Tuesday, February 24, 2026 AGENDA Page 1
P R O C L AM AT I O N
C AL L I N G A S P E C I AL M E E T I N G O F T H E
B E R K E L E Y C I T Y C O U N C I L
In accordance with the authority in me vested, I do hereby call the Berkeley City Council in special session as follows:
Tuesday, February 24, 2026
4:00 PM
SCHOOL DISTRICT BOARD ROOM - 1231 ADDISON STREET, BERKELEY, CA 94702
ADENA ISHII, MAYOR
Councilmembers:
DISTRICT 1 – RASHI KESARWANI DISTRICT 5 – SHOSHANA O’KEEFE DISTRICT 2 – TERRY TAPLIN DISTRICT 6 – BRENT BLACKABY
DISTRICT 3 – BEN BARTLETT DISTRICT 7 – CECILIA LUNAPARRA DISTRICT 4 – IGOR TREGUB DISTRICT 8 – MARK HUMBERT
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Tuesday, February 24, 2026 AGENDA Page 2
Preliminary Matters
Roll Call:
Worksession
Public comment is limited to items on this agenda only. The public may comment on each item listed on the agenda as the item is taken up.
The Presiding Officer will request that persons wishing to speak line up at the podium, or use the "raise hand" function in Zoom, to determine the number of persons interested in speaking at that time. Up to ten (10) speakers may speak for two minutes. If there are more than ten persons interested in speaking, the Presiding Officer may limit the public comment for all speakers to one minute per speaker. Speakers are permitted to yield their time to one other speaker, however no one speaker shall have more t han four minutes. The Presiding Officer may, with the consent of persons representing both sides of an issue, allocate a block of time to each side to present their issue.
Action items may be reordered at the discretion of the Chair with the consent of Council.
1. Community Health Improvement Plan
From: City Manager
Contact: Scott Gilman, Health, Housing, and Community Services, (510) 981-5100
Adjournment
I hereby request that the City Clerk of the City of Berkeley cause personal notice to be given to each member of the Berkeley City Council on the time and place of said meeting, forthwith.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the official seal of the City of Berkeley to be affixed on this 19th day of February, 2026.
/s/ Adena Ishii, Mayor
Public Notice – this Proclamation serves as the official agenda for this meeting.
ATTEST:
Mark Numainville, City Clerk
NOTICE CONCERNING YOUR LEGAL RIGHTS : If you object to a decision by the City Council to approve or deny a use permit or variance for a project the following requirements and restrictions apply:
1) No lawsuit challenging a City decision to deny (Code Civ. Proc. §1094.6(b)) or approve (Gov. Code 65009(c)(5)) a use permit or variance may be filed more than 90 days after the date the Notice of Decision of the action of the City Council is mailed. Any lawsuit not filed within that 90 -day period will be barred. 2) In any lawsuit that may be filed against a City Council decision to approve or deny a use permit or variance, the issues and evidence will be limited to those raised by you or someone else, orally or in writing, at a public hearing or prior to the close of the last public hearing on the project.
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Tuesday, February 24, 2026 AGENDA Page 3
to the City Clerk Department at 2180 Milvia Street. If you do not want your contact information included in the public record, please do not include that information in your communication. Please contact the City Clerk Department for further information.
Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the public counter at the City Clerk Department located on the first floor of City Hall located at 2180 Milvia Street, and through the City's online records portal:
https://records.cityofberkeley.info/.
Agendas, agenda reports, and revised/supplemental material may be accessed via the online agenda for this meeting at: berkeleyca.gov/council-agendas
and may be accessed at reference desks at the following locations:
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Office of the City Manager
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: https://berkeleyca.gov/
WORKSESSION
February 24, 2026
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: Community Health Improvement Plan
INTRODUCTION
The City of Berkeley’s Health, Housing, and Community Services Department, in collaboration with JSI Research and Training Institute, Inc. and a Community Steering Committee, has produced the Community Health Improvement Plan (CHIP). This document serves as our City’s stakeholder driven high-level strategic roadmap, bridging the data from the 2024 Community Health Assessment (CHA) with a long-term vision for equity. By establishing clear goals and priority interventions, the CHIP provides the necessary framework for the City to now develop specific, measurable action items to eliminate health disparities across our community.
As a local health jurisdiction receiving Future of Public Health state grant funding to maintain essential public health operations, HHCS is required to present the CHIP, and subsequent annual updates, to Council. HHCS will share how the CHIP will be implemented, engage Council on a discussion of what is possible with regard to improving community health for the City of Berkeley, and share its preliminary performance measure dashboard template. As the development of the CHA and CHIP were community-driven, HHCS also wishes to acknowledge members of the Community Steering Committee before Council.
CURRENT SITUATION AND ITS EFFECTS
The Community Health Improvement Plan was developed by a dedicated Community Steering Committee, as well as additional community stakeholders, and provides the high-level direction required to align City services with resident values. As a strategic foundation, the CHIP identifies four main areas of focus which will guide the creation of future operational work plans and performance metrics:
1. Housing: Prioritizing the fundamental need for safe, affordable, and stable housing for all residents.
2. Environmental Health: Protecting our community from pollution and wildfire, ensuring access to clean resources and green spaces, and mitigating the local effects of climate change.
Community Health Improvement Plan WORKSESSION
February 24, 2026
3. Behavioral Health: Addressing the prevalence of mental health and substance use challenges—such as depression, anxiety, and loneliness—while expanding the accessibility of care.
4. Community Safety: Enhancing public well-being by reducing violence and injury so that every individual feels secure in all areas of Berkeley. Building on the interactive discussions held during the December 9 community event, City staff will use these broad goals as a "North Star" to design and implement the specific, trackable strategies required for meaningful health improvement.
BACKGROUND
JSI completed a Community Health Assessment (CHA) in collaboration with a Community Steering Committee - a group of ten diverse individuals who live and/or work in Berkeley who are committed to the City’s health and wellness. The Committee played a vital role in ensuring the CHA and CHIP remained community led. The CHA identified four health priority areas: behavioral health, housing, environmental health, and community safety.
The City of Berkeley is a thriving community with considerable wealth, high levels of educational attainment, and a rich culture that all contribute to a healthy community.
However, Berkeley is not a city where all people are living long and healthy lives and achieving the highest possible level of health. In Berkeley, African American/Black and other people of color are more likely to die prematurely and experience a wide variety of adverse health conditions throughout their lives.
ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
There are no identifiable environmental effects or opportunities associated with this report.
POSSIBLE FUTURE ACTION
Council may decide to include new goals and/or strategies that can be added to the CHIP.
FISCAL IMPACTS OF POSSIBLE FUTURE ACTION
New goals and/or strategies may not already be included in the day-to-day work of City staff, thereby requiring additional funding to be implemented.
CONTACT PERSON
Scott Gilman, Director, HHCS, (510) 981-5100
Attachments:
1: Community Health Improvement Plan report
BERKELEY WELLNESS BLUEPRINT
COMMUNITY HEALTH COMMUNITY HEALTH
IMPROVEMENT PLANIMPROVEMENT PLAN
SEPTEMBER 2025
ACKNOWLEDGEMENTS
The development of this Berkeley Community Health Improvement Plan (CHIP) was made possible through the dedication, expertise, and collaboration of many individuals and organiza
tions committed to advancing health and equity. Community members, advisory groups, commissions, community-based organizations, and city staff offered their insight, shared lived experiences, and contributed to shaping this vision for a healthier, more equitable Berkeley.
STAFF CONTRIBUTORS
Berkeley Health, Housing, and Community Services Department (HHCS) Tanya Bustamante, Deputy Director
Janice Chin, Director, Public Health Division
Kellie Kno
x, Future of Public Health Coordinator
Patricia Zialcita, Supervising Epidemiologist
Catherine Roseman, Community Services Specialist III
JSI Research & Training Institute
Corina Pinto, Co-Project Director
Jeremy Cantor, Co-Project Director
Deanna Le
wis, Project Manager
Alison Salomon, Technical Advisor
Hannah Young, Analyst
LAND ACKNOWLEDGEMENT
The City of Berkeley recognizes that the community we live in was built on the territory of xučyun (Huchiun (Hooch-yoon)), the ancestral and unceded land of the Chochenyo (Cho-chen-yo)-speaking Ohlone (Oh-low-nee) people, the ancestors and descendants of the sovereign Verona Band of Alameda County. This land was and continues to be of gre
at importance to all of the Ohlone Tribes and descendants of the Verona Band. We acknowledge and honor the original inhabitants of Berkeley, the documented 5,000-year history of a vibrant community at the West Berkeley Shellmound, and the Ohlone people who continue to reside in the East Bay. We recognize that Berkeley’s residents have and continue to benefit from the use and occupation of this unceded stolen land since the City of Berkeley’s incorporation in 1878. As stewards of the laws regulating the City of Berkeley, it is not only vital that we recognize the history of this land, but also recognize that the Ohlone pe
ople are present members of Berkeley and other East Bay communities today. The City of Berkeley will continue to build relationships with the Lisjan Tribe and to create meaningful actions that uphold the intention of this land acknowledgement.
HHCS MISSION STATEMENT
The mission of the Health, Housing, and Community Services department is to enhance community life and support housing, health, and wellness for all. Our vision is for all residen
ts of Berkeley to be affordably housed, enjoy their best possible health, and receive the support they need to lead satisfying and productive lives.
COMMUNITY
STEERING COMMITTEE
Conducting a Community Health Improvement Plan requires continued engagement with community, which came throug h wor
king with the Community Steering Committee (CSC) to co- design not only this r
eport but the process as a whole.
The members of the CSC brought such curiosity, creativity, and commitment throughout the CHA and CHIP process, ensuring that it was in fact a community-led project. With representation, accountability, and belonging being major themes in our project meetings, our work and relationship with the CSC has shifted our understanding of how to make community engagement meaningful for both city processes and community members.
“[I] want people to experience a healthy
environment and feel safe, seen, and heard. [I]
want people to treat community with respect, take
care of it so we can live healthier lives.”
- ISABELLA LEDZEMA
“People [should] feel listened to. A lot of times...
people say they are excited to give feedback
but when I’
ve done it in the past it hasn’t gone
anywhere or it becomes something that’s not
something that my feedback was placed into and
made an impact.”
- MATT MATUSIEWICZ
“Something isn’t going to be different unless we do
something different...the status quo is not working
...this plan...is a st
ep towards transformation,
towards something different, towards true
community power.”
- PENELOPE COLLINS
“CHAs/CHIPs can be used to uplift and articulate
community concerns and needs and be used as
a tool...
what can I do to further that advocacy?
My advocacy depends on the systems and my
engagement with them.”
- MICHAI FREEMAN
“What active roles can community members
have...? Making the community voice more
tangible [
and] leaning into community voice as a
principle.” - JW FRYE
“I think what frustrates community members
is when they hear about a project...it feels like
the go
vernment is already starting on it without
acknowledging community feedback...” - KATI KHOV
“What we want people to do is stay energized -
hold people accountable.”
- CLARITZA RIOS
“This is one of the important times where this
[CHIP] can be leveraged to do good with and for
the c
ommunity. It is about the people, because
that’s where the power is.” - MICHAEL RODRIGUEZ
Dear Community,
I am thrilled to share the Health, Housing, and Community Services Department’s (HHCS) Community Health Improvement Plan (CHIP). I have been excited to witness the process of developing this plan.
Our staff have worked closely with the Community Steering Committee (CSC) to identify broad goals and activities that will help guide our work over the next few years, and will initiate a cycle of long-term assessment, planning, and implementation.
The CHIP is not a strategic plan for either the HHCS Department, or our Public Health Division. Rather, it is a vision for improving the health of our community citywide. We remain committed to working with leaders across other City departments to advance the goals, objectives and strategies outlined in this plan.
The development of this plan is centered on the community’s voice and leadership. Throughout 2024 and into 2025, residents shaped this plan through listening sessions, interviews, a citywide survey, and participation on the CSC. We remain committed to continuing to engage the community in implementation and moving toward more active partnership.
I want to extend a heartfelt thank you to every member of the CSC for their dedication and leadership.
I have been honored to witness firsthand this truly unique process wherein community members were not only providing input but also actively shaping decisions and the final product.
Our focus now shifts to the critical challenge of using this plan to deliver measurable results and improve the health of our city. I am committed to this work and look forward to our continued partnership.
I acknowledge that these are difficult times given federal and state policy changes, but we remain determined to work collaboratively to make Berkeley healthy and welcoming for everyone.
Sincerely,
Scott Gilman
Direc
tor of Health, Housing, and Community Services
Health, Housing and
Community Services Department
Office of the Director
ContentsContents
Introduction, 7
Guiding Principles, 9
Assessment, 10
Improvement Planning, 12
Goals, 13
Objectiv
es, 15
Strategies, 17
Implementation, 19
Process, 19
Conclusion, 20
Appendices, 21
Berkeley Wellness Blueprint Community Health Improvement Plan 7 IntroductionIntroduction
The Berkeley Wellness Blueprint (BWB) is an initiative, launched in 2023, to improve community health in Berkeley. The process started with a landscape scan, which de
veloped an overview of the health status of residents, capacity of organizations and available resources. It then proceeded to a Community Health Assessment (CHA), which used data and community perspectives to identify health priorities. The next stage is this Community Health Improvement Plan (CHIP), which outlines steps toward solutions.
The City of Berkeley Health, Housing and Community Services (HHCS) Department, with Future of Public Health funding from the State of California, engaged JSI Research & Training Institute (JSI) to lead this initiative. A Community Steering Committee (CSC, Appendix A) has overseen the process and played a central role in ensuring the CHA/CHIP remain focused on the community’s perspective. This CHIP reflects carefully considered approaches to improve health, safety, and equity in Berkeley at this moment based on recently collected data. It also attempts to align with priorities from other public sec
tor departments and jurisdictions (see Appendix B).
However, conditions locally and externally can shift quickly, posing challenges to the relevance of CHA/CHIPs. For example, CHA/CHIP processes lost their momentum and relevance when the COVID-19 pandemic upended all aspects of life in March 2020. Significant shifts have occurred during the development of this CHA/CHIP due to funding cuts, executive orders, and dramatic changes in priorities at the federal and state level.
CHIP DEFINED
A community health improvement plan (or
CHIP) is a long-term, systematic effort to
addr
ess public health priorities based on
data and community input.
The Public Health Accreditation Board
(PHAB) states that “A community health
improvement planning process involves an
ongoing collaborative, community-wide
effort to identify, analyze, and address health
problems; assess applicable data; develop
measurable health objectives and indicators;
inventory community assets and resources;
identify community perceptions; develop
and implement coordinated strategies;
identify accountable entities; and cultivate
community ownership of the process. A
plan is typically updated every three to
five years.” PHAB adds that CHIPs should
“not be limited to issues clarified within
traditional public health or health services
categories, but may include environmental,
business, ec
onomic, housing, land use, and
other community issues directly affecting
the public’s health.“
Our process has followed that description,
taking a broad perspective on health
and reflecting the voices and input of
community stakeholders.
Berkeley Wellness Blueprint Community Health Improvement Plan 8 Given these rapidly shifting conditions, and the
Berkeley Wellness Blueprint’s intention to initiate a
long-term planning cy
cle, the focus of this CHIP is
to emphasize the guiding principles and overarching
goals that emerged from our community-engaged
process. These key elements go beyond the current
moment and should guide collaborative action moving
forward. Specific objectives and strategies that could
advance the goals and principles were identified
through discussions with community members
and city staff (see Improvement Planning, page 12).
Ho
wever, these strategies should not be viewed as
prescriptive but rather a starting place that will require review and refinement. Words and reports on their
own do not create change, especially when there is
not a requirement or dedicated funding. An engaged,
acc
ountable process co-owned by government and
community is the clear path toward having an impact.
For Community Members: This Blueprint is an acknowledgement that your voice, your experience, and your wellbeing are the ultimate measure of a thriving Berkeley. It reflects an intention to address systemic barriers you have identified and to shift from a top-down model to one of co-ownership, where your insights directly shape the decisions that affect your life and your neighborhood.
For Community-Based Organizations: This document validates the essential role you play as trusted leaders and service providers. It is a strategic tool for the resources your communities need and a starting place for building stronger, more impactful coalitions with the C ity and other
partners. The plan’s emphasis on expanding the community-connected workforce and expanding and streamlining funding opportunities is a direct response to the needs you have articulated.
For City Staff: This Blueprint is your guide for embedding health and equity into the fabric of city operations. It provides a clear mandate for inter
departmental and interdivisional collaboration to address the root causes of health disparities, from housing instability to air quality. It is a tool to help align your work with community-defined priorities and guidance to measure the real-world impact of your efforts.
For City Officials: This Blueprint is a reflection of the priorities, concerns, and aspirations of your constituents. It underscores how systemic and policy decisions shape the health and well-being of the community, and provides an approach for making informed choices that advance equity. It calls for continued collaboration with community members, City staff, and Communit
y-Based Organizations (CBOs) to ensure that policies
and resources support the community priorities. It offers both a vision and measurable benchmarks to help track progress on the issues that matter most to the people you serve.
This report is intended for Berkeley community members, community-based organizations, and City of Berkeley staff and elected officials to encourage collaboration in advancing health, equity and wellness in Berkeley.
WHAT THIS MEANS FOR YOU
Berkeley Wellness Blueprint Community Health Improvement Plan 9
GUIDING PRINCIPLES
Four principles emerged from review of the CHA data, identified health priorities, and discussions about the desired approach for the BWB. These principles guided the identification of the objectives, strategies, and actions that follow and should be applied when making health-related policy and practice decisions in Berkeley.
1. Balance ambition with feasibility: The purpose of this document is to chart a course toward implementation, and to av
oid producing a static document that sits on a shelf. The reality is that the CHA/CHIP process does not have built in resources or authority. Its power will only come from buy-in from stakeholders, and the ideas must be adaptable as conditions change in Berkeley and beyond.
2. Cultivate Cross-sector work: Many of the drivers of wellness and health equity are outside the purview of Public Health.
Communities ar
e complex and interdependent and taking on any
substantial priority in one area is going to require collaboration in terms of making policy, sharing resources, and working toward the same metrics and measures. In Berkeley, at any given time, there are multiple planning processes, commission meetings, and policy debates happening. Figuring out better ways to collaborate and solve problems in multiple sectors at once is crucial.
3. Emphasize prevention: Creating better balance between crisis response and prevention is crucial for addressing root ca
uses. There will always be a need for services to address individual needs, and those services should be affordable and truly accessible for all people. However, the need for services can overwhelm efforts to focus on preventing problems in the first place. Prevention is hard to see in action, due to the long time horizons and challenges demonstrating something that doesn’t happen, but is often more efficient and reduces suffering.
Typically governments spend <4% of their health resources on prevention; even a modest increase can have significant long- term benefits.
4. Establish a long-term cycle: This CHIP is a step in a longer- term cycle of assessment, planning, and implementation. The goal o
f this process is to develop the capacity for sustained cooperative problem-solving around health, safety, and equity priorities. California now requires public health departments and Medi-Cal health plans to collaborate on assessment and planning processes every three years. This presents an opportunity to rebuild trust and achieve impacts through sustained effort.
Assessment
Improvement
Planning
Implementation
FIGURE 1: Health and Wellness
Improvement Process
Berkeley Wellness Blueprint Community Health Improvement Plan 10 AssessmentAssessment
The Community Health Assessment (CHA) is the foundation of the Berkeley Wellness Blueprint. Drawing on input from hundreds of community members, city staff, and local organizations through focus groups, interviews, and a citywide survey, the CHA reflects the priorities, concerns, and lived experiences of Berkeley’s diverse communities. In summary, the CHA elevated four priority health topics and resulted in six key insights. Readers are encouraged to explore the full CHA for the data and stories that shaped this CHIP
.
Housing
Being able to live in a place that
is safe, affordable, and stable
Environmental Health
Being safe from things like
pollution and wildfires, having
clean air, water, and land, having
access to parks and green spaces,
and de
aling with the effects of
climate change
Behavioral Health
How common mental health [and
substanc
e use] problems are (like
depression, anxiety, loneliness and
stress), and if people can get the
care they need
Community Safety
How often people get hurt or
experience violence and whether
everyone feels safe in all areas of
Berkeley
PRIORITY HEALTH TOPICS AS DEFINED IN THE COMMUNITY HEALTH ASSESSMENT Assessment
Berkeley Wellness Blueprint Community Health Improvement Plan 11
INSIGHTS
1. There is a lot to be proud of when it comes to wellness in Berkeley. Residents expressed pride in Berkeley’s values of justice and equity. Additionally, the city’s natural beauty, parks, and w
alkable neighborhoods contribute to well-being
and were frequently named as sources of joy, health, and connection.
2. Diversity is highly valued and racism is deeply rooted.
Residents celebrate Berkeley’s racial and diversity. At the same time, many recognize that racism—both structural and interpersonal—c
ontinues to affect access to opportunity,
safety, and health outcomes for communities of color.
3. Health is connected to where people live. Neighborhood conditions, such as housing affordability, access to healthy food, safety, and environmental quality, significantly influence health and life expectancy. South and West Berkeley face greater health challenges compared to other parts of the city.
4. More transparency and collaboration are needed to increase trust and effectiveness of health improvement efforts.
Community members expressed a desire for more inclusive, open, and accountable systems—particularly between the
cit
y and historically marginalized communities. Building trust requires shared power, clearer communication, and sustained collaboration.
5. Berkeley is becoming a more difficult place for people to afford to live well. Rising housing costs, economic inequality, and displacement are making it harder for residents—
especiall
y low-income families and people of color—to remain
in Berkeley and thrive. This has ripple effects on health, stability, and belonging.
6. Connection and safety are essential for supporting mental and physical well-being. People emphasized the importance of feeling safe, connected, and seen in their communities.
The nee
d for mental health resources, safe public spaces, and
stronger social connections will foster both individual and collective health.
Assessment
Berkeley Wellness Blueprint Community Health Improvement Plan 12 Improvement Improvement
PlanningPlanning
Address
Disparities
in Life
Expectancy
Increase
Community
Power and
Partnership
GOALS
OBJECTIVES
FIGURE 2: CHIP Goals
What community m embers see as
nec
essary for a thriving Berkeley.
After reviewing the data and having many conversations
with community stakeholders, two goals stood out both
for their univ
ersality and potential impact: addressing
disparities in life expectancy and increasing community power and partnership.
It’s important to note that these two goals are extremely complex and difficult to influence, and they are shaped in large part by policies and systems beyond the city’s control (such as historic and structural racism and US economic policy
). This emphasizes the need to prioritize cross-sector
work, balance ambition with feasibility, and establish
a cycle that continues to evaluate and assess progress
and next steps in order to have a long-term impact (see Guiding Principles, page 9).
Improvement
Planning
Berkeley Wellness Blueprint Community Health Improvement Plan 13 3 WAYS TO FOCUS ON ADDRESSING LIFE EXPECTANCY DISPARITIES Build a fuller story - Use specific and detailed data to track and understand progress among communities most impacted by life expectancy disparities—especially by race, income, and neighborhood.
Think across generations – Disparities exist across the lifespan, and often affect all members of a family, infants to grandparents.
Efficient strategies will have an impact for all ages.
Focus on neighborhoods – Specify strategies and resources that target improving conditions in neighborhoods with the most disparate outcomes and encourage multiple public systems and agencies to work together to improve outcomes in those neighborhoods. Improvement Planning
FIGURE 3: Life Expectancy at Birth by Census Tracts
Source: City of Berkeley Public Health Officer Unit, Epidemiology & Vital Statistics, US Census Bureau Note: Life expectancy for the census tract where the University of California, Berekely campus is located is omitted because there is a very small number of people that actually live in this census tract.
Age in Years of Life Expectancy at Birth
77.8 - < 81.7
81.7 - < 86
86 - < 89.6
89.6 - 90.7
GOALS
GOAL 1:
ADDRESS DISPARITIES
IN LIFE EXPECTANCY
One of the most stunning data points regarding health
in Berkeley is the disparity in life expectancy: residents in the Berk
eley Hills enjoy an average life expectancy of
91 years, while in South and West Berkeley the average
is just 78 years. Similar disparities exist across racial and ethnic groups (see the CHA report for more details).
These disparities are the result of factors including racial discrimination, differential economic opportunities, and unequal access to resources. While unjust and tragic,
these disparities also present the greatest opportunity for improving health outcomes in the city. It is critical to focus the attention of this CHIP and other planning and decision making on strategies to address the root causes of these disparities.
Berkeley Wellness Blueprint Community Health Improvement Plan 14 5 STEPS TOWARD BUILDING COMMUNITY PARTNERSHIPS
Commit to equity and centering community: Begin with
clear statements expressing dedication and action steps to impr
oving health and equity outcomes and being truly
community-centered and community-led.
Focus on building trust: Relationships between city staff, community members, and leaders of local organizations and businesses n
eed to be based on trust and shared interest
not just a consideration of the loudest voices. Utilize informal spaces for problem solving, establish a shared understanding of government functions, and create mechanisms for public accountability.
Establish accessible and consistent communication: Design communication and information management approaches
that fa
cilitate high levels of engagement and transparency.
The goal is to determine approaches that are easy to use and bidirectional,for rapid feedback and shared understanding.
Cultivate community ownership and capacity: Actively
engage community stakeholders throughout processes.
This inc
ludes having multiple roles for community members
including providing input, making decisions, signing off on final products, and fair compensation for time spent. Build in time for individualized support (e.g., office hours, coaching) and create opportunities for participants from different sectors and groups wrestling with similar challenges to connect and troublesh
oot collaboratively. Community steering committees
play a central role in guiding this.
Implement a process with continuous feedback and
adaptation: Incorporate flexibility and responsiveness to the needs of participants and solicit feedback to monitor progress and identify emerging issues. Make the schedule for review and f
eedback clear from the outset.
Across Berkeley, community members and leaders have expressed a lack of trust in local government, citing persistent issues with transparency, resource alloca
tion, and accountability. Importantly, this frustration is with systemic barriers—not the individuals working within these systems. There is broad recognition that local government is made up of passionate, dedicated people committed to serving their communities. Local government needs to become more accessible and collaborative, truly meeting communities where they are.
This requires institutions to critically examine their structures and ask: ‘Who is this working for? And who is being left behind—particularly those most impacted by health disparities?’
Improvement
Planning
GOAL 2:
INCREASE COMMUNITY POWER AND PARTNERSHIP
“A lot of requests are for the community to
‘tell us your story’ and then in return, they
feel like they don’t get anything so…there’s
a feeling of hopelessness. If you’re gonna
promise people things, at the very baseline
deliver on that promise.”
-Community Interview Participant
Berkeley Wellness Blueprint Community Health Improvement Plan 15
OBJECTIVES
From January-May 2025, collaborative workgroups of
Community Steering Committee (CSC) members and city
staff, wi
th facilitation from JSI, reviewed the CHA data
and existing Berkeley policies, resources and initiatives.
From the four priority health topics that were identified (housing, environmental health, behavioral health, and
community safety) each workgroup established a single,
high-le
vel objective. Each of those objectives is intended
to apply to the entire City of Berkeley with an emphasis on priority populations.
These four priority health topics are interconnected and require shared responsibility beyond public health: they are in alignment with strategic priorities across other agencies and across Alameda County, the state and the
country. For more on this see Appendix B.
PRIORITY POPULATIONS
Based on the data review and input from
stakeholders during the landscape scan and CHA
phases of this projec
t, an extra emphasis was
placed on these populations.
• Black/African American people
• Latine/Latinx/Hispanic people
• LGBTQIA+ people
• Residents of South and West Berkeley
• Youth
That does not mean that improving the health of
other people and populations is not important, a
both/and approach is necessary.
OBJECTIVES
FIGURE 4: CHIP Goals and Objectives
Environmental
Heal
th
Reduce impact of
poor air quality
Address
Disparities
in Life
Expectancy
Increase
Community
Power and
Partnership
GOALS
Behavioral
Health
Decrease rates of
depression,
anxiety, and
severe mental
health crises
Housing
Decrease
displacement
and housing cost
burden
Community
Safety
Improve
walkability and
walk
ing safety
Improvement
Planning
Berkeley Wellness Blueprint Community Health Improvement Plan 16
OBJECTIVES
HIGH-LEVEL
MEASURES
• Increase the number/
percentage of affordable
units of housing
• Decrease housing cost
burden
• Decrease asthma-related
hospitalizations and ED
visits among youth
• Decrease adult asthma
prevalence by Census
Tract
• Decrease school days
missed due to asthma
• Decrease mental health-
related hospitalizations
and ED visits for severe
conditions
• Increase use of 988 line
by Berkeley residents to
access support
• Increase utilization of low-
cost or free prevention
and treatment services
• Decrease pedestrian
injuries/deaths
• Improve Walkability
index score
High-Level Monitoring
In order to track progress on the four health topic objectives, both high-level and incremental-performance measures should be collected. High-level monitoring measures track the big-picture results and are outlined in the table below. These measures came out of the CHA process and were identified by the community and the CSC as proxies for the four priority objectives. Because these measures are tied to complex issues, changing them will require effort beyond the capacity and resources of HHCS and will likely take place over a longer time frame than the three-year CHA/CHIP process. Despite those difficulties, progress on these measures should continue to be part of data collection and analysis in order to maintain connection with the issues that identified as most important for improving health, equity, and wellbeing. Incremental performance measures are shorter-term improvements that track incremental change towards the health topic objectives. See Appendix C for details on how performance measures fit into action planning for this CHIP.
TABLE 1: Health Topic Objectives & High Level Measures
Improvement
Planning
Community Safety
Improve walkability and
walking safety
Behavioral Health
Decrease rates of depression,
anxiety, and severe mental
he
alth crises
Environmental Health
Reduce impact of
poor air quality
Housing
Decrease displacement and
housing cost burden
Berkeley Wellness Blueprint Community Health Improvement Plan 17
CATEGORY DEFINITION
Maximize state and local resources. Across topics
there are opportunities to draw down additional
resour
ces and to increase the impact of current
funding. In particular, the city could play a key role
convening leaders from community organizations
to create strategic networks and build capacity to
receive funding.
Expand the community- connected health
workforce. There are a number of new or
underutilized reimbursable classifications
(community health workers, doulas, violence
prevention specialists, etc.) that could serve to
impro
ve health and safety through connections
outside clinic walls while also creating positive
career pathways. However, the value of a
community connected workforce is undermined if
individuals can’t afford to live Berkeley.
Foster community connection. Community
members believe that Berkeley is thriving when
it’s a place that fosters community connection
—where people are seen, heard, respected,and
valued not only when they received services, but
by their neighbors and in gathering spaces. It’s
also more than a personal experience but a public
health necessity that strengthens mental health
and community resilience.
STRATEGIES
When discussing strategies to advance the health topic objectives, three key categories consistently emerged: resources, workforce, and belonging. F
or strategies to succeed, they must to maximize
resources, expand the community-connected health workforce, and foster a sense of belonging. These categories highlight the interconnected nature of the health topics and present an opportunity for City of Berkeley departments and community partners to work together on shared underlying issues.
Resources
TABLE 2: Strategy Categories
Workforce
Belonging
OBJECTIVES
Reduce impact
of poor air
quality
Address
Disparities
in Life
Expectancy
Increase
Community
Power and
Partnership
GOALS
Decrease rates
of depression,
anxiety
, and
severe mental
health crises
Decrease
displacement
and housing
cost burden
Improve
walkability and
walking safety
Resources
Workforce
Belonging
STRATEGIES
FIGURE 5: CHIP Goals, Objectives, and Strategies
Improvement
Planning
Berkeley Wellness Blueprint Community Health Improvement Plan 18 Workgroups identified one strategy in each category to advance in the next three years, laying the groundwork for the implementation part of the cycle. Given funding and policy uncertainty, these ideas reflect current thinking about “how” to improve the overarching goals and health topic objectives in alignment with the principles described above. City staff and community members will need to collaborate to modify this approach based on changing conditions and opportunities and to maintain accountability to each other and this process. See Appendix C for an initial se
t of potential activities to advance these strategies.
Housing Environmental Health Behavior al Health Community Safety Resouces Provide assistance for
CBOs to participate in
housin
g-related funding
opportunities.
Deepen partnerships
between Housing and
Community Services and
the Office of Energy and
Sustainable Development
to facilitate the process of
cre
ating green residential
buildings.
Facilitate regular
convenings to improve
collaboration and
data-sharing between
organizations.
Prioritize bike/pedestrian
infrastructure
investments in areas
with the greatest need,
based on equity, safety,
and community health
indicators.
Workforce Expand youth internship
opportunities across
educational institutions
and CBOS
, that support
building and renovating
housing.
Expand community
outreach and
implementation of tree-
planting initiatives in
South and West Berkeley.
Implement targeted
hiring initiatives and
leverage training
programs to ensure
representation of priority
populations.
Grow the network of
alternative responders
and violence prevention
specialists to strengthen
safety and social
connection.
Belonging Enhance outreach,
application assistance,
and education
camp
aigns to increase
participation in
Housing Preference
application for displaced
community members
and their families.
Identify regions with
frequent air quality related
school absences and work
with those communities
to develop practical
solutions.
Train youth mentors and
implement evidence-
based mental health
curricula, with a focus
on improving students’
sense of safety and
belonging.
Increase neighborhood
interaction and
engagement.
TABLE 3: Strategies by Health Topic
Improvement
Planning
Berkeley Wellness Blueprint Community Health Improvement Plan 19 APRIL 2028 - AUGUST 2028
Phase 3: Refresh
• Identify potential Steering
Committee.
• Plan next CHA/CHIP cycle.
• Institutionalize successful
efforts
and systems changes.
• Confirm and communicate
community engagement
opportunities for next
CHA/
CHIP.
ImplementationImplementation
The implementation of the CHIP, and preparation for the next assessment, will occur across 3 phases over the next 3-5 years.
This phased approach establishes accountability and oversight at the beginning with a set of formative steps, then moves to a focus on taking ac
tion. Throughout these phases there are reminders to review and revise the approach and to communicate out to stakeholders. Without a clear implementation process, all of the momentum built up during the CHA and CHIP processes can dissipate. The result would be both a lost opportunity to address priority health and equity concerns and also eroded trust among the stakeholders who provided time and good faith effort.
PROCESS
SEPTEMBER 2025 - MARCH 2026
Phase 1: Preparation
• Identify a staff lead and allocate dedicated
time for the implementation of each
Health Topic Objective.
• Confirm and meet with 4 CSC members
to continue their role as stewards of the
process, with an emphasis on co-leading
the CHIP objec
tives implementation
meetings.
• Hold a planning and design meeting
to engage staff from multiple city
departments with community
stakeholders to think creatively about how
to advance the CHIP goals and objectives.
• Put together advisory group for each of
the 4 health topics include at least 1 staff
member, 1 community organization, 1
community member
• Adequately compensate community
members supporting CHIP planning
implementation and evaluation.
APRIL 2026 - MARCH 2028
Phase 2: Action
• Schedule a minimum of quarterly meetings with
advisory teams.
• Set a regular schedule for reporting back to
the community on progress of CHIP objectives
(minimum every 6 months).
• Confirm performance measures for each health
topic area, people responsible for tracking each
measure and build measures into city systems,
such as r
esults-based accountability and other
departmental metrics.
• Midpoint assessment: review of strategies and
measures, government funding and decision
making processes, name opportunities to
improve collaboration. Share findings with the
community.
• Identify new and existing programs that can
contribute to addressing health topic objectives.
• Publish annual progress report with progress
updates on measures and community power
and partnership initiatives.
Implementation
Berkeley Wellness Blueprint Community Health Improvement Plan 20 ConclusionConclusion
The Berkeley Wellness Blueprint is more than
a report; it is a commitment to a different
wa
y of working together to build a healthier,
more equitable city.
It is a starting point, born from the voices and experience of the Berkeley community, that provides a shared direction and a frame
work for accountability. The overarching goals
of closing the staggering gap in life expectancy and building genuine community power will not be achieved by this
document alone. Success requires sustained, collective
action. The power of this plan will only be unlocked
through the dedicated efforts of residents, city staff and officials, and community-based organizations working in partnership.
For Community Members: Stay involved and hold
decision- makers accountable. Participate in the public meetin
gs where progress will be reported. Share your
experience to help refine these strategies. This is your plan:
your continued engagement will ensure it leads to the tangible, lasting change you desire to see in your community.
For Community-Based Organizations: Use this
Blueprint as a foundation for partnership and advocacy.
Par
ticipate actively in the convenings and capacity-building opportunities proposed in the plan to strengthen your networks and access new resources. Support community members to
participate and raise their voices. Collaborate with the city to refine and implement the strategies, bringing your expertise to ensure initiatives are culturally responsive and effective.
For City Staff: Champion the objectives of this plan within your department. Proactively identify how the strategies outlined f
or housing, environmental health, behavioral health,
and community safety can be integrated into your team’s work plans and metrics. Take the lead in convening stakeholders for creative problem- solving and commit to transparent reporting to build and maintain community trust.
For City Officials: Endorse this Blueprint and use the
goals, principles, and objectives to focus citywide attention and resour
ces. Explicitly refer to the Blueprint when making policy and resource decisions and encourage other officials and staff to do the same. Support and participate in the convening of stakeholders to review progress and creatively solve problems, and use y
our visibility to highlight transparent reporting.
Call to Action
Berkeley Wellness Blueprint Community Health Improvement Plan 21 Claritza Rios
(she/her)
Claritza is a physician from South Berkeley who has experience providing care in emergency, internal, and palliative medicine. She identifies as an immigrant Latina as well as a member of the LGBTQIA+ community who wants to be able to “slam doors open for people,’’ by being an agent of change towards health equity and becoming a voice for the oppressed. Claritza appreciates the importance of addressing health equity by tackling social determinants of health and a
dvocating for better services and policies for her community.
Matt Matusiewicz
(he/him)
Matt is a research analyst for the Division of Health Equity and Society in the Department of Medicine at the University of California, San Francisco. Drawing on his family’s experiences and strength, Matt is dedicated to advancing the he
alth and well-being of low-income and immigrant communities. Since 2019, he has been heavily involved with East Bay Sanctuary Covenant/Santuario in Berkeley, working to enhance the health and welfare of asylum seekers through comprehensive social, legal, and health services. As a graduate from UC Berkeley with experience in health and social service provision focused on housing, homelessness, and immigration, Matt is committed to supporting the Steering Committee in its mission to shape impactful policies that improve the well-being of Berkeley’s residents.
Penelope Collins
(she/her)
Penelope is a retired veterinarian who is currently on the Commission on Aging for the City of Berkeley and whose family has lived in Berkeley for generations. She currently lives in the South Berkeley house her grandparents built in 1929 an
d brings a deep understanding of Berkeley’s history with hopes it can help inform the development of realistic wellness goals for Berkeley residents. Penelope doesn’t want Berkeley to lose the magic she has experienced as a lifelong resident.
Rosio Almaguer
Andr
ade
(she/they)
Rosio works at Berkeley’s Ecology Center focusing on food systems and is currently getting their master’s in urban planning. They identify as a non-binary, Latinx first-generation college graduate who works with farmers market professionals as well as local government and community members to expand food access. Rosio views public health through the intersectional lens of food justice and urban planning and hopes the Community Steering Committee exper
ience will give them the opportunity to continue their current avenue of work.
Kaitlyn (Kati) Khov
(she/they)
Kati is a recently-graduated transfer student at UC Berkeley with a degree in urban studies who has experience in advocating for policy change and proposal writing. As a cancer survivor and member of the disabled and LGBTQIA+ communities, h
er goal for the Community Steering Committee is to work collaboratively to inform funding initiatives and development in disenfranchised communities. Kati’s highest priority is to serve local communities in highly exposed areas facing displacement.
Michael Rodriguez
(he/him)
Michael is a physician and the Executive Director of the California Alliance for Academics and Communities for Public Health Equity and currently resides in Berkeley’s Oceanview neighborhood. As a bi-lingual, first-generation Latino American, he has experience providing health care for low income communities and people with mental illness.
Appendix A: Community Steering Committee Members and Bios
Berkeley Wellness Blueprint Community Health Improvement Plan 22 Michai Freeman
(she/her)
Michai is the Systems Change Advocate at the Center for Independent Living where she works to reduce barriers to accessibility and inclusion in community and public programs. She identifies as black woman with a physical disability, with experience in disability and health education, as well as wellness delivery services. Michai feels it is essential for people with disabilities to be involved in the Berkeley Wellness Blueprint, especially when it comes to community enga
gement.
JW Frye
(he/him)
J.W. is the Executive Director at Rebuilding Together East Bay Network where his work focuses on addressing health equity in housing and senior services through workforce development, opportunities for older adults, as well as inter
generational engagement and skill sharing. He believes there are ways to continue improving public health through uplifting the diverse lived experiences of Berkeley’s residents. J.W. sees his background in public service as valuable to the Community Steering Committee to ensure any recommendations are informed by community members.
Israel Nikodimos
(she/her)
Israel is a student at Berkeley High who has been involved in Berkeley’s Youth Equity Partnership is a volunteer at UCSF children’s hospital shadowing doctors and seeing what it means to be heavily involved in medicine. She has participated in a numerous amount of services that help benefit her community such as black student union president and student council as well as read and reviewed grants to help fund local programs that benefit young children.
Isabella Ledezema
(she/her)
Isabella is a student at Berkeley High and is involved with Berkeley’s Youth Equity Partnership with experience presenting deliverables to the city and school district. She is excited to be part of action oriented work to impact communit
y health.
Appendix A: Community Steering Committee Members and Bios (cont)
Berkeley Wellness Blueprint Community Health Improvement Plan 23 Appendix B: Alignment with Local, State, and National Priorities Planning Documents
Health Topic Objectives City/County State National
Housing 2024 Alameda County 10 Year Hous-
ing Plan
2 022-2025 Alameda County Commu-
nity Health Assessment
Berkeley Housing Element Update
California Health and Human Services
Agency (CalHHS) Program Priorities
(2024-2025)
California Statewide Housing Plan
(2022)
Healthy People 2030 Objectives
Department of Housing and Urban
Development Strategic Plan (2022-
2026)
CMS Rescission of Guidance on
Health-Related Social Needs (2025)
Environmental Health General plan EJ Element update
(2026)
By Climate A
ction Plan update (2025)
California Department of Public
Health Strategic Plan 2025-2030
California State of Public Health Re-
port (2024)
Healthy People 2030 Objectives
CDC National Center for Environmen-
tal Health Strategic Framework (2024)
Behavioral Health 2022-2025 Alameda County Commu-
nity He
alth Assessment
Mental Health Services Act (MHSA)
Annual Update 2025-2026
California Youth Behavioral Health
Initiative
California Department of Public
Health Strategic Plan 2025-2030
Behavioral Health Services Act Pop-
ulation-Based Prevention Program
Guide - Phase 1
Healthy People 2030 Objectives
SAMHSA Strategic Plan (2023-2026)
Community Safety Berkeley Reimagine Public Safety
Task Force
20 22-2025 Alameda County Commu-
nity Health Assessment
California Department of Public
Health Strategic Plan 2025-2030
California State of Public Health Re-
port (2024)
California Violence Intervention and
Prevention Program (CalVIP)
Healthy People 2030 Objectives
2022-2026 U.S. Department of Trans-
portation Strategic Plan
Berkeley Wellness Blueprint Community Health Improvement Plan 24 Appendix C: Potential Activities & Accountability
The health topic workgroups identified a set of potential implementation activities and policy changes that would advance each strategy. The expectation is not that all of these actions will be taken but rather that city staff and community members will meet during Phase I of Implementation to review and prioritize the activities based on evolving conditions. Additionally, at that point, timelines and performance measures will be set for the prioritiz
ed actions. The performance measures will be selected based on alignment with Results-Based Accountability (RBA) measures that HHCS and other city departments are establishing as well as other easy to collect measures that can serve to monitor progress.
Housing
Strategy Activities/Policy Changes Timeline Performance Measures Leads/Responsible Parties Resources: Provide
assistance for CBOs to
par
ticipate in housing
-related funding
opportunities.
• Share learnings from successful housing initiatives (i.e. Co-op model)
• Convene housing focused and housing adjacent CBOs to
build capacity and provide technical assistance around CalAIM par
ticipation
• Create a single application for CDBG funding in housing creation, preservation and workforce
Workforce: Expand youth
internship opportunities
acr
oss educational
institutions and CBOS,
that support building and
renovating housing.
• Improve and streamline communication to increase
participation around Housing related internships (i.e.
coun
cilmember Lunapara’s and Mayor Ishii’s internships)
• Expand internship opportunities to support building and renovating housing
• Inventory and collate physical sites and assets being leveraged for housing related workforce development
Belonging: Enhance
outreach and application
assistanc
e to increase
participation in Housing
Preference application
for displaced community
members and their families.
• Evaluate applications to gauge percent of applicants and awardees who are facing displacement or have been displaced • Collaborate with CBOs working with target community to increase awareness
To be filled out during phase 1 of Implementation.
Berkeley Wellness Blueprint Community Health Improvement Plan 25
Environmental Health
Strategy Activities/Policy Changes Timeline Performance Measures Leads/Responsible Parties Resources: Strengthen
partnerships to facilitate the
proc
ess of creating green
residential buildings.
• Collaborate with the Office of Energy and Sustainable Development to implement Section 4.1 of the Berkeley
Existing Buildings Electrification Strategy to transition existing residential buildings into green buildings
• Work with developers contracted for new residential buildings to ensure they run on green energy
Workforce: Expand
community outreach and
implementation of tr
ee-
planting initiatives in South
and West Berkeley.
• Work with Parks and Recreation Department, recruit
community members to discuss and decide how to reach
mor
e people with existing tree planting initiatives
Belonging: Identify regions
with frequent air quality
relat
ed school absences and
work with those communities
to develop practical solutions.
• Cross-reference absenteeism data with poor air quality data to identify regional clusters impacted by exposure to poor air quality
• Create an advisory board/steering committee consisting of residents and communities in the identified regions to discuss how to move forward with reducing impacts of poor air quality Appendix C: Potential Activities & Accountability (cont) To be filled out during phase 1 of Implementation.
Berkeley Wellness Blueprint Community Health Improvement Plan 26
Behavioral Health
Strategy Activities/Policy Changes Timeline Performance Measures Leads/Responsible Parties Resources: Facilitate
regular convenings, service
alignment
, and data-sharing
related to behavioral health
services with measurable
improvements in cross-
organizational collaboration.
• Identify a coordinator to revive the School-Linked Health Program model.
• Map all organizations providing BH and adjacent services. • Develop a charter for the collaborative group.
Workforce: Implement
targeted hiring initiatives and
lev
erage training programs
to ensure representation of
priority populations in the
behavioral health workforce.
• Form direct partnerships with community colleges, local cultural organizations and faith-based groups to create a pipeline f
or job applicants.
• Create structured, paid internship or apprenticeship programs.
Belonging: Train youth
mentors and implement
eviden
ce-based mental
health curricula, with a focus
on improving students’ sense
of safety and belonging.
• Launch a targeted recruitment campaign for mentors within specific neighborhoods and cultural communities.
• Organize structured, low-pressure events to allow potential mentors and mentees to interact
• Form a committee of students, teachers, and school
counselors to review and select an evidence-based mental he
alth curriculum
Appendix C: Potential Activities & Accountability (cont) To be filled out during phase 1 of Implementation.
Berkeley Wellness Blueprint Community Health Improvement Plan 27
Community Safety
Strategy Activities/Policy Changes Timeline Performance Measures Leads/Responsible Parties Resources: Prioritize bike/
pedestrian infrastructure
inv
estments in areas with
the greatest need, based
on equity, safety, and
community health indicators.
• Convene cross-sector stakeholders in priority neighborhoods • Map revenue streams to support improved bike/ped safety and develop set of revenue recommendations
• Identify aligned strategies in the General Plan update (2026) • Engage Reimagining Public Safety Task Force
Workforce: Grow the
network of alternative
respon
ders and violence
prevention specialists to
strengthen safety and social
connection.
• Provide housing assistance and support to violence prevention specialists
• Create training and placement pipeline for community- connected workforce (CHWs, alternative responders, etc.) with BHS and BC
C
• Designate city point person to coordinate community-
connected workforce
• Expand school-area safety measures (crossing guards and pedestrian lamps)
Belonging: Increase
neighborhood interaction
and en
gagement.
• Reduce cost and process for block parties
• Make use of public facilities easier and cheaper
• Identify neighborhood “captains” who would get modest benefits from the city and be a local organizer and source of information
• Set policy regarding encampments within 500 feet of schools Appendix C: Potential Activities & Accountability (cont) To be filled out during phase 1 of Implementation.