Emeryville City Council
March 17, 2026

City of Emeryville Page 1 of 4
Members:

Mayor Sukhdeep Kaur
Vice Mayor Matthew Solomon
Council Member David Mourra
Council Member Kalimah A. Priforce
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, March 17, 2026 6:30 PM - Special Study Session 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.

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Passcode: 649018
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 March 17, 2026
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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.

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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 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 March 17, 2026
City of Emeryville Page 3 of 4

1. CALL TO ORDER - SPECIAL STUDY SESSION 6:30 PM

2. ROLL CALL

3. STUDY SESSION

3.1. STUDY SESSION REGARDING THE EMERYVILLE ARTS CENTER

4. ADJOURNMENT

1. CALL TO ORDER - REGULAR MEETING 7:00 PM

2. ROLL CALL

3. APPROVAL OF FINAL AGENDA

4. SPECIAL ORDERS OF THE DAY

4.1. ECONOMIC DEVELOPMENT ADVISORY COMMITTEE’S ANNUAL REPORT ON

COMMITTEE GOALS, PRINCIPLES AND ACCOMPLISHMENTS FOR CALENDAR YEAR 2025; AND PROPOSED COMMITTEE PRIORITIES FOR CALENDAR YEAR 2026

4.2. PUBLIC ART COMMITTEE ANNUAL REPORT ON COMMITTEE GOALS, PRINCIPLES AND ACCOMPLISHMENTS FOR CALENDAR YEAR 2025; AND PROPOSED COMMITTEE PRIORITIES FOR CALENDAR YEAR 2026

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 FEBRUARY 20, 2026, SPECIAL CITY COUNCIL MEETING (STRATEGIC PLANNING SESSION)

9.4. ACTION MINUTES OF THE MARCH 3, 2026, CLOSED SESSION

9.5. ACTION MINUTES OF THE MARCH 3, 2026, CITY COUNCIL MEETING

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

CITY MANAGER TO ENTER INTO AN OPERATIONAL AREA EMERGENCY MANAGEMENT

ORGANIZATION AGREEMENT WITH THE COUNTY OF ALAMEDA AND OTHER CITIES, City Council AGENDA March 17, 2026
City of Emeryville Page 4 of 4

SPECIAL DISTRICTS AND PUBLIC BENEFIT NON-PROFIT CORPORATIONS FOR

PARTICIPATION IN THE ALAMEDA COUNTY OPERATIONAL AREA EMERGENCY

MANAGEMENT ORGANIZATION

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

CITY MANAGER TO EXECUTE A THIRD AMENDMENT TO THE PROFESSIONAL

SERVICES CONTRACT WITH MAZE & ASSOCIATES TO EXTEND THE AGREEMENT FROM JULY 1, 2026 TO DECEMBER 31, 2026 FOR AN ADDITIONAL AMOUNT NOT TO EXCEED $141,200 AND A TOTAL CONTRACT AMOUNT NOT TO EXCEED AMOUNT OF $820,857 FOR FINANCIAL AUDIT AND RELATED SERVICES

9.8. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE APPROVING THE

AGREEMENT OF EMPLOYMENT BETWEEN THE CITY OF EMERYVILLE AND JOHN

KENNEDY AS CITY ATTORNEY

9.9. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE APPROVING THE 2025 GENERAL PLAN ANNUAL PROGRESS REPORT AND AUTHORIZING SUBMITTAL TO THE GOVERNOR’S OFFICE OF LAND USE AND CLIMATE INNOVATION AND TO THE

CALIFORNIA DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT

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

CITY MANAGER TO SUBMIT AN APPLICATION FOR PROHOUSING INCENTIVE

PROGRAM FUNDS FROM THE CALIFORNIA DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT; ACCEPT PROHOUSING INCENTIVE PROGRAM FUNDS;

AND ENTER INTO A CALIFORNIA STANDARD AGREEMENT

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

CITY MANAGER TO EXECUTE A THIRD AMENDMENT TO THE PROFESSIONAL

SERVICES CONTRACT WITH DIABLO ENGINEERING GROUP FOR COSTS FOR ADDITIONAL SERVICES ASSOCIATED WITH THE 40TH STREET MULTIMODAL PROJECT, AND INCREASING THE TOTAL CONTRACT COMPENSATION BY $1,437,285.00 FOR A TOTAL CONTRACT AMOUNT NOT TO EXCEED $5,010,280.84

10. PUBLIC HEARINGS

11. ACTION ITEMS

11.1. 40TH STREET MULTIMODAL PROJECT ENVIRONMENTAL CLEARANCE APPROVAL

12. DEPARTMENT HEAD REPORTS

12.1. ANNOUNCEMENT OF COMMISSION/COMMITTEE VACANCIES

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: March 17, 2026
TO: Mayor and City Council Members
FROM: LaTanya Bellow, City Manager
SUBMITTED BY: Chadrick Smalley, Community Development Director SUBJECT: STUDY SESSION REGARDING THE EMERYVILLE ARTS CENTER

RECOMMENDATION
Staff recommends that the City Council consider the following report from staff on the Emeryville Arts Center and provide direction to staff.

BACKGROUND
Project History
In March 2006, the Emeryville Redevelopment Agency (“Agency”) purchased 4060 Hollis Street, a property located immediately south of City Hall, northeast of the Hollis Street and 40th Street intersection. The property is 33,697 square feet and is almost completely occupied by a one-story brick building formerly occupied by the United Stamping Company. The Agency purchased this site for the purpose of adaptive reuse of the existing building to provide space for the annual Emeryville Celebration of the Arts Exhibition as well as year-round performing arts uses.

The Arts Center is one of the City Council’s priorities as identified in the City’s Strategic Plan by the City Council on March 21, 2025, and designated as one of four “Top Priority” initiatives during the City Council’s Strategic Planning Session held on February 20, 2026.

From 2006 through 2020, several plans were advanced to implement the Arts Center project. The most recent attempt culminated in a Lease Disposition and Development Agreement (LDDA) between the City and Orton Development Incorporated (ODI) which was executed in October 2020. The LDDA contained provisions intended to ensure the long-term financial viability of the Art Center, including a provision allowing for the termination of the LDDA if any of the conditions precedent to the lease were impossible to meet. During the course of implementing the LDDA, the City determined that the submittal of a Financing Plan with Development Costs less than $12,900,000, as required by the conditions precedent to lease, was not possible. Accordingly, the City provided notice of termination of the LDDA on October 11, 2022.

July 18, 2023 Study Session
On July 18, 2023, the City Council held a study session on options for next steps for the Art Center, where staff reviewed the project’s history in detail and presented several options for proceeding.

Arts Center Study Session
City Council Meeting | March 17, 2026

The City Council provided direction to staff as follows:

The following project objectives were confirmed:
• Minimize City subsidy while ensuring fiscal sustainability of operations • Maximize civic and community arts-based uses of the facility • Expedite completion of the project
• Utilize robust community engagement in developing programming for the facility
The following project key elements were confirmed:
• Dedicated space for annual Emeryville Celebration of the Arts • Dedicated and managed gallery space for local artists • Flexible use space suitable for performing arts and other community events The City Council supported implementation of the project through a “hybrid” implementation approach, where the City would contract for the design and construction of a building that met the minimum, immediate need of providing a suitable facility for the Emeryville Celebration of the Arts and to find a private operating partner later, however, the City Council also urged early and robust engagement of the community to ensure any building constructed through this method is responsive to the community’s needs and not just a building shell, and to advance the discussion on operating models and organizations.

The City Council indicated openness to the potential for the project to utilize new construction rather than adaptive reuse of the existing unreinforced masonry building on the project site if this approach would improve financial feasibility of the project.

The City Council also directed staff to assemble a “task force” of individuals to advise staff and the Council on implementation of the project, particularly in the area of operational models.

February 20, 2024 Update
On February 20, 2024, the City Council was provided an update on the establishment of the Art Center Advisory Group (ACAG), which was appointed by the City Manager on December 18, 2023 and is comprised of the following individuals:
• Community Member: Jean Goldman
• Emeryville Celebration of the Arts Representative: Sharon Wilchar • Performing Arts Focus: Nancy Karp
• Funding Focus: Frances Phillips
• Art Center Operations Focus: Holly Alonso, Archana Horsting, Jose R.

Rivera
Arts Center Study Session
City Council Meeting | March 17, 2026

Also on February 20, 2024, the City Council authorized the execution of a contract with consultants Art is Luv and Jean Johnstone Consulting (AIL/JJC) for advancement of the project through the performance of the following tasks:
• Review of background documentation (including prior studies, business plans, pro-forma financial statements, cost estimates, etc.)
• Conduct robust outreach to update prior visioning exercises and arrive at a current vision for the project that is responsive to community needs • Engage and help form agenda topics for ACAG discussion, input and advice • Evaluate the feasibility of reuse of the existing building through architectural and structural subconsultants to determine the most efficient method of delivering a usable building
• Analyze operational funding and partnership models
• Develop a framework for organizational structure for operations November 19, 2024 Study Session
On November 19, 2024, the City Council held a study session to receive an update on the project and provide staff direction considering the information gathered since the February 20, 2024 update. This information included an analysis of the feasibility of reusing the existing structure at 4060 Hollis as compared to new construction, which found that the costs of these two options are comparable, and that embodied carbon is also comparable when considering the operating period for the building. The analysis also noted that new construction provides for more flexibility to meet the operational needs of the uses anticipated for the art center.

Upon review of this information, the City Council affirmed the ACAG’s recommendations and provided direction to staff as follows:
• Implement the project inclusive of all of the desired key elements (flexible gallery space, performing arts space, classrooms and support space) comprehensively, rather than utilizing a phased approach.
• Retain the services of a capital fundraising consultant to support the development of a funding strategy for the project.
• Advance the project as new construction, rather than adaptive reuse, and aim to retain or replicate certain architectural elements of the existing building in new construction.

September 2, 2025 Update
On September 2, 2025, the City Council received an update on the project, including the Operational Model Analysis completed by AIL/JJC. The Operational Model Analysis concluded that a hybrid City-Nonprofit operational model is preferred. This model combines elements of city support and engagement with a nonprofit as the primary operator, managing programming and activities in the city-owned facility, enabling a mix Arts Center Study Session
City Council Meeting | March 17, 2026

of public oversight and private operational flexibility. The report found this model opens multiple operating revenue streams and offers the highest financial feasibility for a longrunning and stable arts organization.

Under the hybrid City-Nonprofit model, the operating partner arts organization is recommended to provide:
• Strong performing arts programming (27% of grant funding, the largest amount, targets the performing arts).
• Strong educational components (this is the source of 60% of earned revenue on average for arts and cultural organizations).
• Attractive spaces for year-round engagement and foot traffic to increase earned revenue as well as community support (i.e., cafe, gift shop, community events).

The Operating Model Analysis is consistent with the City Council’s direction provided to staff at the July 18, 2023 study session to pursue a hybrid implementation model with a to-be-identified private operating partner, with additional analysis supporting that implementation pathway, and recommended characteristics of the partner organization.

Also on September 2, 2025, the City Council authorized the execution of a contract with Community Counselling Service (CCS) for capital fundraising strategy services. CCS scope of work included the following tasks:
• Onboarding and Immersion – CCS met with individuals connected to and knowledgeable of the Art Center Project to gather input on the preliminary case for support and perceived top prospects for contributors and evaluate campaign readiness
• Prospect Landscape Analysis – CCS identified prospects, evaluated peer organizations for identify additional donors, mapped relationships between community leaders and new prospects, and prioritized prospects • Engage Community Feedback – CCS conducted strategic interviews and a survey to assess philanthropic interest in a campaign
Contract deliverables associated with these work elements include a detailed workplan, a background statement (or test case), study interview materials, electronic survey design and implementation, weekly progress reports, and interim and final reports that include all findings from engagement and data analytics as well as detailed recommendations for next steps.

This staff report serves as an update to the City Council on the Arts Center Project and requests direction to staff for next steps.

DISCUSSION
Since the September 2, 2025 update, two separate contract deliverables have been completed and the ACAG has met four times to discuss the consultants’ work and provide Arts Center Study Session
City Council Meeting | March 17, 2026

advice. These deliverables include: 1) the Organizational Structure and Implementation Report by AIL/JJC (Attachment A), and 2) the Fundraising Feasibility and Planning Study Report by CCS (Attachment B).

Organizational Structure and Implementation Report
AIL/JJC’s scope of work for advancement of the project included an analysis and recommendations for the structure, formation pathway, and early operating strategy for the nonprofit organization to operate the Arts Center. The recommendations in the report aim to maximize public benefit, support long-term viability, and limit structural risk to the operating entity.

The overall finding of the Organizational Structure and Implementation Report is that “…long-term outcomes are shaped less by architectural ambition than by early decisions about governance, role clarity, risk allocation and organizational sequencing.” Core findings of this report are:
• The Emeryville Arts and Cultural Center is best structured as a city-owned, nonprofit-operated facility, consistent with durable civic arts center models and aligned with Emeryville’s public-purpose goals.
• The Arts Center should be conceived and operated as shared civic cultural infrastructure, not as a stand-alone producing organization or a replacement for existing arts entities. Its role is to support, coordinate, and amplify a dense but infrastructure-constrained regional arts ecosystem through access, partnership, and shared use.
• Capital and real-estate risk must remain with the City and should not be transferred – directly or indirectly – to the nonprofit operator. Given the prevalence of micro-budget arts organizations in the local and regional ecosystem, insulating the operator from facility-related financial pressure is a prerequisite for programmatic viability and long-term public benefit. • Organizational development should proceed independently of facility completion, using phased, readiness-based ramp-up as a core risk-management strategy rather than a temporary workaround.
• A defined pre-organization phase is recommended prior to nonprofit incorporation, to establish interim authority, clarify boundaries, and create the conditions under which organizational development can responsibly begin – without prematurely formalizing governance or assuming facility-dependent obligations.
• Early organizational formation should be deliberately guided. The preorganization and nonprofit formation process should be supported by experienced nonprofit and governance expertise, rather than left to ad hoc committees or overstretched City staff, to ensure clarity of roles, disciplined sequencing, and alignment with public-purpose goals.

Arts Center Study Session
City Council Meeting | March 17, 2026

• Executive leadership is the primary inflection point between concept and institution. The sequencing of leadership recruitment, governance formation, and incorporation materially affects organizational credibility, fundraising capacity, and long-term effectiveness.
• The legitimacy and long-term appeal of the Arts Center derive from the City’s stewardship and community mandate, rather than from inherited branding, donor bases, or programming identities of any single nonprofit organization.

The Organizational Structure and Implementation Report recommends a phased approach to implementation (beginning on Phase 30 of Attachment A), with the first phase involving engagement of specialized expertise in non-profit governance design and organizational formation, establishment of a time-limited, non-fiduciary advisory steering group, securing a fiscal sponsor, and developing a founding executive director profile and recruitment plan. The second phase includes appointment of a founding executive director, recruitment of a founding board of directors, nonprofit incorporation and commencement of proof-of-concept programs in temporary or shared spaces. The third phase includes formal operating agreements between the City and the nonprofit operator regarding facility development and use.

Fundraising Feasibility and Planning Study Report
CCS’s work sought to quantitatively and qualitatively understand the Arts Center’s potential to attract philanthropic investment, assess readiness for a capital fundraising campaign, and recommend a strategy for capital fundraising.

Core findings of this report are:
• Emeryville is recognized as a home for artists and a city that values public art. • Study participants were excited by the idea of establishing Emeryville as an arts destination with an arts center at its core.
• The gallery and arts education spaces tested the highest of the three primary components with interviewees.
• Concerns included the scale of the immediate need without a donor base or existing programming, as well as the ability to sustain a center over time. • Response rates of those invited to participate were low, and willingness of interviewees to be involved in some way is below CCS averages for this sector. • Analysis of all the data points collected during the study process indicate that a $50+ million philanthropic goal is not feasible for this project as currently envisioned.
• There remain options for a path forward, focused on incremental progress.

Regarding the last finding on options for advancing the project, CCS makes the following key recommendation (emphasis added):
“Through the study process it has become clear that a large-scale fundraising campaign is not feasible at this time. More specificity in Arts Center Study Session
City Council Meeting | March 17, 2026

programming and operating plan is required for existing prospects to commit to being involved in this project at any level, and the landscape of prospective donors is not developed to the point of uncovering the potential seven- and eight-figure gifts it would take to make this possible as it is currently scoped.

CCS recommends moving the project forward with a phased approach rooted in programming and leadership infrastructure. Phases will allow the City and its partners to demonstrate meaningful progress, build momentum, generate buy-in, and create space for innovation through piloting and evaluating ideas with little risk…
While it may seem like the best course of action is to commit to finding other funding sources to make this version of the arts center a reality, or to determine a new scale for this project, the feedback received from study participants indicates otherwise. It will take a longer runway and more contributors (volunteers, prospects, institutional funders and individual or family donors) to make an arts center sustainable in the long term. There are real questions, concerns, and prerequisites to success that are likely to be more successfully addressed through a deliberate unfolding than charging forward.”
Specifically, CCS recommends a phased approach in which the first phase includes commencing pilot programming in rented or borrowed space to test what programming the community would support. Early involvement of the Emery Unified School District, and lessons learned from the Rotten City Cultural District programs are referenced as components of this phase. The second phase entails establishing the shape and scale of the Arts Center, using lessons learned from the first phase. The third phase includes finalizing the messaging to support a fundraising campaign.

It is important to note that CCS’ recommendations were developed from the perspective of fundraising strategy, whereas AIL/JJC’s work originates from a more general perspective informed by the project history, prior research (e.g. the Operational Models Analysis) and ongoing community outreach contacts. Despite this difference in perspective, AIL/JJC and CCS have arrived at recommendations for proceeding with the project that are largely consistent with each other (i.e. a phased approach beginning with organizational development and pilot programming). These reports’ findings have been distilled to a set of recommendations by the ACAG, described below.

ACAG Recommendations
As noted above, the ACAG has met periodically with AIL/JJC and CCS to discuss the progress of this work and provide advice to staff. At the most recent of these meetings held on February 9, 2026, the ACAG made the following recommendations, consistent with the recommendations of AIL/JJC:

Arts Center Study Session
City Council Meeting | March 17, 2026

• Establish criteria for members of a provisional, time-limited, non-fiduciary advisory steering group. The steering group would develop early operating principles, secure a fiscal sponsor, identify initial partnership opportunities, and develop a profile for founding executive leadership.
• To allow for these pre-facility activities, allocate capital funds budgeted for the project for the initial start-up costs of the operating entity. These costs are estimated at $350,000 to $550,000 per year, for two years ($700,000-$1,100,000 total). These funds would be provided through a Memorandum of Understanding or similar contractual arrangement between the City and the fiscal sponsor, wherein the City agrees to provide funds and the organization (through the fiscal sponsor) agrees to certain implementation milestones.
• Continue to explore capital funding strategies and partners, in collaboration with the founding executive director and board.

In summary, AIL/JJC, CCS and the ACAG recommend establishing an operating entity and beginning pilot programming prior to further advancement of the Arts Center facility itself – a phased approach. This would represent a departure from the most recent implementation approaches the City has pursued with this project, which focused principally on the facility rather than operating structure and costs, inclusive of all desired components at once (i.e., not phased). In this context, the project is at an inflection point and general direction from the City Council is requested to determine next steps.

STRATEGIC PLAN CONNECTION
As noted above, the Arts Center project has been a strategic initiative of the City Council since its March 21, 2025 Strategic Planning Session, and recently was designated a Top Priority by the City Council in its February 20, 2026 Strategic Planning Session.

FISCAL IMPACT
The current Capital Improvement Program includes the following appropriations for the Art Center: $5,446,869 in General Capital funds (Fund 475), $3,800,000 in retained Agency non-housing bond proceeds (Fund 479), $1,423,775 developer contribution from Pixar Animation Studios, remaining from the $2,000,000 originally pledged specifically for the project (Fund 473), and $629 Major Maintenance funds (Fund 650). A total of $10,671,273 is programmed for the project.

Providing startup operating support to the initial entity is estimated to cost $700,000 to $1,100,000, as noted above. Specialized expertise in governance design will require consultant support, which at present is an unknown cost and depends on the length of engagement. These funds may be sourced from the General Capital funds (Fund 475) allocated to the project, should the City Council choose to reallocate them for this purpose.

Arts Center Study Session
City Council Meeting | March 17, 2026

STAFF COMMUNICATION WITH THE PUBLIC
The ACAG has met on twelve occasions since its establishment, including four times to discuss the reports outlined in this staff report.

DISCUSSION QUESTIONS
1) Does the City Council support the ACAG’s recommendation to proceed with a phased approach, beginning with establishing a temporary, non-fiduciary steering group to guide development of an operating entity, with this work supported by specialized expertise in governance design and organizational formation? 2) Does the City Council support the concept of a reallocation of a portion of the capital funds programmed for the Arts Center Project to initial start costs of the new operating entity?
3) Does the City Council have any other concerns or considerations with the recommended approach to project implementation?
PREPARED BY: Chadrick Smalley, Community Development Director

ATTACHMENTS
• Attachment A – Organizational Structure and Implementation Report • Attachment B – Fundraising Feasibility and Planning Study Report Prepared By: Jean Johnstone
and Charmin Roundtree-Baaqee
www.j-johnstone-consulting.com
www.artisluv.com
[email protected]

BUILDING THE HEART OF

EMERYVILLE
Organizational Structure and
Implementation Report for the Emeryville
Arts and Cultural Center
Table of Contents
03 05
11 15
22 25
26 30
34 41
Executive Summary
Introduction and Overview
Cultural Center Identity and Community Needs
Assessment
Existing Community Resources
Organizational Models
Evaluation of Organizational Models
Development of Recommended Organizational
Structure and Partnerships
Implementation Strategy – The Road Map
From Concept to Organization
Conclusion
References 42
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 3 Executive Summary
This report presents an analysis and set of recommendations regarding the organizational structure, formation pathway, and early operating strategy for the nonprofit arts
organization proposed to operate the Emeryville Arts and Cultural Center. Building on the City’s prior Operating Models Analysis (Task 5), informed by comparative civic arts center models, and aligned with findings from the City’s Fundraising Feasibility and Planning Study, the report focuses on
identifying an organizational framework that maximizes public benefit, supports long-term viability, and limits structural risk during both the pre-facility period and the initial years of facility operation.

While development of a permanent Arts Center facility
remains a central civic objective, this report is intentionally focused on the organizational conditions required for success, independent of the timing, financing sequence, or final configuration of the building itself. Experience across comparable civic arts and cultural centers demonstrates that long-term outcomes are shaped less by architectural ambition than by early decisions about governance, role clarity, risk allocation, and organizational sequencing.

Accordingly, this report treats organizational design as an instrument of public policy rather than a purely technical or managerial exercise. Organizational formation is understood as a phased process that unfolds over time—moving from
advisory guidance and interim structures toward formal
governance and incorporation as leadership capacity,
operating assumptions, and public accountability are
established. This framing recognizes that how an organization is formed is as consequential as whether it is formed,
particularly for publicly initiated cultural infrastructure. “The most interesting challenge is
how do you take constraint and
turn it into an opportunity to
make something really unique in
the world”. – Meejin Yoon
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 4 Core Findings
• The Emeryville Arts and Cultural Center is best structured as a city-owned, nonprofit-operated facility, consistent with durable civic arts center models and aligned with Emeryville’s public-purpose goals.
• The Arts Center should be conceived and operated as shared civic cultural infrastructure, not as a stand-alone producing organization or a replacement for existing arts entities. Its role is to support, coordinate, and amplify a dense but infrastructure-constrained regional arts ecosystem through access, partnership, and shared use.
• Capital and real-estate risk must remain with the City and should not be transferred—directly or indirectly—to the nonprofit operator. Given the prevalence of micro-budget arts organizations in the local and regional ecosystem, insulating the operator from facility-related financial pressure is a prerequisite for programmatic viability and long-term public benefit. • Organizational development should proceed independently of facility completion, using phased, readiness-based ramp-up as a core risk-management strategy rather than a temporary workaround.
• A defined pre-organization phase is recommended prior to nonprofit incorporation, to establish interim authority, clarify boundaries, and create the conditions under which organizational development can responsibly begin— without prematurely formalizing governance or assuming facility-dependent obligations.
• Early organizational formation should be deliberately guided. The preorganization and nonprofit formation process should be supported by experienced nonprofit and governance expertise, rather than left to ad hoc committees or overstretched City staff, to ensure clarity of roles, disciplined sequencing, and alignment with public-purpose goals.
• Executive leadership is the primary inflection point between concept and institution. The sequencing of leadership recruitment, governance formation, and incorporation materially affects organizational credibility, fundraising capacity, and long-term effectiveness.
• The legitimacy and long-term appeal of the Arts Center derive from the City’s stewardship and community mandate, rather than from inherited branding, donor bases, or programming identities of any single nonprofit organization.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 5 What these findings mean for
Organizational Design and Implementation:

Taken together, these findings point to an organizational design approach grounded in phased authority, disciplined sequencing, and alignment with real ecosystem and funding conditions. • Organizational formation should begin with a defined pre-organization phase, prior to nonprofit incorporation. This phase is intended to establish interim authority, clarify roles, and create the conditions for responsible organizational development without locking in permanent governance structures too early.
• During this pre-organization phase, early activity should be carried through:
o a time-limited, non-fiduciary Advisory Steering Group focused on public-purpose framing, alignment, and leadership profiling;
o fiscal sponsorship, to enable early fundraising, contracting, and pilot activity without premature incorporation; and
o development of a founding Executive Director position profile and recruitment plan, recognizing this role as the primary bridge between vision and institution. o this early formation phase should be deliberately guided by nonprofit governance and organizational development expertise to support disciplined sequencing, clarity of roles, and alignment with the City’s public-purpose objectives.
• Executive leadership should precede board formation. A purpose-built Founding Board of Directors should be recruited only after executive leadership is in place and early operating assumptions have begun to be tested. Nonprofit incorporation should occur when defined readiness thresholds— governance capacity, financial systems, early program traction, and a viable operating trajectory—are met.
• Mission and vision development should be intentionally sequenced. In the earliest phase, mission and vision work should remain exploratory and provisional, informed by early programming, partnerships, and learning. Formal adoption should occur during initial nonprofit formation, led jointly by the founding Board and Executive Director, grounded in the City’s public-purpose goals while retaining flexibility to evolve.
• The nonprofit operator must be designed to function as partnership-oriented civic infrastructure, not as a competitive producer. Governance, staffing, budget allocation, and facility access policies should prioritize coordination and shared services across a fragmented arts ecosystem. • Early operations and staffing should be right-sized to realistic Bay Area funding conditions.

Organizational ramp-up should be incremental, with staffing growth and program scale tied to reliable contributed and earned revenue, rather than to aspirational facility timelines or capital assumptions.
• Throughout all phases, authority and accountability should be deliberately staged, recognizing that advisory, interim, and fiduciary roles serve different purposes at different moments in the organization’s formation.

Elements Dependent on Future City Decisions
Several elements necessarily remain dependent on future policy and implementation decisions by the City and are therefore not resolved in this report, including:

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 6 • The capital funding and delivery framework for the Arts Center facility, including the use of public financing tools, phasing strategies, or mixed-use approaches. • The role, if any, of third-party development partners and the structure of agreements governing risk allocation and long-term stewardship.
• The timing and conditions under which the nonprofit operator would transition from pre-facility operations to full facility operation.

The recommendations presented in this report are intended to guide near-term decisions regarding nonprofit formation, governance, leadership, and early operations, while preserving flexibility as the City advances capital and delivery planning. Taken together, they establish a realistic and adaptable foundation for stewarding the Emeryville Arts and Cultural Center as a long-term civic and cultural asset—one designed to expand access, strengthen the local arts ecosystem, and deliver sustained public value over time.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 7 Introduction and
Overview
This report examines the organizational structure,
formation pathway, and early implementation
considerations for the nonprofit entity proposed
to operate the Emeryville Arts and Cultural
Center. It is intended for City staff and decisionmakers, advisory bodies, arts and community stakeholders, and prospective partners who will
play a role in shaping the Arts Center’s next
phase.

The analysis builds on prior City work, including
the Operating Models Analysis (Task 5) and the
Fundraising Feasibility and Planning Study, and
responds to a central question that has emerged
through those efforts: not whether Emeryville
should pursue an Arts and Cultural Center, but
how the organizational conditions for its success
should be established. In particular, this report
focuses on the sequencing of leadership,
governance, and incorporation decisions that will
shape the Arts Center’s long-term public value,
operational viability, and capacity to serve a
diverse creative ecosystem.

While development of a permanent facility
remains a key civic objective, this report is
intentionally scoped to address organizational
design independent of building delivery timelines,
capital financing strategies, or final facility
configuration. Experience from comparable civic
arts centers indicates that early organizational
decisions—often made before a facility is
complete—have lasting consequences for
financial sustainability, partnership capacity, and
public accountability. For that reason, this report
treats organizational structure not as an
administrative afterthought, but as a core policy
consideration.
“The Arts cannot flourish or enhance
community life without the ideas, energy,
and drive of individual artists”
– The McNight Fellowships for Individual Artists
A central premise of the analysis is that
organizational formation is not a single event, but
a phased process that unfolds over time. Rather
than assuming immediate nonprofit
incorporation as the default starting point, the
report examines interim and pre-organization
strategies that allow authority, leadership, and
operating assumptions to develop responsibly
before they are formalized. This approach
reflects both comparative best practice and the
current Bay Area funding environment, where
premature scale and unresolved capital exposure
have frequently undermined otherwise
promising cultural initiatives.

Understanding these organizational questions
requires grounding them in the realities of
Emeryville’s local and regional arts ecosystem.

The report therefore situates its
recommendations within a broader landscape
characterized by high organizational density,
limited access to affordable and flexible cultural
space, and a large number of small and microbudget arts organizations operating without permanent facilities. These conditions shape both
the opportunity and the obligation facing the
proposed Arts and Cultural Center: to function
not as a competitive producer or replacement
institution, but as shared civic infrastructure
designed to support, coordinate, and amplify
existing activity.

Within this context, the sections that follow
analyze ecosystem conditions, review
comparative organizational models, and outline a
recommended framework for phased nonprofit
formation and early implementation. Together,
they are intended to provide City decision-makers
and stakeholders with a clear, realistic foundation
for advancing the Arts and Cultural Center in a
manner that is aligned with public purpose,
responsive to local conditions, and adaptable as
future policy and capital decisions are made.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 8 Scope and Relationship to Prior Work
This report is designed to extend, rather than revisit, the conclusions of the City’s earlier Operating Models Analysis. Where the previous report evaluated alternative ownership and operating configurations at a conceptual level, this report translates those findings into a concrete organizational framework, specifying governance models, staffing assumptions, funding alignment, and a phased pathway from formation through early stabilization.

The analysis also reflects findings from the City’s Fundraising Feasibility and Planning Study, which underscore the importance of separating capital delivery challenges from nonprofit organizational viability. Taken together, these analyses reinforce a central premise: the nonprofit arts operator should be established to deliver programming and community benefit—not to compensate for unresolved capital or real-estate constraints.

The sections that follow examine comparable organizational models, evaluate governance and business structures, and present a recommended approach tailored to Emeryville’s scale, funding environment, and stated public objectives. Ramp-up and implementation guidance is provided to support thoughtful, phased development and to clarify key decision points as the City moves from planning toward execution.

Why Organizational Structure Matters
For civic arts centers, organizational structure is not a neutral or purely technical choice. It is a public-policy decision that shapes programmatic capacity, financial resilience, and accountability to the community over time. Decisions made at the point of formation—regarding governance authority, capital responsibility, staffing assumptions, and revenue expectations—tend to embed constraints that persist regardless of subsequent leadership changes or funding conditions. In practice, these constraints are often introduced not only by the final governance structure itself, but by the moment at which authority is first formalized, sometimes before the organization has had the opportunity to learn, adapt, or establish its operating identity.

In the current Bay Area context, where many arts organizations are operating under sustained financial pressure, the consequences of misaligned organizational design are particularly acute. Organizations burdened with real-estate obligations, under-capitalized facilities, or revenue expectations that exceed realistic funding conditions frequently struggle to maintain programming quality, retain staff, or serve their stated communities. Conversely, organizations that are intentionally right-sized, clearly governed, and insulated from capital exposure are better positioned to adapt, build community relationships, and grow responsibly over time.

Accordingly, this report treats organizational design as an instrument of public policy rather than a purely managerial exercise. The recommended structure is intended to embed community integration, partnership capacity, and fiscal discipline into the Arts Center's operating framework from the outset, rather than relying on individual leadership styles or short-term initiatives to carry these responsibilities. Organizational ramp-up is not treated as a transitional inconvenience, but as a strategic phase in its own right—one that allows governance, mission, and operating assumptions to take shape before they are formalized, reducing risk while building credibility and public value early.

Brief History of the Project
In March 2006, the Emeryville Redevelopment Agency (“Agency”) purchased 4060 Hollis Street, a property located immediately south of Old Town Hall, northeast of the Hollis Street and 40th Street intersection. The ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 9 property is 33,697 square feet and is almost completely occupied by a one-story brick building constructed about 1942 and formerly occupied by the United Stamping Company. The Agency purchased this site for the purpose of adaptive reuse of the existing building to provide space for the annual Emeryville Celebration of the Arts Exhibition as well as year-round performing arts uses.

Since the 2006 purchase of 4060 Hollis Street, there have been several planning and design iterations (years 2006, 2011, 2012, and 2018) which included robust community engagement efforts and analyses of potential operational models. In February of 2018, the City released an RFP, which resulted in the election of Orton Development, Inc. (“ODI”) as the City’s development partner for the Art Center.

In September 2020, the City Council authorized the execution of the Lease Disposition and Development Agreement (LDDA) and Ground Lease with ODI for the Art Center. The LDDA required the submission of a Financing Plan that demonstrated the Total Development Costs would not exceed $12,900,000 or, if Total Development Costs exceeded that amount, that grants or philanthropic donations sufficient to fund costs more than $12,900,000 had been secured. However, in December 2020, ODI considered the impact of the COVID-19 pandemic on the project, as well as the impact of rising construction costs, which led to a value engineering exercise and design changes. These changes were significant and exceeded the then $12.9 mil project budget. As a result of the potential budget exceedance and the City’s concerns regarding the subsequent financing plan, the City provided notice of termination under Section 7.2 of the LDDA on October 11, 2022.

In April 2023, City Council requested a study session to evaluate the feasibility of the project, as there is currently insufficient capital funding to support the capital requirements of constructing the Art Center as previously envisioned. In response, City staff released an RFP to solicit a firm/s that would lead an updated visioning, operational model and funding evaluation, and feasibility study of constructing a new art center either by repurposing the existing building structure and/or the footprint only at 4060 Hollis St. In February of 2024, City Council approved staff selection of Art Is Luv (AIL) and J. Johnstone Consulting (JJC) to lead this effort.

Since their onboarding, the consultant team has completed an analysis of potential operating models, including City-led, City-Nonprofit hybrid, and developer-led partnerships. Based on the City’s existing resources and the current regional and national arts and culture landscape, the analysis determined that adopting a hybrid City-Nonprofit operational model would yield the best path forward. This model combines elements of city support and engagement with a nonprofit as the primary operator with the agreement that the organization be formed in service to the community’s needs as articulated in the prior Operational Model Report and further developed here in Task 6. Importantly, the analysis established clear parameters regarding capital and operational risk: while collaborative fundraising for the Arts Center build-out is appropriate, the nonprofit operator should not be positioned to absorb unresolved capital risk or facility costs through rent or lease obligations that would compromise long-term programmatic viability. Where third-party developer involvement is considered, Task 5 emphasized the need for clear, deliberate agreements that limit the transfer of real-estate risk to the arts organization and preserve its ability to deliver sustained public benefit.

The team recommended that the City of Emeryville fundraise for the arts center build-out as much as possible without the use of a third-party developer. If this isn’t possible, any developer-led model must fully shield the nonprofit arts operator from building and capital costs—not only in form, but in effect. Facility financing and development risk should remain a City responsibility, rather than being embedded in rent or lease terms that would undermine the organization’s programmatic sustainability and community impact.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 10 In addition, AIL and JJC completed a building feasibility study in collaboration with Leddy Maytum Stacy Architects. Based on the findings of the analysis, the City Council approved the recommendation of City staff, the Art Center Advisory Committee, and the consultant team to advance the project towards new construction. The projected cost of new construction was estimated to be $41 to $47 million, approximately $35 million beyond what is currently in reserve for the project. In an effort to address the deficiency in capital, and consistent with the operating and risk-allocation principles established through Task 5, the City Council authorized a contract with CCS Fundraising to develop a fundraising strategy and evaluate the local/regional giving capacity. The resulting analysis surmised the following:

Table 1: Campaign Readiness and Opportunity/Growth Areas (Fundraising Feasibility and Planning Study – CCS Fundraising):

Opportunities/Strengths Growth Areas/Threats
Emeryville’s unique footprint in the East Bay Willingness of volunteers and donors Commitment to further explore the project Low perceived urgency/priority of the project Early board recruitment No existing philanthropic donor base Project phasing Support fatigue
As a next step, CCS recommended that the City focus on Leadership and Prospect development, with a strong focus on founding board and executive leadership recruitment, volunteer training, and donor cultivation.

These recommendations reinforce the conclusion that philanthropic success will depend less on near-term capital solicitation and more on deliberate organizational development aligned with the governance and operating framework established through the Operating Models Analysis.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 11 Cultural Center Identity & Community Needs
Art Center Identity
In 2023, the City of Emeryville became one of twenty-four cities in California to receive Cultural District designation. Now known as the Rotten City Cultural District, Emeryville has a long-established history of creativity and innovation forged through the grit, adaptability, and civic engagement of its diverse communities. Residents, artists, business leaders, and City leadership have collectively advanced this work with persistence and ingenuity. Yet despite this momentum, the City lacks a physical, civic anchor that fully embodies and advances this shared cultural vision.

The Emeryville Arts Center has long been envisioned as a place for artistic creation, cultural celebration, community building, and innovation. The Emeryville Arts & Cultural Center Strategic Plan (2009–2011) described the Arts Center as a cultural hub intended to inspire artistic expression and advance cultural literacy, while honoring Emeryville’s diverse creative heritage through active community engagement and hands-on participation in the visual and performing arts. While this articulation reflects the values and aspirations of its time, the community’s underlying desire for a space that anchors a creative nexus within Emeryville remains consistent.

Since the inception of Arts Center visioning efforts in 2008, the City has undertaken multiple rounds of community engagement—including workshops, focus groups, listening sessions, and arts-centered activations. Across convenings in 2008, 2009, 2018, and most recently 2024, a consistent set of priorities has emerged:
• The Art Center should function as a regional destination • Spaces for art studios and classrooms should be prioritized, with learning infrastructure that supports innovation
• Exhibition spaces should be able to accommodate large scale installations • The Center should provide performance art spaces and programming • Community spaces should be hands-on and accessible
• The interior and exterior spaces should be conducive to assembly with open areas for flex use and public gathering
• The Art Center should be additive to the existing arts and culture ecosystem and serve as resource center for artists, arts organizations, Emeryville residents and the broader community ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 12 As part of the discovery and document review phase of the Building Feasibility Study, AIL and JJC explored the various ways that a future art center might expand its impact and reach. We conducted the following interviews, focus groups, and site tours.

Image: Outtakes from Ciel Event Space, Kala Arts Institute, and Richmond Art Center (source: AIL and JJC) ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 13 Table 2: Community Engagement Interview Summary
Event Type Participant/Site Name No. of Meetings
Focus Group Emeryville Art Center Advisory Group (ACAG) Emeryville Public Art Committee (PAC)
11 (ECAG)
2 (PAC)
Arts Administrator Interview Roberto Bedoya
Archana Horsting
Ellen Lake
Jeff Nathanson
Frances Phillips
Jose Rivera
6 Arts Organization/Event Space Ciel Event Space
Creative Growth Art Center
Kala Art Institute
Richmond Art Center
4 Artist Interview Samantha Tyler Cooper
Wendy Mack
Rick Tejada Flores
3 Through this research, the consultant team confirmed that the core needs and functions of the proposed Arts Center are largely consistent with findings from earlier planning efforts. At the same time, recent engagement generated more detailed and actionable guidance related to organizational structure, governance, and longterm sustainability. These prescriptive insights informed the Operating Models Analysis (Task 5) and are further evaluated and refined in this report (Task 6). Participants offered substantive input across the following areas, summarized here:
• Clarifying the Arts Center’s identity and public purpose • Defining the “built community”: who the Center is intended to serve • Establishing clear roles among City leadership, nonprofit operators, and strategic partners • Diversifying and stabilizing funding sources
• Nonprofit formation, staffing, and operational capacity • Using strategic plans as living, adaptive governance tools • Identifying reliable and critical earned and contributed revenue streams • Developing sustainable capital and operating budgets
• Building financial reserves to support long-term resilience • Cultivating fundraising capacity and social capital
Together, these insights reflect a shift from visioning toward implementation, emphasizing the organizational conditions necessary for the Arts Center’s long-term viability.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 14 Additionally, the consultant team synthesized interview findings with a broader analysis of the local arts and cultural landscape to identify resource gaps and opportunities within the City and surrounding region that have not yet been fully explored:
• Educational institution partnerships; career pathways and professional development • Small businesses and arts organizations shared services models • Facility access and rental opportunities for local arts and nonprofit organizations • Expanding access through inclusive facility design and programmatic strategies • Developing programming that complements and strengthens the existing arts and cultural ecosystem • Leveraging cafés, retail, or other ancillary uses to support year-round activation and public engagement
As the Arts Center moves from visioning to implementation, these enduring community priorities underscore the need to revisit and refine the organization’s mission and vision—ensuring alignment with current conditions, governance structures, and long-term operational realities.

Mission and Vision Development: Recommended Approach
For organizations established to steward public cultural infrastructure, mission and vision are rarely fully knowable at inception. They tend to take shape through early practice, partnership, and leadership judgment, and only later become formalized through governance. This is particularly true for institutions whose purpose is to serve as shared civic infrastructure rather than as a programmatic extension of an existing organization.

The development of a clear mission and vision for the nonprofit arts partner will therefore be a critical early milestone in establishing the Emeryville Arts and Cultural Center as a durable public cultural institution. At the same time, this report does not recommend finalizing a mission and vision statement at the outset. Doing so would risk fixing organizational identity before leadership capacity, community relationships, and operating assumptions have had the opportunity to develop.

Instead, mission and vision should emerge through a staged formation process that aligns with the organization’s evolving governance. In the earliest phase—when activity may be guided by advisory leadership or carried through fiscal sponsorship—mission and vision work should remain exploratory and provisional, informed by early programming, partnerships, and learning. Formal adoption should occur only once fiduciary responsibility is in place, ensuring that long-term accountability and organizational ownership are aligned.

Accordingly, this report recommends that mission and vision be formally adopted during the initial period of nonprofit formation, led by the founding Board of Directors in partnership with the inaugural Executive Director. That process should be grounded in the City’s articulated public-purpose goals for the Arts Center and informed by prior community visioning, while retaining sufficient flexibility to respond to evolving needs, partnerships, and opportunities as the organization matures.

While the nonprofit operator should have autonomy in defining its mission, several framing principles should be treated as non-negotiable:
• The Arts Center functions as public cultural infrastructure, not a single-discipline or singleorganization venue; • Access, affordability, and community-serving outcomes are central to organizational purpose; ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 15 • The organization is designed to support and amplify existing local arts ecosystems, rather than duplicate services; and
• Long-term sustainability and public accountability are core institutional responsibilities.

This sequencing allows the City to establish clear expectations while preserving the integrity of nonprofit governance.

A recurring question is whether a newly formed organization will lack the legitimacy of an established partner. As noted earlier, the Arts Center's credibility derives primarily from the City's stewardship and community mandate.

In this context, the nonprofit operator’s credibility is not dependent on inherited branding, but on clear alignment with public-purpose goals, strong leadership, and early demonstration of value through accessible programming and partnerships. While established organizations may offer name recognition, they also bring pre-existing missions, governance structures, and donor expectations that may not align with the Center’s intended role as shared civic infrastructure. For these reasons, this report favors the formation of a purposebuilt nonprofit organization, with mission and vision developed through a structured governance-led process, over the adoption of an existing organization whose identity was shaped for different objectives.

Existing Community Resources and Creative Ecosystem
The City of Emeryville is home to a wide-ranging and highly active creative community, with artistic practices spanning film, dance, spoken word, visual arts, media, design, and interdisciplinary work. Annual events such as the Emeryville Celebration of the Arts, the City’s robust public art program, and mural initiatives developed in partnership with nonprofit organizations reflect a sustained municipal commitment to arts and culture.

Arts education similarly plays a foundational role in the City’s creative ecosystem, supported through K–12 schools, City-operated recreation and community centers, grassroots arts organizations, and individual artists offering classes, workshops, and open studio opportunities. Collectively, these efforts contribute to Emeryville’s distinct “small city, big heart” cultural identity.

As in most cities with active and diverse cultural activity, arts and cultural resources in Emeryville are distributed across multiple organizations, venues, and informal networks rather than centralized within a single institution. Within this context, the proposed Emeryville Arts and Cultural Center has the potential to function as both physical and symbolic cultural infrastructure: a shared civic platform that supports exchange, collaboration, and public engagement while expanding access through visible, flexible, and affordable space.

This section provides a high-level snapshot of existing arts and cultural organizations in Emeryville and the immediately surrounding region. Drawing on public nonprofit datasets, municipal cultural plans, and creative economy studies, the analysis is not intended as a comprehensive inventory. Rather, it situates the proposed nonprofit operator within an existing ecosystem in order to assess complementarity, partnership potential, and opportunities to avoid duplication of effort.

In addition to its nonprofit arts organizations, Emeryville is home to a substantial for-profit creative economy, spanning animation and film, media and publishing, music and audio production, design and marketing, and small-scale visual arts and creative services. Major employers anchor this sector alongside smaller studios, galleries, and creative businesses operating throughout the city. This commercial creative activity plays an important role in Emeryville’s economic identity and employment base. At the same time, these businesses ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 16 generally operate through private-market models and industry-specific networks and are not reliant on civic cultural infrastructure for their core operations. As such, the proposed Emeryville Arts and Cultural Center is not intended to function as a business incubator or workforce development hub for the for-profit creative sector. Rather, its role is to complement the city’s broader creative ecosystem by providing public-facing, nonprofit cultural space focused on access, community use, and locally rooted artistic production.

Emeryville in Regional Context: Berkeley and Oakland
Emeryville functions within a dense and highly active East Bay cultural ecosystem. While this report does not serve as a regional cultural plan, understanding the scale, composition, and operating conditions of nearby arts communities is essential to evaluating the role and value of a new civic arts facility in Emeryville. Regional context helps clarify whether a new Arts Center would represent unnecessary duplication or, alternatively, a strategic investment in shared infrastructure that addresses unmet needs across municipal boundaries.

The overview below draws primarily on municipal cultural plans and creative economy analyses for Berkeley and Oakland, supplemented by publicly available nonprofit and economic data. These neighboring cities provide relevant points of comparison due to their scale, density of arts activity, and well-documented challenges related to space, sustainability, and organizational capacity.

Berkeley hosts a notably high concentration of arts and cultural organizations relative to its population.

According to the CVL report Berkeley Creative Economy Economic Impact Analysis (2025), approximately 650 creative economy organizations operate within the city, including an estimated 193 nonprofit arts and culture organizations—representing roughly 30 percent of Berkeley’s creative businesses. This proportion significantly exceeds the nonprofit share across other economic sectors, underscoring the central role of nonprofit organizations in Berkeley’s cultural landscape.

Visual and performing arts constitute the largest subsector, accounting for more than half of creative economy employment. Other prominent subsectors include architecture and design, publishing and printing, digital media, literary arts, and arts education. Taken together, these data describe a mature ecosystem characterized by numerous small- to mid-sized organizations, independent artists, and project-based activity—many of which operate without permanent, dedicated facilities and rely on shared or temporary spaces.

Oakland’s arts ecosystem is larger and more geographically and culturally diverse. The City of Oakland’s cultural planning documents, including Mapping Oakland’s Arts and Cultural Ecosystem 2018 report, identify hundreds of nonprofit, for-profit, and community-based cultural organizations distributed across neighborhoods and disciplines, including producing and presenting organizations, cultural centers, informal and community-rooted spaces, and artist-led initiatives embedded throughout commercial corridors and residential areas.

While not structured as exhaustive inventories, these studies consistently describe an ecosystem dominated by small and mid-sized organizations, many operating with annual budgets under $1 million. They also identify persistent structural challenges, including limited access to affordable cultural space, displacement pressures, and reliance on informal or temporary venues for production and presentation. As in Berkeley, a high density of cultural activity coexists with significant capacity constraints.

County-level data further contextualize this landscape, as reflected in the Alameda County Arts Commission’s 2023 Overview of city-level arts organizations, which are heavily concentrated in Berkeley and Oakland, while ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 17 smaller cities—including Emeryville—host comparatively fewer arts-focused nonprofits. This distribution suggests that while Emeryville is surrounded by a dense regional arts ecosystem, it is not itself saturated with arts organizations or facilities—positioning it as a strategically located site for shared cultural infrastructure serving organizations and artists throughout the East Bay.

What the Regional Context Suggests for Emeryville
Viewed together, the Berkeley and Oakland data point to a regional arts ecology that is organizationally rich but infrastructure-constrained. The presence of numerous arts organizations does not indicate saturation of facilities or unnecessary duplication; rather, it reflects sustained demand for accessible, flexible, and affordable cultural space, as well as for platforms that support collaboration, visibility, and shared use.

Within this context, the proposed Emeryville Arts and Cultural Center is not envisioned as a replacement for existing organizations or as a competitive producer of programming. Instead, it is positioned as complementary civic infrastructure—designed to support and amplify existing activity through partnerships, shared space, and coordinated use, while addressing gaps created by a fragmented and capacity-limited facility landscape.

Emeryville’s Arts Landscape: Capacity and Opportunity
Against this regional backdrop, Emeryville’s arts ecosystem presents a distinct and highly specific profile:
small in scale, artist-driven in orientation, and operating with markedly limited organizational and financial capacity relative to neighboring cities. While embedded within a dense regional arts ecology, Emeryville itself supports a comparatively modest number of arts-focused organizations and lacks the concentration of dedicated cultural facilities found in adjacent jurisdictions.

To ground this analysis in local conditions, the consultant team reviewed publicly available data on arts and cultural organizations with a verified operational presence in Emeryville, drawing on IRS filings, National Taxonomy of Exempt Entities (NTEE) classifications, municipal documentation, and supplemental web-based verification. The resulting snapshot focuses on arts and cultural infrastructure—entities whose primary mission is to create, present, teach, preserve, or coordinate arts and cultural activity for public benefit.

As reflected in the table below, Emeryville is home to a limited number of active arts and cultural organizations, including nonprofit organizations, artist cooperatives, a for-profit gallery, and one municipal cultural district program. The overwhelming majority operate at a micro scale—typically with annual budgets under $50,000 or with no publicly available financial information—and many are artist-led, volunteer-driven, or project-based rather than institutionally scaled.

Organizational activity is concentrated in visual arts, dance and movement practices, film and media, arts education, cultural heritage, and multidisciplinary or community-rooted work. Notably, Emeryville’s nonprofit arts landscape includes very few organizations structured as presenting institutions or venue operators. Most function without permanent, purpose-built public facilities. Where physical space exists, it is generally oriented toward studio practice, administrative use, or limited-capacity gatherings rather than sustained public programming.

As a result, many organizations rely on informal venues, short-term partnerships, pop-up formats, or shared spaces to carry out exhibitions, performances, workshops, and community engagement activities.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 18 ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 19 Arts and Cultural Organizations with Active Emeryville Operations As reflected in the table, Emeryville is home to a limited number of active arts and cultural organizations, including nonprofit organizations, artist cooperatives, a for-profit gallery, and one municipal cultural district program. The overwhelming majority of these entities operate at a micro scale—typically with annual budgets under $50,000 or with no publicly available financial information. Many are artist-led, volunteerdriven, or project-based rather than institutionally scaled.

Organizational activity is concentrated in visual arts, dance and movement practices, film and media, arts education, cultural heritage, and multidisciplinary or community-rooted work. Notably, Emeryville’s nonprofit arts landscape includes very few organizations structured as presenting institutions or venue operators. Most organizations function without permanent, purpose-built public facilities. Where physical space exists, it is generally oriented toward studio practice, administrative use, or limited-capacity gatherings rather than sustained public programming.

As a result, many organizations rely on informal venues, short-term partnerships, pop-up formats, or shared spaces to carry out exhibitions, performances, workshops, and community engagement activities.

Municipal Cultural Infrastructure and the Rotten City Cultural District The City of Emeryville plays a direct and active role in shaping the city’s cultural landscape through municipal policy, public investment, and place-based cultural initiatives. In recent years, the City has taken deliberate steps to strengthen its cultural infrastructure, including pursuing state recognition, investing in public art, and supporting district-based cultural activity as part of its broader civic and economic development strategy.

As part of this effort, Emeryville successfully applied for designation as a California Cultural District through the California Arts Council, resulting in the establishment of the Rotten City Cultural District (RCCD). The Cultural District functions as a coordinating and enabling layer of municipal cultural infrastructure, supporting artists and organizations through place-based district programming, artist residencies, grants, and management of the Bay Street Gallery.

Unlike independent arts organizations, RCCD does not primarily operate as a producer or presenter of its own artistic work. Instead, it plays a district-wide role focused on coordination, visibility, and amplification of cultural activity occurring across multiple sites and organizations. With a dedicated operating budget and contracted program management, RCCD occupies a hybrid position: municipally governed, yet programmatically distinct from other city departments. As with many municipal cultural initiatives, the specific structure, scope, and administrative arrangements of the Cultural District may evolve over time in response to policy decisions and funding conditions.

In addition to the Cultural District, the City of Emeryville directly operates several municipal arts initiatives that shape the public realm and everyday cultural experience of the city. These include competitive public art commissions and acquisitions, mural programs, and a bus stop art program administered through an advisory committee process. While these initiatives are not independent organizations—and are therefore not included in the organizational table—they represent sustained civic investment in arts and culture and contribute materially to Emeryville’s cultural identity.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 20 Artist-Led Spaces, De Facto Infrastructure, and the Creative Economy Emeryville is also home to major for-profit creative and entertainment enterprises, including Pixar Animation Studios, AMC Theatres, and digital media companies such as Art.net, a globally recognized online platform for contemporary art and market data headquartered in the city. Together, these entities underscore Emeryville’s role in the regional creative and digital economy.

However, these organizations operate through global commercial or specialized institutional models and privately controlled facilities. They are not oriented toward local public access, nonprofit cultural programming, or shared civic arts operations, and therefore do not substitute for publicly accessible cultural infrastructure serving local artists and community-based cultural activity.

By contrast, many of Emeryville’s galleries, artist collectives, and cooperatives were built and sustained over decades by individual artists—many of whom have lived and worked in Emeryville for 30 to 40 years—who collectively forged the city’s arts scene in the absence of formal public cultural infrastructure. Operating through market-rate real estate and private or cooperative business models out of necessity rather than design, these spaces have functioned as de facto civic infrastructure, providing public-facing cultural activity, exhibition opportunities, and community access where no dedicated municipal facilities existed.

In addition, several local restaurants and commercial spaces periodically host live music or small performances. While these venues do not constitute arts infrastructure—arts programming is incidental rather than their primary mission—they contribute to the city’s micro-scale cultural scene and reinforce the embedding of cultural activity in everyday social and commercial life.

Lineage of the Arts and Cultural Center
The proposed Emeryville Arts and Cultural Center emerges directly from this history: not as a substitute for artist-led spaces, but as a long-overdue civic response to their contributions. It is intended to provide durable, publicly accessible infrastructure that supports the artists and organizations who built Emeryville’s cultural identity and are now advocating, alongside the City, for a shared cultural home.

From its earliest framing, the Arts Center was also envisioned as a permanent home and year-round anchor for the Emeryville Celebration of the Arts, a longstanding nonprofit cultural event that draws on the many visual artists who live and work in Emeryville and participate through local galleries, cooperatives, studios, and informal creative spaces. While the Celebration already functions as a unifying platform within the city’s dispersed visual arts community, the Arts Center builds on this foundation by extending its impact beyond a single annual event.

Historically known for its industrial base, Emeryville has intentionally repositioned itself as a California Cultural District, cultivating a maker-oriented culture that spans visual art, craft, digital media, designoriented production, and interdisciplinary creative practice. Within this context, the city’s nonprofit arts sector remains modest in size but distinctive in character.

At the same time, the prevalence of micro-budget organizations, limited staffing capacity, and the absence of dedicated facilities underscore ongoing challenges related to sustainability, administrative resilience, and ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 21 access to affordable space. Taken together, this analysis reinforces a central finding of the broader ecosystem review: Emeryville is not saturated with nonprofit arts organizations or facilities, despite being embedded within a dense regional arts ecology. The proposed Arts and Cultural Center therefore represents a targeted civic intervention rather than a duplicative investment.

These ecosystem conditions directly inform the organizational and governance choices required to ensure the Arts Center functions as enabling infrastructure rather than an added burden within a fragile cultural landscape.

What the Ecosystem Analysis Means for Organizational Design The ecosystem analysis presented in the preceding section reveals a set of structural conditions that directly inform how the Emeryville Arts and Cultural Center should be organized and governed. These conditions are not incidental; they function as design imperatives that shape the recommended organizational model.

First, the regional and local arts landscape is characterized by organizational density but infrastructure scarcity, including a reliance on artist-built, informal, or de facto cultural spaces where no formal civic infrastructure has existed. The presence of hundreds of small and mid-sized arts organizations in Berkeley and Oakland, alongside a compact but specialized nonprofit sector in Emeryville, and a separate concentration of large-scale commercial creative enterprises, does not indicate saturation of facilities or unnecessary duplication. Rather, it reflects ongoing demand for accessible, flexible, and affordable cultural space— particularly among micro-budget organizations operating without permanent venues. The Arts Center is therefore positioned as shared civic infrastructure designed to support and amplify existing activity, not as a competitor or replacement for established organizations.

Second, the prevalence of micro-budget organizations underscores the importance of insulating the nonprofit operator from capital and real-estate risk. Organizations operating with annual budgets under $50,000—or relying on volunteer labor and episodic programming—are structurally vulnerable to displacement, rent increases, and facility-related obligations. For the Arts Center operator to serve this ecosystem effectively, it must be freed from the financial pressures that constrain the organizations it is intended to support. This separation of capital responsibility from arts operations is not a matter of convenience; it is a prerequisite for programmatic viability and long-term public benefit.

Third, the fragmented nature of the local arts ecosystem creates both an opportunity and an obligation for partnership-oriented design. Rather than functioning as a standalone venue, the Arts Center must be structured to facilitate repeat use, shared services, and collaborative programming. This requires governance and operating practices that prioritize coordination over competition, and that embed partnership capacity into staffing, budget allocation, and facility access policies.

Finally, the current Bay Area funding environment—marked by limited philanthropic capacity for large-scale capital campaigns and sustained pressure on arts operating budgets—requires that organizational formation proceed with disciplined financial assumptions. The Arts Center operator must be designed to function within realistic funding conditions, with staffing levels and program ambitions aligned to reliable contributed and earned revenue. Organizational ramp-up should therefore be phased and incremental, allowing leadership, governance, and operating assumptions to develop before they are locked into place.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 22 These imperatives—shared infrastructure, risk insulation, partnership orientation, and financial discipline— are not abstract principles. They are direct responses to the conditions documented in the ecosystem analysis, and they provide the rationale for the organizational models examined in the sections that follow.

Organizational Models
Civic arts and cultural centers in the United States tend to coalesce around a limited number of recurring organizational models. While these models vary in scale and local expression, they reflect a shared effort to balance public accountability, financial sustainability, and artistic flexibility. The most common arrangements include city-owned and city-operated facilities; city-owned and nonprofit-operated facilities; nonprofit-owned and nonprofit-operated facilities; and hybrid public–private structures with varying degrees of developer involvement.

As documented in the City’s prior Operating Models Analysis (Task 5), and reaffirmed through the comparative review conducted for this report, city-owned, nonprofit-operated models are most consistently associated with long-term stability and community-serving outcomes, particularly where facilities are conceived as public cultural infrastructure rather than commercial venues. Under this structure, the city retains ownership of land and facilities, while an independent nonprofit organization assumes responsibility for day-to-day operations, programming, fundraising, and community engagement.

This organizational logic is apparent across a range of long-standing civic arts facilities, including San Francisco’s Neighborhood Cultural Centers, Mexican Heritage Plaza in San José, the Armory Center for the Arts in Pasadena, and Santa Monica’s Airport Art Studios operated by 18th Street Arts Center. While these organizations differ in artistic focus, neighborhood context, and institutional scale, they share a common structural premise: the deliberate separation of real-estate ownership and capital responsibility from programmatic delivery and public-facing cultural work.

Importantly, these facilities emerged through different capital pathways, ranging from city acquisition and redevelopment-era construction to the adaptive reuse of existing public assets, but converged on a similar operating structure once active. This convergence suggests that the city-owned, nonprofit-operated model is not incidental or ideologically driven, but rather an adaptive response to the financial, governance, and operational realities of sustaining civic cultural infrastructure over time.

The examples summarized below are presented as comparative reference points, not as comprehensive case studies. They were selected to reflect civic arts and cultural centers that are comparable in function and public purpose to the proposed Emeryville Arts Center—specifically, facilities that are publicly owned, serve a defined community or regional role, and are operated by independent nonprofit organizations. This framing enables focused comparison of governance structures, risk allocation, and operating practices across differing local contexts.

Models grounded primarily in private ownership, commercial real-estate performance, or market-driven revenue expectations were intentionally excluded, as they are less aligned with Emeryville’s stated objectives and with the Bay Area funding and policy environment.

The following examples illustrate how this shared organizational framework has been implemented in practice, beginning with San Francisco’s Neighborhood Cultural Centers, which represent one of the longeststanding and most systematized applications of the city-owned, nonprofit-operated model.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 23 Comparative Organizational Profiles:

San Francisco Neighborhood Cultural Centers
(SOMArts, Mission Cultural Center for Latino Arts, African American Art & Culture Complex, Bayview Opera House)
San Francisco’s Neighborhood Cultural Centers represent one of the longest-running examples of city-owned, nonprofit-operated cultural facilities. In each case, the City retains ownership of the building, while an independent nonprofit organization manages programming, staffing, and community partnerships. Major capital responsibilities, such as seismic upgrades and life-safety improvements, remain with the City, insulating nonprofit operators from long-term facilities risk.

These centers demonstrate both the strengths and challenges of the model: stability of access and mission continuity on the one hand, and the need for clear agreements, strong governance, and ongoing public investment on the other.

Mexican Heritage Plaza (San José)
Mexican Heritage Plaza was developed as a civic cultural facility by the City of San José and is now operated by the School of Arts and Culture, a community-based nonprofit. The Plaza illustrates a model in which publicsector leadership in capital development is paired with nonprofit operational autonomy. Programming emphasizes cultural identity, education, and neighborhood engagement, with earned revenue serving as a supplement rather than a primary funding source.

Armory Center for the Arts (Pasadena)
The Armory Center operates out of a city-owned historic building under a long-term lease. Capital improvements have been funded through a combination of city contributions and nonprofit-led fundraising.

While this model places somewhat greater responsibility on the nonprofit than the San Francisco examples, it remains grounded in public ownership and formal agreements that define roles and expectations.

Santa Monica Airport Art Studios (18th Street Arts Center) In Santa Monica, city-owned facilities at the municipal airport are activated through a nonprofit arts operator.

The City maintains control over land and buildings, while the nonprofit focuses on artist support, residencies, and programming. This model demonstrates how public assets can be used to support arts activity without requiring the operator to assume real-estate risk.

Across these examples, several consistent patterns emerge. • Ownership and operations are deliberately separated. Cities retain ownership of land and facilities, while nonprofits manage programs and relationships.
• Nonprofit operators are not expected to repay development costs. Earned revenue supports programming and partial operations, not capital financing. • Governance relies on formal agreements rather than informal influence. Leases and operating agreements define access, reporting, and public benefit expectations. • Community engagement is embedded through nonprofit governance and partnerships, rather than direct municipal management.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 24 These patterns align closely with the conclusions of the City’s earlier Operating Models Analysis and reinforce its central premise. The following section examines leadership structures, business types, the role of the city and community groups in governance, and the integration of partnership opportunities across these cases to inform the development of Emeryville’s Art Center operator.

Leadership Structures
In the above cases, leadership responsibility is clearly vested in the nonprofit operator, typically through an Executive Director reporting to an independent Board of Directors. These boards are legally responsible for fiduciary oversight, organizational strategy, and executive leadership, and are not advisory in nature.

At the same time, cities maintain influence through formal agreements rather than direct management. For example, San Francisco’s cultural centers operate under leases and operating agreements administered by the Arts Commission, while San José retains ownership of Mexican Heritage Plaza and manages the relationship with its nonprofit operator through a management contract. In Pasadena, the Armory Center operates under a long-term lease that includes performance and reporting requirements tied to public benefit.

This structure allows cities to enforce public-purpose outcomes—such as access, affordability, and community-serving programming—without assuming responsibility for staffing, programming decisions, or nonprofit governance. Importantly, none of the case studies rely on city employees to manage arts programming, reflecting a sector-wide preference for nonprofit leadership in cultural delivery.

Business Type
Across all comparable cases, the operating entity is a 501(c)(3) nonprofit organization. None of the reviewed centers are structured as B-corps, cooperatives, or fiscally sponsored projects at the point of facility operation, although some began as fiscally sponsored initiatives during early development phases.

The predominance of the 501(c)(3) form reflects several practical considerations:
• Eligibility for philanthropic and foundation funding. • Capacity to receive public grants.
• Familiar governance and accountability mechanisms.
• Ability to hold long-term leases and contractual obligations.

Hybrid models—such as fiscal sponsorship or cooperative governance—may be useful during early incubation or for specific programs within a larger center, but the case studies suggest that a single, independent nonprofit operator provides the clearest accountability and fundraising capacity once a facility is operational.

Role of City and community groups in governance and decision making While cities do not directly govern nonprofit operators, they exert influence through:
• Lease and operating agreements defining permitted uses, community access requirements, and reporting obligations.
• Capital responsibility, particularly for major building systems, seismic upgrades, and life-safety improvements.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 25 • Appointment or review rights in limited cases (e.g., approval of operating plans or capital improvements).

Community involvement is typically embedded in governance through:
• Board composition expectations (e.g., neighborhood representation). • Advisory committees or community councils.
• Programmatic partnerships with local organizations.

In San Francisco, the Neighborhood Cultural Centers explicitly frame community-based governance as part of their founding rationale, while San José’s Mexican Heritage Plaza evolved from a city-led facility to one operated by a community-rooted nonprofit. These cases illustrate that community voice is most effectively integrated through nonprofit governance structures, rather than through direct city management.

Integrating Partnership Opportunities into the Organizational Model The nonprofit-operator model facilitates a high degree of partnership integration. Case study organizations routinely:
• Host resident arts organizations.
• Partner with schools, social service agencies, and cultural groups. • Sublease space for complementary uses aligned with the operating organization’s mission.

Because the nonprofit operator controls programming and scheduling, partnerships can be responsive and seasonal, which can prove difficult under direct municipal operation. At the same time, city ownership ensures that partnership activity remains aligned with public goals and land-use priorities.

This dual structure, of city stewardship combined with nonprofit agility, appears repeatedly across the case studies and is a central reason for its durability.

Evaluation of Organizational Models
Key Evaluation Criteria
Drawing on both the case studies and the Bay Area funding environment, organizational models were evaluated against the following criteria:
• alignment with realistic funding models and budgets;
• flexibility to scale programming and staffing over time; • capacity to respond to seasonal and community-specific needs; • clarity of roles and risk allocation;
• and the ability to maintain public accountability without constraining artistic practice.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 26 It is notable that the comparable case studies examined do not represent fundamentally different organizational models. Instead, they reflect a strong convergence on a shared structural approach, despite differences in local context, scale, and history. This convergence suggests that the city-owned, nonprofitoperated model has emerged not by coincidence, but as a pragmatic response to the operational realities of civic cultural infrastructure.

Against this backdrop, alternative models function primarily as boundary cases. City-owned, city-operated models offer maximum public control but tend to limit flexibility and carry higher long-term staffing and administrative costs. Nonprofit-owned models provide greater autonomy but place unsustainable capital and operating risk on the operator. By contrast, city-owned, nonprofit-operated models balance public stewardship with operational agility and remain the most feasible option for a facility of this scale and public purpose.

Development of Recommended Organizational Structure
and Partnerships
Drawing on the City’s prior Operating Models Analysis, the comparative case studies presented in this report, and current conditions in the Bay Area nonprofit arts sector, this report reaffirms the recommendation of a city-owned, nonprofit-operated model for the Emeryville Arts and Cultural Center.

Under this model, the City retains ownership of the land and facility and responsibility for capital investment, while an independent nonprofit organization is formed to operate, program, and steward the Arts Center in service of community needs. As documented in the earlier analysis, this structure has consistently proven to be the most durable and effective approach for civic cultural facilities of comparable scale and public purpose.

This section now translates that conclusion into a practical organizational framework—clarifying roles and responsibilities, outlining governance and partnership relationships, and aligning staffing and resources with realistic funding conditions.

Core Operational Model
The recommended operational model is intentionally designed to separate real-estate ownership and capital responsibility from arts programming and organizational operations, consistent with the City’s prior findings and best practices observed across comparable civic arts centers.

Under this structure:

The City of Emeryville
• Retains ownership of the Arts Center site and facility. • Leads or participates in capital development, including major building systems, life-safety investments, and long-term asset stewardship.
• Enters into a formal operating agreement or long-term lease with the nonprofit operator that defines public benefit requirements, access, affordability, and reporting expectations. • Provides predictable operating support and in-kind contributions consistent with the Arts Center’s role as public cultural infrastructure.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 27 The Nonprofit Arts Center Operator
• Assumes responsibility for day-to-day operations, staffing, programming, partnerships, fundraising, and community engagement.
• Develops and delivers a year-round mix of performing arts, education, exhibitions, and communitybased programming aligned with identified local needs. • Generates earned revenue through classes, rentals, events, and ancillary activities, recognizing that earned income supplements, but does not replace, contributed revenue. • Maintains fiduciary responsibility through an independent Board of Directors.

This allocation of responsibility reflects the structural logic established in the Operating Models Analysis report and reinforced through the case studies reviewed in this report. It enables public accountability while preserving the flexibility necessary for responsive cultural programming.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 28 Roles, Governance, and Partnership Relationships
Clear delineation of authority and accountability is essential to the success of the recommended model, particularly in a constrained funding environment.

Governance and Leadership
The nonprofit operator is governed by an independent Board of Directors with full fiduciary responsibility.

The Board’s core roles include:
• strategic oversight and mission stewardship;
• financial and legal accountability;
• support and evaluation of executive leadership; and
• active participation in fundraising and external relationship-building.

Executive leadership is vested in an Executive Director or Founding Director, who serves as the organization’s chief executive. In the early years, this role is primarily focused on institution-building: establishing systems, partnerships, funding alignment and fundraising, and organizational credibility, rather than maximizing program volume.

This governance structure reflects standard nonprofit practice and aligns with expectations of public funders, private donors, and municipal partners.

City–Nonprofit Interface
The relationship between the City and the nonprofit operator should be governed through formal agreements rather than informal influence or shared management. These agreements should:

1. define permitted uses, public benefit requirements, and access expectations;

2. establish clear reporting and accountability mechanisms; and

3. delineate responsibilities related to operations, maintenance, and capital investment.

As established in the Operating Models Analysis, the nonprofit operator should not be expected to absorb unresolved capital risk. Assigning such risk typically constrains staffing and redirects organizational capacity toward financial survival rather than public service.

Best practice further supports maintaining a clear distinction between place-based cultural coordination and facility operations. While collaboration between these functions is expected and encouraged, governance and operational authority should remain intentionally distinct. .

Partnerships and Community Integration
The nonprofit-operated model facilitates a high degree of partnership integration. The Arts Center is envisioned as shared cultural infrastructure that supports:
• resident or partner arts organizations;
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 29 • education providers and workforce-development pathways; • community-based cultural groups; and
• small businesses and complementary nonprofit services.

Rather than duplicating existing services, the Arts Center is positioned to coordinate, amplify, and provide stable space for a fragmented local arts ecosystem. Community voice is embedded through board composition, advisory bodies, and programmatic partnerships, rather than through direct municipal management.

Because governance authority, leadership timing, and interim oversight shape staffing decisions, fundraising capacity, and risk exposure, the ramp-up phase requires a clearly sequenced approach to organizational formation prior to facility completion. Before turning to staffing levels, budget scenarios, and early operating capacity, it is useful to consider how authority and leadership are most effectively established during the prefacility period.

Implementation Strategy—The Road Map
This implementation strategy integrates the organizational analysis undertaken in Task 6 with the findings of the City’s Fundraising Feasibility and Planning Study. It is designed to provide a clear, disciplined pathway for moving from concept to operation while preserving flexibility around capital delivery and avoiding the transfer of unresolved real-estate risk to a nascent arts organization.

The roadmap is organized around three coordinated but distinct tracks, each operating on its own timeline and under different risk assumptions:

1. Capital funding and delivery of the Arts Center facility (City-led)

2. Organizational formation and ramp-up of the nonprofit operator (nonprofit-led, staged)

3. Early programming and initial operations (scaled to organizational readiness, not facility completion) Across comparable civic arts centers, long-term success depends on maintaining clear separation among these tracks while coordinating them at defined decision points. Conflating them—particularly by expecting an early-stage nonprofit to compensate for unresolved capital gaps—has consistently undermined organizational viability. The roadmap below is therefore structured to clarify sequencing, authority, and readiness thresholds at each stage of development.

Phase 1: Pre-Organization Phase — Interim Structure and Readiness (Months 0–12) Purpose
The purpose of the pre-organization phase is to establish interim authority, clarify boundaries, and create the ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 30 conditions under which organizational development can responsibly begin—without prematurely formalizing governance or assuming facility-dependent obligations.

Authority and Governance
During this phase, fiduciary authority should remain intentionally limited and interim. Governance functions are advisory rather than fiduciary, and legal and financial responsibility—if activity is initiated—should be held by a fiscal sponsor or other interim mechanism rather than a newly incorporated entity.

Key actions during this phase include:
• Convening a time-limited Advisory Steering Group (non-fiduciary) to guide early alignment, publicpurpose framing, and leadership profiling, with a clearly defined sunset tied to the appointment of founding executive leadership.
• Securing a fiscal sponsor to enable early fundraising, contracting, and pilot activity without locking in permanent governance structures.
• Developing a founding Executive Director position profile and recruitment plan, recognizing this role as the primary inflection point between concept and institution.

Capital and City Decisions
In parallel, the City’s role during this phase is to clarify the boundaries within which organizational development can proceed responsibly. Prior to or concurrent with early organizational activity, the City should articulate:
• which capital tools under City control are under consideration (e.g., public financing mechanisms, phased delivery strategies, land or air-rights value, mixed-use approaches); • whether and how third-party developer participation might be structured; and • how philanthropic contributions, if pursued, would be targeted toward appropriate components of the project (e.g., programming, education, organizational capacity), rather than toward large-scale construction.

Absent this clarity, any interim arts organization should maintain a deliberately limited role in fundraising, focused on relationship-building, advocacy, and programmatic visioning rather than assuming responsibility for capital financing or facility-related risk.

Key Outputs and Milestones
• Advisory Steering Group established with defined scope and sunset • Fiscal sponsor secured (if early activity is initiated) • Founding Executive Director role defined
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 31 • Clear articulation of City-led capital exploration boundaries Phase 2: Early Organization Phase — Formation, Leadership, and Proof of Concept (Readiness-Based Phase)
Purpose
The early organization phase focuses on transforming an interim structure into a functioning arts organization with professional leadership, tested operating assumptions, and growing community credibility—while remaining independent of facility completion.

Authority and Governance
This phase is anchored by the appointment of a Founding (or Interim) Executive Director, who functions as the organization’s effective founder. Governance authority evolves deliberately during this period:
• Early activity continues under fiscal sponsorship while leadership establishes systems, partnerships, and fundraising capacity.
• A purpose-built Founding Board of Directors is recruited only after executive leadership is in place and early operating assumptions have begun to be tested. • Nonprofit incorporation occurs when readiness thresholds are met, typically including:
o founding executive leadership in place;
o an initial board with appropriate fiduciary capacity; o basic financial controls and policies;
o early evidence of programmatic traction; and
o a viable operating budget trajectory.

Fiscal sponsorship is then phased out as assets and activities transition to the incorporated entity.

Programming and Operations
Programming during this phase emphasizes proof-of-concept activity: pilot programs, partnerships, and community engagement conducted in temporary or shared spaces. Staffing remains intentionally lean and focused on institutional functions—leadership, partnerships, development, and administration—rather than on volume or facility-dependent programming.

Operating budgets during this phase are expected to remain below long-term stabilization levels and to be supported primarily through contributed income, modest earned revenue from pilot activities, and City operating support aligned with public-purpose goals.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 32 Key Outputs and Milestones
• Founding Executive Director hired
• Pilot programs and partnerships launched
• Founding Board recruited and seated
• Nonprofit incorporated and transitioned from fiscal sponsorship • Initial operating agreements with the City drafted in concept (not yet executed) Phase 3: Early Facility Phase — Transition and Stabilization (Opening through +24 Months)
Purpose
The early facility phase begins when a permanent Arts Center facility becomes operational and focuses on stabilization, disciplined scale-up, and alignment between facility use and organizational capacity.

Authority and Governance
Prior to facility opening, formal operating agreements between the City and the nonprofit operator should be executed, clearly defining:
• public benefit requirements and access expectations;
• operating and maintenance responsibilities;
• capital repair and life-safety obligations retained by the City; and • reporting and accountability mechanisms.

Execution of these agreements should be contingent on meeting defined readiness thresholds, rather than on calendar timing alone.

Operations and Staffing
With the facility online, the organization transitions from pre-facility operations to early stabilization. Staffing expands to include front-of-house, facilities coordination, and program delivery roles, consistent with the early stabilization scenarios outlined elsewhere in this report (approximately $1.0M–$1.3M annual operating budgets).

Earned revenue assumptions—such as rentals, classes, and events—begin to apply during this phase, but are treated as supplements to, not substitutes for, contributed income and predictable public operating support.

Key Outputs and Milestones
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 33 • Facility operating agreement executed
• Facility opens to the public
• Staffing scaled to early stabilization levels
• Earned revenue streams initiated
• First full year of facility-based operations completed and evaluated Milestones and Readiness Criteria
Across all phases, progress should be guided by a small number of clear milestones that reflect organizational readiness and appropriate allocation of risk. These milestones are intended to support thoughtful decisionmaking, rather than to impose a fixed timeline.

Initiating interim organizational activity
Interim capacity is established through a fiscal sponsor or similar mechanism; an advisory structure is in place; and the City has clarified boundaries around capital risk and the role of the emerging organization.

Recruiting founding executive leadership
Seed operating support is identified, and there is shared clarity between the City and project partners about the role, mandate, and early priorities of the founding Executive Director.

Incorporating the nonprofit and seating a founding board Executive leadership is in place; early programs and partnerships demonstrate traction; and basic systems for governance, finance, and accountability are established.

Executing the facility operating agreement
A viable capital and delivery framework has been clarified; responsibilities for operations and maintenance are defined; and minimum operating funding benchmarks have been met.

Each of these milestones marks a natural moment to pause, assess readiness, and adjust scale as needed— helping ensure that public investment, community benefit, and organizational capacity remain aligned as the Arts Center moves from planning toward operation.

Long-Term Sustainability
Across comparable civic arts centers, long-term sustainability has depended less on ambitious capital fundraising than on disciplined sequencing, clarity of roles, predictable public operating support, and growth tied to demonstrated demand. Treating capital delivery, organizational formation, and early programming as coordinated but distinct tracks—and advancing each only as readiness thresholds are met—provides the most durable foundation for the Emeryville Arts and Cultural Center to function as a long-term piece of civic and cultural infrastructure.

From Concept to Organization: Early Governance and
ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 34 Leadership Steps
As outlined in the Implementation Strategy in the previous section, organizational development for the Emeryville Arts and Cultural Center is recommended to proceed through a staged pathway that separates interim authority from formal governance, and organizational readiness from facility delivery. Within that framework, the formation of the nonprofit arts organization can proceed deliberately, recognizing that premature governance decisions can constrain long-term effectiveness.

In Emeryville’s current capital and fundraising environment, this sequencing is not merely procedural; it functions as a core risk-management strategy that protects both public investment and organizational viability.

As the Arts and Cultural Center moves from concept toward formal organization, the early governance and leadership phase represents a critical inflection point. Decisions made at this stage—regarding roles, sequencing, interim authority, and accountability—will shape the organization’s long-term effectiveness and public credibility. Given the complexity of nonprofit formation and the civic responsibilities associated with operating a public cultural facility, this early phase is best supported through deliberate guidance informed by nonprofit governance and organizational development expertise. Providing structured support during this period helps ensure clarity of purpose, disciplined decision-making, and alignment with the City’s publicinterest objectives, while reducing the risks associated with informal processes or ad hoc arrangements.

The section below translates the phased roadmap into concrete steps for the pre-facility period. • Step 1: Convene a time-limited Advisory Steering Group (non-fiduciary) The City and project partners should establish a small steering group to guide early thinking and provide legitimacy without prematurely locking in governance. This group should be advisory rather than fiduciary: it does not approve budgets, hire staff, or exercise legal authority. Its role is to support early clarity and alignment while preserving flexibility. • Primary outputs should include: a refined public-purpose framing for the operator; early operating principles; initial partnership priorities; and a recommended profile for founding executive leadership.
• Time limit: The steering group should be established with a defined sunset (e.g., through the appointment of the founding Executive Director or another clear milestone), avoiding the common failure mode of an “advisory” body that becomes a de facto board. • Step 2: Secure a Fiscal Sponsor to enable early activity without premature incorporation.

To allow fundraising, contracting, and pilot activity to begin responsibly during the pre-facility period, the project should operate under fiscal sponsorship with an established nonprofit entity. Fiscal sponsorship provides near-term operational capacity and legal compliance while maintaining flexibility as the operator’s identity, leadership, and scope are developed. • Under this arrangement, the fiscal sponsor holds fiduciary responsibility for funds, contracts, and compliance, while the steering group and City provide strategic guidance and alignment with public-purpose goals.
• Fiscal sponsorship should be treated as an interim launch mechanism, not the intended longterm structure for facility operation. • Step 3: Recruit and appoint a Founding (or Interim) Executive Director as the key inflection point.

Appointment of a founding Executive Director is the critical transition from concept to institution. In early years, this role functions as the organization’s effective founder—building credibility, translating ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 35 public goals into an operating strategy, establishing systems, and initiating relationships with artists, partners, and funders.
• Early priorities for the Executive Director should include: developing an initial work plan; launching pilot partnerships and programs; building a development pipeline; and preparing the conditions for incorporation and board formation.
• This sequencing is intentional: a strong founding Executive Director is difficult to recruit and retain if governance is prematurely formalized or misaligned with realistic early-stage capacity.
• Step 4: Constitute a purpose-built Founding Board once leadership and early operations are established.

Only after the founding Executive Director is in place and early operating assumptions have begun to be tested should a formal Board of Directors be recruited. At that stage, board formation can be done intentionally—based on skills, community connections, and governance requirements—rather than as a symbolic early step.
• The founding board should be recruited with a clear understanding of its governance role (fiduciary oversight, strategic direction, executive support/evaluation, and fundraising), as distinct from staff operations.
• Board terms and evolution should be designed from the outset to enable governance to mature over time as the organization approaches facility operations. • Step 5: Incorporate and transition from fiscal sponsorship to an independent 501(c)(3) when readiness thresholds are met.

Incorporation should occur when core readiness conditions are in place—typically including: founding leadership; an initial board; basic policies and financial systems; early evidence of programmatic traction; and a viable operating budget trajectory. At that point, assets and activities can be transitioned from the fiscal sponsor to the incorporated entity. • This transition should be paired with clear City–nonprofit agreements that formalize public benefit expectations and reinforce the separation of capital responsibility from nonprofit operations.

Sequencing governance in this manner strengthens accountability while reducing early-stage risk. It also positions the operating organization to build legitimacy through practice: demonstrated community partnerships, credible leadership, and disciplined early operations, rather than relying on inherited branding or premature structural commitments.

The steps described above establish the institutional context within which staffing levels, budget assumptions, and early operational and programmatic capacity can be responsibly determined.

Building the Organization Prior to a Permanent Facility As previously established, the nonprofit’s formation should move forward on its own timeline, rather than waiting for the Arts Center facility to be completed. Attempting to fully staff or scale operations before the capital pathway is resolved would place unnecessary strain on a young organization.

Instead, the early period should focus on building the organization itself: establishing a visible community presence, learning through pilot programs, and forming real working relationships with artists, partners, and funders. This approach allows the nonprofit to earn credibility through practice, test ideas in low-risk ways, and grow at a pace that matches available resources—so that when a permanent facility does come online, ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 36 the organization is prepared to use it well. This section describes the pre-facility phase in greater detail, after formal nonprofit formation but before construction of the Arts Center facility.

During this pre-facility phase, it is recommended that the organization plan for an annual operating budget in the range of $350,000 to $550,000. This range is offered as a practical planning assumption for a pre-facility arts organization operating in a high-cost region. It reflects a scale sufficient to support professional leadership, limited staff capacity, contracted artists, and consistent public-facing activity, without assuming the additional costs associated with operating a permanent facility.

At this level, the organization can sustain paid leadership, basic administrative functions, and a steady level of programming, while remaining flexible. It supports relationship-building, pilot programs, and community presence without taking on fixed commitments—such as long-term leases, expanded staffing, or capitalrelated obligations—that would be premature prior to facility delivery. Additional analysis would be required to determine temporary space needs for administration and community-centered activations.

Budgets below this range tend to rely heavily on volunteer labor or episodic project funding, which can limit continuity and organizational stability. Conversely, substantially higher operating budgets are uncommon for pre-facility entities and typically signal expectations—such as facility obligations or expanded staffing—that are not yet appropriate. The recommended range therefore represents a pragmatic balance between operational viability and fiscal restraint during an interim development phase.

Staffing during this period is intentionally lean and focused on core institutional functions. Typical roles may include:
• Executive Director or Founding Director (1.0 FTE) – organizational development, external relationships, and fundraising leadership
• Programs and Partnerships Manager (approximately 0.75–1.0 FTE) – pilot programming, partnerships, and community engagement
• Development and Communications Manager (approximately 0.75 FTE) – donor cultivation, communications, and visibility
Finance and administrative functions are typically handled on a part-time or outsourced basis (approximately

0.25–0.5 FTE), supporting compliance and fiscal discipline without over-investing in overhead.

Program delivery during this phase relies primarily on contracted artists, teaching artists, and partner organizations, paid on a per-project basis. This approach minimizes fixed costs while allowing the organization to test different program formats, partnerships, and audiences in shared or temporary spaces.

Early-stage funding during the pre-facility period is intended to support a focused set of priorities:
establishing governance and basic systems; piloting education and community programs; developing partnerships; testing modest earned-revenue activities; and cultivating individual donors and local funders.

These investments are designed to build organizational credibility and public value, rather than to substitute for capital financing.

Across all phases of development, careful alignment between funding and staffing serves as a central riskmanagement strategy. Staffing growth should be tied to reliable contributed or earned revenue, ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 37 demonstrated program demand, and facility readiness, reinforcing the separation of capital risk from arts operations and positioning the organization to scale responsibly over time.

Staffing and Resource Planning for Initial Facility Operations This section focuses on what the organization needs in place once the Arts Center facility opens and moves into regular public use. For purposes of this report, this initial period of facility-based activity is referred to as early stabilization: the phase when the organization establishes a sustainable baseline for staffing, programming, and day-to-day operations before pursuing additional growth.

The staffing and budget scenarios that follow are intended to illustrate how the organization can operate responsibly during this early facility period. They are not prescriptive staffing charts, but planning benchmarks that align organizational capacity with realistic funding conditions and the scale of activity appropriate to a newly opened civic arts facility.

Image: Kala Arts Institute Office Space (source: AIL + JJC) Staffing Philosophy and Design Principles
Staffing during early facility operations should prioritize clarity, flexibility, and fiscal discipline. The approach outlined here reflects common practices among civic arts centers of similar scale and emphasizes building sufficient internal capacity to operate the facility well, while avoiding fixed commitments that would limit adaptability in the early years.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 38 Key principles include:
• A conventional nonprofit management structure with clear authority and accountability • Staffing levels scaled to demonstrated revenue and program demand • Balanced investment in programming and development capacity • Strategic use of contract artists and teaching artists, particularly in early years • Collaborative work practices without reliance on experimental governance models that add complexity at start-up
Staffing Alignment at Early Stabilization ($1.0M Operating Budget) At the lower end of the recommended stabilization range, staffing needs to emphasize core capacity while limiting fixed costs.

Approximate assumptions:
• 6.5–7.5 total FTE
• 60–65% of the operating budget allocated to personnel Representative staffing mix includes:
• Executive Director (1.0 FTE)
• Programs and Education staff (approximately 2.0 FTE)
• Development and Communications staff (approximately 1.5 FTE) • Operations, Facilities, and Front-of-House staff (approximately 1.25–1.5 FTE) • Finance and Administration (approximately 0.75 FTE, partially outsourced) This scenario relies on contract artists and teaching artists for a significant portion of program delivery and assumes modest earned revenue growth in the early years.

Staffing Alignment at Full Early Stabilization ($1.3M Operating Budget) At the upper end of the stabilization range, the organization is better positioned to deepen programming, education, and partnerships.

Approximate assumptions:
• 8.5–10.0 total FTE
• 60–65% of the operating budget allocated to personnel Representative staffing mix includes:
• Executive Director (1.0 FTE)
• Programs and Education staff (approximately 2.75–3.25 FTE) ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 39 • Development, Partnerships, and Communications staff (approximately 2.0 FTE) • Operations and Facilities staff (approximately 2.0–2.5 FTE) • Finance, Administration, and HR (approximately 0.75–1.0 FTE) This scenario supports more consistent education programming, stronger audience development, partnership cultivation, and greater earned-revenue activity, while maintaining flexibility to adjust staffing in response to actual demand.

Community Integration: Strategies to foster local stewardship and engagement The recommended organizational structure is intentionally designed to embed community integration and local stewardship into the governance and operations of the Arts Center, rather than treating engagement as an ancillary programmatic function, while also establishing a clear set of next steps for organizational formation and early operations. Consistent with the City’s prior Operating Models Analysis, the city-owned, nonprofit-operated model provides a clear framework for ensuring public accountability while enabling community-responsive cultural activity.

Community integration in this context is understood not as episodic outreach, but as an ongoing institutional responsibility. It is achieved through a combination of governance practices, partnership structures, program design, and accountability mechanisms that collectively shape how the Arts Center functions as public cultural infrastructure.

At the governance level, community voice is incorporated through board composition, advisory roles, and leadership expectations. While the nonprofit operator maintains independent fiduciary responsibility, board recruitment is expected to prioritize individuals with demonstrated ties to Emeryville’s cultural, educational, and community ecosystems. Advisory bodies or community councils may be established to inform programming priorities and access strategies, with clearly defined scopes that complement, rather than duplicate, board governance. This approach reflects best practices observed in comparable civic arts centers, where community representation is embedded structurally rather than managed through informal consultation.

Programmatically, community integration is reinforced through consistent, repeat engagement rather than one-time events. The Arts Center is envisioned as shared cultural infrastructure, supporting resident or recurring partner organizations, educational providers, and community-based cultural groups. Priority or subsidized access to space, rehearsal time, and programming opportunities can be used strategically to support local artists and organizations, while education and workforce-development pathways link the Center’s activities to schools, youth programs, and career pipelines. Over time, this emphasis on repeat use and partnership fosters local stewardship by positioning the Arts Center as a regular, accessible presence in community life.

Economic and ecosystem integration further strengthen local stewardship. The nonprofit-operated model allows the Arts Center to support, rather than displace, existing cultural and small-business activity by hosting collaborative programming, shared services, and complementary uses. Vendor and artist payment practices, rental policies, and partnership agreements can be structured to align with the Center’s public-purpose goals, ensuring that economic participation is transparent and equitable. In this way, the Arts Center functions as a civic platform rather than a closed institution.

Finally, community integration is sustained through feedback, accountability, and learning. Regular reporting to the City, transparent communication with stakeholders, and structured opportunities for community ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 40 feedback allow the nonprofit operator to assess participation patterns, program effectiveness, and access outcomes over time. Importantly, these mechanisms are intended to inform adaptation and refinement, rather than to lock the organization into static commitments that may not align with evolving needs.

Together, these approaches ensure that community integration is not dependent on individual personalities or short-term initiatives, but is instead reinforced by the organizational structure itself. This alignment between governance, operations, and public purpose is central to the durability of the recommended model.

Conclusion
This report reframes the question facing the City of Emeryville from whether to establish an Arts and Cultural Center to how it can be organized and stewarded responsibly under current economic, funding, and ecosystem conditions. The analysis demonstrates that long-term success will be shaped less by the timing or configuration of a permanent facility than by early decisions about authority, leadership, and risk allocation.

The Arts Center is best understood as shared civic cultural infrastructure—designed to support exchange, collaboration, and public access within a regional arts ecosystem that is rich in organizations but constrained by space and capacity. In this context, organizational design is not a technical exercise but an instrument of public policy, with direct implications for sustainability, accountability, and public trust.

The framework advanced here calls for disciplined sequencing: a defined pre-organization phase prior to incorporation, interim structures that enable learning without locking in long-term obligations, and the intentional placement of executive leadership before formal governance. This approach reflects both comparative best practice and the realities of the Bay Area funding environment, where premature scale and capital exposure have repeatedly undermined otherwise promising cultural initiatives.

By separating capital responsibility from arts operations, delaying formal mission adoption until governance and leadership are aligned, and designing the nonprofit operator to function as a partnership-oriented platform rather than a competitive producer, the City positions the Arts Center for resilience rather than fragility.

The recommendations in this report provide a clear, achievable path forward—one that defines meaningful progress in the near term while preserving flexibility for future decisions. Implemented as intended, this approach allows the Emeryville Arts and Cultural Center to mature deliberately into both a functional facility and a symbolic civic asset, capable of delivering lasting cultural and community value.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 41 References
Alameda County Arts Commission. (2023). Overview of city-level arts organizations in Alameda County.

Alameda County & City-Level Arts Partnership Network.

Americans for the Arts. (2017). Arts & economic prosperity 5: The economic impact of nonprofit arts and culture organizations and their audiences. Americans for the Arts.

BoardSource. (2016). Ten basic responsibilities of nonprofit boards (2nd ed.). BoardSource.

CCS Fundraising. (2024). Emeryville Arts and Cultural Center: Fundraising feasibility and planning study.

Prepared for the City of Emeryville.

City of Emeryville. (2009–2011). Emeryville Arts & Cultural Center strategic plan. City of Emeryville.

City of Emeryville. (2024). Operating models analysis for the Emeryville Arts and Cultural Center (Task 5).

Prepared by Art Is Luv and J. Johnstone Consulting.

Internal Revenue Service. (2024). Exempt organizations business master file and Forms 990. U.S. Department of the Treasury. https://apps.irs.gov/app/eos/
Leddy Maytum Stacy Architects. (2024). Building feasibility study for the Emeryville Arts and Cultural Center.

Prepared for the City of Emeryville, under contract to Art Is Luv and J. Johnstone Consulting.

City of Emeryville. (2024). Study session staff report: Emeryville Art Center (November 19, 2024). City of Emeryville.

City of Oakland. (2018). Mapping Oakland’s arts and cultural ecosystem. City of Oakland Cultural Affairs Division.

CVL Economics. (2025a). Berkeley creative economy economic impact analysis. Prepared for the City of Berkeley Office of Economic Development.

CVL Economics. (2025b). Assessment of Berkeley arts and culture pandemic relief and recovery funding.

Prepared for the City of Berkeley Office of Economic Development.

Kenneth Rainin Foundation & SMU DataArts. (2024). Bay Area arts and culture organizational sustainability survey. SMU DataArts.

National Endowment for the Arts. (2015). The arts and nonprofit sustainability. National Endowment for the Arts.

Nonprofit Finance Fund. (2018). Paying for success: Aligning capital with mission in the arts. Nonprofit Finance Fund.

Sustain Arts / Foundation Center. (2014). Sustain Arts/Bay Area: A portrait of the cultural ecosystem.

Foundation Center.

ORGANIZATIONAL STRUCTURE AND IMPLEMENTATION FOR THE EMERYVILLE ARTS CULTURAL CENTER | PAGE 42 Urban Institute. (2019). Creative placemaking and cultural infrastructure: Lessons from U.S. cities. Urban Institute.
1 City of Emeryville
Fundraising Feasibility and Planning Study
Final Report – For Discussion
December 2025
2 CCS Fundraising 2
2 CCS is pleased to present this campaign feasibility and planning study final report to the City of Emeryville (CoE).

From the beginning of the CoE and CCS partnership, we understood the deep roots of this project and the importance of this vision to the Emeryville creative community. We gratefully acknowledge the leadership of Chadrick Smalley, Community Development Director; the partnership of Jean Johnstone and Charmin Roundtree-Baaqee; and the foresight and commitment of the Art Center Advisory Council. Thank you.

The CCS team is honored to be your partner in this project.

Travis Carley, Managing Director
Autumn Clark, Senior Vice President
Allison Lamm, Client Relations Director
Margaret H. Gallagher, Vice President, Research

ACKNOWLEDGEMENTS
3 Contents
04 INTRODUCTION
7 EXECUTIVE

SUMMARY
18 RECOMMENDATIONS
37 NEXT STEPS
39 APPENDIX
INTERVIEW + E-SURVEY

FINDINGS
13 PROSPECT

LANDSCAPE
Introduction

SECTION ONE
5 CCS Fundraising 5

AREA OF ACTIVITY DETAILS

ORGANIZATIONAL
SCAN
• Requested and analyzed materials available relative to project history, operations, resourcing and results to evaluate campaign readiness and determine needs

PROSPECT

LANDSCAPE

ANALYSIS
• Researched prospective individual donors, foundations, and corporate entities • Sourced potential contacts in Emeryville and surrounding zip codes who have aligned philanthropic interests

STRATEGIC

CONVERSATIONS &

FOCUS GROUPS
• Assembled a list of prospects, community leaders and stakeholders, and determined the best venue for their feedback
• Crafted the materials, invitations and discussion guides for each session type • Conducted 18 conversations and three focus groups

E-SURVEY
• Developed and distributed two electronic surveys to invite additional insights from business leaders and community members
• Collected and analyzed responses from 70 participants

APPROACH
6 CCS Fundraising 6
6 • Esailama G. Artry-Diouf, San Francisco Foundation
• John Bauters
• Donna Briskin
• Dominique Enriquez, Arts Education Alliance of the
Bay Area
• Erica Enriquez, ABG Art Group
• Mia Feuer
• John Flores
• Debrah Giles, East Bay Community Foundation
• Hong Ho, Hackman Capital Partners
• Archana Horsting, Art Center Advisory Council
• Sukhdeep Kaur, Emeryville City Council
• Kibby Kleiman, Emeryville Unified School District
• Dianne Martinez
• Margot Melcon, Zellerbach Family Foundation
• David Mourra, Emeryville City Council
• Liz O'Malley, Kenneth Rainin Foundation*
• Steve and Josh Oliver, Oliver & Company
• Kevin Perkins, LPC Real Estate
• Frances Phillips, Art Center Advisory Council
• Richard K. Robbins, Wareham Development
• Matthew Solomon, Emeryville City Council
• Vickie Jo Sowell
• Rick Tejada-Flores
• Natalia Vigil, Melissa Nop and Suki O’Kane, Haas
Family Fund

STUDY PARTICIPANTS
Thank you to the participants of the strategic conversations and focus groups, below. *January interview, not included in findings
Executive Summary

SECTION TWO
8 CCS Fundraising 8

SUMMARY
Opportunities
• Piloting and phasing
• Scaling with
community feedback
• Recruiting a board +
staffing to align with
potential
• Bringing prospects
along
Strengths
• Emeryville's unique
footprint in the East
Bay
• Commitment to
exploration of this
project
Threats
• Resourcing and
sustainability
• Willingness of
volunteers and donors
to be involved
• Supporter fatigue
Weaknesses
• No existing donor
base
• Lack of specificity in
or proven success of
programming
• Low perceived
urgency/priority of
this project
• Emeryville is recognized as a home for artists and a
city that values public art.
• Study participants were excited by the idea of
establishing Emeryville as an arts destination with
an arts center at its core.
• The gallery and arts education spaces tested the
highest of the three primary components with
interviewees.
• Concerns included the scale of the immediate need
without a donor base or existing programming, as
well as the ability to sustain a center over time.
• Response rates of those invited to participate were
low, and willingness of interviewees to be involved in
some way is below CCS averages for this sector.
• Analysis of all the data points collected during the
study process indicate that a $50+ million
philanthropic goal is not feasible for this project as
currently envisioned.
• There remain options for a path forward, focused on
incremental progress.

OVERVIEW
9 CCS Fundraising 9

LEADERSHIP
Campaign importance: Critical
Willing volunteer candidates were not identified at levels necessary for a successful campaign
PLAN
Campaign importance: Central
Immediate capital support and
path to sustainability are not
clear
CASE
Campaign importance: Key
Inspirational project confirmed;
more specificity is necessary for
campaign engagement

PROSPECTS
Campaign importance: Vital
Prospects from all sources in this
philanthropic landscape are not
sufficient for a capital campaign

CAMPAIGN READINESS SUMMARY
10 CCS Fundraising 10
Area of Evaluation Observation Readiness
(+ ✓∆)
Strong Leadership There is some supportive infrastructure and expertise in place at the City and with the ACAG, but a founding board with connections and full-time staff will be required ✓
Willing Volunteers Response rate and replies indicate lower than average levels of willingness to be involved ∆ Gift History No history to draw upon ∆
Prospect Pipeline There are few leadership gift prospects, and none currently willing to participate ∆ Access to Top Prospects Contacts have limited knowledge of and access to the top philanthropic players sourced as part of this study ∆
Project Priority Status An arts center is a strategic priority for the City + Existing Investment The City owns the intended site and has $11M in dedicated funding for this project + Culture of Philanthropy Without a nonprofit anchoring the effort to date, the culture of philanthropy is undeveloped ∆ Resourcing Current capital resourcing and operational sustainability are significant community concerns
∆
Inspirational Vision Components of the vision are compelling to the community ✓ Programmatic Potential The community is engaged in Celebration of the Arts, but other programming is largely untested
✓
Perception of Need This project is viewed as low-urgency, with more details required for confirmation of need ∆

CAMPAIGN READINESS SCORECARD
11 CCS Fundraising 11
Potential Campaign
Participation
An arts center as a
Priority Cause
Gift Indications
Timing and urgency
Giving History Long-term potential
11%
of study participants
would consider making
a gift to the campaign
6%
of study participants
ranked this project as a
high philanthropic
priority
$0
No existing donors to
draw upon for a
baseline or projections
<$20,000
Study participant gift
indication total
11%
of study participants
think the timing is right
to move forward, paired
with a low perception of
urgency
<$4.7M
1% of landscape
prospects’ 5-year
philanthropic capacity*

CAMPAIGN FUNDING EVALUATION
There are many factors that affect campaign goal or funding calculations. The selection of factors below includes some of the most important; together, they indicate the City and its partners are not yet ready to launch a large-scale fundraising initiative.
*More established organizations can expect double-digit capacity estimates. This number is conservative but realistic considering the philanthropic starting point. 12 CCS Fundraising 12

RECOMMENDATIONS OVERVIEW
STRATEGY: Launch a phased effort
PHASE 1: 2026 2 3
Focus Proof of Concept Development Campaign Activation
Potential Timeline 2026 Spring/Summer 2027 Fall 2027+
Project Priorities +
Messaging Commence pilot programming Determine project shape and scale Finalize messaging Leadership Recruit a founding board and
executive director
Provide fundraising training to
volunteers
Resource campaign
fundraising efforts
Prospects Build the fundraising structure Add Major Gifts activity Adopt campaign best
practices for prospect
engagement
Prospect Landscape

SECTION THREE
14 CCS Fundraising 14
CCS identified the 54 zip codes within a 10-20 mile range from Emeryville from which to source new potential prospects, those who may have capacity and affinity but for whom access is unknown. We discovered 190 individuals with a philanthropic interest in arts and culture (giving of $100k+) and a five-year estimated gift capacity of $1M+.

Minimum Gift
Capacity Prospects
Future Five Year Potential
.5%
Acquisition
1%
Acquisition

1.5%
Acquisition
$10,000,000 17 $850,000 $1,700,000 $2,550,000
$5,000,000 33 $825,000 $1,650,000 $2,475,000
$1,000,000 140 $700,000 $1,400,000 $2,100,000
Grand Total 190 $2,375,000 $4,750,000 $7,125,000

PROSPECT LANDSCAPE - INDIVIDUAL
Since prospects live in the Bay Area where high property values impact philanthropic estimates, the gift capacity minimum used is higher than typical. Additionally, part of this project is building a donor base from scratch, so the capacity capture percentage estimates are lower than more established organizations.

We reviewed all list results for possible inclusion into the study process. 15 CCS Fundraising 15
CCS researched regional foundations with a focus on arts and education, with recent five- or six-figure gifts* to adjacent causes, or that have access to local donors who may be interested in this project. The top vetted foundations are included below by relevance and were each evaluated for inclusion into the study. Those who participated are noted in blue.

PROSPECT LANDSCAPE – FOUNDATION
Name Relevant Program Area Most Recent FY
Assets
Most Recent
FY Giving
Kenneth Rainin Foundation Bay Area Artists $641,172,974 $16,191,989 Walter and Elise Haas Fund Social Well-being $252,512,662 $13,451,206 William and Flora Hewlett Foundation Performing Arts/Special Projects $13,332,174,215 $590,142,860 East Bay Community Foundation Arts and Culture for Social and Racial Justice $555,507,029 $116,588,045 Nova Foundation N/A $3,601,738 $3,817,373
Philanthropic Ventures Foundation DAF only $81,605,913 $16,490,983 San Francisco Foundation Advancing Equity $1,718,316,930 $181,396,563 Zellerbach Family Foundation Diversify Art and Cultural Expression $158,445,487 $6,092,500 *Only one of the recent gifts was to capital, the remaining were for operating support or capacity building. 16 CCS Fundraising 16

PROSPECT LANDSCAPE - CORPORATE
Although corporate giving only accounts for approximately 7% of all philanthropy in the U.S.* - the smallest segment of total contributors – CCS evaluated the landscape as part of this process. The key corporate players in Emeryville and the immediate region are included below, and all were invited to participate in the study. Additionally, a version of the e-survey was sent to the City's list of business contacts for their feedback (see Appendix for results).

Sutter Health
Real Estate/Developers
Pixar
• In planning stage of an Emeryville campus
• Additional outreach paused for potential
permitting conflicts
• Hackman Capital Partners, LPC Real Estate
Corp., Oliver & Company, Wareham
Development
• All have had some level of involvement with
this project or Celebration of the Arts, and all
participated in interviews
• Headquartered in Emeryville across from the
arts center site
• The public art requirement from their
construction is included in the ~$11M dedicated
funding
• Local giving is in the $50k-$100k range
*Giving USA 2024
17 CCS Fundraising 17

FUNDING COMPOSITION EXAMPLES
CCS also looked across our client partnerships to determine the funding sources and composition of projects that have some similarity to Emeryville’s arts center with a blend of private/public funding. Actual campaign performance for India Basin Waterfront Park in San Francisco and the Detroit Conservancy Unified Greenway projects is included below, as are estimates from City of Frisco Performing Arts Center in Texas. Examples vary in contributor percentages.

India Basin
Private funding: 36% of total
raised
Individuals: 83%
Corporate: 9%
Institutions: 8%
Public funding: 64% of total
raised
• $138M from federal, state
and city commitments,
including a 2020 Bond
Unified Greenway
Private funding: 42% of total
raised
• Institutions: 78%
• Corporate: 20%
• Individuals: 2%
Public funding: 58% of total
raised
• $149M from federal, state,
county and city
commitments
Frisco PAC
Private funding estimated at
17%
Public funding estimated at
83%
Recommendations

SECTION FOUR
19 CCS Fundraising 19
>> Launch a phased effort
Through the study process it has become clear that a large-scale fundraising campaign is not feasible at this time.

More specificity in programming and operating plan is required for existing prospects to commit to being involved in this project at any level, and the landscape of prospective donors is not developed to the point of uncovering the potential seven- and eight-figure gifts it would take to make this possible as it is currently scoped.

CCS recommends moving the project forward with a phased approach rooted in programming and leadership infrastructure. Phases will allow the City and its partners to demonstrate meaningful progress, build momentum, generate buy-in, and create space for innovation through piloting and evaluating ideas with little risk. Phases and their areas of focus are included on the next page as well as via individual recommendations in the following section. Phase activity is designed to complement across categories – i.e., confirming the scope of the project paired with beginning Major Gift activity – but may also progress independently.

While it may seem like the best course of action is to commit to finding other funding sources to make this version of the arts center a reality, or to determine a new scale for this project, the feedback received from study participants indicates otherwise. It will take a longer runway and more contributors (volunteers, prospects, institutional funders and individual or family donors) to make an arts center sustainable in the long term. There are real questions, concerns, and prerequisites to success that are likely to be more successfully addressed through a deliberate unfolding than charging forward.

STRATEGY
20 CCS Fundraising 20
>> Launch a phased effort

STRATEGY
*Illustrative - details will depend on phase 1 and 2 decisions.

PHASE 1 2 3*
Focus Proof of Concept Development Campaign Activation
Potential Timeline 2026 Spring/Summer 2027 Fall 2027+
Project Priorities +
Messaging Commence pilot programming Determine project shape and scale Finalize messaging Leadership Recruit a founding board and
executive director
Provide fundraising training to
volunteers
Resource campaign
fundraising efforts
Prospects Build the fundraising structure Add Major Gifts activity Adopt campaign best
practices for prospect
engagement
Project Priorities + Messaging
22 CCS Fundraising 22
>> Phase 1: Commence pilot programming
Many study participants expressed reluctance to commit to being involved with the project either because they were not yet convinced of the strategic value of the proposed program priorities, or there was not enough specificity in the current version of the plans to ensure alignment with their philanthropic interests.

Interviewees, potential funders and focus group participants indicated a commitment to and preference for the visual arts and arts education aspects of the plans shared, with e-survey participants somewhat more evenly split. There were many questions regarding the performing arts components and their ability to generate a return on investment.

It is evident that being underway with programming will be a prerequisite for proof of concept as well as necessary to develop the pipeline and relationships required to move forward.

CCS recommends commencing pilot programming in borrowed or rented space – many such spaces were referenced during conversations - to test and validate the type of programming that the community would actively support. It will be important to brand these programs as affiliated with the arts center project, to begin to demonstrate progress in the concept and build goodwill. It will also be key to the long-term funding picture and community connection that the School District is meaningfully involved. CoE could consider the last two years of learnings from RCCD programs, in terms of type of programs, as well as potential to evaluate any income-generating pieces.

PROJECT PRIORITIES + MESSAGING
23 CCS Fundraising 23
>> Phase 2: Determine project shape and scale
SHAPE
Shape includes the following considerations:
• Components: What did we learn from the pilot
programming?
• Belonging: How will this space build connection and
community?
• Audience: Who is it for? What donor segments does it
appeal to?
• Sustainability: How can the programming or space
generate enough year-round revenue to maintain
operations even through less-successful fundraising
years?
• Roles: What is the City’s role in this vision?
Following a period of pilot programming and completion of other Phase 1 activities, CCS recommends that CoE and its partners move into the decision-making process of determining the final shape and scale of an arts center.

PROJECT PRIORITIES + MESSAGING
SCALE
Scale includes the following considerations:
• Viability of putting a shovel in the ground considering new relationships and prospect potential
• Ability to complete a larger project in stages
• Opportunities or changes in the funding landscape
with the state/federal support
• Other earned-revenue options
• Business plan
24 CCS Fundraising 24
>> Phase 3: Finalize messaging
Building community, fostering art and artists, and creating a cultural destination were noted as common themes and potential impacts of this project. When the project components are finalized, CCS recommends shaping a ”Frequently Asked Questions” document that addresses the common queries prospects may have in the initial phases of their cultivation, followed by one-page overviews of each of these messaging areas as follows to use in cultivation or briefing meetings.

Building community and belonging
Focus on: Connecting,
family activities,
developing a third space for
citizens
Fostering art/artists
Focus on: Direct support,
youth education and
engagement in the arts,
increasing opportunities for
artist development
Creating a cultural destination
Focus on: An arts center as
a nexus of the creative
ecosystem in Emeryville,
impacts on local
businesses/an entry point
to tourism, deep history
PROJECT PRIORITIES + MESSAGING
Leadership
26 CCS Fundraising 26
>> Phase 1: Recruit a founding board and executive director CCS recommends recruiting a founding board and hiring
an Executive Director (or CEO) as the first staff member.

As the focus of this project moves into beginning
implementation, recruiting the right people to its first board (formal or informal, depending on the current
nonprofit status) will be critical. They will set the tone for governance, credibility and fundraising success. They will also hire the first Executive Director.

To ensure strong candidates for the Executive Director
role, the Board should create a clear job description and look for people who have experience in starting or scaling organizations and fundraising as well as a passion or
expertise in community building. If they have
background in a particular art medium, the Board should ensure that they are able to maintain a broad perspective on the creative ecosystem, rather than narrowing in on
one component at this early stage.

Consider the following when recruiting an initial board:
• Reframe prerequisites: Focus on an interest in Emeryville and access to regional culture. Knowledge or
representation of specific art forms is helpful for
perspective, and must be reflected somewhere on the
Board, but is not required for everyone. Aim for ”add” not “fit”.
• Add skills: Consider financial acumen, fundraising
experience, and local influence.
• Look at networks: Goals are to build bridges in Emeryville, bring advocates to currently-unreachable pockets of the region, and/or to expand access to those with greater
personal capacity.
• Set clear expectations: Recruit board members with a
role description that includes fundraising and set
annual personal participation/activity goals.
• Build culture early: Shared goals and small wins will create sticking power, particularly for this project with its long history.

LEADERSHIP
27 CCS Fundraising 27
>> Phase 2: Provide fundraising training to volunteers
Equipping the new Board with fundraising knowledge will serve the project and develop the culture of philanthropy, keeping everyone focused on the activities that will raise funds in the most efficient way.

CCS recommends the following training sequence:

National
fundraising
landscape and
trends
Intro to Major Gift
fundraising and
the donor
engagement
pathway
Making
connections Cultivation Briefing and requests Stewardship

LEADERSHIP
28 CCS Fundraising 28
>> Phase 3: Resource fundraising efforts
The Board and Executive Director may forge ahead with a campaign in Phase 3, depending on early-phase decision making. The execution of a successful campaign is a large and complex undertaking that will require experienced and dedicated fundraising planning and management, as well as strategic thinking.

CCS recommends that the eventual operating organization develop a budget for campaign resources in partnership with the City. Efficient and sophisticated fundraising operations with established major gift mechanisms can aim for 5% of goal for operational expenses; a new organization should plan for a range of 12-15% of the campaign goal as a possible starting point. The actual amount will depend on a future campaign goal, but could be based in the roughly $11M dedicated to this project to date.

A campaign budget will provide for:
• Additional staffing
• Training and coaching
• Design, materials, and printing of donor-facing materials • Cultivation events
The campaign and future fundraising efforts will need the dedicated attention of at least a campaign director or Director of Development as a full-time second or third hire.

LEADERSHIP
Prospects
30 CCS Fundraising 30
>> Phase 1: Build the fundraising structure – determine the operating model/sponsor The work is underway to determine the most effective operating model for a future arts center as currently envisioned. In coordination with that work and launching programming to build a prospect universe for immediate and future needs, the City and its partners should identify a sponsoring organization to accept gifts.

A sponsoring organization, or fiscal sponsor, is a registered 501(c)(3) nonprofit that agrees to accept donations on behalf of a related cause to ensure that donations are tax deductible. In some cases, they can also provide compliance oversight and reporting in addition to the administrative support of processing and receipting gifts.

CCS recommends establishing a fiscal sponsor early. The existing nonprofit for Celebration of the Arts is mission-aligned and would make the most sense, assuming they are confirmed as a primary component of the path forward. Depending on resourcing, the founding board or Executive Director of the new organization may support the administrative tasks caused by sponsorship.

PROSPECTS
An agreement with a sponsoring
organization will require:
• A written contract outlining
responsibilities.
• Details on how funds will be
managed and disbursed.
• Compliance requirements
(reporting, allowable
expenses)
31 CCS Fundraising 31
>> Phase 1: Build the fundraising structure – use programming for cultivation When approached strategically, events can be one of the primary ways people begin a philanthropic relationship with an organization. Typical fundraising event ideas like galas or tournaments are resource-heavy without significant return, and this project will require a new approach with mission-based ideas to be successful.

CCS recommends using the pilot programming to its full advantage as cultivation opportunities alongside audience and revenue testing.

Individual meetings
• Ask them to volunteer to support
pilot programming
• Ask them to introduce you to
others
• Recruit them to the founding
board
• Meet to preview an exhibition
during off-hours
“Hosted” gatherings
• Ask volunteers to invite 4-5
couples to join them for a private
talk with one or two of the artists
in an exhibition or performers in a
show, or to attend a special smallscale version of a Phase 1 workshop. End with an update on
the project and a request for an
individual conversation to share
more.

Program attendance
• Have online event sign up and/or a
guest book or mailing list sign up,
to log attendees for follow-up
outreach
• Equip board members with
listening instructions and talking
points, and debrief on
conversations to inform next steps
• Research attendees before/after
events for possible philanthropic
capacity

PROSPECTS
32 CCS Fundraising 32
>> Phase 1: Build the fundraising structure – identify networks Equipping board members to appropriately identify connections - and staffing their outreach - will grow the prospect pipeline with warm leads to further cultivate through events in Phase 1 and personal engagement in Phase 2. Their deployment in active fundraising efforts in this way will ultimately increase Executive Director bandwidth and best serve the current state of the project.

We recommend:
• Listing connection goals on recruitment materials and annual commitment forms board members complete • Starting with 1-3 connections each and building from there • Prioritizing board connections in the training pathway, and providing that training in the near term • Adding board connection numbers to any initial reporting functions, dashboards, and KPIs Note that this focus on individual engagement may feel unusual to some who are coming from other, more governancefocused boards, but it is critical to long-term mission fulfillment. Personal fundraising should be a clear responsibility during the recruitment process.

PROSPECTS
33 CCS Fundraising 33
>> Phase 2: Add Major Gifts activity
Major Gifts ($10k+ in this case) are rooted in building and honoring authentic relationships. While seemingly antithetical to that goal, the prospect engagement pathway (right, and part of the training sequence) is an organized way to ensure the time and attention necessary to make real connections toward asking for significant investments.

Also called moves management, this is an established process focused on the activity and progressive engagement necessary to secure a donor’s best gift and encourage continued support.

Although this is a traditional approach for a somewhat untraditional project, CCS recommends using this framework for scaling any successful fundraising initiative.

Find a more detailed view of each step on the following page.

Discovery
Cultivation
Request Briefing
Stewardship

PROSPECTS
34 CCS Fundraising 34
>> Phase 2: Add Major Gifts activity, continued
Process Discovery Cultivation Briefing Request Close +
Documentation Stewardship
Best for
• New suggested
prospects
• Those with no CoE
or project
relationship
• Existing
EmeryArts donors
• Study participants
•Qualified new
prospects
• Established
donors
• Volunteer
leadership
Those who have
been briefed
Those who have
participated in a
gift request
Donors
Objectives
• Gather intel from
research,
conversation
• Identify best
connections
• Determine
interest in
engaging
• Understand their
interests +
motivations
• Build the
relationship
• Share project
details
• Understand best
amount + timing
• Secure their goahead
Make a tailored gift
request
• Obtain a yes or no
• Understand and
document their
intentions +
preferences
• Express gratitude
• Convey impact
• Deepen the
relationship
Sample prospectfacing materials None
• Case statement
• Organization-level
materials (i.e.,
business plan or
operating model
outline
•FAQ
• Project deck or
one-pagers
• Renderings
• FAQ
• Proposal
• Proposal letter
• Gift/pledge form
• Acknowledgement
letter
• Personal notes
• Progress
newsletters

PROSPECTS
35 CCS Fundraising 35
>> Phase 3: Adopt campaign best practices for prospect engagement Advancing fundraising efforts from a primarily open appeal, participation-based approach toward strategic individual prospect engagement is the shift required to implement a successful campaign, if that is the next step following the first two phases.

CCS recommends maintaining these best practices:
• Set a meeting infrastructure for the campaign, with regular opportunities to connect and drive activity. • Assemble a primary prospect list, tracked centrally by one person. The list should include relevant prospect information, including target gift request, assigned visitors, contact information, next steps, etc. • Utilize the most personal approach at every step of the engagement process:
• Phone call vs. email communications
• Face-to-face vs. letter request
• Private setting vs. public or group engagement
• Be careful to avoid a transaction-like approach. Each interaction should be a carefully prepared and purposeful conversation about a partnership and impact, not about “campaign needs”. Take the time to understand the prospect’s interest, and speak to that interest, before requesting a gift. • Pursue five-year pledges, which will allow most donors to invest a larger gift than they would with a one-time commitment, with the understanding that payment timelines will outlive the end of a campaign by up to 5 years. • Ensure an openness to asset-based gifts like stock and life insurance as well as deferred or estate gifts – although a capital funding goal is time-sensitive and requires cash in hand, sustainability of this effort is important to its success and to donors.

PROSPECTS
36 CCS Fundraising 36
Buttressing campaign best practices with supportive tactics builds the fundraising engine to drive momentum and progress.

CCS recommends employing these prospect engagement tactics:
• Vet prospect lists with every relevant party.
• Undertake a disciplined and well-conceived donor engagement strategy for each campaign prospect and each meeting.
• Maintain one point person for all fundraising outreach efforts, to promote collaboration and avoid duplicating efforts.
• Consistently review prospects, ensuring accountability and disciplined follow-up. • Meet in pairs – in this case, the Executive Director and a Board member would be a good formula. • Conduct prep meetings that include review of prospect research, a written strategy, and tailored conversation points.
• Conduct debrief meetings or set a practice of written call reports (outcome, primary discussion points, next steps). • Maintain the integrity of the briefing meeting before a request. • When appropriate, develop a customized proposal with unique crafted value propositions, a verbalized, specific request and a customized recognition opportunity (if appropriate). • Follow up, follow up, follow up until it prompts activity (with a Board member or other volunteer) or a decision (for a prospect).
>> Phase 3: Adopt campaign best practices for prospect engagement – tactics

PROSPECTS
Next Steps

SECTION FIVE
38 CCS Fundraising 38
Evaluate
recommendations and
suggested phasing
Present to ACAG and
City Council to endorse
and pursue an action
plan
Share an update with
all study participants
and focus group
invitees
Utilize the study
outcomes as a reason
to make connections

NEXT STEPS
Appendix

SECTION SIX
40 CCS Fundraising 40

MATERIALS
All study materials were shared with City of Emeryville leadership and its project partners as they were developed.

A complete list of leadership suggestions will be provided under separate cover, as well as the list of people who identified themselves for further involvement in the e-surveys.

Foundation research conducted for this project, including potential funders across additional funding segments (technology, belonging, etc.) will also be shared separately. 41 CCS Fundraising 41
Interviews
Complete 18
Unavailable 3
No reply 10
Total invited 31
Conducted October 30 – December 1
Focus groups
Attended 5
Declined 1
Unavailable 1
No reply 10
Total invited 17
Three sessions conducted in November 2025

STATUS SUMMARY
E-Surveys
Business 376 sent 23 complete
Individual* 47 complete
Total complete 70
Open November 24 – December 3
*Link distributed by CoE
42 CCS Fundraising 42
CCS conducted three focus groups with leaders in the creative community. Five people participated, which is below the threshold for trend analysis, but a summary of those discussions follows.

OVERALL REACTIONS
• No- and low-cost is key
• Lead with the nonprofit before moving forward with the building, to get the programming and connections in motion • Figure out what this is before it is built - if it is for the community, design it with more flex space, classrooms, and gathering

COMPELLING ASPECTS
• Potential for intellectual rigor in exhibitions
• School programming, which will open more doors to donor segments
• Creating what the community needs
• Galleries
• Workshops

SUGGESTIONS
• A café or gathering space to activate the building, create reasons to stay, develop it into a destination, field trips, revenue • Artist-in-resident program to work and show there, as well as help direct programming the first few years as the vision comes together
• Revenue-generating aspects of other successful models are large-scale classrooms, workshops, and camps
• Housing

QUESTIONS/CONCERNS
• Vulnerability of the center to donor desires/whims rather than community wants and needs
• Lack of a donor base and the time it takes to develop a major gift • Sustainability of the theater space/overestimating revenue • How to make this project appealing to prospects outside of the immediate region

FOCUS GROUP SUMMARY
Findings: Strategic Conversations
44 CCS Fundraising 44
What is your relationship with this project? How long have you been involved? N/A
27%
1-5 years
28%
6-10 years
17%
10+ years
28% Current/former
city government
33%
No
relationship
17%
Supporter of
a related org
17%
ACAG
11%
Community
member
11%
Other
11%

RELATIONSHIP
60% of participants had some familiarity with this project before receiving the background statement. 45 CCS Fundraising 45
29%
14%
12%
12% 9%
8%
5%
3%
2%
What are the City’s greatest strengths that may impact the success of this project? City leadership
5 Commitment to
the project
5 Location/size of
Emeryville
5 Value of art to the
city
5 STRENGTHS

COMMENTS
• “The City is committed to making this a city of the arts.” • “City Council members change, but they have all seemed to be behind making some version of this a reality. That is unusual and a good sign.”
• “A large group of organizations has been fighting for this for a very long time.”
• ”The beauty of this is that we all want it.”
• Emeryville is arguably more attractive than San Francisco for getting around and access to this kind of destination.” • “We take art and innovation seriously.”
46 CCS Fundraising 46
29%
14%
12%
12% 9%
8%
5%
3%
2%
What are the most pressing challenges faced by the City that may impact the success of this project? Resourcing
15 Sustainability
5 Strategic vision is
incomplete
5 Large scale
2 CHALLENGES

COMMENTS
• “Financial viability of the project will be a challenge. It needs to have its own financial momentum and stability.“
• “Whether they have the budget or fortitude to support this remains to be seen. I continue to be shocked at how slow things are in the public realm.”
• “I’m concerned about the economic model and sustainability of this project when other arts centers are closing.”
• “I don't know that we have the base to be able to support this programming over time.”
• “The building should be driven by programs, rather than the building driving programming.”
• “Is this feasible at this size?”
47 CCS Fundraising 47
What is your overall reaction to the background statement and the City’s plan to build a new arts center?

PROJECT REACTION

COMMENTS
• “It's exciting to think about investing in a new cultural center and the diverse pull for programming is interesting.”
• “It's a fascinating project but a large scope. Capital is a hard sell right now for our donors. Most want to give to direct programming.” • “The community wants it done, and they want the entire vision fulfilled, but we don't want to let perfect be the enemy of good.” • “It seems like too much for the moment. Put it together in stages and use other spaces to meet the other needs in the short term.” • “I like the concept but don't think it's viable. The building and longterm costs are not feasible to support over time.” Very
Positive
6%
Positive
56%
Mixed
33%
Negative
6%
48 CCS Fundraising 48
29%
14%
12%
12% 9%
8%
5%
3%
2%
4 9
13 7
6 3
5 1
2 2
2 Theater
Classrooms/studios
Gallery/Exhibition Space
Most compelling Neutral Least Compelling Unsure
How would you rank the primary components of the arts center as it’s currently envisioned?

PROJECT COMPONENTS
49 CCS Fundraising 49

PROJECT COMPONENTS

MORE COMPELLING
• “All of those seem compelling, and the right kind of
flexible use that would make this project successful."
• “The classroom space and galleries will be the most
flexible for future needs. We need to speak to younger
people.”
• “If we have studio and teaching space, that would be a good partnership with the school district.”
• “The most compelling thing about the gallery space is that there's already a very defined need. The arts
education space is similar, and that would add a
valuable piece to the community.”
How would you rank the primary components of the arts center as it’s currently envisioned?

LESS COMPELLING
• “It doesn't seem like the theater would be big enough to attract touring performances. The size lends itself to
local theatre or community shows, which would be
either free or low-cost, so not terribly revenuegenerating.” • “The performing arts piece is exciting but maybe the
hardest to fulfill, so I would place the others ahead of it.” • “The theater is a relatively expensive space, and they need to be conservative about audience numbers. The
technical requirement of a theater is quite high, so it skyrockets the price.”
50 CCS Fundraising 50
14%
12%
12% 9%
8%
5%
3%
2%
What need is the City fulfilling with this project?
• “An arts center will link together all of the components that make up our cultural identity and history..”
• “I don't know that there's an unmet need in the East Bay from the arts perspective. One of the things Emeryville is lacking is community space, a cafe, a place to gather, and those things are not in these plans..”
• “This could be a collective preservation of organizations.

If there are organizations that are struggling, this could become a hub and a place for them.”

PERCEPTION OF NEED

COMMENTS
• “The number one priority is safely housing the
Celebration of the Arts - literally if we thought we could only pay for an empty barn that met their needs, that's what we should do.”
• “We have an artist population. It’s been a desire and a constituency in the city that wants to cultivate the
appreciation of the arts, which is valuable in and of
itself.”
• “It's an opportunity to get people into this community.

That's how we build a sustainable economy around art,
in my opinion.”
51 CCS Fundraising 51
29%
14%
12%
12% 9%
8%
5%
3%
2%
What else would you like to know about this project? Are there additional factors the City should address? Sustainability
7 City’s long-term
role
6 Programming
5 Leadership
3 Impact to local
business
2 QUESTIONS

COMMENTS
• “How do we break even on this space - or do we?”
• “This project will need to have a very strong financial plan moving into the future for people to be able to give..”
• “How is the city going to be a good partner to this organization over time? How will that be solidified into the bones of the city, regardless of who is in a leadership role?“
• “How is the City of Emeryville supporting it? What is the line item in the city's budget for cultural affairs? What is the 100-year plan? Will it be a City-owned space, and how will they support it into the future?”
• “The programming. What will this be?”
• “Donors want to make sure there's community buy-in, rootedness - who has been in it throughout? We want to support artists not just as practitioners but as people.”
52 CCS Fundraising 52
Does the City have the capacity to support a campaign of up to $50M, toward an estimated project cost of $60M?
No
39%
Unsure
61%

COMMENTS
NO
• “No, I don’t think we can raise that money. We’ve never gone hat in hand to individuals, nor at this kind of scale at all. I don’t know of any prominent high net worth individuals who we could rely on.”
• “We’ve turned down all previous chances at success, even when times were good, so I don’t know why anyone would support this philanthropically.” • “Unless you have a very strong advocate or several of them, it's not going to happen at this scale. And I don't know who that would be. Maybe $10M.” UNSURE
• “You'll need a separate revenue stream to make this happen. Other similar projects have a larger immediate impact on urgent issues, existing programming to source donors from, or a stellar leadership team.”
• “It's ambitious in the fundraising landscape, but it’s the reality of what things cost.”

FUNDRAISING CAPACITY
53 CCS Fundraising 53
Do you believe now is the right time to move forward with a fundraising campaign in support of this project?
Yes
11%
No
33%
Unsure
56%
How urgent is this
project?
Somewhat urgent: 39%
Not urgent: 61%
TIMING

COMMENTS
YES
• “It’s as good a time as any. There’s a high degree of need for money right now, but it may not be better next year.”
NO
• “The people who are philanthropic have been inundated to keep nonprofits alive, because of what's going on in the state and federally. It's not a great time.” • “It's not urgent; they've been working on it for 19 years.” UNSURE
• “They've had a lot of opportunity to take this forward. In full scope, in small scope, phased, adjusted - but nothing has ever happened, so I'm skeptical.” • “They should evaluate starting over the next 2.5 years. It's a challenging time.

Philanthropy cannot fill these gaps.”
54 CCS Fundraising 54
14%
Who would you suggest to lead or be involved with
this effort?
Who would you suggest as potential
campaign donors?
Name # of mentions
Rich Robbins 8
Frances Collins 3
Oxford Properties 3
Pixar 3
Sharon Wilchar 3
Other individuals or organizations
(1-2 mentions each) 19
No suggestions
LEADERS + DONORS
55 CCS Fundraising 55
29%
14%
12%
12% 9%
8%
5%
3%
2%
If a campaign moved forward, would you be willing to consider the following? 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Make a gift Make
connections
Serve on a
committee
Host a reception Solicit gifts Serve as a leader
of the
committee
Yes Maybe No

PERSONAL INVOLVEMENT
56 CCS Fundraising 56
29%
12% 9%
8%
5%
3%
2%
If a campaign moved forward, would you be willing to consider the following? Question Yes Maybe No “Yes” +
“Maybe”
CCS Arts-CultureHumanities
“Yes” + “Maybe” Average
Make a gift 11%* 33% 56% 44% 84%
Make connections 0% 39% 61% 39% 61%
Serve on a committee 0% 22% 78% 22% 49%
Host a reception 0% 11% 89% 11% 48%
Solicit gifts 0% 11% 89% 11% 43%
Serve as a leader of a committee 0% 11% 89% 11% 34%

PERSONAL INVOLVEMENT
*The individuals who said ”Yes” to making a gift indicated their gifts would be in the <$10,000 level relative to the gift table 57 CCS Fundraising 57
29%
14%
12%
12% 9%
8%
5%
3%
2%
High
6%
Middle
13%
Low
44%
Unsure
31%
N/A
6%
On your personal list of philanthropic
priorities, where does this project rank?

PHILANTHROPIC PRIORITY
What would it take to elevate this project in your
philanthropic priorities?

COMMENTS
• “This project touches every single one of our new
priorities, but we have a long slow funding picture, and capital is not part of our regular mechanisms.”
• “It will depend on what it has to offer. I don't know if this intersects with my own interests yet.”
• “We're happy to help if you want to talk about ideas or how to phase this, but our philanthropic causes lie
elsewhere.”
• “If we had real evidence that it's actually happening..” • “If it ever got out of the design/fiscal analysis, we might jump on board. There would have to be someone who
really had a vision on how the space would be used yearround and the data to support it..” 58 CCS Fundraising 58
14%
12%
12% 9%
8%
5%
3%
2%
Do you have any final thoughts or advice for the City?
• “What are the decisions we need to make to move this
forward in some way? If we're still talking about this in 20 years, then we've done something wrong. There should be a range of options in how this moves forward.”
• “If it can’t be done at this scale, which is the finding I suspect, how can the message to the community be
positively framed?”
• “Either projects are being put on hold for the time being or scaled back. What is the backup plan? You need X/Y/Z scenarios with funding triggers.”
• “Put a price tag on the first 3-5 years of operational support. It'll be critical to sustaining while you're learning and hammering out what is going to work or not.”
ADVICE

COMMENTS
• “Start small, don't overextend yourselves.”
• “I've done this three times, so how seriously would I take it? They've cried wolf all three times before and
there’s been a long gap without any information at all.

I'd love to see this move forward, but I haven't seen
anything of substance yet.”
• “I wonder how Gallery 4509 could fit into this in the future - not as a popup, but as a test environment to
establish programming over the year. That could be
used as a lab or experiment. They could try out some
ideas and see what works.”
• “I wish them the best of success, but they need to be realistic about scale and scope. Something is better
than nothing.”
Findings: E-surveys
60 CCS Fundraising 60
Business: What type of organization or business
are you representing?
Individual: Where do you live?
Emeryville
78%
Oakland
15%
Berkeley
7%
Hospitality
44%
Other
26%
Technology
13%
Creative
9%
Healthcare
4%
Nonprofit
4%

PARTICIPANTS
“Other “features real estate and legal, among others
61 CCS Fundraising 61
What is your overall reaction to plans to build a new arts center?

PROJECT REACTION
Very
Positive
57%
Positive
35%
Mixed
9%
Very
Positive
59%
Positive
28%
Mixed
9%
Negative
4%
Business Individual
62 CCS Fundraising 62
Which project component do you find most compelling for your family?

PROJECT COMPONENTS
Arts
Education
26%
Theater
26%
Other
26%
Gallery
22% Arts
Education
35%
Gallery
24%
Other
22%
Theater
20%
Business Individual
“Other” includes participants who noted ‘all of the above’ and ‘dance classes’, among others
“Other” includes participants who noted ‘all of the above’, ‘dance’, ‘housing’ and ‘studio space’.
63 CCS Fundraising 63
14%
12% 9%
8%
5%
3%
2%
What need is the City fulfilling with this project?

COMMENTS - INDIVIDUAL
• “Providing a home for the Celebration of the Arts and supporting visual and performing arts in general.”
• “The need for community and connections is being
fulfilled with this project.”
• “A third space for neighbors to exist (not home, not work, not a commercial space which requires money to be
there).”
• “Bringing an appreciation for all art forms to all ages across all income levels.”
• “Supporting local artists and art education.”
• “That's not clear to me. Is there really a need for this project or is it just rolling along on momentum?”

PERCEPTION OF NEED

COMMENTS - BUSINESS
• “Creating a permanent, purpose-built home for the arts community — a stable space for exhibitions,
performances, and creative programs that Emeryville
has lacked for years.”
• “More family friendly attractions, activating the area with a more culture-based experience.”
• “Continuing to foster the existing community of artists while attracting the next generation.”
• “By investing in inclusive, forward-thinking
programming, the Arts Center has the opportunity to
become a regional magnet for creativity, connection,
and cultural tourism.”
• “Much needed community third place, education +
workshops and cultural hub”
64 CCS Fundraising 64
29%
14%
12%
12% 9%
8%
5%
3%
2%
How do you think an arts center would affect your business? Attract visitors
9 Little to no impact
5 Benefit
staff/residents
4 IMPACT – BUSINESS

COMMENTS
• “Arts and culture are proven economic drivers that attract visitors, elevate a city’s reputation, and foster the vibrant environment that Emeryville is striving to cultivate as a regional arts and tourism hub..”
• “Not a material benefit. A detriment if it uses scarce city financial resources.”
• “Getting more citizens interested and excited by all aspects of art, design, storytelling, and films.”
65 CCS Fundraising 65
29%
14%
12%
12% 9%
8%
5%
3%
2%
How do you think an arts center would impact Emeryville or the region? Build community
14 Foster art and
artists
13 Create a cultural
destination
12 Support artistic
education
7 Impact local
business
5 IMPACT – INDIVIDUAL

COMMENTS
• “A local gathering place would bring people in Emeryville together and, handled well, might draw others from Oakland and Berkeley in.”
• “It would be great to attract emerging talent in an entry-level setting. Big time performers target venues in San Francisco, Oakland, or Berkeley. But Emeryville is at the intersection of all these major cities and could serve as an incubator for artists “ • “Even if it just helps a handful of artists get more visibility, and gives the area's kids access to art education, it'd be a success!” • “It would support artistic education and expression while building a community space.”
• “It would attract and help other small businesses who need customers coming through.”
66 CCS Fundraising 66
Which type of programming would most benefit your business? Other
32%
Visual arts
exhibitions
27%
Performances
27%
Educational
workshops
14%
PROGRAMMING IMPACT – BUSINESS
”Other” includes “all of the above” and the following
comment:
• “I'm not sure how an arts center would benefit our
business, other than providing an art venue for our staff to visit, if they decided to stay in Emeryville after work.“ 67 CCS Fundraising 67
29%
14%
12%
12% 9%
8%
5%
3%
2%
How might you consider being involved in preparation for building Emeryville’s arts center? (select all that apply)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Attending pop-up
programming
Serving in a volunteer
advisory capacity
Event planning Making an individual or
family donation
Business Individual

PERSONAL INVOLVEMENT - PREPARATION
Other suggestions included operational consulting, café services, preliminary event partnerships, and strategic planning. 68 CCS Fundraising 68
29%
14%
12%
12% 9%
8%
5%
3%
2%
How might you consider participating after Emeryville’s arts center is complete? (select all that apply)

PERSONAL INVOLVEMENT - ONGOING
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Attending
events or
workshops
Using the
space
Collaborating
on events or
promotions
Serving on a
committee or
board
Event
sponsorship
Event
volunteering
Making an
individual or
family
donation
Business Individual
Other suggestions included café services as well as teaching workshops 69 CCS Fundraising 69
14%
12%
12% 9%
8%
5%
3%
2%
What questions or concerns do you have about this project?

COMMENTS - INDIVIDUAL
• “How is it being funded, considering the Emeryville city deficit?”
• “Cost/lack of funding for arts throughout the country in the current federal environment”
• “Why is the City committing $60 million to this arts
center when we could use that money for other uses such as improving our existing elementary school,
maintaining the green way, etc.?”
• “That it’s taking too long to come to fruition!”
• “I have a few questions about the use case of a large theater. … I think there could be more space given to the class/studio space, in the event that multiple artists
would like studios and others would like to teach classes in the same time period.“

QUESTIONS

COMMENTS - BUSINESS
• “Cost, long-term financial sustainability, construction disruption, operational plans, and whether the center
will truly benefit local businesses.”
• “It should not have any material impact on city
finances.”
• “Will community members and local businesses be
actively included in the planning process to ensure the Arts Center truly reflects the people who live here, aligns with the city’s mission, and supports Emeryville’s
cultural and economic goals?”
70 CCS Fundraising 70
14%
12% 9%
8%
5%
3%
2%
Please share any final thoughts or advice.

ADVICE

COMMENTS - BUSINESS
• “Thank you for the opportunity to share my thoughts on this exciting project. It is truly needed and holds great potential for our community.”
• “Good concept, but needs careful planning,
transparency, and year-round programming to justify
the investment. 60 million is a substantial amount.”
• “…I continue to be concerned about safety, business
accessibility, parking, and traffic. While I'd prioritize the art center over many of the other projects being
planned for Emeryville, I would strongly urge you to keep in mind how these pieces will all fit into a whole. Above all else, we need to keep Emeryville functional and safe.” • “I question the need for this, and its feasibility.”

COMMENTS - INDIVIDUAL
• “We moved to Emeryville this year and plan to raise a family here. I hope our future children can enjoy this art center in their lifetime.”
• “I think inspiring the younger generations to find passion and pleasure in the arts is important. …I hope that the space can offer opportunities for all age ranges and
income ranges to participate and use the space.”
• “If this project has already been approved by the city council, I hope they really understand all the burdens it will place on our community to build it. Are there no
vacant or low traffic spaces already owned by the City that could be used for the purposes of this center?”
• “There was a time when this might have been feasible but now is not that time.”

72 ABOUT CCS
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development strategy
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City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: March 17, 2026
TO: Mayor and City Council Members
FROM: LaTanya Bellow, City Manager
SUBMITTED BY: Chadrick Smalley, Community Development Director SUBJECT: ECONOMIC DEVELOPMENT ADVISORY COMMITTEE’S ANNUAL

REPORT ON COMMITTEE GOALS, PRINCIPLES AND
ACCOMPLISHMENTS FOR CALENDAR YEAR 2025; AND PROPOSED
COMMITTEE PRIORITIES FOR CALENDAR YEAR 2026

RECOMMENDATION
Staff recommends the City Council accept this report on the Economic Development Advisory Committee’s accomplishments in 2025 and proposed priorities for 2026.

COMMITTEE GOALS AND PRINCIPLES
The Economic Development Advisory Committee (EDAC) provides input and recommendations regarding City policies and priorities related to the City’s economic development priorities and strategies
ACCOMPLISHMENTS FOR CALENDAR YEAR 2025
The EDAC’s highlighted priorities for 2025 were to: 1) develop a Black, Indigenous, People of Color (BIPOC) small business support program; and 2) continue implementation of the Marketing Program. Other priorities included continued collaboration with Emeryville Commerce Connection as it develops its membership and addresses the needs of the business community, collaboration with Rotten City Cultural District programs, and support of the Arts Center Project.

The EDAC’s work in 2025 primarily focused on BIPOC small business support and implementation of the marketing program, as described in more detail below.

In January 2025, the EDAC received an update from Northeastern University at Mills College faculty on the BIPOC small business needs assessment research project. The EDAC also nominated a member to serve on the Community Promotions Grant selection panel and reviewed its annual report to the City Council.

In March 2025, the EDAC reviewed several draft design concepts for the marketing program and received an update on the Arts Center Project.

In July 2025, the EDAC reviewed the findings of the BIPOC business needs assessment presented by Northeastern University faculty and reviewed the final marketing program design.

Economic Development Advisory Committee Report to City Council City Council Meeting | March 17, 2026

In September 2025, the EDAC reviewed and recommended City Council approval of the BIPOC Small Business Support pilot program.

In November 2025, the EDAC received a presentation on business license tax modernization and other potential revenue measures. The EDAC also reviewed the final draft website developed for the marketing program.

In addition to the activities outlined above, at each meeting the EDAC received updates on the Rotten City Cultural District programs, as well as updates from the Emeryville Commerce Connection.

TOP PRIORITIES FOR CALENDAR YEAR 2025
First Highlighted Priority
BIPOC Small Business Support – Implementation, Evaluation, Revision – The EDAC began preliminary work on this City Council priority in late 2023 and continued this work through 2025, culminating in the City Council’s adoption of a pilot program in November 2025. The pilot program will launch in early 2026 and is designed to both support BIPOC small businesses and solicit additional feedback through intentional outreach to uncover this business community’s needs. As the program is implemented, new insights are intended to be incorporated into the program through evaluation of program outcomes and future revisions.

Second Highlighted Priority
Marketing Program – With the City’s brand audit, insight gathering, and website design completed, the EDAC expects marketing program implementation activities to continue in 2026 with the launch of the purpose-built website for hosting content that tells the City’s story as a complete community that is a center of art and innovation, and a social media marketing campaign to drive traffic to the website. The visibility of this work will increase markedly in early 2026 with the publishing of the website, continued content development, and social media support.

Other Priorities
Other activities expected to involve the EDAC in 2026 include continued collaboration with the Emeryville Commerce Connection as it develops its membership and launches programming that benefits the business community, continued collaboration with Rotten City Cultural District programs including exploration of methods to allow continuation of these programs after state grant funds are exhausted, and support of the Art Center Project.

CONCLUSION
The EDAC has remained an engaged and productive advisory body in 2025. The upcoming calendar year is expected to be significant for economic development activities Economic Development Advisory Committee Report to City Council City Council Meeting | March 17, 2026

in Emeryville with the implementation of the BIPOC Small Business Support pilot program, launch of the Marketing Program, and growth of the Emeryville Commerce Connection. These initiatives offer great opportunities for synergistic cooperation to the benefit of Emeryville’s economy and the EDAC is excited to be a part of this work.

PREPARED BY: Chadrick Smalley, Community Development Director [THIS PAGE INTENTIONALLY LEFT BLANK]
City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: March 17, 2026
TO: Mayor and City Council Members
FROM: LaTanya Bellow, City Manager
SUBMITTED BY: Chadrick Smalley, Community Development Director SUBJECT: PUBLIC ART COMMITTEE ANNUAL REPORT ON COMMITTEE

GOALS, PRINCIPLES AND ACCOMPLISHMENTS FOR CALENDAR
YEAR 2025; AND PROPOSED COMMITTEE PRIORITIES FOR
CALENDAR YEAR 2026

COMMITTEE GOALS AND PRINCIPLES
Provide input and recommendations regarding City policies, priorities and feedback related to the City’s Percent for Art ordinance (Ordinance 90-20), and related matters.

ACCOMPLISHMENTS FOR CALENDAR YEAR 2025
One of the two major goals identified for 2025 was successfully met. The restoration of Neighborhood Convergence could not proceed due to an adjacent transportation project’s timeline, as described below.

Accomplishment 1 – Priority 1:

The Public Art Committee’s (PAC) top priority for 2025 was facilitating the final design for Public Art for the 40th Street Multimodal Project including:
• Draft design of an icon and signage for wayfinding signage that aligns with the theme used for the project’s sculptures and attached art works. The signage incorporates signage design elements from adjacent Cities for consistency, with the whimsical addition of plant and animals, while the icon is a standalone element. • Design of four plaza installations that are consistent in colors and themes but vary in utility, including a lighted work, interactive works, seating and an archway. • Attachable elements in a variety of designs reflecting a wide range of fauna attached to street furniture, with a color palate consistent with the other elements, on bus shelters, light poles, lean bars and fences all along the public right of way.

Sijia Chen Studio was awarded the contract for all project components. Ms. Chen coordinated six interactive paper cutting workshops in April and August with a total of 60 adults and 85 children participating in the project design. This process resulted in a locally representative design, with 65 different images reflecting beloved locally found species including ginkgo leaves, willets, mushrooms, eel grass and more, with a robust Public Art Committee Annual Report to City Council
City Council Meeting | March 17, 2026

representation of the species found in the mudflats. The community process highlighted resident goals of representing species found in the mudflats as unique from those found in Emeryville and many adjacent East Bay communities. The mudflats species are distinctive, offering representation differentiated from the artists’ works elsewhere.

Staff coordinated a survey of public reactions to the draft design of the signage and icons with just over 100 responses with mixed support, believed to be in part due to the survey’s lack of imagery depicting how the design would be incorporated into neighboring signage elements, which the PAC and BPAC members were generally very pleased by and felt clearly served for effective wayfinding while adding a uniquely Emeryville aspect, much like the successful art project on Emeryville utility boxes. The final icon design was modified based on the survey and Committee feedback with the species being revised to include a Willet (a bird found in the Emeryville Crescent).

Priority 2 – Implementation Delayed but Design Development Furthered – Neighborhood Convergence
The restoration of the eight sculptures originally installed 20 years ago under the Interstate 80 overpass at Powell Street was to include relocating the sculptures outside of the fences that currently enclose seven of the eight works, to increase visibility of the artwork by moving all the works. In 2025, the artists, staff from the Metropolitan Transportation Commission (MTC) and City staff met to discuss revising the trail and fence alignments to leave four works on site during construction with protection to avoid having to relocate, and potentially destroy in removal, the artworks. The four artworks to be retained represent the larger artworks in positions closer to the roadway. The relocation and restoration work is to be commissioned concurrent with the pathway work proposed to be completed by the MTC. This work was delayed to 2026 with 95% design under review as of January 2026.

Additional Accomplishments:

Purchase Award
• In March 2025, installed and celebrated the 2024 Purchase Award- Lanzón de Chavin Totem by Roberto Gastelumendi.
• Selected, purchased and installed the 2025 Purchase Award Spinnaker and Search Party, with celebration to occur in early 2026.

Sharon Wilchar Bus Shelter Art
These commissions are awarded to local artists responding to the program’s theme in aesthetic and creative ways. The awards are made every other year. • Released and managed responses to a Request for Proposals for Phase VIII of the Sharon Wilchar Bus Shelter Art Program, selecting eight new artists including:
o Robert Ortbal, Jennifer Mazzucco, Stella Kalaw, Carrie Hott, Mila Moldenhawer, Ceci Bowman, Teresa Kalnoskas, Torreya Cummings, and Alla Agafonov
Public Art Committee Annual Report to City Council
City Council Meeting | March 17, 2026

• Completed Phase VII and initiated Phase VIII of the Program through the installation of works by Erin Fong and Michele Theberg in 2025 (Phase VII) and Jennifer Mazzucco (Phase VIII)
• Secured a new vendor to design the bus shelter posters layout after the City’s existing vendor declined contract renewal
Sign of the Times Maintenance and Restoration:

In 2025, the signature utility box art program expanded from 30 utility boxes to 35 with the addition of new signal boxes on key arterials adding images previously commissioned and selected from a library of 50 images by the conceptual artist Seyed Alavi Visual Art Grants
These grants celebrate the creative contributions of local artists and highlight the City’s commitment to promoting visual excellence within our community.

Eight visual artists were provided grant awards in 2024, and two awardees’ works were completed in 2025 including:
• Chris Granillo completed installation of an over 200 linear foot mural across the rear façade of the EmeryTech building along the railroad tracks • Packard Jennings' three functional birdhouse sculptures were completed with significant assistance and in-kind support from the Public Works Department.

These installations were celebrated during Art and Culture Month on a Public Art tour of the Greenway and a bike tour in December.

Rotten City Cultural District.

ABG Art Group was contracted for the implementation of the grant-funded Rotten City Cultural District (RCCD) programs in 2024. ABG Art Group presented to the PAC on two occasions regarding the marquee sculpture installed in 2025 in Peladeau Park, near the Powell and Hollis intersection. In addition to this major installation of a marque sculpture, RCCD commissioned and installed 50 banners designed by local artists Cesar Cueva and Basmah Masood as part of the RCCD residency program. Finally, a mural was installed using designs by EUSD school children at the Sherwin Community Garden by artist Patric O’neil and a work produced by Salma Arastu during a 2025 RCCD residency was donated by the artist and installed in City Hall.

The funding for the RCCD programs also resulted in the first ever comprehensive mapping of the entire Art in Public Places collection and other publicly accessible works of art. This collection was posted on the City’s website at Public Art Collection and Maps (see Art Dashboard) in 2025, concurrent with the redesign of the City website.

Social Media
A 2024 PAC retreat identified additional priorities, including establishment of a social media presence, which resulted in the City’s first Public Art Facebook page, with 105 followers to date, and Instagram page, with over 205 followers to date.

Public Art Committee Annual Report to City Council
City Council Meeting | March 17, 2026

TOP PRIORITIES FOR CALENDAR YEAR 2026
The PAC met in January 2026 to endorse the following priorities for 2026:

First Highlighted Priority – Visual Art Grants
The call for applications for 2026 Visual Art grants was released in January 2026 with workshops on January 6 and 7 for artists considering applying. Applications were due February 27, 2026. Applicants are eligible for a grant of between $3,000 and $17,500 and a total of $122,500 is proposed for award. Over 20 sites have been identified as possible locations for new installations, from City parks and facilities to privately owned buildings with publicly accessible interiors or exterior locations in highly visible locations.

Second Highlighted Priority - 40th Streetscape Public Art Fabrication As noted above, Sijia Chen Studio was awarded the contract for all components of the 40th Streetscape Public Art Project. The final design and fabrication of over 35 individual pieces are expected in 2025 with installation anticipated in 2026.

Third Highlighted Priority – RCCD Residencies
RCCD residencies were State funded in 2025. With no new state funding, AiPP funds were proposed for 2026 residencies – with $30,000 for six residencies approved by the City Council on January 20, 2026. Residencies will include the production of a work to be considered for donation to the City, with approval by the PAC a requisite for acceptance.

Fourth Highlighted Priority - Neighborhood Convergence Restoration The restoration of this work, as discussed above, remains a top priority for 2026.

The restoration as envisioned now will ensure the pathway and the street are afforded the same view of the works, targeted shadow elements may be affected on the main work which features the word Emeryville and additional smaller art works may be added to the fence to create a welcoming pedestrian environment under the Powell overpass.

Other 2026 Identified Priorities
• Bus Shelter Phase VIII – installation of three artists’ works in 2026 • Purchase Award - In 2026, the selection of the 2026 Purchase Award will occur and the reception for the 2025 Purchase Award will be planned. • RCCD – In 2026, the RCCD grant funds and additional AiPP funding are expected to continue the Film Festival, Art and Culture Month and the RCCD artist residencies. AiPP funds may be considered in 2026 for support of shows at Gallery 4509.
• Maintenance of the collection is expected to be regularly funded under a contract with Preservation Arts starting in 2026, as approved by the City Council on February 17, 2026.

Public Art Committee Annual Report to City Council
City Council Meeting | March 17, 2026

CONCLUSION
The PAC has had a robust year maintaining existing programs like the Purchase Award and Sharon Wilchar Bus Shelter Programs, the last of the 2024 Visual Arts Grant program installations, and implementing a major new capital project that may potentially result in as many as 35 new works being installed in a single project, while also reviewing the RCCD marquee sculpture. Notably, many portions of the public art collection were featured in nine public art tours conducted during the inaugural Art and Culture Month.

PREPARED BY: Amber Evans, Community and Economic Development Coordinator

ATTACHMENTS
Attachment A: Presentation of PAC Accomplishments in 2025 and Goals for 2026 Public Art Committee
Report to the City Council
March 17, 2026
Presentation by
Taryn Walker, PAC Chair
Thanks to all PAC members:

Taryn Walker, Chair
Ronald Davis, Vice Chair
Salam Arastu
Erica Enriquez
Michael Haggerty
David Ridelhuber
Vickie Jo Sowell
Rick Tejada-Flores
Judith Wetterer
Sharon Wilchar Bus Shelter Art installed
in Fall 2025 – first of Phase VIII
1 Additional thanks to a member serving in 2025 no longer on the committee: Dr. Laura Rifkin
2025 Accomplishment
40th Streetscape Public Process & Design
Development
Artist Sija Chen
6 workshops with the public and school children
Accommodated over 145 people
Solicited images via website and surveys
Designed
2 Options for icons for wayfinding signage
2 Sign designs for Bike Routes and Bike Boulevards
2 Displays for bus shelter glass
Installations for attaching to light poles. lean bars and on bus shelters along 40th 4 sculptures in the new plazas – 1 lit, 1 seating , 1 interactive and 1 Instagramable All with species identified by the public process specific to Emeryville’s flora and fauna
2 2025 Accomplishment
Visual Arts Grants
Two  implemented in 2025:
 Chris Granillo
 Packard Jennings
3 2025 Accomplishment
Purchase Award
4 Steve Senter
2025
ECCL 4727 San Pablo
Spinnaker and Search Party
36” by 45” and 45’ by 35”
https://www.instagram.com/steve_senter_artist/?hl=en
2025 Accomplishment
Phase VII Bus Shelter Art
Phase VII of Sharon Wilchar
Bus Shelter Art Program -
2023 Call
Local artists installed in
2025 were:
• Ering Fong
• Michele Theberg
5 2025
Accomplishment
Initiated Phase VIII Bus
Shelter Art
Released the 2025 call for artists for Phase
VIII and selected 9 artists for a three-year
cycle beginning in Fall 2025
Jennifer Mazzuca featured Sept to Dec –
overlapping with her RCCD residency
6 2025 Accomplishment
Donation
7 • Salma Arastu
• City Hall - 1333 Park Avenue
• RCCD Residency – Donation
• 3’ by 4’
• https://salmaarastu.com/
2025 Deferred Priority
Neighborhood Convergence Restoration
Revised Plan
• Project deferred to 2026, revised in
2025
• Was to include relocation and
restoration of 8 painted sculptures on
Powell Street under Interstate 80
• Preservation in-situ of 3-4 of the
larger works was deemed feasible
with minor revision of fencing and trail
alignment
• MTC is considering final design with
the 4 sculptures remaining in place
8 Louise Stanley
Vickie Jo Sowell
AiPP Social Media
March 18, 2025
https://www.instagram.com/cityofemeryville/?hl=en
1,262 followers
9 https://www.facebook.com/profile.
php?id=61559744650802
104 followers
https://www.instagram.com/emeryville_public_art/
204 followers
2025 Accomplishments
Private Development - AiPP
10 Top Goals for 2026

1. Visual Arts Grants

2. 40th Streetscape Icon and Public Art Installed

3. Neighborhood Convergence Restoration

4. RCCD Residencies

5. Gallery 4509 Residencies

6. New maintenance contract with Peninsula Tell Tail Top Priority 11 2026 Goal 1
2026 Visual Art Grants
Target grant implementation to
coincide with 2026 Art and
Culture Month and parallel to
the 40th anniversary of the
ECA
Recommended $122,500 in
funding
12 2026 Goal 2
40th Streetscape Icon
§ Artist Sijia Chen will finalize her designs for 34 sperate installations including iconic flora & fauna representative to Emeryville stakeholders and install the works as 40th Streetscape implementation allows (2026 or 2027)
13 2026 Goal 3
RCCD Residencies
RCCD Residencies were
State funded in 2025. With no
new state funding AiPP funds
are proposed for 2026
residencies – with $30,000 for
6 residencies recommended
for 2026
Residencies will include a
work to be considered for
donation to the City with
approval by the PAC requisite
for acceptance 14
2026 Goal 4
Neighborhood Convergence Restoration
Relocation and restoration of 4 painted sculptures and protection in-situ on Powell Street under Interstate 80, to be integrated in adjacent streetscape project, by artists Louise Stanley and Vickie Jo Sowell - with outcome resulting in no works behind the fences 15 2026 Goal 5
2026 Gallery 4509 Shows
PAC to consider recommending funding of
$30,000 in AiPP funds for six art shows at
Gallery 4509 with one show to occur as
part of the RCCD October Art and Culture
Month, managed by ECA or RCCD such
as: § Bus Shelter Artworks of past installation § Group Shows: Residencies, Co-op § Earth Day, social justice, sea level rise § Children's Art with EUSD § Painters who became muralists  § Emeryville photography § Pixar § 3D Printed Works § Ceramic works 16 2026 Goal 6
Maintenance of Collection – new contract
§ Preservation Arts
assessed the City
owned public art
collection & prioritized
deferred maintenance
for repairs
§ Staff proposed a threeyear contract; $50,000
per year
§ Having skilled
conservators on
retainer creates a
vehicle to address
acute issues as they
arise
$326,832 total deferred
maintenance for all works
$132,774 for the five top
projects:
• Pumpers & Sparky
• Look Closely
• Peninsula Tell Tail
• Gateway
• Reflections of Time
PAC recommended Peninsula
Tell Tail for first priority and
expanded scope to include
electrical repairs
Additional 2026 Goals
§ Continue Sharon Wilchar Bus
Shelter Art Program Phase VIII
§ Provide Phase VIII Bookmark
§ 2026 Purchase Award
Selection, installation and
celebration
§ Consideration of a lending
program for Purchase Award
Collection
18 Thank you with a
splash of color from
RCCD - also adding
art to the City
throughout 2026
March 18, 2025
CDD 19
19 City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: March 17, 2026
TO: Mayor and City Council Members
FROM: LaTanya Bellow, City Manager
SUBMITTED BY: Sharon Friedrichsen, Finance Director
SUBJECT: WARRANTS

RECOMMENDATION
Attached are the following items for City Council and Successor Agency approval at the meeting of March 17, 2026:

1. Wire Transfers and Debit Authorizations for February 4, 2026, through March 9, 2026 in the amount of $1,677,589.06

2. Warrant Register for the City of Emeryville dated March 9, 2026, in the amount of $4,298,573.94

3. Wire Transfers and Debt Authorizations for the Successor Agency for February 4, 2026 through March 9, 2026 in the amount of $10,251,886,93.

4. Warrant Register for the Successor Agency dated March 9, 2026 in the amount of $71,844.33
I certify that the above-stated demands are accurate, and funds are available for payment thereof.

City of Emeryville and Successor Agency Wire Transfers from February 4, 2026 through March 9, 2026 Org Acct Project Wire Date Payee Description Amount
101 2152 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 ACTIVE EMPLOYEE MEDICAL PREMIUM $ 221,836.50 710 72400 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 RETIRE MEDICAL PREMIUM $ 17,093.00 1900 80360 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 ACTIVE ADMINISTRATIVE COST $ 177.47 1900 80360 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 RETIRE ADMINISTRATIVE COST $ 62.20 101 21520 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 ACTIVE NON CALPERS $ 4,709.18 101 21520 1/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM JANUARY 2026 ACTIVE ADMINISTRATIVE COST $ 3.77 101 2130 2/3/2026 EMERYVILLE POLICE OFFICERS ASSOCIATION POLICE UNION DUES - EPOA $ - 101 2130 2/3/2026 EMERYVILLE POLICE MANAGERS ASSOCIATION POLICE UNION DUES - EPMA $ - 101 2134 2/3/2026 SEIU UNION DUES - SEIU $ 3,326.85
101 2187 2/3/2026 PARS EPOA PARS CONTRIBUTION $ 6,490.70 101 2186 2/3/2026 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT $ 145,708.12 101 2144 2/3/2026 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #300529 $ 11,839.00 101 2144 2/3/2026 STATE STREET BANK & TRUST-MISSION SQUARE 401A CONTRIBUTIONS PLAN $ 21,786.04 101 2138 2/3/2026 CALIFORNIA STATE DISBURSEMENT UNIT EXPERT PAY CHILD SUPPORT $ 267.23 101 2186 2/3/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 91,171.55 101 2186 2/3/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 70,446.26 101 2120 2/4/2026 IRS - EFTPS FED TAX DEPOSIT (FWT) - CITY $ 100,345.18 101 2128 2/4/2026 IRS - EFTPS FED TAX DEPOSIT (SS/FICA) - CITY $ 63,229.10 101 2128 2/4/2026 IRS - EFTPS FED TAX DEPOSIT (MED) - CITY $ 23,636.24 101 2128 2/4/2026 IRS - EFTPS FED TAX DEPOSIT ADD'L MED) - CITY $ - 101 2122 2/4/2026 STATE OF CALIFORNIA STATE INCOME TAX WITHELD -(CITY) $ 46,780.27 101 2122 2/4/2026 STATE OF CALIFORNIA STATE DISABILITY INSURANCE (SDI)-CITY $ 6,000.98 101 2152 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 ACTIVE EMPLOYEE MEDICAL PREMIUM $207,102.45 710 72400 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 RETIRE MEDICAL PREMIUM $17,757.75 1900 80360 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 ACTIVE ADMINISTRATIVE COST $165.68 1900 80360 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 RETIRE ADMINISTRATIVE COST $66.66 101 21520 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 ACTIVE NON CALPERS $4,709.18 101 21520 2/6/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM FEBRUARY 2026 ACTIVE ADMINISTRATIVE COST $3.77 101 2130 2/13/2026 EMERYVILLE POLICE OFFICERS ASSOCIATION POLICE UNION DUES - EPOA $ 2,325.00 101 2130 2/13/2026 EMERYVILLE POLICE MANAGERS ASSOCIATION POLICE UNION DUES - EPMA $ 80.00 101 2134 2/13/2026 SEIU UNION DUES - SEIU $ 3,310.80
101 2187 2/13/2026 PARS EPOA PARS CONTRIBUTION $ 6,931.86 101 2186 2/13/2026 WELLS FARGO BANK VEBA CONTRIBUTION DEPOSIT $ 2,625.00 2/13/2026
101 2144 2/13/2026 STATE STREET BANK & TRUST-MISSION SQUARE 457 CONTRIBUTIONS PLAN #300529 $ 39,148.05 101 2144 2/13/2026 STATE STREET BANK & TRUST-MISSION SQUARE 401A CONTRIBUTIONS PLAN $ 6,137.64 101 2138 2/13/2026 CALIFORNIA STATE DISBURSEMENT UNIT EXPERT PAY CHILD SUPPORT $ 267.23 101 2120 2/13/2026 IRS - EFTPS FED TAX DEPOSIT (FWT) - CITY $ 94,599.72 101 2128 2/13/2026 IRS - EFTPS FED TAX DEPOSIT (SS/FICA) - CITY $ 60,149.90 101 2128 2/13/2026 IRS - EFTPS FED TAX DEPOSIT (MED) - CITY $ 23,036.52 101 2128 2/13/2026 IRS - EFTPS FED TAX DEPOSIT ADD'L MED) - CITY $ - 101 2122 2/13/2026 STATE OF CALIFORNIA STATE INCOME TAX WITHELD -(CITY) $ 44,496.88 101 2124 2/13/2026 STATE OF CALIFORNIA STATE DISABILITY INSURANCE -(SDI)-(CITY) $ 6,136.58 101 2186 2/23/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 90,173.71 101 2186 2/23/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 74,019.76 101 2186 2/23/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 85,167.71 101 2186 2/23/2026 PUBLIC EMPLOYEE'S RETIREMENT SYSTEM EMPLOYEE/EMPLOYER PAYROLL CONTRIBUTION $ 74,267.57 TOTAL $1,677,589.06

SUCCESSOR AGENCY
834 1100 2/23/2026 THE BANK OF NEW YORK MELLON 2024A DEBT SERVICE FDY25/26 ROPS LINE 129 $ 10,251,886.93 TOTAL $ 10,251,886.93
CENTRALSQUARE PAGE NUMBER: 1
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085906 02/04/26 1736 EMERY UNIFIED SCHOO 5000 88900 25-26 ECCL NOV-JAN 0.00 131,373.88 1000 20085913 02/04/26 7332 GENERAL DYNAMICS O. 2100 84000 S. HINTERGARDT/A.YU 0.00 1,510.00 1000 20085933 02/04/26 1165 TREASURER OF ALAMED 2100 76050 12/25 NETWORK SVCS 0.00 2,078.56 1000 20085938 02/11/26 5947 3SI SECURITY SYSTEM 2100 80050 POLICE TRACKING SVC 0.00 1,080.00 1000 20085940 02/11/26 1335 ADAMSON POLICE PROD 2100 73400 POLICE UNIFORM EQUI 0.00 380.33 1000 20085941 02/11/26 1165 ALAMEDA COUNTY FIRE 3000 80050 12/25 ER RESPONSE S 0.00 707,553.84 1000 20085941 02/11/26 1165 ALAMEDA COUNTY FIRE 3000 80050 02/26 ER RESPONSE S 0.00 853,362.58 TOTAL CHECK 0.00 1,560,916.42
1000 20085942 02/11/26 1031 ALL MOBILE DETAILS 2200 77100 FLWASH 01/07,14,21, 0.00 1,990.00 1000 20085944 02/11/26 1347 AMERICAN SOIL PRODU 4060 73515 LANDSCAPE SUPPLIES 0.00 131.29 1000 20085945 02/11/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 2,405.86 1000 20085945 02/11/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 2,401.09 1000 20085945 02/11/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 868.18 TOTAL CHECK 0.00 5,675.13
1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 199.48 1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 118.33 1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 66.81 1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 47.89 1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 44.12 1000 20085946 02/11/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 3.59 TOTAL CHECK 0.00 480.22
1000 20085948 02/11/26 5560 BLAISDELL & SONGEY, 4050 73000 OFFICE SUPPLIES 0.00 19.88 1000 20085949 02/11/26 1344 CHEVRON WITH TECHRO 4060 73550 11/12-01/08 FUEL CH 0.00 297.68 1000 20085951 02/11/26 3237 COMCAST 1100 76050 2/14 81554004100035 0.00 156.95 1000 20085952 02/11/26 6192 OCCUPATIONAL HEALTH 1600 84380 10/25 ADMINISTRATIV 0.00 8.00 1000 20085953 02/11/26 4384 CONTINENTAL AUTO BO 2200 77100 POLICE VEHICLE REPA 0.00 6,426.81 1000 20085954 02/11/26 7078 DAPHNE WONG 5460 80050 INT.TAP 01/6,12,20, 0.00 200.00 1000 20085954 02/11/26 7078 DAPHNE WONG 5460 80050 BEG.TAP 01/6,12,20, 0.00 200.00 TOTAL CHECK 0.00 400.00
1000 20085955 02/11/26 4543 STOMMEL, INC 2200 77100 REMOVE EQUIP #1818 0.00 210.00 1000 20085958 02/11/26 1134 EBMUD 2100 76000 02/13 43805200001 0.00 529.04 1000 20085958 02/11/26 1134 EBMUD 2100 76000 02/123 57196200001 0.00 766.86 TOTAL CHECK 0.00 1,295.90
1000 20085959 02/11/26 2327 JUSTIPHER, INC 4060 73500 PUB WKS SAFETY SUPP 0.00 331.86 CENTRALSQUARE PAGE NUMBER: 2
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085960 02/11/26 6870 PAMELA G. PERRY 5460 80050 YOGA 01/08,15,29 0.00 150.00 1000 20085960 02/11/26 6870 PAMELA G. PERRY 5460 80050 PEYOGA 01/5,13,20,2 0.00 200.00 TOTAL CHECK 0.00 350.00
1000 20085961 02/11/26 7063 GAY LEE BIGMAN 5460 80050 BODYR 01/07,21,28 0.00 150.00 1000 20085961 02/11/26 7063 GAY LEE BIGMAN 5460 80050 AGELESS 01/07,21,28 0.00 150.00 TOTAL CHECK 0.00 300.00
1000 20085962 02/11/26 1045 KAREN BLUMENTHAL 4060 73500 MAINTENANCE SUPPLIE 0.00 251.72 1000 20085962 02/11/26 1045 KAREN BLUMENTHAL 4060 73500 MAINTENANCE SUPPLIE 0.00 523.59 TOTAL CHECK 0.00 775.31
1000 20085963 02/11/26 5036 GOLDFARB & LIPMAN L 1400 80050 12/25 GEN. BUSINESS 0.00 510.00 1000 20085964 02/11/26 1581 GRAINGER 4060 73500 PW WKLS SAFETY HATS 0.00 241.32 1000 20085964 02/11/26 1581 GRAINGER 4060 73500 MAINTENANCE SUPPLIE 0.00 176.80 1000 20085964 02/11/26 1581 GRAINGER 4060 73500 MAINTENANCE SUPPLIE 0.00 298.85 TOTAL CHECK 0.00 716.97
1000 20085965 02/11/26 5282 GREEN HALO SYSTEMS, 4050 80050 002/26 TECH SUPPORT 0.00 132.00 1000 20085966 02/11/26 4889 HELEN K. VAUGHN 5460 80050 ZUMBA 01/06,08,13,1 0.00 260.00 1000 20085966 02/11/26 4889 HELEN K. VAUGHN 5460 80050 ZUMBA 01/20,22,27,2 0.00 260.00 1000 20085966 02/11/26 4889 HELEN K. VAUGHN 5460 80050 LTWEIGHT 1/5,12,19, 0.00 260.00 TOTAL CHECK 0.00 780.00
1000 20085967 02/11/26 6775 HINDERLITER, DE LLA 1500 80050 12/25 AUDIT FEES 0.00 307.97 1000 20085967 02/11/26 6775 HINDERLITER, DE LLA 1500 80050 12/25 COLLECTION FE 0.00 347.58 1000 20085967 02/11/26 6775 HINDERLITER, DE LLA 1500 80050 12/25 DISCOVERY FFE 0.00 398.50 1000 20085967 02/11/26 6775 HINDERLITER, DE LLA 1500 80050 12/25 NEW ACCOUNTS 0.00 652.08 TOTAL CHECK 0.00 1,706.13
1000 20085969 02/11/26 5571 IRON MOUNTAIN, INC. 1250 85100 02/01-02/28 STORAGE 0.00 385.30 1000 20085969 02/11/26 5571 IRON MOUNTAIN, INC. 1250 85100 01/01-02/28 STORAGE 0.00 1,258.81 TOTAL CHECK 0.00 1,644.11
1000 20085970 02/11/26 3379 ISABELITA PAPA 5460 80050 QIGONG 01/07,14,21, 0.00 200.00 1000 20085971 02/11/26 7336 JUSTIN CABULOY 2100 84000 PER DIEM ICI CORE T 0.00 260.00 1000 20085972 02/11/26 7152 KRISCH & COMPANY 1500 80050 01/26 MTHLY ACCT SV 0.00 10,638.00 1000 20085973 02/11/26 7337 KYLAN QUICK 2100 84000 PER DIEM ICI CORE T 0.00 47.75 1000 20085973 02/11/26 7337 KYLAN QUICK 2100 84000 PER DIEM ICI CORE T 0.00 121.98 1000 20085973 02/11/26 7337 KYLAN QUICK 2100 84000 PER DIEM ICI CORE T 0.00 152.48 1000 20085973 02/11/26 7337 KYLAN QUICK 2100 84000 PER DIEM CSAR REG 0.00 157.95 TOTAL CHECK 0.00 480.16
1000 20085975 02/11/26 1351 LEXIPOL LLC 2100 84000 FY25-26 LAW MANUALS 0.00 18,548.17 1000 20085976 02/11/26 6324 LOOMIS ARMORED US, 1500 80380 0/26 ARMORED CAR 0.00 295.27 CENTRALSQUARE PAGE NUMBER: 3
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085977 02/11/26 7335 MANATEES SWIM TEAM 101 2012 REFUND RENTAL DEPOS 0.00 500.00 1000 20085978 02/11/26 6125 MARK A CLEMENTI 2100 80500 PSYCHOTHERAPY EXAM 0.00 195.00 1000 20085978 02/11/26 6125 MARK A CLEMENTI 2100 80500 PSYCHOTHERAPY EXAM 0.00 195.00 TOTAL CHECK 0.00 390.00
1000 20085979 02/11/26 7308 MS INVESTIGATIVE SV 2100 80500 01/26 CONSULTANT SV 0.00 11,507.20 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 7051879980-7 0.00 8.71 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 7550015236-0 0.00 13.08 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 9133041096-9 0.00 20.68 1000 20085983 02/11/26 1148 PG&E 4060 76000 02/09 7410694643-2 0.00 28.46 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 8977352672-1 0.00 50.03 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 0577169108-5 0.00 89.35 1000 20085983 02/11/26 1148 PG&E 1900 76000 02/09 9132683071-7 0.00 8,738.24 1000 20085983 02/11/26 1148 PG&E 5460 76000 02/09 7341249247-9 0.00 434.24 1000 20085983 02/11/26 1148 PG&E 4060 76000 02/09 9782085387-3 0.00 586.43 1000 20085983 02/11/26 1148 PG&E 4060 76000 02/09 4569881751-2 0.00 754.79 1000 20085983 02/11/26 1148 PG&E 4060 76000 02/06 0361778332-3 0.00 824.93 1000 20085983 02/11/26 1148 PG&E 3000 76000 02/09 4218176424-4 0.00 1,156.64 1000 20085983 02/11/26 1148 PG&E 4060 76150 02/09 6440996433-1 0.00 1,289.16 1000 20085983 02/11/26 1148 PG&E 3000 76000 02/09 9979003803-0 0.00 2,169.55 TOTAL CHECK 0.00 16,164.29
1000 20085984 02/11/26 7135 PHILLIP TOSTE 1250 82100 REIMB BPAC MEETING 0.00 56.23 1000 20085985 02/11/26 1149 PITNEY BOWES GLOBAL 2100 73150 11/28-2/27 POST LEA 0.00 239.30 1000 20085986 02/11/26 6813 REGIONAL GOVERNMENT 1500 80050 12/25 FIN CONTRACT 0.00 989.05 1000 20085986 02/11/26 6813 REGIONAL GOVERNMENT 1500 80050 12/25 MOURA EXPENSE 0.00 52.10 TOTAL CHECK 0.00 1,041.15
1000 20085987 02/11/26 6877 ROADSAFE TRAFFIC SY 4060 73500 TRAFFIC/MAINT SUPPL 0.00 501.54 1000 20085990 02/11/26 6607 SANDRA R. KISTLER 5460 80050 NIA 01/05,12,26 0.00 150.00 1000 20085990 02/11/26 6607 SANDRA R. KISTLER 5460 80050 CYOGA 01/05,12,26 0.00 150.00 1000 20085990 02/11/26 6607 SANDRA R. KISTLER 5460 80050 TANGO 01/09,16,23,3 0.00 400.00 TOTAL CHECK 0.00 700.00
1000 20085991 02/11/26 6863 ANDREW DAVIDSON 1250 80050 01/26 COUNCIIL MTG 0.00 937.50 1000 20085991 02/11/26 6863 ANDREW DAVIDSON 1250 80050 01/26 INFOBOARD UPD 0.00 2,850.00 TOTAL CHECK 0.00 3,787.50
1000 20085992 02/11/26 6101 SF TIRE AND SERVICE 2200 77100 INSTALL TPMS SENSOR 0.00 492.71 1000 20085993 02/11/26 6654 STERICYCLE, INC 2100 77150 DOCUMENT SHREDDING 0.00 236.48 1000 20085995 02/11/26 2990 STANDARD INSURANCE 101 2160 02/26 ADD'L LIFE&AD 0.00 305.25 1000 20085995 02/11/26 2990 STANDARD INSURANCE 101 2160 02/26 ACTIVE LIFE&A 0.00 1,162.06 1000 20085995 02/11/26 2990 STANDARD INSURANCE 101 2161 02/26 ACTIVE LTD 0.00 2,312.58 TOTAL CHECK 0.00 3,779.89
CENTRALSQUARE PAGE NUMBER: 4
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085996 02/11/26 1321 STATE OF CALIFORNIA 101 2138 0.00 273.44 1000 20085997 02/11/26 4858 STEPHANIE J.C. PETE 5460 80050 ROSEN 01/08,15,22,2 0.00 200.00 1000 20085998 02/11/26 1106 STEVE BATCHELDER CO 4070 80290 TREE SVC PSL2025-00 0.00 110.00 1000 20085999 02/11/26 6875 SUKHDEEP KAUR 1100 84000 REIMB M.ACADEMY EXP 0.00 199.61 1000 20086000 02/11/26 2601 THOMSON REUTERS 1400 77260 02/26 ONLINE S/WARE 0.00 251.98 1000 20086001 02/11/26 4733 TLO, LLC 2100 80050 01/26 MTHLY ACCESS 0.00 197.85 1000 20086002 02/11/26 1529 UNION PACIFIC RAILR 4060 77352 26-27 SIGNAL MANT 0.00 43,860.00 1000 20086002 02/11/26 1529 UNION PACIFIC RAILR 4060 77352 26-27 SIGNAL MAINT 0.00 44,200.00 TOTAL CHECK 0.00 88,060.00
1000 20086003 02/11/26 4987 URBAN PLANNING PART 1725 80050 12/25 CEQA SUTTER 0.00 46,659.75 1000 20086004 02/11/26 2569 WEST COAST ARBORIST 4060 77520 01/01-01/15 TREE SV 0.00 7,301.00 1000 20086005 02/11/26 2363 WEST COAST CODE CON 4070 80290 12/25 WC3 STORMWATE 0.00 800.00 1000 20086005 02/11/26 2363 WEST COAST CODE CON 4050 80050 01/26 PSL PERMIT IN 0.00 2,450.70 1000 20086005 02/11/26 2363 WEST COAST CODE CON 4070 80290 12/25 PSL PERMIT IN 0.00 3,840.30 TOTAL CHECK 0.00 7,091.00
1000 20086006 02/11/26 7134 BRANDON WHITNEY 1730 87210 GRAFFITTI 1375 55TH 0.00 160.08 1000 20086006 02/11/26 7134 BRANDON WHITNEY 1730 87210 GRAFFITI 65TH/OCEAN 0.00 266.46 TOTAL CHECK 0.00 426.54
1000 20086007 02/11/26 1462 WITMER-TYSON IMPORT 2200 88220 12/25 MTHLY K9 MAIN 0.00 1,380.68 1000 20086007 02/11/26 1462 WITMER-TYSON IMPORT 2200 88220 11/25 MTHLY K9 MAIN 0.00 1,891.15 TOTAL CHECK 0.00 3,271.83
1000 20086009 02/18/26 6808 AMAZON CAPITAL SERV 5460 73500 PROJECTOR FOR SR.CT 0.00 552.49 1000 20086010 02/18/26 6529 AMERICAN FIDELITY A 101 2172 DED:4160 SUPP INSUR 0.00 286.85 1000 20086010 02/18/26 6529 AMERICAN FIDELITY A 101 2172 DED:4150 FSA-DEPCAR 0.00 640.52 1000 20086010 02/18/26 6529 AMERICAN FIDELITY A 101 2172 DED:4100 FSA-HLTHCR 0.00 1,663.35 1000 20086010 02/18/26 6529 AMERICAN FIDELITY A 101 2172 DED:4170 SUPP INSUR 0.00 1,839.91 TOTAL CHECK 0.00 4,430.63
1000 20086011 02/18/26 4792 APPLE, INC 4050 73000 IPAD WIFI & ACI IPA 0.00 2,132.73 1000 20086012 02/18/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 1,356.99 1000 20086012 02/18/26 7081 ARGONAUT INDUSTRIES 4060 77100 VEHICLE MAINTENANCE 0.00 1,661.98 TOTAL CHECK 0.00 3,018.97
1000 20086014 02/18/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 27.47 1000 20086014 02/18/26 1167 ASHBY LUMBER 4060 73500 MAINTENANCE SUPPLIE 0.00 68.95 TOTAL CHECK 0.00 96.42
CENTRALSQUARE PAGE NUMBER: 5
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086015 02/18/26 1007 CALIFORNIA NEWSPAPE 2100 80050 OAKS CLUB LICENSE 0.00 550.08 1000 20086015 02/18/26 1007 CALIFORNIA NEWSPAPE 1700 82000 BICYCLE PARKING ORD 0.00 567.36 1000 20086015 02/18/26 1007 CALIFORNIA NEWSPAPE 1700 82000 HOUSING ELEMENT ORD 0.00 599.04 TOTAL CHECK 0.00 1,716.48
1000 20086016 02/18/26 6829 BAY AREA PL SERVICE 2100 80620 ON CALL LAB SERVICE 0.00 750.00 1000 20086018 02/18/26 5560 BLAISDELL & SONGEY, 1250 73000 OFFICE SUPPLIES 0.00 58.16 1000 20086018 02/18/26 5560 BLAISDELL & SONGEY, 1250 73000 OFFICE SUPPLIES 0.00 88.34 TOTAL CHECK 0.00 146.50
1000 20086020 02/18/26 6754 CHANDLER ASSET MANA 1500 80050 01/26 INVESTMENT MG 0.00 6,731.40 1000 20086021 02/18/26 6822 CHILDCARE CAREERS, 5450 80050 01/05-01/05 SUBLEAD 0.00 441.00 1000 20086021 02/18/26 6822 CHILDCARE CAREERS, 5450 80050 12/01 PERMANENT PLA 0.00 3,250.00 TOTAL CHECK 0.00 3,691.00
1000 20086022 02/18/26 3237 COMCAST 2100 76050 2/12 81554004104234 0.00 262.63 1000 20086022 02/18/26 3237 COMCAST 2100 76050 2/17 81554004104758 0.00 296.95 TOTAL CHECK 0.00 559.58
1000 20086025 02/18/26 7341 COUNTY OF SOLANO 2100 84000 CCW CONF-MICHAEL LE 0.00 150.00 1000 20086025 02/18/26 7341 COUNTY OF SOLANO 2100 84000 CCW CONF-W. WILLIAM 0.00 400.00 TOTAL CHECK 0.00 550.00
1000 20086026 02/18/26 1304 DAIOHS USA, INC 2100 73500 02/26 MACHINE RENTA 0.00 68.25 1000 20086026 02/18/26 1304 DAIOHS USA, INC 2100 73500 COFFEE & TEA SUPPLI 0.00 813.10 TOTAL CHECK 0.00 881.35
1000 20086028 02/18/26 1982 DELL COMPUTER CORPO 1280 73000 01/26-01/27 W/RENEW 0.00 82.61 1000 20086029 02/18/26 1321 DEPARTMENT OF TRANS 4060 77350 OCT-DEC'25 SIG&LIGH 0.00 1,796.80 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 32390500001 0.00 104.98 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 53942800001 0.00 152.28 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 32385000001 0.00 152.28 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 43804900001 0.00 160.80 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 01168658062 0.00 228.72 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 52953700001 0.00 340.84 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 57129300001 0.00 340.84 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 79296152343 0.00 461.38 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 48665713025 0.00 621.69 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 02058455286 0.00 766.86 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 52912300001 0.00 790.22 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 53371900001 0.00 850.92 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 61045649319 0.00 908.88 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 43799400001 0.00 1,936.51 1000 20086030 02/18/26 1134 EBMUD 4060 76000 02/13 43799500001 0.00 8,390.38 TOTAL CHECK 0.00 16,207.58
1000 20086031 02/18/26 6406 EVERGREEN SERVICES 1280 80050 PROJ LABOR/CONSULTI 0.00 828.00 CENTRALSQUARE PAGE NUMBER: 6
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086032 02/18/26 3701 GLASHAUS OWNERS ASS 4065 77000 02/26 PARKING GARAG 0.00 856.48 1000 20086032 02/18/26 3701 GLASHAUS OWNERS ASS 4065 77000 01/26 PARKING GARAG 0.00 899.73 TOTAL CHECK 0.00 1,756.21
1000 20086033 02/18/26 6925 GLOBALSPEAK TRANSLA 5450 73000 TRANSLATIOIN SERVIC 0.00 385.00 1000 20086037 02/18/26 6360 LEXISNEXIS CLAIMS S 2100 76050 01/26 ONLNE REPORTI 0.00 860.53 1000 20086038 02/18/26 1074 LIEBERT, CASSIDY & 1600 80050 09/25 EM010-00053 0.00 1,085.00 1000 20086040 02/18/26 4852 AVOY CORP 2100 73500 REPLACE CK 20083347 0.00 224.30 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/09 5433591884-0 0.00 2.76 1000 20086041 02/18/26 1148 PG&E 4060 76150 02/09 5391386120-8 0.00 2.84 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/17 0782731263-3 0.00 5.53 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/09 8899208484-3 0.00 18.97 1000 20086041 02/18/26 1148 PG&E 4060 76150 02/09 6371641442-8 0.00 43.93 1000 20086041 02/18/26 1148 PG&E 4060 76150 02/09 0146442665-7 0.00 48.62 1000 20086041 02/18/26 1148 PG&E 4060 76150 02/09 5800754046-9 0.00 60.90 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/17 2804377241-8 0.00 1,510.90 1000 20086041 02/18/26 1148 PG&E 4060 76150 02/09 6399329769-4 0.00 258.58 1000 20086041 02/18/26 1148 PG&E 3000 76000 02/17 5551754916-2 0.00 480.77 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/09 4569881751-2 0.00 754.79 1000 20086041 02/18/26 1148 PG&E 4060 76000 02/17 4697514595-7 0.00 853.45 TOTAL CHECK 0.00 4,042.04
1000 20086042 02/18/26 4180 PIPE SPY, INC 4070 58780 REFUND PSL2025-0023 0.00 195.00 1000 20086042 02/18/26 4180 PIPE SPY, INC 101 2080 REFUND PSL2025-0023 0.00 1,000.00 TOTAL CHECK 0.00 1,195.00
1000 20086043 02/18/26 7340 THE LOVEJOY GROUP, 2100 80500 CA LAW/EN HIRING EX 0.00 575.00 1000 20086044 02/18/26 6101 SF TIRE AND SERVICE 2200 77100 VEHICLE MAINTENANCE 0.00 1,959.50 1000 20086045 02/18/26 5132 TRUNG PHAM 4060 73500 MAINTENANCE SUPPLIE 0.00 145.25 1000 20086046 02/18/26 1639 TOWNSEND PUBLIC AFF 1800 80050 02/26 SECURE CIP F/ 0.00 7,500.00 1000 20086047 02/18/26 6674 U. S. BANK 1500 80380 OCT-DEC'25 BANKING 0.00 2,255.00 1000 20086049 02/18/26 2569 WEST COAST ARBORIST 4060 77520 01/16-01/31 TREE SV 0.00 5,182.00 1000 20086051 02/25/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENANCE 0.00 1,546.07 1000 20086051 02/25/26 7081 ARGONAUT INDUSTRIES 2200 77100 VEHICLE MAINTENENCE 0.00 1,870.79 TOTAL CHECK 0.00 3,416.86
1000 20086052 02/25/26 1421 AT&T 2100 76050 1/12-2/11 939108071 0.00 355.57 1000 20086055 02/25/26 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICES 0.00 465.00 1000 20086056 02/25/26 5560 BLAISDELL & SONGEY, 2100 73500 OFFICE SUPPLIES 0.00 196.45 CENTRALSQUARE PAGE NUMBER: 7
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086057 02/25/26 1633 CENTRAL VALLEY TOXI 2100 80620 01/07LAB SERVICES 0.00 44.00 1000 20086057 02/25/26 1633 CENTRAL VALLEY TOXI 2100 80620 01/20 LAB SERVICES 0.00 44.00 1000 20086057 02/25/26 1633 CENTRAL VALLEY TOXI 2100 80620 01/07 LAB SERVICES 0.00 200.00 TOTAL CHECK 0.00 288.00
1000 20086058 02/25/26 1186 CITY OF BERKELEY PO 2200 86300 OCT-DEC BOOKING FEE 0.00 11,590.00 1000 20086059 02/25/26 3237 COMCAST 1900 88350 3/04 81554004104091 0.00 71.33 1000 20086061 02/25/26 1134 EBMUD 4060 76000 02/24 62139417123 0.00 3,572.46 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 15.45 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 152.35 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 247.28 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 326.99 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 439.02 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 454.72 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 1,828.61 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 58.28 1000 20086062 02/25/26 1139 HOME DEPOT CREDIT C 4060 73500 MAINTENANCE SUPPLIE 0.00 133.09 TOTAL CHECK 0.00 3,655.79
1000 20086064 02/25/26 1574 MCLAUGHLIN COFFEE C 1900 73500 COFFEE & TEA SUPPLI 0.00 104.90 1000 20086065 02/25/26 7165 MUNISERVICES, LLC 1500 80360 01/26 RAD - UUT 0.00 771.90 1000 20086066 02/25/26 4153 OWEN EQUIPMENT SALE 4060 77100 VACTOR TRUCK SERVIC 0.00 525.74 1000 20086067 02/25/26 1148 PG&E 4060 76150 02/12 2278915408-9 0.00 44.15 1000 20086067 02/25/26 1148 PG&E 4065 76000 02/09 3232731252-9 0.00 540.67 1000 20086067 02/25/26 1148 PG&E 3000 76000 02/17 9217951859-9 0.00 2,181.27 1000 20086067 02/25/26 1148 PG&E 4060 76000 02/09 0757678392-7 0.00 2,588.58 1000 20086067 02/25/26 1148 PG&E 4060 76150 02/09 0146442665-7 0.00 48.62 1000 20086067 02/25/26 1148 PG&E 4060 76150 02/09 1927210900-0 0.00 51.46 1000 20086067 02/25/26 1148 PG&E 4060 76150 02/09 0104004435-4 0.00 125.73 1000 20086067 02/25/26 1148 PG&E 4060 76150 02/09 3003802496-1 0.00 128.04 TOTAL CHECK 0.00 5,708.52
1000 20086068 02/25/26 1149 PITNEY BOWES BANK I 2100 73150 LATE/FINANCE CHARGE 0.00 50.93 1000 20086070 02/25/26 7044 PUBLIC SAFETY FAMIL 2100 80050 01/26 PD WELLNESS P 0.00 1,500.00 1000 20086071 02/25/26 7174 RAFTELIS FINANCIAL 1600 80050 01/26 PERFORMANCE E 0.00 2,450.00 1000 20086073 02/25/26 6101 SF TIRE AND SERVICE 2200 77100 POLICE TIRES/MAINT 0.00 3,793.96 1000 20086075 02/25/26 5132 TRUNG PHAM 4060 73500 MAINTENANCE SUPPLIE 0.00 431.93 1000 20086075 02/25/26 5132 TRUNG PHAM 4060 73500 MAINTENANCE SUPPLIE 0.00 437.27 1000 20086075 02/25/26 5132 TRUNG PHAM 4060 73500 MAINTENANCE SUPPLIE 0.00 649.61 1000 20086075 02/25/26 5132 TRUNG PHAM 4060 91600 PW LEAF COLLECTOR 0.00 6,617.77 TOTAL CHECK 0.00 8,136.58
CENTRALSQUARE PAGE NUMBER: 8
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086076 02/25/26 5944 MOTORRAD, LLC 2200 77100 M/C MAINTENANCE #24 0.00 1,011.94 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2160 12/25 ADD'L LIFE&AD 0.00 521.00 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2160 01/26 ADD'L LIFE&AD 0.00 543.50 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2160 12/25 ACTIVE LIFE&A 0.00 1,160.02 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2160 01/26 ACTIVE LIFE&A 0.00 1,185.86 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2161 12/25 ACTIVE LTD PR 0.00 2,372.15 1000 20086077 02/25/26 2990 STANDARD INSURANCE 101 2160 01/26 ACTIVE LTD PR 0.00 2,400.54 TOTAL CHECK 0.00 8,183.07
1000 20086078 02/25/26 1321 STATE OF CALIFORNIA 101 2138 C 0.00 273.44 1000 20086079 02/25/26 6759 STEVEN K. DEXHEIMER 2100 80500 B/GROUND INVESTIGAT 0.00 1,052.25 1000 20086079 02/25/26 6759 STEVEN K. DEXHEIMER 2100 80500 B/GROUND INVESTIGAT 0.00 1,062.75 TOTAL CHECK 0.00 2,115.00
1000 20086080 02/25/26 3963 JOYCE T.& MICHAEL E 5460 73420 04/22 HADESTOWN 0.00 980.00 1000 20086080 02/25/26 3963 JOYCE T.& MICHAEL E 5460 73420 03/25 WARRIORS GAME 0.00 1,845.00 TOTAL CHECK 0.00 2,825.00
1000 20086081 02/25/26 1165 TREASURER OF ALAMED 2100 80620 01/26 LAB SERVICES 0.00 237.00 1000 20086081 02/25/26 1165 TREASURER OF ALAMED 2100 80620 01/26 LAB SERVICES 0.00 307.00 1000 20086081 02/25/26 1165 TREASURER OF ALAMED 2100 80620 01/26 LAB SERVICES 0.00 307.00 1000 20086081 02/25/26 1165 TREASURER OF ALAMED 2100 80620 01/26 LAB SERVICES 0.00 237.00 TOTAL CHECK 0.00 1,088.00
1000 20086088 02/25/26 3005 U.S. BANK 5000 73000 APPLE STORAGE 0.00 0.99 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 LAFAYETTE RES PARKI 0.00 7.00 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 LAFAYETTE RES PARKI 0.00 7.00 1000 20086088 02/25/26 3005 U.S. BANK 5450 73000 TARGET CLEANING SUP 0.00 14.94 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 NETFLIX STREAMING 0.00 17.99 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 COSTCO TASTY TUESDA 0.00 53.45 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 AMAZON PROGRAM SUPP 0.00 56.97 1000 20086088 02/25/26 3005 U.S. BANK 5450 80050 BIOMETRICA LIVESCAN 0.00 64.00 1000 20086088 02/25/26 3005 U.S. BANK 5410 73500 INSTACART PROG SUPP 0.00 83.88 1000 20086088 02/25/26 3005 U.S. BANK 5450 73440 DOOR DASH STAFF APP 0.00 108.85 1000 20086088 02/25/26 3005 U.S. BANK 5410 73500 COSTCO PROG SUPP 0.00 138.29 1000 20086088 02/25/26 3005 U.S. BANK 1730 73100 APPLE STORAGE 0.00 0.99 1000 20086088 02/25/26 3005 U.S. BANK 1200 84150 OAKLANG PARK MTG 0.00 2.00 1000 20086088 02/25/26 3005 U.S. BANK 1730 73100 APPLE TIMESTAMP APP 0.00 2.99 1000 20086088 02/25/26 3005 U.S. BANK 2200 77100 OUTDOOR AUTO MAINT 0.00 12.12 1000 20086088 02/25/26 3005 U.S. BANK 4050 84150 FASTRAK BRIDGE TOLL 0.00 16.00 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 HOTEL BOOKING SVC F 0.00 17.99 1000 20086088 02/25/26 3005 U.S. BANK 5460 73500 MICHAELS FRDAY SOCI 0.00 22.08 1000 20086088 02/25/26 3005 U.S. BANK 5430 73500 SAFEWAY SPECIAL EVE 0.00 23.92 1000 20086088 02/25/26 3005 U.S. BANK 5420 73500 CANVA MARKETING 0.00 25.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 84150 UBER LCW HR TRAININ 0.00 26.39 1000 20086088 02/25/26 3005 U.S. BANK 101 1345 DELL TRANSACTION 0.00 1,481.02 1000 20086088 02/25/26 3005 U.S. BANK 2200 77100 O'REILLY AUTO MAINT 0.00 28.77 1000 20086088 02/25/26 3005 U.S. BANK 1900 73500 TRADER JOE DH RETRE 0.00 30.41 1000 20086088 02/25/26 3005 U.S. BANK 5430 73500 CANVA MARKETING 0.00 31.49 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 APPLE SERVICE AWARD 0.00 32.05 CENTRALSQUARE PAGE NUMBER: 9
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086088 02/25/26 3005 U.S. BANK 1600 84150 UBER LCW HR TRAININ 0.00 33.80 1000 20086088 02/25/26 3005 U.S. BANK 1900 73500 S/WAY TOWNHALL SUPP 0.00 35.97 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 VISTA PRINT SVC AWA 0.00 37.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 84150 LYFT LCW EMP.LAW CO 0.00 48.22 1000 20086088 02/25/26 3005 U.S. BANK 2200 77100 76 STATION AUTO MAI 0.00 54.65 1000 20086088 02/25/26 3005 U.S. BANK 2200 73550 SHELL EMVILLE FUEL 0.00 62.15 1000 20086088 02/25/26 3005 U.S. BANK 1600 80050 BIOMETRICS LIVE SCA 0.00 64.00 1000 20086088 02/25/26 3005 U.S. BANK 2100 80050 FASTRAK TOLL MTG 0.00 65.00 1000 20086088 02/25/26 3005 U.S. BANK 2200 77100 76 STATION AUTO MAI 0.00 65.00 1000 20086088 02/25/26 3005 U.S. BANK 2200 73550 7 ELEVEN FUEL CHGS 0.00 88.68 1000 20086088 02/25/26 3005 U.S. BANK 1600 84150 AALRR'S EMP.LAW CON 0.00 98.76 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 MARK&GRAHAM SV AW 0.00 100.56 1000 20086088 02/25/26 3005 U.S. BANK 1900 73500 ARKANSAS FLAG PA FL 0.00 100.72 1000 20086088 02/25/26 3005 U.S. BANK 2200 73550 SHELL OIL FUEL CHGS 0.00 121.13 1000 20086088 02/25/26 3005 U.S. BANK 5460 73500 SAFEWAY SPECIAL EVE 0.00 123.64 1000 20086088 02/25/26 3005 U.S. BANK 5460 73500 SAFEWAY FRIDAY SOCI 0.00 125.74 1000 20086088 02/25/26 3005 U.S. BANK 2200 88220 NUTRISOURCE K-9 FOO 0.00 133.38 1000 20086088 02/25/26 3005 U.S. BANK 1250 84150 2026 IIMC M/S SAYAR 0.00 135.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 84150 S/WEST AALRR'S CONF 0.00 152.55 1000 20086088 02/25/26 3005 U.S. BANK 1500 84000 1099 COMPLIANCE TRA 0.00 159.00 1000 20086088 02/25/26 3005 U.S. BANK 5460 73500 TARGET FRIDAY SOCIA 0.00 159.12 1000 20086088 02/25/26 3005 U.S. BANK 1250 84100 ARMA MEMBERSHIP 0.00 165.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 YETI SERVICE AWARDS 0.00 165.75 1000 20086088 02/25/26 3005 U.S. BANK 1100 84000 LEAGUE CITIES KAUR 0.00 75.00 1000 20086088 02/25/26 3005 U.S. BANK 2200 73550 SHELL EMVILLE FUEL 0.00 76.11 1000 20086088 02/25/26 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 77.90 1000 20086088 02/25/26 3005 U.S. BANK 1600 73000 BLAISDELL O/SUPPLIE 0.00 79.41 1000 20086088 02/25/26 3005 U.S. BANK 1200 80050 FOGO DE CHAO RETREA 0.00 190.00 1000 20086088 02/25/26 3005 U.S. BANK 1800 73100 SF BUSINESS JOURNAL 0.00 200.00 1000 20086088 02/25/26 3005 U.S. BANK 1500 73000 1099 EXPRESS YEAREN 0.00 204.97 1000 20086088 02/25/26 3005 U.S. BANK 5460 76000 COMCAST 01/30-02/28 0.00 211.59 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 YETI SERVICE AWARDS 0.00 44.20 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 S/WEST M.LEE TRAINI 0.00 232.04 1000 20086088 02/25/26 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 239.32 1000 20086088 02/25/26 3005 U.S. BANK 5420 73500 AM RED CROSS CERTS 0.00 240.00 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 SOLANO SH RECORDS 0.00 250.00 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 SOLANO SH RECORDS 0.00 250.00 1000 20086088 02/25/26 3005 U.S. BANK 2200 88220 CONCORD FEED K-9 0.00 297.63 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 B/WESTERN ANDREW YU 0.00 304.66 1000 20086088 02/25/26 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLY 0.00 310.06 1000 20086088 02/25/26 3005 U.S. BANK 5470 73500 ONCOURT OFFCOURT PR 0.00 334.46 1000 20086088 02/25/26 3005 U.S. BANK 1600 84000 AALRR'S EMP.LAW CON 0.00 349.00 1000 20086088 02/25/26 3005 U.S. BANK 5460 73420 DE YOUNG MUSEUM F/T 0.00 375.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 87080 YETI SERVICE AWARDS 0.00 386.75 1000 20086088 02/25/26 3005 U.S. BANK 2100 84000 L.NATOMA LODGING SL 0.00 506.37 1000 20086088 02/25/26 3005 U.S. BANK 2100 73500 AMAZON DEPT SUPPLIE 0.00 516.78 1000 20086088 02/25/26 3005 U.S. BANK 2200 73550 AMPM OAKLEY FUEL 0.00 527.28 1000 20086088 02/25/26 3005 U.S. BANK 1600 84000 LCW HR TRAINING 0.00 550.00 1000 20086088 02/25/26 3005 U.S. BANK 1900 80050 GFOA FY2025 CERT 0.00 590.00 1000 20086088 02/25/26 3005 U.S. BANK 1600 84000 LCW REG EMP.LAW CON 0.00 725.00 1000 20086088 02/25/26 3005 U.S. BANK 1700 84100 AM PLAN ASSOC M/SHI 0.00 870.80 1000 20086088 02/25/26 3005 U.S. BANK 2200 73350 AXON SAFETY SUPPLIE 0.00 2,144.25 CENTRALSQUARE PAGE NUMBER: 10
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086088 02/25/26 3005 U.S. BANK 1280 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 1700 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 5000 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 1730 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 1200 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 1600 73000 7/24-1/23 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 2100 73500 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 4050 73000 7/24-1/26 CC LATE/P 0.00 382.66 1000 20086088 02/25/26 3005 U.S. BANK 5460 73420 CROWN & CRUMPET F/T 0.00 436.46 1000 20086088 02/25/26 3005 U.S. BANK 4060 73550 UNION'76 FUEL CHGS 0.00 443.62 TOTAL CHECK 0.00 18,046.12
1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 1500 85000 JAN-FEB COPIER LEAS 0.00 592.40 1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 2100 85000 JAN-FEB COPIER LEAS 0.00 1,184.80 1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 1900 85000 JAN-FEB COPIER LEAS 0.00 1,777.18 1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 5450 85000 JAN-FEB COPIER LEAS 0.00 296.20 1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 5460 85000 JAN-FEB COPIER LEAS 0.00 296.20 1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 4060 85000 JAN-FEB COPIER LEAS 0.00 296.20 TOTAL CHECK 0.00 4,442.98
1000 20086090 02/25/26 1479 VERIZON WIRELESS 1250 76050 01/23 271539223-000 0.00 37.45 1000 20086090 02/25/26 1479 VERIZON WIRELESS 1200 76050 01/23 271539223-000 0.00 37.45 1000 20086090 02/25/26 1479 VERIZON WIRELESS 1500 76050 01/23 271539223-000 0.00 37.45 1000 20086090 02/25/26 1479 VERIZON WIRELESS 1400 76050 01/23 271539223-000 0.00 69.71 1000 20086090 02/25/26 1479 VERIZON WIRELESS 1730 76050 01/23 271539223-000 0.00 112.35 1000 20086090 02/25/26 1479 VERIZON WIRELESS 4060 76050 01/23 271539223-000 0.00 374.50 1000 20086090 02/25/26 1479 VERIZON WIRELESS 4050 76050 01/23 271539223-000 0.00 466.72 1000 20086090 02/25/26 1479 VERIZON WIRELESS 5000 76050 01/23 271539223-000 0.00 599.20 1000 20086090 02/25/26 1479 VERIZON WIRELESS 2100 76050 01/23 271539223-000 0.00 2,785.27 TOTAL CHECK 0.00 4,520.10
1000 20086092 03/04/26 2515 AARDVARK LASER ENGR 4050 73000 DOOR PLATES PW 0.00 77.53 1000 20086092 03/04/26 2515 AARDVARK LASER ENGR 1600 73000 DOOR PLATES HR 0.00 232.57 TOTAL CHECK 0.00 310.10
1000 20086093 03/04/26 6907 HEALTH & HUMAN RESO 101 2162 02/26 EMP ASSISTANC 0.00 223.56 1000 20086093 03/04/26 6907 HEALTH & HUMAN RESO 101 2162 03/26 EMP ASSISTANC 0.00 223.56 TOTAL CHECK 0.00 447.12
1000 20086094 03/04/26 1165 ALAMEDA CO.ITD/REGI 2200 73350 MOBILE PROGRAMMING 0.00 1,215.00 1000 20086098 03/04/26 1644 ASCAP 5460 84100 2026 LICENSE FEE 0.00 458.00 1000 20086101 03/04/26 6829 BAY AREA PL SERVICE 2100 80620 ON CALL LAB SERVICE 0.00 750.00 1000 20086102 03/04/26 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICES 0.00 75.00 1000 20086102 03/04/26 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICES 0.00 75.00 1000 20086102 03/04/26 1760 BERRY BROS. TOWING 2200 77100 TOWING SERVICES 0.00 150.00 TOTAL CHECK 0.00 300.00
1000 20086103 03/04/26 5290 PRIMO BRANDS 2100 73500 01/13-02/12 WATER S 0.00 205.75 CENTRALSQUARE PAGE NUMBER: 11
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086104 03/04/26 4489 BROADCAST MUSIC, IN 5460 73500 2026 MUSIC LICENSE 0.00 459.00 1000 20086107 03/04/26 1344 CHEVRON WITH TECHRO 4060 73550 01/07-02/06 PROPANE 0.00 29.23 1000 20086109 03/04/26 3237 COMCAST 2100 76050 3/09 81554004100280 0.00 317.06 1000 20086111 03/04/26 1183 CSI ERGONOMIC FURNI 1800 73000 ERGO ASSEMT 0.00 1,727.34 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 01/26 ST.LIGHT EXTR 0.00 143.94 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 01/26 ST.LIGHT MAIN 0.00 508.91 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 12/25 ST.LIGHT MAIN 0.00 508.91 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 12/25 ST.LIGHT EXTR 0.00 717.97 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 12/25 SIGNAL EXTRAS 0.00 758.11 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 01/26 SIGNAL MAINT 0.00 1,078.00 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 4060 77340 01/26 SIGNAL EXTRAS 0.00 2,424.83 TOTAL CHECK 0.00 6,140.67
1000 20086115 03/04/26 1221 DEPARTMENT OF JUSTI 2100 80620 01/26 FINGERPRINTIN 0.00 277.00 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2100 80050 0/31 PARKING JENNIN 0.00 3.00 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2100 84000 11/12 TRAIN ROBINSO 0.00 5.00 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2100 80050 11/12 PAKING SIMONS 0.00 9.00 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2200 73550 10/21 FUEL PRISCILL 0.00 15.02 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2100 80050 11/12 PARK SHEPHERD 0.00 20.00 1000 20086116 03/04/26 1876 DUTCHESS BOOZE 2200 73550 11/20 FUEL BOOZE 0.00 44.91 TOTAL CHECK 0.00 96.93
1000 20086121 03/04/26 5133 JARVIS FAY LLP 1400 80050 01/26 ATTORNEY PROF 0.00 5,216.00 1000 20086121 03/04/26 5133 JARVIS FAY LLP 1400 80050 01/26 BUSINESS LIC 0.00 180.00 1000 20086121 03/04/26 5133 JARVIS FAY LLP 1400 80050 01/26 PWKS CONTRACT 0.00 227.50 1000 20086121 03/04/26 5133 JARVIS FAY LLP 1400 80050 01/26 REVENUE ADVIC 0.00 252.00 1000 20086121 03/04/26 5133 JARVIS FAY LLP 1725 80100 01/26 SUTTER HOSPIT 0.00 291.00 1000 20086121 03/04/26 5133 JARVIS FAY LLP 1400 80050 01/26 LAND USE CEQA 0.00 3,672.00 TOTAL CHECK 0.00 9,838.50
1000 20086122 03/04/26 1074 LIEBERT, CASSIDY & 1400 80050 01/26 GEN. BUSINESS 0.00 582.00 1000 20086122 03/04/26 1074 LIEBERT, CASSIDY & 1400 80050 01/26 EM010-00054 0.00 1,056.00 1000 20086122 03/04/26 1074 LIEBERT, CASSIDY & 1400 80050 01/26 EM010-00052 0.00 1,249.50 TOTAL CHECK 0.00 2,887.50
1000 20086123 03/04/26 7030 LMV II EMERYVILLE H 1725 58760 REFUND PROJ FDP17-1 0.00 8,106.81 1000 20086126 03/04/26 3160 MICHELLE SHEPHERD 2100 84000 PER DIEM SLI-2 TRAI 0.00 385.90 1000 20086126 03/04/26 3160 MICHELLE SHEPHERD 2100 84000 PER DIEM SLI 3 TRAI 0.00 390.32 TOTAL CHECK 0.00 776.22
1000 20086128 03/04/26 7343 NIESHIA SMITH 101 2012 REFUND RENTAL DEPOS 0.00 500.00 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 3430596647-4 0.00 9.28 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 7550015236-0 0.00 14.63 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 9133041096-9 0.00 19.50 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 8977352672-1 0.00 23.87 CENTRALSQUARE PAGE NUMBER: 12
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 101 - GENERAL FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 6371641442-8 0.00 27.47 1000 20086132 03/04/26 1148 PG&E 4060 76000 03/09 5433591884-0 0.00 28.76 1000 20086132 03/04/26 1148 PG&E 4060 76000 03/09 7410694643-2 0.00 40.17 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 0146442665-7 0.00 41.87 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 1927210900-0 0.00 43.56 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 5800754046-9 0.00 59.36 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 0104004435-4 0.00 70.60 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 0577169108-5 0.00 81.63 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 3003802496-1 0.00 106.76 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 8976252125-3 0.00 126.76 1000 20086132 03/04/26 1148 PG&E 5460 76000 03/09 7341249247-9 0.00 246.94 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 6399329769-4 0.00 235.29 1000 20086132 03/04/26 1148 PG&E 4060 76000 03/09 9782085387-3 0.00 465.19 1000 20086132 03/04/26 1148 PG&E 4060 76000 03/09 4569881751-2 0.00 661.18 1000 20086132 03/04/26 1148 PG&E 4065 76000 03/09 3232731252-9 0.00 667.30 1000 20086132 03/04/26 1148 PG&E 3000 76000 03/11 4218176424-4 0.00 1,013.78 1000 20086132 03/04/26 1148 PG&E 4060 76150 03/09 6440996433-1 0.00 1,222.42 1000 20086132 03/04/26 1148 PG&E 5460 76000 03/04 0185182230-2 0.00 1,769.80 1000 20086132 03/04/26 1148 PG&E 4060 76000 03/09 0757678392-7 0.00 2,334.12 1000 20086132 03/04/26 1148 PG&E 1900 76000 03/09 9132683071-7 0.00 7,752.75 TOTAL CHECK 0.00 17,062.99
1000 20086133 03/04/26 1149 PITNEY BOWES GLOBAL 1900 73150 12/27-3/26 POST LEA 0.00 531.01 1000 20086135 03/04/26 7325 REC TECHNOLOGIES, I 5000 80380 02/26 BANKING SVCS 0.00 1,068.60 1000 20086135 03/04/26 7325 REC TECHNOLOGIES, I 5000 77260 02/26 PROCESSING FE 0.00 1,823.30 TOTAL CHECK 0.00 2,891.90
1000 20086137 03/04/26 6813 REGIONAL GOVERNMENT 1500 80050 01/25 FIN CONTRACT 0.00 4,952.49 1000 20086139 03/04/26 6654 STERICYCLE, INC 2100 77150 DOCUMENT SHREDDING 0.00 236.48 1000 20086141 03/04/26 1985 TAMIKA WRIGHT 5460 73420 VANESSA REVEALS F/T 0.00 17.80 1000 20086141 03/04/26 1985 TAMIKA WRIGHT 5460 73420 F/T COW PLACE PARKI 0.00 20.00 1000 20086141 03/04/26 1985 TAMIKA WRIGHT 5460 73500 SHUTTLE BUS MAINT 0.00 40.00 1000 20086141 03/04/26 1985 TAMIKA WRIGHT 5460 73420 HAIGHT FAIR PARKING 0.00 16.00 TOTAL CHECK 0.00 93.80
1000 20086142 03/04/26 1165 TREASURER OF ALAMED 2100 76050 01/26 NETWORK SVCS 0.00 3,858.56 1000 20086143 03/04/26 7345 UNITED FENCE SERVIC 4060 73500 FENCE@5770 S/MOUND 0.00 450.00 1000 20086144 03/04/26 4987 URBAN PLANNING PART 1725 80050 01/26 CECQ SUTTER 0.00 35,569.56 1000 20086145 03/04/26 1121 VISION SERVICE PLAN 101 2164 03/26 ACTIVE PREMIU 0.00 2,999.90 1000 20086146 03/04/26 6227 SHELL FLEET PLUS 2200 73550 01/24-02/23 FUEL CH 0.00 7,435.47 TOTAL CASH ACCOUNT 0.00 2,216,959.72
TOTAL FUND 0.00 2,216,959.72
CENTRALSQUARE PAGE NUMBER: 13
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 202 - ECONOMIC DEVELOPMENT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086099 03/04/26 6412 ANNA NIKITARAS 202 88040 2026 BUS LIC REBATE 0.00 37.00 1000 20086099 03/04/26 6412 ANNA NIKITARAS 202 88040 CABARET LIC REBATE 0.00 1,500.00 TOTAL CHECK 0.00 1,537.00
TOTAL CASH ACCOUNT 0.00 1,537.00
TOTAL FUND 0.00 1,537.00
CENTRALSQUARE PAGE NUMBER: 14
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 220 - GAS TAX ST. IMPROV. FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 6440996433-1 0.00 5,156.63 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 8977352672-1 0.00 200.11 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 0577169108-5 0.00 357.39 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 7550015236-0 0.00 52.34 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 9133041096-9 0.00 82.74 1000 20085983 02/11/26 1148 PG&E 220 76150 02/09 7051879980-7 0.00 34.86 TOTAL CHECK 0.00 5,884.07
1000 20086029 02/18/26 1321 DEPARTMENT OF TRANS 220 77350 OCT-DEC'25 SIG&LIGH 0.00 7,187.22 1000 20086041 02/18/26 1148 PG&E 220 76150 02/09 6399329769-4 0.00 1,034.33 1000 20086041 02/18/26 1148 PG&E 220 76150 02/09 6371641442-8 0.00 175.71 1000 20086041 02/18/26 1148 PG&E 220 76150 02/09 0146442665-7 0.00 194.46 1000 20086041 02/18/26 1148 PG&E 220 76150 02/09 5800754046-9 0.00 243.62 1000 20086041 02/18/26 1148 PG&E 220 76150 02/09 5391386120-8 0.00 11.34 TOTAL CHECK 0.00 1,659.46
1000 20086067 02/25/26 1148 PG&E 220 76150 02/12 2278915408-9 0.00 176.59 1000 20086067 02/25/26 1148 PG&E 220 76150 02/09 0146442665-7 0.00 194.46 1000 20086067 02/25/26 1148 PG&E 220 76150 02/09 1927210900-0 0.00 205.84 1000 20086067 02/25/26 1148 PG&E 220 76150 02/09 0104004435-4 0.00 502.93 1000 20086067 02/25/26 1148 PG&E 220 76150 02/09 3003802496-1 0.00 512.18 TOTAL CHECK 0.00 1,592.00
1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 01/26 ST.LIGHT EXTR 0.00 575.77 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 12/25 ST.LIGHT EXTR 0.00 2,871.89 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 12/25 SIGNAL EXTR 0.00 3,032.46 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 01/26 SIGNAL MAINT 0.00 4,312.00 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 01/26 SIGNAL EXTRAS 0.00 9,699.32 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 12/25 ST.LIGHT MAIN 0.00 2,035.62 1000 20086112 03/04/26 5069 DC ELECTRIC GROUP, 220 77340 01/26 ST.LIGHT MAIN 0.00 2,035.62 TOTAL CHECK 0.00 24,562.68
1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 6440996433-1 0.00 4,889.67 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 6399329769-4 0.00 941.18 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 8976252125-3 0.00 507.05 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 5800754046-9 0.00 237.45 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 0104004435-4 0.00 282.42 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 0577169108-5 0.00 326.51 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 3003802496-1 0.00 427.03 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 0146442665-7 0.00 167.47 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 1927210900-0 0.00 174.25 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 6371641442-8 0.00 109.00 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 8977352672-1 0.00 95.48 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 9133041096-9 0.00 77.98 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 7550015236-0 0.00 58.50 1000 20086132 03/04/26 1148 PG&E 220 76150 03/09 3430596647-4 0.00 37.13 TOTAL CHECK 0.00 8,331.12
TOTAL CASH ACCOUNT 0.00 49,216.55
TOTAL FUND 0.00 49,216.55
CENTRALSQUARE PAGE NUMBER: 15
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 230 - CHILD CARE PROGRAM

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085950 02/11/26 6822 CHILDCARE CAREERS, 5200 80000 1/05-1/09 TEACHER A 0.00 1,656.00 1000 20085950 02/11/26 6822 CHILDCARE CAREERS, 5200 80000 1/12-1/15 TEACHER A 0.00 1,314.00 TOTAL CHECK 0.00 2,970.00
1000 20085981 02/11/26 6338 PATATAS, LLC 5200 73600 02/26 ECDC FOOD PRO 0.00 12,815.35 1000 20085983 02/11/26 1148 PG&E 5200 76000 02/09 8383293552-8 0.00 1,873.47 1000 20086027 02/18/26 7338 DAVID AND KATE BENH 230 61560 REFUND ECDC FEES 0.00 1,285.08 1000 20086067 02/25/26 1148 PG&E 5200 76000 02/09 3430596647-4 0.00 48.24 1000 20086088 02/25/26 3005 U.S. BANK 5200 84000 CALPELRA TRAINING 0.00 495.00 1000 20086088 02/25/26 3005 U.S. BANK 5200 73000 7/24-1/26 CC LATE/P 0.00 146.20 1000 20086088 02/25/26 3005 U.S. BANK 5200 84000 LCW EMP. LAW CONF T 0.00 550.00 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 COSTCO FOOD SUPPLY 0.00 395.55 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 COSTCO FOOD SUPPLY 0.00 340.82 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 COSTCO FOOD SUPPLY 0.00 262.04 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 PANDA EXP IN SVC TR 0.00 238.68 1000 20086088 02/25/26 3005 U.S. BANK 5200 73529 O/DEPOT CLROOM SUPP 0.00 46.37 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 LITTLE CAESARS FOOD 0.00 87.09 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 TRADER JOE FOOD SUP 0.00 187.68 1000 20086088 02/25/26 3005 U.S. BANK 5200 73529 MICHAELS CLRM SUPPL 0.00 74.58 1000 20086088 02/25/26 3005 U.S. BANK 5200 73500 PRIMO WATER SVC 0.00 37.14 1000 20086088 02/25/26 3005 U.S. BANK 5200 73529 ROSS CLASSRM PROJ 0.00 38.74 1000 20086088 02/25/26 3005 U.S. BANK 5200 84150 UBER LCW HR TRAININ 0.00 33.80 1000 20086088 02/25/26 3005 U.S. BANK 5200 84150 UBER LCW HR TRAININ 0.00 26.39 1000 20086088 02/25/26 3005 U.S. BANK 5200 73600 SAFEWAY FOOD SUPPLY 0.00 27.76 TOTAL CHECK 0.00 2,987.84
1000 20086089 02/25/26 7021 U.S. BANK NATIONAL 5200 85000 JAN-FEB COPIER LEAS 0.00 296.20 1000 20086108 03/04/26 6822 CHILDCARE CAREERS, 5200 80000 11/25 TEACHER SUB 0.00 304.00 1000 20086108 03/04/26 6822 CHILDCARE CAREERS, 5200 80000 1/26-1/30 TEACHER S 0.00 1,571.04 1000 20086108 03/04/26 6822 CHILDCARE CAREERS, 5200 80000 2/02-2/06 TEACHER S 0.00 1,730.50 TOTAL CHECK 0.00 3,605.54
1000 20086132 03/04/26 1148 PG&E 5200 76000 03/09 7654349091-6 0.00 968.79 1000 20086132 03/04/26 1148 PG&E 5200 76000 03/12 8383293552-8 0.00 1,933.21 TOTAL CHECK 0.00 2,902.00
TOTAL CASH ACCOUNT 0.00 28,783.72
TOTAL FUND 0.00 28,783.72
CENTRALSQUARE PAGE NUMBER: 16
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 243 - EMERYVILLE PUBLIC ART FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085956 02/11/26 7292 STELLA KALAW 243 87350 ARTWORK BSVIII PROJ 0.00 3,000.00 1000 20085980 02/11/26 2698 PACIFIC PRINT RESOU 243 80050 2026 BOOK MARKER 0.00 374.60 1000 20085988 02/11/26 3684 ROBERT ORTBAL 243 87350 BSVIII - DISPLAY 0.00 2,000.00 TOTAL CASH ACCOUNT 0.00 5,374.60
TOTAL FUND 0.00 5,374.60
CENTRALSQUARE PAGE NUMBER: 17
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 247 - BROWNFIELDS EPA GRNT-CITY

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086048 02/18/26 3904 AGUATIERRA ASSOCIAT 247 80050 12/25 1245 POWELL 0.00 3,515.20 TOTAL CASH ACCOUNT 0.00 3,515.20
TOTAL FUND 0.00 3,515.20
CENTRALSQUARE PAGE NUMBER: 18
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 250 - TRAFFIC FAC IMPACT FEE FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086036 02/18/26 6985 ISI INSPECTION SERV 250 90130 12/25 SOIL TESTING 0.00 179.14 1000 20086036 02/18/26 6985 ISI INSPECTION SERV 250 90130 10/25 SOIL TESTING 0.00 600.00 TOTAL CHECK 0.00 779.14
TOTAL CASH ACCOUNT 0.00 779.14
TOTAL FUND 0.00 779.14
CENTRALSQUARE PAGE NUMBER: 19
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 251 - URBAN FORESTRY FEE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085920 02/04/26 7286 LOS LOZA INC 251 90610 URBAN TREE PLANTING 0.00 145,753.00 1000 20086069 02/25/26 6102 PLACEWORKS, INC 251 90610 01/26 TREE PLANT&DS 0.00 1,055.70 1000 20086124 03/04/26 7286 LOS LOZA INC 251 2030 5% RETENTION 0.00 -7,020.13 1000 20086124 03/04/26 7286 LOS LOZA INC 251 90610 URBAN TREE PLANTING 0.00 140,402.70 TOTAL CHECK 0.00 133,382.57
TOTAL CASH ACCOUNT 0.00 280,191.27
TOTAL FUND 0.00 280,191.27
CENTRALSQUARE PAGE NUMBER: 20
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 254 - GRANT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085939 02/11/26 6999 ABG ART GROUP LLC 254 80050 01/26 RCCD RESIDENC 0.00 3,000.00 1000 20085939 02/11/26 6999 ABG ART GROUP LLC 254 80050 ROTTEN CI CULTURAL 0.00 14,100.00 TOTAL CHECK 0.00 17,100.00
1000 20086063 02/25/26 3068 INTOXIMETERS 254 91510 POLICE DEPT EQUIPME 0.00 5,994.66 1000 20086134 03/04/26 6102 PLACEWORKS, INC 254 80050 01/26 TENANT PROJEC 0.00 5,875.00 TOTAL CASH ACCOUNT 0.00 28,969.66
TOTAL FUND 0.00 28,969.66
CENTRALSQUARE PAGE NUMBER: 21
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 263 - MEASURE BB - PARATRANSIT

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086105 03/04/26 7342 BRUCE ROSENBERG 263 88400 REIMB 2ND QTR TAXI 0.00 66.11 1000 20086125 03/04/26 7344 MARJORIE PAUL 263 88400 REIMB 4TH QTR TAXI 0.00 72.00 1000 20086125 03/04/26 7344 MARJORIE PAUL 263 88400 REIMB 3RD QTR TAXI 0.00 72.00 TOTAL CHECK 0.00 144.00
TOTAL CASH ACCOUNT 0.00 210.11
TOTAL FUND 0.00 210.11
CENTRALSQUARE PAGE NUMBER: 22
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 268 - COMM DEV TECHNOLOGY FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086082 02/25/26 7207 TYLER TECHNOLOGIES, 268 77260 01/12 PMT PROJ MGMT 0.00 1,600.00 TOTAL CASH ACCOUNT 0.00 1,600.00
TOTAL FUND 0.00 1,600.00
CENTRALSQUARE PAGE NUMBER: 23
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 269 - PARKING PROGRAM

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 80385 01/26 TRANSACTION F 0.00 474.91 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 86430 01/26 CITATIONS 0.00 868.50 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 80385 01/26 TRANSACTION F 0.00 1,175.81 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 86420 01/26 COLLECTION FE 0.00 1,697.00 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 76050 01/26 TELECOMMUNICA 0.00 3,503.00 1000 20086035 02/18/26 6340 IPS GROUP, INC 269 77150 01/26 MAINTENANCE 0.00 3,917.00 TOTAL CHECK 0.00 11,636.22
1000 20086110 03/04/26 1165 COUNTY OF ALAMEDA 269 2033 01/26 SURCHARGE FEE 0.00 2,867.60 1000 20086130 03/04/26 6557 PARKMOBILE, LLC 269 80385 01/26 TRANSACTION F 0.00 640.50 TOTAL CASH ACCOUNT 0.00 15,144.32
TOTAL FUND 0.00 15,144.32
CENTRALSQUARE PAGE NUMBER: 24
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 270 - LITIGATION FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086100 03/04/26 1130 BAY CITIES JOINT PO 270 80110 12/25 LIAB. CLAIMS 0.00 2,286.95 1000 20086138 03/04/26 7020 RENNE PUBLIC LAW GR 270 80050 01/26 OCR COMPLAINT 0.00 4,270.35 1000 20086138 03/04/26 7020 RENNE PUBLIC LAW GR 270 80050 01/26 GENERAL ADVIC 0.00 17,005.38 TOTAL CHECK 0.00 21,275.73
TOTAL CASH ACCOUNT 0.00 23,562.68
TOTAL FUND 0.00 23,562.68
CENTRALSQUARE PAGE NUMBER: 25
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 284 - MEASURE C HOUSING BONDS

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086020 02/18/26 6754 CHANDLER ASSET MANA 284 80050 01/26 MEASURE C 0.00 2,377.51 1000 20086047 02/18/26 6674 U. S. BANK 284 80380 OCT-DEC'25 BANKING 0.00 745.00 1000 20086091 02/25/26 3475 WILLDAN FINANCIAL S 284 80050 FY24-25 A.DISC MEAS 0.00 1,766.00 1000 20086118 03/04/26 6358 HELLO HOUSING 284 80050 01/26 FTHB PROGRAM 0.00 2,109.12 TOTAL CASH ACCOUNT 0.00 6,997.63
TOTAL FUND 0.00 6,997.63
CENTRALSQUARE PAGE NUMBER: 26
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 299 - AFFORDABLE HOUSING FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086088 02/25/26 3005 U.S. BANK 299 80050 ANNUAL SURVEY MONKE 0.00 468.00 1000 20086088 02/25/26 3005 U.S. BANK 299 80050 MAILCHIMP EMAIL LIS 0.00 230.00 TOTAL CHECK 0.00 698.00
1000 20086095 03/04/26 1548 AMERINATIONAL COMMU 299 80050 01/26 MTHLY SVC FEE 0.00 30.34 1000 20086117 03/04/26 5692 EDEN COUNCIL FOR HO 299 88360 12/25 TENANT INQUIR 0.00 180.00 1000 20086118 03/04/26 6358 HELLO HOUSING 299 80050 01/26 AFFORDABLE HS 0.00 18,737.36 1000 20086129 03/04/26 6397 OPERATION DIGNITY, 299 87420 12/25 HOMELESS O/R 0.00 14,730.63 TOTAL CASH ACCOUNT 0.00 34,376.33
TOTAL FUND 0.00 34,376.33
CENTRALSQUARE PAGE NUMBER: 27
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 475 - GEN CAPITAL IMPROVE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085947 02/11/26 6713 BAY CITIES PAVING & 475 2030 5%RETENTION EPW2300 0.00 -66,024.91 1000 20085947 02/11/26 6713 BAY CITIES PAVING & 475 91900 11/06-12/24 ST.SCAP 0.00 1,320,498.02 TOTAL CHECK 0.00 1,254,473.11
1000 20086013 02/18/26 6796 CHARMIN ROUNDTREE-B 475 90130 ART CTR ADVANCEMENT 0.00 40,605.00 1000 20086036 02/18/26 6985 ISI INSPECTION SERV 475 90130 10/25 SOIL TESTING 0.00 824.11 1000 20086097 03/04/26 2630 APPLIED MATERIALS & 475 90130 10/27-11/30 HOLLIS 0.00 20,660.00 1000 20086121 03/04/26 5133 JARVIS FAY LLP 475 90130 01/26 SOLID WASTE F 0.00 10,684.00 1000 20086148 03/04/26 6629 WOOD RODGERS, INC 475 90130 01/26 SEWER&DRAINAG 0.00 16,394.35 TOTAL CASH ACCOUNT 0.00 1,343,640.57
TOTAL FUND 0.00 1,343,640.57
CENTRALSQUARE PAGE NUMBER: 28
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 495 - MARINA IMPROVEMENT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085983 02/11/26 1148 PG&E 495 76150 02/09 6440996433-1 0.00 7,152.62 1000 20086132 03/04/26 1148 PG&E 495 76150 03/09 6440996433-1 0.00 6,772.21 TOTAL CASH ACCOUNT 0.00 13,924.83
TOTAL FUND 0.00 13,924.83
CENTRALSQUARE PAGE NUMBER: 29
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 510 - SEWER OPER/MAINT FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086041 02/18/26 1148 PG&E 4360 76000 02/17 1817764650-4 0.00 75.62 TOTAL CASH ACCOUNT 0.00 75.62
TOTAL FUND 0.00 75.62
CENTRALSQUARE PAGE NUMBER: 30
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 511 - SEWER REHAB/REPLAC FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086148 03/04/26 6629 WOOD RODGERS, INC 511 90130 01/26 SEWER & DRAIN 0.00 10,743.75 TOTAL CASH ACCOUNT 0.00 10,743.75
TOTAL FUND 0.00 10,743.75
CENTRALSQUARE PAGE NUMBER: 31
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 600 - WORKERS COMP SELF INS FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20086054 02/25/26 1130 BAY CITIES JOINT PO 600 81000 12/25 WC CLAIMS CIT 0.00 12,185.90 1000 20086054 02/25/26 1130 BAY CITIES JOINT PO 600 81000 12/25 WC CLAIMS MES 0.00 31,071.68 TOTAL CHECK 0.00 43,257.58
1000 20086096 03/04/26 3460 600 71370 02/26 DISABILITY AD 0.00 5,319.00 TOTAL CASH ACCOUNT 0.00 48,576.58
TOTAL FUND 0.00 48,576.58
CENTRALSQUARE PAGE NUMBER: 32
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 610 - SELF-INS/DELTA DENTAL FD

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085957 02/11/26 3297 DELTACARE USA 610 72450 02/26 ACTIVE PREMIU 0.00 31.90 1000 20086060 02/25/26 3213 DELTA DENTAL OF CAL 610 80390 01/26 RETIRE ADMIN 0.00 1,027.14 1000 20086060 02/25/26 3213 DELTA DENTAL OF CAL 610 80360 01/26 ACTIVE ADMIN 0.00 1,208.40 1000 20086060 02/25/26 3213 DELTA DENTAL OF CAL 610 72450 01/26 ACTIVE CLAIMS 0.00 6,222.40 1000 20086060 02/25/26 3213 DELTA DENTAL OF CAL 610 72460 01/26 RETIRE CLAIMS 0.00 9,084.80 TOTAL CHECK 0.00 17,542.74
1000 20086114 03/04/26 3297 DELTACARE USA 610 72450 03/26 ACTIVE PREMIU 0.00 31.90 TOTAL CASH ACCOUNT 0.00 17,606.54
TOTAL FUND 0.00 17,606.54
CENTRALSQUARE PAGE NUMBER: 33
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 650 - MAJOR MAINTENANCE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085768 V 01/21/26 7260 COMMERCIAL MAINTENA 650 77030 12/25 MATERIALS & O 0.00 -5,596.59 1000 20085768 V 01/21/26 7260 COMMERCIAL MAINTENA 650 77030 12/25 XTRA COE MAIN 0.00 -15,937.50 1000 20085768 V 01/21/26 7260 COMMERCIAL MAINTENA 650 77030 12/25 MATERIALS & O 0.00 -35,150.09 TOTAL CHECK 0.00 -56,684.18
1000 20085943 02/11/26 6808 AMAZON CAPITAL SERV 650 91100 BEETRONICS MONITOR 0.00 766.35 1000 20085974 02/11/26 7160 LEGACY MECHANICAL & 650 2030 10%RETENNTION 0.00 -6,764.50 1000 20085974 02/11/26 7160 LEGACY MECHANICAL & 650 90000 CITY HALL HAVC SYST 0.00 67,645.00 TOTAL CHECK 0.00 60,880.50
1000 20085989 02/11/26 5803 RUBICON ENTERPRISES 650 77020 01/26 LANDSCAPE MAI 0.00 23,001.98 1000 20086008 02/18/26 2051 ADT SECURITY SERVIC 650 77030 01/21 405351002 0.00 56.83 1000 20086008 02/18/26 2051 ADT SECURITY SERVIC 650 77030 02/21 405351002 0.00 57.83 TOTAL CHECK 0.00 114.66
1000 20086017 02/18/26 7339 FORENSIC ANALYTICAL 650 77030 MOLD@5900 CHRISTIE 0.00 405.00 1000 20086023 02/18/26 7260 COMMERCIAL MAINTENA 650 77030 REPLACE CK 20085768 0.00 5,596.59 1000 20086023 02/18/26 7260 COMMERCIAL MAINTENA 650 77030 REPLACE CK 20085768 0.00 15,937.50 1000 20086023 02/18/26 7260 COMMERCIAL MAINTENA 650 77030 REPLACE CK 20085768 0.00 35,150.09 TOTAL CHECK 0.00 56,684.18
1000 20086024 02/18/26 7260 COMMERCIAL MAINTENA 650 77030 01/26 MTHLY MAINT F 0.00 27,000.00 1000 20086053 02/25/26 1188 BAY ALARM COMPANY 650 77030 3/01-3/31 1220 53RD 0.00 55.00 1000 20086053 02/25/26 1188 BAY ALARM COMPANY 650 77030 3/01-3/31 6303 HOLL 0.00 106.00 1000 20086053 02/25/26 1188 BAY ALARM COMPANY 650 77030 3/01-3/31 1220 53RD 0.00 228.75 1000 20086053 02/25/26 1188 BAY ALARM COMPANY 650 77030 3/01-3/31 4321 SALE 0.00 250.44 1000 20086053 02/25/26 1188 BAY ALARM COMPANY 650 77030 3/01-3/31 1333 PARK 0.00 462.85 TOTAL CHECK 0.00 1,103.04
1000 20086072 02/25/26 7058 SAFE AND SOUND SECU 650 90100 02/26 OPEN EYE MTHL 0.00 1,836.43 1000 20086072 02/25/26 7058 SAFE AND SOUND SECU 650 90100 BRIVO ACCESS STD 0.00 5,160.00 TOTAL CHECK 0.00 6,996.43
1000 20086119 03/04/26 4072 HUE & CRY SECURITY 650 77030 3/01-3/31 FIRE ALAR 0.00 203.10 1000 20086127 03/04/26 6632 MCGRATH RENTCORP 650 77030 02/17-03/18 STORAGE 0.00 373.50 1000 20086127 03/04/26 6632 MCGRATH RENTCORP 650 77030 02/16-03/17 STORAGE 0.00 373.50 TOTAL CHECK 0.00 747.00
1000 20086136 03/04/26 1544 REED BROTHERS SECUR 650 77030 3/20-3/19 YRLY AGRM 0.00 551.40 1000 20086140 03/04/26 1321 ST OF CA-DEPT INDUS 650 77030 ELEVATOR 2449 POWEL 0.00 225.00 1000 20086140 03/04/26 1321 ST OF CA-DEPT INDUS 650 77030 ELEVATOR AMTRAK STN 0.00 225.00 1000 20086140 03/04/26 1321 ST OF CA-DEPT INDUS 650 77030 ELEVATOR AMTRAK STN 0.00 225.00 TOTAL CHECK 0.00 675.00
TOTAL CASH ACCOUNT 0.00 122,444.46
CENTRALSQUARE PAGE NUMBER: 34
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 650 - MAJOR MAINTENANCE FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT TOTAL FUND 0.00 122,444.46
CENTRALSQUARE PAGE NUMBER: 35
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 670 - INFO TECHNOLOGY FUND

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085968 02/11/26 6959 11:11 SYSTEMS, INC 670 77150 02/26 RISK SCANNING 0.00 4,688.52 1000 20085994 02/11/26 7068 SPECTROTEL HOLDING 670 76050 02/22 PIAB LINES 0.00 686.07 1000 20086019 02/18/26 6281 CENTRALSQUARE TECHN 670 77150 01/11-01/17 ADMN SV 0.00 225.00 1000 20086019 02/18/26 6281 CENTRALSQUARE TECHN 670 77150 01/18-01/24 ADMIN S 0.00 180.00 TOTAL CHECK 0.00 405.00
1000 20086028 02/18/26 1982 DELL COMPUTER CORPO 670 91600 DELL PRO 14 PLUS BT 0.00 1,575.65 1000 20086034 02/18/26 6959 11:11 SYSTEMS, INC 670 77150 PRIVATE CLOUD BURST 0.00 63.51 1000 20086034 02/18/26 6959 11:11 SYSTEMS, INC 670 77150 CLOUD B/UP M/S 365 0.00 158.76 TOTAL CHECK 0.00 222.27
1000 20086039 02/18/26 6210 LYNX TECHNOLOGIES, 670 90130 01/26 GIS SERVICES 0.00 975.00 1000 20086050 02/18/26 6590 ZOOM VIDEO COMMUNIC 670 77150 02/04-03/03 WEBINAR 0.00 84.40 1000 20086074 02/25/26 5391 SHI-GOVERNMENT SOLU 670 77150 12/25-11/26CPILOT G 0.00 2,412.00 1000 20086088 02/25/26 3005 U.S. BANK 670 77150 GO DADDY CERTS 0.00 599.98 1000 20086106 03/04/26 7040 CALLTOWER, INC 670 76050 2/15-3/14 PHONE BIL 0.00 4,031.14 1000 20086113 03/04/26 1982 DELL COMPUTER CORPO 670 77260 2/26-2/27 ADOBE REN 0.00 11,770.86 1000 20086120 03/04/26 6959 11:11 SYSTEMS, INC 670 77150 01/26 PRIVATE CLOUD 0.00 57.57 1000 20086120 03/04/26 6959 11:11 SYSTEMS, INC 670 77150 01/26 CLOUD BACKUP 0.00 153.72 1000 20086120 03/04/26 6959 11:11 SYSTEMS, INC 670 77150 1/26-3/26 ILAND SEC 0.00 2,402.16 1000 20086120 03/04/26 6959 11:11 SYSTEMS, INC 670 77150 1/26-3/26 ILAND SEC 0.00 3,538.81 1000 20086120 03/04/26 6959 11:11 SYSTEMS, INC 670 77150 03/26 CLOUD/RISK SC 0.00 4,688.52 TOTAL CHECK 0.00 10,840.78
1000 20086147 03/04/26 7248 WILINE NETWORKS, IN 670 76050 02/26 NETWORK #8152 0.00 3,858.31 TOTAL CASH ACCOUNT 0.00 42,149.98
TOTAL FUND 0.00 42,149.98
CENTRALSQUARE PAGE NUMBER: 36
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:21:50 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no<'50000' ACCOUNTING PERIOD: 9/26
FUND - 710 - POST-RETIREMENT BENEFITS

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 20085995 02/11/26 2990 STANDARD INSURANCE 710 72500 02/26 RETIRE LIFE P 0.00 6.06 1000 20086077 02/25/26 2990 STANDARD INSURANCE 710 72500 01/26 RETIRE LIFE P 0.00 6.06 1000 20086077 02/25/26 2990 STANDARD INSURANCE 710 72500 12/25 RETIRE LIFE P 0.00 6.06 TOTAL CHECK 0.00 12.12
1000 20086145 03/04/26 1121 VISION SERVICE PLAN 710 72300 03/26 RETIRE PREMIU 0.00 2,175.50 TOTAL CASH ACCOUNT 0.00 2,193.68
TOTAL FUND 0.00 2,193.68
TOTAL REPORT 0.00 4,298,573.94
CENTRALSQUARE PAGE NUMBER: 1
DATE: 03/09/2026 CITY OF EMERYVILLE ACCTPA21
TIME: 15:25:06 CHECK REGISTER - BY FUND
SELECTION CRITERIA: transact.trans_date between '20260204 00:00:00.000' and '20260309 00:00:00.000' and transact.check_no>'500000' ACCOUNTING PERIOD: 9/26
FUND - 282 - RDA RETIREMENT FD (RPTTF)

CASH ACCT CHECK NO ISSUE DT VENDOR NAME DEPT/DIVISION ACCNT ----DESCRIPTION---- SALES TAX AMOUNT 1000 50002093 02/25/26 3475 WILLDAN FINANCIAL S 282 80050 REV BONDS 2024A&202 0.00 2,466.00 1000 50002094 03/04/26 4122 BURKE, WILLIAMS & S 282 80360 01/26 GROUND/W SITE 0.00 723.84 1000 50002094 03/04/26 4122 BURKE, WILLIAMS & S 282 80360 01/26 SA DTSC ISE O 0.00 723.84 1000 50002094 03/04/26 4122 BURKE, WILLIAMS & S 282 80360 01/26 SA - ROPS 0.00 1,538.16 TOTAL CHECK 0.00 2,985.84
1000 50002095 03/04/26 1300 EKI ENVIRONMENT & W 282 80050 01/01-01/31 SBF SIT 0.00 2,589.86 1000 50002095 03/04/26 1300 EKI ENVIRONMENT & W 282 80050 01/01-01/31 SBF SIT 0.00 63,802.63 TOTAL CHECK 0.00 66,392.49
TOTAL CASH ACCOUNT 0.00 71,844.33
TOTAL FUND 0.00 71,844.33
TOTAL REPORT 0.00 71,844.33
[THIS PAGE INTENTIONALLY LEFT BLANK]
City of Emeryville Page 1 of 2
Members:

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

CITY OF EMERYVILLE

MINUTES

CITY COUNCIL
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org
Friday, February 20, 2026 10:00 AM Emeryville Childhood Development Center

1. CALL TO ORDER - SPECIAL MEETING 10:00 AM
The meeting was called to order at 10:14 a.m.

2. ROLL CALL

Present: Mayor Sukhdeep Kaur, Vice Mayor Matthew Solomon, Council Member David Mourra, Council Member Courtney Welch

Absent: Council Member Kalimah Priforce
Council Member Priforce was absent 10:14 a.m. – 10:20 a.m.

3. PUBLIC COMMENT (ON SPECIAL MEETING AGENDA ITEMS ONLY) 3 speakers.

4. STRATEGIC PLANNING SESSION
The City Council identified four priorities for 2026-2028:

Revenue Measures for 2026
Sutter Health Development
40th Street Redesign
Art Center Project

5. ADJOURNMENT
The meeting adjourned at 1:14 p.m.

City Council MINUTES February 20, 2026
City of Emeryville Page 2 of 2
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 1 of 2
Members:

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

CITY OF EMERYVILLE

MINUTES

CITY COUNCIL

SPECIAL CLOSED SESSION
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org
Tuesday, March 03, 2026 6:15 PM Council Chambers

1. CALL TO ORDER
The meeting was called to order at 6:15 p.m.

2. ROLL CALL

Present: Mayor Sukhdeep Kaur, Vice Mayor Matthew Solomon, Council Member David Mourra, Council Member Kalimah Priforce, Council Member Courtney Welch

Absent: None

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

4. PUBLIC COMMENT (on Closed Session items only)
0 speakers.

5. CLOSED SESSION - CITY OF EMERYVILLE

5.1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION, Pursuant to Government Code Section 54957:

5.1.1. City Manager

5.2.2. City Attorney

6. REPORTING OUT OF CLOSED SESSION
City Council MINUTES March 03, 2026
City of Emeryville Page 2 of 2

7. ADJOURNMENT
The meeting adjourned at 7:02 p.m.

I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a special meeting of the Emeryville City Council.
/s/ April Foran, CMC
City Clerk
City of Emeryville Page 1 of 3
Members:

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

CITY OF EMERYVILLE

MINUTES

CITY COUNCIL
Emeryville City Hall
1333 Park Avenue
Emeryville, CA 94608
(510) 596-4300 phone
(510) 450-7831 fax
www.emeryville.org
Tuesday, March 03, 2026 7:00 PM Council Chambers

1. CALL TO ORDER - REGULAR MEETING 7:00 PM
The meeting was called to order at 7:03 p.m.

2. ROLL CALL

Present: Mayor Sukhdeep Kaur, Vice Mayor Matthew Solomon, Council Member David Mourra, Council Member Kalimah Priforce, Council Member Courtney Welch

Absent: None

3. APPROVAL OF FINAL AGENDA
MOVED by Welch and SECONDED by Solomon to approve the final agenda.

RESULT: Passed [5 TO 0]
AYES: Kaur, Solomon, Mourra, Priforce, Welch
NOES: None

4. SPECIAL ORDERS OF THE DAY

5. COUNCIL MEMBER SPECIAL ANNOUNCEMENTS/REPORTS ON MEETING ATTENDANCE

6. CITY MANAGER'S REPORT

7. EX PARTE COMMUNICATIONS
No ex parte communication were reported.

City Council MINUTES March 03, 2026
City of Emeryville Page 2 of 3

8. PUBLIC COMMENT FOR CONSENT AGENDA AND ITEMS NOT ON THE AGENDA Council Member Priforce recused himself (7:07 p.m. – 7:11 p.m.) as there were public comments on the 40th Street Multimodal project.

5 speakers.

The Mayor adjourned the meeting as a quorum was not present 7:14 p.m. – 7:23 p.m.

9. CONSENT CALENDAR
Item 9.5 was pulled by Council Member Mourra.

MOVED by Welch and SECONDED by Solomon approve the consent calendar.

RESULT: Passed [5 TO 0]
AYES: Kaur, Solomon, Mourra, Priforce, Welch
NOES: None

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

9.2. ACTION MINUTES OF THE FEBRUARY 17, 2026, CLOSED SESSION

9.3. ACTION MINUTES OF THE FEBRUARY 17, 2026, CITY COUNCIL MEETING

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

CITY MANAGER TO ENTER INTO A MEMORANDUM OF UNDERSTANDING WITH THE

EMERY UNIFIED SCHOOL DISTRICT TO PROVIDE AFTER SCHOOL EDUCATION AND SAFETY PROGRAMS FOR THE ACADEMIC SCHOOL YEARS 2025/2026, 2026/2027, AND 2027/2028 FUNDED THROUGH THE CALIFORNIA STATE DEPARTMENT OF EDUCATION, PROPOSITION 49, IN AN ESTIMATED AMOUNT OF ONE HUNDRED AND FOUR THOUSAND ($104,000) PER YEAR AND FUNDED THROUGH THE CALIFORNIA STATE

DEPARTMENT OF EDUCATION, EXPANDED LEARNING OPPORTUNITIES PROGRAM, IN AN ESTIMATED AMOUNT OF TWO HUNDRED AND SIXTY THOUSAND ($260,000) PER YEAR

9.5. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE ESTABLISHING A PROGRAM FOR THE INSTALLATION OF LITTLE FREE LIBRARIES IN THE PUBLIC RIGHTOF-WAY

1 speaker.

MOVED by Mourra and SECONDED by Solomon to approve the resolution as amended to remove the requirement for letter of support and grandfather in existing little libraries (That existed prior to March 3, 2026) excluding those with safety or pedestrian access issues.

RESULT: Passed [5 TO 0]
AYES: Kaur, Solomon, Mourra, Priforce, Welch
NOES: None
City Council MINUTES March 03, 2026
City of Emeryville Page 3 of 3

10. PUBLIC HEARINGS

11. ACTION ITEMS

12. DEPARTMENT HEAD REPORTS

12.1. ANNOUNCEMENT OF COMMISSION/COMMITTEE VACANCIES

12.2. COMMUNITY DEVELOPMENT DIRECTOR’S REPORT ON PLANNING COMMISSION ACTIONS AT THE FEBRUARY 26, 2026 MEETING
(a) General Plan Annual Progress Report - Review of the annual progress report on implementation of the General Plan, including the Housing Element, in Calendar Year 2025, for submittal to the Governor’s Office of Planning and Research and the California Department of Housing and Community Development.*
(b) Housing Element Implementation: Programs B, HH and KK (ORD26-001) - Consideration of a recommendation to the City Council to approve proposed amendments to the Title 9 (Planning Regulations) of the Emeryville Municipal Code to implement Programs B, HH, and KK of the approved 2023-2031 Housing Element. Pursuant to State CEQA Guidelines Section 15162 and 15164, the City Council adopted an addendum to the General Plan EIR when it approved the 2023-2031 Housing Element, and the proposed amendments implement the Housing Element and are thus within the scope of activities analyzed by the Addendum and the General Plan EIR.

Further, the proposed amendments are exempt from CEQA pursuant to Public Resources Code Section 21080.085 because they implement the schedule of actions in an approved Housing Element.**
*This item is scheduled for City Council review on March 17, 2026 **This item is scheduled for City Council review on April 7, 2026

13. FUTURE AGENDA ITEM REQUESTS
Vice Mayor Solomon was absent 7:56 p.m. – 8:00 p.m.

Mayor Kaur requested a received majority support for a zero emissions appliance standards support resolution.

14. ADJOURNMENT
The meeting adjourned at 8:00 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
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City of Emeryville

C A L I F O R N I A

M E M O R A N D U M
DATE: March 17, 2026
TO: Mayor and City Council Members
FROM: LaTanya Bellow, City Manager
SUBMITTED BY: Jeff Jennings, Police Chief
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EMERYVILLE

AUTHORIZING THE CITY MANAGER TO ENTER INTO AN

OPERATIONAL AREA EMERGENCY MANAGEMENT ORGANIZATION

AGREEMENT WITH THE COUNTY OF ALAMEDA AND OTHER CITIES,

SPECIAL DISTRICTS AND PUBLIC BENEFIT NON-PROFIT

CORPORATIONS FOR PARTICIPATION IN THE ALAMEDA COUNTY

OPERATIONAL AREA EMERGENCY MANAGEMENT ORGANIZATION

RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to enter into an Operational Area Emergency Management Organization Agreement with the Alameda County Operational Area Emergency Management Organization.

BACKGROUND
As a result of the 1991 East Bay Hills firestorm, the State Legislature established a Standardized Emergency Management System, or SEMS, in California. A component of SEMS is the “Operational Area,” which is defined in the California Emergency Services Act as “An intermediate level of the state emergency services organization consisting of a county all the political subdivisions within the county area. The purpose of an Operational Area is to strengthen mutual aid coordination, provide a focal point and conduit for disaster information, and assist in the efficient management of resources in the event of a disaster.

In 1995, Alameda County established an Operational Area Emergency Management Organization to implement an Operational Area within the county. Pursuant to an Operational Area Emergency Management Organization Agreement, the county, cities, and special districts which participate in the Operational Area Emergency Management Organization create a systematic approach for exchanging disaster intelligence, mutual aid requests, and resource requests during emergencies. During emergencies in Alameda County, the Operational Area Emergency Management Organization is the primary contact for sharing disaster intelligence among local agencies, and between the Operational Area Emergency Management Organization and state and federal agencies. The Operational Area Emergency Management Organization will assist member agencies to prepare, respond, and recover from disasters that strike Alameda County.

Participation in the Alameda County Operational Emergency Management Organization City Council Meeting | March 17, 2026