against his or her property for that fiscal year;

5. The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year; and

6. The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this Plan.

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Management District Plan Page 24 of 31

SECTION 7: ASSESSMENT ROLL

The total assessment amount for FY 2026/27 is $2,668,086 apportioned to each individual assessed parcel, as follows.

APN Owner Site Address
Parcel
Assessment
057- -2016-021-01 1812 University Ave Llc 1812 University Ave $7,287.30 057- -2024-007-01 1935 Addison Street Llc 1935 Addison St $11,396.24 057- -2022-019-01 1950 Addison Apartment Joint Venture Llc 1950 Addison St $18,723.94 057- -2060-001-00 1950 Mlk Llc 1988 M L King Jr Way $26,799.47 057- -2046-001-00 1951 Shattuck Llc 2108 Berkeley Way $50,960.22 057- -2053-002-00 1974 Shattuck Avenue Llc 1974 Shattuck Ave $2,933.54 057- -2026-007-02 2000 Center Street Llc 2175 Milvia St $20,253.74 057- -2023-013-00 2001 Center Street Llc 2001 Center St $14,151.33 057- -2025-002-00 2008 Shattuck Avenue Llc 2008 Shattuck Ave $6,424.61 055- -1894-014-03 2025 Durant Avenue Llc 2025 Durant Ave $15,301.78 055- -1894-015-01 2028 Bancroft Way Llc 2028 Bancroft Way $5,021.84 057- -2025-017-03 2054 University Llc 2054 University Ave $12,025.89 057- -2024-013-00 2099 Mlk Owner Llc 2099 M L King Jr Way $11,187.84 057- -2023-001-00 2100 Shattuck Ave Lp 2104 Shattuck Ave $17,382.11 057- -2030-001-00 2108 Allston Llc 2108 Allston Way $14,250.19 057- -2029-013-00 2110 Kittredge Llc 2110 Kittredge St $12,286.76 055- -1893-007-01 2124 Bancroft Way Llc 2124 Bancroft Way $9,044.67 055- -1893-006-01 2125 Durant Avenue Llc 2125 Durant Ave $481.53 057- -2031-011-00 2130 Center Llc 2130 Center St $8,329.31 057- -2029-017-00 2176 Kittredge Owner Llc 2150 Kittredge St 100-728 $53,588.44 057- -2029-018-00 2176 Kittredge Owner Llc 2146 Kittredge St $5,162.38 057- -2029-019-00 2176 Kittredge Owner Llc 2146 Kittredge St $341.65 057- -2028-003-00 2274 Shattuck Qozb Llc 2274 Shattuck Ave $18,650.18 055- -1894-017-04 2322 Shattuck Avenue Llc 2300 Shattuck Ave $24,669.30 055- -1896-004-00 2420 Shattuck Avenue Llc 2428 Shattuck Ave $1,619.24 055- -1896-004-00 2420 Shattuck Avenue Llc 2428 Shattuck Ave $1,619.24 055- -1896-003-00 2420 Shattuck Llc 2420 Shattuck Ave $2,081.88 055- -1896-003-00 2420 Shattuck Llc 2420 Shattuck Ave $2,081.88 055- -1822-005-00 2524 Shattuck Blake Llc 2524 Shattuck Ave $2,155.23 057- -2024-010-02 384 Promenade Llc & Wpg Promenade Llc Etal 1936 University Ave $13,038.13 057- -2023-014-00 440 Jackson Street Llc 2115 Milvia St $6,387.34 057- -2060-046-00 Acampora Rose Tr 1801 University Ave 309 $239.33 057- -2033-004-00 Addison Building Llc 2044 Kala Bagai Way $7,841.14 057- -2022-014-01 Addison Llc 1912 Addison St $1,277.94 057- -2060-041-00 Albanese Andres & Celina 1801 University Ave 407 $239.33 057- -2030-010-00 Amherst Ventures Llc 2231 Shattuck Ave $8,559.70 057- -2050-031-01 Amistad House Llc 1810 Shattuck Ave $6,581.98 055- -1821-026-00 Ampri Investments Inc 2030 Blake Stc $308.55 055- -1821-027-00 Ampri Investments Inc 2030 Blake Stb $307.94 057- -2028-013-00 Aochi Fusako J Tr 2000 Kittredge St $4,612.95 057- -2030-008-00 Aquarius Twins Inc 2117 Kittredge St $3,268.06

Downtown Berkeley PBID October 2025
Management District Plan Page 25 of 31

APN Owner Site Address
Parcel
Assessment
057- -2031-008-00 Arding Jon D Tr & Martin David 2171 Shattuck Ave $5,733.85 057- -2060-050-03 Arefi Ehsan & Arefy Katrin Tr 1809 University Ave $528.96 057- -2032-018-00 Arlington Investment Co 134Berkeley Sq $1,420.42 057- -2059-007-00 Ayyad Fred & Mona 1929 University Ave $1,824.43 055- -1893-013-00 Baker Edward Tr 2327 Shattuck Ave $410.19 057- -2032-016-00 Bancroft Susan E Trust 2115 Shattuck Ave $1,964.66 055- -1894-016-00 Bancroft Way Properties Llc 2030 Bancroft Way $1,547.08 057- -2032-022-00 Bank Of America 2129 Center St $2,379.25 055- -1821-025-00 Belgrove Angela M & Swinderman Eric G 2030 Blake Std $826.75 057- -2016-025-01 Berkeley Chamber Of Com 1834 University Ave $1,263.78 057- -2032-021-00 Berkeley Downtown Hotel Owner 2121 Center St $99,598.04 055- -1824-015-00 Berkeley Free Market Llc 2567 Shattuck Ave $6,792.89 057- -2028-011-00 Berkeley Inn Llc 2001 Bancroft Way $4,746.18 057- -2025-024-00 Berkeley Joint Powers Financin 2015 Addison St $15,776.13 057- -2029-004-00 Berkeley Lodge No 270 I O O F 2288 Fulton St $6,066.58 057- -2049-037-00 Berkeley Lofts Llc 1849 Shattuck Ave C1 $139.07 057- -2049-038-00 Berkeley Lofts Llc 1849 Shattuck Ave C2 $394.51 057- -2025-005-03 Berkeley Repertory Theatre 2071 Addison St $1,724.39 057- -2025-008-00 Berkeley Repertory Theatre 2025 Addison St $5,536.22 057- -2025-023-00 Berkeley Repertory Theatre 2009 Addison St $9,896.06 057- -2023-021-02 Berkeley Traditional Music Fou 2026 Addison St $2,811.90 057- -2023-021-03 Berkeley Traditional Music Fou 2020 Addison St $3,082.21 055- -1894-007-02 Berkeley Unified School District 2000 Bancroft Way $3,427.90 057- -2020-004-00 Berkeley Unified School District 1980 Allston Way $4,424.23 057- -2020-005-03 Berkeley Unified School District 2223 M L King Jr Way $26,213.08 055- -1822-009-01 Berkeley Vqof Ii Spe Llc 2035 Blake St $14,388.08 057- -2032-010-00 Bettencourt Charles A & Jeanne K Trs 2109 Kala Bagai Way $8,363.33 057- -2060-023-00 Biggs Ralph E 1801 University Ave 401 $239.33 055- -1821-024-02 Blake Street Sfc Llc & Blake S 2034 Blake St $4,864.15 057- -2023-004-00 Bollibokka Shattuck Llc 2144 Shattuck Ave $30,688.06 057- -2027-012-00 Bpr Properties Berkeley Llc 2060 Allston Way C $40,805.37 057- -2049-030-00 Brooks Jody & Wiggin Annette 1849 Shattuck Ave 406 $120.83 057- -2060-050-01 Browning Robert P & Maio Linda R Trs 1801 University Ave A $723.50 055- -1892-001-01 Buddhist Churches Of America 2140 Durant Ave $5,231.09 057- -2022-008-00 Butler Larry Tr 1907 Center St $1,893.20 057- -2023-003-00 C & V Shattuck Llc 2120 Shattuck Ave $2,133.54 057- -2031-009-00 C S Company 2161 Shattuck Ave $14,069.64 055- -1895-041-00 Ca Ag Logan Park Property Owner 2352 Shattuck Ave $31,450.15 055- -1895-042-00 Ca Ag Logan Park Property Owner Phase Ii Llc 2370 Shattuck Ave $16,224.36 057- -2027-011-00 Ca Student Living Berkeley Llc 2070 Allston Way $14,452.14 057- -2034-007-00 Calif State Empl Cr Un 2033 Kala Bagai Way $2,037.92 057- -2028-014-02 California Community Housing Agency 2022 Kittredge St $41,395.10 055- -1893-011-00 California First Bank 2107 Durant Ave $1,306.32 055- -1893-012-00 California First Bank 2333 Shattuck Ave $5,505.05 057- -2060-030-00 Caloca Rosa N Tr 1801 University Ave 204 $239.33 057- -2029-015-00 Carlson Susan Tr 2138 Kittredge St $3,021.48 057- -2030-003-00 Cerfam Llc 2134 Allston Way $3,154.61

Downtown Berkeley PBID October 2025
Management District Plan Page 26 of 31

APN Owner Site Address
Parcel
Assessment
055- -1891-012-00
Chan Kum L & Andrew Trs & Chan Kum L & Andrew
Trs 2429 Shattuck Ave $5,912.41
057- -2060-040-00 Chang Andy T & Terry L Etal 1801 University Ave 307 $239.33 057- -2032-012-00 Cheng Frank & Dorothy 2112 Addison St $5,970.81 057- -2016-003-00 Cheng Te C Tr 2070 M L King Jr Way $992.81 057- -2060-028-00 Chua Shirley C & Suisuilyn 1801 University Ave 303 $239.33 057- -2017-016-01 City Of Berkeley 2100 M L King Jr Way $25,326.87 057- -2021-001-00 City Of Berkeley 2180 Milvia St $21,423.76 057- -2021-002-00 City Of Berkeley 0 Center St $22,561.90 057- -2022-006-00 City Of Berkeley 1947 Center St $12,461.49 057- -2022-020-00 City Of Berkeley 0 Center St $5,341.94 057- -2023-020-03 City Of Berkeley 2025 Center St $52,152.34 057- -2028-005-00 City Of Berkeley 2031 Bancroft Way $4,077.43 057- -2028-017-01 City Of Berkeley 2090 Kittredge St $18,502.30 057- -2118-001-00 City Of Berkeley 2200 Fulton St $0.00 057- -2119-001-00 City Of Berkeley 2200 Fulton Sta $10,484.16 057- -2122-001-00 City Of Berkeley 2012 Berkeley Way $13,704.20 057- -2122-002-00 City Of Berkeley Berkeley Way $604.36 057- -2122-003-00 City Of Berkeley 2020 Berkeley Way $1,827.76 057- -2031-001-01 Core Berkeley Oxford Llc 2128 Oxford St $6,454.76 057- -2031-013-00 Core Berkeley Oxford Llc 2142 Center St $11,144.53 057- -2031-014-00 Core Berkeley Oxford Llc 2136 Center St $3,740.34 057- -2060-026-00 Corr James C & Michaels Mary F Trs 1801 University Ave 402 $239.33 055- -1895-019-01 Cpf Berkeley Varsity Llc 2024 Durant Ave $12,109.95 055- -1822-003-02 Creston Developments Llc 2514 Shattuck Ave $2,279.24 057- -2026-013-00 Csq Fee Owner Ca Llc 2168 Shattuck Ave $17,584.06 057- -2023-026-00 Cvbaf Acq Llc 2055 Center St $52,993.72 057- -2049-021-00 Dang Dennis H 1849 Shattuck Ave 403 $120.83 057- -2120-001-00 David Brower Center 2150 Allston Way $9,069.43 057- -2049-020-00 Delbonta Matthew A & Bell Jennifer M 1849 Shattuck Ave 303 $120.83 057- -2026-004-12 Dun Sherman S & Katherine Y Etal 2068 Center St $2,814.25 055- -1892-015-00 Durant Berkeley Partners Lp 2367 Shattuck Ave $2,226.18 055- -1892-016-00 Durant Berkeley Partners Lp 2349 Shattuck Ave $3,762.22 057- -2031-003-00 Dwf Vi Vmg Allston Llc 2161 Allston Way $14,237.82 055- -1893-005-03 Dwf Vi Vmg Stadium Llc 2310 Fulton St $12,934.72 055- -1890-012-01 Dwight Way Residential Property Owner Llc 2121 Dwight Way $15,909.79 057- -2024-004-00 East Bay Media Center 1939 Addison St $780.71 057- -2024-008-01 East End Investors Group Inc 1950 University Ave $5,233.34 055- -1892-013-01 Eastborough Properties Lp 2399 Shattuck Ave $6,741.44 057- -2053-003-01 Fifth Keil Co 1998 Shattuck Ave $6,656.06 057- -2053-003-02 Fifth Keil Co 1984 Shattuck Ave $1,440.51 055- -1894-006-00 Figueroa Josefina D & Xavier M 2017 Durant Ave $1,277.82 057- -2022-003-01 First Milvia Llc 2108 Milvia St $1,396.76 057- -2022-017-01 First Milvia Llc 2100 Milvia St $17,855.05 057- -2026-002-01 First Shattuck Llc 2150 Shattuck Ave $60,078.24 057- -2026-005-01 First Shattuck Llc 2043 Allston Way $7,216.51 057- -2026-012-03 First Shattuck Llc 2052 Center St $40,491.27

Downtown Berkeley PBID October 2025
Management District Plan Page 27 of 31

APN Owner Site Address
Parcel
Assessment
057- -2028-002-00 Fu Jihwa & Ji H Trs 2270 Shattuck Ave $2,800.96 055- -1896-002-00
Fujikawa Mark A & Georgia Trs & Chun S R & Do
Etal 2414 Shattuck Ave $466.86
057- -2049-040-00 Gedr Hillside Llc 2102 Delaware St $6,978.44 055- -1895-015-01 Genirberg Siblings Llc 2000 Durant Ave $6,186.83 057- -2049-022-00 Giebeler Persis A 1849 Shattuck Ave 204 $120.83 057- -2049-026-00 Gilmour Susan R & Thomas S 1849 Shattuck Ave 305 $120.83 055- -1825-015-02 Global Alliance For Progress Llc 2621 Shattuck Ave $9,711.42 055- -1825-019-00 Global Alliance For Progress Llc 2609 Shattuck Ave $4,319.71 057- -2034-009-00 Golden Ca Property 1 Llc 2017 Kala Bagai Way $2,306.64 055- -1892-014-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2375 Shattuck Ave $1,176.30 055- -1897-006-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2450 Shattuck Ave $5,637.29 057- -2024-021-01 Gordon John K & Mitchell Janis L Trs & Gordon Etal 1952 University Ave $5,731.15 057- -2025-005-02 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2024 Shattuck Ave $7,622.02 057- -2025-006-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2036 Shattuck Ave $10,911.47 057- -2025-019-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2058 University Ave $5,472.92 057- -2025-022-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2014 Shattuck Ave $2,133.54 057- -2029-011-00 Gordon John K & Mitchell Janis L Trs & Gordon Etal 2277 Shattuck Ave $2,999.67 057- -2025-004-00 Gordon John K & Mitchell Janis Trs & Gordon M Etal 2020 Shattuck Ave $3,873.24 057- -2030-011-00 Gordon John K & Mitchell Janis Trs & Gordon M Etal 2225 Shattuck Ave $1,388.33 057- -2053-004-02 Gordon John K & Mitchell Janis Trs & Gordon M Etal 2071 University Ave $3,436.62 057- -2049-029-00 Gottlieb Sharona D 1849 Shattuck Ave 306 $120.83 057- -2024-015-03 Greenlining Institute 1916 University Ave $3,191.12 057- -2029-012-00 H Drake Corporation 2271 Shattuck Ave $3,312.79 055- -1821-028-00 Ha Yangwon K 2030 Blake Sta $334.42
057- -2016-027-02 Hadjian Simin & Payvand Etal 1840 University Ave $4,291.98 057- -2060-036-00 Hammond Lucia Tr 1801 University Ave 206 $239.33 057- -2059-006-00 Han Chang S & Yoon J 1941 University Ave $2,403.84 057- -2060-043-00 Hart Elizabeth 1801 University Ave 308 $239.33 057- -2027-002-02 Head Lama Tibetan Nyingma Meditation Center 2210 Harold Way $2,307.68 057- -2027-002-03 Head Lama Tibetan Nyingma Meditation Center 2018 Allston Way $7,728.24 057- -2027-004-00 Head Lama Tibetan Nyingmapa Meditation Center 2222 Harold Way $10,137.92 057- -2060-037-00 Hernandez Karyn L 1801 University Ave 306 $239.33 057- -2031-006-00 Hirahara Family Limited Partnership 2187 Shattuck Ave $7,306.30 057- -2027-010-00 Hsr Berkeley Investments Llc 2060 Allston Way A $40,899.38 057- -2049-015-00 Hu Victoria L 1849 Shattuck Ave 401 $120.83 057- -2059-010-00 Hultgren Robert P & Susan S Trs 1909 University Ave $1,941.80 057- -2049-019-00 Huynh Matthew & Regina Trs 1849 Shattuck Ave 203 $120.83 057- -2032-015-00 Janta Realty Inc & Batra Manjul Tr 2100 Kala Bagai Way $2,018.47 055- -1894-002-00 Jindo Ventures Llc 2037 Durant Ave $5,162.19 057- -2053-001-00 Jlljar Llc 1950 Shattuck Ave $4,399.01 055- -1821-003-00 Johnston Stewart L 2558 Shattuck Ave $2,410.27 055- -1821-004-00 Johnston Stewart L 2576 Shattuck Ave $1,385.91 057- -2025-013-01 K & M 2000 University Llc 2000 University $12,871.01 057- -2032-011-00 K K & C Holdings Llc 2101 Kala Bagai Way $5,326.72 057- -2049-023-00 Kalofonos Angeliki & Maria S 1849 Shattuck Ave 304 $120.83 057- -2025-016-00 Kam Yiu Lam & Shun To Lo Lam Lp 2042 University Ave $4,722.57

Downtown Berkeley PBID October 2025
Management District Plan Page 28 of 31

APN Owner Site Address
Parcel
Assessment
057- -2060-006-00 Kami Barry G & Cathy J Trs 1813 University Ave $2,716.95 057- -2060-004-00 Kang Bu U & Jeong H Trs & Kang Phillip T 1823 University Ave $2,111.62 057- -2060-005-00 Kang Bu U & Jeong H Trs & Kang Phillip T 1821 University Ave $1,681.14 057- -2032-019-00 Kaplan Educational Centers Inc 2144 Kala Bagai Way $5,011.98 057- -2031-002-00 Kashani Nasser & Pamela L Trs 2171 Allston Way $12,712.64 057- -2060-031-00 Keas Mabel E 1801 University Ave 304 $239.33 057- -2060-044-00 Kehret Joseph G 1801 University Ave 408 $239.33 057- -2060-050-05 Kennedy Patrick C & Julie M Trs 1805 University Ave $127.62 057- -2060-050-06 Kennedy Patrick C & Julie M Trs 1807 University Ave $136.26 057- -2060-050-07 Kennedy Patrick C & Julie Trs 1807 University Ave A $40.40 057- -2049-034-00 Kho Eric L 1849 Shattuck Ave 208 $120.83 057- -2053-005-00 Kl2067 University Llc 2067 University Ave $9,250.33 057- -2060-003-00 Klatt Thomas E 1849 University Ave $2,520.20 057- -2030-012-00 Kooyman Steven P& Susan J Trs 2219 Shattuck Ave $3,244.07 057- -2049-016-00 Lai Roger Y 1849 Shattuck Ave 202 $120.83 055- -1896-005-00 Lair Qozb Llc 2440 Shattuck Ave $9,389.19 055- -1893-015-01 Lakireddy Prasad R & Santi 2323 Shattuck Ave $5,750.42 057- -2024-018-01 Lakireddy Prasad R & Santi 1942 University Ave $7,100.98 055- -1897-002-00 Lakireddy Prasad R & Santi & Hanimireddy 2484 Shattuck Ave $11,569.62 057- -2059-008-00 Lam Pauline P Etal 1921 University Ave $1,600.75 057- -2023-012-00 Language Studies Inc 2015 Center St $5,668.38 057- -2025-001-00 Lauson Llc 2000 Shattuck Ave $8,822.98 057- -2024-011-00 Lee Sang H & Chung Eunjung 1915 Addison St $2,652.64 057- -2049-017-00 Lhakey Pema 1849 Shattuck Ave 302 $120.83 057- -2060-022-00 Lin Diana M Tr 1801 University Ave 301 $239.33 057- -2060-024-00 Lin Diana M Tr 1801 University Ave 202 $239.33 057- -2026-004-05 Lmp Shattuck Property Owner Llc 2190 Shattuck Ave $24,100.73 057- -2034-010-00 Lore Bca 2120 L P 2015 Kala Bagai Way $20,408.03 057- -2060-032-00 Lyon David 1801 University Ave 404 $239.33 057- -2031-004-00 Magnes Museum Foundation 2121 Allston Way $8,259.25 057- -2053-012-00 Mahrat Abdul & Reem Trs 1949 Milvia St $3,452.35 057- -2025-010-01 Maia Holdings Llc 2001 Addison St $14,342.58 057- -2060-034-00 Mak Kwan & Lishan 1801 University Ave 305 $239.33 057- -2050-005-00 Malin Robert O Inc 1848 Shattuck Ave $1,593.72 057- -2049-014-00 Mamin Adrienne & Mamin Harry J & Marjorie Trs 1849 Shattuck Ave 301 $120.83 057- -2060-025-00 Mao Yuli 1801 University Ave 302 $239.33 057- -2031-005-00 Martin David J & Reid B Etal 2115 Allston Way $2,915.39 057- -2051-053-00 Martin Reid & John 1912Shattuck Ave $961.66 057- -2031-007-00 Martin Reid B & David R Etal 2181 Shattuck Ave $3,312.47 057- -2051-004-00 Martin Reid B & David R Etal 1920 Shattuck Ave $1,266.33 057- -2046-008-04 Mcref Achenson Llc 2125 University Ave $49,309.36 057- -2046-011-01 Mcref Achenson Llc 1987 Shattuck Ave $22,092.08 057- -2046-009-00 Mcref Bachenheimer Llc 2119 University Ave $15,197.58 057- -2049-036-00 Mejia Cesar A 1849 Shattuck Ave 408 $120.83 057- -2123-001-00 Mevlanarumi Llc 2025 Kala Bagai Way $7,201.14 057- -2033-001-01 Mgm Shattuck Llc 2000 Kala Bagai Way $11,051.50 057- -2023-016-01 Milvia Berkeley Llc 0 Milvia St $2,353.64

Downtown Berkeley PBID October 2025
Management District Plan Page 29 of 31

APN Owner Site Address
Parcel
Assessment
055- -1822-002-01 Mmp Chestnut Llc 2506 Shattuck Ave $1,625.67 057- -2016-002-00 Moaven Saghi Tr 2054 M L King Jr Way $464.37 057- -2051-006-01 Moran Everett S Jr & Catharine Trs 1936 Shattuck Ave $3,000.53 055- -1821-001-01 Natural Green Corporation 2550 Shattuck Ave $5,638.90 057- -2051-005-00 Nineteen Hundred Twenty Six Shattuck Investors 1926 Shattuck Ave $1,222.52 057- -2049-031-00 Niramol Chitrcharatn 2016 Living Trust 1849 Shattuck Ave 207 $120.83 057- -2049-032-00 Nisen Frederick P 1849 Shattuck Ave 307 $120.83 057- -2024-014-00 Norcal Properties Llc 1900 University Ave $5,015.38 057- -2016-024-01 Ohay Philip L & Barbara L Trs 1824 University Ave $4,176.22 057- -2034-006-00 Okada Bros Inc 2037 Kala Bagai Way $9,659.93 057- -2120-002-00 Oxford Commercial Llc 2200 Fulton St C $11,452.47 057- -2121-001-00 Oxford Plaza Lp 2175 Kittredge St $30,226.15 057- -2016-018-01 P P M&B Berkeley Llc 1800 University Ave $3,414.73 055- -1893-019-00 P T & T Co 279-1-12-6 0 Durant Ave $21,627.71 055- -1893-020-00 P T & T Co 279-1-1-4 0 Bancroft Way $1,306.32 055- -1820-001-01 Parkershattuck Owner Llc 2600 Shattuck Ave $27,452.95 055- -1821-005-00 Parkershattuck Owner Llc 2598 Shattuck Ave $5,642.12 057- -2028-004-00 Pasand Courtyard Llc 2276 Shattuck Ave $15,088.12 057- -2060-048-00 Pathmarajah Canagaratnam Tr 1801 University Ave 210 $239.33 057- -2029-014-00 Peleg Yoram & Barbara L Trs & Weil Ben 2124 Kittredge St $3,999.66 057- -2022-005-01 Peralta Community College District 2118 Milvia St $6,590.29 057- -2026-010-00 Peralta Community College District 2016 Center St $1,801.43 057- -2026-014-00 Peralta Community College District 2048 Center St $34,169.97 055- -1894-003-01 Persian Center 2029 Durant Ave $1,303.68 057- -2025-021-00 Reddy Hanumandla J & Hanumandla J Trs 2066 University Ave $7,388.03 057- -2053-006-00 Reddy Hanumandla J & Hanumandla J Trs 2057 University Ave $7,772.75 057- -2046-002-00 Regency 2120 Berkeley Way Llc 2120 Berkeley Way $10,848.73 055- -1891-014-01 Regents Of The University Of California 2401 Shattuck Ave $8,629.70 057- -2029-007-02 Regents Of The University Of California 2113 Bancroft Way $6,014.39 057- -2029-009-00 Regents Of The University Of California 2105 Bancroft Way $15,062.19 057- -2032-014-01 Regents Of The University Of California 2120 Oxford St $18,817.69 057- -2034-003-00 Regents Of The University Of California 0 Addison St $1,019.89 057- -2034-004-00 Regents Of The University Of California 2123 Addison St $337.75 057- -2034-011-00 Regents Of The University Of California 2138 University Ave $978.87 057- -2034-012-00 Regents Of The University Of California 2154 University Ave $2,553.42 057- -2034-014-02 Regents Of The University Of California 2199 Addison St $92.57 057- -2034-014-03 Regents Of The University Of California 2199 Addison St $9,291.89 057- -2045-006-01 Regents Of The University Of California 1950 Oxford St $90,499.79 057- -2047-004-00 Regents Of The University Of California 1900 Oxford St $51,069.17 057- -2054-012-01 Regents Of The University Of California 1995 University Ave $22,423.97 057- -2023-023-00 Rilco Addison Llc 2030 Addison St $14,722.15 057- -2023-024-00 Rilco Addison Llc 2040 Addison St $6,314.40 057- -2023-025-00 Ruegg & Ellsworth 2072 Addison St $16,715.52 057- -2049-033-00 Ryu David J & Wu Christina L Trs 1849 Shattuck Ave 407 $120.83 055- -1895-018-01 Satellite First Communities L P 2020 Durant Ave $3,724.07 057- -2049-028-00 Schirle Ann M Tr 1849 Shattuck Ave 206 $120.83 055- -1893-016-00 Segerberg Kenneth Tr 2301 Shattuck Ave $3,053.99

Downtown Berkeley PBID October 2025
Management District Plan Page 30 of 31

APN Owner Site Address
Parcel
Assessment
057- -2024-016-02 Severy Michelle A Tr & Aaronia Michael Jr Tr 1926 University Ave $763.85 057- -2022-009-02 Shamszad Sasha G & Merideth B Trs 2105 M L King Jr Way $3,397.45 057- -2022-013-04 Shamszad Sasha G & Merideth B Trs 1900 Addison St $5,147.12 057- -2024-002-02 Shamszad Sasha G & Merideth B Trs 2020 Milvia St $11,473.95 057- -2033-003-00 Shamszad Sasha G & Merideth B Trs 2021 Shattuck Ave $9,060.59 057- -2049-024-00 Sharma Gauri Tr 1849 Shattuck Ave 404 $120.83 055- -1891-013-01 Shattuck Senior Homes Associates 2421 Shattuck Ave $1,984.96 055- -1897-001-03 Shattuck Wicks Partnership Ltd 2480 Shattuck Ave $3,591.59 055- -1822-006-00 Shen Tsui Y & Wu Yeu B 2530 Shattuck Ave $2,089.92 057- -2060-038-00 Shoji Joseph 1801 University Ave 406 $239.33 057- -2016-022-00 Shree Laxmi Llc 1822 University Ave $4,601.88 057- -2053-014-02 Shrimatis Limited Inc 2011 University Ave $2,915.06 057- -2060-045-00 Sikaffy Amal 1801 University Ave 209 $239.33 057- -2049-013-00 Song Jia Y 1849 Shattuck Ave 201 $120.83 055- -1824-016-00 Southwick Timothy K & Susan E Trs 2555 Shattuck Ave $1,721.54 055- -1892-018-01 Southwick Timothy K & Susan E Trs 2110 Durant Ave $3,918.97 055- -1896-001-00 Southwick Timothy K & Susan E Trs 2410 Shattuck Ave $4,466.63 057- -2060-002-00 Southwick Timothy Sr & Susan Trs 1865 University Ave $3,776.28 057- -2023-017-01 Sterling Berkeley Addison L P 2101 Milvia St $8,988.01 057- -2030-002-00 Sterling Berkeley Allston Lp 2116 Allston Way $24,874.12 055- -1890-013-02 Sterling Berkeley Haste Lp 2451 Shattuck Ave $17,299.51 057- -2047-002-01 Sterling Berkeley Oxford Lp 1910 Oxford St $7,377.36 057- -2025-014-00 Sterling Berkeley University Ave Lp 2004 University Ave $9,467.45 057- -2024-001-02 Stonefire Partners Llc 1974 University Ave $20,160.17 055- -1823-011-01 Sutter Bay Hospitals 2104 Dwight Way $3,892.39 057- -2060-035-00 Swanson Linda L 1801 University Ave 405 $239.33 057- -2049-025-00 Sweeney Zephyr & Dennis A 1849 Shattuck Ave 205 $120.83 057- -2060-042-00 Szabo Marshika L 1801 University Ave 208 $239.33 057- -2053-008-01 Talai Mohammad E & Kokab S Trs & Kashani Mans 2035 University Ave $7,145.52 057- -2060-033-00 Tavakolizadeh Mehdi 1801 University Ave 205 $239.33 055- -1824-014-00 Thallaug Kirsten Tr & Thallaug Haakon E 2105 Parker St $5,204.00 057- -2060-027-00 Thevanayagam Sabanayagam & Vasuki Etal 1801 University Ave 203 $239.33 057- -2060-049-00 Thomas Herb Tr 1801 University Ave 310 $239.33 057- -2049-018-00 Tiphane Bibiane Tr 1849 Shattuck Ave 402 $120.83 057- -2051-051-00 Tipping Zeniada L Tr 1900 Shattuck Ave $2,381.87 057- -2051-052-00 Tipping Zeniada L Tr 1908 Shattuck Ave $1,240.41 057- -2053-007-00 Trilink Real Estate Investment & Development Inc 2041 University Ave $9,863.18 057- -2025-015-00 U C Studios Lp 2018 University Ave $16,603.49 057- -20270-05-00 United States Postal Service 0 Milvia St $15,687.63 057- -2060-047-00 Vajjravel Muralli & Rajalakshmi Hema 1801 University Ave 409 $239.33 057- -2024-012-00 Vedensky Properties Llc 1911 Addison St $3,401.27 055- -1893-018-00 Vero Properties Llc 2126 Bancroft Way $1,316.99 057- -2051-007-00 Vinland Property Invetment Llc 2053 Berkeley Way $1,503.06 057- -2060-039-00 Wagele Nicholas 1801 University Ave 207 $239.33 057- -2028-012-00 Wander Robert H & Ingrid 2235 Milvia St $845.90 057- -2030-009-00 Wise Stanley & Wise Addington L Jr Heirs Of E Etal 2115 Kittredge St $8,736.44 055- -1822-001-00 Wong Franklin & Pui T Etal 2500 Shattuck Ave $2,250.25

Downtown Berkeley PBID October 2025
Management District Plan Page 31 of 31

APN Owner Site Address
Parcel
Assessment
057- -2060-029-00 Wong Mei L & Kuochen 1801 University Ave 403 $239.33 057- -2031-010-00 Wu Shu F Tr 2124 Center St $4,523.16 057- -2049-027-00 Yang Judy C Tr & Yang Lucinda Etal 1849 Shattuck Ave 405 $120.83 057- -2034-005-00 Yaniv Gershon Tr & Nevo Dalia Tr 2119 Addison St $7,096.60 057- -2059-011-00 Yearwood Ines L & Kahlil & Rodriguez R U Trs Etal 1901 University Ave $2,012.08 057- -2053-011-00 Yee David 2017 University Ave $4,504.68 057- -2060-021-00 Yeh Jeng R & Yang Chingmei Trs 1801 University Ave 201 $239.33 057- -2029-010-02 Young James C & Eddie Jr 2281 Shattuck Ave $1,262.88 057- -2029-010-01 Young James C & Young Eddie Jr 2283 Shattuck Ave $945.86 057- -2022-018-00 Young Mens Christian Association Of The East Bay 2109 M L King Jr Way $2,508.98 057- -2026-015-00 Young Mens Christian Association Of The East Bay 2001 Allston Way $25,378.05 057- -2049-035-00 Yu David T & Lisa L Trs 1849 Shattuck Ave 308 $120.83 055- -1893-001-00 Yu Inn N Tr 2190 Bancroft Way $2,641.59 055- -1822-004-00 Yu Wah Y & Rui C Trs 2520 Shattuck Ave $964.67 057- -2059-009-00 Z & L Pm Llc 1915 University Ave $1,933.96 057- -2023-002-00 Zac Enterprise Llc 2116 Shattuck Ave $1,769.85 TOTAL: $2,668,086.26

PETITION TO RENEW THE

DOWNTOWN BERKELEY

PROPERTY-BASED BUSINESS IMPROVEMENT DISTRICT
(Pursuant to Sec. 36600 et seq. of the Calif. Streets and Highway Code)

This is a petition to initiate special assessment proceedings to renew the Property -based Business Improvement District (PBID) in accordance with the Property and Business Improvement District Law of 1994, California Streets and Highways Code Sections 36600 et seq., for the purpose of undertaking and implementing the Management District Plan, a summary of which is attached.

Legal Owner: City Of Berkeley
Owner % of Total Assessment: 7.06%
APN: Parcel Address (if known) 2027 Parcel Assessment
057- -2017-016-01 2100 M L King Jr Way $25,326.87
057- -2021-001-00 2180 Milvia St $21,423.76
057- -2021-002-00 0 Center St $22,561.90
057- -2022-006-00 1947 Center St $12,461.49
057- -2022-020-00 0 Center St $5,341.94
057- -2023-020-03 2025 Center St $52,152.34
057- -2028-005-00 2031 Bancroft Way $4,077.43
057- -2028-017-01 2090 Kittredge St $18,502.30
057- -2118-001-00 2200 Fulton St $0.00
057- -2119-001-00 2200 Fulton Sta $10,484.16
057- -2122-001-00 2012 Berkeley Way $13,704.20
057- -2122-002-00 Berkeley Way $604.36
057- -2122-003-00 2020 Berkeley Way $1,827.76
____________________
Annual Total $188,468.50
To complete your Petition please:
1) Check your affirmation YES,
2) Print your name, e-mail and phone number below, and
3) Sign and date below.

YES, I approve of the proposed maximum assessment of $188,468.50 on the parcel(s) identified on this preliminary petition.

(Print) Name and Title of Owner of Record Email address Phone No. or an Authorized Representative

Signature of Owner of Record or the Representative Date Legally Authorized and Entitled to Sign this Petition

Please return this Preliminary Petition signed and dated to:

Downtown Berkeley Association
1917 Addison Street, Suite 191
Berkeley, CA 94704
[email protected]
Phone: 510.549.2230

Downtown Berkeley Association

STRATEGIC PLAN
June 2025

Downtown Berkeley Association Strategic Plan

01 EXECUTIVE

SUMMARY

CONTENTS
P. 3
02 INTRODUCTION
P. 9
03 EXTERNAL

CONDITIONS &
TRENDS
P. 13
04 COMMUNITY

ENGAGEMENT
P. 17
05 KEY TAKEAWAYS
P. 22
06 STRATEGIC
PLAN
FRAMEW
ORK
P. 25
07 ORGANIZATIONAL

ALIGNMENT
P. 31
APPENDIX:

ONLINE SURVEY

RESUL TS
P. 37

Downtown Berkeley Association Strategic Plan

01 Executive Summary

EXECUTIVE

SUMMARY
01

Downtown Berkeley Association Strategic Plan

01 Executive Summary
Introduction
Downtown Berkeley is the civic, cultural, and commercial heart of the city—home to leading academic institutions, a vibrant restaurant and entertainment scene, and a robust network of small businesses and nonprofits. Though it comprises just 2% of Berkeley’s land area, Downtown accounts for 17% of all businesses, 10% of jobs, and 34% of the city’s hotel rooms.

The Downtown Berkeley Association (DBA) is the 501(c)
(6) nonprofit organization that oversees services funded through the Downtown Berkeley Property-Based Business
Improvement District (PBID), including cleaning, maintenance, outreach, events, marketing, and advocacy. As the community emerges from the COVID-19 pandemic and grapples with rising storefront vacancies, public safety concerns, and affordability pressures, the DBA’s role has never been more critical.

DBA’s 2025 Strategic Plan update outlines a ten-year roadmap to guide the DBA’s programs and operations. The plan was informed by input from DBA staff and Board leadership, and broad community feedback from business owners, property owners, residents, non-profits, educational institutions, and other community members interested in Downtown’s future. In addition to community input, the plan was also shaped through an evaluation of current market trends impacting Downtown and an internal assessment of the DBA organization.

This Strategic Plan will not only guide the DBA’s services and priorities over the next ten years, but will serve as the foundation for the PBID’s 2026 state-mandated renewal process.

External Conditions & Trends
Downtown Berkeley’s landscape is shaped by broader trends in demographics, real estate, and public life:

Population Growth: Downtown’s population has
grown 23% since 2010, outpacing the city overall,
with younger and more diverse demographics.

Employment: Downtown comprises just 2% of
the City's total land area, but is home to 17% of its
businesses and 10% of its jobs.

Storefront Vacancy: Vacancy has climbed as
high as 28% amid economic uncertainty, stalled
development, and lingering pandemic impacts.

Multifamily Residential: 40% of Downtown
residential units were built since 2014. However,
lease-up rates have slowed recently, reflecting
possible softening in the student housing market.

Office: Office vacancy hovers around 10%—lower
than San Francisco or Oakland—but absorption
remains sluggish. Office supply has been steadily
decreasing in Downtown as Class B office space
is torn down for new multifamily residential.

Tourism: While substantial new hotel supply has
come online since 2014 and occupancy rates are
beginning to recover from pandemic impacts,
occupancy has not fully rebounded to pre-
pandemic levels.

Homelessness: While recent progress has
reduced the visible street population in Downtown
Berkeley, safety concerns and disruptive
behaviors persist.

Downtown Berkeley Association Strategic Plan

01 Executive Summary
Community Engagement
More than 700 Downtown Berkeley stakeholders contributed to the strategic planning process, including proper
ty owners, merchants, nonprofits, residents, students, and civic partners. Outreach methods included regular touchpoints with the DBA Board, focus groups organized by stakeholder interest in Downtown, individual interviews, and a widely-distributed online survey. This engagement shaped the core of the Strategic Plan.

Focus Groups & Individual Interviews
Key findings from engagement with over 200 Downtown Berkeley community members in focus groups and individual interviews include:

Strengths
• Multi-modal access
and connectivity
• Arts and cultural
vitality
• Diverse and engaged
community
• DBA Ambassador
program
Challenges
• Visible homelessness
• Safety concerns
• High storefront
vacancy
• Uninviting public realm
• Decreasing
commercial
& residential
affordability
Priorities
• Ensure a safe, clean,
and welcoming
environment
• Activate vacant
storefronts and
support local
businesses
• Make the public realm
more cohesive
Online Survey Highlights
To broaden community engagement and build on
focus group and individual interview themes, a
widely-distributed online survey was conducted that
gathered 495 responses. In the survey, respondents
were asked which three services or programs are
most needed to improve Downtown Berkeley in the
future. The top three selections were:

1. Ensure Downtown is consistently clean and well
maintained (56%)

2. Improve security and safety (52%)

3. Provide support to locally-owned and small
businesses (52%)
When asked to choose amongst a set of physical
impr
ovements, which three are the most important
for the future of Downtown Berkeley, the three top
choices were:

1. Fill and activate vacant storefronts (74%)

2. Add more green and open spaces where people
can gather (34%)

3. Add more diverse types of housing at a variety of
price points (30%)
Word cloud summarizing
respondents’ top three words
to describe their vision for
Downtown Berkeley in the
future. The larger the word, the
more frequently it was used.

Downtown Berkeley Association Strategic Plan

01 Executive Summary
Key Takeaways
The following key takeaways summarize important findings from discovery, community engagement, and the internal organizational assessment for DBA:

1. Downtown is experiencing two concurrent crises impacting vibrancy and safety:

A. Berkeley’s ongoing challenges related to its unhoused population, including encampments, disruptive behaviors, and violent incidents
B. Stubborn storefront vacancy that creates gaps in the street level experience and adds to the perception and reality of safety issues

2. DBA is currently under-capitalized given Downtown’s challenges

3. Stakeholders have clear priorities for Downtown Berkeley moving forward:

A. Ensure Downtown is consistently safe and clean
B. Fill and activate vacant storefronts and support existing small businesses C. Create a more cohesive Downtown experience, including improved lighting, more parks and community gathering spaces, public art, etc.

4. DBA needs to build organizational and financial capacity to provide impactful solutions to address Downtown Berkeley’s significant challenges
Strategic Plan Framework
This Strategic Plan provides roadmap to guide DBA’s work over the next ten years. The Plan is grounded in a clear vision, a mission statement for DBA, and four strategic goals with supporting objectives. While the goals are intended to remain consistent over the next decade, specific tactics will be implemented through adaptable annual workplans, with a recommended five-year checkpoint to assess progress and realign as needed.

Vision
Stakeholder engagement conducted as part
of the Strategic Plan process was synthesized
into the community’
s vision for Downtown
Berkeley:

Downtown Berkeley is the heart of
the community, offering a dynamic
mix of living, learning, working,
shopping, dining, cultural, and
entertainment experiences.

The DBA provides leadership and
enhanced services to create and
sustain a clean, safe, welcoming,
and prosperous Downtown.

Mission
A refreshed mission statement aligns with
themes that arose through engagement with
the Downtown Berkeley community, and is
intended to clarify the DBA’s role in achieving
the vision for Downtown:

Downtown Berkeley Association Strategic Plan

01 Executive Summary
GOAL 2
Attract, retain, and support locally-owned, creative, and innovative businesses and nonprofits. → Support existing businesses and attract new storefront uses that diversify Downtown’s offerings. → Collect, analyze, and communicate relevant and compelling data on the Downtown economy. → Advance placemaking/public realm investments that support economic vitality. → Foster a vibrant arts, culture, and nonprofit community in Downtown. → Work with merchants and property owners to maintain attractive public facing buildings, grounds, and businesses.

GOAL 3
Bring residents and visitors to Downtown to patronize businesses, nonprofits, and the arts. → Lead to efforts to market Downtown Berkeley’s brand identity. → Develop promotions that support Downtown businesses and non-profits. → Engage and communicate with Downtown stakeholders
→ Utilize technologies (e.g., social media, video, AI) to engage various audiences. → Offer programming and events that appeal to a wide variety of Berkeley community members.

GOAL 4
Be the leading convener and advocate for Downtown Berkeley. → Advocate for local, regional, and state policies that benefit the Downtown economy and quality of life. → Strengthen collaboration with key civic, institutional, and nonprofit partners. → Work with partners to develop and implement plans and civic investments that align with DBA’s vision for Downtown
’s future.

GOAL 1
Ensure Downtown Berkeley is consistently clean, safe, and welcoming. → Optimize DBA’s Ambassador program dedicated to cleaning and maintaining the public realm. → Re-establish DBA’s safety-focused Community Engagement Ambassador program. → Strengthen advocacy and partnerships to support compassionate solutions to unhoused challenges. → Anticipate maintenance obligations of existing and new streetscape amenities.

Downtown Berkeley Association Strategic Plan

01 Executive Summary
Organizational
Structure
DBA will refine its organizational model
by maintaining its 501(c)(6) structure and
establishing a new 501(c)(3) affiliate to
expand fundraising capacity and suppor
t
special projects. Staff roles will be clarified
across four key functions—Clean & Safe,
Economic Development & Placemaking,
Marketing & Communications, and CEO-led
Advocacy—while the Board and prospective
committees will reflect Downtown’s evolving
community and strategic priorities.

Organizational Alignment
To implement the preceding goals and objectives, DBA organizational recommendations emphasize near-term focus and optimization of resources to stabilize the Downtown environment and enhance the DBA’s value proposition t
o ratepayers and key partner organizations.

Two key organizational recommendations that will substantially impact DBA’s budget and annual work program are:

1. The addition of a dedicated staff member focused on Economic Development and Placemaking,

2. The reinstatement of the DBA’s Community Engagement/Safety Ambassador program.

Additional recommendations include:

Succession
Planning
With the CEO planning to retire in 2027, DBA
will initiate a formal succession process in
late 2026. A search committee will guide
recruitment and transition to ensure strong
leadership continuity aligned with the
Strategic Plan.

Revenue
Diversification
To reduce reliance on PBID assessments, DBA
will pursue a mix of revenue streams including
sponsorships, earned income, contracted
services, and charitable donations and grants
through its new 501(c)(3). Diversified revenue
can help support expanded clean and safe
services, economic development, and public
realm improvements.

PBID
Renewal
This Strategic Plan lays the foundation for
DBA’s 2026 PBID renewal, which will include
updates to the Management District Plan,
boundaries, service plan, and assessment
methodology. Broad property and business
owner support will be essential as DBA
prepares for the petition and ballot process
required by California law.

Downtown Berkeley Association Strategic Plan

02 Introduction

INTRODUCTION
02

Downtown Berkeley Association Strategic Plan

02 Introduction
About Downtown Berkeley
Berkeley is a nationally recognized center of
academic excellence, cultural diversity, and civic
engagement. Home to the University of California,
Berkeley, the city benefits from a constant influx
of talent, creativity, and global perspectives. At
the heart of it all is Downtown Berkeley—the city’s
commercial, cultural, and transit-oriented core.

Known for its walkable streets, historic character,
world-class performing arts institutions, diverse
nonprofit community, and thriving independent food
scene, Downtown Berkeley serves as both a vital
neighborhood hub and a destination for the broader
Bay Area. Its strategic location, with access to BART,
AC Transit lines, and regional pedestrian and bike
networks, reinforces its importance as a dynamic,
connected urban center.

About the Downtown
Berkeley Association (DBA)
The Downtown Berkeley Association (DBA) is
a 501(c)(6) nonprofit dedicated to fostering a
welcoming, vibrant, and economically resilient
Downtown. Originally founded in 1989 as a volunteer-
led Main Street initiative, the DBA evolved into a
Business Improvement District (BID) in the 1990s
and later transitioned to a Property-Based Business
Improvement District (PBID) in 2012 to address the
district’s growing needs. The PBID is funded through
a special assessment on properties within the district
and is managed by the DBA, which provides a range
of services designed to support the area’s vitality—
including cleaning, maintenance, beautification,
hospitality, outreach, marketing, events and
programming, advocacy, and business support.

Today, the PBID represents 345 parcels, 264
property owners, and approximately 750 business
and merchant tenants. Its boundaries extend from
Delaware Street to the north, Carlton Street to the
south, Grant Street to the west, and Oxford Street to
the east, as illustrated in the map to the right.

Downtown is just a quarter square mile
or 2% of the City’s total land area, but it is
home to:
1,200 businesses
17%
of the City’s total
10%
10,112 employees
of the City’s total
14%
187 restaurants,
bars, and shops
of the City’s total
34%
636 Hotel Rooms
of the City’s total
The Value of Downtown Berkeley
Data from: Esri Business Analyst, CoStar, City of Berkeley

Downtown Berkeley Association Strategic Plan

02 Introduction
DBA’s Impact by the Numbers
With $2,119,471 in total 2024 revenue DBA’s work includes:

As Downtown Berkeley continues to evolve, it faces
a set of complex, interrelated challenges. Public
safety concerns, increasing storefront vacancies,
and broader economic uncertainty have created an
environment that is markedly different from when the
last DBA Strategic Plan was completed in 2015. Like
many downtowns nationwide, Berkeley is contending
with stronger post-pandemic headwinds than it has in
decades, particularly in terms of lingering pandemic
recovery, persistent safety issues, rising affordability concerns, and federal political uncertainty.
20 Ambassadors
14 Community
Events Produced,
Partnered, or
Supported
329,975 Trash
Pounds Collected
10,253 Hanging
Baskets Watered
5,015
Homeless
Engagements
3,661 Merchant
Checks
7,234 Visitor
Information
Contacts
3,217 Block
Faces Weeded
i
Despite these challenges, there is broad recognition
of the essential role the DBA plays in championing
Downtown. The DBA’s ongoing efforts to maintain
cleanliness, assist small businesses, and activate
public spaces are widely v
alued by Downtown
stakeholders and the broader community. These
initiatives not only enhance the immediate experience
of the area but also contribute to the long-term
economic vitality and attractiveness of Downtown
Berkeley as a thriving urban center.

Strategic Plan & PBID
Renewal Project Background
In early 2025, the DBA kicked off a process to
update the organization’s Strategic Plan and to
renew the Downtown Property-Based Business
Improvement District (PBID), as required by state
statute. To facilitate the Strategic Plan and PBID
Renewal process, DBA retained Progressive Urban
Management Associates (P .U.M.A.) and Kristin
Lowell Inc. P .U.M.A. and Kristen Lowell previously
aided in establishing the Downtown Berkeley PBID in
2011 and the district’s first renewal in 2016.

Overall objectives for the Strategic Plan and PBID
Renewal processes include:
• Build on the work of past plans and respond
to market trends to help guide the DBA in its
response to conditions that can be reasonably
expected through the next ten years
• Align the DBA with the dynamics of a rapidly
changing economic, social, and political
landscape, building on the organization’
s
fundamental strengths, and exploring meaningful
ways to become more responsive to community
needs and aspirations
Data from: DBA 2024 Annual Report

Downtown Berkeley Association Strategic Plan

02 Introduction
• Affirm program priorities for the DBA and develop
holistic Strategic and PBID Renewal plans to
sharpen the organization’
s value proposition and
ensure that initiatives strengthen and unify overall
district management efforts
• Engage a variety of Downtown Berkeley
stakeholders (i.e., DBA board members, property
owners, businesses, employees, residents,
civic partners, etc.) in a participatory process
to develop the Strategic and PBID Management
Plans
The DBA Strategic Plan and PBID Renewal Process
included discovery and community engagement to
understand the myriad economic, social, and political
forces that are currently shaping Downtown Berkeley.

The discovery and engagement processes engaged a
variety of Downtown stakeholders, including property
owners, businesses, non-profits, residents, and civic
leaders.

The process also included an internal organizational
assessment to evaluate the DBA’s ability to
Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026

REVIEW OF PLANS/PROJECT

PREPARATION
OUTREACH & FIELDWORK (INTERVIEWS;
GROUPS; DBA BOARD; STEERING COMMITTEE)

ONLINE SURVEY

INTERNAL ASSESSMENT

SYNTHESIS, STRATEGIC PLAN

PBID RENEWAL MDP

PBID RENEWAL LEGAL PROCESS
effectively address challenges and capitalize on
opportunities affecting the district, including a
comprehensive review of the programs, financing
tools, and organizational structure.

Following the completion of the first two steps,
a Strategic Plan document was compiled that
includes findings from discovery, stakeholder
engagement, and the organizational assessment plus
recommendations for the DBA in the near- and long-
term.

Per California state statute, PBIDs are required to
undergo a renewal process every ten years. Teed up
by the strategic planning process, the subsequent
legal PBID renewal process for DBA will include
the creation of a new management plan and an
engineering report that describes the PBID’s rationale
and objectives, any changes to boundaries, benefit
zones, service plan and budget, assessment method,
and governance structure. The full DBA Strategic Plan
& PBID Renewal process and timeline is summarized
in the graphic below.

Downtown Berkeley Association Strategic Plan

03 External Conditions and Trends

EXTERNAL

CONDITIONS

AND TRENDS
03

Downtown Berkeley Association Strategic Plan

03 External Conditions and Trends
Overview
While the recommendations outlined in this Strategic
Plan are grounded in extensive stakeholder input,
they are also informed by several key factors
and trends currently shaping the landscape of
Downtown Berkeley. Although not exhaustive,
these trends reflect recurring themes identified in
the Plan’s community engagement process, which
are summarized in the subsequent chapter – 04
Community Engagement. Many of these external
factors fall outside the direct control of the DBA;
however, DBA’s influence on public perception and
the vitality of the district underscores the importance of proactive attention and influence as DBA enters its
next phase of organizational development.

Demographics
Since 2010, Downtown has outpaced the City of
Berkeley’s population growth by a ratio exceeding
two-to-one. However, in both geographies, population
growth has slowed since 2020. Downtown’s
population has grown by 23% since 2010, but only 5%
since 2020, while the City lost population (-1%) since
2020.

Reflecting a high concentration of student
households, Downtown residents tend to be younger,
more diverse, and have lower annual household
incomes than residents of the City as a whole. 60% of
people living Downtown are between the ages of 15
and 34, compared to 44% in the City overall. Almost
half (48%) of Downtown households make less than
$50,000 per year and few (9%) make over $200,000.

The numbers for City of Berkeley households are 28%
and 30%, respectively.

Both Berkeley and Downtown residents are highly
educated. 69% of Downtown residents and 76% of
Berkeley residents have a bachelor’s degree or higher.

Data from: Esri Business Analyst Online
Employment
Downtown comprises just 2% of the City’s total
land area, but is home to 17% of its businesses and
10% of its jobs. 32% of Downtown employment is in
the knowledge sector, including 11% professional,
scientific, and tech services, and 9% health care
and social assistance. Other major job sectors
represented in the Downtown area within the PBID
boundaries include retail trade (14%), educational
services (10%), and accommodation & food services
(10%).

Data from: Esri Business Analyst Online
Downtown residents tend to be
younger, more diverse, and have
lower annual household incomes
than residents of the City as a whole.

Storefront Economy
Pre-pandemic, Downtown Berkeley experienced
several years of high performance in the retail
landscape, particularly between 2015 and 2019
when the vacancy rate was less than 5%. Today,
the official storefront vacancy rate in Downtown
is estimated around 11%, however, given several
shifting dynamics and broader economic uncertainty
impacting development in Downtown, this rate
is estimated closer to 28%. Several concurrent
challenges include: 17 planned or entitled housing
projects that have recently stalled in Downtown,
street population issues, and storefront rent prices.

While this increased vacancy rate is alarming, there
are indications that the tide is shifting, as several new retailers and restaurants have recently opened or
been announced in Downtown.

Compared to Downtown Berkeley, retail performance
in the East Bay market overall experienced less
dramatic pandemic-related shifts, as annual vacancy
hovered between 3.5% and 5.5% (where it remains
today).

Data from: CoStar
32% of Downtown employment is
in the knowledge sector, including
11% professional, scientific, and tech
services, and 9% health care and
social assistance.

Downtown Berkeley Association Strategic Plan

03 External Conditions and Trends
Multi-Family Residential
Downtown Berkeley has experienced significantly
higher multi-family construction growth over
the last ten years. 40% of all Downtown units
were built since 2014 compared to the East Bay
overall at 13%, indicating active development and
resulting in Downtown’s emergence as a residential
neighborhood. There are roughly 3,233 multi-family
units within the PBID boundary, currently serving a
mostly student market. The asking rent is markedly
higher in Downtown compared to other parts of the
East Bay. Both markets have seen a similar rate of
increase in rents – 24% in Downtown and 25% in
the East Bay overall. Despite rent price increases,
occupancy rates in Downtown remain strong at
approximately 93%.

Office
Office Vacancy
Pre-pandemic, Downtown Berkeley’s office market
was characterized by low vacancy rates. Meanwhile,
the East Bay Market had consistently higher office
vacancy in those same pre-pandemic years, ranging
from 7.8% to 10.3%, indicating slower absorption and
less demand. As was seen nationally, both areas saw
a sharp increase in office vacancy during the peak
pandemic years between 2020 and 2022. Downtown
Berkeley experienced a steep spike in vacancy.

Today, downtown’s vacancy rate hovers around
10%, which is markedly better than nearby Oakland
and San Francisco. Overall office space has been
decreasing in Downtown Berkeley, as Class B office
space is torn down to make way for “multi-family”/
student rental housing.

Based on vacancy rates in the past couple years,
Downtown Berkeley’s office market may be
stabilizing, as vacancy rates decreased slightly
between 2022 and 2024, while East Bay Market Area
vacancy rates continued increasing.

Data from: CoStar
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20242023202220212020201920182017201620152014
Office Vacancy Rate
DT Berkeley East Bay Market Area
40% of all Downtown multifamily
housing units have been built since
2014, compared to the East Bay
overall at 13%.

According to local real estate brokers and
developers, there is recent evidence of over-supply in
Downtown’s student housing niche. Several student-
oriented developments were completed in 2024.

Lease-up is reportedly sluggish in new buildings and
rent concessions are more common, with reports of
rent reductions up to 20%. Many new developments
in process have stalled due to high interest rates and
concerns with over-supply. The recent change is the
federal administration is creating additional market
uncertainty.

Data from: Esri Business Analyst Online

Downtown Berkeley Association Strategic Plan

03 External Conditions and Trends
Office Rents
Office rents in Downtown Berkeley remain notably
higher than in surrounding areas, suggesting
decreasing supply and a strong willingness among
businesses to pay a premium for space next to transit
and UC Berkeley. Notably, no new office construction
has occurred recently in Downtown Berkeley, and
recent patterns of negative absorption point to
lingering softness in the market. While the broader
East Bay office sector continues to face challenges,
it is performing better than San Francisco’s, where
vacancy rates hover around 30%—driven largely by
tech-sector downsizing and sustained remote or
hybrid work trends. In contrast, the East Bay’s more
diverse business base and smaller concentration of
large tech firms have helped buffer the region from
some of the more severe post-COVID disruptions
affecting office demand.

Data from: CoStar report East Bay - CA USA-Office Market Report April 2024
T ourism and Hospitality
Since 2014, Downtown Berkeley has added 329
hotel rooms with the addition of the Residence
Inn Berkeley that has grown revenue per available
room by 23%. However, while hotel room vacancy
in Downtown Berkeley has decreased from its 2020
Pandemic high of nearly 50%, as of 2024, it had still
not fully recovered to pre-pandemic levels.

Data from: CoStar
The Unhoused Challenge
While California boasts one of the most robust
economies in the world, a different reality is
reflected by the roughly 35,000 to 40,000 people who
experience homelessness in the Bay Area on any
given night, reflecting a 6% increase in 2024.
1 This
issue is not unique to the Bay Area; it impacts all
large cities across the country. Rapidly rising rents
and an inadequate supply of affordable housing
make the Bay Area particularly challenged.

While Berkeley made significant strides in 2024
achieving a 20% drop in homeless, and 45% drop
in unhoused homeless, the City and the Bay
Area continue to grapple with this crisis, with DBA
staff and merchants on the front lines of issues
concerning homelessness and mental health crisis
within Downtown Berkeley. While the scope of need
vastly exceeds the role and capacity of the DBA, the
organization can play a role in connecting individuals
experiencing homelessness and severe mental
illness with services, providing a higher level of clean and safe services, and advocating for housing and
other resources that will support the Downtown
Berkeley community.

Homeless counts in Downtown Berkeley peaked in
late 2024 with a large encampment at Civic Center
Park. As of the latest point-in-time count, Downtown
Berkeley’s street population is currently at its lowest point since DBA started counts in January 2020, as
illustrated in the graphic below.

Data from: DBA Point-in-Time Counts
1https:/ /www.sfgate.com/local/article/new-data-california-homelessness-problem-worse-20021177.php 0 20
40 60
80 100
120
140
1/3/2020
3/3/2020
5/3/2020
7/3/2020
9/3/2020
11/3/2020
1/3/2021
3/3/2021
5/3/2021
7/3/2021
9/3/2021
11/3/2021
1/3/2022
3/3/2022
5/3/2022
7/3/2022
9/3/2022
11/3/2022
1/3/2023
3/3/2023
5/3/2023
7/3/2023
9/3/2023
11/3/2023
1/3/2024
3/3/2024
5/3/2024
7/3/2024
9/3/2024
11/3/2024
1/3/2025
3/3/2025
5/3/2025
Downtown Berkeley Street Population Count 2020-2025

Downtown Berkeley Association Strategic Plan

04 Community Engagement

COMMUNITY

ENGAGEMENT
04

Downtown Berkeley Association Strategic Plan

04 Community Engagement
Overview
Inclusive community engagement was critical to
ensure a diverse array of voices were incorporated
into the DBA strategic planning process. In total,
over 700 inputs were gathered. Several methods
were used to collect opinions and priorities from
members of the Downtown Berkeley community,
residents of Downtown and adjacent neighborhoods,
property owners, business owners and entrepreneurs,
elected officials, youth, institutional and nonprofit
partners, members of the arts community, and
others representing a cross-section of Downtown
stakeholders. Outreach methods included regular
touchpoints with the DBA Board, focus groups
organized by stakeholder interest in Downtown,
individual interviews, and a widely-distributed
online survey. Highlights from engagement with the
Downtown Berkeley community are provided below.

Interviews & Focus Groups
Key findings are summarized below from
engagement with over 200 Downtown Berkeley
stakeholders in focus groups and individual
interviews that took place as part in the early
stages of the strategic planning process. In each
of these meetings, community members were
asked to identify current strengths and challenges
of Downtown Berkeley and the DBA, and determine
improvement priorities moving forward. These
themes and priorities helped inform the online survey
that was then distributed to the broader community,
and aided in establishing the foundation for this
Plan’s goal framework.

DBA Board Engagement
Interviews & Focus Groups
Residents/Neighbors Focus Group
Number of
Attendees
(Appro
x.)
Stakeholder Groups Engaged
16 DBA Board
10 Merchants
18 Property Owners
8 Commercial Brokers
7 Office Workers
9 Nonprofit Organizations
50 Neighbors & Residents
14 Merchants & Nonprofits
40 Berkeley High School
28 Berkeley City College
8 Anchor House Residents
208 TOTAL ENGAGED

Downtown Berkeley Association Strategic Plan

04 Community Engagement
Strengths
• DBA Ambassadors and services
• Multi-modal transportation access, including
BART, biking, and walking
• Improvements to BART Plaza
• Diversity in restaurant offerings
• Hub for cultural non-profits, the arts,
entertainment, music, and theater in the East
Bay
• The new Residence Inn hotel
• Educational institutions including UC
Berkeley, Berkeley Community College, and
Berkeley High School
• Sense of community pride
• Cultural diversity
• Community is empathetic regarding the
unhoused population
Priorities for the Future
While many improvements and initiatives were
identified, when participants were asked to vote
on their top three improvements for the future of
Downtown Berkeley, there was consensus around:
• Ensure Downtown is consistently clean and
safe, including providing additional services
for the unhoused population with a focus on
addressing disruptive behaviors, managing real
and perceived safety concerns, and ensuring
Downtown is clean and well cared for
• Fill and activate storefronts with diverse and
creative uses, including entertainment and
destinations for people of all ages
• Create a more cohesive Downtown
experience in the public realm, including public
art, landscaping, additional public restrooms, and
implementing Civic Center improvements
Additional priorities include:
• Improve pedestrian-scale lighting throughout
Downtown, particularly at BART Plaza and the
BART station
• Foster entertainment and the arts, including:
support of challenged arts and cultural
organizations, bringing a movie theater back
Challenges
• The unhoused population situation has
gotten worse with threatening and disruptive
behaviors, mental health
challenges, theft,
and property damage
• Perception and reality that Downtown is
unsafe and dangerous
• Storefront vacancy and lack of convenience
retail and other resident-serving amenities
• Commercial and residential unaffordability
• A long -term vision for Downtown is lacking
• Shattuck Avenue is a wide street and has
problematic parking bays and medians
• Supply and management of parking
• Lack of nighttime activation and
entertainment
• Lack of lighting
• Lack of family-friendly amenities and
activities for people of all ages
• Limited City resources
• Limited green/open spaces
Downtown, reusing existing theater buildings,
incentivizing arts and enter
tainment uses in new
buildings, and holding outdoor events such as
concerts and movie nights.
• Improve the parking experience, including
exploring lower evening parking rates, allowing
24/7 access to existing structures, providing
more parking options, improving wayfinding
to existing parking, and exploring parking
management that supports Downtown
businesses, like offering the first 30 minutes or
hour free
• Support and retain innovation in Downtown,
including finding permanent Downtown homes
for Skydeck and other startup businesses and
supporting diverse entrepreneurship
• Embrace sustainability in the Downtown
public realm, including planning for climate
resiliency, possible daylighting of Strawberry
Creek in MLK Jr. Civic Center Park, and
incorporating native plant species in planters and
landscaping
• Provide economic data about Downtown
to stakeholders, such as square foot to
sales comparison, hyper-local gross sales per
square foot, and local versus chain storefront
composition

Downtown Berkeley Association Strategic Plan

04 Community Engagement
Online Survey
To build on the key themes that emerged from
stakeholder focus groups and individual interviews,
an online survey was developed to gather broader
community input as part of the strategic planning
process. The survey was open to the public and
invited participants to share their experiences in
Downtown Berkeley today, as well as their priorities
and hopes for its future. Running from February 7 to
April 17, 2025, the survey received 495 responses,
providing valuable insight from residents, business
owners, employees, and visitors. This feedback has
played a critical role in shaping the direction of the
plan and ensuring it reflects the diverse perspectives
and needs of the community.

Key Findings
Downtown Today
When asked about conditions in Downtown Berkeley
today, most survey respondents made it clear that
they are unhappy with the current state of the district.

When asked to rate if conditions in Downtown
Berkeley have gotten better or worse over the
past five years, no conditions were rated as either
much better or slightly better by participants. In
fact, more respondents said that 10 out of the 14
listed characteristics (see page 5 in Appendix:

Online Survey Summary) have gotten worse rather
than better over the past five-years; and over 50%
respondents said that retail and shopping options
and homelessness/encampments have gotten
slightly worse or much worse in the past five years.

Respondents generally view the DBA organization’s
services and programs more favorably than the
current conditions of Downtown Berkeley. Over 50%
of participants rated landscaping and street and
sidewalk cleaning as either good or very good. Most
respondents answered that they did not know how
effective the DBA’s advocacy, merchant promotion
and support, and homelessness outreach are.

In an open-ended question, the top words used to
describe participants’ experience in Downtown today
were unsafe, sad, vacant, homeless, and dirty.

Downtown Tomorrow
When asked to vote for their top three physical
improvement priorities to achieve this vision, fill and activate empty storefronts was by far the most
popular option, with 74% support. Boutique retail,
entertainment, and spaces for artists were the top
responses when participants were asked to select
the types of businesses and services they want to
see fill Downtown’s empty storefronts. Additionally,
returning movie theaters to Downtown was frequently
mentioned in open-ended responses.

Word cloud summarizing respondents’
top three words to describe their
experience in Downtown Berkeley today.

The larger the word, the more frequently
it was used.

When asked to vote their top three
physical improvement priorities for
Downtown, fill and activate empty
storefronts was by far respondents'
most popular option, with 74% support.

Downtown Berkeley Association Strategic Plan

04 Community Engagement
When asked to select the top three services and
program priorities for achieving their vision for
Downtown, respondents’ top choices were ensure
Downtown is consistently clean and well
maintained (56%), improve security and safety
(52%), and provide support to locally-owned and
small businesses (52%).

Opinions differed on how best to approach the
homelessness crisis in Downtown Berkeley. More
mental health & substance abuse outreach
and managed care (50%) was the most popular
choice overall. However, Bay Area residents living
outside of Berkeley and especially Downtown
business owners were more supportive of measures
like strengthening enforcement of crimes and
more police and security presence throughout
Downtown. On the other hand, Downtown residents,
younger respondents, and those representing
households making less than $50,000 per year were
more likely to support more social workers and the
creation of more permanent supportive housing.

Looking to the future, when asked to provide
three words describing their vision for Downtown,
respondents’ most frequently used words were safe,
vibrant, and clean.

Who Participated in the Survey
Survey respondents represented a cross-section
of Downtown stakeholders. The largest group of
respondents were those living within walking
distance of Downtown (47%), while 30% live in the
City of Berkeley but not within walking distance
of Downtown, 18% work Downtown, 7% own a
business Downtown, and 6% live Downtown. 29% of
respondents said they come Downtown daily, 34%
once a week or more, and 25% approximately once
or twice a month.

Besides respondents under 24, who represented
only 3% of participants, all age groups were
well represented and the largest proportion of
respondents were 55 or older. 62% of respondents
were female and 34% male. 77% identified as White,
9% as Asian or Pacific Islander, 5% as multiracial,
3% as Hispanic/Latino, and 1% as Black or African
American.

Word cloud summarizing respondents’
top three words to describe their
vision for Downtown Berkeley in the
future. The larger the word, the more
frequently it was used.

Downtown Berkeley Association Strategic Plan

05 Key Takeaways

KEY TAKEAWAYS
05

Downtown Berkeley Association Strategic Plan

05 Key Takeaways
Overview
The following key takeaways summarize important findings from discovery, community engagement, and the internal organizational assessment for DBA. Informed by a snapshot of economic and demographic trends, as well as robust engagement with a diverse cross-section of Downtown Berkeley stakeholders, these takeaways reflect both the challenges and opportunities facing the district today, and serve as a bridge to the Strategic Plan’s recommendations, which outline clear priorities and strategies for DBA moving forward.

1. Downtown is experiencing two concurrent crises
impacting vibrancy and safety:

A. Berkeley’s ongoing challenges related to its unhoused population, including encampments, disruptive behaviors, and violent incidents B. Stubborn storefront vacancy that creates gaps in the street level experience and adds to the perception and reality of safety issues Through stakeholder engagement and the scan of external factors currently affecting Downtown Berkeley, two interconnected crises emerged as top concerns impacting the area’s overall vibrancy and sense of safety. First, the presence of unhoused encampments, along with increasingly disruptive behaviors and a rise in violent incidents, has created an environment that many stakeholders described as unpredictable and, at times, unsafe. These public safety concerns are not new, and have been continuously affecting the day-to-day experiences of residents, workers, and visitors in Downtown since the PBID was established. Furthermore, these conditions present significant challenges for local businesses and organizations operating in the area.

At the same time, Downtown is facing a growing number of vacant storefronts—an issue that has been exacerbated by the lingering impacts of the pandemic, broader economic uncertainty, stalled development projects, and shifting consumer behaviors. These vacancies contribute to a perception of decline, reduce foot traffic, and make it harder to sustain a vibrant and welcoming street-level experience.

Together, these two crises are deeply interconnected and require coordinated, creative, and sustained responses. Stakeholders emphasized the urgent need for solutions that are both compassionate and effective, underscoring the importance of cross-sector collaboration to restore vitality and a strong sense of place in Downtown Berkeley.

2. DBA is currently under-capitalized given Downtown’s
challenges
While the DBA plays a critical role in supporting the Downtown’s vitality, the organization is currently under-capitalized relative to the scale and complexity of the challenges facing Downtown. Issues like public safety, homelessness, and widespread storefront vacancy require significant, sustained investment and collaboration across sectors—resources that extend beyond the DBA’s current capacity.

Stakeholders acknowledged the value of the DBA’s work to date, but also emphasized that without increased funding, staffing, and support, the organization cannot fully meet the moment or drive the kind of impactful, long-term solutions that Downtown Berkeley urgently needs. Strengthening the DBA’s financial and operational capacity is essential to expanding its ability to lead, coordinate, and advocate effectively in response to these pressing external factors.

Downtown Berkeley Association Strategic Plan

05 Key Takeaways

3. Stakeholders have clear priorities for Downtown
Berkeley moving forward:

A. Ensure Downtown is consistently safe and clean
B. Fill and activate vacant storefronts and support existing small businesses C. Create a more cohesive Downtown experience, including improved lighting, more parks and community gathering spaces, public art, etc.

Community members engaged in the strategic planning process expressed a clear and shared vision for the future of Downtown Berkeley. Their top priorities reflect both immediate needs and long- term aspirations for a more vibrant, inclusive, and welcoming Downtown. First and foremost, there is strong consensus around the need for a consistently safe and clean Downtown—conditions seen as foundational to restoring public confidence and attracting people to the area. In parallel, stakeholders emphasized the urgency of addressing storefront vacancies by supporting small, locally-owned businesses and creatively activating empty spaces to restore energy at the street level. Stakeholders also called for a more cohesive and engaging Downtown experience—one that includes better lighting, additional green spaces and gathering areas, and more public art and cultural programming. These priorities speak to a desire for Downtown Berkeley to be not only functional and economically resilient, but also a place where people feel a sense of community, connection, and pride.

4. DBA needs to build organizational and financial capacity to provide impactful solutions to address Downtown
Berkele
y’s significant challenges
To increase its capacity and better address the pressing challenges facing Downtown Berkeley, the DBA should pursue a range of strategic actions aimed at securing additional resources and strengthening its organizational infrastructure. This includes renewing the PBID to provide a more robust and sustainable funding base. Diversifying revenue streams through grants, sponsorships, and partnerships with public, private, and philanthropic entities can also help support new and expanded initiatives.

Additionally, investing in staff capacity—particularly in areas of public safety, economic development and placemaking, and marketing—will allow the DBA to take a more proactive and comprehensive approach to solving complex issues. Finally, by strengthening partnerships with civic agencies, nonprofit organizations, and local institutions, the DBA can leverage shared resources and expertise to amplify impact and deliver innovative, community-centered solutions.

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework

STRATEGIC PLAN

FRAMEWORK
06

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework
Overview
This Strategic Plan will serve as a roadmap guiding the DBA organization over the next ten years. The graphic below illustrates the structure of the Strategic Plan. Overarching and foundational to the Strategic Plan are the DBA’
s vision for Downtown Berkeley and a mission statement that defines the DBA’s role in achieving that vision.

The four Strategic Plan goals align with areas where the DBA will focus its energy, efforts, and resources over the next several years, and each goal has a set of objectives that drill down further. Goals and objectives have a ten-year time horizon and are intended to be a constant throughout the term of the Strategic Plan. Tactics and actions will drive the DBA’s annual workplan and will be evaluated and adjusted on a regular basis by DBA staff and leadership. While this Strategic Plan has a ten-year time horizon, a mid-point checkpoint is recommended after five years to ensure goals and objectives align with Downtown Berkeley’s realities.

VISION AND MISSION
GOALS

OBJECTIVES

ONGOINGPHASEDDBA ANNUAL WORK PROGRAM
Vision
Stakeholder engagement conducted as part
of the Strategic Plan process was synthesized
into the community’s vision for Downtown
Berkeley:

Downtown Berkeley is the heart of
the community, offering a dynamic
mix of living, learning, working,
shopping, dining, cultural, and
entertainment experiences.

The DBA provides leadership and
enhanced services to create and
sustain a clean, safe, welcoming,
and prosperous downtown.

Mission
A refreshed mission statement aligns with
themes that arose through engagement with
the Downtown Berkeley community, and is
intended to clarify the DBA’s role in achieving
the vision for Downtown:

GOAL 01 GOAL 02 GOAL 03 GOAL 04
Ensure Downtown Berkeley
is consistently clean, safe,
and welcoming.

Attract, retain, and support
locally-owned, creative, and
innovative businesses and
nonprofits.

Bring residents and
visitors to Downtown to
patronize businesses,
nonprofits, and the arts.

Be the leading convener
and advocate for
Downtown Berkeley.

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework
Goal 1: Ensure Downtown Berkeley is consistently clean, safe, and welcoming.

Why it Matters
Ensuring that Downtown Berkeley remains clean, safe, and welcoming emerged as the community’s top priority during the strategic planning process. Clean and safe ser
vices are among the most visible and
essential functions provided by place management organizations like the DBA, serving as the foundation for a thriving and vibrant district.

The DBA’s existing Ambassador program plays a vital role in this, offering cleaning and maintenance support and services that go beyond what the City of Berkeley can provide. Furthermore, in response to merchant concerns about the safety of employees and customers during the pandemic, the DBA piloted a Community Engagement Ambassador program. This initiative reflected a broader trend among place management organizations, many of which expanded their clean and safe services to address ongoing challenges such as public safety concerns, mental health crises, and open drug use.

While the DBA’s Community Engagement Ambassador pilot program concluded after 18 months, most Downtown Berkeley stakeholders engaged in the strategic planning process expressed concerns about these issues and their continued impact on the vitality of the district today. Looking ahead, ensuring a welcoming, safe, and well-maintained Downtown remains a top priority for DBA. The upcoming PBID renewal process offers a timely opportunity to reassess service levels across the district and to explore ways to enhance clean and safe operations— including the potential reinstatement of a Safety or Community Engagement Ambassador program.

Objectives:

1. Optimize DBA’s Cleaning and Hospitality
Ambassador program dedicated to cleaning and
maintaining the public realm.

2. Re-establish DBA’s safety-focused Community
Engagement Ambassador program.

3. Strengthen advocacy and partnerships to support
compassionate solutions to unhoused challenges.

4. Anticipate maintenance obligations of existing
and new streetscape amenities.

When asked to
select the top
three services and
program priorities
for achieving their
vision for Downtown,
respondents’ top
choices were:
56%
Ensure Downtown
is consistently clean
and well maintained
52%
Improve security and
safety

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework
Goal 2: Attract, retain, and support locally-owned, creative, and innovative businesses/entrepreneurs.

Why it Matters
Downtown Berkeley’s unique character and appeal are shaped by its vibrant mix of small, locally-owned businesses, nonprofit organizations that serve diverse communities, and a rich arr
ay of arts and cultural
venues. Like many cities across the country, Berkeley’s storefront economy was hit hard by the pandemic and continues to face challenges amid ongoing recovery efforts and broader economic uncertainty.

These conditions have strained local businesses and slowed or stalled new development, contributing to a high storefront vacancy rate in the Downtown area.

While the DBA has long supported business and property owners, there is now a clear opportunity to strengthen and formalize this area of work within the organization. Many place management organizations provide dedicated support to local and prospective new small businesses and nonprofits by offering services such as technical assistance workshops, one-on-one permitting and licensing guidance, block-by-block commercial market data (foot traffic, local versus chain composition, price trends, etc.), storefront improvement grants, pop-up retail opportunities, and connecting entrepreneurs with local resources and funding opportunities. Furthermore, investing in placemaking initiatives that bring people Downtown, such as public art, pedestrian-friendly streetscape enhancements, interactive installations, outdoor seating and parklets, and lighting improvements can significantly enhance Downtown’s vibrancy and drive foot traffic to businesses.

Looking ahead, the DBA can expand its economic development efforts by dedicating additional resources and staff to business support, retention, and attraction, supporting public realm improvements that attract visitors Downtown, and encouraging creative uses of ground floor spaces to help revitalize the district.

When asked to
vote for their top
three physical
improvement
priorities to achieve
this vision, the most
popular option (by
far) was:
74%
Fill and activate
empty storefronts
Objectives:

1. Support existing businesses and attract new storefront uses that diversify Downtown’s offerings.

2. Collect, analyze, and communicate relevant and compelling data on the Downtown economy.

3. Advance placemaking/public realm investments that support economic vitality.

4. Foster a vibrant arts, culture, and nonprofit community in Downtown.

5. Work with merchants and property owners to maintain attractive public facing buildings, grounds, and businesses.

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework
Goal 3: Bring residents and visitors to Downtown to patronize businesses, non-profits, and the arts.

Why it Matters
While the DBA can support or influence many of the external factors that shape the district, one area where it has direct control, and significant opportunity, is in marketing and communications. E ffectively
communicating Downtown Berkeley’s brand identity is essential to highlighting what makes the area unique: its diverse communities, vibrant cultural assets, and eclectic mix of businesses. Strategic marketing not only helps attract visitors, residents, and investment, but also strengthens the community's connection to Downtown and reinforces a sense of place. For an organization like the DBA, which exists to enhance and promote the district, a strong communications strategy including new technology is vital for building public awareness, driving foot traffic, supporting local businesses, and showcasing the positive impact of the organization's programs and services. This includes everything from producing small-scale events and activations that reflect the community’s diversity, to engaging stakeholders in meaningful ways that foster collaboration and shared ownership of Downtown’s future.

Objectives:

1. Lead to efforts to market Downtown Berkeley’s
brand identity.

2. Develop promotions that support Downtown
businesses and non-profits.

3. Engage and communicate with Downtown
stakeholders.

4. Utilize technologies (e.g., social media, video, AI) to engage various audiences.

5. Offer programming and events that appeal to a
wide variety of Berkeley community members.

When asked what
types of events
online survey
participants would
like to see in
Downtown Berkeley,
the top responses
were:
59%
Music
51%
Food
41%
Cultural Celebrations

Downtown Berkeley Association Strategic Plan

06 Strategic Plan Framework
Goal 4: Be the leading convener and advocate for Downtown Berkeley.

Why it Matters
DBA is already viewed as the leading advocate for Downtown Berkeley, and to address the substantial external challenges Downtown is facing, DBA should continue and enhance this role mo
ving forward,
working alongside key partners to solve current, ongoing, and future challenges in innovative, creative, and tangible ways. The DBA can strengthen its influence on initiatives impacting Downtown by continuing to demonstrate and communicate its value proposition, reflecting Downtown’s diverse community, and reinforcing partnerships with civic, non-profit, educational, and arts and cultural institutions in and around Downtown.

Objectives:

1. Advocate for local, regional, and state policies
that benefit the Downtown economy and quality
of life.

2. Strengthen collaboration with key civic,
institutional, and nonprofit partners.

3. Work with partners to develop and implement
plans and civic investments that align with DBA’s
vision for Downtown’s future.

DBA's advocacy
efforts, in partnership
with civic, nonprofit,
and institutional
partners, support
the implementation
of key stakeholder
priorities such as
creating a shared
vision for Downtown,
homelessness
response, and public
realm infrastructure
improvements.

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment

ORGANIZATIONAL

ALIGNMENT
07

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
Overview
To implement the preceding goals and objectives, the
subsequent DBA organizational recommendations
will emphasize near-term focus and optimization of
resources to stabilize the Downtown environment
and enhance the DBA’s value proposition to
ratepayers and key partner organizations.

Organizational Structure
Currently, the Downtown Berkeley PBID contracts
with the DBA, a governing 501(c)(6) umbrella
organization. These two separate entities are
currently wrapped into the overarching DBA
brand and identity, with the Board and staff
exclusively dedicated to the DBA. While the current
organizational structure is not uncommon for
place management entities, there are several ways
DBA’s business model can be updated and refined
to address current and anticipated challenges in
Downtown. A key component will be adding a 501(c)
(3) affiliate within the DBA family of organizations, as illustrated by the diagram below.

Approximately 96% of DBA’s operating budget
currently comes from assessment revenue. While
this is not atypical, a growing number of place
management organizations have diversified their
funding sources beyond assessments to support
a wide variety of programs and services. A non-
profit 501(c)(3) affiliate is commonly used to
collect revenue from grants, sponsorships, or other
contributions, and used to fund initiatives such
as public space enhancements and placemaking,
planning studies, and special projects.

Forming a new non-profit 501(c)(3) under the
umbrella of the DBA will enable the organization to
diversify funding beyond assessments to support
projects that beautify and enhance the public realm.

Additionally, the new non-profit could seek funds to
support economic development and small business
support, placemaking efforts such as public art or
improved lighting, initiatives that support a clean
and safe Downtown and reduce homelessness, and
other special projects that might arise in the future.

The 501(c)(3) could be managed with minimal
administrative oversight from existing DBA staff. To
reduce duplication and encourage continuity, a small
governance board could be formed as a sub-set of
the existing DBA Board.

Downtown Berkeley
Association
(DBA) - 501 (c)(6)
Downtown
Berkeley PBID
NEW
501(c)(3)
Recommended DBA
Organizational Structure

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
Staffing & Governance
Staffing
To align with the recommendations provided in this
Strategic Plan and increase organizational capacity,
there are several opportunities to further clarify DBA
staff roles and responsibilities moving forward. A key
differentiator between the current and proposed DBA
staff structure is the shift from a ‘Vitality’ role that encompasses marketing, communications, events
and programming, placemaking, and small business
support into two distinct roles, as summarized below.

As the DBA organization grows its resources and
capacity, support staff can be strategically added
in these refined areas as needed. The chart below
illustrates recommended adjustments to the DBA
organization chart with accompanying descriptions.

The CEO, guided by the DBA Board, is the
primary point of contact for advocacy and is
the lead convener both internally within the DBA
organization, and externally with the Downtown
Berkeley community and beyond. The CEO
oversees Ambassador Operations, Economic
Development & Placemaking, and Marketing &
Communications. The CEO also is responsible for
ongoing communications and relations with DBA
board members, and provides ongoing relations
and response for commercial property owners.

This role also includes proactively pursuing and
maintaining partnerships and collaboration with the
City of Berkeley, UC Berkeley and other educational
institutions, non-profit organizations, and other
partners in and around Downtown, communicating
about the DBA and its value proposition to the
City and the region, selectively issuing statements
on policies and initiatives impacting Downtown,
advocating for resources and capital improvements,
overseeing administrative contractors (accounting,
administration, HR, legal, etc.), and ensuring Plan
recommendations are implemented in a timely
manner.

The Operations Manager first and foremost
manages the Ambassador contract currently with
Streetplus, the DBA’s clean and safe vendor, and
oversees all aspects of day-to-day maintenance,
cleaning, hospitality, beautification, and outreach
activities of the Ambassador team and coordination
around safety concerns in the district. This role
also includes overseeing installation of new and
seasonal streetscape amenities (banners, seasonal
decorations, etc.) in Downtown, maintaining an
inventory of streetscape amenities the DBA is
responsible for, coordinating with the Berkeley
Police Department on security concerns in the
district, and coordinating with partners on services
= NEW
Recommended DBA
Staffing Structure
GOAL 04
CEO & Advocacy
GOAL 01
Clean & Safe
Operations
GOAL 01
Ambassadors
GOAL 03
Marketing,
Communications,
& Events
Economic
Development &
Placemaking
GOAL 02

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
for the unhoused population. It is also anticipated
the Operations Manager will hire and manage
the renewed Safety/Community Engagement
Ambassador program.

The Marketing & Communications Manager
provides dedicated leadership in promoting
Downtown Berkeley as a vibrant destination for
residents, visitors, and businesses. This role oversees the development and execution of marketing
campaigns, promotions, and storytelling efforts that
highlight Downtown’s unique assets and offerings.

This role leads stakeholder communications,
manages DBA’s social media presence and other new
technologies, and supports brand-aligned outreach
strategies that foster community engagement with
merchants and residents alike. In collaboration with
staff and partners, the Marketing & Communications
Manager also plays a key role in planning and
executing events and programming that drive foot
traffic and enhance Downtown’s visibility and appeal.

The Economic Development & Placemaking
Manager creates dedicated focus to this new DBA
program area to support businesses and implement
placemaking initiatives that bring people Downtown.

This role oversees small business retention,
support, and attraction, relationship management,
maintaining and enhancing educational materials
for prospective businesses, commercial brokers,
and property owners including micro-level data, and
leads placemaking and public realm enhancements
that drive foot traffic Downtown. In coordination
with the City's Office of Economic Development, this
Manager provides ongoing business outreach and
engagement, data analysis, and support for arts
and cultural nonprofit organizations, with a focus
on ground floor retail, restaurant, and services. In
addition to developing placemaking opportunities in
the public realm (e.g., art, sculpture, design, creative landscaping) this Manager works with merchants
and property owners to improve and maintain their
public facing facades, storefronts, and common area
spaces (e.g., landscaping, murals, clean-up, signage,
trash handling, etc.)
DBA Board
The DBA is governed by a board comprised of up
to 22 members representing a variety of property
types, businesses and nonprofits, key civic and
institutional partners including the City of Berkeley
and UC Berkeley, and non-profits within Downtown
Berkeley. As the Downtown Berkeley community
continues to evolve, with a growing residential and
employee population, it is important that the board
adapts to reflect the range of stakeholders that are
in the district. As Board seats become available,
DBA board and staff should continue to seek viable
candidates that diversify the board according to age,
race, gender, ability, and stakeholder type.

Committees
To support the successful implementation of the
Strategic Plan and other organizational priorities, the DBA can also consider forming committees aligned
with the goals of the Strategic Plan. Committees
provide a forum for meaningful engagement and
allow for a deeper exploration of key issues than is
typically possible during full board meetings. While
the DBA currently manages three core committees—
Executive, Finance, and Governance—there is
strong potential to expand this structure to include
issue-specific groups that bring in stakeholders
with relevant expertise, foster collaboration, and
help cultivate the next generation of organizational
leadership. Potential committees aligned with
Strategic Plan goals are outlined on the following
page, while a diagram illustrating DBA staff versus
Board versus committee roles is provided below.

Board, Staff, & Committee Responsibilities
POLICY

EXECUTION

BOARD STAFF

COMMITTEES

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
• Clean & Safe Operations: This committee
could offer feedback and guidance to enhance
and strengthen DBA’s Ambassador program
and formalize with other key civic, institutional,
and nonprofit partners working on safety and
homelessness initiatives in Downtown.
• Economic Development & Placemaking: This
committee could provide strategic guidance
and recommendations to DBA staff and the
board related to business support and retention,
economic data collection and reporting, outreach
to merchants, and public realm enhancements.
• Marketing, Communications, & Events: This
committee could assist staff and the board in
developing marketing, communications and
engagement programs, projects and strategies
intended to reach, inform, and benefit Downtown
stakeholders, and could support events and
programming in Downtown in various capacities.
• Advocacy & Policy: This committee could
provide strategic guidance and recommendations
to DBA staff and the board related to policy work
and advocacy at the local, regional, or state
levels.

Succession Planning
As the Downtown Berkeley Association (DBA)
prepares for the future following the successful
renewal of the Property-Based Improvement District
(PBID), the organization will also begin the important
process of leadership succession, as the current CEO
plans to retire in 2027. To ensure a smooth transition, the DBA will initiate a structured succession planning
process that reflects the organization’s goals and
values. In late 2026, a search committee should be
assembled to guide the process, beginning with the
development of a job description aligned with the
vision and goals outlined in this Strategic Plan. The
committee will also shape a thoughtful recruitment
strategy, considering whether to pursue candidates
regionally or nationally. After a thorough evaluation
of applicants, the search committee will present a
recommendation to the DBA Board for approval. To
support continuity and knowledge transfer, a 30-to-
90-day transition period is recommended, allowing
the incoming CEO to work closely with the outgoing
leadership and ensure a seamless handoff.

Revenue Diversification
Currently, the DBA relies on PBID assessments for
approximately 96% of its total revenue. While this
funding model has provided a strong foundation
for the organization’s core operations, diversifying
revenue sources is essential to expanding the
DBA’s capacity to implement the goals and
objectives outlined in this strategic plan. By
developing new income streams—such as event
sponsorships, contracted services, earned income
from merchandise and concessions, and potential
partnerships with the City—DBA can strengthen
its financial resilience, reduce reliance on a single
funding source, and increase its ability to invest in
innovative programs and long-term initiatives that
enhance Downtown Berkeley moving forward. The
DBA can either assign each revenue diversification
task to an existing team member based on the newly
defined staff roles, or consider hiring a part-time
or full-time staff member specifically dedicated to
resource development.

Grow sponsorship options (e.g. annual
meeting and other DBA events)
A key opportunity for DBA to diversify revenue is to
enhance sponsorship options for the events and
programming the organization produces throughout
the year. By developing tiered sponsorship packages
tailored to businesses of varying sizes, the DBA
can attract a broader range of partners interested
in increased visibility and engagement with the
Downtown community. Strategic alignment with local
and regional businesses and corporations can foster
mutually beneficial relationships that enhance event
quality while providing sponsors with meaningful
exposure. Additionally, formalizing sponsorship
benefits, such as branded signage, digital promotion,
and on-site activations, can help demonstrate
the value of investment and encourage long-term
participation.

Contract services (e.g. other districts)
The DBA can further diversify its revenue by
selectively contracting its expertise in clean and
safe operations, placemaking, or other services to
other PBIDs or commercial districts throughout
Berkeley. With a proven track record in cultivating a
clean and well-maintained environment and public
space activation, the DBA is well-equipped to offer

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
a range of professional services that can be tailored
to the unique needs of other districts. By formalizing
service agreements, the DBA can generate new
revenue streams while contributing to a more vibrant,
attractive, and coordinated citywide commercial
landscape. This approach not only reinforces the
DBA’s role as a leader in downtown management but
also fosters collaboration and shared success across
Berkeley’s diverse business communities.

Earned income (e.g. merchandise,
event income)
The DBA can further enhance its financial resilience
by generating earned income through the sale of
merchandise, food, and beverages at events and
other strategic touchpoints throughout the year. By
offering branded merchandise that reflects the spirit
and identity of Downtown Berkeley, as well as curated
food and beverage options during events, the DBA
can create a new revenue stream while enriching
the visitor experience. The DBA can also explore
leveraging sponsorship and advertising opportunities
on existing public realm assets including IKE Kiosks,
banners, and Big Belly panels. These offerings not
only support the organization’s financial goals but
also strengthen brand visibility and foster a deeper
sense of community pride. With thoughtful planning
and partnerships—such as collaborating with local
vendors and artisans—the DBA can ensure these
initiatives align with its mission and values while
appealing to both residents and visitors.
501(c)(3) (e.g. grants, philanthropic
donations)
Creating a 501(c)(3) organization within the DBA
brand offers a key opportunity to tap into new
and enhanced revenue sources. Key strategies to
diversify funding through the 501(c)(3) include:
• Pursue local, state, federal government, and
private foundation grants to fund special projects
and initiatives
• Identify opportunities for charitable donations
to the 501(c)(3) to fund special projects and
physical improvements, small business support,
events and promotions, or other initiatives, and
actively pursue contributions
• Leverage digital platforms to administer online
fundraising campaigns, utilize crowdfunding
platforms for specific improvements, or explore
using online platforms to collect donations to
ensure the process is convenient and accessible
• Add an annual fundraising event that does not
compete with the Chamber of Commerce
Parking revenue share (e.g. if rates
increase)
As the City of Berkeley explores potential
adjustments to parking rates, the DBA has an
opportunity to establish a parking revenue-sharing
agreement that could serve as a valuable source
of ongoing funding. By collaborating with the City
to allocate a portion of any future parking revenue
increases to support enhanced services, the DBA
can help ensure that additional funds are reinvested
directly into maintaining a clean, safe, and welcoming
Downtown environment. This arrangement would
create a mutually beneficial partnership—enhancing
the overall experience for visitors and supporting
economic activity—while providing the DBA with
a stable and scalable revenue stream to fund and
enhance its core programs and initiatives.

Implications for PBID
Renewal
Following DBA Board adoption of this Strategic
Plan, a Management District Plan (MDP) will be
compiled in compliance with California PBID law.

A key component required of the PBID Renewal
process, the MDP describes the PBID’s rationale
and objectives, and any changes to base level
services with City of Berkeley, district boundaries,
benefit zones, service plan and budget, assessment
methodology and adjustments, general benefit, and
governance structure.

Following development of the MDP , managing
property owner petition and ballot campaigns are
key subsequent steps to renewing the PBID. Under
California state law, property owners representing
more than 50% of the assessments to be paid must
sign petitions and return ballots. Property owner
support for the PBID and will aid in implementation
of Strategic Plan recommendations following
completion of the PBID renewal process. To prepare
for petition, the MDP and an Engineer’s Report will be
finalized and supporting materials will be developed.

The petition will provide an estimated amount of
assessment for each property based upon selected
characteristics.

Downtown Berkeley Association Strategic Plan

07 Organizational Alignment
APPENDIX: ONLINE

SURVEY RESUL TS

Downtown Berkeley Association

STRATEGIC PLAN
June 2025

2025
City Of Berkeley Baseline Services
in the Downtown Property-Based Business Improvement District Area

The Downtown Baseline Services listed below are provided by the City Manager’s Office, Department of Public Works, the Police Department, the Department of Parks, Recreation and Waterfront, the Office of Economic Development, and the Department of Health, Housing and Community Services. From time to time, the City may need to adjust the level of Downtown Baseline Services due to resource constraints and staffing availability. Also, funding for portions of these services comes through non-City grant sources and may be subject to budget pressures outside of City control.

Department of Public Works (PW)

PW provides the following services within the Downtown PBID boundaries:

Sidewalk Pressure Washing: Staff pressure washes five days per week within t
he following areas: University Avenue between Martin Luther King Jr. Way and Oxford Street; Shattuck Avenue between University Avenue and Bancroft Way. (Pressure washing for health and safety concerns).

Street Mechanical Sweeping: Staff mechanically sweep five nights per week in the f
ollowing Downtown areas: University Avenue, Shattuck Avenue, Addison Street, Center Street, Allston Way, Oxford Street, Milvia Street and Martin Luther King Jr. Way.

Public Trash Receptacle Maintenance: Public trash receptacles are emptied daily.

Repair of trash receptacles are scheduled as needed and generally within two weeks.

Street and Traffic Signal Maintenance: Street lights are re-lamped or replaced as needed and via regular preventative maintenance. Traffic signals undergo annual inspection and are repaired and maintained as needed. Reports of maintenance activities can be provided upon request.

Sidewalk Sweeping: Staff are assigned to sweep three (3) days per week between 7:30 AM and 11:00 AM on Shattuck Avenue between Hearst Avenue and Dwight Way; University Avenue between Martin Luther King Jr. Way and Oxford Street and Allston Way between Milvia Street and Shattuck Avenue; Center Street between Milvia Street and Center Street and Addison Street between Milvia Street and Shattuck Avenue.

Additional Sidewalk Sweeping or pressure washing: Staff are assigned to sweep or wash as scheduled as overtime funding becomes available for special events, holiday fairs and football games.

Public Graffiti Removal: Public areas are scheduled for weekly graffiti removal once per week performed by Public Works staff. Graffiti on public property service requests are

generally responded to within seven (7) working days. If PW staffing levels are unable to perform this work, PW will provide DBA with graffiti removal supplies at the City’s cost.

Curb Painting and Sign Maintenance: Maintenance of curb and street markings is scheduled for renewal every eighteen (18) months or as needed when markings are no longer legible: Public traffic, warning or informational signs are scheduled for repair or replacement as needed. Service calls of this nature are generally handled within two weeks.

Hand-sweeping (Downtown Streets Team): Sweeping services are scheduled Sunday through Saturday for 70hrs. Ongoing service is subject to funding availability for Downtown Streets Team.

Illegal Dumping and Unattended Property Removal: Illegal dumping within the public- right of way is handled in two basic ways either Public Works staff removes the dumping, or the responsible party is located, and the responsible party removes it. Public Works is generally able to remove illegally dumped items within three business days.

Parking Services: Parking garages and maintenance of metered areas (pay stations).

Storm System Maintenance: Semi-annual cleaning of storm systems in commercial areas.

Sewer Maintenance:

Sewer Maintenance 24-hour service.

Street Signage: As resources allow, replacement of street signage that is no longer legible or visible.

Protest or Demonstration Assistance:

At the request of BPD, PW staff assists with
traffic and pedestrian control for protest demonstrations and emergency board-ups.

Commercial Business Emergency Board-ups: PW staff will perform emergency board-ups during extreme weather or other emergencies adequate to ensure public safety. Otherwise, private property owners bear the responsibility to make vandalization repairs to secure against breaches. Request for this service from PW is directed at the request of BPD.

Berkeley Police Department

Community Services Bureau – Bicycle Officers and Area Coordinator The Community Services Bureau (CSB) of the Berkeley Police Department is composed of the Area Coordinators and the Bicycle Team. One Area Coordinator is assigned specifically to the Downtown area, serving as a liaison to both businesses as well as residents. This role focuses on identifying and addressing ongoing public safety concerns using a problem-oriented policing framework emphasizing collaborative, tailored interventions that serve the community and the individual.

The Bicycle Team currently includes one (1) sergeant and five (5) officers. Their primary

responsibility is to provide patrol coverage in the city's business districts and other areas identified as high-priority based on community concerns and department data. While their core focus remains in retail districts, this team also functions as the Department’s most flexible resource. As such, they are regularly tasked with supporting search warrant operations, assisting with community events, and filling unstaffed patrol beats. Like the Area Coordinator, the Bicycle Team applies a problem-solving approach to policing, prioritizing long-term, community-based solutions to locations that are part of the DBA.

Patrol Beat Coverage – Downtown Business District
The Department is committed to maintaining regular patrol coverage across all designated beats, including those in the Downtown Business District, which spans four patrol beats under the current configuration. This coverage ensures a consistent presence in the Downtown area, with four officers assigned during peak hours and two officers maintaining visibility during early morning hours. Staffing levels currently support the following schedule for DBA-related beats:

Monday – Thursday:
 Two officers on duty from 1:30 AM to 11:00 AM
 Four officers on duty from 11:00 AM to 1:30 AM the following morning

Friday – Sunday:
 Two officers on duty from 1:00 AM to 12:30 PM
 Four officers on duty from 12:30 PM to 1:00 AM the following morning

While the Department is committed to sustaining this level of service, actual deployment is dependent on staffing availability and cannot always be guaranteed

Department of Parks, Recreation and Waterfront

Within Downtown PBID boundaries the Parks Division maintains at least 860 trees, Civic Center Park, the Old City Hall landscape, and all the traffic medians , parking bay strips and other planters. Exceptions to this maintenance include bioswales ; planter areas adopted by DBA, property owners ; tree wells and designated areas for art installations.

They provide the following specific services:

Landscape Maintenance Gardener Unit: This unit performs routine and responsive maintenance activities including, but not limited to the following:

1. As needed graffiti abatement;

2. Mowing, edging, and trimming;

3. Weed abatement;

4. Removal of unattended property; and

5. Collection of litter and debris in Civic Center Park, Old City Hall Park, 2180 Curtilage and the medians and all associated maintenance.

Urban Forestry Unit: This unit plants new trees in empty tree wells and elsewhere in Downtown (resources permitting), removes dead and diseased trees, prunes trees and roots,

responds to emergency calls (e.g., fallen trees and branches), and provides other maintenance as needed.

Building and Facilities Maintenance Unit: This unit oversees the maintenance of site furnishings such as benches and the upkeep of hardscape surfaces within Civic Center Park and the Old City Hall Park grounds. Responsibilities also include irrigation system maintenance, graffiti removal, and the repair of damage resulting from vandalism within both park areas and the associated traffic medians.

Office of Economic Development

The Office of Economic Development (OED) provides a range of services to Downtown businesses, cultural institutions, property owners and potential investors. OED staff provide permit assistance, site location assistance, marketing assistance and access to economic data. OED staff also work closely with the Downtown Berkeley Association and provide staffing support for the Downtown PBID Owners' Association Board.

Department of Health Housing and Community Services

Mobile Crisis Team: Mobile Crisis Team provides Downtown and City-wide crisis intervention services to persons needing assistance with a mental health crisis and respond to other requests for crisis assistance. Mobile Crisis Team services are provided where people are located at the time they need services.

Homeless Outreach: Homeless Outreach services , provided by community agency partners with whom the Department contracts, are available to persons who are homeless and wanting assistance with securing community resources. These services are designed to assist people who are having difficulty using housing, financial, medical, and social services resources.

Housing and Homeless Services Programs: The City contracts with community agency partners to provide homeless people in Downtown with a range of services including showers, case management and access to emergency, transitional and permanent housing opportunities. (See below for additional City Homeless Outreach / Home Response Team resources.)

City Manager’s Office, Neighborhood Services Division

Homeless Outreach/Homeless Response Team: Homeless Outreach services are available to persons who are homeless and wanting assistance with securing community resources. These services are designed to assist people who are having difficulty using housing, financial, medical, and social services resources. The Homeless Response Team prioritizes health and safety issues and unavoidable operational impacts when triaging requests for outreach across the City.

Code Enforcement Unit: This unit enforces the Berkeley Municipal Code against a wide range of Municipal Code violations in the Downtown, and coordinates with other departments to enforce other code violations (Fire, Building, Zoning, etc.) as needed. The enforcement activities of this unit are typically complaint -driven.

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
December 2, 2025
To: Honorable Mayor and Members of the City Council From: Paul Buddenhagen, City Manager
Submitted by: Henry Oyekanmi, Director, Finance
Subject: Formal Bid Solicitations and Request for Proposals Scheduled for Possible Issuance After Council Approval on December 2, 2025

RECOMMENDATION
Approve the request for proposals or invitation for bids (attached to staff report) that will be, or are planned to be, issued upon final approval by the requesting department or division. All contracts over the City Manager’s threshold will be returned to Council for final approval.

FISCAL IMPACTS OF RECOMMENDATION
Total estimated cost of items included in this report is $600,000 Project Fund Source Amount
On-Call ADA Title II Consulting
Services
011 General Fund $100,000
Public Works Fee Study 611
621
Sanitary Sewer Operations
Permit Service Center
$30,000
$70,000
On-Call Painting and Repair for
Parks, Recreation, and Waterfront
138
608
501
Parks Tax
Marina Fund
CIP Fund
$200,000
On-Call Hardscape Installation and
Repair for Parks, Recreation, and
Waterfront
138
608
501
Parks Tax
Marina Fund
CIP Fund
$200,000
Total: $600,000

CURRENT SITUATION AND ITS EFFECTS
On May 6, 2008, Council adopted Ordinance No. 7,035-N.S. effective June 6, 2008, which increased the City Manager’s purchasing authority for services to $50,000. As a result, this required report submitted by the City Manager to Council is now for those purchases in excess of $100,000 for goods; and $200,000 for playgrounds and

Formal Bid Solicitations and Request for Proposals
Scheduled for Possible Issuance After Council
Approval on December 02, 2025 CONSENT CALENDAR construction; and $50,000 for services. If Council does not object to these items being sent out for bid or proposal within one week of them appearing on the agenda, and upon final notice to proceed from the requesting department, the IFB (Invitation for Bid) or RFP (Request for Proposal) may be released to the public and notices sent to the potential bidder/respondent list.

BACKGROUND
On May 6, 2008, Council adopted Ordinance No. 7,035-N.S., amending the City Manager’s purchasing authority for services

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
The Finance Department reviews all formal bid and proposal solicitations to ensure that they include provisions for compliance with the City’s environmental policies. For each contract that is subject to City Council authorization, staff will address environmental sustainability considerations in the associated staff report to City Council.

RATIONALE FOR RECOMMENDATION
Need for the goods and/or services.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Henry Oyekanmi, Director of Finance, 510-981-7329
Attachments:

1. Formal Bid Solicitations and Request for Proposals Scheduled for Possible Issuance After Council Approval on December 02, 2025
a. On-Call ADA Title II Consulting Services
b. Public Works Fee Study
c. On-Call Painting and Repair for PRW
d. On-Call Hardscape Installation and Repair for PRW
Note: Original of this attachment with the live signature of authorizing personnel are on file in General Services.

NEXT 30 DAYS
DATE SUBMITTED: DECEMBER 2, 2025
Attachment 1
SPECIFICATION NO. DESCRIPTION OF

GOODS / SERVICES

BEING PURCHASED
APPROX. RELEASE
DATE
APPROX. BID

OPENING DATE
INTENDED USE ESTIMATED COST BUDGET CODE TO BE CHARGED DEPT. / DIVISION CONTACT NAME & PHONE
26-11773-C On-call ADA Title II
consulting services
12/4/25 1/5/2026 The consultant will, on an on-call and as-needed basis, provide City staff with guidance pertaining to
compliance with Title II of the ADA, including:  1.

Guidance on the interactive process regarding requests
for ADA modifications, including analyses of whether
satisfying such requests would involve undue burden
and/or fundamental alteration.   2. Clarification of
technical standards pertaining to the built
environment, such as standards contained in the 2010
Standards for Accessible Design and standards
containined in PROWAG; and, 3.  Guidnance pertaining
to digital accessibility, including clarifcations of
obligations created by WCAG and  508.
$ 100,000.00 011-54-623-677-3010-000-412-612990 Public Works Transportation and Engineering
Thomas Gregory
510-981-6418    and
Noah Budnick 510-
981-7069
26-11776-C PW Fee Study 12/3/25 1/5/2026 Contract with a consultant to perform a comprehensive evaluation of the fees charged by Public Works -
Engineering and Transportation Division hourly rates
and user fees  charged for various permits and activities performed by Public Works.
$ 100,000.00 611-54-623-671-0000-000-472-612990 $30,000 621-54-623-677- 0000-000-474-612990 $70,000
Public Works/ Engineering and
Transportation
Ron Nevels
Manager of
Engineering  510-
981-6439
rnevels@berkeleyc
a.gov
Dept Total $200,000
26-11774-C On Call Painting
and Repair for PRW
12/3/25 1/5/2026 On-call painting and repair services for PRW assets, facilities and buildings.

Total NTE $200,000
FY26-FY29  3 year term
($66, 666/yr)
On-call contract funding will be available per fiscal year from various funding sources
Parks Tax  138-52-545-000-0000-000-461-624110
Marina Fund   608-52-545-000-0000-000-472-624110
CIP Fund 501-52-545-000-0000-000-461-624110
PRW, Building Maintenance,
Forestry, Landscape Gardening
Walt Vandernald
510-981-6927
26-11775-C On Call Hardscape
Installation and
Repair for PRW
12/3/25 1/5/2026 On-call hardscape installation and repair services for PRW.

Total NTE $200,000
FY26-FY29  3 year term
($66, 666/yr)
On-call contract funding will be available per fiscal year from various funding sources                                             Parks Tax  138-52-545-000-0000-000-461-624110       Marina Fund 608-52-545-000-0000-000-472-624110
CIP Fund 501-52-545-000-0000-000-461-624111
PRW, Building Maintenance,
Forestry, Landscape Gardening
Walt Vandernald
510-981-6928
Dept Total $400,000
TOTAL $600,000
1 of  1

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
December 2, 2025
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: David Sprague, Fire Chief
Subject: Contract: CentralSquare Technologies, LLC for Dispatch Center software and services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or their designee to enter into a contract with Central Square Technologies, LLC for Dispatch Center software and services using Sourcewell Contract No. 030425. The four-year contract base period will begin on December 1, 2025, and end November 30, 2029, and will not exceed $103,635. There will be two optional one-year extensions, from December 1, 2029, to November 30, 2031. The total six-year contract amount will not exceed $212,602 which includes a $20,000 contingency.

FISCAL IMPACTS OF RECOMMENDATION
The total not-to-exceed cost for the full six-year term, including optional extensions, and the contingency is $212,600 and will be supported by Measure FF (Fire and Emergency Services), UC Settlement funds, or State Homeland Security Grant Program (SHSGP) grant funds while Alameda County Regional Emergency Communications Center (ACRECC) will cover its costs.

CURRENT SITUATION AND ITS EFFECTS
Dispatchers in the City’s Emergency Communications Center (ECC) currently transfer Emergency Medical Service (EMS) calls to ACRECC so that state mandated Emergency Medical Dispatch (EMD) pre-arrival instructions can be delivered to 911 callers. This transfer currently occurs manually via a phone call made by a city dispatcher to ACRECC. This process is cumbersome, slowing the call transfer which extends the time it takes emergency instructions to be provided to callers.

Additionally, there is no redundant ECC that can seamlessly provide Fire and EMS dispatch services in the event of a failure within the city’s ECC.

This project will create a digital connection between the city CAD and ACRECC, creating a real time exchange of information between ECCs and drastically reducing the number of phone calls. This will fulfill a key recommendation made by Mission Critical

Contract: CentralSquare Technologies, LLC for Dispatch Center software and services

CONSENT CALENDAR
December 2, 2025

Partners (MCP) in their Communications Needs Assessment and Validation study, published in 2024.

This project supports the City’s ongoing effort to modernize emergency communications infrastructure, reduce dispatcher workload, and improve coordination for time-sensitive multi-jurisdictional incidents.

BACKGROUND
At present, CentralSquare Technologies offers a cloud-based CAD integration and is the only vendor offering a platform, capable of real-time exchange between multiple agencies. The platform, known as CentralSquare Unify (Unify), allows agencies to share incident data instantly, reducing manual call transfers, and streamlining communication between dispatchers during every day and multi-jurisdictional emergencies. It has been successfully deployed across several regional and state systems, improving dispatcher efficiency and operational coordination.

Unify acts as a hub and spoke system, with the hub positioned to allow any other agency in the region to connect and share information that it chooses with the other partners connected to the hub. This provides the real opportunity for the other 19+ ECCs across Alameda and Contra Costa counties to connect to the hub and more seamlessly share information between ECCs in real time. Unify will also provide a redundant ECC to the City, an unmet national standard which was also a recommendation made by MCP in their Communications Needs Assessment.

Sourcewell conducted a competitive procurement process which included the following milestones:
 Public Notice of RFP Published: January 14, 2025
 Pre-Proposal Conference: February 11, 2025
 Question Submission Deadline: February 24, 2025
 Proposal Due Date: March 4, 2025
 Proposal Opening: March 4, 2025
 Sourcewell Board of Directors Approval: August 19, 2025 CentralSquare’s Unify was selected by the City based on demonstrated deployments across the Country, compatibility with both the City and ACRECC’s CAD vendors, scalability across the region, and favorable cost structure.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental or climate impacts related to this item.

RATIONALE FOR RECOMMENDATION
CentralSquare’s Unify provides a tested, reliable solution to regional coordination between ECCs.

Contract: CentralSquare Technologies, LLC for Dispatch Center software and services

CONSENT CALENDAR
December 2, 2025

This will fulfill a key recommendation made by Mission Critical Partners (MCP) in their Communications Needs Assessment published in 2024.

Implementing Unify will provide a redundant ECC to the City, provides seamless multi- jurisdictional coordination, capitalize on modern cloud architecture, and reduce the redundant, manual efforts of dispatchers so they can focus on more critical task day-to- day and during larger, regional incidents.

ALTERNATIVE ACTIONS CONSIDERED
The City considered doing a separate solicitation but it is more efficient and likely more cost effective to use the Sourcewell solicitation.

CONTACT PERSON
David Sprague, Fire Chief, (510) 981-3473
Attachments:
1: Resolution

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

CONTRACT: CENTRALSQUARE TECHNOLOGIES, LLC FOR DISPATCH CENTER

SOFTWARE AND SERVICES
WHEREAS, dispatchers in the City’s Emergency Communications Center (ECC) currently transfer Emergency Medical Service (EMS) calls to Alameda County Regional Emergency Communications Center (ACRECC) so, state mandated Emergency Medical Dispatch (EMD) pre-arrival instructions can be delivered to 911 callers, and WHEREAS, this transfer currently occurs manually via a phone call made by a city dispatcher to ACRECC. This process is cumbersome, slowing the call transfer which extends the time it takes emergency instructions to be provided to callers, and WHEREAS, there is also currently no redundant ECC that can seamlessly step in and provide Fire and EMS dispatch services in the event of a failure within the city’s ECC, and WHEREAS, this project will create a digital connection between the city CAD and ACRECC, creating a real time exchange of information between ECCs and drastically reducing the number of phone calls, and
WHEREAS, this will fulfill a key recommendation made by Mission Critical Partners (MCP) in their Communications Needs Assessment, published in 2024, and WHEREAS, this project supports the City’s ongoing effort to modernize emergency communications infrastructure, reduce the every-day dispatcher workload, and improve coordination for time-sensitive multi-jurisdictional incidents.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or their designee is authorized to execute a four-year contract with Central Square Technologies, LLC for Dispatch Center software and services using Sourcewell Contract No. 030425 for the period from December 1, 2025 through November 30, 2029, for an amount not to exceed $103,635; and up to two optional one-year extensions of the contract, from December 1, 2029 to November 30, 2031, for a total six-year contract amount not to exceed $212,602, which includes a $20,000 contingency.

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
December 2, 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 Department
Subject: Revenue Contract: 2026 Community Services Block Grant

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or designee to:

1. Accept the 2026 Community Services Block Grant (CSBG) contract to provide services for low-income people from January 1, 2026, to April 30, 2027; and,

2. Execute any resultant agreements and amendments including amendments that may decrease or increase the contract amount, add discretionary funding, and change or update the contract terms.

FISCAL IMPACTS OF RECOMMENDATION
Berkeley’s CSBG allocation for Calendar Year 2026 is anticipated to be released in November or December 2025. The exact amount is not yet known. (Fund 334). The CSBG allocation amount is included in the City’s anti-poverty Community Action Fund and supports oversight and management of anti-poverty funds within the Department of Health, Housing and Community Services (HHCS). CSBG funding is distributed annually; however, the contract period extends an additional five months with no additional funding to provide recipients with adequate time to complete reports and submit payment requests.

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley receives CSBG to support anti-poverty programs because it is a Community Action Agency (CAA). CSBG funds are part of the federal Department of Health and Human Services budget passed through the state to local CAAs. The City of Berkeley uses its CSBG entitlement to fund community service programs.

The Human Welfare and Community Action Commission (HWCAC) acts as the federally mandated tri-partite advisory board for CSBG funding. As such, it is responsible for reviewing performance of funded programs, reviewing compliance with the implementation of the community action program, and advising Council on CSBG funding decisions. The City Council is the decision-making body and is thus responsible for all final CSBG funding decisions.

Revenue Contract: 2026 Community Services Block Grant CONSENT CALENDAR December 2, 2025

At their September 24, 2025, meeting, the HWCAC voted to recommend approval of the anticipated 2026 CSBG funding as follows: Motion/Second/Carries (Lippman/Lara Cruz), Ayes – Bohn, Huchting, Lara Cruz, Lippman, Sol. Noes –None; Abstain – None; Absent – None.

BACKGROUND
CSBG supports the City of Berkeley’s anti-poverty efforts at a minimum funded level. In 2023, the City was awarded $312,302. The award amounts for both 2024 and 2025 were $327,299. CSBG funds supplement anti-poverty General Fund funding which is used for other critical community services, including disability and senior services, medical care, childcare, and additional homeless services. Funding is awarded to activities through the City’s Community Agency RFP process.

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

RATIONALE FOR RECOMMENDATION
Accepting the CSBG contract is necessary to receive funds that support the provision of services for residents living in poverty in Berkeley.

ALTERNATIVE ACTIONS CONSIDERED
No alternative actions were considered. Rejecting CSBG funding would reduce funding for services to low-income Berkeley residents, which would negatively impact low- income services in Berkeley.

CONTACT PERSON
Mary-Claire Katz, Associate Management Analyst, HHCS, (510) 981-5414.

Attachments:
1: Resolution

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

REVENUE CONTRACT: 2026 COMMUNITY SERVICES BLOCK GRANT (CSBG) WHEREAS, the City of Berkeley is a Community Action Agency and receives CSBG funds as the Berkeley Community Action Agency to support anti-poverty programs; and WHEREAS, the Human Welfare and Community Action Commission (HWCAC) acts as an advisory tripartite Board to the Council providing public participation in the governing process; and
WHEREAS, at the September 24, 2025, HWCAC meeting a motion was passed recommending that the City accept the Community Service Block Grant Funds; and WHEREAS, this CSBG revenue contract is for the period of January 1, 2026, to April 30, 2027, with the option to extend the contract period and/or accept amendments that either increase the contract amount and/or update contract (Fund 334).; and WHEREAS, the funds have historically been used to support anti-poverty services and to support City of Berkeley oversight and management of anti-poverty programs (Fund 334).

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or designee is authorized to accept Community Service Block Grant funds and execute any resultant agreements and amendments including amendments that may decrease or increase the contract amount or add discretionary funding, or to change or update the contract term, to provide low-income services for low-income people from January 1, 2026 to April 30, 2027, with the option to extend the contract period as amended by the California State Department of Community Services and Development.

A record signature copy of said agreement and any amendments shall be on file in the office of the City Clerk.