Agenda packet — Emeryville City Council, November 18, 2025 (part 1 of 4)

City of Emeryville Page 1 of 5
Members:

Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch

CITY OF EMERYVILLE
AGENDA

CITY COUNCIL
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org
Tuesday, November 18, 2025 6:30 PM – Special Meeting
7:00 PM – Regular Meeting Council Chambers
This meeting is being conducted in-person at
1333 Park Avenue, Emeryville, California
Public comment may be provided in-person or via email, as set forth below. Members of the public desiring to provide comments as a part of the meeting are encouraged to either submit written comments by 3:00 p.m. prior to the meeting or to attend the meeting in person.

Public comment for Council agenda items can be submitted online via our written comment card at www.emeryville.org/citycouncil. Written comments can also be submitted by email to [email protected] or to the City Clerk at [email protected]. If you would like to support, oppose, or otherwise comment on an upcoming agenda item, please send in your comments prior to the meeting.

The link below allows public viewing of the meeting (no public comment via Zoom):

Please click the link below to join the webinar:
https://emeryville-org.zoom.us/j/84233613314?pwd=Ypixwqyq9lOU5flRy7iRkyUuLAKLKQ.1 Passcode: 106087
Telephone: 669-900-6833
Webinar ID:842 3361 3314
Passcode:106087
A complete copy of the agenda packet is available for viewing at the Information Center at City Hall, located at 1333 Park Avenue, Emeryville, California, and on the city’s website at www.emeryville.org/citycouncil. The meeting is shown live on the City of Emeryville television channel (ETV), cable channel 27, and will be rebroadcast according to the published ETV schedule of programs. Council meetings will also be available to view through live media streaming accessible from the City of Emeryville website at www.emeryville.org/citycouncil.

City Council AGENDA November 18, 2025
City of Emeryville Page 2 of 5
You can subscribe to receive Emeryville City Council agendas via email by going to our website at www.emeryville.org/citycouncil. Simply fill out your information, check “City Council Agendas”, and click the “Subscribe” button.

All matters listed under CONSENT CALENDAR are considered to be routine and will all be enacted by one motion in the form listed below. There will be no separate discussion of these items unless good cause is shown prior to the time the Council votes on the motion to adopt. Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Presiding Officer calls for comments from those persons who are in support of or in opposition thereto. After persons have spoken, the Hearing is closed and brought back to Council level for discussion and action. There is no further comment permitted from the audience unless requested by the Council.

No animals shall be allowed at or brought in to a public meeting by any person except (i) as to members of the public or City staff utilizing the assistance of a service animal, which is defined as a guide dog, signal dog, or other animal individually trained to provide assistance to an individual with a disability; or (ii) as to police officers utilizing the assistance of a dog(s) in law enforcement duties.

In compliance with the Americans with Disabilities Act, a person requiring an accommodation, auxiliary aid, or service to participate in this meeting should contact the City Clerk ’s Office at 510-596-4300, as far in advance as possible, but no later than 72 hours before the scheduled event. The best effort to fulfill the request will be made. Assistive listening devices are available for anyone with hearing difficulty from the City Clerk prior to the meeting and must be returned to the City Clerk at the end of the meeting.

Public Comment: Each speaker is limited to two minutes to present their comments to the City Council at each speaking opportunity. At the discretion of the Presiding Officer, time limits may be further adjusted.

The regular and special meetings of the Emeryville City Council also serve as regular or special meetings of the City of Emeryville as Successor Agency to the Emeryville Redevelopment Agency, the Community Development Commission, and the Public Finance Authority when items are listed on the agenda.

The City Council welcomes comments, including criticism, about the policies, procedures, programs, or services of the City, or of the acts or omissions of the City Council. Speakers shall not use threatening, profane, or abusive language which disrupts, disturbs, or otherwise impedes the orderly conduct of a City Council, Successor Agency, Management of Emeryville Services Authority, or related meeting. The City is committed to maintaining a workplace free of unlawful harassment and is mindful that City staff regularly attend Council meetings. Discriminatory statements or conduct that would potentially violate the Fair Employment and Housing Act – i.e., statements or conduct that is hostile, intimidating, oppressive, or abusive – is per se disruptive to a meeting and will not be tolerated.

City Council AGENDA November 18, 2025
City of Emeryville Page 3 of 5

1. CALL TO ORDER – STUDY SESSION 6:30 P.M.

2. ROLL CALL

3. STUDY SESSION

3.1. STUDY SESSION: EMERYVILLE POLICE DEPARTMENT ORGANIZATIONAL ASSESSMENT

4. ADJOURNMENT

1. CALL TO ORDER – REGULAR MEETING 7:00 P.M.

2. ROLL CALL

3. APPROVAL OF FINAL AGENDA

4. SPECIAL ORDERS OF THE DAY

5. COUNCIL MEMBER SPECIAL ANNOUNCEMENTS/REPORTS ON MEETING ATTENDANCE

6. CITY MANAGER'S REPORT

7. EX PARTE COMMUNICATIONS

8. PUBLIC COMMENT FOR CONSENT AGENDA AND ITEMS NOT ON THE AGENDA

9. CONSENT CALENDAR

9.1. ALL ORDINANCES DEEMED READ BY TITLE ONLY AND ALL FURTHER READING WAIVED

9.2. WARRANTS

9.3. ACTION MINUTES OF THE NOVEMBER 4, 2025, SPECIAL CITY COUNCIL CLOSED

SESSION MEETING

9.4. ACTION MINUTES OF THE NOVEMBER 4, 2025, EMERYVILLE CITY COUNCIL STUDY

SESSION

9.5. ACTION MINUTES OF THE NOVEMBER 4, 2025, CITY OF EMERYVILLE AS SUCCESSOR

AGENCY TO THE EMERYVILLE REDEVELOPMENT AGENCY REGULAR MEETING

9.6. ACTION MINUTES OF THE NOVEMBER 4, 2025, REGULAR CITY COUNCIL MEETING

9.7. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ADDING ADVISORY

BODY DESIGNATIONS AND ALLOWING THE PUBLIC ART COMMITTEE AND

BICYCLE/PEDESTRIAN ADVISORY COMMITTEE TO SET THEIR OWN MEETING

SCHEDULE

9.8. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ACCEPTING A DONATION IN THE AMOUNT OF $1,450.63 FROM FRIENDS OF SENIOR CENTER TO THE City Council AGENDA November 18, 2025
City of Emeryville Page 4 of 5

COMMUNITY SERVICES DEPARTMENT TO PURCHASE A LAPTOP AND MONITOR FOR SENIOR HELP DESK FUNDS TO BE RECORDED IN 5460-62600 WHEN RECEIVED AND TO BE EXPENDED FROM 5460-73000

9.9. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE AUTHORIZING THE

CITY MANAGER TO EXECUTE A CONTRACT WITH THE CALIFORNIA DEPARTMENT OF

EDUCATION FOR THE PURPOSE OF PROVIDING CHILD CARE AND DEVELOPMENT

SERVICES AND TO AUTHORIZE THE CITY MANAGER TO SIGN CONTRACT DOCUMENTS FOR FISCAL YEAR 2026–27, THE CONTINUING FUNDING APPLICATION, AND ALL

RELATED CONTRACT DOCUMENTS AND ANY FUTURE AMENDMENTS AND APPROPRIATE SAID FUNDS WHEN RECEIVED TO ACCOUNTS 230-53600

9.10. ANNUAL DEVELOPMENT IMPACT FEES REPORT - FISCAL YEAR 2024-2025

9.11. SECOND READING AND ADOPTION OF AN ORDINANCE OF THE CITY OF EMERYVILLE REPEALING AND REPLACING CHAPTERS 1, 2, 3, 4, 5, 6, 7, 8, 9, AND 10 OF TITLE 8 OF THE EMERYVILLE MUNICIPAL CODE, ENTITLED “BUILDING REGULATIONS”, AND

MAKING REQUIRED FINDINGS RELATING TO THE ADOPTION AND AMENDMENT OF THE CALIFORNIA BUILDING STANDARDS CODE (CEQA DETERMINATION: EXEMPT PURSUANT TO CEQA GUIDELINES SECTIONS 15061(B)(3) AND 15378(B))

9.12. SECOND READING AND ADOPTION OF AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE REPEALING AND REPLACING CHAPTER 5 OF TITLE 4 OF THE EMERYVILLE MUNICIPAL CODE, ENTITLED “FIRE CODE” AND MAKING REQUIRED

FINDINGS RELATING TO THE ADOPTION AND AMENDMENT OF THE CALIFORNIA BUILDING STANDARDS CODE (CEQA DETERMINATION: EXEMPT PURSUANT TO CEQA GUIDELINES SECTIONS 15061(B)(3) AND 15378(B))

10. PUBLIC HEARINGS

11. ACTION ITEMS

11.1. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE APPROVING THE PROJECT DESCRIPTION AS SET FORTH IN ATTACHMENT A FOR THE 40TH STREET MULTIMODAL PROJECT; AND DIRECTING STAFF TO RETURN THIS PROJECT TO THE

CITY COUNCIL FOR CONSIDERATION FOLLOWING THE COMPLETION OF THE

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) REVIEW AND THE NATIONAL

ENVIRONMENTAL POLICY ACT (NEPA) PROCESS

11.2. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE APPROVING AND ACCEPTING THE EMERYVILLE POLICE DEPARTMENT’S 2025 ANNUAL MILITARY EQUIPMENT USE REPORT PURSUANT TO GOVERNMENT CODE SECTION 7071 AND RENEWING CITY OF EMERYVILLE ORDINANCE NO. 22-006 “APPROVING EMERYVILLE POLICE DEPARTMENT POLICY MANUAL POLICY 707- MILITARY EQUIPMENT”

11.3. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ADOPTING THE EMERYVILLE BLACK, INDIGENOUS, AND PEOPLE OF COLOR (“BIPOC”) SMALL

BUSINESS SUPPORT PROGRAM

12. DEPARTMENT HEAD REPORTS

12.1. ANNOUNCEMENT OF COMMISSION/COMMITTEE VACANCIES
City Council AGENDA November 18, 2025
City of Emeryville Page 5 of 5

13. FUTURE AGENDA ITEM REQUESTS

14. ADJOURNMENT
City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: November 18, 2025
TO: LaTanya Bellow, City Manager
FROM: Jeff Jennings, Police Chief
SUBJECT: STUDY SESSION: EMERYVILLE POLICE DEPARTMENT

ORGANIZATIONAL ASSESSMENT

RECOMMENDATION
Staff recommends that the City Council discuss and evaluate the current organizational structure, staffing levels, and operational efficiencies of the Emeryville Police Department.

The purpose of this discussion is to identify the expected service delivery levels and determine future staffing needs and organizational recommendations.

BACKGROUND
In April 2025, the City of Emeryville initiated an Organizational Assessment of the Emeryville Police Department to conduct a comprehensive review of its structure, staffing, operations, and strategic needs. The purpose of this assessment is to provide City leadership with a clear understanding of the department’s current strengths, operational challenges, and opportunities for improvement.

The assessment evaluates both current and future policing needs, identifies options to enhance service delivery, and supports long-term strategic and organizational planning.

This review is especially timely due to recent changes in police leadership and the evolving demands on public safety services within the community.

DISCUSSION
During the study session, the Police Department will present on the current organizational structure, staffing levels, and operational efficiencies which include the following:
▪ Goals of the Assessment
▪ Methodology
▪ Operations
▪ Key areas of concern
▪ Staffing Recommendations
▪ Planning and Operations

FISCAL IMPACT
There is no fiscal impact related to the Study Session. Any future fiscal impact will depend on the staffing and operational changes the City Council approves for implementation.

Significant fiscal impacts may include hiring, training, equipment and capital improvements, while efficiency improvements could generate long-term savings. A more EPD Organizational Assessment
City Council Meeting | November 18, 2025

Page 2 of 2 ends

detailed analysis of the fiscal impacts will be completed as the recommended actions are brought before the City Council for review.

STAFF COMMUNICATION WITH THE PUBLIC
None.

CONFLICT OF INTEREST
None.

CONCLUSION
Staff recommends that the City Council review the findings of the Organizational Assessment, consider the staffing and organizational options presented, and provide direction on next steps. Council guidance will allow staff to prioritize recommendations, develop an implementation plan, and ensure the Police Department is structured and staffed to meet current and future community needs.

PREPARED BY: Pablo Rojas, Lieutenant

APPROVED AND FORWARDED TO THE
CITY COUNCIL OF THE CITY OF EMERYVILLE:

LaTanya Bellow, City Manager

ATTACHMENTS
▪ Attachment A – Organizational Assessment
Emeryville Police Department
Organizational Assessment
AUGUST 15, 2025
PREPARED BY:

Kreins’ Consulting
1 Contents
Executive Summary.......................................................................................................3 Introduction .................................................................................................................3 About the Police Department ............................................................................................ 7 KREINS’ CONSULTING STUDY METHODOLOGY.................................................................17 COMPARISON STUDY ...................................................................................................19 FINDINGS....................................................................................................................23 RECOMMENDATIONS OVERVIEW ..................................................................................28 RECOMMENDATIONS DETAIL ........................................................................................31 Section I – Department Leadership Roles - Command Structure and Span of Control ........ 33 Section II – Leadership, Supervision and Management ..................................................... 39 Section III – Communication............................................................................................. 40 Section IV - Staffing Allocation Plan.................................................................................. 42 Section V – Traffic Operations.......................................................................................... 43 Section VI – Patrol Operations ......................................................................................... 44 Section VII – Investigations.............................................................................................. 48 Crime Analysis.....................................................................................................50 Forensic Analysis .................................................................................................50 Section VIII – Property and Evidence Unit......................................................................... 50 Section IX – Police Services Manager – Dispatch – Records............................................... 53 Dispatch Center...................................................................................................53 Police Records Unit..............................................................................................55 Administrative Services ........................................................................................55 Section X – Information Technology................................................................................. 57 Section XI – Training ........................................................................................................ 58 Section XII - Strategic Planning......................................................................................... 60 Section XIII – Goal Setting – Annual Goals........................................................................ 63 Continuous Review and Updates...........................................................................65 Preparing for the Future ........................................................................................66 2 Leadership and Relationships – Change and our People..........................................66 Commitment .......................................................................................................66 Section XIV – Succession Planning .................................................................................... 67 Section XV - Public Information – Media Relations........................................................... 69 Social Media........................................................................................................70 Section XVI - Community Relations and Crime Prevention ................................................ 72 Section XVII – Grant Programs ......................................................................................... 73 Police Explorer Program........................................................................................73 Volunteers in Policing (VIP’s) Program....................................................................73 Section XVIII – Emeryville Police Facility........................................................................... 74 CONCLUSION...............................................................................................................75 ATTACHMENT A - SUMMARY OF RECOMMENDATIONS CHART .........................................76 ATTACHMENT B – CURRENT STAFFING ALLOCATIONS ......................................................77 ATTACHMENT C - 3 BEAT SYSTEM USED BY PATROL OPERATIONS .....................................78 ATTACHMENT D – POLICE DEPARTMENT TECHNOLOGY....................................................79 APPENDIX ...................................................................................................................81 About Kreins Consulting................................................................................................... 81 Consultant Bio ................................................................................................................. 81 3 Executive Summary
The Emeryville Police Department Organizational Assessment provides a comprehensive analysis of the department’s structure, staffing, operations, and strategic needs. Initiated in April 2025, the review aims to inform city leadership and the police department about current strengths challenges, and recommendations for future improvements to ensure effective sustainable policing services in Emeryville, California.

The City of Emeryville and its Police Department launched an organizational analysis and performance review to assess current and future policing needs, recommend service delivery options, and support the strategic planning process. This review is timely due to recent changes in police leadership.

The organization analysis and performance audit are complete. This report outlines key findings and recommendations for discussion with the Chief of Police, city staff, public, and the Emeryville City Council.

Introduction
Emeryville, located in northwest Alameda County between Berkeley and Oakland on the San Francisco Bay, has a population of 13,000. Its location near San Francisco, UC Berkeley, the Bay Bridge, and Silicon Valley has driven recent economic growth. Major employers include Pixar Animation Studios, Peet’s Coffee, the Center for Investigative Reporting, Alternative Tentacles, and Clif Bar. As a regional employment center, Emeryville draws many weekday commuters and shares traits with “edge cities,” though it sits within Oakland’s urban core.

Although the City spans just over one square mile, its central location within the Bay Area's urban core—situated at the intersection of major freeways, a heavily trafficked international bridge, and transcontinental rail lines—contributes to its strong appeal as a place to live, work, and shop.

The City of Emeryville operates under a Council‐Manager system and employs over 100 full‐ time equivalent (FTE) personnel to serve a population of approximately 13,000 residents.

Covering an area of 1.3 square miles, the City comprises six departments: General Government (City Council, City Manager, City Clerk, City Attorney, and Human Resources); Administrative Services (Finance and Information Technology); Community Development (Building and Planning); Police; Public Works (Engineering, Transportation, and Public Services); and Parks and Community Services.
4 The Emeryville Police Department is a mid‐size agency with forty‐one sworn officers and seventeen professional staff. Handling over 30,000 calls for service and managing 4,000–5,000 reports each year, the Department faces ongoing challenges due to evolving public safety demands and community expectations. Despite serving a small area and population, the Department remains highly active in responding to service calls.

Emeryville is a small residential community positioned between Oakland and Berkeley in the San Francisco Bay Area. It features a marina on the bay, serves as a gateway to the Bay Bridge connecting to San Francisco, and is located near Highway 80 and the interchanges of Highways 580, 24, and 101.

City size and population do not always predict public safety activity or crime. Factors like area density and proximity to other urban areas are also important. Emeryville faces significant public safety challenges, as shown by high police call volumes and crime reports across all categories. Our analysis compared Emeryville with five other California cities, but no city matched its unique mix of public safety demands, area, and population.

Emeryville features a well‐developed commercial shopping district anchored by IKEA, drawing thousands of visitors daily. The city also serves as the global headquarters for PIXAR Animation Studios and is recognized for its strong biotechnology and medical sectors. Sutter Health Services has approved plans for a major hospital and an extensive healthcare campus within Emeryville’s downtown corridor. The completion of these medical facilities, alongside ongoing development projects, is anticipated to increase pedestrian and vehicular traffic, thereby necessitating the expansion of City and Police Department personnel to adequately support the growing number of daily visitors and community needs.
5 The Emeryville Police Department protects lives and property 24/7. Staff are dedicated to public safety and building community partnerships for a safer city.

Determining effective and fiscally responsible police staffing is a complex challenge for law enforcement leaders and communities. Every city has unique needs, crime levels, expectations, and resources, so there is no universal staffing formula. Public safety investments are costly but essential and play a direct role in supporting economic growth and community well‐being.

The Emeryville Police Department faces ongoing challenges, including changes in public safety operations, increased community expectations, staffing transitions, and shifts in service calls.

With a sworn staffing ratio of 3.25 officers per 1,000 residents—higher than other similar‐sized Contra Costa County cities—maintaining current staffing levels is justified by these factors. This report details current and future staffing needs for both sworn and professional staff, highlighting a strong need to expand non‐sworn positions within the department.

Emeryville faces rising public safety issues, including more service calls, violent and property crime, homelessness, and traffic concerns. Fiscal constraints have led to stagnant police staffing and resources. Despite this, the Police Department remains connected to city services and prioritizes community engagement. There is potential to develop a volunteer program to support both the department and the community.
6 The assessment identified ways to improve efficiency and service by reviewing the department’s operations. These recommendations do not address fiscal impact, and given current budget limits, they may require new or reallocated resources.

The assessment report containing observations and recommendations should be evaluated within a one‐ to five‐year framework, with priority given to staffing requirements and the identification of funding sources for any proposed personnel increases.

Contemporary law enforcement agencies are extraordinarily complex entities, comprising numerous interdependent components. Despite this complexity, the police department functions as only one vital division within an even more intricate municipal framework. It is essential for public safety organizations to be thoroughly integrated into the broader city administration. Achieving this integration necessitates effective leadership at all organizational levels to uphold the principle that the Police are the Public, and the Public are the Police — Sir Robert Peel.

Modern policing necessitates that police departments and public safety agencies operate with transparency, promote inclusivity, and foster substantive relationships and partnerships within the community. Accordingly, leadership within the Emeryville Police Department must be proficient in current best practices in law enforcement and actively pursue the ongoing development of trust and credibility with community members. This report will examine the Six Pillars of 21st Century Policing as they apply to the Emeryville Police Department and will provide an assessment of:

1. Building Trust and Legitimacy

2. Policy and Oversight

3. Technology and Social Media

4. Community Policing and Crime Reduction

5. Training and Education

6. Officer Wellness and Safety
The appropriate number of officers and professional support staff required by a law enforcement agency is determined by various factors and criteria. When assessing and establishing suitable staffing levels, it is essential to consider the following elements:
• Fiscal: Budget authorization, financial liabilities, and sustainability • Staffing Levels: Vacancy ratios; officer‐to‐resident, business, and civilian staff rations • Service Levels: Volume and types of calls for service; prioritization and time commitments.
• Workload and Availability: Overall workload data and officer discretionary time • Response Efficiency: Response times, dispatch intervals, and total time managing calls. • Crime Metrics: Crime statistics, trends, and analysis capabilities 7 • Patrol Coverage: Geographic coverage, beat alignments, hotspot focus, and deployment planning. Differential Policing Strategies.
• Investigations: Investigative responsibilities, follow‐up prioritization, and clearance rates • Population Dynamics: Population shifts by time of day, tourism/business impact, and demographic trends.
• Command Structure: Supervisory span of control and unity of command. • Community Engagement: Outreach, partnerships, crime prevention, public information • Technology Use: Law enforcement tech tools and IT infrastructure The staffing criteria listed above represent just a few of over fifty key factors considered in law enforcement staffing analysis.

About the Police Department
The Emeryville Police Department is a mid‐size law enforcement agency with an authorized staff of forty‐one sworn officers and seventeen full‐time professional staff. The Department responds to over 30,000 calls for service and produces about 4,000 police reports each year. Recent developments in public safety operations, increased responsibilities for personnel, changing community expectations, and variations in types of service calls have presented ongoing challenges for the City's police force. For the fiscal year 2024-2025, the Department's operating budget was $17,550,960.
8 Ongoing challenges in calls for service have necessitated prioritizing the reallocation of sworn personnel from investigative and traffic assignments to effectively address the demands and requirements of patrol operations.

The department consists of Professional Services (including Administration, Records, Communications, and Property and Evidence) and Field Services (Patrol, Traffic, and Criminal Investigations), along with specialized programs like Bicycle Patrol and Animal Control.

The Police Department is presently composed of the following positions:
• Chief: 1
• Captains: 1 (Vacant – Recruitment in‐progress)
• Lieutenants: 2 (1 Vacant – recruitment in‐progress)
• Sergeants: 7 (1 Vacant – promotional testing in‐progress) • Officers: 30 (2 Vacancies – recruitments in‐progress) • Total – 41 Sworn Staff ‐ Authorized
• Professional Staff ‐ Non‐Sworn: 17 ‐ (1 Vacancy – recruitment in‐progress) • Police Services Manager: 1
• Police Dispatchers: 10 ‐ (1 Vacant)
• Police Records Specialist: 1
• Property and Evidence Technician: 1
• Administrative Assistant: 1
• Police Service Technicians (PST’s) ‐ (Parking Program): 3 9 Historical Staffing and Budget Figures:

City of Emeryville Historical Population Count:

City of Emeryville - Daytime Population:
25,000 – 40,000 (Estimated)
PD Budget in Millions Sworn Non-Sworn Total FTE
1995 4.6 34 16 50
2005 7.3 39 20 59
2015 10.7 38 16 54
2025 17.5 41 17 58

4.6 34
16 50

7.3 39
20 59

10.7 38
16 54

17.5 41
17 58
0 10
20 30
40 50
60 70
Historical Staffing and Budget Figures
1995 2005 2015 2025
6,360
8,556
11,187 11,875
13,314
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
1995 2005 2015 2020 2025
(Estimated)
Population
10 Positive Key Findings

1. Strong Operational Performance
o The EPD maintains a high standard of effective and professional policing services, consistently earning significant community trust.

2. Dedicated and Respected Staff
o Employees at every level demonstrate dedication, professionalism, and take pride in serving the Emeryville community.

3. Efficient Use of Limited Resources
o The Department has consistently upheld high standards of service despite operating under static staffing levels and constrained budgets for several years.

4. Robust Community Engagement
o Initiatives such as National Night Out, Coffee with a Cop, and similar programs exemplify the department’s dedication to meaningful public engagement.

5. Effective Technology Adoption
o The department uses tools such as ALPR’s, citywide camera systems, and body‐worn cameras to support service delivery and transparency.

6. Interagency Collaboration
o The EPD collaborates effectively with Alameda County law enforcement agencies in joint operations.

7. Resilience and Adaptability
o Despite current staffing challenges and growing service demands, the department remains dedicated to reorganizing and realigning its operations to effectively fulfill the community's public safety requirements.

8. Enhanced Leadership and Accountability
In recent years, Chief Jennings and the supervisory and leadership team have introduced various checks and balances to enhance organizational efficiency, effectiveness, and accountability.

These auditing changes have included:
o Enhanced annual reviews or organization operations
o Regular Uniform and Equipment Inspections
o Fleet/Vehicle Inspections and a migration toward an electric fleet of vehicles o Body Worn Camera Audits
o Daily Training Bulletin Audits
11 o Bi‐Annual Review of Professional Standards, Policy, Procedures and Best Practices Key Issues and Concerns

1. Limited Non-sworn Professional Staffing
o A limited number of non‐sworn professional staff may contribute to operational inefficiencies.

2. Leadership Gaps
o There are currently vacancies in the command staff, including positions for Captain and Lieutenant. Additionally, the second Lieutenant is scheduled to retire by the end of 2025. After these positions are filled, the executive staff will receive professional development training, and leadership coaching.

The Emeryville Police Department is built on a strong base of community trust, operational proficiency, and employee commitment. To ensure continued effectiveness and alignment with the City's overarching objectives, the department should continue to transition from historical autonomy toward enhanced strategic planning, internal accountability, and cross‐departmental cooperation. Addressing the cultural, structural, and operational deficiencies outlined in this assessment will position EPD to develop as a more integrated and progressive public safety organization, capable of meeting the evolving needs of the community within a complex environment.
12 Due to fiscal limitations common among California cities, the Police Department has faced stagnant staffing levels and service capacity. Consequently, the agency has prioritized maximizing the effectiveness and efficiency of its personnel resources. Over time, members of the Command Staff have taken on additional responsibilities to address the lack of professional staff support. Table 1 provides an overview of key tasks and responsibilities assigned to the Police Captain position, offering a representative snapshot of the expanded duties undertaken by supervisors, civilian employees, line staff, and other essential personnel. These tasks and responsibilities will be analyzed in greater detail throughout this report. The table further highlights the necessity of reviewing the Department’s current command structure. 13 Table 1 – Primary Tasks and Responsibilities

CAPTAIN ROLE & RESPONSIBILITIES
Administrative Field Services
Budget, Communications/Records, PRA, Public
Information and Social Media, Community
Outreach Programs, Citizen Academies, Special
Events, Pitchess Motions, Property/Evidence,
Cameras, Civil, Legal, Hiring/Recruitment, Grant
Management, Professional Standards, Policy
Management, Internal Affairs – Investigations
and Policy Compliance, Information Technology,
Health and Wellness Programs, Peer Support,
Workers Comp Management, Training, Volunteer
Programs, Facility Maintenance
Patrol Operations, Patrol Schedules, Special
Teams, Investigations, ICAT Training, Defensive
Tactics Training, Traffic Operations, Parking
Services, IT, Fleet Management, Special Events,
Emergency Services, Grant Management, AXON –
Camera Operations, Radios – Safety Equipment,
Use of Force Review, Training for Police Officers,
and Professional Staff
The Police Department is committed to collaborating with all sectors of the community to enhance public safety. The Department continually seeks to advance its policing services by adopting best practices, leveraging technology where appropriate, and investing in the professional development of its personnel. It is dedicated to strengthening public trust through a steadfast commitment to accountability, rigorous performance standards, ethical conduct, transparency, and professionalism.

The City of Emeryville, in conjunction with the Police Department, maintains an active and collaborative partnership with the Emery Unified School District (EUSD), which serves approximately 700 students across grades K‐12. The District operates two schools—Anna Yates Elementary and Emery Secondary School, both of which have been located on a shared campus at the Emeryville Center for Community Life since 2016. This facility also houses the EUSD District Office, a community health center, as well as municipal community and recreation spaces provided by the City of Emeryville. Staff from the City and Police Department regularly coordinate with the school district, local businesses, and the Emeryville Chamber of Commerce to support the community.

Presented below is the Mission Statement of the Emeryville Police Department. Subsequent sections of this report will address topics pertaining to the Mission and Vision Statements as well as the Department’s Strategic Plan.
14 Mission Statement – Emeryville Police Department
The Emeryville Police Department is committed to enhancing safety in our community with professionalism, compassion, and trustworthiness
The Emeryville Police Department is dedicated to delivering the highest standard of police services to residents and individuals employed within Emeryville. Through collaborative efforts with the community, the Department actively works to uphold public safety and support the quality of life expected in the City of Emeryville. The Department’s services reflect a commitment to fostering public trust by respecting individual rights and consistently acting in a fair, just, and responsive manner to address the needs and concerns of the community.

As stated in the introduction, this assessment includes a review of current departmental activities, including Calls for Service, Officer‐Initiated Calls, and Type 1 Crime Trends. The following tables provide data on key factors affecting the Department.

Table 2 indicates that Calls for Service experienced an approximate annual increase of 30% in 2024. Additionally, the number of Calls for Service in 2023 was marginally lower than the total recorded in 2021.

Table 2 – Total PD Calls for Service for 2021, 2022, 2023, 2024:

Source: Emeryville Police Department
15 Part I crime trends provide a way to assess factors influencing a department. Part I Crimes are defined as offenses more serious than misdemeanors that may result in imprisonment longer than one year. These include homicide, rape, robbery, assault, burglary, theft, vehicle theft, and arson. As shown in Table 4, the rate of Part I Crimes has remained stable over the past three years.

Table 3 - Part I Crimes by Year
Source: California Department of Justice
Below is a two‐year summary of the Department’s response times to emergency and non‐ emergency calls for service. Response times are particularly relevant in life‐threatening and other high‐priority situations; however, Priority 1 calls made up less than 15 percent of all calls for service (with 1,001 Priority 1 calls in 2024 out of a total of 7,621 calls, including 2,308 Priority 2 and 4,313 Priority 3 calls). As shown in the chart below, response times for Priority 1, 2, and 3 calls have decreased over the two‐year period from 2023 to 2024.

Table 4 - Dispatch Response Times by Year
Priority
Calls 2023 2024
2025
April -
August
Priority 1 00:07:24 00:06:00 00:03:43
Priority 2 00:05:03 00:04:29 00:05:10
Priority 3 00:6:30 00:05:40 00:08:00
Source: Emeryville Police Department. Time reflects first address/call accepted to first unit on scene, including drive time.
2,220 2,229
2,550
2,031
0 500
1,000
1,500
2,000
2,500
3,000
2021 2022 2023 2024
16 The Emeryville Police Department has maintained a strong record of prompt responses to both critical calls for service and Priority 2 and 3 incidents. As a result, additional in‐depth analysis of these areas is not warranted at this time.

Response to both major and minor crime scenes often occurs following citizen notification, which may itself have been delayed or relate to incidents discovered hours after their occurrence. Consequently, community concerns regarding response times are frequently shaped by perception rather than actual delays. Research indicates that in non‐emergency situations, when citizens are provided with an estimated response time, they typically express satisfaction with the timeliness of the response.

The total number of police reports filed within a given year serves as a key indicator of departmental workload. In Emeryville, this figure has consistently ranged between 4,000 and 5,000 over the past four years, aligning with expectations based on the Part I Crime Rate and the annual volume of service calls.

Table 5 – Emeryville Yearly Police Reports
2021 2022 2023 2024 2025
Yearly Police Reports 4087 4476 4992 4117 952
0 1000
2000
3000
4000
5000
6000
Yearly Police Reports
Through
4/10/2025
17 Table 6 Emeryville Police Reports for 2024 by Month
KREINS’ CONSULTING STUDY METHODOLOGY
Kreins’ Consulting conducted this independent
assessment by means of in-person, zoom, and
telephonic interviews with internal stakeholders, a
review of documents requested from and/or
supplied by the Police Department, City, or
sourced by our consultant. We also completed a
comparison study of similar-sized police
departments in the region.

Interviews
We conducted interviews with the Chief, Acting Captain, Acting Lieutenant, several Sergeants, Police Officers, and numerous professional non‐sworn staff members from key support units, including administration, property and evidence, dispatch, and records. These interviews focused on clarifying individual roles, identifying critical departmental issues, assessing organizational culture, evaluating strengths and weaknesses, reviewing internal communication and collaboration, examining resource availability and needs, and exploring process challenges and potential solutions.
0 50
100
150
200
250
300
350
400
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Total Police Reports 354 323 300 339 353 341 388 349 303 371 357 339 2024 Police Reports - Total: 4117
18 Documents
The documents reviewed by Kreins’ Consulting include, but are not limited to the following:
• Organizational Charts
• FY 2024-25 and FY 2025-26 Budgets
• Historical Data including past budgets, annual reports, and crime prevention activities • Demographic Data
• Crime Statistics and Calls for Service
• Service Delivery Models
• Task Force Assignments
• Training Plans
• Succession Plans
• Strategic Plans
• Department Policy Platforms and Operational Procedures • Grant Programs
• Job Descriptions and Ancillary Duty Listings
• Third Party Contracts and Mutual Aid Agreements
• Community Surveys
• Patrol Operations: Staffing, Scheduling, and Traffic Operations In addition to our regular consultations with Police Department personnel, we conducted both initial and ongoing meetings with the City Manager and other essential City staff members to discuss project objectives, expectations, and anticipated outcomes. Our review and analysis addressed current conditions, organizational structure and operations, as well as projected future service demands, including:
• Completed a comprehensive data analysis ‐ identify and determine availability of data necessary to analyze current organizational issues including operational, economic, staffing and policy issues.
• Determine outside stakeholders.
• Reviewed historical data including a review of sworn and non‐sworn staffing, scheduling, and deployment. Review supervisory and command structures, lines of authority, span of control.
• Reviewed historical data related to crime statistics, recent criminal trends, and current impacts to the community.
• Reviewed all ongoing department projects, programs, grant initiatives. • Reviewed current community outreach, community engagement, crime prevention, and volunteer programs, public education, public information, media relations, social media. • Reviewed Department budget and resource allocations.
• Reviewed existing succession plan, strategic plan, training plan, media and community engagement strategies, annual reports and action plans, City/Department public safety goals/objectives.
19 • Reviewed City strategic plans and goals.
• Reviewed Professional Standards, Internal Affairs, policy and procedure, human resources, hiring practices, recruitment and retention, and labor management relations. • Analyzed department culture and internal communications. • Reviewed use of technology systems, current and potential future. • Review data collection and crime analysis capacity.
• Reviewed patrol staffing, scheduling, and deployment models (beat structure). • Conducted an analysis and review of population changes impacting the delivery of public safety services.
• Conducted an analysis on future risks, challenges, and opportunities. • Reviewed the impact of continued changes in external laws, regulations and mandates imposed by other levels of government.
• Reviewed mental health activities including homeless outreach programs and collaborations.
• Reviewed technology infrastructure and programs.
• Reviewed internal coaching and mentoring programs.
• Reviewed peer support and wellness programs.
• Reviewed Training Programs
• Reviewed Professional Staff Workloads – Tasks and Responsibilities • Reviewed Police Chief and Executive Key Tasks and Responsibilities Comparison Study
A comparative review of analogous police departments serves as an important resource for evaluating organizational structures. Kreins’ Consulting assessed police agencies in five comparable cities to analyze staffing levels, programs, and services, identifying both similarities and distinctions. Gaining insight into staffing among departments with similar frameworks supports strategic development, effective management during staff vacancies, and the implementation of organizational changes.

COMPARISON STUDY
Five police departments were selected for comparison through a collaborative process involving Kreins’ Consulting and the Police Department. Selection was based on criteria consistent with Emeryville’s geographic location, population, municipal size, crime rate, city budget, suburban characteristics, and available community amenities.
20 The selected cities are Albany, East Palo Alto, El Cerrito, San Pablo, and Suisun City. Both Emeryville and Albany are located in Alameda County. El Cerrito and San Pablo, while geographically close to Emeryville, are part of Contra Costa County. East Palo Alto (San Mateo County) and Suisun City (Solano County) were included due to comparable demographic characteristics and police agency sizes. Table 7 presents a demographic overview of Emeryville alongside the five comparison cities.

Table 7 – Comparison Cities / Demographic Information

DEMOGRAPHIC INFORMATION
Comparator City City
Population
Square
Miles
City
Operating
Budget
PD
Budget
% PD Budget
/ City Budget
Emeryville 12,608 1.3 53.3M 17.5M 32.8%
Albany 20,271 1.8 33.1M 8.5M 25.6%
East Palo Alto 27,061 2.5 37.5M 15.2M 40.5%
El Cerrito 26,409 3.7 57.3M 15.8M 27.5%
San Pablo 30,689 2.6 56.3M 24.9M 44.2%
Suisun City 28,253 4.0 27.9M 15.5M 55.5%
Source: City Budget Documents
Staffing levels among the benchmark police departments in comparable cities range from 40 to 84 full‐time equivalent (FTE) positions. Albany has the lowest staff count at 40 FTEs, whereas San Pablo leads with 84 FTEs. Emeryville, with 58 FTEs, is positioned near the median staffing level of these cities (53.8 FTEs). San Pablo exhibits the highest levels of both sworn and non‐ sworn personnel, while Emeryville ranks second in sworn staffing among the surveyed cities. El Cerrito and East Palo Alto are also comparable to Emeryville, with 37 and 36 sworn personnel, respectively.

Table 8 reflects the calls for service in 2024 and the detailed FTE staffing allocations by comparable benchmark cities.
21 Table 8 – Calls for Service and Staffing Levels

CALL FOR SERVICE & STAFFING LEVELS
Comparator City Calls for
Service 2024
PD
Staffing
Sworn
Staffing
Non-sworn
Staffing
% of Sworn to
total FTE
Emeryville 38,451 58 41 17 70.6%
Albany 2,589 40 26 14 65.0%
East Palo Alto 26,885 49 36 13 73.4%
El Cerrito 23,955 48 37 11 77.0%
San Pablo 37,630 84 61 23 72.6%
Suisun City 23,398 44 28 16 63.6%
Source: PD Annual Reports / City Budgets
According to the staffing allocations mentioned above, the chart below indicates the number of sworn officers per 1,000 residents for each department. As depicted, the Emeryville Police Department maintains 3.25 sworn police officers per 1,000 residents, which is significantly higher than the average among the comparison cities. Although this figure should not be regarded as the sole criterion for determining police staffing levels, it provides a useful reference point for comparing staffing levels across similar jurisdictions.

Table 9 – Sworn Officers per 1,000 Residents
SWORN OFFICERS PER 1,000 RESIDENTS
Comparator City Sworn per 1,000 Residents
Emeryville 3.25
Albany 1.28
East Palo Alto 1.33
El Cerrito 1.40
San Pablo 1.99
Suisun City 0.99
22 Table 10 is a comparison of Part 1 Crimes statistics for the five jurisdictions and Emeryville.

Table 10 – Part 1 Crime Stats
PART 1 CRIME STATISTICS
Comparator Cities 2021 2022 2023 2024
Emeryville 2220 2229 2550 2031
Albany 93 81 89 55
East Palo Alto 1187 1464 1332 1550
El Cerrito 693 620 628 531
San Pablo 982 1060 1129 992
Suisun City 584 565 589 533
Source: FBI / California Department of Justice. Note crime stats reported by the FBI / Cal DOJ vary slightly from the stats reported directly by city police departments.

The Federal Bureau of Investigations (FBI) advises that using crime statistics and staffing levels as measures for evaluating law enforcement effectiveness in specific areas may lead to inaccurate interpretations. As a result, the FBI maintains a policy against ranking law enforcement agencies solely on the basis of crime data. Uniform Crime Reporting (UCR) statistics include population figures as well as reported crimes, clearances, and arrests; however, such rankings do not account for the distinct characteristics of each community. The factors that affect the frequency and types of crime differ significantly among various jurisdictions, including:
• Population density and degree of urbanization - Proximity to urban communities • Part I and Part II Crime Statistics
• Violent Crime Statistics
• Police Calls for Service.
• Variations in composition of the population, particularly youth concentration. • Stability of the population with respect to residents; mobility, commuting patterns, and transient factors.
• Economic conditions, including median income, poverty level, and job availability. • Modes of transportation and highway systems.
• Cultural factors and educational, recreational, and religious characteristics. • Family conditions with respect to divorce and family cohesiveness. • Commercial and tourist impacts.
• Administrative and investigative emphasis on law enforcement. • Policies of other components of the criminal justice system (i.e., prosecutorial, judicial, correctional, and probational).
• Citizens’ attitudes and expectations toward crime.
• Crime reporting practices of the citizenry and agencies within the jurisdiction. 23 FINDINGS
The Emeryville Police Department is a
well‐run, well‐managed, well‐disciplined,
professional police organization. Although
the organization consistently achieves
excellence in providing policing services,
they are currently at a crossroads of
significant organizational transitions.

In the past six months, a tenured Police
Captain left the Department after
accepting a promotional opportunity to
become the Chief in Anderson, California.

Additionally, one Police Lieutenant has retired after 30 years of distinguished service. As a result, the remaining Police Lieutenant is currently serving as Acting Captain, and a Police Sergeant has assumed the role of Acting Police Lieutenant. This leadership transition necessitated a reorganization of executive staff responsibilities to address the vacancies at the Captain and Lieutenant levels. In coordination with the City of Emeryville Human Resources Department, the Police Department is actively recruiting staff members to fill these executive staff openings, as well as upcoming vacancies for Police Sergeants. While addressing these supervisory and command staff vacancies presents considerable challenges, it also provides an opportunity for the organization to evaluate training programs, policies, procedures, best practices, and cultural competencies. Adding further complexity, the current Acting Captain has announced plans to retire by the end of 2025. By that time, the Police Department will have experienced turnover of approximately 75% of executive‐level staff and nearly 50% of its supervisory personnel.

While not specifically requested as part of this organizational assessment project, the recent transitions among executive and supervisory staff underscore the critical need for immediate and ongoing leadership development. It is essential to provide targeted training, as well as professional coaching and mentoring for less experienced personnel. The Department should prioritize the creation of a comprehensive professional development plan to strengthen the leadership and management competencies of its new executive managers. The primary emphasis should be placed on supporting the new Captain and two new Lieutenants by enhancing their expertise and abilities across a range of key leadership domains, including:
• Facilitative Leadership
• Courageous Leadership Principles
• Emotional Intelligence – Self Awareness
24 • Communication and Listening Skills
• Decision Making and Time Management
• Strategic Planning ‐ Achieving Results
• Building Teams – Building Trust and Legitimacy Internally and Externally • Servant Leadership – Mentoring and Coaching
• Sharing Expectations and Responsibilities
• Building Consensus and Agreement
• Operational Planning
• Succession Planning ‐ Visioning
• Quality Assurance – Audit Review
• Professional Standards
• Community Outreach and Customer Service
• Financial Analysis – Budgeting
• Human Resource Management and Staff Professional Development • Best Practices in Recruitment and Hiring
• Building a diverse and culturally aware workforce
• Intergovernmental Relations and Collaborations
• Empowerment and Delegation Skills
• Media Relations – Crisis Communications
• Initiative and Creativity
The Emeryville Police Department is committed to maintaining community safety and consistently provides high‐quality public safety services. However, like all agencies, there remain challenges and opportunities for continued improvement.

The organization consistently makes well‐informed management decisions with the support of the City Manager, City staff, and City Council. A dedicated team comprising professional non‐ sworn staff, police officers, and supervisors and managers enables the department to effectively address the ongoing public safety needs of the community. The personnel of the Emeryville Police Department demonstrate a strong commitment to their roles and are dedicated to serving the Emeryville community. The department is well‐positioned to respond to future policing challenges, largely due to its organizational commitment to adapt to change and pursue cost‐effective strategies for enhancing public safety services. Additionally, the department actively fosters positive community partnerships and collaborations through initiatives such as National Night Out, Coffee with the Cops, and a range of community outreach programs.

Findings:

1. The Emeryville Police Department places a strong emphasis on tailored public safety and the effective delivery of law enforcement services. This is accomplished through coordinated departmental initiatives, strategic staffing assignments, community 25 outreach efforts, including engagement and collaboration—and comprehensive communication strategies utilizing traditional and social media platforms. As a full‐ service agency, the department consistently meets community expectations for individualized police response and service provision.

2. The Emeryville Police Department is currently experiencing a transition in its leadership team. Vacancies in the positions of Police Captain, Lieutenant, and Sergeant have presented management challenges as the Department works to fill these roles.

Under the direction of Chief Jeff Jennings, the department maintains established policies and procedures, and most personnel report positive morale. The Department emphasizes integrity, ethics, accountability, and transparency, and continues to work towards providing excellence in policing services to the community.

3. The Emeryville Police Department command staff is committed to its core values and implements employee development strategies. The Chief and current executive staff function as a leadership team. They maintain an organizational culture that addresses the needs of the department, provides peer support and wellness programs for staff, and considers the requirements of both the city organization and the community. The Police Department supervisory staff provide mentoring, coaching, and support to less experienced employees, with a focus on professional development for sworn officers.

The Department has prioritized training by offering over 5,000 hours of instruction in 2024.

4. The Emeryville Police Department has demonstrated significant adaptability through effective structuring and restructuring of department staffing, projects, and initiatives.

Despite population growth in Emeryville and the increasing complexity of delivering law enforcement services, departmental staffing levels have remained largely unchanged for over two decades. In fact, the total number of authorized professional staff is currently three positions fewer than it was 20 years ago. This, coupled with a series of prolonged position vacancies, has resulted in a continual non‐sworn staffing shortfall that places considerable pressure on both professional staff and personnel resources across the organization. Nonetheless, the Department has realigned functions to ensure the continued delivery of its core services. It is important to note, however, that the ongoing challenge of operating with reduced resources may ultimately compromise the organization's ability to maintain existing service levels. 26 5. The Emeryville Police Department demonstrates a proactive approach in the investment and management of its technology resources. The Department effectively leverages information technology support provided by city staff.

6. The Emeryville Police Department demonstrates effective resource management in response to the increased daytime and evening population resulting from the city's thriving business parks and commercial district. Similar to other California cities with significant business park activity, Emeryville experiences notable population growth during business hours. The Police Department addresses resource requirements efficiently and actively collaborates with local businesses to support public safety.

7. The Emeryville Police Department has consistently demonstrated fiscal and strategic efficiency as a law enforcement agency. Despite operating with limited sworn staffing, resources, and budget constraints that restrict the addition of new positions, the Department has continued to provide effective and efficient law enforcement services.

Furthermore, the Department works collaboratively with other city departments to address ongoing fiscal challenges. As part of this commitment, it has maintained existing levels of sworn police officer positions.

8. The Emeryville Police Department consistently delivers up-to-date law enforcement training to both professional and sworn personnel. In 2024, the department provided more than 5,600 hours of required and advanced professional development training.

Issues, Concerns and Opportunities

1. The Emeryville Police Department faces limitations in non-sworn professional staffing.

The Department currently operates with a restricted number of non‐sworn professional staff, leading to operational inefficiencies. As a result, sworn personnel are frequently assigned tasks that would typically fall within the purview of professional civilian staff.

This shortage has created notable challenges in Records Operations, Property and Evidence management, Budget and Finance, Administrative Support, Patrol Services, Traffic Management, and Investigations. The ongoing insufficiency of non‐sworn personnel contributes to persistent operational deficiencies and necessitates daily supplementation of staff to maintain even minimal levels of operational efficiency.

2. The Emeryville Police Department does not currently offer any departmental youthfocused programs. Many police agencies nationwide implement internal youth 27 initiatives to provide community youth with exposure to law enforcement careers. Such programs allow agencies to cultivate future talent and foster a workforce reflective of the communities they serve. At this time, the Department does not administer any of the following entry‐level programs:
a. Police Explorers
b. Police Cadets
c. Police Interns
d. Police Service Technicians – Create an expanded role – add tasks and responsibilities over and above parking services

3. The Emeryville Police Department does not presently offer a Citizens Community Academy or a Youth Academy to acquaint residents with local policing services. The Department previously conducted a community academy; however, this program has not been held since before the Covid pandemic.

4. The Emeryville Police Department currently does not operate an organized Volunteer Program. However, law enforcement agencies across the state derive considerable advantages from implementing active Volunteer Programs.

5. The Emeryville Police Department’s Traffic Division currently operates with limited staffing. At this time, one Motorcycle Officer is assigned to the unit, and a proposal has been made to add a Sergeant position to supervise and manage the Traffic Unit.

Increasing staff levels would expand operational capacity. The plan also suggests appointing three additional Motorcycle Officers to extend traffic enforcement coverage.

The proposed Traffic Sergeant would be responsible for overseeing Motorcycle Officers, administering traffic‐related grants, coordinating with City Traffic Engineering personnel, and supervising Police Service Technicians working in Parking Operations.

6. The Emeryville Police Department operates out of a police facility that does not meet current departmental needs. The building was not originally designed for a modern police department, resulting in limited space for police operations. Most staff share small workspaces. The Records Unit, Dispatch Center, and Property and Evidence areas are compact, and storage throughout the facility is limited, leading to administrative offices being used for equipment storage. The facility's capacity for electric vehicle charging stations is limited, which will negatively affect the department’s transition to a full electric fleet.
28 RECOMMENDATIONS OVERVIEW
Presented below are 21 recommendations derived from comprehensive findings, observations, data analysis, and a review of best practices. For detailed descriptions of each recommendation and an overview of all Police Department functions, please consult the following section of this report. Please note that these recommendations are not presented in order of priority.

Recommendation No. 1: The Department should review and assess the main roles, tasks, and responsibilities of the two Lieutenant positions assigned to Operations and Administrative Services. With two new Lieutenants expected to be in place by the end of 2025, this will provide an opportunity to examine all key tasks and assignments for both positions.

Recommendation No. 2: It is advisable for the Department to conduct a thorough review and evaluation of the primary functions, duties, and responsibilities associated with the Police Captain position. The Department plans to recruit and appoint a new Captain by the end of 2025.

This presents an immediate opportunity to assess all critical tasks and assignments related to the Captain’s role.

Recommendation No. 3: It is highly recommended that the Department retain its existing organizational command structure, composed of the following positions:
• Chief of Police (1)
• Police Captain (1)
• Police Lieutenants (2)
Recommendation No. 4: It is advised that the Chief develop a comprehensive professional development plan that incorporates training and educational opportunities, including a structured coaching and mentoring program specifically designed for the two new Police Lieutenants and the new Police Captain.

Recommendation No. 5: It is recommended that the Chief and executive staff create a staffing allocation plan including a prioritized list of sworn positions that could be added to the Department over the next one to five years. The staffing prioritization plan should be finalized during Fiscal Year 2025‐2026. We acknowledge the City currently faces, and will likely continue to face, a significant operating budget deficit. Therefore, consideration for any new positions must be based on prioritization for both the City and the Police Department, with particular attention to fiscal feasibility.

Recommendation No. 6: Sworn Staffing – It is recommended that all vacant sworn positions be filled at the earliest practical opportunity. Furthermore, the Department should maintain, 29 at minimum, its authorized strength of 41 sworn staff positions both currently and moving forward.

Recommendation No. 7: Priorities for future sworn staffing additions. As evaluation of additional sworn positions for FY 2025-2026 is conducted, the following priorities are suggested:
• Add 1 Police Sergeant to oversee Traffic Operations.
• Add 3 Police Officers assigned as Traffic (Motorcycle Officers). • Add 1 Police Officer assigned as a Police Detective.

The Traffic Sergeant position is designated to supervise and manage all traffic enforcement operations, including City Parking Services. It is proposed that responsibility for Parking Services be transferred from the City Community Development Department to the Police Department, contingent on the availability of a Police Sergeant to serve as the Traffic Unit Supervisor.

Additionally, an increase of three more traffic officers (motorcycle officers) has been identified to fulfill the ongoing responsibilities and operational needs of the Traffic Unit. The recommendations regarding the addition of officers to the Traffic Unit and an additional Detective position will be addressed in more detail later in this report.

Recommendation No. 8: This recommendation proposes that the Department consider developing non-sworn entry-level programs to create an internal community-focused pathway for prospective full-time employees. At present, the Department does not offer the following positions or programs:
• Police Explorer Program
• Police Cadet Program
• Police Intern Program
• *Police Service Technicians – Expand Classification, Tasks, Role, and Responsibilities Recommendation No. 9: It is strongly recommended that the Department create and hire a Management Analyst position. The Department currently does not have any Management Analysts. The new Management Analyst would function as a full‐time Crime Analyst. At the moment, crime analysis is limited, with basic crime statistics collected and reported by the Property and Evidence Technician. Establishing this position would increase capacity for crime analysis and provide administrative support to the Chief and Executive staff, including grant management and other administrative tasks.

Recommendation No. 10: It is recommended that the Department allocate an additional Property and Evidence Technician to strengthen administrative support within the Property and Evidence Unit. The unit is currently experiencing understaffing, similar to the Records Unit, resulting in a significant backlog of stored property and evidence. Given these circumstances, it 30 is unlikely that a single technician could adequately address both the purging of property and the ongoing accumulation of evidence. Addressing this staffing need is a high priority for the Department. Furthermore, with two technicians, cross‐training would be possible, enabling support across both Records and Administrative functions.

Recommendation No. 11: It is advised that the Department immediately initiate a Request for Proposal to facilitate and complete an independent audit and review of Property and Evidence Operations. The most recent independent audit of this unit was conducted in February 2016. A comprehensive discussion of both the Records Unit and the Property and Evidence Unit will be provided within the report narrative. Ideally, consideration should be given to adding these positions as soon as practical and as funding resources allow.

Recommendation No. 12: It is advised that the Department create a Dispatch Supervisor position to provide focused leadership and management for the Dispatch/Communications Team. Presently, oversight of the Dispatch Center, Property and Evidence Unit, and Records Unit is centralized within the Police Services Manager (PSM) position. The PSM is responsible for direct supervision of 10 Dispatchers and the Communications Unit, in addition to managing the Records Technician and all related Records Operations, as well as overseeing the Property and Evidence Technician and associated unit activities—resulting in direct supervision of 12 professional staff members. Furthermore, the PSM routinely addresses staffing needs by assuming operational duties, which may include serving as a dispatcher on the primary police radio or supporting Records functions.

The current personnel span of control for the Police Services Manager may present challenges in terms of manageability and organizational effectiveness. Assigning a Dispatch Supervisor to oversee the operation, management, and supervision of the Dispatch/Communications Center could enable the Police Services Manager to focus more effectively on overall Communications, as well as on the management of the Records and Property and Evidence Units.

Recommendation No. 13: It is advised that the Department hire an additional Records Specialist to enhance clerical support within the Records Unit. This requirement represents a significant and urgent need for the Department. Currently, the Records Unit faces staffing challenges, with only one Records Technician managing a considerable workload and multiple responsibilities. It is not feasible for this position to sustain such demands on its own.

Recommendation No. 14: It is recommended that the Department add one additional Administrative Analyst position.

Recommendation No. 15: The Department should proceed to update and complete its comprehensive Strategic Plan, ensuring the inclusion of an implementation strategy that 31 addresses all identified organizational staffing needs, as well as clearly defined goals and objectives. The planning and execution of this initiative should be accomplished within a timeframe of one to three years.

Recommendation No. 16: It is advisable for the Department to form a team comprised of departmental staff to evaluate strategies for enhancing internal communication within the department.

Recommendation No. 17: It is advised that the Department promote a culture of collaboration, camaraderie, and unity across all divisions and sections. Furthermore, the leadership team should exemplify and actively encourage cooperation, mutual support, and effective crossdivisional communication.

Recommendation No. 18 – It is advised that the Department adhere to established guidelines when setting both short- and long-term objectives, integrating this process with future Strategic Planning initiatives. Goals should be clearly defined, measurable, and achievable, with corresponding target dates and timelines for completion. Additionally, lead staff members should be designated for each specific objective to ensure accountability.

Recommendation No. 19: It is advisable for the Department to update and revise the existing Succession Plan document. Forming a Succession Planning Committee is recommended to oversee and guide this process. The Succession Plan will be discussed in greater detail in the report narrative
Recommendation No. 20: It is advised that the Department initiate preparations for the next Team Building and Organizational Development Workshop. The previous Team Building Workshop was conducted in 2023. By the conclusion of the 2025 calendar year, the Department will have appointed a new police captain, two new lieutenants, and at least two to three new sergeants. This new supervisory and command staff will benefit from the next team‐building workshop.

Recommendation No. 21: It is recommended that the Department develop and implement a robust Citizen Volunteer Program. Citizen Volunteers can enhance efficiency and operations throughout the police department by managing numerous administrative tasks.

RECOMMENDATIONS DETAIL
The introduction presents several criteria to consider when determining the appropriate staffing level for a police department. Benchmarking studies that compare sworn and non‐sworn staffing ratios, as well as crime statistics with other similarly sized communities, offer one approach to examining staffing concerns, though they do not guarantee the identification of the 32 optimal model for any agency. Another relevant issue is the strategic use of staffing resources within agencies. This report evaluates the deployment of the Department's current staff by analyzing its organizational structure, staffing and workload needs, scheduling models, and deployment strategies. The assessment includes interviews with supervisors, managers, and key personnel, along with comparative analysis involving similar law enforcement agencies.

Key objectives in recognizing and delivering quality customer service require the organization to focus on providing a return on investment and generating value from financial commitments to public safety. The Department’s operations are guided by strategic goals and objectives that emphasize specific value accountability. Highlighting these values within policing is an important aspect of organizational effectiveness. These values include:

Reduce criminal victimization – Call offenders to account Reduce fear and enhance personal security and safety
Provide safety in public places
Satisfy community/customer needs – Achieve and maintain trust and legitimacy with the community we serve
Problem-solving as a rule – Not an exception
Use force and authority fairly, efficiently, and effectively Use financial resources fairly, efficiently, and effectively Law enforcement organizations, regardless of their size, typically consist of at least two main divisions: Field Services ‐ Operations (including Patrol, Investigations, Traffic, and Special Operations) and Support Services (such as Administrative Services, Records, Communications, Community Outreach, Property and Evidence, and Crime Prevention). Determining appropriate staffing levels involves considering various factors, and there is no universally applicable model.

Each organization may evaluate and choose the staffing model that aligns with its needs and fiscal constraints.

The recommendations detailed herein are organized by specific units, bureaus, or functions. In certain instances, a function may not have an associated recommendation; however, it is included in this report to provide context for readers who may be less familiar with the daily operations of a municipal police department. For a consolidated summary of recommendations, please refer to Attachments A and B.
33 Section I – Department Leadership Roles - Command Structure and Span of Control
Recommendation No. 1: The Department should review and assess the main roles, tasks, and responsibilities of the two Lieutenant positions assigned to Operations and Administrative Services. With two new Lieutenants expected to be in place by the end of 2025, this will provide an opportunity to examine all key tasks and assignments for both positions.

This presents an immediate opportunity to assess all critical tasks and assignments related to the Captain’s role.

During our assessment, we conducted a comprehensive evaluation of the existing staffing model and organizational structure, along with an in‐depth examination of the principal roles, duties, and responsibilities of the Department's command staff, which consists of the Chief, Captain, and Lieutenants. The current composition of the command staff is as follows:

The Chief of Police acts as the Chief Executive Officer and holds ultimate responsibility for all policing operations. The Operations Division, led by a Captain, encompasses the Patrol Services Bureau, Traffic Services, Police Service Technicians (Parking Enforcement), Fleet Services, Investigations, Crime Intelligence, and the Support Services Division. The Support Services Division oversees all police support and administrative functions, including professional standards, policy development, crime prevention, training, dispatch, records management, community services—public information and social media, information technology, finance, grant administration, and general administrative support.

There are two police Lieutenants, each with distinct assignments. One Lieutenant oversees Operations, which includes the management of Patrol operations and the Investigations Bureau. 34 The other Lieutenant is responsible for the Administrative Services Division, supervising areas such as Professional Services—Dispatch, Records, and Property and Evidence—as well as Professional Standards, Community Resources and Crime Prevention, Training, Policy Management, and Internal Affairs.

Similar to other law enforcement agencies, the Department has explored various command models in recent years. Determining the optimal command staffing approach requires a comprehensive understanding of the organization's operational functions, as well as an honest evaluation of staffing strengths and limitations. For the Emeryville Police Department, it is essential to consider multiple factors: the impacts of community policing, operational obstacles, and internal challenges arising from prolonged staffing deficiencies, and ongoing staff reorganization affecting numerous projects, programs, and services. Additionally, a thorough review of specific command staff roles, including their assigned duties and responsibilities, should not be overlooked. It is critical to ensure that each command staff member's workload remains reasonable and that the scope of responsibility aligns with an appropriate span of control over supervised individuals, projects, and departmental initiatives.

The following details provide a review of each position within the Command Structure.

Chief of Police
The Police Chief serves as the chief executive officer of the organization, leading efforts to fulfill its mission by fostering trust and support through a community‐oriented approach. The Chief holds responsibility and accountability for all policing, law enforcement, and public safety services within the community. It is essential for the Chief of Police to maintain a visible presence and be recognized as a leader, problem solver, and advocate. Additionally, the Chief must remain informed of all community concerns and emerging issues.

The Chief of Police is responsible for steering the organization through comprehensive strategic planning and policy development. The Chief offers a broad perspective in guiding the department’s direction and vision. It remains essential for the Chief to prioritize ongoing audit, evaluation, and refinement of departmental policies, procedures, and practices. Implementing a more robust and well‐defined plan alongside a regular schedule for auditing all police operations, projects, and programs would be advantageous for the Emeryville Police Department.

The Chief of Police is responsible for establishing both public and private partnerships to facilitate collaboration in developing effective strategies for safeguarding public safety, enhancing police‐community relations, promoting professionalism, improving officer safety and well‐being, and fostering a more effective and responsive police department. A key aspect of 35 the Chief's role involves cultivating talent within the organization, with an emphasis on preparing individuals for future leadership positions. The Chief is primarily tasked with ensuring that successors are equipped to advance the department's mission. This objective may be achieved through professional development initiatives, career planning, mentorship, recognition of individual strengths and areas for growth, ongoing coaching, and the creation of comprehensive strategic and succession plans for the organization.

It is essential for the Chief to hold Police Department members accountable to the highest standards, ensuring that this responsibility is exercised with fairness and mutual respect. A reliable and reputable organization is established through consistent application of regulations and maintaining accountability for oneself and others. The Chief must thoughtfully balance the objectives and concerns of all city departments, neighborhoods, and community stakeholders, while striving to provide exemplary law enforcement services.

Police Chief Key Tasks and Responsibilities
• Department Administration
• Strategic Planning
• Community Engagement
• City Manager Relationship
• Department Head Partnerships
• City Council Liaison
• Criminal Justice Partnerships
• Department Budget Administration
• Emergency Operations Oversight
• Legal/Legislative Updates
• Public Relations
• Staff Development
• Strategic Planning
• Succession Planning
• Policy Development and Implementation
• Labor Management
• Allied Agency Collaborations
• Personnel Investigations
• Crime Reduction Strategies
As the leader of the organization, the Police Chief is responsible for providing guidance and direction regarding the department’s interactions with the City Manager’s Office and other City departments. It is therefore critical that the Police Chief exemplifies best practices by fostering a culture of collaboration and trust throughout the organization and in its relationships with other City departments.

Police Captain
The Police Captain is responsible for providing direct leadership and management of the department’s Operations and Administrative/Support Services divisions. In this capacity, the Captain advances the organization’s objectives by fostering self‐awareness and upholding high standards of professionalism, ethics, and values, thereby shaping departmental behavior, actions, and norms. The Captain serves as the primary point of contact for internal and external 36 communications, and applies keen insight to analyze, evaluate, and address organizational communications, emotional dynamics, and operational activities.

Similar to the Chief, an essential responsibility of the Captain is the development of personnel within the organization. This objective may be achieved through career planning, mentoring, identifying individual strengths and areas for improvement, and coaching. While the Captain’s position involves interdependence—overseeing both Department Divisions, even when specific functions may appear independent—the Captain, Chief, and Lieutenants rely on one another.

Consequently, as members of the Command Team, it is imperative they remain engaged with the entire organization. Effective communication throughout all levels and across the chain of command is therefore a vital component of their daily responsibilities.

The Police Captain is responsible for proactively managing risk and liability within the organization, with particular attention to both existing and potential exposures affecting stakeholders. Key duties include evaluating emerging threats, identifying opportunities to mitigate liability, overseeing risk‐related matters, and maintaining organizational discipline by upholding policies and legal standards. Staying current with relevant legal developments is also essential to this role.

Captains are responsible for monitoring, evaluating, and addressing citizen complaints while remaining informed about current state laws, organizational policies and procedures, and risk management issues. They must maintain proficiency with relevant business applications utilized by the organization and keep up to date with developments and innovations within the law enforcement field. A thorough understanding of the Incident Command System is essential to ensure effective responses to emergency management situations and critical incidents. As with all command roles, Captains are expected to promote, support, and uphold the mission, vision, and values established by the Police Department and the community they serve. 37 Police Captain Key Tasks and Responsibilities
• Patrol Operations
• Police Administration
• Training
• Special Teams/Operations Management
• Division Management
• Information Technology
• Investigations Management
• Crime Reduction Strategies
• Risk Management
• Use of Force Review Oversight
• HR Liaison / Workers Comp Programs
• Recruitment – Hiring – Staffing
• Personnel Management
• Internal Affairs Oversight
• Labor Management
• Professional Standards – Policy
Development and Oversight
• Organizational Audits
• Oversight of Professional Staff
• Oversight Dispatch and Records
Management
• Community Engagement – Community
Outreach
• Business Partnerships
• Community Affairs and Tourism Impacts
• Criminal Justice Partnerships
• Department Budget Development and
Administration
• Emergency Operations
• Legal/Legislative Updates
• Staff Development
• Organizational Wellness
• Succession Planning
• Fleet Management
• Facilities/Equipment Management
Police Lieutenant
The primary responsibility of the Lieutenant in a community‐based policing system is to provide leadership by fostering organizational self‐awareness and upholding standards of conduct, ethics, and values. This role involves serving as a central point of information both within and external to the organization, as well as assessing and addressing communications, emotional dynamics, and activities to ensure effective organizational functioning.

The Lieutenant occupies a unique role within the organization, overseeing all facets of policing services. Reporting directly to the Police Captain, the Lieutenant manages projects and programs for the Chief and serves as an integral member of the Executive Management Team. The Lieutenant is responsible for the direct supervision of police sergeants and professional staff, providing direction and oversight for the daily operations of the organization.

The Lieutenant occupies a distinctive role that maintains connections with all facets of the law enforcement organization. Additionally, the Lieutenant fulfills an essential function in ensuring checks and balances by maintaining oversight both laterally and hierarchically throughout the organization.
38 The Lieutenant's primary responsibility is to oversee supervisors, units, teams, projects, programs, and resources to ensure the delivery of high‐quality services in an effective and cost‐ efficient manner, thereby positively influencing both crime rates and perceptions of safety. The Lieutenant is also accountable for preplanning known future events and assessing the implications of internal and external factors that may impact the organization. Additionally, the Lieutenant is tasked with managing change and addressing emerging threats and opportunities.

The Lieutenant is responsible for accurately determining priorities and efficiently allocating resources. It is essential that the Lieutenant collaborates with others, leveraging shared experience, diverse perspectives, and subject matter expertise. Clear communication of expectations to both supervisory and line‐level personnel is required. While Lieutenants possess the authority to resolve issues directly, it is important that they delegate tasks appropriately, allowing team members opportunities to develop their skills and assume responsibility for problem‐solving.

Police Lieutenant Key Tasks and Responsibilities
• Patrol Operations
• Youth Programs
School Liaison
• Business Liaison
• Police Administration
• Special Events Planning
• Public Counter Operations
• Training
• Operations Management
• Traffic Management
• Grant Management
• Information Technology Oversight
• Investigations Management
• Gang Investigations
• Narcotics Investigations
• Homeless Outreach Programs
• Mental Health Programs
• Crime Reduction Strategies
• Risk Management
• Threat Assessments
• Recruitment – Hiring – Staffing – Training
• Coaching and Mentoring
• Field Training Program
• Personnel Management
• Labor Management
• Internal Affairs Supervision and
Management
• Property – Evidence Management
• Records Management
• Volunteer Programs
• Community Engagement – Community
Outreach
• Public Information – Social Media
• Criminal Justice Partnerships
• Department Budget Development and
Administration
• Emergency Operations
• Legal/Legislative Updates
• Staff Development
• Peer Support and Wellness Programs
• Succession Planning
• Policy Development
• Labor Management
• Crime Reduction Strategies
39 Command Staff Span of Control
Interviews with Police Department personnel indicate a strong consensus that the Chief and management staff are providing effective leadership to the organization. Interviewees recognize that the department is experiencing a transitional period, as the newly appointed Captain and Lieutenants will have limited tenure and experience in their roles. Supervisors acknowledge that leadership development is an ongoing process, and they accept responsibility for supporting the new executive team in understanding their managerial duties. Both line staff and supervisors appreciate that command staff maintain demanding schedules, yet they express a desire for greater emphasis on teaching, coaching, and mentoring. There is significant agreement that command staff should prioritize professional development and wellness initiatives for sworn and civilian employees. While the span of control at the Chief and Captain levels is considered manageable, concerns remain among Lieutenants and Sergeants regarding the increasing number of tasks assigned to their positions.

Section II – Leadership, Supervision and Management
Achieving success within any organization is fundamentally linked to strong leadership and the consistent application of effective supervisory and management practices. It is incumbent upon the Chief, along with command and supervisory staff, to establish rigorous performance standards for officers and clearly articulate their commitment to upholding these standards.

This responsibility includes the development and maintenance of comprehensive policies and operational procedures, as well as the consistent communication of organizational expectations regarding conduct—both at the executive level and throughout all ranks. Reinforcing the mission, vision, and values of the organization should occur regularly, including during roll calls, training sessions, and routine interactions with staff. Police leadership must maintain a holistic perspective of the Department, continuously assessing whether its structure or culture may inadvertently permit or encourage misconduct. Regular evaluation of supervisory capacity across all levels is essential to facilitate ongoing accountability and uphold both organizational culture and performance standards.

The philosopher Bertrand Russell aptly stated, “Don’t expect what you don’t inspect.” Effective leadership fosters an environment where officers are encouraged to develop their own solutions and make independent decisions. Equally important, leaders should provide guidance and support throughout the decision‐making process. Regular check‐ins with officers are recommended, as they enable early identification and resolution of potential issues or behaviors. These practices represent essential components of successful risk management. “If it is predictable, it’s preventable.”
-Gordon Graham
40 Section III – Communication
To achieve and sustain success, the Department should regularly engage in critical self‐ evaluation. This ongoing assessment forms the foundation of the organizational review. In a dynamic environment, government institutions—and public safety agencies in particular—must remain flexible and responsive to change. It is essential to foster trust and legitimacy among constituents while maintaining a commitment to delivering high‐quality services. Organizations need to be prepared to discontinue outdated programs and approaches, and instead, embrace creativity, innovation, and forward‐thinking strategies. A willingness to critically assess all activities, including their rationale and execution, is imperative for continued effectiveness.

The Emeryville Police Department demonstrates an ongoing commitment to community engagement, clear communication, transparency, public information, and the effective use of social media platforms. The Department acknowledges that public safety is a collective responsibility and has actively involved the community in the public safety process.

Communication serves as the foundation for all human interaction and is essential to the existence of interpersonal relationships. Successful collaboration relies on effective communication among managers, subordinates, team members, and colleagues to ensure mutual understanding, coordinate tasks, develop strategies for achieving objectives, define roles, and facilitate group activities. While technological tools play a significant role in modern communication, they should not replace direct interpersonal contact, which is often necessary to convey information accurately. Effective communication also demands active listening and an earnest effort to comprehend others’ perspectives.
“The great myth of our times is that technology is communication.” – Libby Larsen
A consistent issue identified in Police Department staff interviews is the challenge of internal communication. Law enforcement agencies across the country encounter difficulties in maintaining effective communication throughout their hierarchical structures. The continuous nature of police operations, combined with staffing models such as modified 4/10 or 3/12 shifts, creates substantial barriers to information exchange. These scheduling patterns frequently result in officers working alternating hours and days, which reduces opportunities for direct interaction among officers, sergeants, and command staff for extended periods.

Although these environments present certain obstacles, effective communication remains attainable with dedicated effort. Supervisors, managers, and personnel at all levels must consistently prioritize and facilitate timely information exchanges throughout the organization.

Establishing trust and encouraging collaborative relationships depend on regular meetings, 41 systematic information sharing, inclusive decision‐making, and the development of strong interpersonal connections among team members. Transparent communication is essential for maintaining constructive professional relationships across all organizational tiers, including both staff and operational officers.

Visibility is an important form of communication. Leaders should prioritize frequent in‐person appearances. It is essential for staff to personally experience and connect with their leaders, understanding their identity and vision for the work ahead. This presents a critical challenge for the command leadership in the Emeryville Police Department, due to the separation of shifts spread out 24 hours in a day.

Throughout the Organizational Audit, substantial time was devoted to conducting direct interviews with department managers, supervisors, and key staff members. In addition to gathering insights regarding opportunities, challenges, historical concerns, communication practices, projects, and programs, several significant issues were identified for future review and evaluation. Notable among these are:

Chief/Command Staff:
• Providing a clear vision, Leadership, Direction, Expectations, Communication. • Leadership from the top ‐ Reinforce/Reestablish Chain of Command. • Reinforce the Emeryville PD Culture. – Lead by Positive Example • Accountability/Responsibility at all levels of the organization. • Reinforcing Role/Responsibilities for Supervisors and Managers. • Getting back to Basics: Role/Responsibility/Purpose.
• Focus on Department Mission/Vision/Values.
• Focus on Integrity and Ethics
• Providing Service with Pride: Excellent delivery of services at all levels throughout the organization.
, Trust, Value, Employees
Communication – Trust – Value Employees
• Share Information: Open/Honest Communication throughout the department. • Consistent and timely decisions made by our leaders.
• Building Trust/Relationships between Sworn and Professional Staff. • Bringing back a sense of Family to the organization: Organize activities that bring staff together.
• Building and reinforcing trust throughout the organization. • Trusting Supervisors and Managers to successfully lead their areas of responsibility. • Empowering Employees: Valuing employees ‐ Give autonomy to the staff. • Timely/Honest Feedback to Employees: Focus on allowing staff to take risks – encourage an environment that allows risk taking and creativity.
• Provide Succession Planning for Future Leadership.
42 • Keeping all supervisors and managers in the loop regarding recruitment, hiring, and training.
• Creating permission and acceptance of conflict within the organization. Creating a safe environment for trust in communication and creating an environment that encourages peer‐to‐peer accountability.
• Share Department goals and expectations.

Managing Change and Building the Future
• Growth Planning – Building for the future of the organization. • Information Technology – Developing a short and long‐term plan for information technology now and into the future of the organization. • Communication with the public – Continuing to enhance communication through social media and community outreach programs.
• Enhance Crime Analysis Capabilities.
• Differential Policing – How can we improve services? What can we be doing differently? What needs to be changed? Focus an efficiencies and free officers time to focus on crime intervention strategies.
• Continuous analysis of Supervisory role and responsibilities. • Enhancing professional positions throughout the organization.

The aforementioned topics should be prioritized for discussion during upcoming department staff meetings and strategic planning workshops.
“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw
Section IV - Staffing Allocation Plan
Recommendation No. 5: It is recommended that the Chief and executive staff create a staffing allocation plan including a prioritized list of sworn positions that could be added to the Department over the next one to five years.

Recommendation No. 6: Sworn Staffing – It is recommended that all vacant sworn positions be filled at the earliest practical opportunity. Furthermore, the Department should maintain, at minimum, its authorized strength of 41 sworn staff positions both currently and moving forward.

The Staffing Plan outlines key positions within the organization and specifies the tasks and responsibilities associated with supervisory management and command assignments. If additional staffing becomes available for the Police Department, the Staffing Allocation Plan will establish priorities and allocate any new positions accordingly. 43 Multiple law enforcement agencies have established comprehensive 1‐5 Year Staffing Forecasting Plans for full‐time positions within the Department. These agencies have demonstrated effectiveness in projecting staffing needs by incorporating anticipated city population growth and considering various position classifications. To further strengthen the forecast analysis, it is recommended to include detailed written justifications for each specific position, prioritize all recommended roles, and seek input from department personnel beyond the Executive staff. It is also advisable to implement a staffing forecasting tool once the new executive team has been appointed.

Section V – Traffic Operations
Recommendation No. 7: Sworn Staffing Priorities. In consideration of additional sworn positions for the Police Department, it is recommended to focus on adding five new sworn positions according to the following priorities:
• Add 1 Police Sergeant to oversee Traffic Operations.
• Add 3 Police Officers assigned as Traffic (Motorcycle Officers). • Add 1 Police Officer assigned as a Police Detective.

The Traffic Unit currently assigns one Motorcycle Traffic Officer. The unit oversees traffic operations during day shifts, from Monday through Thursday. As a result, there is no dedicated Traffic Unit presence in Emeryville on nights or weekends.

The Traffic Unit of the Emeryville Police Department is committed to promoting roadway safety through the enforcement of traffic laws, collaboration with the city’s traffic engineers, and public education on traffic safety. Officers assigned to the traffic team utilize marked motorcycles and focus on proactive measures designed to prevent and reduce collisions, safeguard life and property, and ensure the efficient movement of traffic.

The primary responsibilities of traffic officers include investigating traffic collisions and enforcing traffic laws. In addition, traffic officers address traffic complaints, respond to hazardous road conditions, assist with the coordination of special events, deliver public education presentations, perform tow truck and tow yard inspections, and support the patrol section by responding to and covering calls for service as needed.

Traffic officers are tasked with investigating collisions and possess specialized expertise in managing incidents that involve serious injuries or fatalities. This team plays a critical role in supporting patrol units and contributes significantly to the Department’s objectives of crime reduction and prevention. The ideal composition for the traffic unit includes one Sergeant and four Motorcycle Officers. Presently, there are no Motorcycle Officers assigned to traffic 44 enforcement duties from Friday through Sunday. To address this coverage gap, it is recommended to consider appointing an additional Police Sergeant to supervise Traffic Operations, along with three more Motorcycle Officers. This adjustment would facilitate comprehensive enforcement coverage throughout the entire week and provides options to include weekends.

The Traffic Team is dedicated to the three foundational pillars of traffic safety: Education, Engineering, and Enforcement. The team regularly participates in a range of safety initiatives, including the following programs:
• Pedestrian Crosswalk Safety Operations.
• Bicycle Safety Operations through education and enforcement. • Conduct Speed Data Analysis.
• Participate in Traffic Enforcement Operations including Safe Routes to School Programs, Street Smarts Program and Avoid ‐ DUI Enforcement Programs. • Facilitate Community Meetings to address traffic safety issues. • Continued partnership with the local Bicycle Coalitions to enhance bicycle safety and awareness.
• Received awards from Mothers Against Drunk Driving (MADD Awards) for pro‐active DUI Enforcement and Education Efforts.
• Submitted Grant Funding Application to the State of California – Office of Traffic Safety for a variety of traffic enforcement operations to include, impaired driving enforcement, seat belt enforcement, bicycle and pedestrian violation enforcement, motorcycle safety and focusing on traffic collisions – specific primary collision factors and data collection.

In 2024, the Police Department issued 1,413 citations for moving violations, investigated 293 traffic collisions, including 57 injury collisions, 2 fatal collisions and 97 hit and run investigations. 5,679 citations were issued for parking violations.

Section VI – Patrol Operations
Patrol operations represent the most prominent and substantial bureau within the Department, encompassing Patrol Operations, the Traffic Unit, and Police Services Technicians (PSTs). The Patrol Services Bureau maintains continuous 24/7 coverage, responding promptly to service calls alongside a considerable volume of officer‐initiated activities. Typically, each Patrol Team includes a minimum staffing level of one Sergeant or Supervisor and 3‐4 Officers. Scheduling for Patrol involves modified shifts, including a 4/10 schedule (four 10‐hour days, Monday through Thursday) and a 3/12.5 schedule (three 12.5‐hour shifts on weekends). Increasing sworn staff levels would ensure a consistent minimum presence of one Sergeant and four officers per shift.

Strengthening minimum patrol coverage contributes to greater safety for both citizens and officers, improves response times to service calls, and facilitates more thorough criminal investigations.
45 Patrol Officers serve as the foundation of the Department’s operations, functioning as the primary first responders. Members of the Patrol Services Division are available at all times— twenty‐four hours a day, seven days a week, to address requests for assistance. The Emeryville Police Department is committed to responding to virtually every service request, distinguishing itself from neighboring agencies through its consistent provision of high‐quality customer care and public safety services. This approach reflects the Department’s dedication to meeting the needs of residents, businesses, visitors, and the broader community. Nearly all calls for service from the public receive a police response, and a substantial proportion of criminal cases are subject to investigation.

The Patrol Services Bureau oversees the field training and evaluation program, which manages the process of preparing new recruits to become police officers. Several field training officers (FTOs) are assigned each year to train new officers within the Department.

The Emeryville Police Department consistently demonstrates effective management of all Calls for Service, while sustaining a substantial amount of Police Officer discretionary time and Officer Self‐Initiated activity. The Department also ensures prompt response times across all categories of Calls for Service, including Priority 1, 2, and 3 calls (refer to Table 4).

The Patrol Division responds to approximately 40,000 service calls each year, with officer‐ initiated activities comprising a substantial portion of the daily workload for beat officers. The Patrol Services Division collaborates closely with the Investigations Unit, allied law enforcement agencies, and community organizations to address public safety needs and resolve crime‐ related issues at the neighborhood level. Patrol Operations consist of roughly twenty‐four patrol officers, including one Motorcycle (Traffic) Officer, three Canine (K‐9) Officers, five Sergeants, and one Lieutenant. Patrol teams provide coverage across a three‐beat geographic area, operating 24 hours a day, seven days a week. All requests for assistance are addressed by members of the Patrol Services Division.

Patrol coverage may be limited on some evenings when only 3‐4 patrol officers and one sergeant are on duty. This staffing level could present challenges during significant events or prisoner transports to the County. However, the Department has continued to operate with minimal operational impact.

A comprehensive analysis of "Calls for Service" serves as a dependable indicator for assessing patrol staffing requirements within law enforcement agencies. Calls for service data offer a quantifiable measure of the demand for police services. This metric incorporates various elements, including the number of community requests for police assistance; the volume of calls dispatched to patrol officers requiring a service response; officer‐initiated service calls; and the total time required for an officer to respond to, address, and complete all necessary tasks 46 associated with each call. Task completion time accounts for any follow‐up investigations as well as the preparation of police reports documenting the incident.

K-9 – Canine Program
The Emeryville Police Department maintains three active K-9 teams, each consisting of a sworn officer handler and a Police Service Dog. These canines provide critical support to enforcement operations through explosives detection, article recovery, and locating individuals.

Their patrol duties encompass building and area searches, tracking, officer protection, and various specialized assignments. The presence of the canines enhances officer safety, strengthens public protection, and serves as a force multiplier, enabling the department to fulfill essential public safety responsibilities effectively.

Police Service Technicians
Police Service Technicians represent a critical resource for the department, addressing service requests that do not necessitate the presence of a sworn police officer. Their duties encompass, but are not limited to, the following:
• Parking complaints
• Parking Enforcement
• Abandoned vehicle abatement
• City Ordinance violations
47 • Patrolling city parks and facilities
• Traffic accident investigation, report writing
• Crowd and traffic control
Depending on departmental needs and priorities, Police Explorers, Cadets, Interns, or an expanded role for Police Service Technicians may be utilized to provide additional support in areas such as Patrol Operations, Investigations, Records (including front desk operations), Property and Evidence, Training, community events, report writing in Patrol, and other administrative assignments. The allocation of these roles will be determined by the Chief of Police based on priority and operational discretion.

The Emeryville Police Department currently lacks a differential policing response that would enable the designated positions mentioned above to address and manage minor police calls for service within patrol operations. Across California, numerous law enforcement agencies have successfully integrated Police Service Technicians or Community Service Officers into their patrol teams. These individuals play a critical role in responding to various non‐emergency calls and preparing police reports for cases that are not active, lack immediate suspect information, and do not require urgent investigative follow‐up. The implementation of PSTs in other departments has proven effective in managing a wide range of service calls, thereby allowing patrol officers to concentrate on higher‐priority enforcement activities. Many agencies attribute faster response times for Priority 1, 2, and 3 calls to the involvement of PSTs in patrol functions.

Police Service Technicians (PSTs) play a crucial role in executing the Differential Policing Strategy within law enforcement agencies. This approach incorporates methods for delivering policing services that do not necessitate a sworn patrol officer’s response. For example, police report services may be offered at the front counter or lobby of the Police Department, allowing citizens to file reports in person with non‐sworn personnel such as PSTs. These reports typically involve documenting minor or noncriminal incidents that do not require the specialized skills of a police officer and require minimal follow‐up. Such incidents include minor property thefts lacking suspect information, vandalism or graffiti, abandoned vehicles, suspicious circumstances, lost or found property, and other matters that are civil rather than criminal in nature.

It is essential to recognize that when patrol officers respond to calls for service and prepare crime reports, they create subsequent workload demands for investigators, crime scene personnel, property and evidence technicians, dispatchers, and records management staff.

Implementing alternative approaches to incident documentation, such as PST’s taking police reports in the field, can help alleviate the overall workload of sworn patrol officers. 48 Section VII – Investigations
Recommendation No. 7: Add 1 Police Officer to be assigned as a Police Detective.

The Investigations Section is tasked with reducing and resolving crime through comprehensive prevention, investigation, and suppression efforts. The Investigations Unit manages inquiries into all felony incidents as well as serious misdemeanor offences. Detectives assigned to this unit typically serve a four‐year term and receive specialized training in areas including retail “Differential Policing Strategy” – Alternative Response for Calls for Service “Differential Policing Strategy” generally involves any method of providing policing services that does not require a response from a sworn patrol officer. This strategy may include a mechanism to provide police report services at the front counter/lobby of the police department. A citizen can respond to the police department in person and file a police report with a professional staff employee such as a Police Services Technician or a Records Technician. These types of reports are generally made to document minor or noncriminal offenses that do not require the expertise of a police officer and do not require substantial followup to complete. Examples include a minor theft of property without any suspect information, vandalism/graffiti, abandoned vehicles, suspicious circumstances, reporting lost or found property and other events that are civil, rather than criminal in nature.

Additional examples of these types of reports would include a citizen calling to report an incident and receiving a report case number over the phone, mailing in documentation of an incident, and the most popular method today involves an online reporting system where citizens can document events by way of the internet and receive a case number for their files. Throughout the nation, “Online” Reporting has become a very popular method of documenting police-related incidents, and this reporting option has proven to reduce the overall workload of the patrol officer and thereby provide additional time for officers to provide enhanced community policing services including crime prevention programs; enhanced criminal investigations; and additional time to focus on more serious crimes and critical incidents. It is important to note that in responding to calls for service and documenting crime reports, patrol officers generate additional workload responsibilities for investigators, crime scene processing personnel, property/evidence technicians, dispatchers and records management. This entire workload can be reduced through alternative methods of documenting incidents such as online reporting.

The Emeryville Police Department has successfully implemented some of the above listed Differential Policing Strategies including online reporting. Although the Department provides these alternative report services to the community, they still pride themselves in providing a personal response to calls when requested and when deemed appropriate, thereby continuing to provide an important to note that in responding to calls for service and documenting crime reports, patrol officers generate additional workload responsibilities for investigators, crime scene processing personnel, property/evidence technicians, dispatchers and records management. This entire workload can be reduced through alternative methods of documenting incidents such as enhanced utilization of PST’s taking reports. 49 theft, burglary, auto theft, technology and financial crimes, sexual assault, family violence, violent crime—such as homicide and robbery—and offences involving children.

Each crime report completed by a uniformed patrol officer is reviewed and, if required, further investigated by an investigator. Because criminal activity can occur across different areas and jurisdictions, the Investigations Unit coordinates with other law enforcement agencies and the Alameda District Attorney’s Office to address and prosecute criminal cases within the County.

The Emeryville Police Detective Bureau places the highest priority on violent crimes and crimes against persons, including both felonies and misdemeanors. The Bureau investigates all available leads to ensure these cases are thoroughly addressed. Due to resource limitations, not all crimes with potential leads can be investigated; therefore, more serious offenses are prioritized according to felony status and solvability factors. All felony cases are assigned for investigation, while misdemeanor cases are reviewed based on their prospects for resolution.

Cases lacking identified or clear leads are closed by exception, whereas those with actionable information are assigned to an investigator. On average, each investigator manages a caseload of approximately 40‐50 cases or more, and at times, the workload may exceed the current capacity of the investigative team.

The Detective Bureau operates under the management of a Lieutenant, with a Sergeant providing additional supervisory oversight. At full staffing levels, three Detectives and one annuitant are assigned to conduct investigations. The Bureau typically divides cases into Crimes Against Persons—such as robbery, aggravated assault, sexual assault, and offenses involving child victims including child abuse and internet‐related crimes—and Property Crimes, which encompass theft, burglary, auto theft, and economic offenses. Currently, the Detective Bureau functions without dedicated administrative support and has extremely limited crime analysis resources. The addition of a full‐time Crime Intelligence Analyst and an Office Specialist for administrative tasks would significantly enhance the effectiveness of the unit. In the future, a PST position may be designated to serve as an Investigative Aide within the Investigations division. Adding another investigator would improve the team's capacity to obtain and serve both arrest and search warrants, conduct enhanced surveillance, mitigate crimes, solve crimes, prosecute offenders, and close cases more efficiently.

In 2024, 1,009 cases were assigned to Investigations, and 484 follow-up reports were completed. A total of 742 cases were cleared, including 490 cases which were cleared by arrest. 651 cases were sent to the District Attorney’s Office for criminal charging.

Other components of the Investigations Division are Crime Analysis, Forensic Analysis, and the Property and Evidence Unit. Provide below are additional recommendations to those operations. 50 Crime Analysis
Recommendation No. 9: It is strongly recommended that the Department create and hire a Management Analyst position. The Department currently does not have any Management Analysts. The new Management Analyst would function as a full‐time Crime Analyst. At the moment, crime analysis is limited, with basic crime statistics collected and reported by the Property and Evidence Technician. Establishing this position would increase capacity for crime analysis and provide administrative support to the Chief and Executive staff, including grant management and other administrative tasks. It is further recommended that the Department improve crime analysis by partnering with a Real‐Time Crime Information Center (RTCIC) so that the crime analysis enhancement could provide essential and real time data to the agency.

The Department's objective for the Crime Analyst position is to deliver comprehensive statistics and analyses of crime patterns and trends, thereby supporting officers and investigators in the predictive and proactive disruption of criminal activity. The Analyst will be responsible for reviewing crime data and trends, and for supplying officers with detailed crime mapping to inform and enhance targeted enforcement efforts and mitigate crime trends.

A Crime Analyst supports the department’s data‐driven community safety initiatives by gathering and analyzing information from diverse sources. This role develops actionable tactical and strategic intelligence utilized by various departmental units to assist in crime mitigation efforts. Serving as the primary information resource for the Police Department, Crime Analysts are responsible for compiling data, assessing crime trends, and preparing statistical reports for department personnel. Officers rely on this analysis to aid in solving crimes, apprehending offenders, and preventing future criminal activity.

Forensic Analysis
Crime Scene Investigations represent an area in which the Emeryville Police Department could enhance its capabilities. Currently, the Department does not employ any full‐time forensic specialists dedicated to crime scene investigations; instead, all police officers and investigators are cross trained in forensics and manage these responsibilities. The addition of full‐time, non‐ sworn forensic specialists would likely improve the management of both routine and complex crime scene investigations. This staffing consideration should be included as part of the Department’s strategic planning process.

Section VIII – Property and Evidence Unit
Recommendation No. 10: The Department should allocate an additional Property and Evidence Technician to enhance administrative support within the Property and Evidence Unit. Currently, the unit is understaffed—similar to the Records Unit—which has led to a considerable backlog of stored property and evidence. Under these conditions, it is improbable 51 that one technician could effectively manage both the property purging process and the ongoing accumulation of evidence. Addressing this staffing requirement is a critical priority for the Department. Moreover, employing two technicians would facilitate cross‐training opportunities, thereby improving support capabilities across both Records and Administrative functions.

On August 15, 2023, a City of Emeryville Classification Study – Reclassification Questionnaire was completed and submitted to the City Human Resources Department. The essential duties outlined in classification questionnaire further articulates and supports the need for additional staff support in this job function.

The Evidence and Property Unit manages all evidence, found property, and safekeeping items held by the Police Department. This includes receiving, documenting, storing, preserving, and lawfully releasing or disposing of these items. Property and evidence technicians handle inventory control and processing of all property and evidence stored in the Emeryville Police Department evidence rooms. They maintain records of each individual who has accessed evidence and record actions taken with the evidence, such as lab analysis, in accordance with legal requirements. The evidence room staff also track non‐evidence property, including found items and confiscated weapons.

In 2024, the Evidence and Property Unit processed a total of 1,988 items, which included firearms and multiple packages of controlled substances. During this period, 2,029 items were removed from property storage, with 580 lbs. of drugs among those purged. Numerous items were returned to their rightful owners, sold at auction, or otherwise lawfully disposed of. In 2016, the Emeryville Police Department underwent its first independent comprehensive audit of the Department’s Property and Evidence Unit. The audit identified several areas for improvement, particularly related to inadequate systems and work practices, insufficient management oversight (including audits and inspections), inventory management, quality control measures, and deficiencies in unit processes.

The Department responded promptly to the audit's recommendations by implementing several constructive changes aimed at improving the competency, effectiveness, and efficiency of the unit. Efforts to enhance the property and evidence unit remain ongoing. However, it should be 52 noted that nearly a decade has passed since the last independent audit of the Property and Evidence Unit, indicating that a comprehensive review is now overdue and warranted.

To maintain the Emeryville Police Department’s adherence to professional standards and best practices, it is recommended that the organization initiate a new Request for Proposal (RFP) for independent property and evidence consulting services. This RFP should encompass a comprehensive property room audit, workload and staffing studies, design consultation, policy analysis and manual review, as well as evaluation of safety and security procedures and the development of property room processes. A thorough audit will furnish the Department with a written assessment of all property room policies and procedures, an evaluation of the facility, and informed recommendations for continued enhancement.

Recognized standards for each area of analysis should be referenced from organizations such as the International Association of Property and Evidence (IAPE), International Association of Chiefs of Police (IACP), the Commission on Accreditation for Law Enforcement (CALEA), and California Peace Officers Standards and Training (POST). The review is to compare the current status in each listed area with the recommended standards and consider any changes since the last independent audit in 2016.

The review should give clear recommendations for areas needing remediation, with step‐by‐ step correction plans prioritizing issues that could lead to litigation or require urgent action.

Even for compliant areas, suggestions should be made for improving the property and evidence operation.

The property and evidence audit should review and evaluate the following issues:
• Space Evaluation
• Design Considerations
• Shelving/Bin Layouts
• Environmental Issues
• DNA Storage Issues
• Impact of DNA in the Property Room
• Drug Storage and Handling
• Security Analysis – Weapon Handling and Procedures
• Packaging Procedures and Instruction
• Documentation – Paper Trails and Electronic
• Software Applications – CAD/RMS Integration
• Inventories and Audits – Automation and Bar Coding
• Workload and Workspace Analysis
• Staffing Issues
• Property Reviews and Dispositions Processes
• Auction Procedures and Diversion of Property for City Use 53 Section IX – Police Services Manager – Dispatch – Records Recommendation No. 12: It is advised that the Department create a Dispatch Supervisor position to provide focused leadership and management for the Dispatch/Communications Team. Presently, oversight of the Dispatch Center, Property and Evidence Unit, and Records Unit is centralized within the Police Services Manager (PSM) position. The PSM is responsible for direct supervision of 10 Dispatchers and the Communications Unit, in addition to managing the Records Technician and all related Records Operations, as well as overseeing the Property and Evidence Technician and associated unit activities—resulting in direct supervision of 12 professional staff members. Furthermore, the PSM routinely addresses staffing needs by assuming operational duties, which may include serving as a dispatcher on the primary police radio or supporting Records functions.

Dispatch Center
The Dispatch Center operates continuously, 24 hours a day and 7 days a week. The Communications Bureau consists of one Police Services Manager who supervises the Dispatch Center and ten dispatchers. Typically, each shift includes one or two dispatchers. If a dispatcher is unavailable due to leave such as vacation, illness, training, FMLA, or other reasons, the center functions at its minimum staffing level. To ensure coverage, dispatchers may extend their shifts, or another dispatcher may be scheduled for overtime. Overtime is frequently used to maintain required staffing levels. Increasing the number of staff would reduce reliance on overtime, provide more training opportunities for dispatchers, improve employee wellness, and support improved retention rates within the Dispatch Center.

A new Dispatch Supervisor will report to the Police Services Manager. The responsibilities of the Dispatch Supervisor would include, but are not limited to:
• Perform all duties that a Lead Dispatcher and Dispatcher/Call Taker must perform as well as duties specific to the Dispatch Supervisor position. • Oversee the efficient and effective operation of the Communications Center in coordination with other supervisors.
• Produce the Communications Center schedule for all Communications staff and ensure all shift assignments, vacations, and any other time-off requests are covered. • Oversee the supervising, training, and evaluation of Communications Unit personnel. • Complete required Quality Assurance Audits.
54 The Department might also consider establishing a Lead Dispatcher position. The Lead Dispatchers would report directly to the Dispatch Supervisor. The responsibilities of the Lead Dispatcher might include, but are not limited to:
• Perform all duties listed for Dispatcher/Call Taker.
• Function as supervisor in the absence of the Dispatch Supervisor. • Monitor performance of the on-duty Communications Unit personnel. • Train and coordinate the work of Communications Unit personnel. • Complete discovery requests.

The responsibilities of the Dispatcher include, but are not limited to:
• Attend Patrol Briefing and be briefed by the outgoing dispatchers. • Receive and manage all incoming and transmitted communications through 9-1-1 lines, text to 9-1-1 messages, and Telecommunications Device for the Deaf (TDD)/Text Telephone (TTY) equipment
• Radio communications with Department personnel in the field and support resources • Perform inquiry and entry of information through Department and other law enforcement database systems (i.e., CLETS, DMV, NCIC).
• Maintain the status of personnel in the field, their locations, and the nature of calls for service.
• Notify the Watch Commander or Field Supervisor of emergency activity, including, but not limited to:

1. Vehicle pursuits

2. Foot pursuits

3. Assignment of emergency response
55 Police Records Unit
Recommendation No. 13: It is advised that the Department hire an additional Records Specialist to enhance clerical support within the Records Unit. This requirement represents a significant and urgent need for the Department. Currently, the Records Unit faces staffing challenges, with only one Records Technician managing a considerable workload and multiple responsibilities. It is not feasible for this position to sustain such demands on its own.

The Records Department operates continuously, maintaining confidential police records and managing specialized teletype and various law enforcement systems. The designated Police Records Technician prepares police reports for public release, processes clearance letters and criminal history checks, enters data, submits reports to court systems, and manages a range of records‐related tasks. Police Technicians support officers, the community, and other law enforcement agencies by fulfilling requests, conducting searches of female arrestees, and at times caring for infants and young children of arrestees. Additionally, the Records Technician manages the public front counter. The Records Unit is responsible for liaison operations with the Courts, District Attorney, and oversees all Public Records (PRA) Requests. The Records Unit released 663 reports in 2024.

The Records Unit is responsible for receiving and processing subpoenas and supporting the District Attorney’s Office in coordinating departmental employees' court appearances as required. Additionally, the unit manages all court correspondence and undertakes other duties and responsibilities, as necessary.

The Public Records assignment is dedicated to managing the release of public information, responding to subpoenas, managing complex report requests, and facilitating requests under the Public Records Act. Responsibilities include processing bail bond receipts, managing out‐of‐ county warrants, sealing records, overseeing incoming mail, and coordinating repossessions received by fax and mail, in addition to performing all other standard Records duties as required.

The Records Technician employs the records management system and the National Incident‐ Based Reporting System to accurately report statistical crime and arrest data to the Bureau of Criminal Statistics and the FBI on a monthly basis.

Administrative Services
Recommendation No. 14: It is recommended that the Department add one additional Administrative Analyst position.

The Emeryville Police Department currently employs only one professional (non‐sworn) staff member dedicated to analytical support. Responsibilities such as budget preparation, contract 56 management, legislative review, and grants management are presently shared between the sole Administrative Analyst and the Police Services Manager. All remaining administrative duties are managed by sworn personnel, including the Chief, Captains, Lieutenants, Administrative Sergeant, and other supervisors—a system that has proven highly inefficient.

To address these challenges, it is recommended that the Department recruit an additional Management or Administrative Analyst. This new position would assist the Chief and Captains in overseeing the Department’s budget, grants administration, contracts, and training programs.

Furthermore, an Administrative Analyst could be assigned to manage special projects, including process improvements, legislative reviews, capital improvement initiatives, and provide support for human resources functions, such as recruitment and onboarding of new staff members.

On October 1, 2024, a City of Emeryville Classification Study – Reclassification Questionnaire was completed and submitted to the City Human Resources Department. In our opinion, the essential duties outlined in classification questionnaire further articulates and supports the need for additional staff support in this job function.

Table 11: Administrative Coordinator – Administrative Support Position - Key Tasks Administrative Support Position Key Tasks
Answer all general police
administration phone calls
Open all mail addressed to the COP or
EPD; forward to appropriate staff for
handling
Manage Chief’s generic emails;
respond on his behalf when
appropriate
Manage Chief’s calendar
schedule interviews,
appointments, conferences,
etc.

Screen Chief’s phone calls, refer public
inquiries
Attend meetings with Chief and
take minutes for distribution when
required
Coordinate all employee
performance evaluations,
submit forms to HR, and
maintain internal files
Maintain personnel files to include filing
Employee Commendation forms,
disciplines, etc.

Process PAFs related to merit
increases and promotions HR does
new hire PAFs
Compose Chief’s
correspondence; maintain
files
Forward complaints received to the
appropriate staff member for action;
follow up when necessary; draft
response and maintain records
Compose thank you letters from
Chief (for tax purposes) for
donations received; maintain files
Provide miscellaneous
administrative support to
executive staff when
workload permits
Coordinate document submission for
Chief for signature/review paperwork
submitted to Chief
Facilitate PD review of all permits
for special events and submit to
Chief for signature; maintain files
Proofread and maintain files
of writings/memos drafted by
Chief and Captains
Maintain department badge and ID Card
inventory
Issue uniform vouchers to all new
employees, promoted employees,
and employees entering specialty
assignments
Be available to receive and
greet all guests of the Chief
and Captains
Make training and travel arrangements
for the Chief and the Captains
Maintain employee contact
information in Outlook to sync with
department iPhones
57 Input new employees’ contact
information in CAD/RMS
Organize special events for Chief new
hires, promotions, retirement
celebrations, etc.

Serve as general point of contact
for the CM’s office and all other
City departments
Manage all general inquiries,
transferring phone calls,
public contact, etc. Work on
Special Projects.

Serve as Agenda liaison and assist staff
as necessary. Support Captain and
Lieutenants as requested.

Organize onsite and offsite
meetings - prep to include securing
location, coordinating setup,
preparation of agendas,
PowerPoints, etc. Compile all
department reports (including
annual report); maintain files
Section X – Information Technology
The Information Technology (IT) Unit provides technological infrastructure for the entire city, including the Police Department, City Administration, Community Development Services, Public Works, and other City Departments. The IT Unit consists of a small team that is responsible for maintaining, securing, and optimizing the City's digital systems. The Police Department reports that the IT Unit meets their operational requirements.

The IT Unit is tasked with the following key responsibilities:

1. User Accounts Management: Overseeing numerous user accounts across various departments, ensuring proper access controls, user privileges, and account security measures.

2. Server Management: Maintaining a network of multiple servers, including installation, configuration, patch management, and proactive monitoring to ensure optimal performance and reliability.

3. Workstation Support: Managing and supporting numerous employee workstations, including hardware maintenance, software updates, troubleshooting, and end‐user support to facilitate smooth operations.

4. Network Infrastructure: Ensuring the integrity and efficiency of the network infrastructure, including switches, routers, firewalls, and other networking devices to provide uninterrupted connectivity and data flow.

5. Printer Management: Managing a network of printers, including setup, configuration, maintenance, and troubleshooting to support printing needs across departments.

6. Security Measures: Implementing robust security protocols, including firewalls, antivirus software, intrusion detection systems, and regular security audits to safeguard sensitive data and protect against cyber threats.

7. Backup and Disaster Recovery: Establishing backup procedures, disaster recovery plans, and contingency measures to mitigate the risk of data loss and ensure business continuity in the event of unforeseen disruptions.

8. Mobile Data Computers in Patrol Vehicles: The IT Unit assumes responsibility for all technology‐related aspects of patrol vehicles, encompassing mobile data computers (MDCs), in‐car video systems, and radio communication. This includes installation, 58 configuration, maintenance, and troubleshooting of MDCs to facilitate real‐time access to crucial information for law enforcement officers in the field.

The IT Unit is integral to supporting the technological framework that underpins the functions of multiple city departments. Although the scope of this organizational audit did not encompass a detailed evaluation of the Department’s IT infrastructure, observations indicate that the IT Unit demonstrates a high degree of efficiency, effectiveness, and innovation, successfully fulfilling the operational requirements of the Police Department.

Section XI – Training
The Emeryville Police Department Training Division develops training programs to support employees’ professional growth and development. The Training team ensures that department personnel receive the necessary knowledge and skills to comply with POST training requirements and provide a service level that aligns with community needs and expectations.

Personnel training consists of both in‐house courses and POST‐certified programs. The Department's yearly training meets POST accreditation requirements and adheres to police agency best practices, as well as state and federal regulations.

In 2024, the Emeryville Police Department provided more than 5,600 hours of advanced law enforcement training hours to its personnel.

The Training Division operates under the direction of a Police Lieutenant and a Police Sergeant.

Serving as the foundation of the law enforcement agency, the Field Services Division oversees the Patrol function. Patrol Officers are recognized as "generalists," trained to proficiently handle a broad spectrum of complex service calls. Although violent crimes represent a small portion of the Emeryville Police Department's service requests, seemingly routine activities may escalate into potentially hazardous situations. Patrol Officers interact with the public more frequently than any other component of the agency. To carry out their responsibilities safely and effectively, officers require thorough training and proper equipment. The inherent risk and complexity of patrol work necessitate consistent supervision and ongoing professional development.

For the Emeryville Police Department, officers receive training, adhere to department discipline, and undergo supervision. Alongside specific training requirements from the Peace Officers Standards and Training (POST) Commission, the Department also uses a written Training Manual. This manual provides a training matrix for all staff members, which includes the following training initiatives:
• Federal and state mandated training.
59 • Necessary and perishable skills training includes driving, use of force, de‐escalation tactics, decision‐based options training, defensive tactics, and officer safety. • Enhanced verbal communication and community interaction skills. • Body-worn cameras.
• Social media.
• Biased-based policing.
• Standards of Conduct.
• Officer-Involved Critical Incidents.
• Emergency vehicle driving skills.
• Search and seizure.
• Mentally ill subjects.
• Traffic operations.
• Public recording of law enforcement activities.

The Administrative Sergeant/Training Coordinator is responsible for a plethora of training responsibilties that include:
• Managing the Peace Officers Standards and Training (POST) Electronic Data Exchange (EDI)
• Administrator - POST learning portal
• Management of POST training audits
• CA State Controller’s Office audits
• Coordination of the Department monthly in-house training files • Coordinating all travel logistics for training classes • Hosting oustside training at the PD
• Providing general training bulletins to the Department • Managing tasks related to hiring, background investigations, and training notification • Maintaining the Department training budget
• Liaison for Department uniforms and equipment needs
• Managing the Ballistic Vest Program
The Department offers a list of available training opportunities, which include specialty assignments such as investigations, narcotics enforcement, gang investigations, youth intervention, stress management, officer wellness, community impact, homeless outreach, mental health training, as well as tactical, supervision, management, and leadership training.

While the Department effectively manages officer training, its budget provides limited discretionary funds for risk management, leadership development, and supervisory skills training. Training remains significantly underfunded, with most funding dependent on POST reimbursements—which have been reduced, delayed, and restricted due to State budget constraints. This pattern of underfunding is common among law enforcement agencies but is not fiscally or operationally sound. The Department’s training budget should be reassessed and 60 adjusted to meet the actual and necessary annual training needs for both sworn and non‐sworn staff.

Section XII - Strategic Planning
Recommendation No. 15: The Department should proceed to update and complete its comprehensive Strategic Plan, ensuring the inclusion of an implementation strategy that addresses all identified organizational staffing needs, as well as clearly defined goals and objectives. The planning and execution of this initiative should be accomplished within a timeframe of one to two years.

The foundation of a Strategic or Action Plan for the Emeryville Police Department is to establish a proactive framework that offers guidance and structure, enabling the Department to consistently enhance its service to the Emeryville community. A Strategic Plan facilitates effective communication and ensures the Department’s mission and values are translated into clearly defined strategic goals and objectives. By implementing such a plan, the organization can optimize the allocation of limited resources toward addressing the community’s most critical public safety priorities.

In April of 2024, the Department held its most recent Team Building Workshop. The Actions agreed upon in the Team Building Workshop include the following:
• Review the Department’s Mission, Vision, and Values Statements. • Evaluate all sworn and non‐sworn assignments within the organization and identify opportunities to enhance training and professional development. Establish a comprehensive Succession Planning tool.
• Develop a plan to focus on improving Department Communication/ • Establish written guidelines and expectations for all Police Sergeant positions to improve consistency in supervision and improve organizational accountability. • Supporting Organizational Change
• Review opportunities for Command Staff to have more meaningful and consistent interactions with non‐sworn staff and line‐level officers. • Identify opportunities to enhance and improve the efficiency of vehicle maintenance issues.
• Review the current Dispatch staffing model to ensure adequate staffing levels.

In 2025, the Department initiated the framework for a strategic plan and focused on the following issues:

Operations -
• Evaluate the current organization structure, duties, and responsibilities. • Identify opportunities to improve the service delivery model. 61 • Add additional professional staff positions including a Dispatch Supervisor, Management Analyst, Records Technician, Property and Evidence Technician, and Administrative Assistant. These positions would support the current Police Services Manager. • Add one additional Police Sergeant position to be assigned to manage all Traffic Operations – Grant Management – Supervision of Parking Services. • Add three additional Police Officer positions assigned as Motor Officers – Traffic Unit. • Add a Police Officer position assigned to Investigations. • Develop a long‐term staffing plan to increase Sworn staffing to 46 positions.

Future Police Facility – Capital Improvement -
Develop a comprehensive long‐term strategy to relocate the Police Department Facility to the opposite side of the Powell Street Underpass. The Public Works Department has prepared preliminary plans for the construction of a new joint facility that will accommodate both the Police Department and Public Works Department.

Technology – Future Opportunities -
• Implement a Drone Program – Unmanned Aviation Vehicles (UAV’s). • Research three‐dimensional traffic accident documentation and reconstruction tools. • Research best practices in crime analytics programs to aid in investigations and predictive police models.
• Develop plans to increase the EV fleet for the department.

Building and Maintaining Community Trust -
• Expand community outreach programs – Seek new opportunities to engage the youth of the community.
• Enhance the cultural competency of all staff to foster more effective engagement with our diverse community.
• Develop an annual Community Satisfaction Survey to bookmark and measure citizen views on public safety and the delivery of policing services. Receive citizen input and find areas of improvement.
• Continue to review and evaluate best practices in policing including updating policies and procedures. Continue regular audits of department projects programs, units, and operations.

All of the above outlined ideas could be incorporated in a comprehensive department strategic plan. The Department currently has a solid framework of a detailed Succession Plan, and we encourage them to complete and implement this important planning tool.

In addition to its core mission, vision, and values, law enforcement organizations need to focus on the highest level of professionalism by following and continually updating its strategic vision.

It is recommended that the Emeryville Police Department’s future strategic vision include:
• Staffing Priorities.
62 • Fiscal Management and Core Service Priorities.
• Service Delivery Strategies – Differential Policing Strategies. • Providing Value in Policing Services.
• Crime Reduction Strategies ‐ A dedicated commitment to constantly reducing and mitigating crime.
• Community Engagement ‐ Seeking to build community trust and respect by making all citizen contacts fair, impartial, respectful, and effective. • Traffic Management ‐ Ensuring safety on roadways and throughout the community. • Fairness and Equity ‐ Using resources in a fiscally responsible manner. • Best Practices ‐ Operating with policies, procedures and programs that reflect the profession’s best practices.
• Professional Development ‐ Continuously developing and improving the skills and abilities of all Department members.
• Having pride and recognizing accomplishments throughout the organization. • Accountability ‐ Holding ourselves accountable to the highest integrity. • Quality of Life ‐ Serving to enhance the quality of life and make a positive difference in the lives of our citizens.

Strategic plans are based on previous outcomes and incorporate long‐term objectives for the Department and the community. The Strategic Plan outlines the Department’s response to community concerns through identified strategic priorities and integrates goals established through ongoing planning processes.

Reduce, Solve
and Prevent
Crime
Embrace and
Integrate
Technology
Throughout the
Agency
Improve Quality
of Life Issues
Strengthen
Communication
Achieve
Organizational
Excellence and
Provide Superior
Service
Develop and
Retain a Quality
Workforce
63 Strategic goals will serve as a framework and guidance for the Department over the coming years. These goals include improving service delivery and capabilities, developing and maintaining community partnerships, investing in and retaining employees with relevant skills, and implementing technological solutions while considering future development. The Strategic Plan is intended to be a dynamic document that directs fiscal planning and decision‐making for the Emeryville Police Department. It will be reviewed and updated each year based on ongoing feedback from employees and community partners.
“Times and conditions change so rapidly that we must keep our aim focused on the future…” - Walt Disney
Section XIII – Goal Setting – Annual Goals
Recommendation No. 16: It is advisable for the Department to form a team comprised of departmental staff to evaluate strategies for enhancing internal communication within the department.

Goals should be clearly defined, measurable, and achievable, with corresponding target dates and timelines for completion. Additionally, lead staff members should be designated for each specific objective to ensure accountability.

In its annual budget narrative and departmental report, the Emeryville Police Department presents a range of program goals for the upcoming calendar year. Although these goals are clearly articulated, we observed that they lack detailed objectives, defined completion deadlines (target dates), and clear assignment of individual or group responsibilities.

The Department’s stated goals for FY 2025/2026 are listed as follows:
➢ Implement the new computer‐aided dispatch and records management system (CAD & RMS).
➢ Achieve 100% staff trained in Crisis Intervention.
64 ➢ Hold monthly community outreach events in the community such as Coffee with the Cops, National Night Out; attend Community HOA Meetings, hold community trainings at local businesses on best practice safety philosophies
➢ Explore creating new Volunteers in Policing Program.
➢ Continue to prioritize the Department temporary unsheltered Outreach Team addressing homelessness.
➢ Explore grant opportunities to support training and equipment needs ➢ Strive to provide staff with the best equipment and resources possible to support their work.
➢ Evaluate and update crime reduction measures to effectively address the reopening of businesses in the city.
➢ Ensure that training and resources are provided to support the demands of Property and Evidence, focusing on purging, organization, and accountability. ➢ Ensure all supervisors and managers attend ICS training and participate in EOC training exercises.
➢ Meet or exceed the Peace Officer Standards and Training (P.O.S.T.) training mandates. ➢ Explore opportunities and possible pathways for the Commission on Accreditation for Law Enforcement certification.

We have listed a few recommendations to further develop the existing annual goals and for use with future goal setting planning:
➢ Specify the general objective and the tasks to be completed. Goal setting begins by defining what it is you want to accomplish.
➢ Specify how the performance or objective in questions will be measured. There are virtually an unlimited number of outcomes that can be measured. There is an old management saying, “What gets measured, gets done.”
➢ Specify the standard or target to be reached. If carefully selected, the target will meet the requirements of being both specific and challenging for the organization. ➢ Specify the timespan involved. Goals need to be accompanied by deadlines. After targets are set, deadlines for each goal need to be set.
➢ Prioritize goals and responsibilities. Employees should be encouraged to act and expend effort on each goal in order of importance. Employees need to know who is specifically responsible for the completion of the goal. Goal Setting should also consider the difficulty of the goals selected and whether individuals or teams are emphasizing the right goals. ➢ Determine coordination requirements. Managers are responsible for making sure that objectives set for employees support overall organizational goals. All organizational goals need to complement the mission, vision, and values of the organization. The Police Department goals should align with the City’s public safety goals.

When developing strategic priorities, typical public safety topics will likely include:
➢ Patrol – operations, scheduling, staffing
➢ Crime Trends – crime reduction strategies
65 ➢ Personnel – hiring and retention
➢ Communication – internal and external
➢ Crime Prevention - community outreach and community engagement ➢ Traffic Safety – traffic management
➢ Professional Standards – integrity and ethics, policy development ➢ Investigations – case clearance rates, retail theft, violent crime reduction, gang activity, narcotics enforcement, and human trafficking
➢ Administrative Services – strategic planning, budgeting, succession planning ➢ Technology – research and development, training, implementation, applications ➢ Records Management – Dispatch CAD/RMS
➢ Safety Equipment – Radio operations
➢ Fleet Management
Continuous Review and Updates
The Emeryville Police Department's strategic plan will serve as a dynamic document, subject to ongoing evaluation. The supervisory and management team is dedicated to collaborating with the Office of the Chief to guarantee that all strategies, plans, and objectives are consistently reviewed, assessed, and revised, as necessary.

In May 2015, the President’s Task Force on 21st Century Policing released its final report. The main objective of the Task Force was to develop initiatives aimed at improving interactions between police and communities and establishing trust. The Task Force examined approaches for developing cooperative relationships between local law enforcement agencies and the communities they serve and made recommendations regarding policing practices that could support both crime reduction and public confidence. The report presented several recommendations organized under six Pillars:

Building Trust and Legitimacy
Policy and Oversight
Technology and Social Media
Community Policing and Crime Reduction
Training and Education
Officer Wellness and Safety
2 3
4 5
6 1
66 As the Emeryville Police Department develops new strategic objectives and action items to meet its strategic goals, it is suggested that the six pillars be incorporated into the strategic plan.

Success may be considered achieved when the strategic plan becomes part of the department's culture and staff from all areas of the organization are regularly involved.

Preparing for the Future
A significant challenge facing both current and future leaders of the Emeryville Police Department is building an organization that can proficiently recognize, respond to, and incorporate global shifts in culture, technology, and information. Changing community expectations, workforce values, emerging technologies, evolving governmental frameworks, contemporary policing philosophies, and ethical standards are among the many factors that must be comprehensively understood and proactively addressed by all members of the Department, now and in the future.

Leadership and Relationships – Change and our People
Police officers are currently experiencing an unprecedented degree of change, including the adoption of emerging technologies, increasingly sophisticated criminal activity, complex traffic management issues, rising community expectations, declining public trust, and the development of new strategic partnerships. It is essential for law enforcement organizations to proactively manage these changes, foster resilience, and devise innovative strategies to address challenges and capitalize on opportunities. Achieving this requires a comprehensive understanding of how major developments within the community or workplace impact personnel.

With an updated departmental emphasis on relationships and leadership development among employees, the Emeryville Police Department aims to manage organizational change. The department plans to prioritize support and team building. Over the next several years, there will be increased attention on supervisory leadership training, relationship development, recruitment process improvements, and the training and retention of skilled personnel.

Continuing efforts will be made to support employee wellness.

Commitment
The development and implementation of a strategic planning document establishes the future direction of the Police Department. The outlined goals reflect the Department’s focus on leadership development, ongoing enhancement of police services, community policing, transparent accountability to the public, improved training for customer service, and the adoption of best practices in policing. The Department has stated it will pursue these goals, review them regularly, and adjust as needed. The leadership team is expected to encourage team members to incorporate the principles of community engagement and evidence‐based 67 policing into policy, procedure, decision‐making, and service delivery as they plan for the future of policing and public safety in Emeryville. This strategic plan, along with subsequent enhancements, will serve as a guide for the Emeryville Police Department and the broader community moving forward.
“Most organizations reflect the uneasiness of transition for they have built upon certain assumptions about the organization and its environment. Organizations based on these assumptions will fail, if not today, then tomorrow. They will fail for the very same reason the dinosaurs failed. The environment changed suddenly at the peak of their success.” - Warren Bennis
Section XIV – Succession Planning
Recommendation No. 19: It is advisable for the Department to update and revise the existing Succession Plan document. Forming a Succession Planning Committee is recommended to oversee and guide this process. The Succession Plan will be discussed in greater detail in the report narrative.

Succession planning involves systematically identifying and preparing internal talent to occupy critical leadership roles. This approach ensures that a pipeline of qualified and competent employees is ready to step into key positions as opportunities arise.

A succession plan addresses ongoing personnel transitions within an agency and outlines approaches for professional development and position changes. There is no single plan that can specify all necessary skills or competencies for every assignment or duty station; rather, succession planning should concentrate on the broad skill sets and competencies relevant to each organizational level. Additional training or competencies may be required for specific fields or assignments. This approach enables employees to develop in areas where additional skills are needed, supporting the agency’s readiness for future transitions.

Ongoing advancements in procedural best practices are anticipated within the law enforcement sector over the next several years. A report published by the International Association of Chiefs of Police, titled “Police Leadership in the 21st Century,” noted: "The principal challenge for police executives in the coming decades will be to shape organizations that can effectively identify, respond to, and integrate global changes in culture, technology, and information.

Factors such as evolving community expectations, workforce values, technological capabilities, governmental frameworks, policing philosophies, and ethical standards represent only a portion of the influences that must be comprehensively understood and adeptly managed by both current and future police leadership."
68 It is advised that the Command and Supervisory staff of the Emeryville Police Department proactively address these challenges and prepare for future developments rather than solely responding to them. Additionally, forming a dedicated committee comprising selected members and employees is recommended to collaborate on developing a strategic leadership succession plan. This plan should be designed to ensure the continued growth of organizational leaders, thereby guiding and supporting all future members who serve this community.

This plan is intended to function as a guide and provide relevant information for developing future leaders. The guide will contain background details, succession planning recommendations, employee development strategies, implementation objectives, and an overall assessment of the proposed recommendations. The main objective of strategic succession planning is to ensure the delivery of effective policing services that align with citizens' needs. It is suggested that the succession planning committee meet regularly to facilitate completion of the guide.

The committee will begin by identifying essential leadership positions within the Police Department, encompassing both sworn and professional roles. Following this, it will evaluate the core competencies required for these positions. Additionally, the committee will examine the "Readiness Gap" between projected leadership needs in the next one to three to five years and the qualifications of current personnel available to meet those needs.

The committee is advised to employ four key tools to support this process. Within law enforcement organizations, it is universally acknowledged that effective succession planning starts during the selection of new personnel, particularly at the entry‐level. The committee should prioritize addressing the most significant readiness gaps, which may include:
• Future needs of the Department.
• Experience, training, and education of current employees. • Projected retirement dates of current leaders.
• Minimum qualifications for future leaders.

The committee is responsible for identifying suitable training pathways that support both the agency and the employee in addressing specific competency gaps. The following factors should be considered when selecting training options:
• Critical thinking and decision‐making skills.
• Grant/Financial management.
• Leadership principles and techniques.
• Personnel management.
• Communication skill enhancement – written and verbal skills. 69 Section XV - Public Information – Media Relations
The Emeryville Police Department does not have a full‐time Public Information Officer. Instead, PIO tasks are overseen by one officer with additional duties and the Department's Supervisory and Command Staff. Public information and media relations responsibilities include:
• Prioritize the development, production, and implementation of interactive content for the department’s digital presence (website and social media platforms). • Function as the department’s liaison with traditional media outlets. • Responsible for the continuity of the Department’s outreach in both crime prevention, collaborative community programs, and facilitating a communication response to critical incidents.
• Conduct a variety of analytical and operational studies regarding the Department’s communication practices and outreach programs
• Work collaboratively with the City of Emeryville’s Communication Team and the Police Department’s Executive Management Team to create and maintain a specific and consistent public voice representing the City of Emeryville and the Emeryville Police Department.
• The position will entail a substantial amount of professional‐level administrative and programmatic work, as well as professional writing tasks to include press releases and other information available for public distribution.
• Enhance branding and marketing techniques.
• Manage strategic event planning and build strategic public relations initiatives. • Build and maintain relationships with community members, city committees, public stakeholders, and internal city and department partners.

The Department does not currently have a comprehensive public information plan. Developing a coordinated plan involves identifying appropriate goals and programs. Policies and procedures serve as important guidance for the organization. In practice, implementing these measures can be complex. Effective public information functions depend on policies and procedures that create an environment conducive to public information activities. When creating a public information strategy, the agency should define several specific goals and objectives, including the following:
• Counseling management on the public information implications of proposed agency policies, procedures and programs.
• Organizing communication activities to foster understanding of goals, programs, laws and priorities.
• Preparing news releases (through social media sources) and facilitating the accurate and full coverage of public safety issues and programs by the news media. • Marketing projects, programs and services.
70 • Developing questionnaires and feedback opportunities to strengthen two-way communications.
• Organizing emergency public information.
• Developing recognition activities to celebrate achievements by residents, organizations and employees.
• Supporting citizen participation in policy formulation. • Creating an interactive social media strategy.
• Training supervisory and management personnel in social media, news media, crisis communications and public information procedures and processes.

Social Media
The Emeryville Police Department successfully engages a committed team of professional and sworn staff to facilitate community outreach through various social media platforms including:
• Instagram
• Facebook
• Twitter - X
• Nixle Alerts
In 2024, the Department made over 200 Social Media Posts and issued 46 Nixle Alerts to the community.

Police departments use social media to share updates with the public and collect information for crime prevention and investigations. Agencies leverage social platforms for criminal investigations, crisis communication, news, receiving tips, and crime reporting. Communities now expect police to be active on platforms like Twitter/X, Facebook, Nixle, Instagram, YouTube, and Next Door.

Social media enables law enforcement agencies to communicate with a wide and varied audience quickly and directly. These platforms facilitate dialogue and can help address stereotypes by sharing information and examples. When used appropriately, social media tools can support transparency and customer service, contributing to relationships with individuals, businesses, and organizations both online and offline.

Social media enables agencies to extend their reach across geographic, cultural, demographic, and other boundaries present within communities. These platforms serve as valuable resources for initiating dialogue on a range of subjects and contribute to the development and strengthening of relationships with community members and groups.

Social media has introduced new dynamics to agencies, impacting the branding of both law enforcement as a profession and individual departments. Similar to private sector companies 71 recognized by commercials or logos, police departments establish their own brand identity.

When individuals see an agency patch, badge, challenge coin, or logo, they may form immediate perceptions and expectations. If these images are consistently associated with messaging focused on values such as honesty, integrity, and trustworthiness, those qualities may become linked with the agency's brand. Effective branding can also be reinforced by providing quality customer service. Social media has altered public expectations, leading more people to use these platforms to express concerns or ask questions. In response, many agencies are engaging with the community through these channels, offering opportunities for dialogue and engagement.

A distinctive brand enables community members to identify the appropriate source for information and establishes clear expectations regarding communication from police departments. Communities throughout the country vary in their preferences for social media platforms and in their usage patterns. There is no universal approach or single solution for a social media strategy; nevertheless, it is important for departments to understand their community's social media habits so they can effectively utilize these tools for departmental and community objectives.

Social media serves as an effective platform for both professional communication and appropriately conversational or personal messaging by law enforcement agencies. Such messaging can contribute to reducing stereotypes by highlighting the human aspects of police officers and offering perspectives on the complexities and responsibilities inherent to law enforcement work. These interactions help foster greater approachability among officers and facilitate enhanced two‐way communication between agencies and the broader community.

Law enforcement agencies must remain cognizant of how their actions are represented to the public via social media. Any public interaction involving a police officer can now be recorded on a mobile device and uploaded instantaneously to various platforms. As a result, many contemporary police chiefs recommend that officers conduct themselves in public with the understanding that they may be recorded at any time. The Emeryville Police Department has recently intensified its efforts to enhance its online presence and actively participates in multiple social media channels, including Facebook, Twitter, Next Door, and Nixle. Through these communication platforms, the Department is increasingly effective in fostering and maintaining engagement within the community.

Undoubtedly, social media has become an essential element in supporting the mission of law enforcement. Much like community policing transformed the relationship between police and the public in previous decades, social media now offers law enforcement agencies a distinctive platform to connect with, engage, and communicate effectively with the communities they serve.
72 Section XVI - Community Relations and Crime Prevention The responsibilities of Community Relations and Crime Prevention are part of the Administrative Sergeant’s duties. These include overseeing various crime prevention and community outreach programs, as well as managing the Emeryville Social Media platforms. The main objectives of Community Relations and Crime Prevention programs are to build connections with the community and promote engagement to prevent and reduce crime and related activities.

The Department facilitates more than 50 community outreach events annually that include:
• Coffee with the Cops – Pizza with the Police
• Numerous School Safety Presentations
• Reading Across America
• Healthy Families Festival
• Popsicles with the Police
• 2
nd Annual BSU Summit
• Old Navy Safety Event
• DEA Prescription Drug Take Back Program
• Public Market Outreach
• Black Bear Outreach
• Civic Nights – Public Meetings
• Hiring Expositions
• Breakfast with the Badge
• Worship in the Park
• Special Olympic Torch Run
• Community Hero Week
• Fourth of July Events
• National Night Out – K‐9 Demonstrations
• School Supply Drop off
• Pink Patch Project
• Harvest Festival
• Peace in the Park
• Trunk or Treat
• Senior Safety Programs
• Holiday Parade and Tree Lighting
• Holiday Toy and Coat Drive
• Menorah Lighting
73 Section XVII – Grant Programs
The Emeryville Police Department has effectively implemented a comprehensive Grant Management Program. Over the past year, the department has received in excess of $450,000 in grant funding. Several notable grant programs awarded to the department include:

CHP (Cannabis) Enforcement Program
California State Office of Traffic Safety (OTS)
Department of Alcohol and Beverage Control
State Department of Justice – Tobacco Enforcement Grant Alameda County – Mass Care and Shelter Trailer
Ballistic Vest Replacement Program
JAG/Byrne – Equipment and Training
Police Explorer Program
Recommendation No. 8: This recommendation proposes that the Department consider developing non-sworn entry-level programs to create an internal community-focused pathway for prospective full-time employees.

Police Department Explorer Programs offer individuals between the ages of 14 and 21 the chance to learn about police department operations. These programs are designed to familiarize participants with careers in law enforcement through experiences in career orientation, leadership development, and community service. The main objectives include assisting young adults in exploring careers in public safety and encouraging responsible citizenship within their communities.

Qualities instilled in Explorer members are high integrity, pursuit of excellence in formal education, decision making and sound judgment principles, and active community involvement.

The Explorer program could be coordinated by Emeryville PD Police advisors.

Volunteers in Policing (VIP’s) Program
Recommendation No. 21: It is recommended that the Department develop and implement a robust Citizen Volunteer Program.

The Citizen Volunteer Program comprises volunteers who are committed to assisting the Police Department in their goal of enhancing community safety, protecting life and property, and reducing crime and the fear of crime. The Volunteer Program is designed to give individuals a sense of personal satisfaction while performing in meaningful roles that have a direct positive impact on the community and police department they serve. Throughout our country, police volunteers have donated millions of hours of their time to police departments and communities by addressing community requests that are non‐criminal in nature and including the 74 Neighborhood Patrol/Vacation House Check program, Neighborhood Watch programs, and other integral community programs provided by law enforcement agencies. Volunteers can perform numerous job functions in a police organization from administrative tasks to assisting with traffic operations and helping at a variety of community events.

Section XVIII – Emeryville Police Facility
The Emeryville Police Department operates from a building that is currently outdated and inefficient. The structure's layout creates operational challenges, affecting internal communications and the delivery of policing services. The HVAC system experiences frequent issues, and both the women's and men's Patrol Division shower and locker facilities require updates. Storage capacity is insufficient, and Communications/Dispatch as well as Records operations are located in crowded areas that create less than ideal working conditions. The Records Unit works within a compact space, and the Front Counter provides minimal accommodation for public contact and lacks dedicated interview rooms. Public access to the Records Front Counter requires use of an elevator to reach the second floor and there is no comfortable waiting area for the public. Property and Evidence is maintained in an exceptionally small space, necessitating off‐site storage for certain property items. Employee break areas are also limited.

The patrol officer report writing area is inadequate, and five Patrol Sergeants share a small office with only two usable workstations. Officers have little workspace, and due to limited storage, equipment is stacked up throughout the facility. The Custody – Temporary Holding Facility is below standard. Although the building offers views of San Francisco Bay and the Bay Bridge, a major disaster could isolate police operations from the rest of the city.

The lack of modern police facilities presents ongoing challenges for employee morale within the department. The continued use of these aging facilities may suggest concerns regarding the health and welfare of police staff. There is a significant need to consider constructing a new Police Department or a joint Police Public Works facility.

Currently, spaces such as Patrol Operations, Communications, and Records are not optimal and may affect the effective delivery of police services to the community. The City should take steps to explore funding strategies for replacement facilities. The current building was not originally designed for its present use and offers limited workout space with no designated wellness area for employees. In summary, the Emeryville Police facility does not meet modern standards and does not fully support the needs of the police department, the City, or the community they serve. The Emeryville Police Building differs significantly from contemporary police facilities. 75 The current facility lacks sufficient capacity to accommodate charging stations for a full electric vehicle fleet, which is a primary objective of the Emeryville City Council. Achieving this goal will eventually require the construction of a new police facility.

CONCLUSION
This report includes 21 recommendations to
enhance and restore staffing and organizational
structure. Of the 21 recommendations, five reflect
the need to hire additional professional staff. The
five recommended new positions include:
• One Dispatch Supervisor
• One Management Analyst
• One Records Technician
• One Property & Evidence Technician
• One Administrative Analyst
This organizational assessment also recommends the need to hire an additional five sworn positions including:

One Police Sergeant – Assigned as a Traffic Supervisor
Three Police Officers – Assigned to Traffic – Motorcycle Officers One Police Officer – Assigned to Investigations
Kreins Consulting recognizes that some of the recommendations included in this report have significant budget ramifications. We ardently recommend that the Department’s Supervisory and Executive staff review and study all the listed recommendations for the purpose of determining priorities, costs, feasibility, and budgetary impacts to the organization.

We recommend a strategic planning process review of all recommendations to provide the organization with a roadmap to consider any new or additional staffing of positions. We strongly believe that any staff prioritization process should focus on enhancing the most immediate needs for administrative support by adding the recommended non-sworn positions. We are confident that these recommendations will serve to enhance organizational effectiveness, efficiency, and the overall delivery of public safety services to the community. We are also confident that the addition of the recommended sworn positions will serve to significantly enhance traffic safety and investigative capabilities for the community and the department.

All recommendations should be considered in establishing future goals and objectives for the Department. The future implementation of additional staffing needs to begin now, but any and all new staffing should be considered in a 1–5-year strategic hiring plan that will assist in identifying necessary funding strategies. – R
76 ATTACHMENT A - SUMMARY OF RECOMMENDATIONS CHART
Summary of Recommendations
No. Division or Unit Recommendation
1 Executive Staff Evaluate role of the two new Lieutenants assigned to Operations and Administrative Services
2 Executive Staff Evaluate the role, tasks, and responsibilities of the new Police Captain
3 Executive Staff Retain existing Command Structure
4 Chief’s Office Professional Development Plan for Captain and Lieutenants 5 Executive Staff Develop a Staffing Allocation Plan for priorities and needs for future additional staffing department-wide
6 Executive Staff Maintain Authorized Staffing of 41 Sworn Positions – Fill any/all staff vacancies
7 Executive Staff Establish a Sworn Staffing Plan to consider the addition of 5 sworn positions
8 Executive Staff
Develop non-sworn entry-level programs - Explore options to implement a Police Explorer Program, Cadet/Intern
Program
9 Administrative Add 1 new Management Analyst position
10 Property and Evidence Add 1 new Property and Evidence Technician position 11 Property and Evidence Initiate an RFP to conduct an independent audit of Property & Evidence
12 Dispatch Create a new Dispatch Supervisor position
13 Records Add 1 new Records Specialist position
14 Administrative Add 1 new Administrative Analyst position 15 Executive Staff Strategic Planning – Developing short and long-term goals for the department
16 Executive Staff Enhance Organizational Communication 17 Executive Staff Focus on Cultural Improvements
18 Executive Staff Goal Setting – Strategic Planning
19 Executive Staff Completing/Updating the Department Succession Plan 20 Executive Staff Planning for Team Building and Goal Setting 21 Executive Staff Establish an active Citizen Volunteer Program 77 ATTACHMENT B – CURRENT STAFFING ALLOCATIONS
Staffing Allocations
Sworn Positions
Police Chief 1
Police Captain 1
Police Lieutenant 2
Police Sergeant 7
Police Corporal 0
Police Officer 30
Total Sworn 41
Non-Sworn Positions
Police Services Manager 1
Police Dispatchers 10
Police Records Specialist 1
Administrative Assistant 1
Property and Evidence Technician 1
Police Services Technicians 3
Total Non-Sworn Positions 17
Total Funded Full-Time Positions 58
Source: FY 2025-26 Budget
78 ATTACHMENT C - 3 BEAT SYSTEM USED BY PATROL OPERATIONS 79 ATTACHMENT D – POLICE DEPARTMENT TECHNOLOGY
Current and Future Police Department Technology
Patrol Operations:
• Communications Systems
• Mobile Data Computers - In-Car Cameras
• Body Worn Cameras
• Specialized Equipment – Smart Phones – Tasers – Less Lethal Equipment • Drone Program – Unmanned Aircraft Systems (UAS)
• Drone as First Responder (DRF Program)
• Patrol Scheduling System
Specialized Equipment:
• Communications and Surveillance Systems
• FARO – 3D Measurements/Imaging
• Crime Analysis – Predictive Policing Analysis
• Decoy Vehicles – Decoy Package Tracking Systems
• Desktop and Laptop Computers – Cell Phone Applications • Intranet and Cloud-Based Systems
Property and Evidence:
• Crime Scene Investigations – Specialized Equipment – Crime Scene Mapping • Security Systems
• Specialized Storage Systems
• Bar Coding – Property Intake and Evidence Tracking Systems Surveillance Systems:
• Automated License Plate Readers (ALPR’s) and Surveillance Camera Systems • Fixed Location Surveillance Systems – Infrastructure Protection • Public Works and Traffic Engineering Integration of City-Wide Systems • Community Cameras - FLOCK Video Management Systems -
Crime Analysis Systems – Crime Mapping Systems:
• Crime Trends – GIS Mapping
• Predictive Policing
• Forensic Logic
80 Traffic Management:
• Citation Processing – E-Cite Systems
• Traffic Collision Investigations – Total Station - FARO • Complaint Tracking - Case Management
• Grant Management
Records Management:
• AXON Transition - CAD/RMS Systems – Integrated Records Management System • Data Processing – Document Management
• Data Storage and Retrieval
• Data Gathering/Analysis – RIPA – NIBRS
• E-Mail Storage/Retention
• Document Scanning and Indexing
• PRA Requests
• Photo Management Systems
• Video Streaming
• Report Writing Systems
• Telephone Systems
Dispatch - Communications Systems:
• CAD – Computer Aided Dispatch Systems
• E-911 – NG 911 Next Generation Emergency Calls
• EBRICSA – Regional Digital Radio System – Radio Interoperability • Dispatch Center Operations
• Mobile Technology Strategies
• In-Car Radios
• Portable Radios
• Mobile Radios for Command Post and Emergency Operations Vehicle/Fleet Systems:
• Portable and in-car Radios
• Emergency Equipment – Lights/Siren/Public Address System • In-Car Computers
• In-Car Cameras
• ALPR’s
81 APPENDIX
About Kreins Consulting
In 2010, Kreins Consulting was created by Chief Joseph Kreins who formed a new consulting firm with the intention to provide cities, counties, and government agencies with professional strategic services.

The consulting practice was built around a philosophy of helping clients rethink historic or bureaucratic practices and create new processes that align with their strategic objectives and are forward-thinking.

We consider every engagement an opportunity to collaborate with staff, to help them grow and develop. We work with the leadership of organizations and other key stakeholders to define a path for desired outcomes, recommending programs and processes that reflect the agency’s mission, vision, and values.

We have consolidated our practice areas into a set of refined core services to include:
• Organizational Assessments, Project Management and Performance Audits • Leadership Development, Strategic Services and Performance Management Training • Leadership Coaching, Training, and Staff Development
• Law Enforcement Supervisory and Executive Recruitment • Facilitation of Promotional Testing Processes to include Chief of Police, Police Captain, Police Managers, City Manager and Assistant City Manager, Police Supervisors, Police Officers, and Professional Police Personnel
• Team Building and Organizational Process Improvement
• Strategic and Business Planning for Cities and Public Safety Agencies • Chief Executive Officer Evaluations
Consultant Bio
Joseph Kreins
Joseph Kreins is a tenured law enforcement executive with over 45 years of experience working with cities, counties, and special districts, providing public safety and leadership solutions.

Joseph has worked as an independent government and law enforcement consultant for 15+ years and has served as a POST-certified facilitator for law enforcement agencies in team building and strategic planning in numerous police departments and cities throughout California. He has experience working with City Managers and City Councils with goal setting, coaching, mentoring, and budget development. Additional services include leadership development, executive coaching, executive recruitment, facilitating promotional processes, and organizational assessments. Kreins has become a subject matter expert in managing executive transitions in law enforcement agencies and working with cities to develop goal-setting and strategic planning. 82 Krein’s career in the City of Concord police department included many roles like their first-ever Public Information Officer and Media Relations Coordinator. He also served as a Geographical District Commander. He was one of the key architects in working to develop their community engagement and community policing strategies. Additionally, Kreins served as the Chief of Police in several Bay Area cities. As the Police Chief and Assistant City Manager for Sausalito, his responsibilities included Fire Department leadership & management, as well as management of City Information Technology and City Parking Services. Kreins next served as the Chief of Police in the City of Novato for eight years.

Thereafter, Chief Kreins provided leadership at the Vallejo Police Department during a critical period, following City’s emergence from bankruptcy. During his tenure, they reduced crime across all categories, enhanced community trust & relationships, and significantly restored police staffing. Joseph also served as the interim Chief of Police in Benicia, Winters, Novato, Clayton, and Suisun City, and most recently as the Interim Chief of Police and Assistant General Manager for Public Safety at the East Bay Regional Parks District. He has facilitated several organizational audits/assessments throughout California.

Kreins has a BA in HR Management from Golden Gate University (magna cum laude) and certificates from the CA Peace Officer Standards Training (P.O.S.T.), including executive management. He has completed the FBI – Law Enforcement Executive Development (LEEDS) program and the Senior Management Institute for Policing (SMIP) from the Police Executive Research Forum (PERF). Chief Kreins is a member of the International Assoc. of Chiefs of Police (IACP), served on the board of directors for the CA Police Chiefs Assoc. (CPCA) and Marin Emergency Radio Authority (MERA), and was president of the Solano County Law Enforcement Administrators Assoc. and the Marin County Police Chiefs Assoc. He is a member of the Police Executive Research Forum (PERF) and CA Peace Officers Assoc. (CPOA).

Kreins has taught POST Supervisory & Management courses and the CA State Training Institute (CSTI) – CA Office of Emergency Services (OES) law enforcement training courses including police/media relations, crisis communications, policing & problem-solving, community-oriented government, leadership development, and developing first-line supervisors.

City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: November 18, 2025
TO: LaTanya Bellow, City Manager
FROM: Sharon Friedrichsen, Finance Director
SUBJECT: WARRANTS
Attached are the following items for City Council approval at the meeting of November 18, 2025:
▪ Wire Transfers and Debit Authorizations for October 2, 2025, through November 3, 2025 in the amount of $1,122,774.67
▪ Warrant Register for the City of Emeryville dated November 3, 2025, in the amount of $1,853,244.73
Attached are the following items for Successor Agency approval at the meeting of November 18, 2025.
▪ No Wire Transfers and Debit Authorizations for October 2, 2025, through November 3,2025
▪ Warrant Register for the City of Emeryville as Successor Agency to the Emeryville Redevelopment Agency dated November 3, 2025 in the amount of $1,075,159.76
I certify that the above-stated demands are accurate, and funds are available for payment thereof.

APPROVED AND FORWARDED TO THE
CITY COUNCIL OF THE CITY OF EMERYVILLE:

LaTanya Bellow, City Manager
October 2, 2025 through November 3, 2025
Org Acct Project Wire Date Payee Description Amount
101 2152 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 ACTIVE EMPLOYEE MEDICAL PREMIUM $209,909.49 710 72400 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 RETIRE MEDICAL PREMIUM $17,517.50 1900 80360 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 ACTIVE ADMINISTRATIVE COST $167.93 1900 80360 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 RETIRE ADMINISTRATIVE COST $61.38 101 21520 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 ACTIVE NON CALPERS $2,893.54 101 21520 10/6/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM OCTOBER 2025 ACTIVE ADMINISTRATIVE COST $2.31 101 2186 10/10/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION (CITY) $ 89,870.35 101 2186 10/10/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION (MESA) $ 70,609.85 101 2130 10/10/2025 EMERYVILLE POLICE OFFICERS ASSOCIATION POLICE UNION DUES DEPOSIT $ 2,550.00 101 2130 10/10/2025 EMERYVILLE POLICE MANAGERS ASSOCIATION POLICE UNION DUES DEDUCTIONS $ 80.00 101 2186 10/10/2025 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT - CITY $ 1,150.00 101 2186 10/10/2025 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT - MESA $ 1,500.00 101 2144 10/10/2025 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #300529 $ 15,480.43 101 2144 10/10/2025 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #304740 $ 20,282.26 101 2144 10/10/2025 STATE STREET BANK & TRUST-MISSION SQUARE 401 CONTRIBUTIONS PLAN #107052 $ 6,506.70 101 2120 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (FWT) - CITY $ 51,492.82 101 2128 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (MED) - CITY $ 9,496.90 101 2128 10/14/2025 IRS - EFTPS FED TAX DEPOSIT ADD'L MED) - CITY $ 1,005.42 101 2120 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (FWT) - MESA $ 54,775.80 101 2128 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (SSF/FICA) - MESA $ 49,864.66 101 2128 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (MED) - MESA $ 13,886.78 101 2128 10/14/2025 IRS - EFTPS FED TAX DEPOSIT (ADD'L MED) - MESA $ 401.90 101 2122 10/14/2025 STATE OF CALIFORNIA STATE INCOME TAX WITHELD -(CITY) $ 21,930.97 101 2122 10/14/2025 STATE OF CALIFORNIA STATE INCOME TAX WITHELD - (MESA) $ 24,632.18 101 2124 10/14/2025 STATE OF CALIFORNIA STATE DISABILITY INSURANCE - (MESA) $ 5,519.53 101 2186 10/24/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION (CITY) $ 91,286.11 101 2186 10/24/2025 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION (MESA) $ 72,253.20 101 2130 10/24/2025 EMERYVILLE POLICE OFFICERS ASSOCIATION POLICE UNION DUES DEPOSIT $ 2,550.00 101 2130 10/24/2025 EMERYVILLE POLICE MANAGERS ASSOCIATION POLICE UNION DUES DEDUCTIONS $ 80.00 101 2134 10/24/2025 SEIU MESA UNION DUES DEDUCTION $ 3,323.34 101 2187 10/24/2025 PARS EPOA PARS CONTRIBUTION $ 7,717.44 101 2186 10/24/2025 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT - CITY $ 1,150.00 101 2186 10/24/2025 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT - MESA $ 1,500.00 101 2144 10/24/2025 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #300529 $ 14,230.92 101 2144 10/24/2025 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #304740 $ 20,388.47 101 2144 10/24/2025 STATE STREET BANK & TRUST-MISSION SQUARE 401 CONTRIBUTIONS PLAN #107052 $ 6,662.94 101 2138 10/24/2025 CALIFORNIA STATE DISBURSEMENT UNIT EXPERT PAY CHILD SUPPORT $ 267.73 1500 80380 10/24/2025 CALIFORNIA STATE DISBURSEMENT UNIT REGISTRATION FEES $ 2.00 101 2120 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (FWT) - CITY $ 46,140.35 101 2128 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (MED) - CITY $ 8,838.84 101 2128 10/29/2025 IRS - EFTPS FED TAX DEPOSIT ADD'L MED) - CITY $ 1,160.20 101 2120 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (FWT) - MESA $ 57,254.63 101 2128 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (SSF/FICA) - MESA $ 50,336.38 101 2128 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (MED) - MESA $ 14,066.34 101 2128 10/29/2025 IRS - EFTPS FED TAX DEPOSIT (ADD'L MED) - MESA $ 634.63 101 2122 10/29/2025 STATE OF CALIFORNIA STATE INCOME TAX WITHELD -(CITY) $ 20,475.96 101 2122 10/29/2025 STATE OF CALIFORNIA STATE INCOME TAX WITHELD - (MESA) $ 25,236.06 101 2124 10/29/2025 STATE OF CALIFORNIA STATE DISABILITY INSURANCE - (MESA) $ 5,630.43 TOTAL $1,122,774.67
CENTRALSQUARE PAGE NUMBER: 1
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084982 10/08/25 1165 ALAMEDA COUNTY FIRE 3000 80050 10/25 ER RESPONSE S 0.00 853,362.58 1000 20084983 10/08/25 6808 AMAZON CAPITAL SERV 1280 73000 OFFICE SUPPLIES 0.00 56.86 1000 20084984 10/08/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 49.41 1000 20084986 10/08/25 5560 BLAISDELL & SONGEY, 1900 73500 CITY HALL COPY PAPE 0.00 290.78 1000 20084987 10/08/25 5290 PRIMO BRANDS 4060 73500 08/01-08/31 WATER S 0.00 552.47 1000 20084988 10/08/25 3237 COMCAST 1100 76050 10/15 8155400410003 0.00 141.69 1000 20084990 10/08/25 6868 E&J TRUCK AND EQUIP 4060 77100 PW TRUCK MAINTENANC 0.00 481.24 1000 20084991 10/08/25 5875 CYANE ANAYA 5470 80050 AIKIDO INSTRUCTION 0.00 77.00 1000 20084991 10/08/25 5875 CYANE ANAYA 5470 80050 AIKIDO DROP-INS 0.00 98.00 TOTAL CHECK 0.00 175.00
1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 01168658062 0.00 2,910.49 1000 20084992 10/08/25 1134 EBMUD 4060 76000 09/26 53371900001 0.00 1,566.60 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 61045649319 0.00 908.88 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 02058455286 0.00 766.86 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 57129300001 0.00 340.84 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/09 43799300001 0.00 236.74 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 48665713025 0.00 163.68 1000 20084992 10/08/25 1134 EBMUD 4060 76000 10/13 32385000001 0.00 152.28 1000 20084992 10/08/25 1134 EBMUD 4060 76000 09/29 53924800001 0.00 86.34 TOTAL CHECK 0.00 7,132.71
1000 20084993 10/08/25 7289 ECONOMY ROOTER AND 101 2080 REFUND PSL2025-0019 0.00 1,000.00 1000 20084993 10/08/25 7289 ECONOMY ROOTER AND 4070 58780 REFUND PSL2025-0019 0.00 8.00 TOTAL CHECK 0.00 1,008.00
1000 20084995 10/08/25 5282 GREEN HALO SYSTEMS, 4050 80050 10/25 TECH SUPPORT 0.00 132.00 1000 20084996 10/08/25 1889 HDL COREN & CONE 1500 80050 JUL-SEP'25 PROP TAX 0.00 3,875.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 4060 77080 08/25 JOSEPH EMERY 0.00 1,664.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 4060 77080 08/25 HUCHIUM PARK 0.00 1,664.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 4060 77080 08/25 JANITORIAL SV 0.00 964.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 5460 77080 08/25 JANITORIAL SV 0.00 3,744.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 1900 77080 08/25 JANITORIAL SV 0.00 3,872.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 4060 77080 08/25 AMTRAK ELEVAT 0.00 1,664.00 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 2100 77080 08/25 JANITORIAL SV 0.00 3,328.00 TOTAL CHECK 0.00 16,900.00
1000 20085000 10/08/25 6904 KENSUKE SUMII 5470 80050 TAIKO CLASSES 0.00 542.50 1000 20085002 10/08/25 1574 MCLAUGHLIN COFFEE C 1900 73500 COFFEE & TEA SUPPLI 0.00 99.35 1000 20085003 10/08/25 6354 MIKHAIL FAIGUENBLAT 5470 80050 LAIDO JULY-AUG'25 0.00 518.00 CENTRALSQUARE PAGE NUMBER: 2
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085004 10/08/25 7265 MILLIMAN, INC 1500 80050 FY25 GASB 68 REPORT 0.00 3,250.00 1000 20085006 10/08/25 1148 PG&E 3000 76000 10/08 9979003803-0 0.00 135.51 1000 20085007 10/08/25 4180 PIPE SPY, INC 4070 58780 REFUND PSL 2025-001 0.00 8.00 1000 20085007 10/08/25 4180 PIPE SPY, INC 101 2080 REFUND PSL 2025-001 0.00 1,000.00 TOTAL CHECK 0.00 1,008.00
1000 20085010 10/08/25 7174 RAFTELIS FINANCIAL 1200 80050 CITY COUNCIL W/S DE 0.00 5,000.00 1000 20085012 10/08/25 6877 ROADSAFE TRAFFIC SY 4060 73535 TRAFDFIC SUPPLIES 0.00 674.87 1000 20085012 10/08/25 6877 ROADSAFE TRAFFIC SY 4060 73535 TRAFFIC SUPPLIES 0.00 2,170.63 TOTAL CHECK 0.00 2,845.50
1000 20085014 10/08/25 5686 EDWARD DORSANEO 1600 80050 PRE EMPLOYMENT EXAM 0.00 120.00 1000 20085014 10/08/25 5686 EDWARD DORSANEO 1600 80050 PRE EMPLOYMENT EXAM 0.00 130.00 TOTAL CHECK 0.00 250.00
1000 20085017 10/08/25 1121 VISION SERVICE PLAN 101 2164 10/25 ACTIVE PREMIU 0.00 2,931.20 1000 20085017 10/08/25 1121 VISION SERVICE PLAN 101 2164 09/25 ACTIVE PREMIU 0.00 5,015.10 TOTAL CHECK 0.00 7,946.30
1000 20085019 10/15/25 7288 ACTERRA ACTION FOR 1800 84100 7/25-6/26 M/S A.EVA 0.00 1,000.00 1000 20085021 10/15/25 6907 HEALTH & HUMAN RESO 101 2162 11/25 EMP ASSISTANC 0.00 223.56 1000 20085023 10/15/25 1031 ALL MOBILE DETAILS 2200 77100 FLWASH 9/3,10,17,24 0.00 1,830.00 1000 20085024 10/15/25 6808 AMAZON CAPITAL SERV 4050 73000 PWD MONITOR ARM 0.00 36.73 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4150 FSA-DEPCAR 0.00 208.33 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4160 SUPP INSUR 0.00 266.31 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4170 SUPP INSUR 0.00 1,018.46 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4100 FSA-HLTHCR 0.00 1,230.83 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4100 FSA-HLTHCR 0.00 462.49 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4170 SUPP INSUR 0.00 957.01 1000 20085025 10/15/25 6529 AMERICAN FIDELITY A 101 2172 DED:4160 SUPP INSUR 0.00 117.18 TOTAL CHECK 0.00 4,260.61
1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 1,337.96 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 3,326.01 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 3,372.82 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 3,936.43 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 60.70 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 193.75 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 345.53 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 441.65 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 863.70 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 1,301.63 1000 20085026 10/15/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 1,224.20 TOTAL CHECK 0.00 16,404.38
CENTRALSQUARE PAGE NUMBER: 3
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 19.60 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 19.97 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 28.75 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 63.11 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 39.07 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 41.92 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 58.13 1000 20085027 10/15/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 1.72 TOTAL CHECK 0.00 272.27
1000 20085029 10/15/25 1007 CALIFORNIA NEWSPAPE 4050 82000 PW DELEGATION 0.00 599.04 1000 20085029 10/15/25 1007 CALIFORNIA NEWSPAPE 1730 82000 CA BUILDING&FIRE CO 0.00 665.28 TOTAL CHECK 0.00 1,264.32
1000 20085030 10/15/25 5560 BLAISDELL & SONGEY, 2100 73500 OFFICE SUPPLIES 0.00 321.83 1000 20085030 10/15/25 5560 BLAISDELL & SONGEY, 2100 73500 OFFICE SUPPLIES 0.00 23.18 TOTAL CHECK 0.00 345.01
1000 20085031 10/15/25 5190 CABLECOM LLC 4070 58780 REFUND ENC2021-0059 0.00 340.00 1000 20085031 10/15/25 5190 CABLECOM LLC 101 2050 REFUND ENC2021-0059 0.00 1,000.00 TOTAL CHECK 0.00 1,340.00
1000 20085032 10/15/25 5190 CABLECOM, LLC 4070 58780 REFUND ENC2023-0113 0.00 309.75 1000 20085032 10/15/25 5190 CABLECOM, LLC 101 2050 REFUND ENC2023-0113 0.00 1,000.00 TOTAL CHECK 0.00 1,309.75
1000 20085034 10/15/25 2588 CALIFORNIA STATE DI 101 2138 CASE#20000000245762 0.00 267.23 1000 20085035 10/15/25 1344 CHEVRON WITH TECHRO 2200 73550 09/07-10/06 FUEL CH 0.00 8,367.14 1000 20085036 10/15/25 3237 COMCAST 2100 76050 10/7 81554004100280 0.00 309.46 1000 20085037 10/15/25 1304 DAIOHS USA, INC 2100 73500 10/25 MACHINE RENTA 0.00 68.25 1000 20085037 10/15/25 1304 DAIOHS USA, INC 2100 73500 COFFEE & TEA SUPPLI 0.00 888.79 TOTAL CHECK 0.00 957.04
1000 20085038 10/15/25 4543 STOMMEL, INC 2200 77100 '23 FORD MACH-E EQU 0.00 679.55 1000 20085038 10/15/25 4543 STOMMEL, INC 2200 77100 '23 FORD MACH-E EQU 0.00 679.55 1000 20085038 10/15/25 4543 STOMMEL, INC 2200 77100 '18 FORD EQUIP INST 0.00 850.00 TOTAL CHECK 0.00 2,209.10
1000 20085041 10/15/25 1134 EBMUD 4060 76000 10/13 73230829512 0.00 129.60 1000 20085041 10/15/25 1134 EBMUD 1900 76000 10/21 12835200001 0.00 245.22 1000 20085041 10/15/25 1134 EBMUD 2100 76000 10/10 57196200001 0.00 766.86 1000 20085041 10/15/25 1134 EBMUD 4060 76000 10/21 56106600001 0.00 1,771.08 1000 20085041 10/15/25 1134 EBMUD 4060 76000 10/21 43809100001 0.00 2,085.58 1000 20085041 10/15/25 1134 EBMUD 2100 76000 10/10 43805200001 0.00 2,313.77 1000 20085041 10/15/25 1134 EBMUD 4060 76000 10/21 53191800001 0.00 3,091.68 1000 20085041 10/15/25 1134 EBMUD 4060 76000 10/13 38610186469 0.00 3,133.11 TOTAL CHECK 0.00 13,536.90
1000 20085042 10/15/25 1196 EWING IRRIGATION PR 4060 73515 LANDSCAPE SUPPLIES 0.00 104.24 CENTRALSQUARE PAGE NUMBER: 4
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085043 10/15/25 1135 FEDEX 2100 73150 09/26 EXPRESS MAIL 0.00 15.71 1000 20085043 10/15/25 1135 FEDEX 2100 73150 10/03 EXPRESS MAIL 0.00 43.44 TOTAL CHECK 0.00 59.15
1000 20085044 10/15/25 2816 FORENSIC ANALYTICAL 2100 80620 LAB SV CASE 2509-00 0.00 2,363.56 1000 20085045 10/15/25 7063 GAY LEE BIGMAN 5460 80050 AGELESS 08/6,13,20, 0.00 200.00 1000 20085045 10/15/25 7063 GAY LEE BIGMAN 5460 80050 BODY-R 08/6,13,20,2 0.00 200.00 TOTAL CHECK 0.00 400.00
1000 20085046 10/15/25 4993 INTERNAL REVENUE SE 101 2138 TAX 1040 PERIOD 202 0.00 366.81 1000 20085048 10/15/25 5571 IRON MOUNTAIN, INC. 1250 85100 10/01-10/31 STORAGE 0.00 385.30 1000 20085048 10/15/25 5571 IRON MOUNTAIN, INC. 1250 85100 10/01-10/31 STORAGE 0.00 2,041.77 TOTAL CHECK 0.00 2,427.07
1000 20085049 10/15/25 1770 JAMES E. GREENWELL 5420 80050 PUMPKINS-POOL EVENT 0.00 780.00 1000 20085050 10/15/25 7202 JOSEPH KREINS 2100 80050 PD ORG ASSESSMENT 0.00 3,000.00 1000 20085051 10/15/25 6360 LEXISNEXIS CLAIMS S 2100 76050 09/25 ONLNE REPORTI 0.00 835.46 1000 20085052 10/15/25 1448 LYNN PEAVEY COMPANY 2200 73350 EVIDENCE SUPPLIES 0.00 105.53 1000 20085053 10/15/25 4852 AVOY CORP 2100 73500 POLICE PRINTED FORM 0.00 148.09 1000 20085053 10/15/25 4852 AVOY CORP 2100 73500 POLICE PRINTED FORM 0.00 502.59 TOTAL CHECK 0.00 650.68
1000 20085055 10/15/25 1174 NBS GOVERNMENT FINA 1500 80050 09/25 REVENUE OPTIO 0.00 3,000.00 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 6371641442-8 0.00 3.47 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/13 4324841721-4 0.00 4.84 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 8977352672-1 0.00 16.35 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/06 5433591884-0 0.00 25.99 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 5800754046-9 0.00 28.12 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 8976252125-3 0.00 32.17 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 1927210900-0 0.00 36.10 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 0104004435-4 0.00 39.07 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/13 5642974816-5 0.00 199.14 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 6399329769-4 0.00 233.33 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/13 4697514595-7 0.00 325.60 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/06 4569881751-2 0.00 581.59 1000 20085057 10/15/25 1148 PG&E 3000 76000 10/06 4218176424-4 0.00 152.00 1000 20085057 10/15/25 1148 PG&E 4060 76150 10/06 6440996433-1 0.00 1,256.01 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/13 2804377241-8 0.00 1,478.98 1000 20085057 10/15/25 1148 PG&E 4060 76000 10/13 5551754916-2 0.00 2,026.44 1000 20085057 10/15/25 1148 PG&E 2100 76000 10/06 0145671099-3 0.00 4,008.93 1000 20085057 10/15/25 1148 PG&E 1900 76000 10/06 9132683071-7 0.00 6,162.38 TOTAL CHECK 0.00 16,610.51
1000 20085058 10/15/25 7135 PHILLIP TOSTE 1250 82100 REIMB BPAC MTG SUPP 0.00 33.75 CENTRALSQUARE PAGE NUMBER: 5
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085059 10/15/25 6466 PILLSBURY WINTHROP 1400 80100 8/25 EMPLOYEE BENEF 0.00 4,260.00 1000 20085060 10/15/25 6877 ROADSAFE TRAFFIC SY 4060 73535 TRAFFIC SUPPLIES 0.00 4,009.54 1000 20085062 10/15/25 6791 SCA OF CA, LLC 4060 77400 09/25 STREET SWEEPI 0.00 9,020.00 1000 20085063 10/15/25 6863 ANDREW DAVIDSON 1250 80050 08/25 PLAN COMM MTG 0.00 600.00 1000 20085063 10/15/25 6863 ANDREW DAVIDSON 1250 80050 08/25 INFOBOARD UPD 0.00 1,425.00 1000 20085063 10/15/25 6863 ANDREW DAVIDSON 1250 80050 09/25 COUNCIL MTG 0.00 1,575.00 1000 20085063 10/15/25 6863 ANDREW DAVIDSON 1250 80050 09/25 INFOBOARD UPD 0.00 2,850.00 TOTAL CHECK 0.00 6,450.00
1000 20085064 10/15/25 3094 SEIU LOCAL 1021 101 2134 DED:7111 SEIU-COPE 0.00 20.41 1000 20085064 10/15/25 3094 SEIU LOCAL 1021 101 2134 DED:7110 CHAP.DUES 0.00 24.00 1000 20085064 10/15/25 3094 SEIU LOCAL 1021 101 2134 DED:7100 DUES-MESA 0.00 3,356.42 TOTAL CHECK 0.00 3,400.83
1000 20085065 10/15/25 7053 BWNVT MOTORS, INC 2200 77100 VEHICLE MAINTENANCE 0.00 937.75 1000 20085065 10/15/25 7053 BWNVT MOTORS, INC 2200 77100 VEHICLE MAINTENANCE 0.00 1,040.67 TOTAL CHECK 0.00 1,978.42
1000 20085066 10/15/25 6654 STERICYCLE, INC 2100 77150 DOCUMENT SHREDDING 0.00 236.48 1000 20085066 10/15/25 6654 STERICYCLE, INC 2100 77150 DOCUMENT SHREDDING 0.00 236.48 TOTAL CHECK 0.00 472.96
1000 20085068 10/15/25 1321 STATE OF CALIFORNIA 101 2138 CASE#19250405000 0.00 273.44 1000 20085069 10/15/25 1106 STEVE BATCHELDER CO 4050 80050 08/25 CONSULTING SV 0.00 330.00 1000 20085070 10/15/25 2601 THOMSON REUTERS 1400 77260 09/25 ONLINE S/WARE 0.00 251.98 1000 20085071 10/15/25 4733 TLO, LLC 2100 80050 09/25 MTHLY ACCESS 0.00 177.40 1000 20085072 10/15/25 1639 TOWNSEND PUBLIC AFF 1800 80050 10/25 SECURE CIP F/ 0.00 7,500.00 1000 20085073 10/15/25 7128 TURF STAR, INC 2200 77100 GO-4 CHANGE FLAT TI 0.00 866.76 1000 20085074 10/15/25 4687 U.S. BANK PARS #674 101 2187 10/10 PARS EPOA 0.00 8,200.78 1000 20085075 10/15/25 4969 US FLEET TRACKING 2100 80050 11/25-10/26 ANNUAL 0.00 958.80 1000 20085076 10/15/25 2635 VALORIE L MAXWELL 4050 73000 REIMB HARVEST FEST 0.00 232.81 1000 20085077 10/15/25 2569 WEST COAST ARBORIST 4060 77520 09/16-09/30 TREE SV 0.00 4,911.00 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4070 80290 07/25 PSL PERMITS 0.00 370.55 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4070 80290 07/25 STORMWATER WC 0.00 4,082.50 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4050 80050 08/25 STAFF AUGMENT 0.00 5,600.00 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4050 80050 07/25 PROFESSIONAL 0.00 5,800.00 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4070 80290 07/25 COST RECOVERY 0.00 12,450.00 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4070 80290 08/25 COST RECOVERY 0.00 12,860.00 CENTRALSQUARE PAGE NUMBER: 6
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4070 80290 08/25 PSL PERMITS 0.00 1,305.35 TOTAL CHECK 0.00 42,468.40
1000 20085082 10/22/25 6808 AMAZON CAPITAL SERV 1600 73000 MOUNT & TV HR 0.00 381.68 1000 20085083 10/22/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 300.30 1000 20085083 10/22/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 423.28 TOTAL CHECK 0.00 723.58
1000 20085085 10/22/25 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICE 0.00 75.00 1000 20085085 10/22/25 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICE 0.00 234.50 1000 20085085 10/22/25 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICE 0.00 309.50 TOTAL CHECK 0.00 619.00
1000 20085088 10/22/25 3398 CINTAS CORPORATION 1900 77070 FIRST AID SUPPLIES 0.00 740.60 1000 20085089 10/22/25 2385 CITY OF SAN LEANDRO 1200 84100 FY2025-2026 M/SHIP 0.00 360.00 1000 20085089 10/22/25 2385 CITY OF SAN LEANDRO 1200 80050 FY25-26 AC LEADERSH 0.00 3,500.00 TOTAL CHECK 0.00 3,860.00
1000 20085090 10/22/25 3237 COMCAST 1900 88350 11/1 81554004104091 0.00 71.14 1000 20085091 10/22/25 4981 COMMUNITY PLAYGROUN 4060 77010 REPAIRS@DOYLE/HOLLI 0.00 5,093.22 1000 20085092 10/22/25 6192 OCCUPATIONAL HEALTH 1600 84380 DOT PHYSICAL SERVIC 0.00 152.00 1000 20085093 10/22/25 4543 STOMMEL, INC 2200 77100 REMOVE/INSTALL RADI 0.00 140.00 1000 20085093 10/22/25 4543 STOMMEL, INC 2200 77100 REMOVE/INSTALL RADI 0.00 210.00 1000 20085093 10/22/25 4543 STOMMEL, INC 2200 77100 VEHICLE MAINTENANCE 0.00 1,039.81 TOTAL CHECK 0.00 1,389.81
1000 20085094 10/22/25 1221 DEPARTMENT OF JUSTI 2100 80620 09/25 FINGERPRINTIN 0.00 147.00 1000 20085096 10/22/25 1134 EBMUD 4060 76000 10/13 53942800001 0.00 409.11 1000 20085102 10/22/25 6962 NATIONAL LEAGUE OF 1100 84100 FY25-26 M/SHIP DUES 0.00 1,805.00 1000 20085103 10/22/25 1148 PG&E 5460 76000 10/01 0185182230-2 0.00 1,096.55 1000 20085104 10/22/25 7135 PHILLIP TOSTE 1250 82100 REIMB BPAC MTG SNAC 0.00 33.75 1000 20085105 10/22/25 7296 PIPE DREAMS VENTURE 101 2050 REFUND ENC2025-0131 0.00 1,000.00 1000 20085106 10/22/25 1149 PITNEY BOWES BANK I 2100 73150 FINNANC/LATE CHGS 0.00 57.68 1000 20085107 10/22/25 7044 PUBLIC SAFETY FAMIL 2100 80050 PD WELLNESS PROG 0.00 1,500.00 1000 20085109 10/22/25 6877 ROADSAFE TRAFFIC SY 4060 73535 TRAFFIC SUPPLIES 0.00 1,649.63 1000 20085112 10/22/25 6101 SF TIRE AND SERVICE 2200 77100 POLICE VEHICLE TIRE 0.00 418.13 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 1500 85000 Q'3 COPIER OVERAGES 0.00 42.17 CENTRALSQUARE PAGE NUMBER: 7
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 4060 85000 Q'3 COPIER OVERAGES 0.00 47.75 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 1900 85000 Q'3 COPIER OVERAGES 0.00 444.72 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 2100 85000 Q'3 COPIER OVERAGES 0.00 568.73 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 5460 85000 Q'3 COPIER OVERAGES 0.00 702.24 1000 20085113 10/22/25 7024 FLEXPRINT INTERMEDI 5450 85000 Q'3 COPIER OVERAGES 0.00 971.40 TOTAL CHECK 0.00 2,777.01
1000 20085117 10/22/25 1106 STEVE BATCHELDER CO 4050 80050 08/7-10/9 CONSULTIN 0.00 110.00 1000 20085119 10/22/25 1721 THOMAS SWAN SIGN CO 101 2050 REFUND ENC2024-0055 0.00 9,587.00 1000 20085125 10/22/25 3005 U.S. BANK 4060 73500 SUNBELT CREDIT RENT 0.00 -1,500.00 1000 20085125 10/22/25 3005 U.S. BANK 1730 73100 APPLE STORAGE 0.00 0.99 1000 20085125 10/22/25 3005 U.S. BANK 1730 73100 APPLE TIMESTAMP APP 0.00 2.99 1000 20085125 10/22/25 3005 U.S. BANK 1200 84150 PARKING MACRO O/FIR 0.00 12.00 1000 20085125 10/22/25 3005 U.S. BANK 1730 73550 SHELL OIL FUEL CHGS 0.00 72.56 1000 20085125 10/22/25 3005 U.S. BANK 1200 77260 CANVA SUBSCRIPTION 0.00 120.00 1000 20085125 10/22/25 3005 U.S. BANK 1700 73000 B/BUY DIGITAL CAMER 0.00 154.34 1000 20085125 10/22/25 3005 U.S. BANK 1200 84150 S/WEST LCC CONFEREN 0.00 332.93 1000 20085125 10/22/25 3005 U.S. BANK 2200 73550 ARCO FIUEL CHARGES 0.00 390.57 1000 20085125 10/22/25 3005 U.S. BANK 1730 84000 CAEO - WEBINAR 0.00 65.00 1000 20085125 10/22/25 3005 U.S. BANK 1200 84100 ICMA MEMBERSHIP 0.00 1,200.00 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 DALZIEL PARK MTG OF 0.00 4.00 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 TOWN&COUNTRY WLLE 0.00 9.00 1000 20085125 10/22/25 3005 U.S. BANK 5420 73500 CANVA MARKETING 0.00 12.99 1000 20085125 10/22/25 3005 U.S. BANK 1400 73100 E/BAY TIMES SUBSCRI 0.00 14.00 1000 20085125 10/22/25 3005 U.S. BANK 2200 73550 CHEVRON FUEL CHGS 0.00 65.79 1000 20085125 10/22/25 3005 U.S. BANK 2200 73550 7-ELEVEN FUEL CHGS 0.00 72.64 1000 20085125 10/22/25 3005 U.S. BANK 1600 73000 COSTCO H/FAIR SUPPL 0.00 75.04 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 OAKLAND PARK WLLE 0.00 81.99 1000 20085125 10/22/25 3005 U.S. BANK 1250 73000 O/DEPOT OFFICE SUPP 0.00 82.07 1000 20085125 10/22/25 3005 U.S. BANK 5430 73500 H/DEPOT FACILITY SU 0.00 84.21 1000 20085125 10/22/25 3005 U.S. BANK 5420 82050 BESTOF SIGN MARKETI 0.00 85.47 1000 20085125 10/22/25 3005 U.S. BANK 1600 73000 MICHAELS H/FAIR SUP 0.00 85.55 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 SUPERSHUTTLE WLLE 0.00 85.85 1000 20085125 10/22/25 3005 U.S. BANK 2100 80050 FASTRAK BRIDGE TOLL 0.00 65.00 1000 20085125 10/22/25 3005 U.S. BANK 1600 80050 BIOMETRICS LIVESCAN 0.00 61.00 1000 20085125 10/22/25 3005 U.S. BANK 1600 80050 BIOMETRICS LIVESCAN 0.00 61.00 1000 20085125 10/22/25 3005 U.S. BANK 2100 84100 CA ASSOCIATION M/SH 0.00 60.00 1000 20085125 10/22/25 3005 U.S. BANK 4050 84150 SAFEWAY SEE CLICK T 0.00 46.10 1000 20085125 10/22/25 3005 U.S. BANK 2100 82100 AMAZON PROMO GOODS 0.00 43.07 1000 20085125 10/22/25 3005 U.S. BANK 5450 82050 PSPRINT BUS CARDS 0.00 40.68 1000 20085125 10/22/25 3005 U.S. BANK 5420 82050 PSPRINT BUS CARDS 0.00 40.68 1000 20085125 10/22/25 3005 U.S. BANK 1600 73000 MICHAELS H/FAIR SUP 0.00 37.91 1000 20085125 10/22/25 3005 U.S. BANK 5460 82050 PSPRINT BUS CARDS 0.00 101.70 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 OAKLAND A/PORT WLLE 0.00 104.00 1000 20085125 10/22/25 3005 U.S. BANK 5410 73500 CUSTOMINK EV SHIRTS 0.00 105.82 1000 20085125 10/22/25 3005 U.S. BANK 1250 73000 AMAZON OFFICE SUPPL 0.00 107.35 1000 20085125 10/22/25 3005 U.S. BANK 1600 87080 COSTCO EMPLOYEE EV 0.00 112.04 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 UBER TRANSPORT WLLE 0.00 114.28 1000 20085125 10/22/25 3005 U.S. BANK 2100 73500 COSTCO DEPT SUPPLIE 0.00 117.07 1000 20085125 10/22/25 3005 U.S. BANK 4050 84100 BITLY.COM M/SHIP 0.00 120.00 CENTRALSQUARE PAGE NUMBER: 8
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085125 10/22/25 3005 U.S. BANK 1250 84000 CMCA LEGISLATIVE W/ 0.00 125.00 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 UBER WLLE TRAINING 0.00 134.44 1000 20085125 10/22/25 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 143.98 1000 20085125 10/22/25 3005 U.S. BANK 2200 73550 PETALUMA VALERO FUE 0.00 149.81 1000 20085125 10/22/25 3005 U.S. BANK 1600 84000 PSHRA BAY AREA CONF 0.00 150.00 1000 20085125 10/22/25 3005 U.S. BANK 2200 73550 SHELL FUEL CHARGES 0.00 158.39 1000 20085125 10/22/25 3005 U.S. BANK 5430 82050 PSPRINT BUS CARDS 0.00 50.85 1000 20085125 10/22/25 3005 U.S. BANK 5420 84100 BAPPOA MEMBERSHIP 0.00 50.00 1000 20085125 10/22/25 3005 U.S. BANK 5430 73500 H/DEPOT FACILITY SU 0.00 28.58 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 TOWN&COUNTRY SV FEE 0.00 27.00 1000 20085125 10/22/25 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 23.16 1000 20085125 10/22/25 3005 U.S. BANK 1600 87080 RUDY'S EMP APPRECIA 0.00 2,271.54 1000 20085125 10/22/25 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 90.09 1000 20085125 10/22/25 3005 U.S. BANK 5420 73500 SAFEWAY EVENT SUPPL 0.00 91.27 1000 20085125 10/22/25 3005 U.S. BANK 1600 82000 FSP COUNTY JOB POST 0.00 175.00 1000 20085125 10/22/25 3005 U.S. BANK 5410 73500 E/THING BRANDED SWA 0.00 178.70 1000 20085125 10/22/25 3005 U.S. BANK 2200 88220 NUTRISOURCE K9 FOOD 0.00 232.11 1000 20085125 10/22/25 3005 U.S. BANK 5410 73500 4 ALL POINTS EV SWA 0.00 238.24 1000 20085125 10/22/25 3005 U.S. BANK 2100 80500 RW MEDIA REG.L.E.C 0.00 600.00 1000 20085125 10/22/25 3005 U.S. BANK 4050 84150 L.CANTEROS-SEE CLIC 0.00 656.37 1000 20085125 10/22/25 3005 U.S. BANK 5420 73500 SWIMDEPOT PROG EQUI 0.00 678.00 1000 20085125 10/22/25 3005 U.S. BANK 5410 73500 CUSTOMINK EV SHIRTS 0.00 690.63 1000 20085125 10/22/25 3005 U.S. BANK 4050 73000 DELL PW MONITOR-RYA 0.00 709.42 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 ACTION TARGETS RANG 0.00 1,002.29 1000 20085125 10/22/25 3005 U.S. BANK 5410 73500 PARTY JUMP EV EQUIP 0.00 1,436.85 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 HARRAHS (4) RIMSCON 0.00 1,880.12 1000 20085125 10/22/25 3005 U.S. BANK 2100 73400 ED JONES DEPT BADGE 0.00 2,167.88 1000 20085125 10/22/25 3005 U.S. BANK 2200 73350 IKEY LTD VEH KEYBOA 0.00 3,093.75 1000 20085125 10/22/25 3005 U.S. BANK 2200 88220 CONCORD FEED K9 FOO 0.00 187.40 1000 20085125 10/22/25 3005 U.S. BANK 1600 73000 VISTAPRINT H/FAIR 0.00 206.58 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 LIONS GATE-SALAIZ-T 0.00 340.74 1000 20085125 10/22/25 3005 U.S. BANK 2100 84000 HILTON YU-RED DOT T 0.00 371.85 TOTAL CHECK 0.00 21,287.72
1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 1500 85000 SEP-OCT COPIER LEAS 0.00 569.06 1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 2100 85000 SEP-OCT COPIER LEAS 0.00 1,138.10 1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 1900 85000 SEP-OCT COPIER LEAS 0.00 1,707.15 1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 5450 85000 SEP-OCT COPIER LEAS 0.00 284.52 1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 5460 85000 SEP-OCT COPIER LEAS 0.00 284.52 1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 4060 85000 SEP-OCT COPIER LEAS 0.00 284.52 TOTAL CHECK 0.00 4,267.87
1000 20085127 10/22/25 1479 VERIZON WIRELESS 1400 76050 10/26 271539223-000 0.00 37.45 1000 20085127 10/22/25 1479 VERIZON WIRELESS 1250 76050 10/26 271539223-000 0.00 37.45 1000 20085127 10/22/25 1479 VERIZON WIRELESS 1200 76050 10/26 271539223-000 0.00 37.45 1000 20085127 10/22/25 1479 VERIZON WIRELESS 1500 76050 10/26 271539223-000 0.00 37.45 1000 20085127 10/22/25 1479 VERIZON WIRELESS 1730 76050 10/26 271539223-000 0.00 112.35 1000 20085127 10/22/25 1479 VERIZON WIRELESS 4050 76050 10/26 271539223-000 0.00 151.48 1000 20085127 10/22/25 1479 VERIZON WIRELESS 4060 76050 10/26 271539223-000 0.00 374.50 1000 20085127 10/22/25 1479 VERIZON WIRELESS 5000 76050 10/26 271539223-000 0.00 599.20 1000 20085127 10/22/25 1479 VERIZON WIRELESS 2100 76050 10/26 271539223-000 0.00 2,937.43 TOTAL CHECK 0.00 4,324.76
CENTRALSQUARE PAGE NUMBER: 9
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085129 10/22/25 5973 WILLIAM J. CURTIN 2200 73450 TRAINING AMMUNITION 0.00 1,897.45 1000 20085129 10/22/25 5973 WILLIAM J. CURTIN 2200 73450 TRAINING AMMUNITION 0.00 3,142.25 TOTAL CHECK 0.00 5,039.70
1000 20085130 10/22/25 1462 WITMER-TYSON IMPORT 2200 88220 09/25 MTHLY K-9 MAI 0.00 900.00 1000 20085130 10/22/25 1462 WITMER-TYSON IMPORT 2200 88220 08/25 MTHLY K-9 MAI 0.00 1,176.25 TOTAL CHECK 0.00 2,076.25
1000 20085133 10/29/25 1165 ALAMEDA COUNTY AUDI 1200 80050 LAFCO COST 10/25 0.00 4,011.00 1000 20085134 10/29/25 6808 AMAZON CAPITAL SERV 1900 73500 COFFEE & TEA SUPPLI 0.00 125.28 1000 20085134 10/29/25 6808 AMAZON CAPITAL SERV 1500 73000 OFFICE SUPPLIES 0.00 148.78 TOTAL CHECK 0.00 274.06
1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4170 SUPP INSUR 0.00 1,018.46 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4100 FSA-HLTHCR 0.00 1,230.83 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4160 SUPP INSUR 0.00 117.18 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4100 FSA-HLTHCR 0.00 462.49 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4170 SUPP INSUR 0.00 957.01 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4150 FSA-DEPCAR 0.00 208.33 1000 20085135 10/29/25 6529 AMERICAN FIDELITY A 101 2172 DED:4160 SUPP INSUR 0.00 266.31 TOTAL CHECK 0.00 4,260.61
1000 20085136 10/29/25 2086 ANDREW YU 2100 84000 PER DIEM RIMSCON'25 0.00 455.80 1000 20085137 10/29/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 109.19 1000 20085137 10/29/25 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 409.19 TOTAL CHECK 0.00 518.38
1000 20085138 10/29/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 19.85 1000 20085138 10/29/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 28.97 1000 20085138 10/29/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 90.06 1000 20085138 10/29/25 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 4.95 TOTAL CHECK 0.00 143.83
1000 20085139 10/29/25 1421 AT&T 2100 76050 9/12-10/11 93910807 0.00 354.26 1000 20085140 10/29/25 5560 BLAISDELL & SONGEY, 1730 73000 OFFICE CALENDAR 0.00 22.71 1000 20085140 10/29/25 5560 BLAISDELL & SONGEY, 1700 73000 OFFICE CALENDARS 0.00 32.76 1000 20085140 10/29/25 5560 BLAISDELL & SONGEY, 1800 73000 OFFICE CALENDARS 0.00 111.24 1000 20085140 10/29/25 5560 BLAISDELL & SONGEY, 2100 73500 OFFICE SUPPLIES 0.00 239.33 1000 20085140 10/29/25 5560 BLAISDELL & SONGEY, 4050 73000 OFFICE SUPPLIES 0.00 20.97 TOTAL CHECK 0.00 427.01
1000 20085141 10/29/25 2050 CALIFORNIA BUILDING 1730 58210 10% ADMIN FEES 0.00 -87.00 1000 20085141 10/29/25 2050 CALIFORNIA BUILDING 101 2070 3RD QTR'25 SB1473 0.00 873.00 TOTAL CHECK 0.00 786.00
1000 20085142 10/29/25 1321 CALIFORNIA DEPT OF 101 63370 5% ADMIN FEES 0.00 -295.60 1000 20085142 10/29/25 1321 CALIFORNIA DEPT OF 101 2040 3RD QTR'25 SMIP 0.00 5,911.97 TOTAL CHECK 0.00 5,616.37
CENTRALSQUARE PAGE NUMBER: 10
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085143 10/29/25 1023 CALIFORNIA LAW ENFO 101 2137 10/24 EPOA LTD 0.00 800.00 1000 20085144 10/29/25 1633 CENTRAL VALLEY TOXI 2100 80620 08/20 LAB SERVICES 0.00 257.00 1000 20085145 10/29/25 6754 CHANDLER ASSET MANA 1500 80050 09/25 INVESTMENT MG 0.00 6,662.33 1000 20085147 10/29/25 4384 CONTINENTAL AUTO BO 2200 77100 VEHICLE REPAIR #240 0.00 9,137.56 1000 20085148 10/29/25 1565 CRIME SCENE CLEANER 2200 80050 BIOHARD CLEANUP 0.00 130.00 1000 20085151 10/29/25 7298 FREDDIE LAMBRIGHT, 5410 80050 HARVEST FEST MUSIC 0.00 400.00 1000 20085152 10/29/25 6868 E&J TRUCK AND EQUIP 4060 77100 PW TRUCK MAINTENANC 0.00 325.47 1000 20085153 10/29/25 5144 EOA, INC 4050 77060 07/25 STORMWATER IN 0.00 19,798.52 1000 20085154 10/29/25 4589 OHANA COMMUNITY OUT 1725 58760 REFUND PROJ UP19-8 0.00 89.26 1000 20085155 10/29/25 1135 FEDEX 2100 73150 10/17 EXPRESS MAIL 0.00 75.36 1000 20085156 10/29/25 6296 FLOCK GROUP, INC 2200 85000 REPLACE CAMERA HWY8 0.00 800.00 1000 20085157 10/29/25 5036 GOLDFARB & LIPMAN L 1400 80050 09/25 RCD LOAN 0.00 136.00 1000 20085157 10/29/25 5036 GOLDFARB & LIPMAN L 1400 80050 09/25 GEN. BUSINESS 0.00 714.00 TOTAL CHECK 0.00 850.00
1000 20085158 10/29/25 1581 GRAINGER 4060 73500 MAINTENANCE SUPPLIE 0.00 2,024.36 1000 20085160 10/29/25 4993 INTERNAL REVENUE SE 101 2138 TAX 1040 PERIOD 202 0.00 211.85 1000 20085162 10/29/25 5133 JARVIS FAY LLP 1400 80050 09/25 LAND USE CEQA 0.00 72.00 1000 20085162 10/29/25 5133 JARVIS FAY LLP 1400 80050 09/25 REVENUE ADVIC 0.00 144.00 1000 20085162 10/29/25 5133 JARVIS FAY LLP 1725 80100 09/25 SUTTER HOSPIT 0.00 1,164.00 1000 20085162 10/29/25 5133 JARVIS FAY LLP 1400 80050 09/25 PWK CONTRACTS 0.00 2,307.50 1000 20085162 10/29/25 5133 JARVIS FAY LLP 1400 80050 9/25 ATTORNEY PROF 0.00 2,977.00 TOTAL CHECK 0.00 6,664.50
1000 20085163 10/29/25 7278 J'QUHAL JACKSON 2100 82100 DJ PEACE IN THE PAR 0.00 400.00 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 1900 77080 07/25 JANITORIAL SU 0.00 667.87 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 2100 77080 07/25 JANITORIAL SU 0.00 667.88 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 5460 77080 07/25 JANITORIAL SU 0.00 667.88 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 1900 77080 08/25 JANITORIAL SU 0.00 798.21 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 4060 77080 08/25 JANITORIAL SU 0.00 798.22 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 5460 77080 08/25 JANITORIAL SU 0.00 798.22 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 4060 77080 07/25 JANITORIAL SU 0.00 1,335.76 TOTAL CHECK 0.00 5,734.04
1000 20085165 10/29/25 1879 LANCE GOODFELLOW 2100 84000 PER DIEM CRIME PREV 0.00 473.00 1000 20085166 10/29/25 1074 LIEBERT, CASSIDY & 1400 80050 09/25 CALPERS/MESA 0.00 194.00 CENTRALSQUARE PAGE NUMBER: 11
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085166 10/29/25 1074 LIEBERT, CASSIDY & 1400 80050 09/25 EM010-00052 0.00 2,503.50 TOTAL CHECK 0.00 2,697.50
1000 20085167 10/29/25 5697 MAZE & ASSOCIATES 1900 80200 FY24-25 GASB 87 0.00 1,616.00 1000 20085167 10/29/25 5697 MAZE & ASSOCIATES 1900 80200 FY24-25 GASB 68 0.00 4,404.00 1000 20085167 10/29/25 5697 MAZE & ASSOCIATES 1900 80200 FY24-25 ANNUAL AUDI 0.00 29,000.00 TOTAL CHECK 0.00 35,020.00
1000 20085168 10/29/25 6544 MII TRAINING INNOVA 2100 84000 01/15 LIDAR OPERATO 0.00 250.00 1000 20085168 10/29/25 6544 MII TRAINING INNOVA 2100 84000 01/15 RADAR OPERATO 0.00 750.00 TOTAL CHECK 0.00 1,000.00
1000 20085170 10/29/25 7165 MUNISERVICES, LLC 1500 80360 Q2 SUTA QTR END 06/ 0.00 255.46 1000 20085170 10/29/25 7165 MUNISERVICES, LLC 1500 80360 09/25 RAD - UUT 0.00 644.80 1000 20085170 10/29/25 7165 MUNISERVICES, LLC 1500 80360 Q2 SUTA QTR END 06/ 0.00 1,653.18 1000 20085170 10/29/25 7165 MUNISERVICES, LLC 1500 80360 JUL-SEP'25 UUT FIXE 0.00 4,900.00 TOTAL CHECK 0.00 7,453.44
1000 20085171 10/29/25 6993 JOSEPH COLLORAFFI 5410 80050 HARVEST FEST MUSIC 0.00 250.00 1000 20085173 10/29/25 1345 PARS 2100 71420 08/31 REP FEES EPOA 0.00 1,500.00 1000 20085174 10/29/25 1149 PITNEY BOWES BANK I 1900 73150 TRANSFER/ACTIVITY F 0.00 74.99 1000 20085175 10/29/25 6813 REGIONAL GOVERNMENT 1500 80050 09/25 MOURA EXPENSE 0.00 108.40 1000 20085175 10/29/25 6813 REGIONAL GOVERNMENT 1500 80050 09/25 FIN CONTRACT 0.00 4,072.77 TOTAL CHECK 0.00 4,181.17
1000 20085177 10/29/25 6654 STERICYCLE, INC 2100 77150 DOCUMENT SHREDDING 0.00 236.48 1000 20085178 10/29/25 1321 STATE OF CALIFORNIA 101 2138 CASE#19250405000 0.00 273.44 1000 20085179 10/29/25 1106 STEVE BATCHELDER CO 4070 80290 09/10 CONSULTING SV 0.00 440.00 1000 20085181 10/29/25 1165 TREASURER OF ALAMED 2100 76050 09/25 NETWORK SVCS 0.00 2,078.56 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 27.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 127.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 127.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 127.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 257.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 400.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 700.00 1000 20085182 10/29/25 1165 TREASURER OF ALAMED 2100 80620 09/25 LAB SERVICES 0.00 1,174.00 TOTAL CHECK 0.00 2,939.00
1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 INSTACART T/TUESDAY 0.00 83.10 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 SAFEWAY ASP EXPENSE 0.00 100.51 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 INSTACART T/TUESDAY 0.00 171.60 1000 20085186 10/29/25 3005 U.S. BANK 5420 73500 AM. RED CROSS F/AID 0.00 193.59 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 TARGET HOMELESS SUP 0.00 194.53 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 INSTACART COSTCO T/ 0.00 222.10 CENTRALSQUARE PAGE NUMBER: 12
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085186 10/29/25 3005 U.S. BANK 5000 73500 FASTSIGNS MEM.PLAQU 0.00 252.91 1000 20085186 10/29/25 3005 U.S. BANK 5410 73500 BANNERS.COM H/FEST 0.00 256.97 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 COSTCO SENIOR PICNI 0.00 403.57 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 LAKE/S LEARN BR/STO 0.00 798.18 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 COSTCO SENIOR EVENT 0.00 1,336.50 1000 20085186 10/29/25 3005 U.S. BANK 5460 73420 TC TRAVEL SR. F/TRI 0.00 2,000.00 1000 20085186 10/29/25 3005 U.S. BANK 5460 73420 T.C TRAVEL - SC F/T 0.00 2,248.00 1000 20085186 10/29/25 3005 U.S. BANK 5410 80050 HAPPY E.LAUGH H/FES 0.00 2,250.00 1000 20085186 10/29/25 3005 U.S. BANK 5410 80050 EVENT MAGIC H/FEST 0.00 3,522.25 1000 20085186 10/29/25 3005 U.S. BANK 1800 73000 ERROR E-MAIL 0.00 -89.00 1000 20085186 10/29/25 3005 U.S. BANK 1800 73000 FEDEX EXPRESS MAIL 0.00 10.95 1000 20085186 10/29/25 3005 U.S. BANK 1800 73000 ERROR - EMAIL 0.00 89.00 1000 20085186 10/29/25 3005 U.S. BANK 5000 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5420 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5430 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5440 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 NETFLIX STREAMING 0.00 17.99 1000 20085186 10/29/25 3005 U.S. BANK 5450 73440 INSTACART T/TUESDAY 0.00 29.77 1000 20085186 10/29/25 3005 U.S. BANK 5460 73000 USPS STAMPS 0.00 33.20 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 MICHAELS ARTS&CRAFT 0.00 57.56 1000 20085186 10/29/25 3005 U.S. BANK 5460 80050 BIOMETRICS LIVESCAN 0.00 61.00 1000 20085186 10/29/25 3005 U.S. BANK 5450 80050 BIOMETRICS LIVESCAN 0.00 61.00 1000 20085186 10/29/25 3005 U.S. BANK 5450 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5460 84100 CA PARKS&REC M/SHIP 0.00 95.00 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 MICHAELS PAINT SR.C 0.00 62.99 1000 20085186 10/29/25 3005 U.S. BANK 5410 80050 SPLIT THE WOOD H/FE 0.00 99.00 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 SAFEWAY CL MATERIAL 0.00 66.22 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 SAFEWAY CL MATERIAL 0.00 76.81 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 COSTCO CREDIT SUPPL 0.00 -470.90 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 MICHAELS CR SUPPLIE 0.00 -54.26 1000 20085186 10/29/25 3005 U.S. BANK 5000 73000 APPLE PHONE STORAGE 0.00 0.99 1000 20085186 10/29/25 3005 U.S. BANK 5460 73500 PRIME VIDEO SR. MOV 0.00 5.99 1000 20085186 10/29/25 3005 U.S. BANK 5410 73500 PARKSMART PARK PASS 0.00 15.00 1000 20085186 10/29/25 3005 U.S. BANK 1800 73000 RAINBOW SYM 3D GLAS 0.00 236.35 1000 20085186 10/29/25 3005 U.S. BANK 1800 84150 46TH ANNUAL HSE CON 0.00 450.00 1000 20085186 10/29/25 3005 U.S. BANK 1500 73000 O/DEPOT PRINTER TON 0.00 191.71 1000 20085186 10/29/25 3005 U.S. BANK 5460 73000 DELL SR. CTR MONITO 0.00 214.94 1000 20085186 10/29/25 3005 U.S. BANK 5460 73000 DELL SR.CTR LAPTOP 0.00 1,235.69 TOTAL CHECK 0.00 17,005.81
1000 20085187 10/29/25 4987 URBAN PLANNING PART 1725 80050 09/30 CEQA SUTTER 0.00 1,721.25 1000 20085189 10/29/25 2569 WEST COAST ARBORIST 4060 77520 09/01-09/15 TREE SV 0.00 8,003.00 TOTAL CASH ACCOUNT 0.00 1,313,359.68
TOTAL FUND 0.00 1,313,359.68
CENTRALSQUARE PAGE NUMBER: 13
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 204 - ENVIRONMENTL PROGRAM FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085125 10/22/25 3005 U.S. BANK 204 73500 HONEY BUCKET COASTA 0.00 549.15 1000 20085125 10/22/25 3005 U.S. BANK 204 73500 TRADER JOES SUPPLIE 0.00 22.45 TOTAL CHECK 0.00 571.60
TOTAL CASH ACCOUNT 0.00 571.60
TOTAL FUND 0.00 571.60
CENTRALSQUARE PAGE NUMBER: 14
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 220 - GAS TAX ST. IMPROV. FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 6440996433-1 0.00 5,024.03 1000 20085057 10/15/25 1148 PG&E 220 76150 10/13 4697514595-7 0.00 1,302.39 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 0104004435-4 0.00 156.30 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 6399329769-4 0.00 933.31 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 8977352672-1 0.00 65.39 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 5800754046-9 0.00 112.49 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 8976252125-3 0.00 128.66 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 1927210900-0 0.00 144.41 1000 20085057 10/15/25 1148 PG&E 220 76150 10/06 6371641442-8 0.00 13.87 TOTAL CHECK 0.00 7,880.85
TOTAL CASH ACCOUNT 0.00 7,880.85
TOTAL FUND 0.00 7,880.85
CENTRALSQUARE PAGE NUMBER: 15
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 230 - CHILD CARE PROGRAM

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084998 10/08/25 7290 JAMIA HARVEY 5200 84000 REIMB TEACHER APP.P 0.00 100.00 1000 20084998 10/08/25 7290 JAMIA HARVEY 5200 84000 REIMB BOOK FOR CLAS 0.00 42.62 TOTAL CHECK 0.00 142.62
1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 5200 77080 08/25 JANITORIAL SV 0.00 3,520.00 1000 20085005 10/08/25 6338 PATATAS, LLC 5200 73600 10/25 ECDC FOOD PRO 0.00 15,513.32 1000 20085096 10/22/25 1134 EBMUD 5200 76000 09/29 52927200001 0.00 2,336.10 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY ECDC SNACKS 0.00 68.07 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY CLRM SUPPLY 0.00 75.69 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 MARSHALS CLASSRM 0.00 76.65 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 TARGET CLRM SNACKS 0.00 14.31 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 TARGET ECDC SNACKS 0.00 15.38 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 MICHAELS ARTS&CRAFT 0.00 19.82 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY ECDC SNACKS 0.00 13.39 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 LAKESHORE CLRM SETU 0.00 1,498.99 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 WORKD MKT CREDIT 0.00 -16.53 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 H/DEPOT CLRM SET UP 0.00 70.57 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 LAKESHORE CLRM SETU 0.00 400.21 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 COSTCO CLRM SETUP 0.00 430.41 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 SHUTTERFLY YEARBKS 0.00 512.70 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 LAKESHORE CLRM SETU 0.00 656.49 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 COMMUNITY PLAY-MATS 0.00 1,166.88 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 O/DEPOT OFFICE CHAI 0.00 184.52 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 TARGET CLRM SETUP 0.00 211.44 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 TARGET CLASSRM SETU 0.00 211.74 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 FOOD SVC ECDC FOOD 0.00 217.62 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 TOGOS TEACHER LCH 0.00 221.25 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 COSTCO ECDC FOOD 0.00 246.36 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 COSTCO ECDC FOOD 0.00 331.49 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 EDIBLE ARRANGE LCH 0.00 80.33 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 FOOD SVC ECDC FOOD 0.00 89.14 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 IKEA CLASSRM SETUP 0.00 97.86 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 PRIMO WATER SERVICE 0.00 107.37 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 IKEA CLRM SETUP 0.00 20.95 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 H/DEPOT CLRM SETUP 0.00 37.01 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 TARGET CLRM SETUP 0.00 52.90 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 BIOMETRICS LIVESCAN 0.00 61.00 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 LAKESHORE CLRM SETU 0.00 62.75 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 TARGET CLRM SETUP 0.00 7.71 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 LAKESHORE CLRM SETU 0.00 11.04 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 H/DEPOT CLASSRM SUP 0.00 174.24 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 WALMART PLGR SHADES 0.00 486.09 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 WORLD MKT ARTS&CRAF 0.00 218.16 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 COSTCO CLRM SNACKS 0.00 245.37 1000 20085125 10/22/25 3005 U.S. BANK 5200 73400 EV. INSURANCE F/TRI 0.00 180.00 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 SP GURNEYS GARDEN 0.00 97.20 1000 20085125 10/22/25 3005 U.S. BANK 5200 73500 WALMART CD HOLDER 0.00 86.06 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 MICHAELS ARTS&CRAFT 0.00 24.79 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 TARGET ARTS&CRAFTS 0.00 49.61 CENTRALSQUARE PAGE NUMBER: 16
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 230 - CHILD CARE PROGRAM

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 SAFEWAY CLRM SNACKS 0.00 30.19 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 WALMART CLRM SNACKS 0.00 56.76 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 TARGET ECDC SNACKS 0.00 54.81 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY ECDC SNACKS 0.00 52.33 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 BERKELEY BOWL SNACK 0.00 51.90 1000 20085125 10/22/25 3005 U.S. BANK 5200 73529 MICHAELS ARTS&CRAFT 0.00 62.90 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY CLRM SUPPLY 0.00 62.58 1000 20085125 10/22/25 3005 U.S. BANK 5200 73600 SAFEWAY ECDC SNACKS 0.00 84.49 TOTAL CHECK 0.00 9,272.99
1000 20085126 10/22/25 7021 U.S. BANK NATIONAL 5200 85000 SEP-OCT COPIER LEAS 0.00 284.52 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 5200 77080 08/25 JANITORIAL SU 0.00 798.22 1000 20085164 10/29/25 7069 KARLA'S JANITORIAL 5200 77080 07/25 JANITORIAL SU 0.00 667.88 TOTAL CHECK 0.00 1,466.10
1000 20085167 10/29/25 5697 MAZE & ASSOCIATES 5200 80200 FY24-25 CHILD CARE 0.00 5,000.00 1000 20085186 10/29/25 3005 U.S. BANK 5200 80050 AM.RED CROSS CERT F 0.00 520.00 TOTAL CASH ACCOUNT 0.00 38,055.65
TOTAL FUND 0.00 38,055.65
CENTRALSQUARE PAGE NUMBER: 17
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 243 - EMERYVILLE PUBLIC ART FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085040 10/15/25 6951 DISTRICT WORKS, LLC 243 80050 BSV11 INSTALL ART 0.00 1,000.00 1000 20085159 10/29/25 7293 GRAND FITNESS MGMT 243 2005 CV BLDG B2023-0161 0.00 20,623.01 1000 20085172 10/29/25 6141 PACKARD JENNINGS 243 87300 PYMT#3 BIRDHOUSES 0.00 3,500.00 TOTAL CASH ACCOUNT 0.00 25,123.01
TOTAL FUND 0.00 25,123.01
CENTRALSQUARE PAGE NUMBER: 18
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 247 - BROWNFIELDS EPA GRNT-CITY

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085188 10/29/25 3904 AGUATIERRA ASSOCIAT 247 80050 08/25 1245 POWELL 0.00 1,471.75 TOTAL CASH ACCOUNT 0.00 1,471.75
TOTAL FUND 0.00 1,471.75
CENTRALSQUARE PAGE NUMBER: 19
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 250 - TRAFFIC FAC IMPACT FEE FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085169 10/29/25 1978 MOORE IACOFANO GOLT 250 90130 09/25 POWELL REDESI 0.00 10,000.00 TOTAL CASH ACCOUNT 0.00 10,000.00
TOTAL FUND 0.00 10,000.00
CENTRALSQUARE PAGE NUMBER: 20
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 263 - MEASURE BB - PARATRANSIT

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085081 10/22/25 7060 ADELA G. MAYER 263 88400 REIMB 1ST QTR TAXI 0.00 66.52 1000 20085087 10/22/25 6982 CHARLOTTE COCHRANE 263 88400 REIMB 3RD QTR TAXI 0.00 14.51 1000 20085087 10/22/25 6982 CHARLOTTE COCHRANE 263 88400 REIMB 2ND QTR TAXI 0.00 72.00 TOTAL CHECK 0.00 86.51
1000 20085097 10/22/25 2083 EMERYVILLE TRANSPOR 263 88400 08/25 8-TO-SHUTTLE 0.00 14,095.47 1000 20085098 10/22/25 7295 EUNYOUNG OKA 263 88400 REIMB 4TH QTR TAXI 0.00 72.00 1000 20085101 10/22/25 7035 MOHAMMAD H. HADIZAD 263 88400 REIMB 4TH QTR TAXI 0.00 72.00 1000 20085110 10/22/25 6943 ROSE SMITH 263 88400 REIMB 1ST QTR TAXI 0.00 72.00 1000 20085114 10/22/25 6912 SHANA HARRIS 263 88400 REIMB 1ST QTR TAXI 0.00 69.00 1000 20085114 10/22/25 6912 SHANA HARRIS 263 88400 REIMB 4TH QTR TAXI 0.00 70.43 TOTAL CHECK 0.00 139.43
1000 20085115 10/22/25 7275 SHARON PENNING 263 88400 REIMB 4TH QTR TAXI 0.00 19.45 1000 20085118 10/22/25 6935 SUSAN TIEGER 263 88400 REIMB 3RD QTR TAXI 0.00 36.43 1000 20085118 10/22/25 6935 SUSAN TIEGER 263 88400 REIMB 2ND QTR TAXI 0.00 55.37 TOTAL CHECK 0.00 91.80
1000 20085128 10/22/25 6812 VIRGINIA KENERY 263 88400 REIMB 4TH QTR TAXI 0.00 66.50 1000 20085131 10/22/25 7120 YU-WHEI WEI FU 263 88400 REIMB 1ST QTR TAXI 0.00 72.00 1000 20085131 10/22/25 7120 YU-WHEI WEI FU 263 88400 REIMB 4TH QTR TAXI 0.00 72.00 TOTAL CHECK 0.00 144.00
TOTAL CASH ACCOUNT 0.00 14,925.68
TOTAL FUND 0.00 14,925.68
CENTRALSQUARE PAGE NUMBER: 21
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 268 - COMM DEV TECHNOLOGY FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085015 10/08/25 7207 TYLER TECHNOLOGIES, 268 82205 IMPLEMENT PMT TRACK 0.00 4,800.00 1000 20085183 10/29/25 7207 TYLER TECHNOLOGIES, 268 82205 9/29-10/2 PMT TRACK 0.00 5,600.00 TOTAL CASH ACCOUNT 0.00 10,400.00
TOTAL FUND 0.00 10,400.00
CENTRALSQUARE PAGE NUMBER: 22
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 269 - PARKING PROGRAM

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085047 10/15/25 6340 IPS GROUP, INC 269 80385 09/25 TRANSACTION F 0.00 447.85 1000 20085047 10/15/25 6340 IPS GROUP, INC 269 86420 09/25 COIL COLLECTI 0.00 1,697.00 1000 20085047 10/15/25 6340 IPS GROUP, INC 269 76050 09/25 TELECOMMUNICA 0.00 3,503.00 1000 20085047 10/15/25 6340 IPS GROUP, INC 269 77150 09/25 MAINTENANCE F 0.00 3,917.00 TOTAL CHECK 0.00 9,564.85
1000 20085161 10/29/25 6340 IPS GROUP, INC 269 86430 09/25 CITATION COLL 0.00 1,112.86 1000 20085161 10/29/25 6340 IPS GROUP, INC 269 80385 09/25 TRANSACTION F 0.00 1,390.66 TOTAL CHECK 0.00 2,503.52
TOTAL CASH ACCOUNT 0.00 12,068.37
TOTAL FUND 0.00 12,068.37
CENTRALSQUARE PAGE NUMBER: 23
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 270 - LITIGATION FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085084 10/22/25 1130 BAY CITIES JOINT PO 270 80110 08/25 GEN LIAB CLAI 0.00 230.07 1000 20085108 10/22/25 7020 RENNE PUBLIC LAW GR 270 80050 09/25 CITY OF TRO 0.00 7,195.65 TOTAL CASH ACCOUNT 0.00 7,425.72
TOTAL FUND 0.00 7,425.72
CENTRALSQUARE PAGE NUMBER: 24
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 284 - MEASURE C HOUSING BONDS

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085079 10/15/25 3475 WILLDAN FINANCIAL S 284 80050 FY25-26 MEASURE C A 0.00 6,000.00 1000 20085145 10/29/25 6754 CHANDLER ASSET MANA 284 80050 09/25 MEASURE C 0.00 2,367.41 TOTAL CASH ACCOUNT 0.00 8,367.41
TOTAL FUND 0.00 8,367.41
CENTRALSQUARE PAGE NUMBER: 25
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 299 - AFFORDABLE HOUSING FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084994 10/08/25 5692 EDEN COUNCIL FOR HO 299 88360 08/18 TENTANT INQUI 0.00 40.00 1000 20085186 10/29/25 3005 U.S. BANK 299 80050 MAIL CHIMP EMAIL LI 0.00 230.00 TOTAL CASH ACCOUNT 0.00 270.00
TOTAL FUND 0.00 270.00
CENTRALSQUARE PAGE NUMBER: 26
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 475 - GEN CAPITAL IMPROVE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085039 10/15/25 7198 DEYAN DINEV 475 2030 5%RETENTION EPW2410 0.00 -2,840.00 1000 20085039 10/15/25 7198 DEYAN DINEV 475 90100 CH WINDOWS EPW24104 0.00 56,800.00 TOTAL CHECK 0.00 53,960.00
1000 20085080 10/15/25 6629 WOOD RODGERS, INC 475 90130 08/25 SEWER&DRAINAG 0.00 21,903.75 1000 20085095 10/22/25 2102 DEPARTMENT OF TOXIC 475 90130 4/25-6/20 HORTON LA 0.00 122.75 1000 20085146 10/29/25 7274 COMMUNITY COUNSELLI 475 80050 10/25 PROFESSIONAL 0.00 24,375.00 1000 20085169 10/29/25 1978 MOORE IACOFANO GOLT 475 90130 09/25 POWELL REDESI 0.00 2,058.34 TOTAL CASH ACCOUNT 0.00 102,419.84
TOTAL FUND 0.00 102,419.84
CENTRALSQUARE PAGE NUMBER: 27
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 495 - MARINA IMPROVEMENT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084999 10/08/25 7069 KARLA'S JANITORIAL 495 77080 08/25 MARINA PARK 0.00 964.00 1000 20085057 10/15/25 1148 PG&E 495 76150 10/06 6440996433-1 0.00 6,968.89 TOTAL CASH ACCOUNT 0.00 7,932.89
TOTAL FUND 0.00 7,932.89
CENTRALSQUARE PAGE NUMBER: 28
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 510 - SEWER OPER/MAINT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085057 10/15/25 1148 PG&E 4360 76000 10/13 1817764650-4 0.00 177.46 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4350 80050 08/25 SEWER LATERAL 0.00 500.00 1000 20085078 10/15/25 2363 WEST COAST CODE CON 4350 80050 07/25 PROFESSIONAL 0.00 1,600.00 TOTAL CHECK 0.00 2,100.00
TOTAL CASH ACCOUNT 0.00 2,277.46
TOTAL FUND 0.00 2,277.46
CENTRALSQUARE PAGE NUMBER: 29
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 610 - SELF-INS/DELTA DENTAL FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084989 10/08/25 3297 DELTACARE USA 610 72450 10/25 ACTIVE PREMIU 0.00 47.85 1000 20085150 10/29/25 3213 DELTA DENTAL OF CAL 610 72460 09/25 RETIRE CLAIMS 0.00 4,872.00 1000 20085150 10/29/25 3213 DELTA DENTAL OF CAL 610 72450 09/25 ACTIVE CLAIMS 0.00 7,154.20 1000 20085150 10/29/25 3213 DELTA DENTAL OF CAL 610 80360 09/25 ACTIVE ADMIN 0.00 1,278.89 1000 20085150 10/29/25 3213 DELTA DENTAL OF CAL 610 80390 09/25 RETIRE ADMIN 0.00 1,017.07 TOTAL CHECK 0.00 14,322.16
TOTAL CASH ACCOUNT 0.00 14,370.01
TOTAL FUND 0.00 14,370.01
CENTRALSQUARE PAGE NUMBER: 30
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 650 - MAJOR MAINTENANCE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084981 10/08/25 1165 ALAMEDA COUNTY 650 77030 2025 SB1383 INSPECT 0.00 1,392.00 1000 20084985 10/08/25 1188 BAY ALARM COMPANY 650 77030 10/1-10/31 1220 53R 0.00 55.00 1000 20084985 10/08/25 1188 BAY ALARM COMPANY 650 77030 10/1-10/31 1333 PAR 0.00 462.85 1000 20084985 10/08/25 1188 BAY ALARM COMPANY 650 77030 10/1-10/31 4321 SAL 0.00 250.44 1000 20084985 10/08/25 1188 BAY ALARM COMPANY 650 77030 10/1-10/31 1220 53R 0.00 228.75 1000 20084985 10/08/25 1188 BAY ALARM COMPANY 650 77030 10/1-10/31 6303 HOL 0.00 106.00 TOTAL CHECK 0.00 1,103.04
1000 20085001 10/08/25 7160 LEGACY MECHANICAL & 650 2030 10% RETENTION 0.00 -16,406.60 1000 20085001 10/08/25 7160 LEGACY MECHANICAL & 650 90000 CITY HALL HVAC SYST 0.00 164,066.00 TOTAL CHECK 0.00 147,659.40
1000 20085009 10/08/25 2983 R & S ERECTION OF R 650 77030 DOOR SVC@CORP YARD 0.00 1,790.36 1000 20085011 10/08/25 1544 REED BROTHERS SECUR 650 77030 DOOR SVS@CITY HALL 0.00 330.00 1000 20085011 10/08/25 1544 REED BROTHERS SECUR 650 77030 GATE SVC@FIRE STN 0.00 330.00 TOTAL CHECK 0.00 660.00
1000 20085016 10/08/25 7187 UNITED TELEDATA, IN 650 91100 YEALINK MEETING BAR 0.00 7,565.34 1000 20085016 10/08/25 7187 UNITED TELEDATA, IN 650 91100 YEALINK MEETING BAR 0.00 2,474.10 TOTAL CHECK 0.00 10,039.44
1000 20085020 10/15/25 2051 ADT SECURITY SERVIC 650 77030 09/21 405351002 0.00 56.71 1000 20085020 10/15/25 2051 ADT SECURITY SERVIC 650 77030 10/21 405351002 0.00 56.83 TOTAL CHECK 0.00 113.54
1000 20085022 10/15/25 1165 ALAMEDA COUNTY 650 77030 ALCO CUPA O/S ADMIN 0.00 1,741.00 1000 20085028 10/15/25 1188 BAY ALARM COMPANY 650 77030 11/1-1/31 4321 SALE 0.00 283.32 1000 20085033 10/15/25 5275 CALIFORNIA GENERATO 650 77030 EMPD GENERATOR SVC 0.00 2,175.50 1000 20085033 10/15/25 5275 CALIFORNIA GENERATO 650 77030 EMPD GENERATOR SVC 0.00 3,987.00 TOTAL CHECK 0.00 6,162.50
1000 20085054 10/15/25 7126 MONARCH PLUMBING AN 650 90100 SERVICE@1333 PARK A 0.00 12,315.00 1000 20085054 10/15/25 7126 MONARCH PLUMBING AN 650 90100 SERVICE@6303 HOLLIS 0.00 15,980.00 TOTAL CHECK 0.00 28,295.00
1000 20085061 10/15/25 7294 SAN FRANCISCO ELEVA 650 77030 ELEVATOR 4321 SALEM 0.00 4,100.00 1000 20085067 10/15/25 1321 ST OF CA-DEPT INDUS 650 77030 ELEVATOR SERVICE 0.00 225.00 1000 20085082 10/22/25 6808 AMAZON CAPITAL SERV 650 91100 OUTFIT G/LEVEL C/RO 0.00 2,108.10 1000 20085176 10/29/25 7058 SAFE AND SOUND SECU 650 77030 09/25 OPEN EYE MTHL 0.00 1,836.43 TOTAL CASH ACCOUNT 0.00 207,509.13
TOTAL FUND 0.00 207,509.13
CENTRALSQUARE PAGE NUMBER: 31
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 660 - VEHICLE REPLACEMENT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085149 10/29/25 4543 STOMMEL, INC 660 91200 FORD'25 INSTALL EQU 0.00 27,286.35 TOTAL CASH ACCOUNT 0.00 27,286.35
TOTAL FUND 0.00 27,286.35
CENTRALSQUARE PAGE NUMBER: 32
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 670 - INFO TECHNOLOGY FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20084997 10/08/25 6959 11:11 SYSTEMS, INC 670 77150 08/25 BACKUP/BURST 0.00 106.02 1000 20084997 10/08/25 6959 11:11 SYSTEMS, INC 670 77150 08/25M CLOUD BACKUP 0.00 141.12 TOTAL CHECK 0.00 247.14
1000 20085008 10/08/25 6220 QUEST SOFTWARE, INC 670 77150 KACECLOUD MDM 0.00 2,951.70 1000 20085013 10/08/25 5391 SHI-GOVERNMENT SOLU 670 77150 COPILOT STUDIO 0.00 402.00 1000 20085018 10/08/25 7248 WILINE NETWORKS, IN 670 76050 10/25 NETWORK #8152 0.00 3,858.31 1000 20085086 10/22/25 6281 CENTRALSQUARE TECHN 670 77150 FINANCE UPGRADE 0.00 90.00 1000 20085099 10/22/25 6959 11:11 SYSTEMS, INC 670 77150 RISK SCANNING/CLOUD 0.00 2,402.16 1000 20085099 10/22/25 6959 11:11 SYSTEMS, INC 670 77150 CLOUD BACKUP 0.00 3,538.81 TOTAL CHECK 0.00 5,940.97
1000 20085100 10/22/25 6210 LYNX TECHNOLOGIES, 670 77150 08/25&09/25 GIS SVC 0.00 4,350.00 1000 20085111 10/22/25 7186 SABLE COMPUTER INC 670 91600 MERAKII SWITCHES 0.00 1,017.93 1000 20085111 10/22/25 7186 SABLE COMPUTER INC 670 91600 MERAKII SWITCHES 0.00 15,355.96 TOTAL CHECK 0.00 16,373.89
1000 20085116 10/22/25 7068 SPECTROTEL HOLDING 670 76050 10/22 PIAB LINES 0.00 683.89 1000 20085132 10/22/25 6590 ZOOM VIDEO COMMUNIC 670 77150 10/04-11/03 WEBINAR 0.00 84.40 1000 20085180 10/29/25 3708 U.S. TELEPACIFIC CO 670 76050 10/09 PHONE BILL 0.00 4,394.43 TOTAL CASH ACCOUNT 0.00 39,376.73
TOTAL FUND 0.00 39,376.73
CENTRALSQUARE PAGE NUMBER: 33
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:11:57 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no<'500000' ACCOUNTING PERIOD: 4/26
FUND - 710 - POST-RETIREMENT BENEFITS

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085017 10/08/25 1121 VISION SERVICE PLAN 710 72300 09/25 RETIRE PREMIU 0.00 22.90 1000 20085017 10/08/25 1121 VISION SERVICE PLAN 710 72300 10/25 RETIRE PREMIU 0.00 2,129.70 TOTAL CHECK 0.00 2,152.60
TOTAL CASH ACCOUNT 0.00 2,152.60
TOTAL FUND 0.00 2,152.60
TOTAL REPORT 0.00 1,853,244.73
CENTRALSQUARE PAGE NUMBER: 1
DATE: 11/03/2025 CITY OF EMERYVILLE ACCTPA21
TIME: 17:14:48 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20251002 00:00:00.000' and '20251103 00:00:00.000' and transact.check_no>'500000' ACCOUNTING PERIOD: 4/26
FUND - 282 - RDA RETIREMENT FD (RPTTF)

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 50002072 10/08/25 1300 EKI ENVIRONMENT & W 282 80050 08/01-08/31 FMW/COR 0.00 544,703.67 1000 50002073 10/15/25 4122 BURKE, WILLIAMS & S 282 80360 09/25 SA - ROPS 0.00 90.48 1000 50002073 10/15/25 4122 BURKE, WILLIAMS & S 282 80360 09/25 SA DTSC ISE O 0.00 542.88 1000 50002073 10/15/25 4122 BURKE, WILLIAMS & S 282 80360 09/25 GROUND/W SITE 0.00 1,628.64 TOTAL CHECK 0.00 2,262.00
1000 50002074 10/15/25 7032 INNOVATIVE CONSTRUC 282 2030 5%RETENTION FMW/DEM 0.00 -25,312.82 1000 50002074 10/15/25 7032 INNOVATIVE CONSTRUC 282 80050 08/25 FMW DEMO 0.00 506,256.35 TOTAL CHECK 0.00 480,943.53
1000 50002075 10/29/25 1300 EKI ENVIRONMENT & W 282 80050 09/01-09/30 SBF SIT 0.00 41,579.56 1000 50002076 10/29/25 5697 MAZE & ASSOCIATES 282 80200 FY24-25 AGENCY AUDI 0.00 5,671.00 TOTAL CASH ACCOUNT 0.00 1,075,159.76
TOTAL FUND 0.00 1,075,159.76
TOTAL REPORT 0.00 1,075,159.76
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org

ACTION MINUTES
Special Closed Session
Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch
Members:
--AMENDED--
City Council

CITY OF EMERYVILLE
Tuesday, November 4, 2025 6:00 PM Council Chambers

1. CALL TO ORDER
The meeting was called to order at 6:01 p.m.

2. ROLL CALL
Vice Mayor Kaur was absent 6:01 p.m.- 6:03 p.m.

Mayor David Mourra
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch

Present: 4 -

Absent: 1 - Vice Mayor Sukhdeep Kaur

3. EX PARTE COMMUNICATIONS
No ex parte communications were reported.

4. PUBLIC COMMENT (on Closed Session Items)
0 speakers.

5. CLOSED SESSION - CITY OF EMERYVILLE

5.1. CONFERENCE WITH LEGAL COUNSEL - PENDING CLAIMS, Pursuant to Government Code Section 54956.9(e)(3):

5.1.1. ID-2025-348 Claim of Roberto Aguilera Velazquez - EM2025-19 Attachments: Roberto Aguilera Velazquez Claim

5.2. CONFERENCE WITH LEGAL COUNSEL - POTENTIAL LITIGATION - Government Code Section 54956.9(d)(4):

5.2.1. ID-2025-349 One Potential Case
City of Emeryville Page 1 of 2 Printed on 11/5/2025
Special Closed Session ACTION MINUTES November 4, 2025
A motion was made by Vice Mayor Kaur, seconded by Council Member Solomon, to authorize the City Attorney to join the City of Emeryville as amicus curiae in the matter of the State of Illinois v.

Donald J. Trump, No. 25-2798 filed on behalf of local governments and local government leaders in support of Appellees’ response to emergency motion for stay pending appeal before the United States Supreme Court involving the deployment of National Guard troops in the City of Chicago. The motion carried by the following vote:

Ayes Mayor Mourra,Vice Mayor Kaur,Council Member Priforce,Council Member Solomon, and Council Member Welch
5 -

6. REPORTING OUT OF CLOSED SESSION
City Attorney John Kennedy reported out of Closed Session as shown above.

7. ADJOURNMENT
The meeting adjourned at 6:13 p.m.

I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a meeting of the Emeryville City Council.
/s/ April Foran, CMC
City Clerk
City of Emeryville Page 2 of 2 Printed on 11/5/2025
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org

ACTION MINUTES
City Council
Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch
Members:
--AMENDED--
Special Study Session

CITY OF EMERYVILLE
Tuesday, November 4, 2025 6:15 PM Council Chambers

1. CALL TO ORDER
The meeting was called to order at 6:16 p.m.

2. ROLL CALL
Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch

Present: 5 -

3. APPROVAL OF FINAL AGENDA
A motion was made by Council Member Welch, seconded by Council Member Solomon, to approve the final agenda. The motion carried by the following vote:

Ayes: Mayor Mourra, Vice Mayor Kaur, Council Member Priforce, Council Member Solomon, and Council Member Welch
5 -

4. EX PARTE COMMUNICATIONS
No ex parte communications were reported.

5. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
0 speakers.

6. STUDY SESSION

6.1. ID-2025-339 Study Session: Revenue Measures For 2026. (Sharon Friedrichsen) City of Emeryville Page 1 of 2 Printed on 11/5/2025
City Council ACTION MINUTES November 4, 2025
Staff Report
Attachment A – HdL Business License Study Presentation
Attachment B – NBS Special Tax Analysis Report
Attachments:

The City Council gave direction to move forward with the parcel tax and modified business license options.

7. ADJOURNMENT
The meeting adjourned at 7:37 p.m.

ACTION MINUTES
City of Emeryville as Successor Agency to the Emeryville Redevelopment Agency Chair David Mourra
Vice Chair Sukhdeep Kaur
Agency Member Kalimah A. Priforce
Agency Member Matthew Solomon
Agency Member Courtney Welch
Members:

CITY OF EMERYVILLE
Tuesday, November 4, 2025 7:15 PM Council Chambers

1. CALL TO ORDER
The meeting was called to order at 7:38 p.m.

2. ROLL CALL
Chair David Mourra
Vice Chair Sukhdeep Kaur
Board Member Kalimah A. Priforce
Board Member Matthew Solomon
Board Member Courtney Welch

Present: 5 -

3. APPROVAL OF FINAL AGENDA
A motion was made by Board Member Welch, seconded by Board Member Solomon, to approve the final agenda. The motion carried by the following vote:

Ayes: Chair Mourra, Vice Chair Kaur, Board Member Priforce, Board Member Solomon and Board Member Welch
5 -

4. EX PARTE COMMUNICATIONS
No ex parte communications were reported.

5. PUBLIC COMMENT FOR CONSENT AGENDA / ITEMS NOT ON THE AGENDA 8 speakers.

6. CONSENT CALENDAR
A motion was made by Vice Chair Kaur, seconded by Board Member Welch, to approve the Consent Calendar. The motion carried by the following vote:

Ayes: Chair Mourra, Vice Chair Kaur, Board Member Priforce, Board Member Solomon and Board Member Welch
5 -
City of Emeryville Page 1 of 2 Printed on 11/5/2025
City of Emeryville as Successor Agency to the November 4, 2025 Emeryville Redevelopment Agency

ACTION MINUTES

6.1. ID-2025-342 Action Minutes Of The October 21, 2025, City Of Emeryville As Successor Agency To The Emeryville Redevelopment Agency Regular Meeting. (April Foran)
Attachments: Action Minutes
A motion was made to approve the Minutes.

7. ACTION ITEMS

8. ADJOURNMENT
The meeting adjourned at 7:54 p.m.

I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a meeting of the City of Emeryville as Successor Agency to the Emeryville Redevelopment Agency.
/s/ April Foran, CMC
Secretary
City of Emeryville Page 2 of 2 Printed on 11/5/2025
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org

ACTION MINUTES
City Council
Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch
Members:
--AMENDED--

CITY OF EMERYVILLE
Tuesday, November 4, 2025 7:16 PM Council Chambers

1. CALL TO ORDER
The meeting was called to order at 7:54 p.m.

2. ROLL CALL
Mayor David Mourra
Vice Mayor Sukhdeep Kaur
Council Member Kalimah A. Priforce
Council Member Matthew Solomon
Council Member Courtney Welch

Present: 5 -

3. APPROVAL OF FINAL AGENDA
A motion was made by Council Member Welch, seconded by Council Member Solomon, to approve the final agenda. The motion carried by the following vote:

Ayes: Mayor Mourra, Vice Mayor Kaur, Council Member Priforce, Council Member Solomon, and Council Member Welch
5 -

4. SPECIAL ORDERS OF THE DAY

5. ANNOUNCEMENT OF COMMISSION / COMMITTEE VACANCIES

6. COUNCIL MEMBER SPECIAL ANNOUNCEMENTS / REPORTS ON MEETING

ATTENDANCE
Vice Mayor Kaur reported that she attended the tree planting at the marina on October 30, 2025.

7. CITY MANAGER'S REPORT

8. EX PARTE COMMUNICATIONS
No ex parte communications were reported.

City of Emeryville Page 1 of 5 Printed on 11/5/2025
City Council ACTION MINUTES November 4, 2025

9. PUBLIC COMMENT FOR CONSENT AGENDA / ITEMS NOT ON THE AGENDA 14 speakers.

10. CONSENT ITEMS
A motion was made by Council Member Solomon, seconded by Vice Mayor Kaur, to approve the Consent Agenda. The motion carried by the following vote:

Ayes: Mayor Mourra, Vice Mayor Kaur, Council Member Priforce, Council Member Solomon, and Council Member Welch
5 -

10.1. ID-2025-343 Action Minutes Of The October 21, 2025, Special City Council Closed Session Meeting. (April Foran)
Attachments: Action Minutes
A motion was made to approve the Minutes.

10.2. ID-2025-344 Action Minutes of The October 21, 2025, Emeryville City Council Special Meeting. (April Foran)
Attachments: Action Minutes
A motion was made to approve the Minutes.

10.3. ID-2025-345 Action Minutes Of The October 21, 2025, Regular City Council Meeting. (April Foran)
Attachments: Action Minutes
A motion was made to approve the Minutes.

10.4. ID-2025-325 Resolution Of The City Council Of The City Of Emeryville Consenting To The Proposed On-Street Parking Restrictions For Recreational Vehicles, Trucks, And Trailers Near Certain Public City Parks. (Mohamed Alaoui / Ryan O'Connell)
Staff Report
Draft Resolution
Exhibit A - Map of Proposed Parking Restrictions On Streets Near City Parks
Attachments:

A motion was made to approve this Resolution.

Enactment No: Reso No. 25-103

10.5. ID-2025-347 Resolution Of The City Council Of The City Of Emeryville Authorizing The City Manager To Execute A First Amendment To The Maintenance Agreement With George S. Hall, Inc., For Providing Maintenance Services To Citywide Facilities To Increase The Contract Amount By An Additional Amount Of $130,000 For A Total
City of Emeryville Page 2 of 5 Printed on 11/5/2025
City Council ACTION MINUTES November 4, 2025
Contract Amount Not To Exceed $1,146,750 Budgeting The Contract To Cover Maintenance Tasks Due To Unforeseeable Yet Time Sensitive Work. (Mohamed Alaoui / Saleh Aboutaleb)
Staff Report
Attachment A - Maintenance Services Contract
Draft Resolution
Exhibit A to Resolution - Maintenance Services Contract 1st Amendment Exhibit A to Contract
Attachments:

A motion was made to approve this Resolution.

Enactment No: Reso No. 25-104

11. PUBLIC HEARINGS

11.1. ID-2025-317 Resolution Of The City Council Of The City Of Emeryville Granting A Waiver From The Noise Ordinance For Paving Work On Hollis Street, Park Avenue, 45th Street, 53rd Street, Stanford Avenue, Powell Street, Doyle Street, 59th Street, And 67th Street On Dates To Be Determined Between November 5, 2025 and June 30, 2026, Excluding The Thanksgiving Day, Day After Thanksgiving, Christmas Day, New Years’ Day, Martin Luther King, Jr.’s Birthday, Presidents Day, Memorial Day And Juneteenth Holidays, To The City Of Emeryville And Bay Cities Paving & Grading Inc., For Work Related To Street Improvements As Part Of The 2024 Sustainable Streetscapes, Project No. EPW-23008 (CIP No. 24221005) (CEQA Status: Exempt Pursuant To State CEQA Guidelines Section 15061(b)(3)). (Mohamed Alaoui / Phillip Toste) Staff Report
Draft Resolution
Attachments:

Associate Civil Engineer Phillip Toste made a presentation and answered Council Member questions.

PUBLIC HEARING OPENED: 8:29 p.m.
1 speaker.

PUBLIC HEARING CLOSED: 8:31 p.m.

A motion was made by Council Member Solomon, seconded by Council Member Welch, to approve this Resolution as amended. The motion carried by the following vote:

Ayes: Mayor Mourra, Vice Mayor Kaur, Council Member Priforce, Council Member Solomon, and Council Member Welch
5 -

Enactment No: Reso No. 25-105
City of Emeryville Page 3 of 5 Printed on 11/5/2025
City Council ACTION MINUTES November 4, 2025

12. ACTION ITEMS

13. DEPARTMENT HEAD REPORTS

13.1. ID-2025-341 Community Development Director's Report on Planning Commission Actions at the October 23, 2025 meeting:
(a) BESS Berkeley Emergency Storm Shelter
(UP25-003) - Consideration of a Conditional Use Permit application for a temporary winter shelter at the former City Recreation Center located at 4300 San Pablo Avenue. The shelter will operate from December 1, 2025, to April 15, 2025. CEQA Status: This project is exempt from environmental review under California State CEQA Guidelines Section 15301, which applies to minor alteration of existing structures involving negligible or no expansion of use, and the “common sense exemption” at State CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the proposal may have a significant effect on the environment. General Plan Land Use Classification: Mixed Use with Residential, Major Transit Hub, and Neighborhood Retail Overlay; Zoning District: Mixed Use with Residential (MUR), Transit Hub Overlay (TH), Neighborhood Retail Overlay (RR) and Pedestrian Priority Zone (PP). (Applicant: Dorothy Day House - Roshone Atkins) (Owner: City of Emeryville) (APNs:
49-1079-14-1 and -17-1)
(b) Bicycle Parking (ORD25-001) - Study Session considering a recommendation to the City Council to approve proposed amendments to Title 9 (the Planning Regulations) of the Emeryville Municipal Code to modify bicycle parking requirements in Section 9-4.408 (Bicycle Parking) in Article 4 of Chapter 4. This project is exempt from environmental review under State CEQA Guidelines under the “common sense exemption” at Section 15061(b)(3) because it can be seen with certainty that there is no possibility that the proposal may have a significant effect on the environment.

14. FUTURE AGENDA ITEM REQUESTS FROM COUNCIL MEMBERS
Council Member Priforce requested and received majority support to work with the City Attorney on a possible process to allow more speaking time for people with disabilities.

15. ADJOURNMENT
The meeting adjourned at 8:42 p.m.

City of Emeryville Page 4 of 5 Printed on 11/5/2025
City Council ACTION MINUTES November 4, 2025
I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a meeting of the Emeryville City Council.
/s/ April Foran, CMC
City Clerk
City of Emeryville Page 5 of 5 Printed on 11/5/2025
City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: November 18, 2025
TO: LaTanya Bellow, City Manager
FROM: April Foran, City Clerk
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE

ADDING ADVISORY BODY DESIGNATIONS AND ALLOWING THE

PUBLIC ART COMMITTEE AND BICYCLE/ PEDESTRIAN ADVISORY

COMMITTEE TO SET THEIR OWN MEETING SCHEDULE

RECOMMENDATION
Staff recommends that the City Council adopt a resolution adding advisory body designations to include Youth/Student, Renter, Homeowner, Below Market Rate (BMR) Recipient, and Large Art Institution; and allow the Public Art Committee and Bicycle/Pedestrian Advisory Committee to set their own meeting schedule.

BACKGROUND
At a Study Session on September 2, 2025, the City Council gave direction to staff to add new designations on advisory bodies. Specifically, on the Housing Committee to add designations for a Renter, Homeowner, and Below Market Rate Recipient. For the Public Art Committee, to add a designation for a large art institution. And third, to create a Youth/Student designation for a member attending Emery High School or an Emeryville resident enrolled in a college or university.

DISCUSSION
The memberships on several advisory bodies have been difficult to keep filled in the last several years due to lack of applications and resignations. For this reason, staff recommends that all designations contain flexibility for the applicant pool. The designations on the Housing Committee would all be “/Community Member” to allow flexibility with applicants. The designation on the Public Art Committee would be “/Resident/Business Representative” to allow for membership flexibility.

The Youth/Student designation would also need flexibility. Staff plans to pilot this designation on the Parks & Recreation Committee, and if successful, expand it to the Public Art Committee and others. Its alternate designation would shift with the designation on each committee. For the Parks & Recreation Committee it would be “/Community Member.”
The City Council also gave direction at the Study Session to cancel all meetings from December 15 to January 15. This poses an issue for the Public Art Committee as they have a need to meet during this time. Setting advisory body meeting schedules by City Council Resolution is time consuming and allows for little flexibility within the Advisory Body Designations
City Council Meeting | November 18, 2025

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committees as changes need a long lead-time to institute based on meeting schedules.

The Bicycle/Pedestrian Advisory Committee (BPAC) often has meetings that fall on holidays (Monday meeting schedule) creating a need to cancel and call special meetings. Staff recommends allowing the Public Art Committee and BPAC the ability to set their own schedule by majority vote of the membership. The item would be agendized, the membership would set their schedule for the year, and the schedule would be posted on the website.

FISCAL IMPACT
There is no fiscal impact related to this item.

STAFF COMMUNICATION WITH THE PUBLIC
There has been no additional staff communication with the public on this item.

CONFLICT OF INTEREST
There is no conflict of interest related to the item.

CONCLUSION
Staff recommends that the City Council adopt a resolution adding advisory body designations to include Youth/Student, Renter, Homeowner, Below Market Rate (BMR) Recipient, and Large Art Institution; and allow the Public Art Committee and Bicycle/Pedestrian Advisory Committee to set their own meeting schedule, instead of by Council resolution.

PREPARED BY: April Foran, City Clerk

APPROVED AND FORWARDED TO THE
CITY COUNCIL OF THE CITY OF EMERYVILLE:

LaTanya Bellow, City Manager

ATTACHMENT
▪ Draft Resolution
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ADDING

ADVISORY BODY DESIGNATIONS AND ALLOWING THE PUBLIC ART COMMITTEE

AND BICYCLE/PEDESTRIAN ADVISORY COMMITTEE TO SET THEIR OWN

MEETING SCHEDULE
WHEREAS, designations need to be created for several new positions on advisory bodies including Youth/Student, Renter, Homeowner, Below Market Rate (BMR) Recipient, and Large Art Institution; and
WHEREAS, the Youth/Student designation would be defined as a member attending Emery High School or an Emeryville resident enrolled in a college or university; and WHEREAS, the Youth/Student designation will be piloted on the Parks & Recreation Committee with the potential to expand to the Public Art Committee and others; and WHEREAS, setting advisory body meeting schedules by Council resolution is time consuming and allows for little flexibility, and the Public Art Committee and Bicycle/Pedestrian Advisory Committee have a need to set their annual schedules by majority vote of the committee; now, therefore, be it
RESOLVED, by the City Council of the City of Emeryville that new advisory body designations of Youth/Student, Renter, Homeowner, Below Market Rate (BMR) Recipient, and Large Art Institution be added to the designation list; and be it further RESOLVED, by the City Council of the City of Emeryville that the Public Art Committee and Bicycle/Pedestrian Advisory Committee set their annual meeting schedule by majority vote of the respective committee membership.

Resolution No. _____
Advisory Body Designations
City Council Meeting | November 18, 2025

Page 2 of 2 ends

ADOPTED, by the City Council of the City of Emeryville at a Regular Meeting held November 18, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

MAYOR
ATTEST: APPROVED AS TO FORM:

CITY CLERK CITY ATTORNEY
City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: November 18, 2025
TO: LaTanya Bellow, City Manager
FROM: Rebecca Sermeno, Community Services Director
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ACCEPTING A DONATION IN THE AMOUNT OF $1,450.63 FROM

FRIENDS OF SENIOR CENTER TO THE COMMUNITY SERVICES

DEPARTMENT TO PURCHASE A LAPTOP AND MONITOR FOR
SENIOR HELP DESK FUNDS TO BE RECORDED IN 5460-62600 WHEN RECEIVED AND TO BE EXPENDED FROM 5460-73000

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving a $1,450.63 donation from Friends of the Senior Center to the Community Services Department for the purchase of a laptop and monitor to support the Senior Help Desk.

BACKGROUND
The Senior Help Desk, operated through the Community Services Department, provides essential support to older adults in navigating technology, accessing services, and staying connected with the community. The Help Desk has become an increasingly vital resource, especially as more services and communications have moved online.

Friends of the Senior Center, a long-standing nonprofit partner, has consistently supported the City’s senior programs through fundraising and volunteerism.

Recognizing the need for updated equipment to enhance service delivery, the organization has offered a donation to fund the purchase of a new laptop and monitor.

DISCUSSION
The proposed donation will improve the efficiency and reliability of services provided to seniors, including one-on-one tech support, virtual program access, and digital literacy training.

Accepting this donation aligns with the City’s goals of fostering community partnerships and enhancing services for older adults. Staff will ensure that the equipment is procured in accordance with City purchasing policies and deployed promptly to support ongoing operations.

Senior Center Laptop Donation
City Council Meeting | November 18, 2025

Page 2 of 2 ends

On June 9, 2016, the City of Emeryville adopted Administrative Instruction No. 111 COE/MESA Personnel Rules and Regulations: Section 4.11 Authorized Compensation and FPPC Regulations 18944 and 18950.1 which provides that “Donations to the City, valued at more than $250: Monetary or in-lieu donations to the City of Emeryville by private individual or corporations, valued at more than $250 must be approved by resolution of the City Council.” (See AI 101: Council Agenda Procedures).

FISCAL IMPACT
There will be no fiscal impact to accepting these funds aside from administrative staff time to facilitate the partnership and ensure that all requirements have been met. Funds to be recorded in General Fund for Donations (account 5460-62600) when received and to be expended from Community Services Department, Adult Services Division, Office Supplies (account 5460-73000).

STAFF COMMUNICATION WITH THE PUBLIC
None.

PREPARED BY: Rebecca Sermeno, Community Services Director

APPROVED AND FORWARDED TO THE
CITY COUNCIL OF THE CITY OF EMERYVILLE:

LaTanya Bellow, City Manager

ATTACHMENTS
▪ Draft Resolution
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ACCEPTING A DONATION IN THE AMOUNT OF $1,450.63 FROM FRIENDS OF SENIOR CENTER

TO THE COMMUNITY SERVICES DEPARTMENT TO PURCHASE A LAPTOP AND MONITOR FOR SENIOR HELP DESK FUNDS TO BE RECORDED IN 5460-62600 WHEN RECEIVED AND TO BE EXPENDED FROM 5460-73000
WHEREAS, the Friends of the Senior Center is a nonprofit organization that supports programs and services benefiting older adults in the City of Emeryville; and WHEREAS, the Friends of the Senior Center has generously offered to donate One Thousand Four Hundred Fifty Dollars and Sixty-Three Cents ($1,450.63) to the City’s Community Services Department; and
WHEREAS, the donation is intended to fund the purchase of a laptop and monitor to enhance the operations of the Senior Help Desk, which provides vital technology support and digital access services to older adults; and
WHEREAS, the City Council finds it in the public interest to accept this donation and express its appreciation for the continued partnership with the Friends of the Senior Center; now, therefore, be it
RESOLVED, that the City Council of the City of Emeryville hereby accepts a donation in the amount of $1,450.63 from Friends of the Senior Center in 2025/2026 and appropriate funds to be recorded in 5460-62600 when received and to be expended from 5460-73000.

Resolution No. _____
Senior Center Laptop Donation
City Council Meeting | November 18, 2025

Page 2 of 2 ends

ADOPTED, by the City Council of the City of Emeryville at a Regular Meeting held November 18, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

MAYOR
ATTEST: APPROVED AS TO FORM:

CITY CLERK CITY ATTORNEY
City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: November 18, 2025
TO: LaTanya Bellow, City Manager
FROM: Rebecca Sermeno, Community Services Director
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE

AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT

WITH THE CALIFORNIA DEPARTMENT OF EDUCATION FOR THE

PURPOSE OF PROVIDING CHILD CARE AND DEVELOPMENT

SERVICES AND TO AUTHORIZE THE CITY MANAGER TO SIGN
CONTRACT DOCUMENTS FOR FISCAL YEAR 2026–27, THE

CONTINUING FUNDING APPLICATION, AND ALL RELATED

CONTRACT DOCUMENTS AND ANY FUTURE AMENDMENTS AND
APPROPRIATE SAID FUNDS WHEN RECEIVED TO ACCOUNTS 230-
53600

RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to execute a contract with the California Department of Education for the purpose of providing child care and development services and to authorize the City Manager to sign contract documents for fiscal year 2026–27, the continuing funding application, and all related contract documents and any future amendments and appropriate said funds when received to accounts 230-53600 when received.

BACKGROUND
The Emeryville Child Development Center is eligible to receive funding from the California State Department of Education on a yearly basis for its child services program to subsidize the costs of providing childcare to low-income families. The funds are used to provide specific education and care programs for children in the Pre-K program. The contract terms are initially negotiated by the Child Development Fiscal Services (CDFS) based on the application for funding and are tailored to fit what the Center needs to operate the program.

FISCAL IMPACT
The Approved Budget for FY 2025-2026 included $349,149, it is expected FY 2026-2027 is estimated to be $377,249. In addition, funding of this contract is contingent upon appropriation and availability of sufficient funds. This contract may be terminated immediately by the State if funds are not appropriated or available in amounts sufficient to fund the State’s obligations under the contract.

Upon receipt, funds will be appropriated to account 230-53600.

ECDC CSPP Annual Contract
City Council Meeting | November 18, 2025

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Emeryville City CouncilNovember 18, 2025

Emeryville City Council
November 18, 2025