Berkeley City Council
June 9, 2026

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

2 cost of the improvements and activities, the amount of any surplus or deficit revenue to be carried over from the previous fiscal year and the amount of any contributions from other sources are named in the annual report and budget. There are no proposed changes in the boundaries of the district, however there is a 4% increase in the assessment basis approved by the board on February 19, 2026.

FY 2026 Annual Report and FY27 Budget

Summary of FY26 Budget

The budget for Fiscal Year 2026 included BID assessments which resulted in new revenue of $225,761, and carryforwards of $30,000 from FY 2025, which added to new revenue resulted in a FY 2026 budget of $251,761. The following table shows the Budget Allocations by category and percentages as well as the estimated expenditures to the end of the fiscal year on June 30, 2026. Total expenditures for the year are estimated to be $289,921 with any remaining funds to carry forward in each category to FY 2027.

NORTH SHATTUCK

ASSOCIATION
Service/Expense
Category
Allowable
% of
Annual
Budget
Carry
Forward from
Fiscal Year
2025
(Actual)
Fiscal Year
2026
Assessment
Revenue

Fiscal Year 2026
Expenditures
(Estimated to
6/30/26 including
Carryforward)
Maintenance/Civil
Sidewalks

40%

$12,000

$90,304

$138,500
District Identity &
Placemaking

25%

$7,500

$56,441

$67,100
Program
Management

30%

$9,000

$67,728

$71,730

Contingency

5%

$1,500

$11,288

$12,591

Subtotal Budget

100%

$30,000

$225,761

$289,921

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

3 ACCOMPLISHMENTS

During Fiscal Year 2026, the North Shattuck Association continued implementation of the activities and services outlined in the Management District Plan under a renewed annual contract between the City of Berkeley and the North Shattuck Association (NSA). Activities of the district are organized into Administration/ Program Management, District Identity and Placemaking, and Maintenance/Civil Sidewalks.

Accomplishments in each area are summarized below.

Administration/Program Management

▪ The Executive Director held regular meetings of the Board of Directors and General Association meetings available to merchants, property owners, City staff and elected officials, held regularly during the year, in person and via Zoom, to further the goals and objectives of the Association, focusing on business assistance, resumption of special events, and addressing safety and maintenance concerns in the district.

▪ Business and property owners were provided regular technical assistance available through various agencies, public and private to assist with improving safety, infrastructure improvements including road and sidewalk repair, and marketing. A comprehensive stakeholder survey, designed to gather both measurable priorities and thoughtful input about the future of North Shattuck was distributed to all merchants and will be used to set priorities for the coming year.

▪ The Association coordinated meetings of merchants, property owners, BPD, and the City’s Homeless outreach and mental health teams to address safety and security issues at various locations in the District.

▪ The Association Board voted to reallocate funds to upgrade the Safety Ambassador Program for the district for an additional 12 months incorporating trained security professionals and adding a 24/7 agent response feature, and overnight patrols, while continuing on-street hospitality and coordination on city maintenance and safety issues.

▪ The Association worked with the Berkeley Business District Network (BBDN) to address and provide input on citywide issues. The group also advocated for public safety through the implementation of camera systems in commercial areas and expansion of the Mental Health Outreach Teams.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

4 ▪ The Association coordinated with the Berkeley Chamber and Visit Berkeley on citywide events and marketing programs including Restaurant Week, the Berkeley Holidays campaign, the Berkeley Bucks program, and the City’s “Discovered in Berkeley” series.

▪ The Executive Director worked with the Ecology Center on the Farmers Market Thursday operations, vendors, and marketing, and attended Community Advisory meetings to plan for more music and activities in the market area.

▪ The Association maintained an inventory of all businesses and vacant retail and office space in the district and provided updates to the City’s Office of Economic Development. This year, several new establishments opened in the district including Chez Bar, Hopscotch Chicken, Nagoya Sushi, Alden’s Place and TNT Strength. Expansions are planned at Cheeseboard and Roast & Toast. Construction is nearing completion on 7-story mixed-use development at the former Shell gas station at Francisco St. and Shattuck and The Poulet property has plans for a mixed-use development including a relocation to the new building for Going Places Travel. Closures included Gorilla Cafe.

▪ The Association continues to engage Lockehouse (real estate firm) now representing the listing for the Bank of America site and parking lot regarding the attraction of the highest and best use. The NSA is working with the City of Berkeley to determine what zoning accommodations can be made on this site.

▪ The Association met with City of Berkeley Planning Department staff and City Councilmembers to prepare for their upzoning outreach and community engagement with the hope of bringing the highest and best use to the BofA and CVS sites in North Shattuck.

▪ The Association won a second round of funding from the UC Berkeley Chancellor's Grant and secured a Goldman School Capstone project to conduct an inventory streetscape features and research processes to introduce a capital improvement project for improving traffic conditions to make the district more walkable, enhance the streetscape with public art, and improve economic activity.

▪ The Association continued a partnership with Alameda County Stop Waste to introduce reusable foodware to district restaurants.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

5 Civil Sidewalks/Maintenance

▪ The Association continued funding for cleaning and regular maintenance for sidewalks, public spaces, and public property including sidewalk and gutter sweeping, weeding of tree wells, graffiti abatement and maintenance of the newly replanted landscaped ceramic planters throughout the district, adding two additional service days per week.
▪ The Executive Director coordinated with the City of Berkeley and Berkeley Police Department to address maintenance issues including street tree replacements, sidewalk steam cleaning and repair, trash receptacle maintenance, etc. as well as street behavior and vandalism, trespassing and illegal dumping issues on private property and sleeping during the day in the public right of way. Merchants were informed of available services and appropriate numbers for reporting incidents and requesting assistance for mental health issues.
▪ The Safety Ambassador Program for the district adding trained security professionals, 24/7 agent response, and overnight patrols to provide a welcoming presence for tenants, visitors, shoppers, and employees, to be additional "Eyes and Ears" for local community and law enforcement and develop and maintain active relationships with City Officials, Beat Officers, Fire Department and Public Works Department to assist in the intervention and prevention of crime.

▪ The Association installed the annual holiday lighting for the entire length of the district for the winter holiday season in the sidewalk street trees as well as in median tree locations with electricity access. The lighting provides ambience as well as security and pedestrian lighting in the darker winter evenings. The Association is researching ways to maintain the streetlighting throughout the year.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

6 District Identity/Placemaking

▪ District marketing includes the monthly e-newsletter with updates on business operations and hours, specials, events and classes, regular social media posts and boosts for businesses and special events as well as print and digital ads on local media and in the Berkeley Visitors Guide to promote the district. The Association website has been updated to reflect current businesses in the online directory with the weekly Farmers’ Market, monthly art openings, wine tasting, cooking and yoga classes.

▪ The Association coordinated with the Chamber, Visit Berkeley and the City on the Berkeley Holidays, Berkeley Bucks, Restaurant Week, and Discovered in Berkeley campaigns, promoting business participation, programs and offerings through our social media outlets, and participated in Shop Local social media campaigns promoting support for independently-owned businesses.

▪ The Association coordinated with Visit Berkeley to support the Berkeley Guide and showcase North Shattuck as a destination commercial district.

▪ The Vine Street Block Party was held on July 8, 2025, from 11-6 pm. The event included vendors from North Shattuck area shops and live music on a small stage. Thanks to a City of Berkeley Cultural Arts Grant the event was accessible for all, kid friendly, and supported Berkeley performers and artisans like The Jazz Odyssey Trio, Los Bahianatos, West Coast Sidecar and dancer Indigo Present.

▪ The Executive Director worked with the Ecology Center to organize ongoing community events for the North Berkeley Farmers Market with live music from the Berkeley High Jazz Band and other local acts, sustainable beer and wine, an Ecology Center pop-up shop and program booths, kid’s art projects and an Association marketing table with business information and giveaways.

▪ The Association funded a Halloween Trick-or-Treat event on October 30, 2025, involving approximately 20 participating businesses and farmers’ market vendors, live music, and kids’ arts, crafts, and games.

▪ The Holidays were celebrated with festive events held throughout December.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

7 The Joy Village Bazaar started things off on December 13, 2025 with a free holiday craft and community event at the former Books Inc. The Annual Saul’s Latke Party ran from December 13-22 and brought Hanukkah fun as did the ACCI Holiday Art Fair. The events were complemented by a North Shattuck Holiday Shopping Guide spotlighting businesses throughout the district.

▪ A new banner program has been installed with an inspired outdoor gallery featuring all Berkeley based artists’ works running the length of Shattuck Avenue from Delaware Street to Rose Street, accompanied by a webpage profiling the “Outdoor Gallery” with artist bios and district features, drawing foot traffic to the district.
▪ The Executive Director is a member of the Berkeley Nightlife Council working to organize improved economic activity and offering more opportunities to showcase Berkeley arts and culture.
▪ The North Shattuck District was selected to be one of the initial pilot districts for Berkeley Entertainment Zones. The NSA will work to define and model best practices for activating the small business corridor as the guidelines are shaped and the programing begins in FY2027.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

8 BUDGET - FISCAL YEAR 2027

Work Plan

The North Shattuck Association will continue implementation of the activities initiated in previous fiscal years and in accordance with the Management District Plan. Funds not expended in the previous year will be carried forward in addition to estimated Fiscal Year 2027 revenues. The work of the Association will continue to be guided by the Board of Directors and its committees. The goals and objectives for Fiscal Year 2027 are organized as outlined in the Management District Plan adopted in 2020.

Administration/Program Management

Goals: General oversight and direction of district activities; development of relations and coordination with outside groups and agencies, coordination of projects and programs, management of sponsorships and volunteers.

Objectives:
1) Oversee development of annual District work plan and detailed budgets, financial records and annual tax returns;

2) Conduct property owner outreach, property owner and business input to the Management Plan and various programs and activities;

3) Attend needed City of Berkeley Council and Commission meetings and prepare all required reports related to the annual City of Berkeley contract with the Association;

4) Prepare correspondence, letters of support, and grant applications with the City of Berkeley and other agencies;

5) Coordinate Board elections in July 2026 including nominations and property owner balloting;
6) Maintain working relationships with property owners, merchants, City of Berkeley, Chamber of Commerce, Visit Berkeley, and elected officials; 7) Continue to participate in the Berkeley Business District Network (BBDN) to review and evaluate proposed City policy changes, public improvement projects, planning changes and zoning amendments relevant to the commercial district.

Coordinate with district businesses and property owners to develop appropriate responses and present to City Council and Commissions;

8) Identify and act on any business education/assistance needs for business retention and inform businesses and property owners on how to access all

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

9 available business support financial and technical services; 9) Develop and distribute regular email newsletter updates to business and property owners with service accomplishments, event information, issue updates, and new business contacts;
10) Maintain inventory and lease information for vacant retail and office space in the district, current information for zoning regulations/amendments, and liaison with City and commercial brokers to attract and assist new businesses;

11) Prepare funding applications for public art and events through the City and State grant programs and administer projects and reporting;

12) Continue to work on parking issues in the district with the GoBerkeley Parking Program and investigate the improved usage of existing private parking resources for paid employee parking;

13) Work with the Berkeley Public Education Foundation, local schools and the Berkeley Business District Network to strategize additional fundraising events to provide additional funding for classroom grants, for theater, science, art and gardening programs.

District Identity & Placemaking

Goals: Create a unified, quality image for the district and implement promotion strategies that capitalize on the unique aspects of the area, including advertising, social media, brochures, special events, holiday promotions etc. Strengthen the physical environment and sense of place with public art, landscaping improvements and parklets, and other initiatives as developed.

Objectives:
1) Oversee implementation of the marketing and promotions strategy including designer/consultant selections, design processes, budgeting, and advertising placements;
2) Manage and promote the special events calendar and institute new events to further the image and various market segments of the district, including apparel, culinary, artisan production, and arts;
3) Integrate existing businesses into special events and marketing campaigns through various means, including sponsorship, participation, promotional tie-ins, etc.;
4) Coordinate public relations for the district and special events as needed.

Generate press releases and promote editorial pieces on commercial and retail developments in the area;
5) Continue regular updates of the district website with business information and upcoming classes, special events, etc., produce a monthly e-newsletter, and

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

10 maintain regular social media entries promoting business activities and press coverage;
6) Promote events at nearby venues such as Live Oak Park, Berkeley Arts Center, Theatre First and the Hillside Club. Work with producers to tie in district businesses through advertising and promotions;
7) Work with the City and Ecology Center on issues related to the Farmers Market operations and marketing. Assist on the coordination of events during the summer of 2026 (FY27), and other special events and business tie-ins to the market;
8) Assist businesses to produce smaller street events including ACCI Gallery’s Seconds Sale and Spring Art Market. Cultural showcases like Saul’s Latke Party, Block Parties, Halloween, Earth Day, etc. and to involve other businesses as partners and participants;
9) Oversee installation of improved streetscape lighting and the annual winter holiday street tree lighting;
10) Organize a Winter holiday marketing plan and events calendar with holiday themed festivities and promotion of business events;
11) Produce the “Taste of North Berkeley” restaurant walk to highlight neighborhood shops and restaurants;
12) Organize Association booths/tables at the weekly Farmers’ Market and other fairs and festivals with activities to promote the district and gain newsletter and social media subscribers;
13) Investigate grant funding opportunities and provide coordination between area businesses and property owners, City Departments, and outside agencies towards implementation of district- initiated projects and programs towards median improvement, pedestrian safety, improved bike facilities, and parking; 14) Investigate design and funding possibilities for a median landscaping improvement project to coincide with the Shattuck Ave. roadway repair project, including possible City funding and a UC Berkeley design class and Chancellor’s Grant application/award;
15) Investigate opportunities for public art projects with ACCI Gallery, local artists, and local schools, including rotating storefront exhibits, art projects, temporary mural projects, street pole banners, etc.

Maintenance And Civil Sidewalks

Goals:

Address issues related to cleaning and maintenance of the district; design and implement landscaping and other streetscape beautification improvements; provide input on development projects.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

11 Objectives:
1) Provide ongoing area maintenance monitoring, needs assessment, and coordination with appropriate city departments on projects including street tree replacements, curb repairs, median landscaping, trash receptacle cleaning, sidewalk repairs, bicycle facilities etc.;
2) Oversee service contract for regular sidewalk cleaning and landscaping including sidewalk planters and tree well maintenance and special projects as needed;

3) Manage the work of the district’s Safety Ambassadors to provide hospitality functions, connect with maintenance staff and area businesses, and address security and safety issues working with the Berkeley Police Department and;

4) Organize meetings of district businesses, property owners, Ambassadors, current BPD patrol officers and the City’s Mental Health team to identify and respond to street behavior issues, trespassing and illegal dumping issues, vandalism, and blocking of the public right of way;

5) Coordinate work of the city-funded Streets Team to assist with area clean-up for the district’s allotment of one afternoon per week and arrange for gift cards or other compensation for team members;
6) Work with property owners and appropriate city departments to address signage conditions and the appearance of empty storefronts and vacant properties in the district;

7) Work with appropriate City departments, business and property owners, contractors, and volunteer designers to assist businesses to create and upgrade Outdoor Commerce areas in the district.

North Shattuck Association Annual Report FY 2026 & Budget FY 2027

12 FY 2027 Budget

The North Shattuck Association approved a 4% increase to assessments for BID collections for Fiscal Year 2027. Assessments are projected to be $253,207, including the 4% annual increase in assessments for Fiscal Year 2027. For budget purposes the 1.7% County fee for 2027 ($4,304) is deducted from the assessment amount for a new projected 2027 assessment of $248,903. Services and expenditures will be made in accordance with the Management District Plan categories as follows:

NORTH SHATTUCK

ASSOCIATION
Service/Expense Category
under 2021
Management Plan
% of
Annual
Budget
Estimated
Carryforward
from 2026
Fiscal Year
Fiscal Year 2027
Projected New
Revenues
(includes
Carryforward)
Maintenance & Civil Sidewalks 40% $4,158 $103,719
District Identity & Placemaking 25% $2,599 $64,825
Program Management 30% $3,119 $77,790
Contingency 5% $520 $12,965
Total Estimated Budget 100% $10,396 $259,299

The above budget is based upon the maximum amount of BID assessment revenues that could be collected in the District. Actual BID revenues may be lower if some assessments are not paid within the Fiscal Year. Carry Over from 2026 will be applied to maintaining the new banner program and to building back a CPA-recommended two-month operating fund as a contingency, especially as the timeline for fund disbursements from the City of Berkeley remain inconsistent. No changes to the boundaries of the district and the method and basis for levying the BID assessments were taken this year.

A listing of Fiscal Year 2027 assessments is attached separately.

Approved by:

Approved by the Board of Directors
Kirk McCarthy, President,
North Shattuck Association

On April 16, 2026
Prepared by: Daniel Swafford, Executive Director, North Shattuck Association

Exhibit B: North Shattuck BID FY 2027 Assessment Roll    Page 1 North Shattuck Business Improvement District
FY 2027 Assessment Roll
APN Owner Name Site Address Private Parcels Public / Exempt Utilities 058 ‐2173‐002‐03 1600  SHATTUCK ASSOCIATES L P                       1600 SHATTUCK AVE 10,593.98$ 058 ‐2173‐004‐00 IRA  SERVICES TRUST 1620 SHATTUCK AVE 1,103.81$ 058 ‐2173‐005‐00 KIM  SAMIL & YOUNGJUNG 1650 SHATTUCK AVE 2,369.33$ 058 ‐2174‐001‐00 ARTS & CRAFT COOPERATIVE  INC 1652 SHATTUCK AVE 1,912.15$ 058 ‐2174‐002‐00 NEIL JOE R & CAROL L 1654 SHATTUCK AVE 1,455.46$ 058 ‐2174‐003‐00 SATAKE 1 LLC 1662 SHATTUCK AVE 1,342.98$ 058 ‐2174‐004‐01 1995  KAM Y LAM & SHUN FMLY LTD PARTNERSHIP         1670 SHATTUCK AVE 1,408.02$ 058 ‐2174‐006‐02 ERDMAN  JOHN C & ANNE M TRS 1690 SHATTUCK AVE 5,946.76$ 058 ‐2175‐001‐01 1700  SHATTUCK LLC 1700 SHATTUCK AVE 4,634.12$ 058 ‐2175‐003‐00 BLUME JAMES B & FRANK KATHRYN  W TRS                1708 SHATTUCK AVE 1,752.71$ 058 ‐2175‐004‐00 ROBINSON  SCOTT & CHRISTINA C 1720 SHATTUCK AVE 887.71$ 058 ‐2175‐005‐00 PIERACKI  ANDRZEJ TR 1730 SHATTUCK AVE 1,319.87$ 058 ‐2175‐006‐00 YI CHONG S 1748 SHATTUCK AVE 1,519.96$ 058 ‐2176‐001‐01 1752  SHATTUCK LLC                                  1752 SHATTUCK AVE 2,907.49$ 058 ‐2176‐003‐01 SHATTUCK INVESTMENT GROUP  LLC 2083 DELAWARE 10,892.51$ 058 ‐2177‐015‐01 GEDR HILLSIDE  LLC                                  1797 SHATTUCK AVE 16,184.38$ 058 ‐2178‐018‐00 AMERICAN  COMMONWEALTH ASSOC. 2109 VIRGINIA ST 7,415.37$ 058 ‐2178‐023‐00 DELANDA PAUL  A & SUSAN K TRS                       1619 SHATTUCK AVE 1,629.52$ 058 ‐2178‐024‐01 SHATTUCK CONNECTIONS LP                            1607 SHATTUCK AVE 10,587.96$ 058 ‐2178‐026‐00 SHATTUCK OFFICE  LLC 1625 SHATTUCK AVE 1,907.15$ 058 ‐2178‐027‐00 SHATTUCK OFFICE  LLC 1625 SHATTUCK AVE 3,195.83$ 058 ‐2178‐028‐00 SHATTUCK OFFICE  LLC 1625 SHATTUCK AVE 3,195.83$ 059 ‐2260‐001‐00 CONNOLLY ALLEN & CHRISTINE 2100 VINE ST 4,466.82$ 059 ‐2260‐002‐01 WALNUT  SQUARE CENTER LP 2110 VINE ST 10,032.59$ 059 ‐2260‐015‐01 SWEET BOMBAY INC 1549 SHATTUCK AVE 1,574.64$ 059 ‐2260‐015‐02 MANN  MELVIN M TR 1543 SHATTUCK AVE 2,455.03$ 059 ‐2260‐016‐00 GOODMAN  CAROL E TRS ETAL 1537 SHATTUCK AVE 2,715.30$ 059 ‐2260‐017‐00 GACH MICHAEL R 1533 SHATTUCK AVE 2,022.96$ 059 ‐2260‐018‐00 LAM KELVIN S & JACKIE S & GRACE S & ALICE S TRS     1531 SHATTUCK AVE 4,245.15$ 059 ‐2260‐019‐00 WARD  DAWN D CUST FOR MEYER N G & C J & J C &  ETAL 1525 SHATTUCK AVE 2,730.80$ 059 ‐2260‐020‐03 APTE ROBERT Z & EVELYN  L FAMILY PARTNERSHIP LP     1519 SHATTUCK AVE 3,486.24$ 059 ‐2260‐021‐00 PAGNOL  ET CIE INC 1517 SHATTUCK AVE 1,348.02$ 059 ‐2260‐022‐01 WONG  PUI & HOSANNA H 1515 SHATTUCK AVE 1,258.06$ 059 ‐2260‐022‐02 ELITE PROPERTIES LLC 1511 SHATTUCK AVE 3,862.95$ 059 ‐2261‐001‐02 RUE ELL ENTERPRISES  INC 1451 SHATTUCK AVE 12,964.06$ 059 ‐2261‐004‐03 JC ARUM  LLC                                        1444 WALNUT ST 2,754.21$ 059 ‐2261‐005‐00 RUEGG  & ELLSWORTH 2113 VINE ST 1,355.02$ 059 ‐2261‐006‐00 RUEGG  & ELLSWORTH 2111 VINE ST 2,400.35$ 059 ‐2261‐007‐00 RUEGG  & ELLSWORTH LLC                              1495 SHATTUCK AVE 3,196.43$ 059 ‐2261‐008‐00 TARVER DEWEY  G & CARMEL A TRS 1481 SHATTUCK AVE 1,377.06$ 059 ‐2261‐009‐00 LATKE ENTERPRISES  LLC 1475 SHATTUCK AVE 1,665.04$ 059 ‐2261‐010‐00 WONG  HENRY F TR & WONG PUI T E 1463 SHATTUCK AVE 2,904.17$ 059 ‐2262‐001‐00 SHATTUCK ROSE L P 1400 SHATTUCK AVE 6,945.09$ 059 ‐2262‐005‐00 HIRAHARA  BRIAN & TAMURA RAYMOND TRS & HIRAHAR ETAL1480 SHATTUCK AVE 3,622.67$ 059 ‐2262‐006‐00 RIPSTEEN RYAN TR & ARLINGTON INVESTMENT CO LP      2085 VINE ST 1,606.72$ 059 ‐2262‐021‐02 SAFEWAY INC 1425 HENRY ST 27,443.20$
059 ‐2262‐021‐03 SAFEWAY INC 1425 HENRY ST 2,121.08$
059 ‐2263‐003‐01 BERKELEY PIONEER MARKET LLC 2044 VINE ST 5,474.92$ 059 ‐2263‐006‐01 1536  SHATTUCK LLC     1516 SHATTUCK AVE 5,208.30$ 059 ‐2263‐009‐00 PHO LLC                                            1540 SHATTUCK AVE 1,983.35$ 059 ‐2263‐010‐01 BERKELEY BAZAAR  PARTNERS 1550 SHATTUCK AVE 21,763.06$ 059 ‐2263‐024‐01 BANK  OF AMERICA NATIONAL TRUST & SAVINGS ASSN      1536 SHATTUCK AVE 2,908.57$ 060‐ 2455‐064‐01 CALTHORPE PETER & DRISCOLL  JEAN TRS                2095 ROSE ST 8,562.35$ 060‐ 2455‐067‐00 GORDON JOHN  K & MITCHELL JANIS L TRS & GORDON ETAL 2091 ROSE  ST 2,590.64$ Totals Private Parcels '27 Public  / Exempt Utilities Totals Revenues $253,207.76 $0.00 $0.00 $253,207.76
Count of Properties 54 0 0 54
County Collection Fee @ 1.7%: 4,304.53$                    Net Assessment Revenue: $248,903.23 Note: Data for APN, Owner and Land Use from the City's Land Management System is current as of May 1, 2026.

FY 2027 Assessment

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

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Eleanor Hollander, Economic Development Manager Subject: Contract No 32400063 Amendment: Community Agency Agreement- Transient Occupancy Tax (TOT) Berkeley Convention and Visitors Bureau with the Berkeley Convention and Visitors Bureau d.b.a. Visit Berkeley

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to amend Contract No. 32400063 between Visit Berkeley and the City of Berkeley. This amendment intends to modify the existing Not-to-Exceed (NTE) amount of the contract to allow all pass-through amounts of Transient Occupancy Tax (TOT) collected on behalf of Visit Berkeley above the existing NTE amount to be paid to Visit Berkeley when received. This amendment to the contract with Visit Berkeley will increase the contract amount by $1,114,351 for a new contract amount NTE $4,614,351.

FISCAL IMPACTS OF RECOMMENDATION
Transient Occupancy Tax (TOT) is assessed on the room charge for rental of transient lodging when the period of occupancy is 30 days or less. Hotel guests pay the tax and it is often referred to as a “hotel tax”. In 1991, the TOT collected by the City of Berkeley was raised from 11% to 12% in order to create and fund a Convention and Visitors Bureau (CVB). The City retained their original 11% TOT to the general fund and there was no out-of-pocket expense to the City for the organization’s creation.

Simultaneously, the lodging industry agreed to raise the TOT 1% with a goal that strategic marketing and sales outreach would increase revenues to lodging businesses and financially benefit the City by increasing general fund revenues, sales tax, and overall economic impacts from visitor spending.

Every year, the City of Berkeley collects twelve percent (12%) TOT from lodging establishments’ short-term room rental revenues and distributes one-twelfth of the amount collected via a “TOT contract” with the Berkeley CVB, d.b.a. Visit Berkeley. The revenues are collected and the funds are expended from the General Fund using the budget code 011-21-208-251-0000-000-446-636110-.

While historically, a new contract was signed every fiscal year with a Not to Exceed (NTE) amount provided by the Budget Office based on the City’s projections for TOT revenues, the city transitioned to a multi-year contract model in 2023. Now the NTE

Amendment to Contract No 32400063 CONSENT CALENDAR
Visit Berkeley, TOT Contract June 9, 2026

amount authorized under that contract is insufficient to distribute TOT funds owed to Visit Berkeley for the remainder of FY26. OED needs to revise the NTE amount of this existing contract (No. 32400063) with Visit Berkeley to make these pass-through payments. While the contract will initially included the NTE amount of $3,500,000 (based on City staff’s proposed budget revenue projections for TOT and Visit Berkeley’s estimate for 2023-2027), the actual funds distributed have now surpassed this amount based on actual TOT revenues received and thus a contract amendment is needed.

The City is obligated to pass through all TOT amounts collected on behalf of Visit Berkeley, to do this through the term of the open contract, the NTE amount stated in Contract No. 32400063 must be modified. Currently there is only $3,293.79 available in the contract, and an open invoice of $117,644 of TOT revenues to be paid though to Visit Berkeley. Less the $3,293.79 available in the contract, the NTE must be increased by the amount needed to pay the current open invoice plus $200,000 (remaining anticipated collection for FY26) and $800,000 (anticipated collection for FY27) for a total contract increase of $1,114,351. That amount plus the existing contract NTE (of $3.5M established in 2023) makes for a revised NTE of $4,614,351.

CURRENT SITUATION AND ITS EFFECTS
The concept of a Berkeley CVB was presented to and approved by City Council as a Consent Item on September 24, 1991 and the CVB was incorporated as a 501(c)6, Not for Profit Mutual Benefit Corporation that same year. Ever since, there has been a contract between the City of Berkeley and Visit Berkeley to enable the pass-through of TOT funds collected. While the total contract amount may be amended throughout the multi-year period (the subject of this item), the cumulative funds distributed to Visit Berkeley will always be reconciled so they equal one twelfth of the TOT revenues collected by the City of Berkeley. For example, if an advance payment to enable Visit Berkeley’s operations in any given year exceeds the TOT amount due to Visit Berkeley for that year, the following year’s distributions will be adjusted to reflect the prior year’s overpayment.

BACKGROUND
TOT is levied on all lodging establishments with five rooms or more in Berkeley. As of 2025, there are 18 such establishments. The origin of the arrangement with Visit Berkeley is detailed in the March 1991 Convention and Visitors Bureau Creation Documents and Berkeley City Council Consent Calendar, September 24, 1991. The forecasted TOT collection amount is codified in the City’s Biennial Budget and one- twelfth of the TOT collected annually is devoted to Visit Berkeley. OED staff receives the TOT revenue projection from Budget staff in the City Manager’s Office, calculates one-twelfth of that number, and produces a contract with Visit Berkeley with a corresponding scope of work and payment schedule.

Amendment to Contract No 32400063 CONSENT CALENDAR
Visit Berkeley, TOT Contract June 9, 2026

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
None.

RATIONALE FOR RECOMMENDATION
Council must now pass a Resolution to amend the not-to-exceed (or NTE) amount in the contract between the City and Visit Berkeley to allow all pass-through amounts collected on behalf of Visit Berkeley above the existing not to exceed amount in contract to be paid to Visit Berkeley when received through the term of the contract.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Eleanor Hollander, Office of Economic Development, (510) 981-7536 Attachment
1: Resolution

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

CONTRACT NO. 32400063 AMENDMENT: COMMUNITY AGENCY AGREEMENT-

TRANSIENT OCCUPANCY TAX (TOT) WITH THE BERKELEY CONVENTION AND VISITORS BUREAU D.B.A. VISIT BERKELEY
WHEREAS, the arrangement with Visit Berkeley is detailed in the March 1991 Convention and Visitors Bureau Creation Documents and Berkeley City Council Consent Calendar, September 24, 1991 that one-twelfth of Transient Occupancy Tax (TOT) collected is to be passed through to Visit Berkeley, the City’s Convention and Visitor’s Bureau; WHEREAS, in 2023, the City Council authorized the City Manager to execute a contract and any amendments with Visit Berkeley, not to exceed $3,500,000 of TOT revenues, to market Berkeley as a destination with sales goals to increase revenues to lodging businesses and financially benefit the City by increasing general fund revenues via transient occupancy tax (or TOT) revenue for the period July 1, 2023 to June 30, 2027 (Contract No. 32400063); and
WHEREAS, the City of Berkeley Office of Economic Development (OED) is obligated to distribute 1/12 of the TOT amount collected to Visit Berkeley via a multi-year contract; and WHEREAS, payments due to Visit Berkeley have exceeded the not to exceed (or NTE) amount of the existing Contract Number 32400063; and
WHEREAS, an amendment to modify the NTE amount of Contract No. 32400063 between Visit Berkeley and the City of Berkeley is now needed to disburse the balance.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to amend Contract No. 32400063 between Visit Berkeley and the City of Berkeley to increase the NTE to $4,614,351 to align with budget revenue projections for TOT for the remainder of the term of the contract (through FY27).

BE IT FURTHER RESOLVED that though the remaining term of the contract period all amounts collected on behalf of Visit Berkeley above the contract’s modified NTE amount are to be paid or “passed though” to Visit Berkeley by the City of Berkeley when received.

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

CONSENT CALENDAR
June 9, 2026
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 June 9, 2026

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 $2,849,000.00 PROJECT Fund Source Amount
Detailed Design for the Telegraph
Multimodal Corridor project
306
135
Capital Grants – State
Measure BB $1,349,000.00
Early Intervention Services and
supports program 315 Mental Health Service Act 1,500,000.00 Total: $2,849,000.00

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 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 send notices to the potential bidder/respondent list.

Formal Bid Solicitations and Request for Proposals CONSENT CALENDAR Scheduled for Possible Issuance After Council June 9, 2026 Approval on June 9, 2026

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, Finance, 510-981-7311
Attachments:
1: Formal Bid Solicitations and Request for Proposals Scheduled for Possible Issuance After Council Approval on June 9, 2026
a. Detailed Design for the Telegraph Multimodal Corridor project b. Early Intervention Services and supports program
Note: Original of this attachment with live signature of authorizing personnel is on file in General Services.

NEXT 30 DAYS
DATE SUBMITTED: June 9, 2026
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
26-11792-C Detailed Design for
the Telegraph
Multimodal
Corridor project
6/10/26 7/12/2026 . The project will implement
bicycle, pedestrian, and transit
improvements on Telegraph
Avenue from Dwight Way to
Woosley Street
$ 1,349,000.00 306-54-622-668-0000-000-431-665110-
PWTRTC2204 ($1,011,000.00)          135-
54-622-668-0000-000-431-665110-
PWTRTC2204  ($338,000.00)
Public Works -
Transportation
Jesse Peoples 510-
981-6449
Dept Total $1,349,000
26-11793-C Early Intervention
Services and
supports program
6/10/26 7/12/2026 Outreach, Linkages and Mental
Health and Substance Use
Disorder Early Intervention
Services to individuals from the
following populations;
LGBTQIA+, African Americans,
Latine, Transition Age Youth and
Older Adults
$ 1,500,000.00 315-51-503-525-2018-000-451-636110 HHCS/MH Karen Klatt      510- 981-7644
Dept Total $1,500,000
TOTAL $2,849,000
1 of  1

Office of the City Manager

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Henry Oyekanmi, Director, Finance Department Subject: Notice of Appropriations Limit for Fiscal Year 2027

RECOMMENDATION
Adopt a Resolution providing notice that: 1) Council will adopt an appropriations limit for Fiscal Year 2027 at its meeting of June 30, 2026; and 2) the amount of the limit and the background material used in its calculation will be available for public review in the City Clerk’s Office on or before June 9, 2026.

FISCAL IMPACTS OF RECOMMENDATION
On June 30, 2026, the Counci l
will set the Fiscal Year 20 27 appropriations limit. The amount of appropriations subject to the limit is the budgeted proceeds of taxes (e.g., all taxes levied; transfers from an enterprise fund to the extent those transfers exceed the cost of providing the services; discretio nary state subventions; interest earned from the investment of proceeds of taxes, etc.), and the total of these budg eted revenues cannot exceed the total appropriations limit. The City’s actual appropriations in each fiscal year have been significantly below the limit, as they will be for Fiscal Year 2027. Thus, there are no present fiscal implications for establishing the limit.

CURRENT SITUATION AND ITS EFFECTS
Senate Bill 1352 requi res that 1) the gove rning body of each loca l jurisdiction shall, by legislative action, establish its approp riations limit at a reg ularly schedu led or special meeting and that documentation used in the determination of the appropriations limit shall be ma de avail able to the public fiftee n days before that meeting. Govern ment Code Section 7910 requires that the city adopt its appropriations limit prior to the beginning of each fiscal ye
ar.

This Resolution gives public notice of Council’s intent to adopt an appropriations limit for Fiscal Year 2027 at its meeting of June 30, 2026, and that the documents used in calculating the limit will be available for public review on or before June 9, 2026.

Proposition 4, approved by the electorate of the State of California via a special election held on November 6, 1979, added Article XIII B to the constitution of the state. It requires local governments to adopt yearly appropriation limits according to specified formulas, and allows for specified, yearly adjustments of the limit. Proposition 111, approved by the voters June 5, 1990, and changed the Proposition 4 adjustment formulas. Senate Bill 152 2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099
E-Mail: [email protected] Website: http://www.ci.berkeley.ca.us/manager

Notice of Appropriations Limit for Fiscal Year 2027 CONSENT CALENDAR June 9, 2026
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-7000 ● TDD: (510) 981-6903 ● Fax: (510) 981-7099 E-Mail: [email protected] Website: http://www.ci.berkeley.ca.us/manager provided for the implementation of Article XIII B defining various terms used in this article and prescribing procedures to be used in implementing specific provisions of the Article.

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

BACKGROUND
The Finance Department of the City of Berkeley compiles the data and makes calculations incident to the determination of the XIII B appropriations limit. The amount of the Fiscal Year 2027 appropriations limit and the documentation incident to the determination thereof will be available for review by the public in the Office of the City Clerk on or before June 9, 2026, at least fifteen days prior to the Council’s scheduled adoption of the appropriation limit, as required by law.

RATIONALE FOR RECOMMENDATION
This is a state law.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Henry Oyekanmi, Director, Finance Department, 981-7326
Attachments:
1: Resolution

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

PROVIDING NOTICE OF SCHEDULED ADOPTION OF APPROPRIATIONS LIMIT FOR FISCAL YEAR 2027 PURSUANT TO ARTICLE XIII B OF THE CONSTITUTION OF THE

STATE OF CALIFORNIA
WHEREAS, on November 6, 1979, the citizens of the State of California approved Proposition 4, which added Article XIII B to the Constitution of the State of California to place various limitations on the fiscal powers of State and local government; and WHEREAS, Senate Bill 1352, Government Code Section 7900, et. seq. enacted by the Legislature of the State of California, provides for the implementation of Article XIII by defining various terms in this article; and
WHEREAS, the governing body of each jurisdiction is required to establish its appropriations limit at a regularly scheduled meeting or noticed special meeting; and WHEREAS, 15 days prior to such meeting, the documentation used in the determination of the appropriations limit shall be made available to the public.

NOW THEREFORE, BE IT RESOLVED that the Council of the City of Berkeley does hereby give notice that it will, at its meeting of June 30, 2026, adopt a Resolution which establishes the appropriations limit for the 2027 Fiscal Year pursuant to Article XIII B of the Constitution of the State of California.

BE IT FURTHER RESOLVED that the documentation used in the determination of the appropriation limit for Fiscal Year 2027 shall be made available for public review in the Office of the City Clerk of the City of Berkeley, 2180 Milvia Street, Berkeley, California, on or before June 9, 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
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: David Sprague, Fire Chief
Subject: Contract: Medical Priority Consultants, Inc dba Priority Dispatch

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a waiver of competition based on a Sole and Single Source justification and execute a contract with Medical Priority Consultants, Inc., doing business as Priority Dispatch, for the purchase, implementation, and maintenance of the International Academy of Emergency Dispatch (IAED) ProQA Priority Dispatch System software for Medical Priority Dispatch System (MPDS), Fire Priority Dispatch System (FPDS), and Police Priority Dispatch System (PPDS), including training, quality assurance tools, and ongoing software maintenance, in an amount not to exceed $942,533 for a five-year base term beginning July 1, 2026 and ending June 30, 2031 with two, two-year extension options not to exceed a total of $793,765 for the four extension years, and for a total contract amount not to exceed of $1,736,298 over nine years.

FISCAL IMPACTS OF RECOMMENDATION
All funds required to pay for this contract will be paid for by the Fire and Police Departments. Funding sources may include but are not limited to Fire General Fund, Measure FF (Fire & Emergency Services, 2020), and Police General Fund.

The five-year base term is a fixed price, inclusive of implementation. Each option year is escalated by five percent (5%). The total contract, inclusive of all extension years, a fifteen percent (15%) contingency, and a seven percent (7%) per year out-year cost uncertainty factor shall not exceed $1,736,298.

Contract: Medical Priority Consultants, Inc dba Priority Dispatch CONSENT CALENDAR June 9, 2026

Description Total
Five Year Base Term $819,594
15% Contingency $122,939
Five Year Base Sub-Total $942,533
Two Year Extension #1
Two Year Extension #2
$741,836
7% per year for out-year
uncertainty factor
$51,929
Four Year Extension Sub-Total $793,765
Total (Nine Years) $1,736,298

CURRENT SITUATION AND ITS EFFECTS
Berkeley’s emergency communications center needs a standardized way to process police and fire calls so dispatchers can quickly determine the appropriate response, capture key information, and provide consistent support to field units and callers.

Manual call handling can lead to differences in how calls are screened and prioritized, especially during stressful incidents or high-volume periods.

This work is part of Berkeley’s broader dispatch modernization effort, which was assigned to the Fire Department and began during the Reimagining Public Safety initiative. This effort was further informed by recommendations from two dispatch consultant teams, Federal Engineering and Mission Critical Partners. Since 2020, the Fire Department has been advancing this effort using Measure FF (Fire and Emergency Services, 2020) funds.

Priority Dispatch’s Fire Priority Dispatch System (FPDS) and Police Priority Dispatch System (PPDS) systems walk dispatchers through a consistent sequence of questions and response steps so they can gather the most important scene details, identify the right response level, and relay accurate information to first responders in real time.

Berkeley's Communications Center currently handles approximately 180,000 calls annually. Without standardized fire and police dispatch protocols, call-takers rely on

Contract: Medical Priority Consultants, Inc dba Priority Dispatch CONSENT CALENDAR June 9, 2026

their individual judgment and experience to prioritize incidents, determine appropriate response levels, and provide instructions to callers. This variability creates:
• Inconsistent response assignments based on dispatcher interpretation • Over-deployment or under-deployment of emergency resources • Missed opportunities to provide life-saving pre-arrival instructions • Little to no ability to perform quality assurance that drives meaningful improvements to initial and ongoing training
• Increased liability exposure from unstandardized dispatch practices Implementing protocol-based dispatching advances several Strategic Plan goals:
 provide state-of-the-art, well-maintained infrastructure, amenities, and facilities.  create a resilient, safe, connected, and prepared city.  be a customer-focused organization that provides excellent, timely, easily- accessible service and information to the community.
 attract and retain a talented and diverse City government workforce.

BACKGROUND
A structured dispatch protocol improves consistency, reduce missed information, and supports more efficient use of fire and police resources. In practice, it gives dispatchers a validated workflow that reduces improvisation under pressure, strengthens the quality of the first response, and reduces liability for the individual dispatcher and the city.

Implementation of protocols will:
 Enhance and streamline call processing by automatically providing, in order, only those questions and instructions that are appropriate to the specific call circumstances, and by automatically skipping other questions and instructions that do not apply. This allows call takers to focus their attention on providing quality service.
 Help maintain consistently high levels of service by reducing human error and improving call-taker compliance with industry best practices and accreditation standards
 Improve resource management during normal operations and large-scale emergency events through call prioritization
 Increase emergency call-taking and dispatching efficiencies, resulting in more effective and appropriate utilization of resources and reduced risk of liability to the center and the City
 Increase first responder safety by collecting relevant information (i.e., nature of

Contract: Medical Priority Consultants, Inc dba Priority Dispatch CONSENT CALENDAR June 9, 2026

each call, times, actions taken, changing conditions, etc) and creating a complete historical record of each call.
 Enhanced dispatcher training and performance consistency with quality assurance features and data reporting capabilities
 Guaranteed improved training academy and decreased attrition rates, thus improving the police department’s ability to increase and maintain staffing

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
This administrative action to purchase dispatch software has no direct environmental or climate impacts. The project supports efficient deployment of emergency resources, which may indirectly reduce unnecessary vehicle responses and emissions.

RATIONALE FOR RECOMMENDATION
Per Section 11 of the City’s Purchasing Manual this is both a Sole Source and a Single Source request.

Sole Source Justification (Only One True Provider)
The Alameda County Local Emergency Medical Services Agency (LEMSA) mandates use of medical priority dispatching the County. As the City moves forward with implementing protocol-based dispatcher software, selecting one that will allow future adoption of the Medical Priority Dispatch System (MPDS) module to comply with local mandates is pragmatic and cost-effective. As such, the City requires a 911 dispatch triage scripting solution that produces MPDS determinant codes and includes standardized caller interrogation protocols, pre-arrival instructions, and integrated quality assurance. MPDS and the associated International Academies of Emergency Dispatch (IAED) standards are proprietary and delivered exclusively through Priority Dispatch Corp via its ProQA/AQUA software platform. Priority Dispatch is the sole source provider of software that meets IAED standards and produces MPDS determinant codes. Based on market research, no other vendor can provide a compliant solution; therefore, only one true provider exists to meet the City’s operational and regulatory requirements.

On October 26, 2021, the City Council approved a contract with Federal Engineering, Inc. through a competitively procured professional services contract to conduct a comprehensive Dispatch Needs Assessment for the Berkeley Emergency Communications Center. Federal Engineering’s analysis, presented to the Public Safety Policy Committee and subsequently to the full City Council on May 15, 2023, recommended implementation of a standardized, scripted emergency medical and fire dispatch protocol system as an essential step to modernize call‑taking, improve pre‑arrival instructions, and align the City’s practices with national standards.

Specifically, from page 79 of Federal Engineering’s final report: “In Alameda County, agencies are required to have all medical calls processed using the International Academy of Emergency Dispatch (IAED) Emergency Medical Dispatch (EMD) protocol.

Contract: Medical Priority Consultants, Inc dba Priority Dispatch CONSENT CALENDAR June 9, 2026

While Federal Engineering is vendor neutral and does not specifically recommend any one vendor for agency solutions, in this instance we do recommend that IAED EMD protocol be implemented in the Emergency Communications Center (ECC), so that BFD maintain compliance with [future] EMD call triage and dispatch and continue to receive its ALS funding.”
Separately, on October 15, 2024, the City Council approved an agreement with Mission Critical Partners, LLC by piggybacking on the State of California’s CMAS Contract No. 3‑13‑70‑3020A, a competitively bid cooperative purchasing vehicle that satisfies the City’s procurement requirements and provides cost‑effective access to specialized emergency communications consulting services. Mission Critical Partners’ subsequent work for the City has independently confirmed the need to implement a scripted protocol system of the type offered by Priority Dispatch to achieve the goals identified in the Reimagining Public Safety initiative and the Dispatch Needs Assessment.

Together, the consistent recommendations of two independent, competitively procured consulting firms, the regional requirement for MPDS-compliant 911 dispatching, and the fact that only Priority Dispatch’s ProQA/AQUA platform can generate IAED-standard MPDS determinant codes with the required scripting, instructions, and quality assurance support treating ProQA as a sole-source solution for Berkeley’s priority dispatch implementation.

Single Source Justification (Multiple Providers Not Amenable to Competition) While multiple vendors exist in the broader dispatch software market, alternative solutions do not meet the City’s requirements for regulatory compliance, and regional interoperability. MPDS/IAED protocols are widely adopted as the industry standard, used in approximately 4,000 911 dispatch centers nationwide, including about 85% of the most populous cities and counties in the US use at least one module (MPDS, FPDS, or PPDS). Fire and EMS dispatch centers throughout the region and throughout the State utilize software from Priority Dispatch ensuring standardized determinant coding, coordinated mutual aid, and aligned clinical protocols. These include Alameda County Regional Emergency Communications Center, Alpha One Ambulance, American Ambulance (Fresno), Amador County Sheriff's Office, American Medical Response (AMR) Monterey County, AMR of Sacramento, AMR of San Diego, Amwest Ambulance, Barstow Police Department, CAL FIRE / Butte County Fire Department, CAL FIRE Camino Dispatch, CAL FIRE Humboldt Del Norte Fortuna, CAL FIRE Mariposa, CAL FIRE Monte Vista San Diego (El Cajon), CAL FIRE San Bernardino Unit, CAL FIRE St Helena, CAL FIRE Grass Valley, CAL FIRE Mendocino, Calaveras County Sheriff Department, Cathedral City Fire Department, Center High School, City of Napa Central Dispatch, CONFIRE JPA (San Bernardino County), CONFIRE High Desert Government Center, Contra Costa County Fire Protection District, Davis Police Department, Downey Fire Department JPA, Enloe Medical Center, Eureka Police & Fire, Fairfield Police Department, Fresno County EMS, GreatCall, Inc. (San Diego), Hall Ambulance Service, Heartland Fire Department, Hemet Fire Department, Humboldt County Sheriff's Office,

Contract: Medical Priority Consultants, Inc dba Priority Dispatch CONSENT CALENDAR June 9, 2026

Kern County Bakersfield City Fire, Department King American Ambulance, Laguna Beach Fire Department, Marin County Fire Protection District, Medic Ambulance, Mountain View Police and Fire Communications, Murrieta Fire & Rescue, Naval Support Facility Redzikowo, Nor Cal Ambulance, North County Dispatch JPA (Rancho Santa Fe), Oakland Fire Department, Ontario Fire Department, Palo Alto Police, Placer County Sheriff, Placentia Emergency Communications, Pro Transport-1, REDCOM JPA (Sonoma County), Richmond Police Department, Riverside City Fire Department, Riverside County Fire Department, Riverside Police, Rocklin Police Department, Roseville Police Department, Royal Ambulance, Sacramento Regional Fire & EMS ECC, San Diego Fire-Rescue, San Francisco Emergency Communications Department (ECD), San Jose Fire Department Communications, San Mateo County Public Safety Communications, San Ramon Valley Fire Department, Santa Barbara City Police & Fire, Santa Barbara City Fire Department, Santa Barbara County Fire Protection District, Santa Barbara County Sheriff's Office, Santa Clara City Communications, Santa Clara County Communications, Santa Cruz Regional 911, Shasta Area Safety Communication (ShasCom), Solano County Sheriff (Fairfield), South Lake Tahoe Police Department, Stockton Fire Department, Sunnyvale Department of Public Safety, Tulare County Consolidated Dispatch, Torrance Fire & Police, Tuolumne County Sheriff's Department, Vacaville Police Department, Valley Regional Emergency Communications Center, Ventura County Fire Protection District, Yolo Emergency Communication Agency, and the Yuba City Police Department.

Adoption of a non-MPDS system would create incompatibility with regional partners, introduce operational inefficiencies, and fail to meet LEMSA requirements. Market research also confirmed that Priority Dispatch is not available through cooperative purchasing agreements or piggyback contracts. Accordingly, although other vendors exist, competition is not practicable, and a single-source procurement is justified based on the City’s specific operational, clinical, and interoperability requirements.

ALTERNATIVE ACTIONS CONSIDERED
Continue current dispatch practices without implementing a protocol-based system. This alternative was not recommended because it would leave the Emergency Communications Center without a standardized, validated process for police and fire call-taking. Maintaining the status quo would continue the current 70% to 80% attrition rate for new dispatchers, continue the risk of inconsistent call handling, variable prioritization of incidents, limited quality assurance capability, and increased liability exposure.

CONTACT PERSON
David Sprague, Fire Chief, (510) 981-3473

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

CONTRACT: MEDICAL PRIORITY CONSULTANTS, INC DBA PRIORITY DISPATCH WHEREAS, the City of Berkeley seeks to modernize its emergency communications operations to improve the consistency, accuracy, and effectiveness of police, fire, and emergency medical call-taking and dispatch services; and WHEREAS, Berkeley’s Communications Center would benefit from a standardized, protocol-based dispatch system that guides call-takers through validated questions, response determinations, pre-arrival instructions, and quality assurance processes in order to improve service delivery, support responder safety, and reduce variation in call handling; and
WHEREAS, the City’s dispatch modernization effort was assigned to the Fire Department and advanced as part of the Reimagining Public Safety initiative, and was further informed by recommendations from two independent, competitively procured consulting firms, Federal Engineering, Inc. and Mission Critical Partners, LLC; and WHEREAS, Federal Engineering, Inc., retained by the City through a competitively procured professional services contract approved by the City Council on October 26, 2021, conducted a comprehensive Dispatch Needs Assessment for the Berkeley Emergency Communications Center and, although generally vendor-neutral and not recommending specific agency solutions, expressly recommended in this instance implementation of the International Academy of Emergency Dispatch emergency medical dispatch protocol in order to modernize call-taking, improve pre-arrival instructions, maintain compliance with Alameda County requirements for future EMD call triage and dispatch; and
WHEREAS, Mission Critical Partners, LLC, retained by the City through the State of California’s competitively bid CMAS cooperative purchasing program approved by the City Council on October 15, 2024, independently confirmed the need to implement a scripted protocol dispatch system of the type offered by Priority Dispatch to support the goals of the Reimagining Public Safety initiative and the Dispatch Needs Assessment; and
WHEREAS, the Local Emergency Medical Services Agency requires use of the Medical Priority Dispatch System (MPDS) as the governing clinical framework for dispatch in this region, and the City therefore requires a 911 dispatch triage scripting solution that produces MPDS determinant codes and includes standardized caller interrogation protocols, pre-arrival instructions, and integrated quality assurance; and WHEREAS, MPDS and the related International Academies of Emergency Dispatch standards are proprietary and are delivered exclusively through Medical Priority Consultants, Inc., doing business as Priority Dispatch, via its ProQA and AQUA software

June 9, 2026

platform, together with associated training, quality assurance tools, maintenance, and support; and
WHEREAS, based on market research, no other vendor can provide a software solution that meets IAED standards and produces MPDS determinant codes, and Priority Dispatch is therefore the sole source provider able to satisfy the City’s operational and regulatory requirements for MPDS-compliant dispatching; and
WHEREAS, although multiple vendors exist in the broader dispatch software market, those alternative solutions do not meet the City’s requirements for regulatory compliance, clinical standardization, and regional interoperability, and adoption of a non-MPDS system would create incompatibility with regional partners, introduce operational inefficiencies, and fail to satisfy applicable LEMSA requirements; and WHEREAS, the use of a structured dispatch protocol system will improve prioritization of emergency incidents, enhance quality assurance and training, support more effective deployment of public safety resources, and reduce liability exposure associated with unstandardized dispatch practices; and
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager may execute a waiver of competition based on a Sole and Single Source justification and execute a contract with Medical Priority Consultants, Inc., doing business as Priority Dispatch, for the purchase, implementation, and maintenance of the International Academy of Emergency Dispatch (IAED) ProQA Priority Dispatch System software for Medical Priority Dispatch System (MPDS), Fire Priority Dispatch System (FPDS), and Police Priority Dispatch System (PPDS), including training, quality assurance tools, and ongoing software maintenance, in an amount not to exceed $942,533 for a five-year base term beginning July 1, 2026 and ending June 30, 2031 with two, two-year extension options not to exceed a total of $793,765 for the four extension years, and for a total contract amount not to exceed of $1,736,298 over nine years.

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/

CONSENT CALENDAR
June 9, 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 Subject: Revenue Grant Agreements: Funding Support from the State of California to Conduct Public Health Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager or designee to submit a grant agreement to the State of California, to accept the grant and execute any resultant revenue agreements and amendments to conduct public health promotion, protection, and prevention services for the Maternal, Child, and Adolescent Health (MCAH) Program. The projected total amount of the grant is $315,267 for Fiscal Year (FY) 2027 through Fiscal Year 2029.

FISCAL IMPACTS OF RECOMMENDATION
The City of Berkeley will receive funds in the total amount of $315,267 from the State of California for FY 2027 through FY 2029 for the Maternal, Child, and Adolescent Health (MCAH) Program. The state establishes an annual cap on local revenue for this program and requires a local match. The precise amount of revenue the City earns is determined by the City’s level of match funding, program staff time-studies, and the level of eligible services. The City is estimated to provide $123,555 in matching funding revenue and draw down $105,089 in State revenue each fiscal year.

Expenditure of this grant funding is subject to Council approval of the budget for each fiscal year and the Annual Appropriations Ordinances. Depending on the timing of official grant awards and final amounts, the budget will be adjusted via future amendments to the FY 2027, 2028, and 2029 Annual Appropriations Ordinances.

CURRENT SITUATION AND ITS EFFECTS
As a local health jurisdiction, the City of Berkeley provides a broad range of public health program services to the community, with the goals of addressing health inequities, promoting healthy environments and behaviors, protecting residents from disease, and preventing illness, disability, and premature death. In addition to the funding referenced in this report, the City has continuing multi-year public health grants with the State of California.

Revenue Grant Agreements: Funding Support from the State CONSENT CALENDAR of California to Conduct Public Health Services June 9, 2026

The Maternal, Child and Adolescent Health (MCAH) Program develops and implements systems that protect and improve the health of women of reproductive age, infants, children, adolescents, and their families, and works to reduce the morbidity and mortality of pregnant African American women and their infants. The MCAH program includes Berkeley’s Black Infant Health program, which provides groups and other supports to pregnant and post-partum mothers and their infants.

BACKGROUND
The City of Berkeley receives funding from many sources annually to complete work related to improving the health of the community. As a local health jurisdiction, the City is entitled to specific state funding to meet core public health objectives. The Public Health Division is committed to providing essential services to the community to prevent the spread of disease and to promote healthy environments.

The State establishes funding caps for the MCAH program, with actual revenue determined by city matching funds and service delivery. Revenue projections are based on recent year’s actual revenues in these programs, service-delivery staffing, eligible client populations, and available matching funds. These projections will enable the department to keep expenditures within actual revenues by budgeting expenditures to realistic revenue projections.

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

RATIONALE FOR RECOMMENDATION
These funds support vital services related to our mandates as a public health jurisdiction and local initiatives designed to address health inequities in Berkeley and improve the health of Berkeley residents. This non-competitive grant supports the department’s mission and provides the City with funding to continue working to protect and improve community health.

ALTERNATIVE ACTIONS CONSIDERED
This funding is essential for the Public Health Division’s mission and goals. The Public Health Division assesses each funding source to ensure that it supports the City’s mission and goals. Staff did not identify an alternative action consistent with the City’s goals of advancing public health and social and racial equity.

CONTACT PERSON
Janice Chin, Manager, Public Health Division, HHCS (510) 981-5121 Attachments:
1: Resolution

RESOLUTION NO. ##,###–N.S.

GRANT AGREEMENT: STATE OF CALIFORNIA FOR THE MATERNAL, CHILD, AND

ADOLESCENT HEALTH (MCAH) PROGRAM
WHEREAS, the City of Berkeley Department of Health, Housing & Community Services (HHCS), Public Health Division (PHD), is committed to developing systems that protect and improve the health of women of reproductive age, infants, children, adolescents, and their families; and
WHEREAS, the HHCS/PHD provides a broad range of Public Health program services to the community; and
WHEREAS, the HHCS/PHD works to promote healthy environments and behaviors, protect residents from disease, and prevent illness, disability, and premature death; and WHEREAS, the HHCS/PHD seeks to eliminate health and educational inequities; and WHEREAS, the HHCS/PHD should seek outside funding wherever possible to fund health services.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager or designee is hereby authorized to submit a grant agreement to the State of California for funding for fiscal years 2027 through 2029 for the Maternal, Child, and Adolescent Health (MCAH) program: to develop systems that protect and improve the health of women of reproductive age, infants, children, adolescents and their families and to reduce the morbidity and mortality of pregnant African American women and their infants; to accept the grant funds; execute any resultant revenue agreements and amendments in line with the grant award, which may be larger or smaller than the projected award of $315,267; and implement the projects and appropriation of funding for related expenses, subject to securing the grant. A record signature copy of said agreements and any amendments shall be on file in the office of the City Clerk.

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

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Donation: Memorial Bench at Berkeley Marina/Shorebird Park in memory of Diana Zucker Patpatia

RECOMMENDATION
Adopt a Resolution accepting a cash donation in the amount of $3,400 for a memorial bench to be placed at Berkeley Marina at the Shorebird Park in memory of Diana Zucker Patpatia.

FISCAL IMPACTS OF RECOMMENDATION
The value of a single bench and memorial plaque is $3,400, which covers the purchasing and installation costs performed by the City. The cash donation will be deposited into Marina Fund donation revenue budget code 608-52-544-591-0000-000- 000-000-481110 and will be appropriated in FY 2027.

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

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

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

Donation: Memorial Bench at Berkeley Marina/Shorebird Park – Patpatia Family CONSENT CALENDAR June 9, 2026

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

CONTACT PERSON
Alexandra Endress, Waterfront Manager, 510-981-6737
Attachments:
1: Resolution

RESOLUTION NO. -N.S.

DONATION: MEMORIAL BENCH AT SHOREBIRD PARK AT THE BERKELEY

MARINA IN MEMORY OF DIANA ZUCKER PATPATIA
WHEREAS, on July 22, 2008, Council adopted the Park Bench Donation Policy (Resolution No. 64,148-N.S.); and
WHEREAS, the City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166-N.S.); and
WHEREAS, the family of Diana Zucker Patpatia wishes to donate a memorial bench to be placed at Shorebird Park at the Berkeley Marina with a cash donation of $3,400; and WHEREAS, per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation; and WHEREAS, the Director has determined that the proposed donation complies with City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the proposed donation; and
WHEREAS, the cash donation will be deposited into Marina Fund donation revenue budget code 608-52-544-591-0000-000-000-481110 and will be appropriated in FY 2027.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that a cash donation in the amount of $3,400 for a memorial bench to be placed at Shorebird Park at the Berkeley Marina in memory of Diana Zucker Patpatia is hereby accepted.

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

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Scott Ferris, Director, Parks Recreation & Waterfront Subject: Donation: Memorial Bench at Berkeley Rose Garden in memory of Michael S. Sorgen

RECOMMENDATION
Adopt a Resolution accepting a cash donation in the amount of $3,400 for a memorial bench to be placed at Berkeley Rose Garden in memory of Michael S. Sorgen.

FISCAL IMPACTS OF RECOMMENDATION
The value of a single bench and memorial plaque is $3,400, which covers the purchasing and installation costs performed by the City. The cash donation will be deposited into Parks Tax donation revenue budget code 138-52-542-568-0000-000- 000-481110 and will be appropriated in FY 2027.

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

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

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

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACT
The City’s vendor for benches, Dumor, Inc., makes its priority to purchase only sustainably-harvested wood derived from stringently-regulated timber source locations,

Donation: Memorial Bench at Berkeley Rose Garden – Sorgen Family CONSENT CALENDAR June 9, 2026

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

CONTACT PERSON
Bruce Pratt, Parks Superintendent, 510-981-6700
Attachments:
1: Resolution

RESOLUTION NO. -N.S.

DONATION: MEMORIAL BENCH AT BERKELEY ROSE GARDEN IN MEMORY OF MICHAEL S. SORGEN
WHEREAS, on July 22, 2008, Council adopted the Park Bench Donation Policy (Resolution No. 64,148-N.S.); and
WHEREAS, the City’s Open Governance Ordinance (OGO) requires City Council disclosure and approval of any gift to the City in excess of $1,000 (BMC Section 2.06.150, Ord. 7,166-N.S.); and
WHEREAS, the family of Michael S. Sorgen wishes to donate a memorial bench in their memory to be placed at the Berkeley Rose Garden with a cash donation of $3,400; and WHEREAS, per the City’s Park Bench Donation Policy, individuals may donate memorial benches to the City’s parks in selected locations, subject to the approval of the Director of the Parks Recreation & Waterfront Department, and pay for all associated costs, subject to Council disclosure and approval of the gift donation; and WHEREAS, the Director has determined that the proposed donation complies with City’s Bench Donation Policy as described in Resolution No. 64,148-N.S. and has approved the proposed donation; and
WHEREAS, the cash donation will be deposited into Parks Tax donation revenue budget code 138-52-542-568-0000-000-000-481110 and will be appropriated in FY 2027.

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

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/

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Scott Ferris, Director, Parks, Recreation, & Waterfront Subject: Contract: Chemical Procurement Services LLC. for Mini-Bulk Swimming Pool Chemicals

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute a contract with Chemical Procurement Services LLC for Mini Bulk Swimming Pool Chemicals in an amount not to exceed $175,000 for the term of July 1, 2026, to June 30, 2028.

FISCAL IMPACTS OF RECOMMENDATION
Funding in the amount of $175,000 over two years has been budgeted in the FY2027 PRW budget from the General Fund (Fund 011) and Camps Fund (Fund 125) and is subject to appropriation in the FY 2027 and FY 2028 budget process.

CURRENT SITUATION AND ITS EFFECTS
In April of 2026, the City issued an Invitation For Bid (IFB) for swimming pool treatment supplies. The City received two proposals and determined that Chemical Procurement Services, Inc. was the lowest responsible bidder. As a result, approval of a contract for a not-to-exceed total amount of $175,000 for a two-year period beginning July 1, 2026, and ending June 30, 2028 is recommended.

Effective January 1, 2026, local agencies are required to satisfy noticing requirements for certain contracts for services that meet the criteria outlined in Government Code Section 3504.1 as amended by AB 339.This project does not meet the criteria in Government Code Section 3504.1 and is exempt from the noticing requirement.

BACKGROUND
The City of Berkeley operates three swimming facilities, King Swim Center, West Campus Swim Center, and Berkeley Echo Lake Camp. California state codes requires that pools are continually treated to ensure public safety. The City must maintain a supply of pool treatment chemicals in order to comply with state codes.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Purchasing chemicals in mini-bulk quantities allows the City to operate the three swimming pools while reducing the carbon emissions associated with transporting

Contract: Chemical Procurement Services LLC. for Mini-Bulk Swimming Pool Chemicals CONSENT CALENDAR June 9, 2026

chemicals in smaller quantities. This contract advances the City’s Strategic Plan goal number 1 to provide state-of-the-art, well-maintained infrastructure, amenities, and facilities.

RATIONALE FOR RECOMMENDATION
The City received two proposals and determined that Chemical Procurement Services, Inc. was the lowest responsible bidder. This contract will allow the City to maintain a supply of pool treatment chemicals in order to comply with state health and safety codes for the City’s three swimming pools.

ALTERNATIVE ACTIONS CONSIDERED
None

CONTACT PERSON
Stephine Chu, Recreation and Youth Services Manager, PRW 510-981-7000 Justin Pitcher, Recreation Program Supervisor, PRW, 510-981-7000 Attachments:
1: Resolution

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

CONTRACT: CHEMICAL PROCUREMENT SERVICES LLC. FOR MINI BULK

SWIMMING POOL CHEMICALS
WHEREAS, In April of 2026 the City issued an Invitation for Bid (IFB) process for Mini Bulk Swimming Pool treatment chemicals. The IFB was advertised on the City of Berkeley website as well as sent to suppliers in the Greater Bay Area; and WHEREAS, the City received two proposals and staff determined that Chemical Procurement Services LLC is the lowest responsive bidder; and WHEREAS, funding in the amount of $175,000 is available, subject to appropriation, in the General Fund (Fund 011) and the Camps Fund (Fund 125); and WHEREAS, this contract is exempt from the noticing requirements set forth in Government Code Section 3504.1.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute a contract with Chemical Procurement Services LLC for Mini-Bulk Swimming Pool Chemicals in an amount not to exceed $175,000 for the term of 07/01/2026 to 06/30/2028.

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/

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Scott Ferris, Director, Parls, Recreation, & Waterfront Department Subject: Contract No. 32300202 Amendment: Vol-Ten Corp Bus Service for Echo Lake Camp and Recreation Division Programs

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 32300202 with Vol-Ten Corporation DBA: Delta Charter Bus to provide charter bus transportation services for Echo Lake Youth Camp and other summer Recreation Division programs by adding $140,000 for a new not to exceed amount of $539,000.

FISCAL IMPACTS OF RECOMMENDATION
On May 23, 2023, City Council adopted Resolution No. 70,854-N.S., authorizing a 3- year contract with Vol-Ten Corporation in an amount not to exceed $399,000. Given the costs of fuel and labor, the current contract funds have been exhausted, and an additional $140,000 in contract authority is needed to support program needs through the summer. This funding is available in the FY26 budget and in the proposed FY27 budget subject to appropriation, in the Camps Fund (Fund 125) and General Fund (Fund 011).

CURRENT SITUATION AND ITS EFFECTS
The City of Berkeley Echo Lake Youth Camp, Teen Weekend, Pre-K Camping Trip, and several Recreation Division summer camp program field trips offer bus transportation as part of the programs. Contracted Transportation Services advances the Strategic Plan goal to be a global leader in addressing climate change, advancing environmental justice, and protecting the environment
Effective January 1, 2026, local agencies are required to satisfy noticing requirements for certain contracts for services that meet the criteria outlined in Government Code Section 3504.1 as amended by AB 339. This project does not meet the criteria in Government Code Section 3504.1 and is exempt from the noticing requirement.

BACKGROUND
In March 2023, the City conducted a Request for Proposal process for Charter Bus Transportation Services for Echo Lake Camp and Select Recreation Division Summer Programs and more than 30 vendors were invited to submit proposals. Staff determined

Contract Amendment: Vol-Ten Corporation for Echo Lake Camp

CONSENT CALENDAR
and Select Recreation Division Programs June 9, 2026

that Vol-Ten Corporation’s proposal best meets the needs of the City. Additional authority is needed for the remaining life of the contract.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
By providing bus transportation to and from camp the number of cars on the road is reduced as are carbon emissions.

RATIONALE FOR RECOMMENDATION
Vol-Ten Corporation was determined to be a responsive and responsible bidder to the Request for Proposal for bus service for the City’s charter bus transportation for Echo Lake Camp and other Recreation Division program needs and additional time is left on the current contract. Due to operational need, additional authority is needed for operations and is in the best interest of the City due to current market volatility in fuel costs.

ALTERNATIVE ACTIONS CONSIDERED
None.

CONTACT PERSON
Scott Ferris, Director, Parks, Recreation & Waterfront, 510-981-6700 Attachments:
1: Resolution

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

CONTRACT NO. 32300202 AMENDMENT: VOL-TEN CORPORATION DBA: DELTA

CHARTER BUS FOR CHARTER BUS TRANSPORTATION SERVICES FOR ECHO

LAKE CAMP AND SELECT RECREATION DIVISION SUMMER PROGRAMS WHEREAS, the Parks Recreation & Waterfront Department provides bus transportation services for Echo Lake and Teen Camp programs; and
WHEREAS, on May 23, 2023, City Council adopted Resolution No. 70,854-N.S., authorizing approved a 3-year contract with Vol-Ten Corporation in an amount not to exceed $399,000; and
WHEREAS, due to fuel and labor costs, contract funding has been exhausted and an additional $140,000 in contract authority is needed to support program needs through the summer; and
WHEREAS, funding in the amount of $140,000 is available in the FY 2026 and proposed FY 2027 budgets subject to appropriation in the Camps Fund (Fund 125) and General Fund (Fund 011); and
WHEREAS, this contract is exempt from the noticing requirements set forth in Government Code Section 3504.1; and
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 32300202 with Vol- Ten Corporation LLC for Charter Bus Services for Echo Lake Camp and select Recreation Division programming in an amount of $140,000 for a new not to exceed amount of $539,000 with no change in the expiration date of the original contract.

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

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Jordan Klein, Director, Planning and Development Department Subject: Storefront Retail Cannabis Establishment: 2590 Telegraph Avenue

RECOMMENDATION
Adopt a Resolution permitting the People’s Cannabis Company to operate a storefront retail cannabis establishment at 2590 Telegraph Avenue, pursuant to BMC 23.320.020 (Cannabis Retail), contingent on the company obtaining all other required state and local permits.

FISCAL IMPACTS OF RECOMMENDATION
Operation of the proposed storefront retail cannabis establishment would result in increased revenues from Business License (Cannabis Business (Non-Medical)) taxes and a potential increase in Berkeley’s share of sales taxes.

The Patient’s Care Collective, which stopped operating on the site in 2024, owes the City approximately $1,600,000 in business license taxes, plus additional fees and interest totaling approximately $1,200,000. The approval of the proposed operating permit would allow the City to collect settlement payments toward these outstanding taxes and fees totaling $600,000.

CURRENT SITUATION AND ITS EFFECTS
From April 2001 to January 2024, the Patient’s Care Collective operated as a medical and recreational cannabis establishment at 2588 and 2590 Telegraph Avenue. Upon cessation of operations, it owed approximately $2,816,000 in back taxes and fees. None of these outstanding charges have been collected.

The location is currently vacant. Vacant storefronts on Telegraph Avenue interrupt the continuity of commercial businesses and detract from the overall commercial activity of this section of Telegraph Avenue.

Current regulations permit up to seven storefront retail cannabis establishments to operate in the City of Berkeley. Currently, five are in operation. In addition to lost tax revenue, fewer operating businesses results in less competition, potentially affecting

Cannabis Dispensary Application: 2590 Telegraph Avenue CONSENT CALENDAR JUNE 9, 2026

consumers by increasing prices, limiting selection, or motivating them to shop instead in neighboring jurisdictions.

The owner of People’s Cannabis Company has negotiated the terms of a settlement agreement with the City Manager’s Office. People’s Cannabis Company would commit to regular payments totaling $600,000 towards the unpaid business license taxes owed by Patient’s Care Collective for its former operations at the same location. The People’s Cannabis Company’s permit to operate would be contingent on continued compliance with the agreement.

BACKGROUND
State legalization of the retail sales of recreational cannabis went into effect in January 2018. From 2017 through 2020, the City Council took various actions establishing regulations to allow for retail sales of recreational cannabis, creating a selection process for new retailers, and allowing longtime medical cannabis dispensaries to also start functioning as retailers. Berkeley Municipal Code Chapter 12.22 establishes operating standards for cannabis businesses, including the requirement that cannabis retailers obtain operating permits from and allow inspections by the City of Berkeley Environmental Health Division.

From April 2001 to January 2024, the Patient’s Care Collective operated as a medical and, subsequent to legalization, recreational cannabis dispensary at 2590 Telegraph Avenue. Planning staff consulted with the Berkeley Police Department, and no problems with the operation of the former cannabis dispensary were identified. The Patient’s Care Collective ceased operations in January 2024, and the storefront has since remained unutilized. Operation of the People’s Cannabis Company at the same location is not anticipated to result in any new or unforeseen impacts.

In February 2026, a new operator, operating as the People’s Cannabis Company, submitted a completed Cannabis Dispensary Application (Attachment 2). Staff have deemed the application complete. The Berkeley Police Department’s Community Services Bureau reviewed the Safety and Security procedures document and found them adequate for storefront retail cannabis establishment operations.

Under BMC Section 23.320.020 (Cannabis Retail), storefront retail cannabis establishments are permitted in Commercial zoning districts with a Zoning Certificate.

Storefront retail cannabis establishments can be approved, pursuant to BMC 12.22.020 (Selection Process), consistent with a process established by the City Council by resolution. As the City Council has not yet adopted a resolution outlining a selection procedure, staff evaluated this application using the criteria established by City Council in 2014 for the evaluation of medical cannabis dispensaries and found those criteria to be satisfied.

Cannabis Dispensary Application: 2590 Telegraph Avenue CONSENT CALENDAR JUNE 9, 2026

Pursuant to BMC Section 12.22, the People’s Cannabis Company will not be able to operate until it has obtained an operating permit from the Environmental Health Division, as well as any other required state or local permits.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
Approval of the permit to operate a storefront retail cannabis establishment can support the City’s environmental and sustainability goals by reinforcing the regulated market where operations are subject to clear standards around energy use, waste management, and product sourcing. In addition, having a conveniently located legal retailer can reduce vehicle miles traveled by customers who might otherwise drive longer distances to other jurisdictions, thereby lowering associated greenhouse gas emissions.

Operation of the proposed storefront retail cannabis establishment is conditioned on obtaining an operating permit, and submitting to required periodic inspections, from the Environmental Health Division.

RATIONALE FOR RECOMMENDATION
Allowing an additional storefront retail cannabis establishment would support a competitive legal market, expand consumer access to regulated products, generate additional local tax revenue and business activity, and allow the City to recover settlement payments towards the Patient’s Care Collective’s outstanding taxes and fees. Additionally, as a storefront retail cannabis establishment had operated in this very location for over 20 years, continuing cannabis operations at this location would be unlikely to raise new or unforeseen impacts.

ALTERNATIVE ACTIONS CONSIDERED
The City Council could choose not to permit the People's Cannabis Company to operate a storefront retail cannabis establishment at 2590 Telegraph Avenue.

CONTACT PERSON
Jordan Klein, Planning and Development, 510-981-7534.

Attachments:
1: Resolution
2: Cannabis Dispensary Application

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

RESOLUTION PERMITTING THE PEOPLE’S CANNABIS COMPANY TO OPERATE A STOREFRONT RETAIL CANNABIS ESTABLISHMENT AT 2590 TELEGRAPH AVENUE WHEREAS, from April 2001 to January 2024, the Patient’s Care Collective (PCC) operated as a medical and recreational cannabis dispensary at 2590 Telegraph Avenue; and
WHEREAS, in February 2026, a new operator, operating as the People’s Cannabis Company, submitted a completed Cannabis Dispensary Application to operate a storefront retail cannabis establishment at 2590 Telegraph Avenue; and WHEREAS, pursuant to Berkeley Municipal Code (BMC) Section 12.22.020, the City Council is authorized to establish procedures to approve storefront retail cannabis establishments; and
WHEREAS, pursuant to BMC Section 23.320.020, seven storefront retail cannabis establishments are permitted to operate in the City of Berkeley, but only five are currently in operation; and
WHEREAS, allowing an additional storefront retail cannabis establishments would support a competitive legal market, expand consumer access to regulated products, generate additional local tax revenue and business activity, and allow the City recover settlement payment towards the Patient Care Collective’s outstanding taxes and fees; and
WHEREAS, the owner of People’s Cannabis Company has negotiated the terms of a settlement agreement with the City Manager’s Office, through which People’s Cannabis Company would commit to regular payments totaling $600,000 towards the unpaid business license taxes owed by Patient’s Care Collective for their former operations at the same location.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that, pursuant to BMC 23.320.020, a permit is hereby granted to the People’s Cannabis Company for operation of a storefront retail cannabis establishment at 2590 Telegraph Avenue, subject to obtaining an operating permit from the Environmental Health Division and compliance with all applicable local, State and other regulations; and BE IT FURTHER RESOLVED, that the permit approval is conditioned upon the People’s Cannabis Company’s compliance with any agreement between the City Manager and the operator of the People’s Cannabis Company to settle the outstanding taxes and fees owed by the former operator, the Patient’s Care Collective.

DATE STAMP HERE
Land Use Planning,1947 Center Street, 2nd Floor, Berkeley, CA 94704 Tel: 510.981.7410 TDD: 510.981.6903 Fax: 510.981.7420
Email: [email protected]

CANNABIS DISPENSARY APPLICATION FORM
Dispensary Name: People’s Cannabis Company
Dispensary Contact (Principal): Erik Miller
Contact Title: CEO
Contact's Mailing Address: 2872 Ygnacio Valley Rd #137, Walnut Creek, CA 94598 E-mail:Phone #:
24-Hour Contact Information:

Attachment 2

Public
CANNABIS DISPENSARY APPLICATION FORM Page 3 of 5
Part B: Dispensary Organization Status

1. Describe the Dispensary’s organizational status
People’s Cannabis Company is a DBA of 200 MPH Consulting, Inc., a California corporation. Erik Miller is the sole member, and President, Secretary, and Treasurer.

Attach proof of status, such as articles of incorporation, by-laws, partnership agreements, and other documentation as may be appropriate or required by the City.

Part C: Dispensary Description and Location (attach additional sheets if more than one location is being evaluated)

1. Statement of Purpose of Dispensary (a separate sheet may be attached):

The purpose of the dispensary is to facilitate the legal distribution of cannabis to individuals who qualify under the Medicinal and Adult Use Cannabis Regulation and Safety Act.

2. Proposed location of dispensary: 2588 Telegraph Avenue, Berkeley, CA 94704

3. Name and address of property owner Isam Dughman, 426 Castro St, San Francisco, CA 94114

Public
CANNABIS DISPENSARY APPLICATION FORM Page 4 of 5

4. Description of neighborhood around the proposed location (surrounding uses, nearby sensitive uses (such as schools), transit access to site, etc. A separate sheet may be attached.

This location was an operating cannabis dispensary from April 2001 to January 2024 with no neighborhood issues.

This block of Telegraph Avenue is home to restaurants, a nail salon, a dance studio, a smoke shop, an axe throwing

S hop, and an electronics store. There is an AC Transit bus stop on the corner of Telegraph and Parker serving the

6 Telegraph bus line.

5. Site Plan and Elevations/Photos of Proposed Location (attach). If any exterior alterations are proposed for the existing building, also attach proposed site plans and elevations.

6. Floor Plans (attach). If any interior alterations are proposed for the existing building, also attach proposed floor plans.

Part D: Required supplemental information
This information is required for this application to be considered complete. Attach the following reports to the application. For information about the information required, see Berkeley Municipal Code (BMC) Section

12.21.040(I), BMC Section 12.21.040(H)(I) and the Department of Cannabis Control Regulations Title 4, Division 19).

Business Plan

Neighborhood Compatibility Plan pursuant to requirements listed in BMC Section 12.21.040(I) Safety and Security Plan pursuant to requirements listed in BMC Section 12.21.040(H)(1) Environmental Health Permit to Operate (attached)

Public
CANNABIS DISPENSARY APPLICATION FORM Page 5 of 5
Part E: Final Location information
Only one site per application can be considered at this point. Attach proof of ownership of the site OR copy of signed lease OR letter of owner’s willingness to lease to applicant.

Part F: Bonus supplemental information
This information is optional but encouraged. If you choose to submit information in any of the following categories, check the appropriate box and attach the report(s) to the application.

Availability of Professional Services at Location
Enhanced Product Safety
Environmental Benefits
Community Benefits
Labor and Employment
Local Enterprise
Qualifications of Principals

200 MPH Consulting, Inc.
dba
People’s Cannabis Company
Principal Information
Erik Stephen Miller, CEO
2872 Ygnacio Valley Rd #137
Walnut Creek, CA 94598
Erik Miller was one of the principal members of Community Flavor, Inc., which operated the original dispensary at this location from April 2001 to April 2015.

With 14 years’ experience at this location, he has an established relationship with the landlord and neighboring businesses, and is uniquely qualified to operate a dispensary here.

Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

This certificate relates to the status of the entity on the Secretary of State’s records as of the date of this certificate and does not reflect documents that are pending review or other events that may impact status.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

Active
Entity Name:

Entity No.:

Registration Date:

Entity Type:
4838169
01/22/2022
Stock Corporation - CA - General
Status:

Formed In: CALIFORNIA
200 MPH CONSULTING INC
IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of July 14, 2024.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 228476335

BYLAWS
of
200 MPH Consulting Inc
(the Corporation)

SHAREHOLDERS

1. Annual Meeting

A meeting of the Shareholders of the Corporation (the "Shareholders") will be held annually for the purpose of electing directors (the "Directors") of the Corporation and for the purpose of doing other business as may come before the meeting. If the day fixed for the annual meeting is a legal holiday in the State of California, the annual meeting will be held on the next succeeding business day or on a date determined by the board of directors for the Corporation (the "Board") that is no later than two weeks after the date specified in the meeting notice.

The Corporation must hold its annual meeting within:

a. 60 days after the date designated for the annual meeting or if no date was designated; b. 12 months after its last regular meeting.
c. If the annual meeting is not held within that time period then any shareholder entitled to participate in the meeting may apply to the superior court of the proper county to fix the time and place of the meeting.

Management: Erik S Miller will be the President, Secretary, Treasurer and Director

2. Special Meetings

Unless otherwise prescribed by statute, special meetings of the Shareholders, for any purpose or purposes, may only be called in the following ways:

a. By a majority of the Board; or
b. By the president of the Corporation (the "President"); or c. By the holders of shares entitled to cast in total not less than 10 percent of the votes on any issue proposed for the meeting where written requests describing the purpose or purposes for the special meeting are signed, dated and delivered to a member of the Board or other Officer of the Corporation.

The Board will determine the time, place and date of any special meeting provided that, in the case of a special meeting called by the requisite percentage of Shareholders in accordance with these Bylaws, the Board will issue notice of the special meeting within 20 days of receipt of the written demand(s) by the relevant Officer of the Corporation. The Board will schedule the meeting for a date not less than 35 nor more than 60 days after the receipt of the request.

3. Place of Meeting

The annual meetings or special meetings of the Shareholders may be held at any place in or out of the State of California at a place to be determined at the discretion of the Board. If no designation of the location is made for any annual or special meeting of the Shareholders, the place of the meeting will be the Principal Executive Office of the Corporation. The Corporation must hold its annual meeting within the earlier of: a) six months after the end of the Corporation's fiscal year or; b) fifteen months after its last annual meeting. If an annual meeting is not held within that time period, a Shareholder may direct a request in writing to the Chairman of the Board of the Corporation to hold the annual meeting. If a notice of meeting is not given within 60 days of that request then any Shareholder entitled to vote at an annual meeting may apply to any court having jurisdiction for an order directing that the meeting be held and fixing the time and place of the meeting.

4. Notice of Meetings
The written notice of any meeting will be given not less than 10 days, but not more than 60 days before the date of the meeting to each Shareholder entitled to vote at that meeting. The written notice of the meeting will state the place, date and hour of the meeting, the means of remote communications, if any, and, in the case of a special meeting, the purpose or purposes for which the meeting is called.

If mailed, notice is given when the notice is deposited in the United States mail, postage prepaid, and directed to the Shareholder at the address of the Shareholder as it appears on the records of the Corporation. An affidavit of the secretary (the "Secretary") of the Corporation that the notice has been given will, in the absence of fraud, be prima facie evidence of the facts stated in the notice.

A written waiver, signed by the person entitled to a notice of meeting, or a waiver by electronic transmission by the person entitled to that notice, whether before or after the time stated in the notice, will be deemed equivalent to the person receiving the notice. Further, attendance of a person at a meeting will constitute a waiver of notice of that meeting, except when the person attends a meeting for the express purpose of objecting at the beginning of the meeting to the transaction of any business because the meeting is not lawfully called or convened.

5. Consent of Shareholders in Lieu of Meeting
Any action to be taken at any annual or special meeting of Shareholders, may be taken without a meeting, without prior notice and without a vote, if a consent or consents in writing, setting forth the action to be taken, is signed by the holders of outstanding stock having not less than the minimum number of votes that would be necessary to authorize or take the action at a meeting at which all shares entitled to vote on the matter were present and voted is delivered to the Corporation. Every written consent will bear the date of signature of each Shareholder who signs the consent. However, no written consent will be effective unless the consent is delivered, either by hand or by certified or registered mail, within 90 days of the earliest dated consent, to the Corporation for inclusion in the minutes or filing with the corporate records.

6. Remote Communication Meetings
Remote communication means any electronic communication including conference telephone, video conference, the Internet, or any other method currently available or developed in the future by which Shareholders not present in the same physical location may simultaneously communicate with each other.

Where permitted under the statutes and regulations of the State of California, and in the sole and reasonable discretion of the Board of Directors, a meeting of Shareholders of the Corporation may be held at a specific location or may be held by any means of remote communication. Where a meeting will employ remote communication, one or more Shareholders may participate by means of remote communication or the meeting may be held solely by means of remote communication at the sole discretion of the Board of Directors. Where any remote communication is used in a Shareholder meeting, all persons authorized to vote or take other action at the meeting must be able to hear each other during the meeting and each person will have a reasonable opportunity to participate. This remote participation in a meeting will constitute presence in person at the meeting. All votes or other actions taken at the meeting by means of electronic transmission must be maintained as a matter of record by the Corporation.

7. List of Shareholders Entitled to Vote
The Officer who has charge of the Record of Shareholders of the Corporation will prepare andmake, 10 to 60 days before every meeting of the Shareholders, a complete list of theShareholders entitled to vote at the meeting, arranged in alphabetical order, and showing theaddress of each Shareholder and the number of shares of stock registered in the name of each Shareholder. The list must be available for inspection by any Shareholder. The list must be provided for any purpose related to the meeting:
a. On a reasonably accessible electronic network, so long as the information required to access the list is provided with the notice of the meeting; or
b. During ordinary business hours, at the Registered Office of the Corporation in this state.

If the Corporation decides to make the list available on an electronic network, the Corporation will ensure that this information is available only to Shareholders of the Corporation. If the meeting is to be held at a physical location, then the list will be produced and kept at the time and place of the meeting during the whole time of the meeting and may be inspected by any Shareholder who is present.

If the meeting is to be held solely by means of remote communication, then the list will also be open to the examination of any Shareholder during the whole time of the meeting on a reasonably accessible electronic network, and the information required to access the list will be provided with the notice of the meeting.

If any Director willfully neglects or refuses to produce the list of Shareholders at any meeting for the election of Directors, or to open such a list to examination on a reasonably accessible electronic network during any meeting for the election of Directors held solely by means of remote communication, those Directors will be ineligible for election to any office at that meeting.

The Record of Shareholders will be the only evidence as to who are the Shareholders entitled by this section to examine the list required by this section or to vote in person or by proxy at any meeting of Shareholders.

8. Quorum and Required Vote
A minimum of 51 percent of the shares entitled to vote, present in person or represented by proxy, will constitute a quorum entitled to take action at a meeting of Shareholders.

In all matters other than the election of Directors, any act of the Shareholders must be passed by an affirmative vote of the majority of the shares present in person or represented by proxy at the meeting and entitled to vote on the matter.

Directors will be elected by a majority of the votes of the shares present in person or represented by proxy at the meeting and entitled to vote on the election of Directors.

Where a separate vote by a class or series or classes or series of shares ("Eligible Shares") is required, 51 percent of the outstanding Eligible Shares present in person or represented by proxy, will constitute a quorum entitled to take action with respect to that vote on that matter. Any act to be taken must be passed by an affirmative vote of the majority of the outstanding Eligible Shares present in person or represented by proxy.

9. Shareholders Voting Rights and Proxies
Subject to the Articles of Incorporation, each Shareholder will be entitled to one vote for each share of stock held by that Shareholder.

Each Shareholder entitled to vote at a meeting of Shareholders or to express consent or dissent to corporate action in writing without a meeting may authorize another person or persons to act for that Shareholder by proxy, but no proxy will be valid after 11 months from the date of its execution unless the proxy provides for a longer period.

Execution of a proxy may be accomplished by the Shareholder or by the authorized Officer, Director, employee or agent of the Shareholder, signing the writing or causing that person's signature to be affixed to the writing by any reasonable means including, but not limited to, by facsimile signature.

A duly executed proxy will be irrevocable if it states that it is irrevocable and if, and only as long as, it is coupled with an interest sufficient in law to support an irrevocable power. A proxy may be made irrevocable regardless of whether the interest with which it is coupled is an interest in the shares or an interest in the Corporation generally.

10. Voting Rights of Fiduciaries, Pledgers and Joint Owners of Shares Persons holding shares in a fiduciary capacity will be entitled to vote the shares so held. Persons whose shares are pledged will be entitled to vote, unless, in the transfer by the pledger on the books of the Corporation, that person has expressly empowered the pledgee to vote the shares, in which case only the pledgee, or that pledgee's proxy, may represent and vote the shares.

11. Voting Trusts and Other Voting Agreements
Two or more Shareholders may, by agreement in writing, create a voting trust by depositing their shares with a voting trustee, who will have the authority to vote the shares in accordance with the terms and conditions of the voting trust agreement. To be valid, the voting trustee must deliver copies of the list of Shareholders and the voting trust agreement to the Secretary of the Corporation. Upon receiving the voting trust agreement, the Corporation will issue new share certificates in the name of the trustee and cancel the old share certificates. The new share certificates issued will state that they are issued pursuant to a voting trust agreement.

Any amendment to a voting trust agreement will be made by a written agreement, a copy of which will be filed with the Secretary of the Corporation.

The right of inspection of any voting trust agreement or related amendment by a Shareholder of record or a holder of a voting trust certificate, in person or by agent, will be the same right of inspection that applies to the securities register of the Corporation.

An agreement between two or more Shareholders, if in writing and signed by the parties to the agreement, may provide that in exercising any voting rights, the shares held by them will be voted as provided by the agreement, or as the parties may agree, or as determined in accordance with a procedure agreed upon by them.

The above provisions concerning voting trusts and voting agreements will not be deemed to invalidate any voting or other agreement among Shareholders or any irrevocable proxy which is not otherwise illegal.

12. Cumulative Voting
Shareholders may use cumulative voting elections when electing Directors.

BOARD OF DIRECTORS

13. General Powers
The business and affairs of the Corporation will be managed by or under the direction of the Board.

14. Number, Tenure and Quorum
The Board will consist of one member, who will be a natural person. Directors need not be Shareholders.

The Director will hold office until that Director's successor is elected and qualified or until that Director's earlier resignation or removal. Any Director may resign at any time upon notice given in writing or by electronic transmission to the Corporation. In order to transact business at a meeting of the Directors, a quorum of 51 percent of the total number of Directors eligible to vote will be required. The vote of the majority of the Directors present at a meeting at which a quorum is present will be the act of the Board.

15. Regular Meetings
By resolution, the Board may provide the time and place, either within or without the State of California, for the holding of regular meetings without any notice other than that resolution.

16. Special Meetings
Special meetings of the Board may be called by or at the request of the President or by a majority of the Directors. The person or persons calling that special meeting of the Board may fix any date, time or place, either within or without the State of California, to be the date, time and place for holding that special meeting.

17. Notice
Written notice of the date, time, and place of a special meeting of the Board will be given at least 30 days prior to the date set for that meeting. The written notice can be given personally, by mail, by private carrier, by telegraph, by telephone facsimile, or by any other manner as permitted by the California General Corporation Law. The notice will be given by the Secretary or one of the persons authorized to call Directors' meetings.

If written notice is mailed, correctly addressed to a Director's address as provided in the Corporation's current records, the notice will be deemed to have been given to that Director at the time of mailing. If written notice is sent by private carrier or if the written notice is sent by United States mail, postage prepaid and by registered or certified mail, return receipt requested, the notice will be deemed to have been given to a Director on the date shown on the return receipt. Otherwise notice is effective when received by a Director.

Notice of any Directors' meeting may be waived by a Director before or after the date and time of the meeting. The waiver must be in writing, must be signed by a Director, and must be delivered to the Corporation for inclusion in the minutes or filing with the corporate records. The attendance of a Director at a meeting of the Board will constitute a waiver of notice of that meeting except where a Director attends a meeting for the express purpose of objecting to the transaction of any business because the meeting is not lawfully convened.

18. Action by Directors Without a Meeting
Any action to be taken at any meeting of the Board or of any committee of the Board may be taken without a meeting if all members of the Board or committee, as the case may be, consent to it in writing, or by electronic transmission and the writing or writings or electronic transmission or transmissions are filed with the minutes of proceedings of the Board, or committee. This filing will be in paper form if the minutes are maintained in paper form and will be in electronic form if the minutes are maintained in electronic form.

19. Remote Communication Meetings
Remote communication means any electronic communication including conference telephone, video conference, the Internet, or any other method currently available or developed in the future by which Directors not present in the same physical location may simultaneously communicate with each other.

A meeting of the Board may be held by any means of remote communication by which all persons authorized to vote or take other action at the meeting can hear each other during the meeting and each person has a reasonable opportunity to participate. This remote participation in a meeting will constitute presence in person at the meeting.

20. Vacancies and Newly Created Directorships
When vacancies or newly created directorships resulting from any increase in the authorized number of Directors occur, a majority of the Directors then in office, although less than a quorum, or a sole remaining Director will have the power to appoint new Directors to fill this vacancy or vacancies. Each new Director so chosen will hold office until the next annual meeting of the Shareholders.

If at any time, by reason of death or resignation or other cause, the Corporation should have no Directors in office, then any Officer or any Shareholder or an executor, administrator, trustee or guardian of a Shareholder, or other fiduciary entrusted with like responsibility for the person or estate of a Shareholder, may call a special meeting of Shareholders for an election to fill the vacancy.

When one or more Directors resign from the Board and the resignation is to become effective at a future date, a majority of the Directors then in office, including those who have so resigned, will have the power to appoint new Directors to fill this vacancy or vacancies. The appointments of these new Directors will take effect when the resignation or resignations are to become effective, and each new Director so chosen will hold office until the next annual meeting of the Shareholders.

21. Removal
Any Director or the entire Board may be removed, with or without cause, by the holders of a majority of the shares then entitled to vote at an election of Directors at a special meeting of the Shareholders called for that purpose. No director may be removed when the votes cast against removal would be sufficient to elect the director if voted cumulatively at an election where the same total number of votes were cast.

22. Organization
Meetings of the Board will be presided over by the President, or in the President's absence by a Director chosen at the meeting. The Secretary will act as secretary of the meeting, but in the absence of the Secretary, the person presiding at the meeting may appoint any person to act as secretary of the meeting.

23. Chairman of the Board
The Chairman of the Board, if present, will preside at all meetings of the Board, and exercise and perform any other authorities and duties as may be from time to time delegated by the Board.

24. Compensation
The Board will, by resolution, fix the fees and other compensation for the Directors for their services as Directors, including their services as members of committees of the Board. All changes to Director compensation are subject to ratification by the Shareholders.

25. Presumption of Assent
A Director of the Corporation who is present at a meeting of the Board will be presumed to have assented to an action taken on any corporate matter at the meeting unless:
a. The Director objects at the beginning of the meeting, or promptly upon the Director's arrival, to holding the meeting or transacting business at the meeting; b. The Director's dissent or abstention from the action taken is entered in the minutes of the meeting; or
c. The Director delivers written notice of the Director's dissent or abstention to the presiding officer of the meeting before the adjournment of the meeting or to the Corporation within a reasonable time after adjournment of the meeting.

Any right to dissent or abstain from the action will not apply to a Director who voted in favor of that action.

COMMITTEES

26. Appointment
The Board may designate one or more committees, each committee to consist of one or more of the Directors of the Corporation. The Board may designate one or more Directors as alternate members of any committee, who may replace any absent or disqualified member at any meeting of the committee.

In the absence or disqualification of a member of a committee, the member or members present at any meeting and not disqualified from voting, whether or not that member or members constitute a quorum, may unanimously appoint another member of the Board to act at the meeting in the place of any absent or disqualified member.

The committee or committees, to the extent provided in the resolution of the Board will have and may exercise all the powers and authority of the Board in the management of the business and affairs of the Corporation, and may authorize the seal of the Corporation to be affixed to all papers which may require it. No such committee will have the power or authority in reference to the following matters:
a. Approving or adopting, or recommending to the Shareholders, any action or matter (other than the election or removal of Directors) expressly required by the California General Corporation Law to be submitted to Shareholders for approval; or
b. Adopting, amending or repealing any Bylaw of the Corporation.

27. Tenure
Each member of a committee will serve at the pleasure of the Board.

28. Meetings and Notice
The method by which Directors' meetings may be called and the notice requirements for these meetings as set out in these Bylaws will apply to any committee designated by the Board as appropriate.

29. Quorum
The requirements for a quorum for the Board as set out in these Bylaws will apply to any committee designated by the Board as appropriate.

30. Action Without a Meeting
The requirements and procedures for actions without a meeting for the Board as set out in these Bylaws will apply to any committee designated by the Board as appropriate.

31. Resignation and Removal
Any member of a committee may be removed at any time, with or without cause, by a resolution adopted by a majority of the full Board. Any member of a committee may resign from the committee at any time by giving written notice to the Chairman of the Board of the Corporation, and unless otherwise specified in the notice, the acceptance of this resignation will not be necessary to make it effective.

32. Vacancies
Any vacancy in a committee may be filled by a resolution adopted by a majority of the full Board.

33. Committee Rules of Procedure
A committee will elect a presiding officer from its members and may fix its own rules of procedure provided they are not inconsistent with these Bylaws. A committee will keep regular minutes of its proceedings, and report those minutes to the Board at the first subsequent meeting of the Board.

OFFICERS

34.Appointment of Officers
The Officers of the Corporation (individually the "Officer" and collectively the "Officers") will consist of the President, a treasurer (the "Treasurer") and the Secretary. The Officers will be appointed by the Board at the first meeting of the Directors or as soon after the first meeting of the Directors as possible, if Officers have not already been appointed. Any appointee may hold one or more offices.

35. Term of Office
Each Officer will hold office until a successor is duly appointed and qualified or until the Officer's death or until the Officer resigns or is removed as provided in these Bylaws.

36. Removal
Any Officer or agent appointed by the Board or by the Incorporators may be removed by the Board at any time with or without cause, provided, however, any contractual rights of that person, if any, will not be prejudiced by the removal.

37. Vacancies
The Board may fill a vacancy in any office because of death, resignation, removal, disqualification, or otherwise.

38. President
Subject to the control and supervisory powers of the Board and its delegate, the powers and duties of the President will be:
a. To have the general management and supervision, direction and control of the business and affairs of the Corporation;
b. To preside at all meetings of the Shareholders when the Chairman of the Board is absent; c. To call meetings of the Shareholders to be held at such times and at such places as the President will deem proper within the limitations prescribed by law or by these Bylaws; d. To ensure that all orders and resolutions of the Board are effectively carried out; e. To maintain records of and certify, whenever necessary, all proceedings of the Board and the Shareholders;
f. To put the signature of the Corporation to all deeds, conveyances, mortgages, guarantees, leases, obligations, bonds, certificates and other papers and instruments in writing which have been authorized by the Board or which, in the opinion of the President, should be executed on behalf of the Corporation; to sign certificates for the Corporation's shares; and, subject to the instructions of the Board, to have general charge of the property of the Corporation and to supervise and manage all Officers, agents and employees of the Corporation; and g. To perform all other duties and carry out other responsibilities as determined by the Board.

39. Treasurer
Subject to the control and supervisory powers of the Board and its delegate, the powers and duties of the Treasurer will be:
a. To keep accurate financial records for the Corporation; b. To deposit all money, drafts and checks in the name of and to the credit of the Corporation in the banks and depositories designated by the Board;
c. To endorse for deposit all notes, checks, drafts received by the Corporation as instructed by the Board, making proper vouchers for them;
d. To disburse corporate funds and issue checks and drafts in the name of the Corporation, as instructed by the Board;
e. To submit to the President and the Board, as requested, an account of all transactions by the Treasurer and the financial condition of the Corporation; f. To prepare and submit to the Board annual reports detailing the financial status of the Corporation; and
g. To perform all other duties and carry out other responsibilities as prescribed by the Board or the President.

40. Secretary
The Secretary will perform the following duties:
a. Prepare the minutes of the meetings of the Shareholders and meetings of the Board and keep those minutes in one or more books provided for that purpose; b. Authenticate the records of the Corporation as will from time to time be required;

c. Ensure that all notices are duly given in accordance with the provisions of these Bylaws or as required by law;
d. Act as custodian of the corporate records and of the corporate seal, if any, and ensure that the seal of the Corporation, if any, is affixed to all documents the execution of which on behalf of the Corporation under its seal is duly authorized;
e. Keep a register of the post office address of each Shareholder; f. Sign, along with the President, certificates for shares of the Corporation, the issuance of which will have been authorized by resolution of the Board;
g. Have general charge of the Record of Shareholders of the Corporation; and h. Perform all duties incidental to the office of Secretary and any other duties as from time to time may be delegated to the Secretary by the President or the Board.

41. Delegation of Authority
The Board reserves the authority to delegate the powers of any Officer to any other Officer or agent, notwithstanding any provision in these Bylaws.

LOANS, CHECKS, DEPOSITS, CONTRACTS

42. Loans
Without authorization by a resolution of the Board, the Corporation is prohibited from making or accepting loans in its name, or issuing evidences of indebtedness in its name. The authorization of the Board for the Corporation to perform these acts can be general or specific.

43. Checks, Drafts, Notes
All checks, drafts, or other orders for the payment of money, notes, or other evidences of indebtedness issued in the name of the Corporation must be signed by a designated Officer or Officers, agent or agents of the Corporation and in a manner as will from time to time be determined by resolution of the Board.

44. Deposits
All funds of the Corporation not otherwise used will be deposited to the credit of the Corporation in banks, trust companies, or other depositories designated by the Board.

45. Voting Securities Held by the Corporation
The President,
or another Officer or agent designated by the Board will, with full power and authority attend, act, and vote, on behalf of the Corporation, at any meeting of security holders or interest holders of other corporations or entities in which the Corporation may hold securities or interests. At that meeting, the President or other delegated agent will have and execute any and all rights and powers incidental to the ownership of the securities or interests that the Corporation holds.

46. Contracts
The Board may give authority to any Officer or agent, to make any contract or execute and deliver any instrument in the name of the Corporation and on its behalf, and that authority may be general or specific.

47. Conflict of Interest by Directors

People's Cannabis Company: Business Plan
Table of Contents

1. Executive Summary

2. Company Description

3. Social Equity Program Participation

4. Management Team

5. Financial Projections

6. Marketing and Sales Strategy

7. Competitive Analysis

8. Operational Plan

9. Community Benefits

10. Conclusion

1. Executive Summary
People's Cannabis Company will be a licensed retail cannabis dispensary in Berkeley, California, established by Erik Miller, a seasoned professional with 14 years of experience in the cannabis retail industry. People's Cannabis Company prioritizes providing a welcoming and educational environment for adult consumers (21+) while offering a curated selection of high -quality, locally-sourced cannabis products. We are committed to responsible retailing, social equity within the cannabis indu stry, and giving back to the local community.

2. Company Description
People's Cannabis Company will be a licensed cannabis retailer with a deep understanding of customer needs and a dedication to ethical sourcing practices. Our passionate and knowledgeable staff will be specifically chosen for their in-depth knowledge of:
● Cannabis products and their effects
● C annabis safe use practices
● Local and state cannabis regulations
People's Cannabis Company will prioritize creating an inclusive atmosphere where everyone feels comfortable exploring cannabis products, regardless of prior experience. Many Bay Area cannabis consumers are knowledgeable, and are seeking a trustworthy and informative cannabis retail experience, including:
● High-quality cannabis flower, edibles, and concentrates ● Locally-sourced and organic products
● Educational resources and knowledgeable staff
The location at 2588 Telegraph Avenue was previously home to a cannabis dispensary from 2001 to January 2024, and has a good reputation with cannabis consumers and the neighborhood businesses.

3. Social Equity Program Participation
People's Cannabis Company is firmly committed to social equity in the cannabis industry. We understand the importance of leveling the playing field and will actively participate in local social equity program initiatives through purchasing decisions, partnerships, mentorship and guidance, and community outreach.

4. Management Team
● Erik Miller, CEO: 15 years of experience in cannabis retail operations, proven track record of profitability and community involvement. Skilled in staff training, inventory control, and ensuring regulatory compliance.
● Staff: The People's Cannabis Company team will consist of people with experience in customer service and extensive cannabis product knowledge. We will also have licensed security guards on-site during operating hours and during opening and closing procedures.

5. Financial Projections
Our financial projections demonstrate the viability of People's Cannabis Company . We present conservative estimates for the following over the first three years of operation:
● Sales Forecasts: Based on market research, industry benchmarks, and previous retail performance at this location, we project sales of $2,000,000 in year 1, $2,500,000 in year 2, and $2,750,000 in year 3. We will refine these forecasts quarterly based on actual sales data. ● Operational Expenses: We project operational expenses of $2,000,000 in year 1, including startup costs, staff salaries, rent, inventory costs, marketing expenses, and taxes. These expenses will decrease as a percentage of revenue over time. ● Projected Profitability: We project profitability by year 2, with increased profitability in the following years.

6. Marketing and Sales Strategy
People's Cannabis Company will implement a data -driven marketing and sales strategy that reaches our target audience while adhering to local regulations regarding cannabis advertising. Our approach will include:
● Digital Marketing: Develop a user-friendly website with:
○ Informative product descriptions
○ Educational resources, including tutorials on safe cannabis use ○ Age-verification technology
○ SEO optimization

● Content Marketing: Create informative blog posts and social media content aligned with customer survey findings. Examples include:

○ Product Reviews: Feature high -quality, locally -sourced products with detailed descriptions and potential effects.

○ Safe Cannabis Use Guides: Address topics like proper dosing, consumption methods, and responsible storage. Consider infographics or short explainer videos to enhance understanding.
○ Local Cannabis News: Share relevant industry updates and educational content .

Utilize curated content from reputable sources and highlight local cannabis news and events.

● Local Partnerships: Partner with complementary local businesses to reach a wider audience who might be interested in cannabis for relaxation or pain management. Examples include yoga studios, art galleries, and wellness centers. Explore opportunities for co-branding initiatives or hosting educational events at our dispensary.

● Loyalty Programs: Implement a customer loyalty program rewarding repeat business and incentivizing referrals. This could include points programs or exclusive discounts tailored to customer preferences based on survey data (e.g., discounts on locally -sourced products or educational workshops).

● In-Store Experience: Create a welcoming and informative in -store experience with knowledgeable, friendly staff providing exceptional customer service. Offer educational workshops on -site to further engage customers, addressing topics identified in customer surveys, such as product selection based on desired effects or terpene profiles (aromatic compounds in cannabis).

7. Competitive Analysis
The Berkeley cannabis market currently includes five other established dispensaries. People's Cannabis Company will differentiate itself by:
● Customer Experience: Prioritizing a welcoming and educational environment with knowledgeable, friendly staff ensures a positive customer experience. ● Focus on Local Sourcing: Our dedication to sourcing products locally fosters trust, strengthens the local economy, and aligns with customer preferences for fresh, high-quality cannabis. ● Educational Focus: W orkshops led by industry professionals set us apart and empower customers to make informed choices, addressing their desire for educational resources. ● Social Equity Commitment: Our active participation in social equity programs demonstrates a commitment to social justice in the cannabis industry, resonating with socially conscious consumers.
● Data-Driven Approach: Utilizing customer survey data allows us to tailor our product selection, educational resources, and loyalty program to better meet unmet customer needs compared to other dispensaries.

8. Operational Plan
People's Cannabis Company will prioritize smooth and efficient operations to ensure a positive customer experience and regulatory compliance. Here's a breakdown of our operational plan:
● Staffing: We will recruit and train a team with a passion for cannabis and excellent customer service. All staff will undergo regular training on product knowledge, responsible cannabis use,

and age verification procedures. We will also have licensed security guard s on-site during operating hours.
● Inventory Management: We will establish a strict inventory control system using seed-to-sale tracking software to ensure compliance with regulations and minimize shrinkage. ● Supplier Relationships: We will develop strong relationships with reputable and licensed cultivators, processors, and distributors within Berkeley and surrounding areas, prioritizing social equity vendors whenever possible. This ensures a consistent supply of high -quality, locally- sourced cannabis products.
● Security Protocols: We will implement a comprehensive security plan that includes:
○ High-definition security cameras with 24/7 monitoring ○ Monitored alarm system with emergency “panic buttons” ○ C ashless payment system to reduce cash handling risks ○ Licensed security guards on-site during operating hours ○ Rigorous access control procedures to prevent unauthorized entry ● Compliance: We will maintain the highest standards of compliance with all local, state, and federal cannabis regulations. We will have a designated compliance officer to monitor regulations and ensure adherence.

9. Community Benefits
People's Cannabis Company is committed to being a positive and socially responsible force in Berkeley.

We will achieve this through:
● Local Sourcing: Prioritizing purchasing cannabis products sourced from within Berkeley and the surrounding area to support the local economy and foster a strong community connection. ● Charitable Donations: Donating a portion of our profits to local charities focused on social justice initiatives, community development, and cannabis education programs. We will prioritize organizations supporting social equity in the cannabis industry. ● Educational Workshops: Hosting free educational workshops for the community on safe cannabis use, responsible cultivation practices, and the history of cannabis legalization. These workshops will be led by industry professionals and open to the public (21+). ● Community Engagement: Partnering with local organizations to sponsor events, and volunteer our time for community improvement initiatives. For example, partnering with a local environmental organization for a neighborhood park clean -up day, or sponsoring a community art event.

10. Conclusion
People's Cannabis Company will be a responsible and valuable addition to the Berkeley cannabis industry. We are committed to providing high -quality cannabis products, fostering a safe and educational environment for customers, actively participating in social equity programs, and giving back to the local community. Our data-driven approach, focus on local sourcing, and commitment to social responsibility position us for success in a competitive market.

People’s Cannabis Company
Neighborhood Compa5bility Plan
July 2024

The property at 2588 Telegraph Avenue previously operated as a cannabis dispensary from April 2001 to January 2024. During that Ame an excellent relaAonship was established with the neighbors and neighboring businesses. People’s Cannabis Company plans to conAnue those good relaAonships through:

• Security patrols during operaAng hours
• Exterior cameras monitoring the front, rear, and parking areas of the dispensary • DesignaAng a community relaAons staff person
• Providing BPD and neighboring businesses with a 24-hour contact person • EducaAng dispensary patrons about neighborhood best pracAces • Ensuring that any neighborhood concerns are addressed immediately

People’s Cannabis Company
Safety and Security Procedures
July 2024

1. Definitions

1.1. Guard Card. In California, security guards are licensed by the Bureau of Security and Investigative Services (BSIS). In order to get a security guard license (guard card), you must first complete a pre-licensing course, often referred to as a “guard card class”.

1.2. Employee I.D. Badge. A laminated or plastic-coated identification badge issued by the licensee and worn at all times while engaging in commercial cannabis activity. The identification badge shall, at a minimum, include the licensee’s “doing business as” name and license number, the employee’s first name, an employee number exclusively assigned to that employee for identification purposes, and a color photograph of the employee that clearly shows the full front of the employee’s face and that is at least 1 inch in width and

1.5 inches in height.

1.3. Limited-Access Area. Established areas where only authorized individuals may enter. Authorized individuals include individuals employed by the retailer as well as any outside vendors, contractors, or other individuals conducting business that requires access to the limited access area. An individual in the limited-access area who is not employed by the retailer shall be escorted by an employee of the licensee at all times within the limited-access area. An individual who enters the limited-access area shall be at least 21 years of age. A log of all authorized individuals who are not employees of the retailer who enter the limited-access area is maintained at all times.

2. Policy

2.1. It is the policy of People’s Cannabis Company for all Security Personnel to maintain a current Guard Card and carry it with them at all times at work.

2.2. Furthermore, it is our policy to train all Security Personnel on Security Procedures and to retain those training records for future inspection.

3.0. Purpose

3.1. The purpose of this document is to (1) identify the goals and objectives of the Security Procedures, (2) implement policies at People’s Cannabis Company related to the Security Procedures, (3) ensure the safety of employees and customers.

4.0. Scope

4.1. This procedure applies to the Security Manager and all Security Personnel who are employed by People’s Cannabis Company.

4.2. The General Manager and Supervisors shall also be trained on Security Procedures.

5.0. Responsibilities

5.1. Security Manager - is responsible for implementing and training security personnel on Security Procedures.

5.2. Security Personnel - are responsible for ensuring that the Security procedures are followed.

6.0. Required Supplies

6.1. Limited-Access Area Visitors Log.

6.2. Security Daily Reports and Incidents Reports Log.

6.3. Guard Card.

7.0. Procedure

7.1. The primary role for security personnel is to observe and report, and to prevent problems at People’s Cannabis Company. These could be problems related to robbery, nuisance activity, law enforcement activity, or other threats or incidents. Security personnel are expected to be alert at all times and carry their Guard Card (do not carry any weapons on you while on scheduled shifts at People’s Cannabis Company). Please talk with your Supervisor if you have questions or concerns regarding your role or duties.

In addition to normal operating procedures and instructions from your Supervisor, be careful to uphold these security procedures at People’s Cannabis Company:

7.1.1. Be friendly to other staff, members and neighbors at all times. Be sure that you are treating others like human beings first. Keep the work environment stress free and comfortable – both in front of the customers and elsewhere. Avoid long in-depth interactions with customers so that you may stay aware of your surroundings. Remember the safety of our team depends on you.

7.1.2. Avoid wearing sunglasses, if possible, when speaking to a customer. This helps break down barriers and build rapport. Give a smile when possible.

7.1.3. Avoid all distractions, including phone use during your shift. If phone use is required please communicate with your supervisor or coworker and excuse

yourself from IN FRONT of the store. No more than 2 mins allowed. Constantly look up, down, and around our streets and anticipate/avoid issues.

7.1.4. Always remember that People’s Cannabis Company is a recreational and a medical facility. You should act, speak and present yourself in a way that is appropriate. Remember that your body language and tone of voice matter.

7.1.5. If there are three security team members present outside, one should conduct a neighborhood patrol. Get to know our neighbors and report any concerns they may have.

7.1.6. Security personnel should record the time, date, and any observations from their patrol in the security logbook before completing their shift. Be sure to sign the entry and notify your supervisor verbally of anything out of the ordinary.

7.1.7. Security personnel should check out with the security Supervisor before leaving for the day.

7.1.8. Remember that some customers may feel intimidated by security personnel, and others may have some degree of ambivalence about visiting a cannabis facility. Be sensitive to this, and do not take it personally. Be professional, yet friendly.

7.1.9. Vendors/distributors must have identification at all times. Preferably a work badge.

7.1.10. Security personnel are to stay at their post until the shop is fully closed up and the alarm is set.

7.1.11. Stay alert and pay attention at all times.

7.1.12. DO NOT leave the front of the store for any reason between 9:00pm - 9:30pm. This includes going to the store or inside any place other than People’s Cannabis Company. If you need to go to the restroom please do so BEFORE 9PM. Closing is one of the most sensitive times and needs to be taken seriously.

Please do not be on your phones, walk away from in front of the store, or play around.

7.1.13. Escort the night supervisor to their car if they parked in the back lot, or stand guard with them until their ride arrives. At that point you may clock out to end your shift.

7.1.14. Conflicts should be handled in a mature and professional manner.

7.1.15. Never threaten or assault somebody when you are at work.

7.2. Procedure for allowing individuals access to the premises

7.2.1. Be sure to greet every customer as they approach you on the sidewalk.

Before entry, politely ask for ID. If under 21ask for a Doctor's recommendation/card.

A. Check the expiration date to confirm it’s up to date.

B. Confirm the name matches on both the ID and recommendation.

C. Confirm that the picture ID matches the person in front of you by confirming details such as height, eye color, etc.

D. Confirm the patient's age by checking birth date and make sure the ID is valid by checking expiration date.

E. Check that the patient is over the age of 18 years old with a recommendation. If the patient is under 18, they must be accompanied by a parent or court-appointed legal guardian who must also provide a written authorization to complete the patient’s registration as the patient’s caregiver.

F. Caregivers and patients must have valid documents from a doctor’s office (I.D. for both persons and doctor’s recommendation with valid expiration date.) for entry. The patient must come in with the caregiver and register for the first visit ONLY unless unable to do so (ex. bedridden or minors). After the initial visit the caregiver may come and get medicine without the patient. If documents are NOT VALID and BOTH patients are over 21, they may be granted access with an ID but will not be able to get a medicinal discount.

G. A caregiver under 21 may also pick up medicine for a qualified medical patient if they have valid documents. (ex.ID cards for both the patient and themselves, patient’s doctor’s recommendation, authorization to be a caregiver from doctor or People’s Cannabis Company provided form)

7.2.2. If you observe any of the following policy violations, please log the incident and alert the supervisor immediately. These are grounds for People’s Cannabis Company membership termination.

A. Diversion of medicine for non-medical use.

B. Reselling medicine.

C. Consuming medicine in the facility or a public place in the neighborhood.

D. Shoplifting.

E. Threats or acts of violence.

F. Disruptive or abusive behavior or comments.

G. Other causes that, in the opinion of a Principal or Supervisor, are harmful to the facility, staff, neighborhood, or members.

H. Operating a motor vehicle after ingesting product on site.

7.2.3. Individuals who are at least 21 years of age may purchase all retail with valid documents. The ability to purchase Medical Retail shall be limited to individuals who are at least 18 years of age and have a valid physician’s recommendation.

7.2.4. At any time that the premises is not open for retail sales, ensure that:

A. The premises are securely locked with commercial-grade, nonresidential door locks.

B. The premises are equipped with an active alarm system, which shall be activated when the retailer or its employees are not on the licensed premises.

C. Only employees and contractors of the retailer are allowed to enter the premises when not open for retail sales. At least one security guard shall be present.

7.2.5. A retailer shall only sell adult-use cannabis goods to individuals who are at least 21 years of age, and medicinal cannabis goods to individuals at least 18 years of age who possess a valid physician’s recommendation for himself or herself or a person for whom he or she is a primary caregiver.

A. A retailer shall verify the ID expiration, identity, age, and physician’s recommendation, if applicable, of a customer.

7.3. Procedure for access points and security personnel

7.3.1. Ensure that any person on the licensed premises, except for employees and contractors of the licensee, are escorted at all times by the licensee or at least one employee of the licensee when in the limited-access areas of the premises during regular retail operation hours.

7.3.2. All agents, officers, or other persons acting for or employed by a licensee shall display a laminated or plastic-coated identification badge issued by the licensee at all times while engaging in commercial cannabis activity. The identification badge shall, at a minimum, include the licensee’s “doing business as” name and license number, the employee’s first name, an employee number exclusively assigned to that employee for identification purposes, and a color photograph of the employee that clearly shows the full front of the employee’s face and that is at least 1 inch in width and 1.5 inches in height.

7.3.3. Security personnel shall be present at times during business hours and shall comply with Chapters 11.4 and 11.5 of Division 3 of the Business and Professions Code.

7.3.4. Ensure that the limited-access areas can be securely locked using commercial-grade, nonresidential door locks. A licensee shall also use commercial-grade, nonresidential door locks on all points of entry and exit to the licensed premises.

7.3.5. Establish limited-access areas and permit only authorized individuals to enter the limited-access areas.

7.3.6. Authorized individuals include individuals employed by the retailer as well as any outside vendors, contractors, or other individuals conducting business that requires access to the limited access area.

7.3.7. An individual in the limited-access area who is not employed by the retailer shall be escorted by an employee of the licensee at all times within the limited- access area.

7.3.8. An individual who enters the limited-access area shall be at least 21 years of age.

7.3.9. Maintain a log of all authorized individuals who are not employees of the retailer who enter the limited-access area. These logs shall be made available to the Bureau upon request.

7.3.10. Do not receive consideration or compensation for permitting an individual to enter the limited-access area.

7.4. Procedure for non-armed theft

7.4.1. Removing any cannabis, cannabis products, plants, waste material, equipment, records, intellectual property or other items from the facility without permission, including paper or electronic copies of records or other printed materials is theft. All personnel are required to report theft to the Manager immediately. The Manager is responsible for:

A. Preventing theft and securing the return of the stolen property, if it is possible to do so with undue risk.

B. Terminating the personnel caught stealing, or suspending the personnel pending an investigation.

C. Taking precautions to prevent an individual who steals from reentering the facility.

D. Filing a police report, as required under local and state laws and regulations.

7.5. Robbery

7.5.1. Procedure during an armed robbery

A. Don't be a Hero or Heroine! do nothing that would jeopardize your safety or the safety of others.

B. Do not attempt to fight, overpower or otherwise physically interfere with the robber.

C. If a firearm is displayed always assume it is real and loaded.

D. Make no sudden moves and remain calm. If the robber(s) have a weapon, those persons will likely use it if provoked.

E. Inform the robber of any surprises. If someone is expected back soon or if you must reach or move in any way, tell the robber what to expect so they will not be startled. A suspicious move by an employee may trigger a violet reaction by the robber and endanger the lives of many people.

F. Activate the alarm buzzer ONLY if you can do so safely and without detection.

G. Follow the robber(s) directions, but volunteer nothing more than you are asked.

H. If the robber hands you a note, place it out of sight to retain as evidence ONLY if you can do so safely and without detection.

I. Study the robber(s) as carefully as possible without being obvious. Note height, weight, race, age, clothing, jewelry, sex, speech characteristics, scars, tattoos, deformities, way they walk, and method of operation.

J. Description of any weapons used. Try to notice barrel length, barrel color, color of grips, whether a pistol is automatic or a revolver.

K. Note any peculiarities shown by the robber (i.e. smelled of alcohol, appeared to be "high" on drugs, etc.)
L. Note the number of accomplices and where they stood. Pay special attention to the way the robbers address each other. Under stress, they may use real names.

M. Note the type of weapon used by the robber and where it was carried.

N. Note the direction in which the robber(s) departed and how the money was carried away (sack, bank bag, etc.)
O. Try to remember exactly what the robber(s) said
P. ALWAYS REMEMBER THAT MONEY OR EQUIPMENT CAN BE RECOVERED OR REPLACED. A LIFE CANNOT.

7.5.2. Procedure after a robbery

A. The designated employee should call Security, if not already notified, and then call 911.

Give them your name, location, and report the robbery. Do not leave the phone until you have answered all the questions that may be asked. If an injury has occurred, advise police and state if an ambulance is needed.

B. The person who dealt with the robber(s) should be near the person designated to call 911. This is to assist the caller in answering any questions asked by the police.

C. As soon as the robbery has been reported to Security, lock all doors, ask all witnesses to remain, and allow no one to enter until officers arrive.

D. DO NOT TOUCH ANYTHING! This is to preserve the crime scene and any fingerprints that may have been left by the robbers.

E. All persons who were present during the robbery should immediately begin writing all that can be remembered.

F. Do not discuss the robbery with anyone until after you have given your information to the police.

7.6. Emergencies

7.6.1. The Compliance Officer shall ensure that all staff members are trained on the proper procedures for responding to an emergency at the facility. The Manager and staff are accountable for responding in an appropriate manner.

7.6.2. Medical Emergencies – All staff members should know where to find a First Aid Kit and a Spill Kit (supplies to clean up bodily fluids). If there is a medical emergency that requires care exceeding First Aid, staff should call 911 for an ambulance without delay. Staff should always call an ambulance if any individual:

A. Loses consciousness.

B. Bleeds, vomits or defecates profusely or uncontrollably.

C. Suffers chest pains.

D. Suddenly becomes confused, disoriented or unresponsive.

E. Breaks a bone or has likely broken a bone.

F. Requests medical assistance.

7.6.3. Burglary – This Security Plan includes daily and routine inspections to detect unauthorized access to the property. If evidence of burglary is discovered, staff should:

A. Refrain from entering any unsearched area of the facility, until it has been checked and cleared by law enforcement or Security Contractors.

B. Notify law enforcement of the incident.

C. Notify the Manager immediately.

D. Prevent others from entering the facility to preserve any evidence.

E. Follow the instructions from law enforcement or Security contractors, including instructions about when to enter the facility.

7.6.4. Fire – The primary goals for all personnel in the event of a fire is to escape the facility unharmed and to assist others in doing so. In the event of a fire at the facility, staff should:

A. Call 911 for the Fire Department after exiting the facility.

B. Never re-enter a burning building.

C. Ensure that all personnel are accounted for. Notify first responders if anyone is missing.

D. Fire extinguishers mounted throughout the facility are for emergency use during an evacuation only. Never stay inside a burning building after the evacuation and attempt to fight the fire.

7.7. Checking for Fake IDs.

7.7.1. An Individual using a fake ID or trying to pose as someone else in order to gain access to the premises is immediately banned.

7.7.2. A bona fide (legally acceptable) lD is one card that contains these six items:

A. Issued by a government agency. (Federal, State, county, or city) B. Name of the person.

C. Date of birth.

D. Photograph.

E. Physical description. (height, weight, hair and eye color) F. Currently valid. (not expired) California Driver’s License/I.D. Card.

G. Out-of-state Driver’s License/I.D. Card.

H. U.S. Military I.D.’s without a physical description are acceptable as of 1/1/2010.

I. Both U.S. and foreign Passports with photographs, but without a physical description are acceptable as of 1/1/2010.

J. A foreign ID and you are 100% sure that it is real.

K. U.S. government immigrant I.D. card.

L. Birth Certificate.

M. School or work I.D. card.

N. ID issued by a non-government agency.

O. Social security card.

P. Foreign driver licenses/ID cards that do not feature the name, date of birth, photograph and physical description in a language you understand.

Q. Check-cashing card.

R. A document that is expired, altered, borrowed, stolen, counterfeit, or forged.

S. A person may not combine two unacceptable I.D.’s to make one acceptable I.D.

7.8. The F-L-A-G System for Checking I.D.

7.8.1. If a patron looks underage, say, “I will need to see your I.D., please. Could you remove it from your wallet?” Then, check the I.D. using the F-L-A-G system.

Ask for I.D., then: (Feel, Look, Ask, Give Back.)
a. “F” Feel.
i.On the new California drivers license and identification cards issued after September 2010 – The cardholder’s date of birth is shown across the primary photo with raised numbers. ii.Other states use security features such as: Laser Engraved Tactile Signature – The cardholder’s signature is laser engraved with raised lettering. Laser Engraved Tactile Date of Birth – The cardholder’s date of birth is laser engraved with raised numbers. iii.Lumps and Bumps – On all other IDs feel for information cut out or pasted on, especially near the photo and birth date. Do not accept obviously altered I.D. cards. iv.Layers – Real California magnetic stripe IDs are made in three layers. The three layers are bonded with heat so they won’t come apart without destroying the card. Insert your fingernail or a sharp object into a corner of the card. If the layers separate, the card is fake and you should not accept it.

b. “L” Look.
i.Using a flashlight pressed against the back of the card – A laser perforation in the shape of the California Brown Bear can be seen.
ii.Alterations – Look for alterations at the birthdate area. iii. Photograph – Minors can alter their hairstyles, eye makeup, and eye color. Therefore, focus on the person’s nose and chin, ears and eye shape. These features do not change. For people with beards or mustaches, cover the beard or mustache and focus on the nose or ears . If the photo does not closely match the person, do not accept the I.D. Look what side the photograph is on. The photograph for minors appears on the right; adults are on the left. On the new CALIFORNIA drivers license and identification cards issued after Sept 2010, the adult card is horizontal. The minor card is vertical.
iv.Height and Weight – If they do not reasonably match the person, do not accept the I.D. v.Date of Birth – Do the math! In many decoy programs the retailer is cited because he or she asked for I.D., but failed to calculate the person’s age. Legal age devices can be helpful.

vi.Apparent Age – For you to have a successful defense, the patron must look like they could be 21 years old. If not, do not accept the I.D. no matter how good it looks. vii.Expiration Date – Do not accept expired I.D. cards. Also, false I.D. cards will often have a colon (:) after the word “Expires.” Genuine cards do not have the colon. viii.Typeface – Counterfeits may be done on a typewriter and contain spelling or other errors. If you see this, do not accept the ID.
ix.Signature – On the new California driver’s license and identification cards issued after September 2010, the signature is raised above the cardstock and can be felt.

“A” Ask Questions.
i.What is your driver’s license number?
ii.What is your zip code?
iii.What month were you born? If they respond with a number instead of the name of the month, they are probably lying.
iv.Would you sign your name for me please? A signature comparison can be a quick way to tell if someone is using a fake ID.

“G” GiveBack or Get it.
v.If the I.D. does pass the feel, look and ask tests, give it back to the patron and let them enter.

If it does not, refuse entry. Then, either give the I.D. back or seize it if you believe that it is a fake.
vi.Take note of the incident in the incident log book. Be sure to include details about what happened. Include the name that was on the ID if you remember it. vii.Properly dispose of the ID after you seize it. The police department cannot cite an individual for using a fake ID if the individual is no longer present.

7.9. Good I.D. Policies

7.9.1. The following are some good I.D. policies:

A. Ask for I.D. from everybody no matter the age. If someone asks you, “Why are you checking my I.D.?” say, “Our policy is to card everybody.” B. Managers will support employees’ decisions to refuse service.

C. Door personnel and CCs will both check IDs.

D. Post signs.

E. Call the police for help if needed.

F. If in doubt about an ID, don’t accept it.

7.10. Identifying Minors (And How They May Fool You)

7.10.1. Be aware that minors may look and act in ways that may fool you. Some minors may look or act young. Others look or act in ways that may fool you.

Identifying Minors:

A. Physical Appearance.

B. Behavior and Dress.

C. I.D. Excuses.

D. Nervousness when approaching you to show the ID.

7.11. What to do if a fake ID is received.

7.11.1. If you are doubtful in any way then refuse entry and ask the customer to come back with a passport to accompany the ID. If the name on the passport and ID do not match, deny entry.

7.11.2. If you believe the ID to be fake then confiscate the ID. Let the customer know you are required to by law. If they take the ID back and run, let them go.

Log ALL details inside the incident report book. Put the ID inside the security folder and notify the supervisor of the issue so they may properly dispose of it.

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/

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Paul Buddenhagen, City Manager
Submitted by: Jennifer Louis, Chief of Police
Subject: Contract No. 32300022 Amendment: Public Safety Family Counseling Group Inc. for Additional Critical Incident Stress Management (CISM), Education and Counseling Services

RECOMMENDATION
Adopt a Resolution authorizing the City Manager to execute an amendment to Contract No. 32300022 with Public Safety Family Counseling Group Inc. to provide additional CISM, Peer Support Team support, education, and counseling services, for a total amount not to exceed $60,000, for a total contract amount not to exceed $260,000, and extending the term through June 30, 2027.

FISCAL IMPACTS OF RECOMMENDATION
The amendment will add $60,000 to the contract to support continuation of these services through FY2027. Funds for this contract exist in our FY2027 General Fund baseline budget under budget code 011-71-701-801-0000-000-421-612990.

CURRENT SITUATION AND ITS EFFECTS
Providing public safety employees with ongoing Critical Incident Stress Management (CISM), Peer Support Team development, education, and counseling services is a Strategic Plan Priority Project that advances the City’s goal of creating a resilient, safe, connected, and prepared community. Funding this contract allows the Berkeley Police Department (BPD) to prioritize employee well-being and stress tolerance.

In 2020, BPD contracted with the Psychological Services Group (PSG) for CISM and peer support training following the suicide of a police officer and the unexpected death of a second officer. BPD sought to provide immediate and ongoing support to employees to navigate the loss of our colleagues and provide a safety net for others struggling with the trauma experienced during a career in law enforcement. PSG was widely recognized for its experience in critical incident response and education through peer-to-peer defusing and facilitation of critical incident stress debriefings. Since implementation, they have responded to numerous critical incidents affecting BPD employees and have become an integrated component of the Department’s wellness and post-incident response framework.

Contract No. 32300022 Amendment: Public Safety Family Counseling CONSENT CALENDAR Group Inc. for Additional Critical Incident Street Management (CISM), June 9, 2026 Education and Counseling Services

In 2021, with PSG guidance, BPD implemented its Peer Support Program and established a trained Peer Support Team. Approximately 24 personnel completed nationally standardized training through the International Critical Incident Stress Foundation. The team now provides 24/7 peer-based support in coordination with clinical professionals following critical incidents, employee injuries, or behavioral health crises. The program has increased engagement and reduced barriers to seeking help.

In 2022, PSG changed names and ownership and is now known as Public Safety Family Counseling Group Inc. (PSFCG). Due to the program’s success and effectiveness and the need for continuity of care, BPD contracted with PSFCG through June 30, 2026, and waived competitive solicitation based on the need to provide continuity of care, ongoing CISM services, education, and training to our employees.

Over the years, through this contract, BPD employees have benefited from the services provided by PSFCG clinicians, who have extensive experience working with both law enforcement personnel and professional staff in public safety environments. Their familiarity with the unique stressors, culture, and operational demands of policing allows them to effectively support sworn employees, while also providing accessible and appropriate counseling services to non-sworn professional staff. This broad approach has allowed the Department to provide behavioral health support resources across the organization.

BPD has also benefited from collaboration with more than a dozen other Bay Area law enforcement agencies through PSFCG’s quarterly regional training. These relationships provide valuable networking opportunities for the Peer Support Team to exchange information with other agencies, discuss how similar critical incidents were managed, and share effective practices for employee support and post-incident intervention. The regional network also provides an additional layer of peer support and collaboration during major incidents affecting participating agencies.

PSFCG also regularly meets with Peer Support Team leadership, providing guidance on program development and offering practical direction on managing critical incidents and identifying situations that may warrant debriefing or other intervention. Continued access to these resources is essential to supporting employee wellness and operational readiness.

BACKGROUND
Law enforcement personnel are routinely exposed to traumatic incidents, critical events, and cumulative occupational stressors that can contribute to depression, anxiety, post- traumatic stress, and suicide risk.

National occupational health data consistently identifies suicide as a leading cause of death among active-duty law enforcement officers. CDC National Violent Death Reporting System (NVDRS) analysis published in 2025 indicated that law enforcement

Contract No. 32300022 Amendment: Public Safety Family Counseling CONSENT CALENDAR Group Inc. for Additional Critical Incident Street Management (CISM), June 9, 2026 Education and Counseling Services

officers experience suicide rates estimated at approximately 19 to 27 per 100,000 officers annually, compared to approximately 14–15 per 100,000 in the general population.

Reports from the National Law Enforcement Officers Memorial Fund (NLEOMF) and CDC-based analyses indicate that in recent years, approximately 120 to 150 law enforcement officers die by suicide annually, while line-of-duty deaths range from approximately 110 to 150 officers per year. In multiple reporting cycles, officer suicides have equaled or exceeded line-of-duty fatalities.

Unlike line-of-duty deaths, which fluctuate based on operational conditions and external risk factors, suicide rates among law enforcement officers remain relatively stable over time. This consistency indicates that suicide risk is driven by cumulative occupational exposure rather than isolated incidents.

National research also identifies persistent barriers to early intervention and help- seeking behavior, including stigma, confidentiality concerns, and cultural expectations within law enforcement that discourage utilization of behavioral health services (U.S.

DOJ COPS Office; SAMHSA First Responder Behavioral Health Reports).

Nationally, only an estimated 5% of law enforcement agencies have formalized peer support and suicide prevention programs (COPS Office report), placing agencies with structured programs in a small minority of departments actively addressing officer behavioral health through prevention and intervention frameworks.

Within this context, access to peer support, critical incident stress management, and clinically supported behavioral health services is widely recognized as a best practice for reducing risk exposure, improving early intervention, and supporting long-term employee wellness and operational readiness in high-stress public safety environments.

ENVIRONMENTAL SUSTAINABILITY AND CLIMATE IMPACTS
This contract does not create environmental sustainability or climate change impacts.

RATIONALE FOR RECOMMENDATION
Access to counseling and Critical Incident Stress Management services through the Public Safety Family Counseling Group supports employee wellness and operational readiness, which directly impacts the Department’s ability to serve the community.

Employees who are equipped to manage occupational stress are better prepared to engage the public professionally, exercise sound judgment, and apply de-escalation techniques during high-stress situations.

These services contribute to a more stable, resilient workforce capable of responding effectively to the community’s most critical needs. When employees have timely access to behavioral health support, they are better able to manage the cumulative impacts of police work and maintain the level of calm, consistent service expected by the public.

Contract No. 32300022 Amendment: Public Safety Family Counseling CONSENT CALENDAR Group Inc. for Additional Critical Incident Street Management (CISM), June 9, 2026 Education and Counseling Services

This amendment ensures continuity of services while the Department evaluates alternative qualified vendors and long-term service options. Maintaining uninterrupted support during this review period will allow the Department to identify a cost-effective and sustainable long-term solution without disrupting existing employee wellness services.

ALTERNATIVE ACTIONS CONSIDERED
Declining to extend the contract or initiating competitive solicitation at this time would interrupt established mental health support services and leave BPD and its Peer Support Team without critical incident support from a trusted and experienced provider.

CONTACT PERSON
Samantha Speelman, Lieutenant, Police Department, (510) 981-5796.

Attachments:
1: Resolution

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

CONTRACT NO. 32300022 AMENDMENT: PUBLIC SAFETY FAMILY COUNSELING GROUP INC. FOR ADDITIONAL CRITICAL INCIDENT STRESS MANAGEMENT,

EDUCATION AND COUNSELING SERVICES
WHEREAS, Public Safety Family Counseling Group Inc. (PSFCG) has provided reliable Critical Incident Stress Management, education, and counseling services and assisted BPD with the selection and training of a robust Peer Support Team; and WHEREAS, it is well known that those in law enforcement occupations experience a variety of adverse exposures to life-threatening situations, traumatic events, witnessing violence and assaults, and other cumulative critical incidents. These exposures can increase the potential for suicidal ideation. Studies have consistently shown that police officers are as likely, or more likely, to die by suicide than in the line of duty; and WHEREAS, PSFCG has provided critically needed Critical Incident Stress Management and crisis response services in response to a range of traumatic events experienced by Berkeley Police employees over recent years. These events include officer-involved shootings, homicides, child deaths, fatal vehicle collisions, unsuccessful lifesaving efforts, the suicide of a fellow employee, and employee deaths. These services remain essential to ensuring that members of the Berkeley Police Department have timely access to resources and support needed to process these incidents in a healthy and resilient manner; and
WHEREAS, with guidance from PSFCG staff, the Berkeley Police Department implemented a Peer Support Program, established a Peer Support Team, and trained 24 peer support officers using the national curriculum developed by the International Critical Incident Stress Foundation and supported by the International Association of Chiefs of Police; and
WHEREAS, the PSFCG has been highly impactful in normalizing structured discussion of post-traumatic events and supporting proactive intervention through licensed clinicians experienced in crisis response across numerous Bay Area law enforcement agencies.

These clinicians are able to respond to the unpredictable and often after-hours nature of BPD Peer Support Team requests, ensuring timely access to support when it is most needed.

NOW THEREFORE, BE IT RESOLVED by the Council of the City of Berkeley that the City Manager is authorized to execute an amendment to Contract No. 32300022 with Public Safety Family Counseling Group Inc. in an amount not to exceed $60,000 for a total contract amount not to exceed $260,000 to extend the term of the contract through June 30, 2027. Funding is budgeted in 011-71-701-801-0000-000-421-612990.

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

CONSENT CALENDAR
June 9, 2026
To: Honorable Mayor and Members of the City Council
From: Civic Arts Commission
Submitted by: Lisa Bullwinkel, Policy Subcommittee Chair Subject: Policy Recommendations for the City of Berkeley Regarding Event Producers and Civic Events

RECOMMENDATION
Adopt the attached City of Berkeley Event Producers and Civic Events Policy Recommendations.

SUMMARY
The following ten topics relating to the state of civic events in the City are covered in the attached document:

1. Recognition of Event Producers as Civic Partners

2. Competent and Efficient Municipal Service

3. Clarity, Transparency, and Administrative Efficiency

4. Fair and Proportionate Fees

5. Equitable Access to Public Space

6. Safe, Clean, and Accessible Public Spaces

7. Reliable Public Safety Coordination

8. Marketing and Public Communication Support

9. Predictability and Regulatory Continuity

10. Affirmation of Civic Joy and Cultural Expression

Policy Recommendations for the City of Berkeley
Regarding Event Producers and Civic Events CONSENT CALENDAR June 9, 2026

FISCAL IMPACTS OF RECOMMENDATION
Fiscal impacts may include staff time and expenditures for the creation of a comprehensive event guide and permitting platform; creation of a separate Special Events department with adequate staffing; creation of Entertainment Zones. Fiscal impacts may also include income related to increased permit fees; increased efficiency; and a decrease in duplicative services.

CURRENT SITUATION AND ITS EFFECTS
The Policy Recommendations for the City of Berkeley Regarding Event Producers and Civic Events is a Strategic Plan Priority Project, advancing our goal to be a customer- focused organization that provides excellent, timely, easily-accessible service and information to the community.

BACKGROUND
The City of Berkeley Arts and Culture Plan was adopted at the July 24, 2018 Council meeting (Resolution No: 68,568 N.S.) with the following five goals:
 Goal 1: Increase Access to Affordable Housing and Affordable Spaces for Artists and Arts Organizations
 Goal 2: Increase Investment in a Vibrant Arts Community  Goal 3: Expand High Quality and Equitable Arts Education  Goal 4: Produce More Public Art Throughout Berkeley
 Goal 5: Expand the City of Berkeley’s Organizational Capacity to Better Serve the Arts Community
Since the adoption of the Plan, the City has made some progress to advance these goals. However, the process of producing civic events in the City of Berkeley has become cumbersome, inequitable, expensive, and frustrating. There is a lack of staffing – only one person oversees all events annually resulting in missed deadlines, inefficiency, and last-minute changes which are untenable. Please note that current staff is doing their absolute best to accommodate these events but more staff is needed.

Recently, two heritage events, the Telegraph Avenue Street Fair and Juneteenth, were told to move from their historic locations due to members of the fire department attempting to institute new but undocumented requirements at the last minute. After an outcry from the producers and the public, the city acquiesced. This is just one example of a problem the city has created concerning events. The public wants more events, the City wants fewer. The event producers came together to attempt to create policy to make events better and less expensive for all concerned that are reflected in the attached document.

Policy Recommendations for the City of Berkeley
Regarding Event Producers and Civic Events CONSENT CALENDAR June 9, 2026

On October 14, 2025, Item 14: Changes to Special Events Permitting Fees and Requirements was presented as an Information report to the City Council and received and filed by the City without council discussion and consideration.

On December 2, 2025, Item 44: Economic Impact Study: Berkeley's Creative Economy and Assessment of Pandemic Relief Investments
On January 28, 2026, the Civic Arts Commission voted to approve that the Event Producers Policy Recommendations be forwarded to Council by staff as follows:

M/S/C (Montgomery/Woo) to approve that the Event Producers Policy Recommendations be forwarded to Council by staff.

Vote: Ayes — Bachrach, Blecher, Bullwinkel, Kramer, Montgomery, Pineda, Woo Nays — None; Absent — Dutta-Choudhury, Scott; Abstain — None.

Public Comment: 1

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

RATIONALE FOR RECOMMENDATION
Adopting the Policy Recommendations for the City of Berkeley Regarding Event Producers and Civic Events would allow the City to advance Goal 2 and Goal 5 of Berkeley’s Arts and Culture Plan which are to Increase Investment in a Vibrant Arts Community and to Expand the City of Berkeley’s Organizational Capacity to Better Serve the Arts Community. Through these investments, the City of Berkeley would be fostering a more positive and supportive culture toward the arts, seeing them as not only an enormous economic driver for the City but fulfilling an outcry from the public which is desperate for more community-building festivals and events (See attached 2025 Economic Impact Report). Rather than see events as a hindrance and drain on the City’s economy, they should be welcomed and encouraged.

ALTERNATIVE ACTIONS CONSIDERED
Should the City choose to not adopt the Event Producers and Civic Events Policy Recommendations, organizations and individuals would continue to struggle with navigating the complex and obfuscated departmental requirements, payments, and untimely permitting resulting in fewer events, overlapping expenses by City departments, and distrust and disappointment from the public.

CITY MANAGER
See companion report.

Policy Recommendations for the City of Berkeley
Regarding Event Producers and Civic Events CONSENT CALENDAR June 9, 2026

CONTACT PERSON
Carianna Arredondo, Assistant to the City Manager, City Manager’s Office, (510) 981- 7000
Lisa Bullwinkel, Policy Subcommittee Chair, Civic Arts Commission Attachments:

1.Policy Recommendations for the City of Berkeley Regarding Event Producers and Civic Events

2. City of Berkeley Arts and Culture Plan 2018-2027

3. Changes to Special Events Permitting Fees and Requirements

4. 2025 Economic Impact Study Berkeley's Creative Economy and Assessment of Pandemic Relief Investments

Policy Recommendations for the City of Berkeley
Regarding Event Producers and Civic Events

Section 1. Recognition of Event Producers as Civic Partners

1.1. The City of Berkeley shall formally recognize Event Producers as essential partners in fostering civic vitality, economic development, and cultural expression within the City.

1.2. The City acknowledges that events of varying scale—including neighborhood gatherings, cultural celebrations, and citywide festivals—activate public spaces, contribute to community cohesion, and enhance the City’s identity.

1.3. In allocating festival grants, permit fees, and related financial requirements, the City shall consider the demonstrable economic and cultural contributions generated by permitted events.

1.4. It shall be the policy of the City to encourage, rather than deter, the production of cultural and civic events and to remain competitive with peer jurisdictions in attracting and retaining such events.

1.5. The City shall identify designated City staff to establish and maintain a quarterly forum through which Event Producers and designated City event staff may engage in structured dialogue regarding policies, procedures, and operational concerns.

Section 2. Competent and Efficient Municipal Service

2.1. The City shall provide adequate staffing levels and professional service standards sufficient to support the timely permitting and coordination of events.

2.2. Consistent with the City of Berkeley Arts and Culture Plan adopted at the July 24, 2018 Council meeting (Resolution No: 68,568 N.S.) the City should pursue expansion of staff capacity related to arts, culture, and special events.

2.3. The City shall evaluate the feasibility of consolidating special event permitting and administration under a centralized Special Events Department within Civic Arts leadership.

2.4. The City shall explore the establishment of district-specific Event Entertainment Zones that incorporate pre-approved requirements from relevant departments, thereby streamlining mapping, review, and permitting processes. These will not be the exclusive locations for events as not every part of the city can create an Event Entertainment Zone.

2.5. City staff shall provide informed, solution-oriented guidance to Event Producers and coordinate internally to deliver unified feedback across departments.

Section 3. Clarity, Transparency, and Administrative Efficiency

3.1. The City shall maintain a single, publicly accessible online platform detailing all event-related permit requirements, documentation, fees, timelines, and deadlines.

3.2. The City shall enable electronic submission and payment of applicable fees, while maintaining in- person payment options at the Permit Center.

3.3. To the extent practicable, Park Use Permits and Street Closure Permits shall be consolidated into a unified permitting process.

3.4. Each relevant department shall designate a clear point of contact with established response timelines for event-related inquiries and approvals.

3.5. The City shall implement a unified workflow designed to minimize duplicative documentation, redundant plan reviews, and inconsistent departmental requirements.

3.6. The City shall provide reasonable and predictable planning timelines that reflect the long-range nature of event production.

3.7. The City shall implement a standardized post-event feedback mechanism to support continuous improvement of event permitting and coordination processes.

Section 4. Fair and Proportionate Fees

4.1. Event-related fees shall be transparent, standardized, and equitably applied across event types, scaled proportionately to event size, duration, and demonstrated impact.

4.2. Any increase in fees shall correspond to clearly identified and measurable improvements in City services, including processing efficiency, field support, and public communication.

4.3. The City shall clearly specify the services and resources covered by each fee assessed.

4.4. The City shall periodically benchmark event fees against those of comparably sized municipalities.

Section 5. Equitable Access to Public Space

5.1. The City shall ensure fair and non-discriminatory access to public spaces for events of all scales, including commercial, nonprofit, neighborhood, and first-time organizers.

5.2. The City shall adopt and publish clear policies governing when and under what conditions admission or entry fees may be charged for permitted events.

Section 6. Safe, Clean, and Accessible Public Spaces

6.1. The City shall maintain streets, parks, and plazas intended for events at baseline standards of cleanliness, safety, and accessibility prior to permitted use.

6.2. Event Producers shall be responsible for restoring public spaces to their pre-event condition, absent normal wear.

6.3. The City shall provide clear, written standards for emergency access, electrical infrastructure, ADA compliance, sanitation, and other site-specific requirements applicable to public event spaces.

Section 7. Reliable Public Safety Coordination

7.1. Fire, Police, Transportation, Public Works, and other affected departments shall coordinate through standardized protocols for event planning and on-site operations.

7.2. The City shall develop standardized Traffic Management Plans for common event configurations, which shall be provided as part of the permitting process and funded through permit fees.

7.3. Safety requirements related to crowd management, fire prevention, tents, fuel use, and similar concerns shall be clearly documented and uniformly enforced.

7.4. City field staff assigned to events shall be appropriately trained to facilitate safe and efficient event operations in collaboration with the event producer.

Section 8. Marketing and Public Communication Support

8.1. The City shall promote permitted events through official City communication channels including using the promotional resources at Visit Berkeley.

8.2. The City shall periodically publish reports in the department under which events are housed by highlighting the economic, cultural, and community benefits generated by permitted events.

Section 9. Predictability and Regulatory Continuity

9.1. Where significant changes are proposed to any permitting criteria, fees, or regulatory or procedural modifications the City shall provide written explanations no less than six months in advance of an event to allow for budgeting and planning, particularly for large-scale events requiring six to twelve months of preparation.

9.2. The City shall maintain an annual calendar and planning timeline for citywide events to support coordination and efficient allocation of resources.

9.3. The City shall convene community discussions when proposing major changes to culturally significant and/or historical Berkeley events and celebrations prior to executing such changes.

Section 10. Affirmation of Civic Joy and Cultural Expression

10.1. The City affirms that cultural and community events are a public good and integral to civic life.

10.2. Regulations shall balance public safety and operational needs with the promotion of celebration, artistic expression, community building, and local economic vitality.

Civic Arts Program
Civic Arts Commission
Office of Economic Development
“Spectrascape” (Detail) by Ene Osteraas-Constable.
“William Byron Rumford Memorial Sculpture” (Detail) by Dana King. “Mandala Gates” by Eric Powell.

Photos courtesy of the City of Berkeley.

City of Berkeley
Arts & Culture Plan
2018-2027 Update

i
Executive Summary

THE ARTS IN BERKELEY
Berkeley is home to a vibrant and diverse community that strongly values its rich cultural fabric. Characterized by its collective nature, the city is famous for its distinguished university, beautiful natural setting, and its remarkable history as a home for progressive movements. Arts and culture permeate civic life in Berkeley through numerous acclaimed theaters, performing arts spaces, as well as the city’s many artists. Over 150 arts and culture nonprofits operate in Berkeley and together they contribute to a dynamic, continually evolving arts and culture community that interacts closely with other sectors of the city ’s economy. Th
e nonprofits that make up the arts community are par-
ticularly diverse in terms of their size and their creative disciplines.

Along with the cultural richness the arts infuse into the community, the arts sector is also a significant economic driver, generating an estimated $165 million in total economic activity. In 2017, Berkeley Mayor Jesse Arreguin stated that “in addition to fostering civic pride, a flourishing arts scene [brings] new visitors to our city and more revenue to local businesses. ”
Currently, as the San Francisco Bay Area is experiencing substantial economic growth, rising real estate and living costs have created an especially challenging environment for the arts community in Berkeley. Some artists and arts organizations are leaving the city because
they can no longer afford to live and work here.

The Berkeley Arts and Culture Plan Update provides a framework for supporting the arts within the context of economic growth, and for its inclusion in future City plans.

Portrait of Maudelle Shirek by Mildred Howard and Daniel Galvez. Photo courtesy of the City of Berkeley.

ii

UPDATING THE BERKELEY ARTS AND CUL TURE PLAN
This 2018 Plan Update
builds on the goals and
objectives developed
in the previous 2004
Berkeley Arts and Cul-
ture Plan. The
cultural
landscape of Berkeley
has changed since the
2004 plan was complet-
ed, including new fund-
ing streams and program
initiatives. New legisla-
ti
on and policies have
provided additional re-
sources for arts-related
organizations, public
art, and collaborative
partnerships. The Arts
and Culture Plan Update
Scene from a performance at Shotgun Players. Photo courtesy of Shotgun Players. (Plan Update or Plan) establishes citywide goals, policy improvements and actions to support and further develop local
arts, culture and entertainment.

Characterized by a spirit of collaboration, the planning process reflects the cooperative nature of Berkeley’s arts ecosystem. City staff, Civic Arts Commissioners, local consultants and a wide range of community partners worked together to develop the goals, policies and actions in the Plan Update.

This Plan Update, developed with extensive citizen participation, provides an essential tool for the design and implementation of
public policies that promote arts and culture. Over 850 community members discussed art-related issues, opportunities and priorities in community meetings, interviews, an online survey, and via an interactive website. In addition, several studies, including an economic impact assessment, provided a detailed portrait of Berkeley’s creative sector. Based on this new understanding, the Plan Update identifies strategies to ensure that the city’s arts and culture sector will continue to flourish and enhance the quality of life for all residents and visitors.

This Plan Update focuses on three priority areas that align with the Civic Arts Commission ’s areas of focus: Civic Arts Grants, Public Art, and Arts Education. These three policy areas are key pillars of the local arts ecosystem, and as such require focused attention and targeted resources to successfully achieve the Plan’s vision for
a vibrant, equitable and creative city. The Plan Update lays out a responsive vision that can be achieved through a series of goals and strategies to be implemented over the next decade.

iii
VISION
Ƞ The City of Berkeley is a place where the arts are fully integrated into civic life and community identity.

Ƞ Our public spaces inspire, promote dialogue and serve to engage all who live and work in Berkeley, and all who visit our city.

Ƞ The city provides a supportive environment for artists and arts organizations to prosper and thrive.

The arts are inclusive and empowering and serve to strengthen collaboration within our community.

Ƞ Quality arts education for all ages inspires creativity, builds community and facilitates cross-cultural understanding.

Ƞ The economic contributions of local artists and arts organizations of all sizes are valued, prioritized and supported.

Ƞ Berkeley is known regionally, nationally and internationally as a place where anyone can experience the transformative power of the arts in a variety of settings and locations. "Peacewall" (Detail) at Civic Center Park.

Photo courtesy of the City of Berkeley.

iv
GOALS
Five strategic goals have been identified to achieve the vision of Berkeley’s Arts and Culture Plan Update. All five goals are interdependent and mutually reinforcing. Taken together, they have great potential to enhance th
e sustainability and vitality of arts and culture in Berkeley for the long-term.

Goal 1
Increase Access to Affordable Housing and Affordable Spaces for Artists and Arts Organizations Support the long-term sustainability of the arts and culture sector by expanding the availability of affordable housing and spaces for both artists and arts organizations.

Goal 2
Increase Investment in a Vibrant Arts Community
Strengthen and
support Berkeley’s inclusive and culturally rich arts sector by expanding funding and mar- keting opportunities for a broader array of arts organizations.

Go
al 3
Expand High Quality and Equitable Arts Education
Support high quality arts education programs to provide all Berkeley students and lifelong learners with equitable access to an enriching and creative education.

Goal 4
Produce More Public Art T hroughout Berkeley
Enhance the city’s visual environment by further infusing the arts into all aspects of civic life and building a rich public art collection.

Goal 5
E
xpand the City of Berkeley’s Organizational Capacity to Better Serve the Arts Community Enhance the City’s ability to respond to the evolving needs of the arts community and to ensure all Berkeley residents can participate in a variety of art experiences.

Table Of Contents
Executive Summary i
Chapter 1: Creating the Arts and Culture Plan Update 6
PLAN PURPOSE AND DEVELOPMENT .............................................................................................. 6 COMMITMENT TO CUL TURAL EQUITY ............................................................................................. 7 COMMUNITY PROCESS ................................................................................................................... 8 Chapter 2: The Berkeley Arts Community Today 10
KEY COMMUNITY PARTNERS .........................................................................................................10 CIVIC ARTS WORK FLOW 2017 .......................................................................................................12 ECONOMIC IMPACT OF THE ARTS ..................................................................................................13 SNAPSHOT OF CURRENT CONDITIONS ..........................................................................................13 Chapter 3: Priority Planning Areas 16
CIVIC ARTS GRANTS ......................................................................................................................16 ARTS EDUCATION .........................................................................................................................20 PUBLIC ART ..................................................................................................................................24 Chapter 4: Policy Improvements and Action Steps 31
GOAL 1: INCREASE ACCESS TO AFFORDABLE HOUSING AND AFFORDABLE SPACES FOR ARTISTS AND ARTS ORGANIZATIONS .........................................................................32 GOAL 2: INCREASE INVESTMENT IN A VIBRANT ARTS COMMUNITY .................................................34 GOAL 3: EXPAND HIGH QUALITY AND EQUITABLE ARTS EDUCATION ...............................................36 GOAL 4: PRODUCE MORE PUBLIC ART THROUGHOUT BERKELEY ...................................................37 GOAL 5: EXPAND THE CITY OF BERKELEY’S ORGANIZATIONAL CAPACITY TO BETTER SERVE THE ARTS COMMUNITY .....................................................................................39 Acknowledgments 41

6 CHAPTER 1
Creating the Arts and Culture
Plan Update

PLAN PURPOSE AND DEVELOPMENT
The City of Berkeley’s Arts and Culture Plan aims to
identify and articulate a common vision for the arts
and establish shared goals that will guide the City
over the next decade. The City of Berkeley seeks to
make high quality arts and cultural experiences ac -
cessible to all members of the community by increas-
ing resources for local artists and arts organizations, integrating public art across the city
, and expanding
access to quality arts education. The purpose of
the B
erkeley Arts and Culture Plan Update is to guide
the efforts of the City – including the City’s
Civic
Arts Program and staff, the Civic Arts Commission,
and other Berkeley arts stakeholders – to achieve
the community’s cultural vision over the next ten
years.

The arts encourage civic participation, give voice to diverse perspectives, promote intercultural communication and enhance Berkeley’s economy and physical environment. Currently
, the city is experiencing a real estate boom and
substantial economic growth. As Berkeley prospers, the City finds itself at a critical juncture where it must ensure that the arts community not only benefits from this growth, but is also able to sustain itself and thrive despite the rising cost of living. The Plan Update provides a framework for supporting the arts within the context of this new development, and for its inclusion in future City plans.

This planning process is sponsored by a grant from the William and Flora Hewlett Foundation, with additional grant funding from the UC Berkeley Chancellor’s Community Partnership Fund and matching funds from the City of Berkeley
.

Performance at the Freight and Salvage. Photo by Irene Young.

7 To critically examine how the City of Berkeley serves the local arts community, this year-long planning process involved a thorough assessment of current conditions and trends, and included robust community eng
agement. Key planning activities included:

Ƞ Conducting an in-depth economic impact analysis of the local arts and culture sector.

Ƞ Conducting a thorough review of past plans, studies and reports.

Ƞ Assessing the current conditions of the local arts community.

Ƞ Soliciting in-depth input from local stakeholders, including Civic Arts grantees, nonprofit leaders, artists, arts educators, City staff and Civic Arts Commissioners.

Ƞ Engaging the public through a wide range of activities including a community workshop and an online survey in order to provide multiple opportunities for the community to share their ideas and concerns.

The active collaboration between the Civic Arts staff, the Civic Arts Commission and the arts community throughout the process helped identify priorities and the direction for the Plan Update, and helped create
a common vision for the arts in Berkeley and buil d community support around this shared vision.

Three policy areas were identified as priorities for the City as it strives to enhance Berkeley as an arts and cultural destination for all: Civic Arts Grants, Public Art, and Arts Education. Innovative policies to guide the programs in these three priority areas have the potential to advance the arts and culture sector toward greater cultural equity. The noteworthy progress that the City has demonstrated in these priority areas has helped lay the foundations for the Plan Update.

Artist John Wehrle’s mural “Mak Roote” at the West Berkeley Rail Stop and Transit Plaza.

Photo courtesy of the City of Berkeley.

COMMITMENT TO CULTURAL EQUITY
The City of Berkeley commits to supporting equity within the arts and culture sector, and to consistently evaluating its programs and practices. The City recognizes the multiple benefits the arts provide to Berkeley residents at all stages of human development, regardless of race, color, religion, age, disability, na tional origin,
sex, sexual orientation and gender identity/expression.

All members of the community should have equitable access to a rich, rewarding, and inspiring cultural life.

Beyond ensuring access to the arts, the City envisions an arts and culture sector that empowers all members of t
he community to become leaders and to help steer the arts toward a more equitable future that reflects Berkeley’s di
verse communities.

The City of Berkeley commits to the support of artists and arts organizations that represent diverse cultures, life experiences and socio-economic backgrounds. The City supports the empowerment and equal representation of cultural perspectives that have been traditionally and historically underrepresented.

8 COMMUNITY PROCESS
Developed through a dynamic and community-engaged process, the Plan Update reflects the needs, interests and priorities of a diverse cross-section of Berkeley community members and arts stakeholders.

The Civic Arts Commission initiated the planning process by writing a grant through the City of Berkeley to the William and Flora Hewlett Foundation. This Plan Update will help the City and the arts community build on recent successes and navigate current issues, such as affordability challenges caused by the economic boom and rising cost of living.

In the
past year, the arts and culture planning team conducted extensive public engagement. Over 850 community members and local stakeholders representing the diverse arts community participated in the planning process. The Plan Update was informed by the rich input received from community members who participated in a wide range of outreach activities, including but not limited to an online survey, stakeholder interviews and policy working groups.

Visioning Work Session
The City
hosted a visioning work session in February 2017 with Civic Arts Commissioners and local arts stakeholders about the arts and culture plan update process in order to generate ideas for a vision and initiatives to strengthen Berkeley’s arts and culture ecosystem. Several key themes emerged from the visioning activit
y, including the need for centralized communications, affordable art spaces, and further development
of the new Public Art on Private Development Program.

Community Survey
T
o collect community input on arts and culture needs, priorities and opportunities, the planning team conducted an
online questionnaire. Between April and June 2017, a total of 702 surveys were collected.

The planning team conducted a robust outreach effort to publicize the survey including e-blasts, targeted flyer distribution, social media posts and outreach to key partners. The survey results were instrumental in developing an actionable plan update that reflects the needs and concerns of the community.

Community Workshop
The planning team hosted a community workshop
at the
Kala Art Institute with the purpose of
informing the public about the arts and culture
plan update process and soliciting further input on
ways to strengthen Berkeley’s arts and culture
community. Over 40 participants attended the
workshop and key findings that emerged from
participants’ responses and comments included
the need to prioritize the creation of affordable
artist housing and art spaces, as well as a desire to
see more public performances across the city.

Participants at the Community Workshop held at the Kala Art Institute.

Photo courtesy of the City of Berkeley.

9 Policy Working Group Meetings
Leaders in the local arts sector were invited to participate in three thematic policy working group meetings and one policy review session. The goal of these policy working groups was to identify potential policy improvements and action steps related to Civic Arts Grants, Public Art, and Arts Education. The partic- ipants were then invited to a final review session to review the statements that were developed at these sessions in advance of them being incorporated into the Plan.

Civic Arts Commission
The Civic Arts Commission was the catalyst for the Arts and Culture Plan Update and provided leadership throughout the pr
ocess. The Commission met regularly to receive updates on the planning process and provide direction. Commissioners helped shape and conduct the community outreach program, and provided key insights into the Plan Update framework.

Community members participating in the Visioning Work
Session at the Kala Art Institute. Photo courtesy of the City of Berkeley.

10 CHAPTER 2
The Berkeley Arts
Community Today

KEY COMMUNITY P

ARTNERS
Be
rkeley’s nationally recognized arts scene is home
to over 150 active arts and culture nonprofits as well
as many local artists. The city is also home to a wide
range of artists known regionally, nationally and
internationally. These artists and organizations
sustain our cultural ecosystem through their
contributions of talent, resources and leadership.

The City of Berkeley has long recognized the
importan
ce of t he a rts to th e e conomic h ealth
and li vability of our city. This understanding is
reflected by the financial investments and
programmatic commitments the
City has
undertaken over the years to nurture the growth of
arts and culture as a core asp ect of life in Berkeley
for both residents and visitors.

Founded in 1980, the Civic Arts Commission
advises the City Council and is charged with
promoting the arts and urban beautification in
Berkeley.

The nine-member Commission has four
subcommittees that address public art, grants,
policy, and arts education. Through their work,
the Commission has spearheaded changes to the Civic Arts Grant Pro- gram, initiated the public art on private development ordinance, and partnered with UC Berkeley to study equitable access to art enrichment in afterschool programs. The Berkeley
Civic Arts Commission continues to be a
driving force for change and forward-thinking progress for arts and culture in Berkeley.

Statue of Byron Rumford by Dana King, located on Sacramento Avenue in South Berkeley. Photo courtesy of the City of Berkeley.

11 The Civic Arts Program is housed within the City’s Office of Economic Development and implemented by the City’s Civic Arts staff. The organizational structure and work flow of the Civic Arts Program is included
in Figure 1 to illustrate the interrelationship between elected officials, City staff, Civic Arts Commissioners and the various arts programs, activities and policies.

The Berkeley Cultural Trust (BCT),
another key player in the local arts
community, is a free membership-
based organization that represents
cultural organizations throughout
Berkeley. BCT has helped create a
strong, unified voice for artists and
cultural organizations to advocate
for policies, actions and resources
that enhance the well-being of local
artists and cultural organizations.

The BCT operates in close
cooperation with the Civic Arts
Commission, demonstrating the
collaborative nature of Berkeley’s
art community.

Additionally, the University of California, Berkeley is home to several key arts and cultural venues and features world-renown arts programming. For instance, as one of the largest, university-based performing arts presenters in the United States, Cal Performances offers a unique array of world-class cultural experiences to Berkeley residents and visitors from across the Bay Area. Many other campus departments and centers offer regular arts and culture programming, often free or at low cost to students and members of the community.

The expansion of new arts and cultural venues amplifies the richness and diversity of the arts landscape in Berkeley. For example, the UC Berkeley Art Museum and Pacific Film Archive (BAMPFA) moved into its new home in downtown Berkeley, offering 25,000 square feet of exhibition space and two theaters. In 2016, Berkeley Repertory Theatre re-opened its signature, 400-seat theatre space after nine months of renovation. In addition, the UC Theatre was refurbished and re-opened in April 2016, offering a large (1,400 capacity), state-of- the-art live music venue in the City of Berkeley.

Local arts events and festivals across the city offer a window into the vibrant style and diverse cultures of Berkeley. Berkeley is host to several annual events and festivals including Solano Stroll, the Cinco de Mayo Festival, and the Bay Area Book Festival.

Berkeley Repertory Theatre’s production of “Ain’t Too Proud—The Life and Times of The Temptations.” Photo courtesy of Kevin Berne/Berkeley Repertory Theatre.

12 CIVIC ARTS WORK FLOW 2018
City Manager
Office of Economic
Development Manager
Civic Arts Staff
2 FTE

1.5% for Public Art on
City-Owned Property
Community
DevelopmentPublic Art Program Civic Arts
Grant Program
City Council
Civic Arts Commission
Public Art on Private
Development Program
Ƞ Policy Review and
Development
Ƞ Civic Arts Grant Awards
Ƞ Public Art Budgeting
Ƞ Public Art Review, Selection
& Commissions
Ƞ Provide guidance to
developers and art
consultants
Ƞ Administer in-lieu fees
Secretary to Civic Arts Commis-
sion & City representatives to
Berkeley Cultural Trust
Contracts
Ƞ 1-2 new contracts each month
Ƞ Commissioned artists,
consultants, curators,
community partners
Fundraising (recent listed)
Ƞ Private restoration donation-
$1,000
Ƞ Hewlett Grant for Cultural
Plan Update - $50K
Ƞ UC Chancellor Grant (art
education) - $20K
Marketing
Ƞ Visit Berkeley (BCVB)
partnership
Ƞ Downtown Business
Association Collaboration
Ƞ Email program updates to
community
Ƞ Press releases
Technical Assistance
Ƞ Educational material/
publications
Ƞ Grant Program Community
Workshops
Ƞ City collection valued at $3M
Ƞ Civic Center Annual
Exhibition
Ƞ City owned exhibition spaces,
Contracted Curators
Ƞ 1947 Center Street Lobby
Gallery
Ƞ Cube Space @ Center
Street Garage
Ƞ Collection Maintenance
(recent listed)
Ƞ Earth Song Restoration
Ƞ Ohlone Mural Graffiti
Removal
Ƞ Grant Program Assessment
implemented in 2015
Ƞ Program structure updated
in 2016
Ƞ Fiscal Year 2018:

Ƞ 61 grantees: artists and arts
organizations
Ƞ $500,000 total allocated, a
20% increase from the
prior year

13 ECONOMIC IMPACT OF THE ARTS
For a city of 118,000, Berkeley offers a remarkably diverse array of arts and cultural opportunities. These cultural assets enrich the lives of individuals, help to build communit y, and create a posi- tive identity and image for the city as a whole. Along with these social benefits, the arts and cultural assets in Berkeley also spur significant economic growth. As part of the 2018 Arts and C
ulture Plan Update, an economic impact report was developed to document the significance of the arts and culture industry to Be
rkeley’s local economy.

Overall, the arts and culture industry in Berkeley generates nearly $165 million in total economic activity, including both direct and indirect impact of the arts and culture industry. Arts and cultural organizations have a significant direct economic impact on the community. In particular, salaries and benefits, which go to local residents, and physical venue costs which typically go to local businesses, are direct expenditures that benefit the local economy. In Berkeley, total direct expenditures by nonprofit organizations come to nearly $98 million and the arts industry provides over 6,000 paid positions.

Art
s a nd c ulture venues and events are popular in Berkeley, attracting a total audience of over 2.6 million in 2016.

Audiences, which include both local residents and visitors from neighboring cities and beyond, significantly expand the econo- mic impact of arts organizations through their spending at nearby restaurants, stores and hotels. This off-site spending may even exceed the direct expenditures of the arts organizations themselves. In particular, cultural events can attract new dollars by drawing visitors to the city who may spend more on average than local residents by paying for lodging and other related services.

SNAPSHOT OF CURRENT CONDITIONS
Through stakeholder interviews and focus groups, the planning team identified key issues influencing the arts in Berkeley. This assessment explores the current conditions and trends impacting the city’s arts and culture sector, focusing on what has changed since the last Arts and Culture Plan in 2004. The key findings and issues that emerged from this assessment are described below.

Arts Funding and Investment
Art continues to play a critical role in Berkeley’s economy, with strong performing and visual arts and new venues attracting visitors from outside the city and
region. Even with the increased funding offered through the Civic Arts Grant Program, community arts leaders emphasized the need for additional funding to support the arts across the city.

Economic Impact of the Arts

BY THE NUMBERS
$165 MILLION
in economic activity generated in
Berkeley in 2016 by the arts i ndustry

2.6 MILLION
people attended cultural events in
Berkeley in 2016
$500,000
from the City of Berkeley allocated to
artists
and organizations in 2016
6,783
jobs provided in Berkeley by the arts
sector
in 2016
152
arts and culture nonprofits exist
in Berkeley in 2016

14 Affordability
The issues of housing affordability and artist space affordability in Berkeley and the Bay Area are central co
ncerns for artists and arts organizations in Berkeley. With rising real estate costs, many artists, even teaching artists, can no longer afford to live or rent artist spaces within Berkeley city limits. Artists living outside of Berkeley are struggling with the region’s soaring cost of living and the cost of transportation to Berkeley. Local arts leaders noted that young artists are moving to Oakland and other cities where they can live more affordably. The interviews surfaced the need for an ongoing discussion on the role of the City and other large institutions in supporting the development of affordable housing and work spaces for artists and arts organizations.

Geography
Downtown Berkeley’s successful “ Addison Street Arts
District” is well-established as a popular hub of arts
and cultural activities. A key theme emerging from
discussions with arts and cultural leaders is a de -
sire to identify and establish art districts beyond the Downtown, in, for example, West and South Berkeley.

The “ Arts and Artisans District” in West Berkeley and
the “ Ashby Arts District” in South Berkeley are prime
candidates for additional, neighborhood-specific City
investment.

Partnerships
Many arts and cultural leaders and organizations
highlighted the desire to create more partnership
opportunities with lynchpin institutions to leverage
funding and increase operational capacity. While
there are several strong connections existing between
the City, UC Berkeley and arts organizations, leaders
in the arts community expressed the need for more
information-sharing and formalized structures to
forge new relationships across sectors.

Arts in Education
Berkeley is working to address the role of schools and nonprofits in providing students with a high qualit y, eq
uitable arts education. While BUSD has an exemplary music program district-wide, visual arts and other performing arts such as dance and theatre are not as consistently taught or widely available to all students.

Some interviewees expressed that students who attend public school have less exposure to the arts, which makes them less familiar and invested in the arts as adults. Research by UC Berkeley through the Chancellor's Community Partnership funded study indicated that disparities in arts programming exist
within the Berkeley Unified School District (BUSD) K-8 afterschool programs. Based on this understanding, the community dialogue on the role of public institutions and arts organizations in providing and supplementing arts education is a key issue in the Berkeley arts community.

Utility box mural on Shattuck Avenue. Photo courtesy of the City of Berkeley.

15 Marketing and Promotion
Many arts institutions host shows, events and programs in Berkeley, however, stakeholders expressed a need to
better market and promote their work and related activities. Since the 2004 Plan, the City has initiated a partnership with Visit Berkeley, which serves as a consolidated, online resource to promote upcoming arts and cultural events. Some interviewees suggested that the City and its arts partners work together to better leverage Visit Berkeley and expand marketing efforts.

Recent Arts Awards for Berkeley
In 2016, the Diablo Magazine named Berkeley’s Arts District the “Best Renovated Arts District in the East Bay” citing the new UC Berkeley Art Museum, the new UC Theatre, Taube Family Music Hall, and the Berkeley Repertory Theatre.

The
City of Berkeley hosted the “Meeting of Mayors” event as part of the Mayors Innovation Project in 2016. The arts sector’s contributions to the city’s economy were highlighted in a presentation to mayors from over twenty cities from across the country.

16 CHAPTER 3
Priority Planning Areas
Since the adoption of the last Arts and Culture Plan
in 2004, the City and the Civic Arts Commission have
prioritized three policy areas: Civic Arts Grants, Pub- lic Art, and Arts Education. This Plan Update takes
an in-depth look at the development of each area
in recent years, evaluating the City’s investment of
resources and making recommendations for further
policy improvements in alignment with the vision
articulated in this Plan.

The City’s commitment to these three priority areas
is exemplified by initiatives led by the City in recent years, which include the UC Chancellor’s grant-fund-
ed initiatives to enhance arts education, the develop-
ment and implementation of the Public Art on Private Development ordinance, and revisions to the Civic Arts Grants guidelines for increased efficiency and equity
. The progress that the City has demonstrated in these
priority areas has helped lay the foundations for the Arts and Culture Plan Update and has equipped the City with the tools necessary to further strengthen its programs and address
new challenges.

CIVIC ART

S GRANTS
Background and Current Conditions
The City of Berkeley provides financial support to the local arts community through the Civic Arts Grant program. The Berkeley Civic Arts Commission uti- lizes its grant-making to strengthen Berkeley’s ar ts landscape in order to enrich the city as a whole. Grant funds are strategically targeted to continue building a vibrant arts ecosystem. The Civic Arts Commission makes funding recommen - dations to the City Council after a review panel evaluates the proposals and gives re
commendations to the Commission.

Alicia Little Tree Bales and Ed Berkeley in “When Briseis Met Chryseis” at the Metal Shop Theater in Berkeley. Photo by W. Newton.

17 The Civic Arts Grant Program is unlike other funding streams in that it allows organizations to utilize the funds for core operational activities rather than restricting expenditures to programming and projects. Over the last 15 years, the Civic Arts Grant Program has pursued a consistent grant-making approach, providing general operating support to arts groups, service organizations, and arts programs within larger institutions, and project support to individual artists. The amount of funding available for arts grants varies each fiscal year
depending on the allocation from the City’s General Fund approved by the City Council. The Civic Arts C
ommission and its Grants Subcommittee disburse the yearly allocation to a broad and diverse range of applicants, serving the widest audience possible.

Recent Developments and Accomplishments
In 2015, the City of Berkeley engaged an independent consultant to evaluate the Civic Arts Grant Program and identify strategies to improve the program. One of the key findings from the assessment was that the
“formula-based approach and lack of grantee categories resulted in low grant amounts and was perceived as fostering ineq-u itable distribution of resources that put small arts groups at a disadvantage.” 1 The assessment
also revealed the need to promote art nodes in neighborhoods throughout the city, as opposed to concentrating funding in established districts (such as the Downtown Berkeley Arts District).

Subsequently, th
e City changed its grants guidelines and discontinued the use of the formula in grant allo - cations. In place of the formula-based approach, the City created three separate competitive grant pools for a
) large and mid-size arts organizations, b) small arts organizations, and c) individual artists. In addition, the City simplified the application guidelines, form, and process, with separate application processes for o
rganizations and individual artists.

The City Council also adopted the following changes to improve the Civic Arts Grant Program and ensure it is accessible to a wider diversity of local artists and arts organizations:

Ƞ
Increased annual allocation to the Civic Arts Grants Program to a total budget of $500,000 for Fiscal Year 2018. (Table 1)
Ƞ Shifted from a two-year grant cycle to an annual cycle to allow arts organizations and artists an annual opportunity to apply for funding rather than having to wait every other year to apply. 1 City of Berkeley Office of Economic Development, Civic Arts Grants Program. “Grants Program Assessment and Recommendations. ” October 2015.
2015-16 2016-17 2017-18
Civic Arts Grant
Fu
nding Allocation $229,100 $378,850 $497,510
Table 1: Civic Arts Grant Program Funding (2015 — 2018) A map of the 2017-2018 grant recipients (see Figure 2) demonstrates that grantees are spread across the city
, creating art and programming in every district. Using an equity lens, the Civic Arts Grant Program is continually analyzing its practices and operations to ensure it reflects the cultural and racial diversity of Berkeley, the array of
artistic disciplines practiced, geographic reach, and the current needs of the arts sector in Berkeley.

18 Figure 2: Map of Civic Arts Grants

19 Another recent development is the establishment of a festivals grant program. Historically, Berkeley’s grants to cultural festivals and special events have been allocated to specific recipients via the City’s annual budget pr
ocess, rather than through a competitive application process. In 2017, the Civic Arts Commission partnered with members of the Berkeley Cultural Trust, including a producer of many of Berkeley’s most successful arts and culture festivals, to advocate and develop a framework for a transparent, competitive, public process for the allocation of those funds, so that more organizations would have the opportunity to benefit from that financial support. In early 2018, the Berkeley City Council adopted a resolution committing the City to proceed with that policy. City staff plans to work with the Civic Arts Commission to establish the program for implementation early 2019, in advance of the 2019-2020 grant cycle.

Recommended Improvements
The Civic Arts Grant Program is a clear articulation of the City’s commitment to sustaining and celebrating
the a rts a nd creative expression within its borders.

Arts s takeholders a nd commun ity members that
participated in this plan ning process identif ied a
number of strategies for building on existing assets to increase investment in a vibrant arts community
(with additional detail in Chapter 4):

Policy 2.1
Expand the Civic Arts Grants Program by
increasing funding and technical assistance for
grantees.

Arts advocates seek an ongoing commitment from local government to fund grants programs, and to explore funding increases that can be sustained by new revenue streams. Beyond funding, the City can increase the impact of the program by bolstering technical assistance for artists and arts organizations, particularly in regards to fiscal sponsorship and management, and organizational development.

Policy 2.2
Promote an equitable grant-making process and reduce application barriers.

The Civic Arts Commission and other arts stakeholders commit to pursuing additional enhancements to the City’s arts funding programs to expand access for individuals and organizations from cultural communities and geographical areas that have been historically underrepresented and underfunded.

Policy 2.3
Promote the Civic Arts Grants Program to offer funding opportunities to a wider array of arts organizations and artists.

The City, the Commission and arts partners can expand the network of funding recipients by enhancing communications, establishing an organizational mentorship program, and pursuing other creative strategies to increase inclusiveness and build capacity.

Policy 2.4
Increase marketing of the arts among Berkeley residents, regional audiences and tourists.

There’s a clear need and opportunity to leverage the community’s investments in the arts by increasing mar- keting activities and strengthening connections between organizations and their audiences.

Berkeley Repertory Theatre production of “Ain’t Too Proud - The Life and Times of The Temptations.” Photo by Kevin Berne.

20 ARTS EDUCATION
Background and Current Conditions
Art practice and creative expression are crucial to the education and development of young people and peo- ple of all ages. Arts education provides opportunities for participants to build skills, solve problems, express themselves, and create something new. The City of Berkeley and its partners offer a wide range of high quality arts education experiences, available to an intergenerational Berkeley community in a variety of settings. The Berkeley arts and culture education system consists of a network of organizations including departments of the City of Berkeley, the Berkeley Unified School District, arts programs within higher education institutions, and educational programs within non-profit and community-based organizations.

Berkeley Unified School District programming
Be
rkeley Unified School District (BUSD or the Dis -
trict) consists of 11 public elementary schools, 3 mid- dle schools, a high school, and an alternative school
serving over 9,400 students in the BUSD. In addition,
the District has 3 preschool facilities and an Adult
School serving several thousand students each year.

Programming in the curricular day includes:

Ƞ Music at a
ll levels: BUSD’s exemplary music
program, funded by a recently renewed parcel tax,
begins with recorder lessons for third grade classes,
instrumental music for upper elementary, and then band, jazz band and orchestra at every middle school and Berkeley High (BHS). Alumni of BHS’s award winning jazz ensembles have achieved recognition and awards in the national and international jazz scene.

Ƞ Other arts at all elementary and middle schools: Offerings of dance, theater and visual arts classes vary from site to site at elementary and middle school level. In elementary school, each principal works with stakeholders at their site to decide what kind of arts education is offered during the school day and how much.

Ƞ Arts at the high school level: The quantity and quality of arts programming at Berkeley High is superior by national standards for high schools of its size. All disciplines are represented, and performances and exhibitions are of very high qualit y. Serious artist students graduating from BHS are accepted at conservatories and professional arts preparation programs and go on to professional arts careers.

That said, the resources offered in each field vary from year to year depending upon county/state
support, philanthropic and PTA support, and BHS leadership.

Afterschool programming
Afterschool programming provides arts learning opportunities and enrichment for students at all levels.

These opportunities are programmed as outreach opportunities within arts non-profit organizations, by the schools, and by school PTAs. As a result, the overall landscape for afterschool arts programs varies in both quality and access from school to school. Within the BUSD elementary school program, the complex afterschool ecosystem involves two different afterschool programs: LEARNS, a program that charges a sliding scale according to family income and BEARS, a subsidized program offering low or no- cost care to low-income families. The two programs offer markedly different levels of access to the arts and vary widely in quality and innovation from site to site. Each school’s PTA offers a unique menu of programming that overlaps
with both programs somewhat, but also serves students who participate in Crowden Music School Students at Civic Center Exhibition Opening.

Photo courtesy of the City of Berkeley.

21 neither afterschool program. The PTA classes typically charge a fixed amount per class, with limited scholarships, thereby offering high quality arts access to the children of better-resourced families. The dependence on differentiated models of funding – parental and governmental – can create inequity in access to arts programming.

City of Berkeley Pr ogramming
The City of Berkeley offers arts education classes through the Parks, Recreation and Waterfront Department that complement the Berkeley Unified School District’s afterschool arts and culture activities and summer activities. Summer offerings include Cazadero Music Camp, which serves 1,400 students age 10 through 18 each summer; JumpStart in Music; Echo Lake Camp’s artist-in-residence program; and Arts Discovery Camp serving children ages 5-12. Many classes are available at subsidized prices for Berkeley residents. Scholarships are sometimes available for low-income individuals and families. Afterschool classes take place at three park campuses.

Non-Profit and Community-based Providers
Many of the 150+ arts organizations in Berkeley are fully dedicated to arts education, or have educational components integrated into their core programming. Berkeley enjoys high-caliber arts education providers in visual art, theater, dance, music, film, and other forms of fine art and creative expression. Many of these organizations partner with BUSD. While such partnerships increase students’ access to arts education, the quality, accessibility, consistency, depth, and breadth of such partnerships vary, creating inequity in access.

Higher Education and the Arts
Berkeley’s institutions of higher education feature robust offerings in the arts, design, culture and creativity.

At Berkeley City College, the Visual Art Department features studio classes, art history classes, certificates of achievement in Public Art, Figure Drawing and Art History, and AA Transfer Degree in Studio Art. The Uni- versity of California at Berkeley houses a range of educational departments, student groups, and presenting organizations that teach the arts to college students, life-long learners, and youth across all disciplines in the visual arts, the performing arts, film and media, literary arts, and all design fields. “All The Right Moves” students with teacher Yukie Fujimoto performing at Luna Dance Institute’s 20 Points of View open studio showing.

Photo courtesy of Luna Dance Institute

22 Educational offerings include free and accessible public programming, courses and degrees for UC Berkeley students,
courses and certificates for concurrent enrollment students and life-long learners, educational programming from museums and presenting organizations, internships in arts administration, and student clubs devoted to community arts. The recent creation of the Office for Berkeley Arts + Design seeks to aggregate this rich and varied landscape across the campus, collaboratively fundraise, and strengthen community partnership in all creative fields. While the impulse to institutional and individual collaboration runs deep, the ongoing state and federal cuts to public higher education imperil the capacity to leverage and expand higher education programs on behalf of arts education in the city of Berkeley.

Advocacy organizations
The City of Berkeley, Civic Arts Commission, Berkeley
Cultural Trust, and arts nonprofits in Berkeley are
engaged in efforts to improve the access and quality
of arts education opportunities for students. Drawing
from each of these entities, the Berkeley Arts Educa-
tion Steering Committee (BAESC) is a collaborative
group dedicated to promoting and enhancing arts
education in Berkeley. BAESC was founded in 1998
as a collaboration between local arts organizations,
parents, teachers and administrators. BAESC is a
committee of Berkeley Cultural Trust and over the
past 19 years has been led by local leaders in partner- ship with BUSD. The goal of BAESC has consistently
been to bring a variety of strong arts programming
to students in the Berkeley schools.

Recent Developments and Accomplishments
Despite the challenges of an under-resourced and
under-coordinated arts education environment in
the City of Berkeley, there has been continuous improvement as well as promising pilot projects that test new partnerships and create coalitions for advocacy. Most of the pilots described below depend entirely on volunteer labor and need stable funding and staffing to continue implementation.

UC Berkeley
Arts Administration Internship Program
Funded for two years by a Chancellor’s grant from UC Berkeley, the Arts Research Center (ARC) at UC B
erkeley
collaborated with the Berkeley Cultural Trust to establish internships programs for Cal students within ten
to twelve arts organizations. Students received Independent Study or Field Study credit with then ARC Director
(now Associate Vice Chancellor) Shannon Jackson while volunteering in the administrative offices of
BCT member institutions. BCT staff received modest stipends in exchange for mentorship and a modest fund supported programming and teaching in the field of arts administration. This model was a win-win for Berkeley students and the Berkeley Cultural Trust, but it requires sustained funding to continue.

Equity in Access to Afterschool Arts Program Study
Funded
for two years by another Chancellor’s grant from UC Berkeley, the City of Berkeley and the Berkeley Civic Arts Commission partnered in 2017 with the Principal Leadership Institute in the Education Department at the University of California at Berkeley to study arts education at BUSD after- school programs. The study identified issues of unequal access to arts education at various afterschool “Spectrascape” by Wowhaus at Berkeley's
West Branch Library. Photo courtesy of the
City of Berkeley.

23 program sites–sited above–and made recommendations to address these equity issues. The project also resulted in the creation of a draft Art Education Handbook for after school programing at BUSD. The project sponsors and partners hope to build on this progress by enhancing partnerships between arts nonprofits and BUSD afterschool programming.

Creative Residencies for Artists Teaching Empowerment (CREATE) Amongst the many arts providers identified in the Afterschool Program Study, UC Berkeley’s network of stu- dent volunteers
are a key source of supplemental arts education at BUSD and other schools. The C.R.E.A.T.E. program within
the Public Service Center (PSC) places around 40 students in local schools as volunteer arts teachers, though PSC
cannot afford to hire staff dedicated to coordination and mentorship. With their own initiative, Berkeley students
applied for and received a one-time Civic Arts grant to hire experienced teaching artists to train them as assistant arts teachers. Once again, this was a win-win for many schools, Berkeley students, and Berkeley-based teaching artists, but it requires sustained staffing and funding to continue.

The Berkeley Arts Education Steering Committee (BAESC)
The
Berkeley Arts Education Steering Committee (BAESC) is comprised of staff from local arts organizations, parents, teachers and administrators. Coming out of an effort to apply for a Kennedy Center grant for arts education, BAESC’s goal is to bring a variety of strong arts programming to students in Berkeley’s schools. While they did not receive the grant, the coalition remained. BAESC was inspired by the arts education meeting held in the fall of 2015 at the William and Flora Hewlett Foundation to continue working for quality arts education in both the school day offerings and in afterschool programs. BAESC has identified two near-term goals:

1. Enriching afterschool programs with the arts using the afterschool arts assessment conducted by the Berkeley Civic Arts Commission and the UC Berkeley’s Principal’s Leadership Institute under the spon- sorship of the UC Berkeley Chancellor’s grants.

2. Exploring what resources are available outside the district to facilitate an arts education strategic plan.

Recommended Improvements
Arts education advocates and service providers should build on these recent accomplishments and strength- en partnerships with BUSD and other educational institutions to expand high quality and equitable arts education in Berkeley. Th
is community planning process identified the following policy goals and actions steps to pursue this goal (with additional detail in Chapter 4):

Policy 3.1
Advocate on local, state and national levels to further incorporate arts education into the curricular day and enhance equitable access to arts in extended learning programs.

Berkeley’s community leaders in the arts have established clear advocacy goals related to addressing inequities i
n access to arts education, increasing the offerings of stand-alone arts instruction, and better integrating the visual and performing arts in other curricular areas such as math, language arts, science and social studies.

Advocates are committed to organizing persistent efforts in pursuit of those goals.

Po
licy 3.2
Create innovative learning opportunities that connect students and young adults with career pathways in the arts.

Berkeley can build upon the pilot projects described above to create and fund innovative learning opportunities that connect college students and young adults with career pathways in the arts– whether as

24 community arts practitioners, as arts teachers, or as arts administration internships. Such win-win partnerships create
a virtuous circle that fortifies the public schools and arts organizations of the city while providing career-building opportunities for students and young adults with a passion for the arts,
community, and cultural leadership.

Policy 3.3
Bolster arts education programming that complements the public school (K-12) context and lifelong learners.

BAESC and the Civic Arts Commission are committed to planning and implementing a key recommendation of the
recently completed research on afterschool programming: a summer arts enrichment pilot to BEARS students. Working with the BEARS administrator, this coalition is developing a series of field trips to Berkeley arts
providers to provide students with several hand-on arts experiences in the visual and performing arts.

Input will
be sought from both students and staff after each arts field trip to inform next steps, and possible areas of arts focus for the subsequent school year.

PUBLIC ART
Background and Existing Conditions
Across the City of Berkeley, creative and unique works
of public art enhance the quality of life for residents and visitors alike. Public art breathes life into the built environment and open spaces by engaging artists to
create works that reflect the unique character of our
city. According to a 2015 study conducted by Ameri-
cans for the Arts, titled “ Americans Speak Out about
the Arts, ” approximately 78% of Americans experi -
enced the arts at a “non-arts” venue, such as a park,
airport, shopping mall or civic building. This finding
indicates that efforts of local arts organizations and
arts agencies to “integrate the arts deeper into the
fabric of their communities are having measurable
i m p a c t s .”
1 Public art is integrated in a number of Berkeley’s
parks, civic buildings, private developments, streetscapes, and other public spaces (see Figure 3 Map of Berkeley’s Public Art). The City’s longstanding Public Art Program includes a City collection valued at $3 million dollars, numerous public artworks installed throughout the city, and three City-owned galleries which house a series of rotating exhibitions. The City has completed 82 public art projects since its inception in 1967, with many of the early works commissioned through the City’s own voluntary contributions, philanthropic donations and grant funding.
1 Americans Speak Out about the Arts, https://www.americansforthearts.org/sites/default/files/POP_FullReport_July11-1.pdf “Calliope” by Joseph Slusky, located in the Berkeley Marina.

Photo courtesy of the City of Berkeley.

25 Figure 3: Map of City of Berkeley's Public Art

26 In 1999 the City of Berkeley adopted the Percent for Art Ordinance, requiring all public improvements and bond measures to allocate 1.5% of the capital budget for public art. This ordinance established a program to fu
nd the development of visual art in public places, including art developed in conjunction with municipal construction projects.

In 2001, the City of Berkeley developed “Guidelines for Public Art” designed to support legislation and staff responsibilities. As part of these guidelines, the following mission statement was articulated for the Public Art Program:

The City of Berkeley’s Public Art Program will enliven and beautify the City’s environment. The program will encourage and promote awareness of the City’s rich ethnic, social, and cultural diversity as expressed through visual and design arts. The Public Art Program will enhance the visual environment for the cit- izens of Berkeley, integrate the design work of artists into the development of City public works projects, and promote tourism and economic vitality of the City through the enhancement of public spaces. 1 1. The Civic Center Art Exhibition, located in the public spaces of the Martin Luther King Civic Center (2180 Milvia Street), provides artists who either live or work in Berkeley with a way to share their art with City staff and the public.

2. The Lobby Gallery at 1947 Center Street serves as a curated gallery that provides visitors and staff an opportunity to see art produced locally in the Bay Area region.

3. Addison Street Windows Gallery, at the Center Street Garage, for decades incorporated a visual artwork into Downtown Berkeley’s award-winning Addison Street Arts District. As of publication, the garage is

currently being reconstructed; the new garage will include an exhibition space called "Cube Space" that hosts audio-visual art installations.
1 City of Berkeley. Public Art for the City of Berkeley: A Guide to the Public Art Process. (2001) “Expanse” by Carolynn Hayduk at the Center Street Garage. Photo courtesy of the City of Berkeley.

The City of Berkeley has also programmed various publicly accessible exhibition spaces providing local and regional artists the opportunity to show their work in highly visible locations. These include:

27 Recent Developments and Accomplishments Significant policy achievements in recent years have advanced public art on a number of fronts
within the City of Berkeley. Some of the policy
improvements will generate new sources of
funding for public art, making this an ideal time
to conduct a citywide community-engaged
planning process to inform how these resources
will be allocated, ensuring that new public art
opportunities are aligned with Berkeley’s values
and vision.

Public Art in Private Development
After
years of community deliberation, City
Council adopted the Public Art on Private
Development Ordinance in July 2016 to support
publicly accessible on-site artwork valued at 1% of
the cost of construction of new commercial,
industrial, and multi-unit residential buildings. As
an alternative to commissioning on-site artwork,
the Ordinance allows the developer to pay an in-
lieu fee of 0.8% of the cost of construction to
su
pport publi cly accessible arts and cultural
Romare Bearden’s Mural: “Berkeley - The City and Its People”( 1973) “The City and Its People” was one of the first public art commissions of the renowned African-American artist,
the late Romare Bearden. The Civic Arts Commission
of the City of Berkeley commissioned this mural to be
placed in the City Council Chambers as an active and
accessible part of the city and its civic life.

The National Gallery of Art in Washington, D.C. present- ed a retrospective of Romare Bearden’s life work and
borrowed this piece for their national exhibition of his work in 2003. The exhibition toured around the country, including stops at the San Francisco Museum of Modern
Art, Dallas Museum of Art and the Whitney Museum of
American Art.

In accordance with the placement of the mural in an open and well-used civic area, the logo of the City of Berkeley contains a multicultural design derived from a segment of this mural’s imagery. Until 2003, the mural hung in the City Council area of Berkeley’s previous City Hall building where public meetings were held.

However, as public meetings were moved to other civic buildings, the mural was placed in storage for safe- keeping until a new location is identified to display this beautiful work of art. programming anywhere within Berkeley. In October 2017, City Council revised the Public Art on Private Development Ordinance, expanding the applicability and increasing the budget requirement for on-site artwork to 1.75% of construction costs. The Public Art on Private Development Program Guidelines call for an annual budgeting process to allocate any funds accrued in the “in-lieu” fund, referred to in the Photo courtesy of the City of Berkeley.

Main Library Gates by Miles Karpilow. Photo courtesy of the City of Berkeley.

28 Significant Community Benefits
Through the advocacy efforts of the Civic Arts Commission, City Council approved a significant community be
nefits package for the Harold Way development which included $750,000 for the arts. The policy for how those funds are to be allocated will be determined by the Civic Arts Commission in alignment with the vision, values and goals articulated in this Cultural Plan.
2 Passmore, M. The Telegraph District Public Art Plan, 2015. https://www.cityofberkeley.info/uploadedFiles/City_Manager/Level_3_-_ Civic_Arts/Telegraph%20Public%20Art%20Plan-small.pdf
Guidelines as “The Private Percent Art Fund.” The purpose of this fund is “to provide arts and cultural services to the community at large by funding implem entation of the Arts and Cultural Plan.” Pursuant to the Guidelines, the Civic Arts Commission will develop specific protocols for funding arts and culture programming, public art commissions, and other arts and cultural initiatives.

Telegraph District Public Art Plan
The Telegraph District Public Art Plan was developed through a series of meetings and conversations with the local community, UC Berkeley, the Telegraph Business Improvement District (TBID), the City of Berkeley, the Civic Art Commission, the Berkeley Police and Fire Departments, AC Transit and other stakeholders. The Plan, completed in 2015, developed a unifying vision for how a range of temporary installations, permanent public art, and a variety of other contemporary forms of cultural programming could be integrated more substantially into any future construction along the Avenue. The plan highlights potential locations for pub- lic art in the Tel
egraph District to “strengthen the sense of community (and connections between various communities), enliven the streetscape and improve the character and quality of the public realm along this unique and important cultural corridor.”2
This district-specific art plan was a model for how the Civic Art Program could plan for public art within the other “nodes” of the city.

Figure 4. Types of Art as Highlighted in the Telegraph District Public Art Plan (2015) (2015)
Photo courtesy of the City of Berkeley.

29 South Berkeley Artwork Commission Honoring William Byron Rumford Taking an initial step to address the geographic disparity in public art investments in Berkeley, the Civic Arts Commission worked with community members from South Berkeley to commission an artwork honoring the contributions of Assemblyman William Byron Rumford who authored the California Fair Housing Act of 1963. The artwork was installed on the grassy median on Sacramento Street at Julia Street in 2016.

Measure T1 Funding for Public Art
In November 2016, City of Berkeley residents voted to approve Measure T1, which “ authorizes the City to
sell $100 million of General Obligation Bonds (GO Bonds) to repair, renovate, replace, or reconstruct the City’s aging infrastructure and facilities, including sidewalks, storm drains, parks, streets, senior and recreation centers, and other important City facilities and buildings. ” One percent was set aside for functional public art. The Civic Arts Commission will designate sites for functional public art in three phases for a total of one million dollars.

Center Street Garage Public Art
The Civic Arts Commission dedicated a large portion of the public art funds generated by the Center Street Garage construction project to create an exhibition space called the “Cube Gallery.” This display
space located at the ground level of the new garage structure in the heart of the Downtown Arts District, with an expected opening in mid-2018, will provide a venue to showcase new media and film and video 24/7 facing the street and sidewalk.

Downtown Berkeley BART Plaza
Downtown Berkeley BART Plaza
serves dual civic purposes as the
City’s
most critical transportation
hu
b and also its central community
plaza. In 2017, the Civic Arts Com-
mission partnered with the
Downtown Berkeley Association
(DBA) to develop a plan to activate
the plaza with art, performances,
community activities, and other
cultural pro-g ramming. This plan
envisions the plaza as the heart of
Berkeley, where residents and
visitors will be invited to linger,
listen to music, read a pa-p er or be
inspired by art and creativ-i ty. The
newly renovated plaza will feature
a programmable sound and
lighting system to facilitate
a
mbient sound installation s and
public performance. The plaza will also host a temporary, large-scale sculpture for approximately one year; as funding allows, this large-scale sculpture will change annually , providing a unique, highly-visible and ongoing opportunity for sculptors from the Bay Area and beyond to display their work.

Downtown Berkeley BART Plaza Plan. Drawing Courtesy of City of Berkeley.

30 Recommended Improvements
The civic, social and economic value of Berkeley ’s public art is difficult to overstate. The City of Berkeley and its partners aim to produce more public art throughout Berkeley by pursuing the following policies and actions (with additional detail in Chapter 4):

Policy 4.1
Enhance Berkeley’s environment by placing temporary and permanent public art in public spaces throughout the City.

In the near-term, staff and community partners will assess the conservation needs of the existing public art collection, implement a suite of arts and cultural programming in Downtown Berkeley BART Plaza and other locations, and conduct technical assistance and fundraising activities to facilitate more new community-led and City-commissioned public art installations.

Policy 4.2
Allocate City funds for public art citywide to ensure equity and access.

Respondents to the survey conducted for this plan update (see Appendix B) identified numerous potential locations for public art. Survey participants indicated a desire for more public art on major corridors, parks, BART stations, the marina and traffic circles on residential streets. Civic Arts staff and the Commission will identify segments of the community that currently have limited access to public art, in order to identify priority locations for future commissions.

Policy 4.3
Implement the recently established the Public Art on Private Development Ordinance and program.

A
number of on-site public art projects in private buildings are currently in development. In the near- term, the Commission will implement a transparent public process to allocate in-lieu funds in pursuit of the goals and values articulated in this plan.

Policy 4.4
Promote the City’
s public art collection.

Stakeholders identified opportunities to leverage the City’s existing collection via marketing and digital media t
o increase artwork exposure.

31 CHAPTER 4
Policy Improvements and
Action Steps
This chapter outlines specific policy improvements and action steps for the City of Berkeley
, the Civic Arts Commission, Berkeley Cultural Trust, other arts partners and the broader community to implement over the next ten years.

One of the most persistent themes of this cultural planning process is the pressure that artists and arts organizations are feeling as a result of increasing costs— of h
ousing, performance and workspaces, and living—in the Bay Area. Goal 1 of this
plan outlines a series of policies and actions designed to counter this trend by increasing stability and sustainability for Berkeley’s arts community.

Goals 2 through 4 relate to the three priority planning areas considered in the previous chapter: Civic Arts Grants, Arts Education, and Public Art.

It should also be noted that current staff capacity and administrative resources are limited, making it challenging to accomplish the numerous actions identified t
hrough this planning process. Currently, the City of Berkeley and its partners lack re
sources to implement many of the specific action steps identified through this community planning process. There is a clear need for additional staff capacity and continued collaboration among arts partners to support and implement the growing number of art-related programs, policies and desired actions in the City of Berkeley
. Goal 5 of this Plan identifies strategies and specific action items to help expand the capacity of the Civic Arts Program staff.

The policies and action items laid out on the following pages represent an ambi- tious effort to build on and expand the existing work of the Civic Arts Program.

For each action item, the matrix indicates whether funding or staffing resources are currently available to support implementation.

32 In addition, the matrix indicates the proposed lead and support roles, and lays out general timeframes for implementation. The timeframes include short-term (1-3 years), mid-term (3-6 years) and long-term (6-10 ye
ars). These timeframes should be re-evaluated as new funding streams and priorities emerge.

Ƞ Goal 1: Increase Access to Affordable Housing and Affordable Spaces for Artists and Arts Organizations Ƞ Goal 2: Increase Investment in a Vibrant Arts Community Ƞ Goal 3: Expand High Quality and Equitable Arts Education Ƞ Goal 4: Produce More Public Art Throughout Berkeley
Ƞ Goal 5: Expand the City of Berkeley’s Organizational Capacity to Better Serve the Arts Community Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
Policy 1.1
In
crease the
availability
of affordable
performance and
exhibition venues
and studio spaces.
a. Facilitate partnerships
and space sharing
agreements among
arts organizations and
others.

Existing
Lead: Civic Arts staff
Support: Berkeley Cultural
Trust, Arts Organizations
Mid-term
b. Support the creation
of a centralized com-
munity arts center for
performances, classes,
art exhibitions and
other activities.

Existing
Lead: Civic Arts Commission
Support: Civic Arts Staff,
Berkeley Cultural Trust, Public
Works Department
Mid-term
c. Facilitate the creation
of artist workspac-
es through land use
policy changes, such
as encouraging use of
ground-floor commer-
cial spaces by indi-
vidual artists and arts
non-profits.

Not
Identified
Lead: Berkeley City Council
Support: Planning &
Development Department,
Planning Commission, Civic
Arts Commission, Civic Arts
Staff
Mid-term
Policy 1.2
Increase and protect
permanently
affordable housing
for artists.
a. Conduct an inventory
of existing housing for
artists.

Not
Identified
Lead: Not Identified
Support: Civic Arts Staff, Civic
Arts Commission, Housing
Advisory Commission
Mid-term
b. Identify vacant and
underutilized buildings
that could be converted
for use as artist housing
and workspaces.

Not
Identified
Lead: Not Identified
Support: Office of Economic
Development, Planning &
Development Department
Mid-term
GOAL 1: INCREASE ACCESS TO AFFORDABLE HOUSING AND AFFORDABLE SPACES

FOR ARTISTS AND ARTS ORGANIZATIONS

33 Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
c. Partner with housing
advocates to explore
and secure new funding
sources for affordable
artist housing.

Not
Identified
Lead: Not Identified
Support: Civic Arts
Commission, Berkeley Cultural
Trust, Housing Division,
Affordable Housing Advocates,
Rent Board
Mid-term
d. Modify MULI, MUR
Districts to incentivize
development of afford-
able housing and live/
work spaces for artists
that are compatible
with existing artisan
and industrial uses.

Not
Identified
Lead: Berkeley City Council
Support: Planning &
Development Department,
Planning Commission, West
Berkeley Artisans & Industrial
Companies (WBAIC), Civic
Arts Commission, Civic Arts
Staff
Long-term
Policy 1.3
Enhance and
support equity
among artists and
arts organizations
in Berkeley, with
a focus on race,
gender, and
socioeconomic
conditions.
a. Map the demograph-
ics of Berkeley’s arts
ecosystem to provide a
basis for economic sup-
port for culturally and
racially diverse organi-
zations and artists.

Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission, Berkeley Cultural
Trust
Short-term
b. Identify and evaluate
the barriers that limit
the ability of culturally
and racially diverse
artists and arts orga-
nizations to sustain
and grow their creative
activities in Berkeley.

Existing
Lead: Civic Arts Staff
Support: Civic Arts
Commission, Berkeley Cultural
Trust
Mid-term
c. Invest in arts program-
ming and public art in
underserved areas of
Berkeley.

Existing
Lead: Civic Arts Commission
Support: Civic Arts staff,
Berkeley Cultural Trust,
Berkeley City Council
Mid-term
d. Develop a new gener-
ation of culturally and
racially diverse leaders
in the arts community.

Not
Identified
Lead: Civic Arts staff and
Berkeley Cultural Trust
Support: Civic Arts
Commission, Bay Area Service
Organizations on Non-Profit
Development
Mid-term

34 Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
Policy 2.1
Ex
pand the Civic
Arts Grant program
by increasing
funding and
technical assistance
for grantees.
a. Evaluate and pursue
new revenue streams,
such as a Transient
Occupancy Tax (TOT)
increase, short-term
rental tax, cannabis tax
etc.

Existing
Lead: Civic Arts Commission
Support: Berkeley City Council,
Civic Arts staff, Berkeley
Cultural Trust
Short-term
b. Pursue corporate
sponsorships and other
fundraising strategies
for community festivals
and other arts and cul-
tural programming and
events.

Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission
Mid-term
c. Explore the feasibility of
a program that would
allow residents to
donate funds directly to
the Civic Arts Program.

Existing
Lead: Civic Arts staff
Support: Finance Department,
Civic Arts Commission
Mid-term
d. Identify and pursue
local, state, and federal
funds with projects
aimed at promoting
equitable access to the
arts.

Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission
Short-term
Policy 2.2
Promote an
equitable grant-
making process and
reduce application
barriers.
a. Create a streamlined
portal for arts and
cultural grants to
improve the efficiency
and effectiveness of the
grant-making process
and reduce application
barriers.

Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission
Short-term
b. Review and evaluate
the annual results of
the Civic Arts Grant
Program to ensure an
equitable grant-making
process.

Existing
Lead: Civic Arts Commission
Support: Civic Arts Staff
Short-term
c. Prioritize investments
in arts organizations
and artists outside of
Berkeley’s downtown to
ensure broad, citywide
participation in funding
opportunities.

Existing
Lead: Civic Arts Commission
Support: Civic Arts Staff, Arts
Community
Short-term
GOAL 2: INCREASE INVESTMENT IN A VIBRANT ARTS COMMUNITY

35 Policy 2.4
Increase marketing
of t
he arts among
Berkeley residents,
regional audiences
and tourists.
a. Evaluate how to
improve marketing of
Berkeley’s cultural of-
ferings to residents and
audiences regionally.

Existing
Lead: Berkeley Cultural Trust
Support: Civic Arts Staff, Visit
Berkeley, Downtown Berkeley
Association
Short-term
b. Conduct marketing
efforts Citywide to raise
public awareness of the
diverse art community
in Berkeley.

Not
Identified
Lead: Not Identified
Support: Civic Arts staff, Civic
Arts Commission, Berkeley
Cultural Trust, Visit Berkeley
Mid-term
c. Increase audience di-
versity through mean-
ingful engagement with
young people, seniors,
people with disabilities,
low-income people, and
people of color.

Not
Identified
Lead: Not Identified
Support: Civic Arts
Commission, Civic Arts Staff,
Berkeley Cultural Trust
Mid-term
Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
d. Develop a festival grants
policy to increase the
transparency and eq-
uitable distribution of
festival funding.

Existing
Lead: Civic Arts Commission
Support: Civic Arts staff, Office
of Neighborhood Services
Short-term
Policy 2.3
Promote the Civic
Arts Grant Program
to offer funding
opportunities to a
wider array of arts
organizations and
artists.
a. Create a stand-alone
Civic Arts webpage to
increase the visibility
of Civic Arts programs
and to promote grant
recipients.

Not
Identified
Lead: Civic Arts staff
Support: Civic Arts
Commission, IT Department
Mid-term
b. Produce videos that
promote the Grants
Program, including
examples of current
projects.

Not
Identified
Lead: Civic Arts staff
Support: Civic Arts
Commission
Mid-term
c. Create networking
opportunities for grant
awardees to market
the Civic Arts Grants
Program and provide
additional incentives for
artists to participate.

Not
Identified
Lead: Civic Arts staff
Support: Civic Arts
Commission, Berkeley Cultural
Trust
Mid-term
d. Develop a mentorship
program to support
small arts organiza-
tions.

Not
Identified
Lead: Berkeley Cultural Trust
Support: Civic Arts
Commission, Civic Arts Staff
Mid-term

36 Policy 3.2
Create innovative
lear
ning
opportunities that
connect students
and young adults
with career
pathways in the
arts.
a. Develop and/or deepen
existing partnerships
for college students to
receive training and
supervision to mentor
youth in the visual and
performing arts during
the curricular day and/
or in extended learning
settings.

Not
Identified
Lead: BAESC
Support: UC Berkeley, Berkeley
City College, Other academic
institutions, Civic Arts Staff,
Civic Arts Commission
Mid-term
Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
Policy 3.1
Ad
vocate on local,
state and national
levels to further
incorporate arts
education into the
curricular day and
enhance equitable
access to arts in
extended learning
programs.
a. Build coalition of stake-
holders to advocate for
change to California
state law which dictates
structural features in
the BEARS program,
creating barriers to inte-
gration with students in
the LEARNS program.

Not
Identified
Lead: BAESC
Support: Civic Arts
Commission
Long-term
b. Support and strengthen
the partnership be-
tween BAESC, BCAC,
BUSD, and Berkeley
Cultural Trust.

Not
Identified
Lead: Civic Arts Commission
Support: BAESC, Berkeley
Cultural Trust, Berkeley Unified
School District
Short-term
c. Advocate to BUSD to
provide theater, dance
and visual arts educa-
tion comparable to the
district’s successful mu-
sic instruction program.

Existing
Lead: BAESC
Support: Civic Arts
Commission, Berkeley Cultural
Trust
Mid-term
d. Advocate for improved
arts opportunities for
populations such as
low-income families,
English learners, people
with special needs/dis-
abilities, disconnected
transitional age youth,
and early childhood (0-
5) students.

Existing
Lead: Civic Arts Commission
Support: Berkeley Cultural
Trust, BAESC
Mid-term
GOAL 3: EXPAND HIGH QUALITY AND EQUITABLE ARTS EDUCATION

37 Policy 3.3
Bolster arts
education
programming that
complements the
public school (K-12)
c
ontext and lifelong
education.
a. Raise funds to develop
a pilot arts education
program in the BEARS
summer session.

Not
Identified
Lead: Civic Arts Commission
Support: BAESC, Berkeley
Cultural Trust, Civic Arts Staff
Short-term
b. Identify innovative
strategies to improve
outreach to special
programming for teens
and at-risk youth.

Not
Identified
Lead: BAESC
Support: Civic Arts staff, Civic
Arts Commission, Berkeley
Cultural Trust, Berkeley High
Long-term
c. Explore changes to
the Civic Arts Grants
Program to increase
grantee participation in
afterschool arts pro-
grams.

Existing
Lead: Civic Arts Commission
Support: Civic Arts Staff,
Berkeley Cultural Trust
Short-term
Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
b. Create fellowships,
internships, profes-
sional mentorships, or
other programs to train
the next generation of
arts educators and arts
professionals.

Not
Identified
Lead: BAESC, Berkeley Cultural
Trust
Support: Civic Arts
Commission
Mid-term
Policy Statement Action Items Resour ces Proposed
Implementa tion Team Timeframe
Policy 4.1
Enh
ance Berkeley’s
environment by
placing temporary
and permanent
public art in public
spaces throughout
the city.
a. Conduct site/condition
assessments of current
public art collection
Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission
Short-term
b. Activate the newly
renovated Downtown
Berkeley BART Plaza
with public art in a vari-
ety of media and forms.

Existing
Lead: Downtown Berkeley
Association, Civic Arts
Commission
Support: Civic Arts Staff
Short-term
c. Dedicate funding for
performing arts, inter-
active, and participa-
tory public art installa-
tions.

Existing
Lead: Civic Arts Commission
Support: Civic Arts Staff
Short-term
d. Provide technical
assistance for commu-
nity-created art projects
throughout the city.

Existing
Lead: Civic Arts staff
Support: Civic Arts
Commission
Short-term
GOAL 4: PRODUCE MORE PUBLIC ART THROUGHOUT BERKELEY