Making Waves Foundation Richmond, CA | Proposed Hilltop Sports Fields September 9, 2021
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Section 15.04.610.370 – School-Specific Findings
A conditional use permit is required for all new construction of schools and for additions to existing building that exceeds 20 percent of existing floor area. To grant the use permit, the Zoning Administrator or the Planning Commission as the case may be, must determine, based on the information presented by the applicant and the standards of this section, that the following conditions have been met:
A. The school location is appropriate for the use, and that adjacent uses will not be adversely affected;
The Property is adjacent to the JOINN Innovation Campus and is bounded by the San Marcos Apartments to the north, by Hilltop Village Condominium project to the east, and the Country Club Vista Park to the west. The Project will buffer and provide a compatible transition between the R&D uses at the JOINN innovation campus and the surrounding residential and park uses.
B. Adequate access, student drop-off areas and required off-street parking is provided;
The Property is accessible by automobile, has public transit access to two AC Transit lines, and the proposes certain improvements to interconnect the existing pedestrian sidewalk on Richmond Parkway to the Property to provide safe pedestrian routes for students, staff and visitors. To separate pedestrians from vehicular circulation, the Project also provides student drop-off and pick-up zones.
Additionally, the Project proposes to use a shuttle van to transport students between the Making Waves Academy main campus and the Project. The Project will provide 159 off-street parking stalls and 16 bicycle parking spaces.
C. Outdoor play areas are appropriately sized, furnished with facilities and equipment, safe, and secure.
The Project is designed as an accessory athletic and recreation use to the Making Waves Academy main campus. The Projec t, a sports facility, will include fields, support buildings, parking, and landscaping on the approximately 13 -acre Property. The proposed facilities include three distinct componentsthe main field, practice field, and tennis/ pickle ball areathat are separately secured and include distinct entrance points. The Project components are each served by parking lots, which facilitate site logistics and security.
Making Waves Foundation Richmond, CA | Proposed Hilltop Sports Fields September 9, 2021
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SECTION 2-4: APPLICATION FOR DESIGN REVIEW
Section 15.04.805.050 – Required Findings, Design Review
The Zoning Administrator or Design Review Board may only approve a design review application if he, she, or it finds that the application is consistent with:
A. The General Plan and any applicable specific plans;
The Project will provide a sports facility for primary use by the Making Waves Academy middle and high school. The Project comports with the proposed PCI General Plan designation, which is consistent with the proposed PCI zoning district. The PCI zoning district conditionally permits school accessory uses and the Project is a school accessory use. The Project also conforms to General Plan policies applicable to the Property, as summarized below:
Policies LU1.3, CF1.1, and GM2.1 state: Maintain high-quality facilities and infrastructure to serve diverse community needs. Upgrade, maintain and expand infrastructure to meet current and future needs and provide an effective and consistent level of services and utilities in all neighborhoods. Facilities and infrastructure may include community and recreation centers, parks and playgrounds, libraries and senior centers, schools, multi -use trails, pedestrian-scale lighting, and police and fire stations.
The Project would create a new, well des igned school recreation facility that would serve diverse community needs, and thus would implement Policies LU1.3, CF1.1, and GM2.1.
B. Any applicable design guidelines;
As explained in Section 2-3, above, the Project meets all the use permit requirements applicable to Schools. The Project would comply with the applicable design guidelines. The Project is appropriate in scale to the Property and adjacent development and provides a transition from the industrial scale and character to the south to the residential and recreational character to the north, east, and west.
The Project provides opportunities for pedestrian and handicapped access and circulation through its design of pedestrian paths and structures that comply with the American s with Disabilities Act (“ADA”). The Project would be constructed of high -quality materials that would age well over the years and would stand up to recreational uses. The Project also is organized to work with the Property’s natural topography to the extent feasible and would be landscaped with trees and drought- tolerant plants.
C. Any approved tentative map, Use Permit, Variance, or other planning or zoning approval that the project required; and
The Project requires a Use Permit; see Section 2-3, above, which explains the Project’s consistency with the City’s Use Permit requirements.
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D. The design review criteria in Section 15.04.805.040 (Design Review Criteria).
The overall design of the project, including its scale, massing, site plan, exterior design, and landscaping, reflects design integrity and the relationship of form and function in a coherent manner.
The Project’s design will result in a coherent development. The entire Property is proposed for recreational (sports) uses, with each type of recreation (tennis, pickle ball, and track/soccer) existing as a “zone” that relates to the other zones through landscaping, pedestrian paths, and driveways.
The scale and massing are appropriate to the site, with single story buildings that fit well with the nearby apartments and townhomes and are less dense than what is currently permitted on the Property. The Project also works with the Property’s natural topography to the extent feasible and would be landscaped with trees and drought -tolerant plants. The Project would be constr ucted of high-quality materials that would age well over the years and would stand up to recreational uses.
The project design evidences a sense of place and consideration of scale, mass, height, building siting, and privacy in a neighborhood and commun ity context; does not overwhelm or adversely impact adjoining properties; and respects prevailing setbacks and the scale and heights of neighboring buildings and how they relate to the street.
The Project will buffer and provide a good transition between the R&D uses at the JOINN innovation campus to the south and the surrounding residential and recreational uses to the north, east, and west. The Project is appropriate in scale, with single story buildings that fit well with the nearby apartments and townhomes and are less dense than what is currently permitted on the Property.
The Project would preserve perimeter trees and plant new landscaping, consistent with the street edge, which is consistent with how adjoining properties interface with the street.
The project has integrated sun/shadow considerations into building and landscape design to provide for human comfort and not create heat islands with large expanses of unshaded paving.
The Project includes trees to shade pedestrian paths as well as parked vehicles. These trees, as well as other landscaping, will prevent heat islands.
The project design is appropriate to the function of the project and will provide an attractive and comfortable environment for occupants, visitors, the surrounding neighborhood, and the Richmond community at large.
The Project’s recreational facilities are compatible with the surrounding uses, which include other recreational areas as well as residential and R&D uses and are in scale with them. The design of the facilities is appropriate to the Project’s functions. Unlike many other uses, soccer fields and tracks have exact requirements to be “regulation” and the design meets those requirements. In addition, the design separates pedestrians from vehicle s, making both types of travelers feel comfortable. Besides providing a comfortable environment for users and guests, the Project would benefit the community by providing world-class recreational facilities, including a track and lap pool.
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Increasing the community’s a ccess to recreational facilities promotes health and attending and participating in sports activities strengthens the community.
The project’s design elements, materials, signage, and landscaping are internally consistent, fully integrated with one another, and applied in a manner that is visually consistent with the proposed architectural design.
The Project will be constructed of high-quality materials that can withstand tough recreational users.
The buildings will be constructed of site -cast concre te and include variations in wall depth and colorful panels for visual interest. The landscaping would include plants with colored blossoms as well as grasses that would enhance the architecture.
The project contributes to the creation of an attractive and visually interesting built environment that includes a variety of building styles and designs with well -articulated structures that present varied building façades, rooflines, and building heights within a unifying context, compatible with the surrounding neighborhood.
The Project contributes to the creation of an attractive and visually interesting built environment through use of color, landscaping, and well -designed buildings. To create a cohesive design, buildings are generally the same height, but there are subtle changes in façade depth. The buildings include articulation that acts to highlight entries and shield windows from heat gain. The Project is compatible with the surrounding neighborhood, which includes open space areas, industrial/R&D, and residential uses.
The project design does not substantially limit public views and vistas from public parks and publicly owned open space.
The Project would not limit public views or vistas from public parks or publicly owned open spaces.
While there are public parks near the Property, the area is urbanized and the Project would not interfere with any important public views or vistas.
Parking areas are designed and developed to buffer surrounding land uses, minimize stormwater run-off, and provide shade for internal walkways.
Parking areas are designed to buffer surrounding land uses and serve the various recreational facilities that comprise the Project. The parking areas include trees for shade and include clear paths for pedestrian travel. In addition, parking areas are not oversized, which minimizes stormwater runoff from impervious surfaces. Moreover, the Project includes LID features t hat would keep some stormwater onsite and also clean stormwater before sending it into the municipal stormwater system.
Lighting and lighting fixtures are designed to complement buildings, be of appropriate scale, provide adequate light over walkways and parking areas to create a sense of pedestrian safety, and avoid creating glare.
The light fixtures are made of high-quality materials that complement the buildings and are scaled to provide adequate light for recreational users, pedestrians, and drivers. Site lighting along paths and
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in parking lots creates a sense of safety . Where feasible, lights would be full cutoff to prevent light spillover and glare. In addition, lights would be LEDs, which minimize light spillover compared to conventional incandescent lighting.
The proposed building design and landscaping supports public safety and security by allowing for surveillance of the street by people inside buildings and elsewhere on the site.
The design supports public safety and security by having gates at each drive entrance off that branch off of the main drive and, as noted above, including adequate lighting in appropriate areas.
Landscaping is designed to be compatible with and enhance the architectural character of the buildings on site. Proposed planting materials avoid conflicts with views, lighting, and signage.
The landscaping generally would be drought-tolerant and native. Planting materials include sweet olive, bird of paradise, dwarf coyote bush, Berkeley sedge, rosemary, coast liv e oak, and coast redwood. Plants would be placed in areas that would not block views and that would enhance the Project’s architecture. In areas with lighting and signs, plants would be low to avoid conflicts.
The project’s design supports the community’s energy conservation efforts.
The Project is designed to meet the current version of the Building Code, which requires very efficient buildings. In addition, all exterior lights would be LEDs, which reduce energy. As noted above, to conserve water (which uses energy) landscaping generally would be drought tolerant where feasible.
These features make the Project consistent with the City’s energy conservation efforts.
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SECTION 3 – MAKING WAVES FOUNDATION
The Making Waves Foundation (MWF) has been supporting the children of Richmond for over 30 years. Making Waves launched in 1989 as an after-school tutoring and support program for a few dozen 5th graders in its beloved community of Richmond, California. Since then, we have evolved into a pioneering, multi -faceted driver for education equity. Committed to advancing educational opportunities for children of color from historically underrepresented and underserved communities, we provide students access to o pportunity, the support they need to succeed, and the agency to pursue their chosen postsecondary pathway.
MWF is a non-profit that supports Making Waves Academy (MWA), a 5 -12 grade public charter school serving students in Richmond, CA, and operates CAP, a college success program serving students serving students from MWA and the broader Contra Costa community by providing critical bridges between college acceptance, college graduation and career.
MWF is among the first organizations to focus on both college access and success as a strategy to support underserved and underrepresented students – from 5th grade through early career.
Together, MWA and CAP form a unique, holistic educational model that supports students academically, socially, emotionally, and financially on their journey to, through, and beyond college.
Our goal is to significantly increase college graduation rates for underserved and historically underrepresented students in Contra Costa County.
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SECTION 4 – REAL ESTATE DEVELOPMENT TEAM
DEVELOPMENT MANAGEMENT – CAMPUS LLC
www.campusllc.com
Campus LLC is a real estate development consulting firm providing management of the entire development cycle from site selection through project completion. Campus llc was formed to leverage the decades of development experience of Chamberlin Associates and apply it to the speciali zed aspects of school and office campus site selection, entitlement, design, financing, and construction. At the heart of our mission, we want to provide high quality working and learning environments. We work with our clients to provide the desired level of design at the best possible pricing through smart planning, contractor relationships, and true value engineering that preserves the features of a campus that make it exceptional. Campus knows that in the educational world, a one-month delay causes a one-year delay in opening and we manage the development timeline to quickly and efficiently deliver new projects.
Campus is the development manager for the Making Waves campus expansion.
ARCHITECT - STUDIO BONDY ARCHITECTURE
Studio Bondy Architecture brings decades of professional experience and leadership to educational and institutional projects. They address the entire range of issues that are intrinsic to educational projects, including programming, sustainability, design applications, capital needs, fund-raising, accessibility, safety, constructability, and maintenance. SBA provides complete architectural, planning and interiors services from programming and conceptual design through construction contract administration. Their portfolio includes a wide range of thoughtful and successful projects for over 40 schools in California, including classrooms buildings, libraries, studios, laboratories, lecture halls, performance spaces, sports and recreation facilities, student centers, and administrative offices.
They pride themselves in developing lasting relationships with their clients while designing innovative, high-performance, and contextually sensitive schools that engender positive and enduring places for learning, playing, and growing. With their clients’ input, they design buildings that realize the possibilities of place, while discovering new connections among existing elements and weaving complex programs into a purposeful whole. Their work melds the unique needs of each client, the particularities of each site, the interplay of space and function, of light and form, with rigorous attention to detail.
March 22, 2022
City Council
DATE: March 22, 2022
TO: Mayor Butt and Members of the City Council
FROM:
Councilmembers Melvin Willis and Claudia Jiménez
Subject:
Improve Staff Morale
FINANCIAL IMPACT: There is no financial impact related to this presentation.
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
ISSUE:
Over the past few years, employee morale has been declining for a number of reasons. After conducting several
conversations with various employees, I have learned that many employees have concerns about communication,
working conditions, staffing levels, and treatment from elected officials and senior staff. The purpose of this item is to improve staff morale, not to place blame on one source or group.
RECOMMENDED ACTION:
RECEIVE a presentation on ideas to maximize
communication, raise employee morale, and to acknowledge the dedication of staff; and PROVIDE direction to staff.
Councilmembers Melvin Willis (510-412-2050) and Claudia Jiménez (510-620-6565).
AGENDA
REPORT
March 22, 2022
DISCUSSION:
The issue of declining staff morale has been happening for the past couple of years.
This item is an attempt to acknowledge and address the concerns of staff. The City of Richmond cannot best serve its residents and clients if the staff feels that they are not supported, appreciated, respected, or heard.
For several reasons, the morale of our employees has dropped for both causes under our control and out of our control. The administration has been unstable for the past few years with the revolving door of city managers and the departure of department heads.
In addition to the continued change in administration, the City Council hasn’t always demonstrated confidence in the expertise of staff or respected the level of work generated by City Council directives. The most apparent reason is the uncertainty and impacts of the COVID-19 Pandemic, the shelter in place orders, and the inconsistency of the telecommuting process.
Over the course of three months, I have listened to employees, observed their temperament at City Council meetings, reviewed the findings from the Race and Equity Team’s Healing Circles, and held conversations with staff. The following items are direct responses from employees.
Data Gathering from November through early March 2022:
Held 30 scheduled conversations with various staff members over the course of two months.
Received 10 written submissions from staff who wished to remain anonymous Note: During the development of this agenda item, some of the concerns were addressed administratively. Footnotes have been used to identify said changes.
Concerns:
Lack of timely communication throughout the organization
Staff directory needs updating. Staff is unaware of outgoing and newly hired staff. The information is needed for staff working onsite and remotely to ensure that the correct contact information is provided to the community.
Staff are leaving the organization due to morale issues. Institutional knowledge is leaving the city. Succession plans are needed.
Need an all-city staff meeting once or twice a year to receive the status of city services, upcoming changes, and budget highlights.
March 22, 2022
Staff is overworked and many are working out of class due to understaffing or budget cuts. Burnout has occurred for many employees, including department heads.
Department heads will accept projects without understanding the scope of work before assigning the projects to staff or preparing/training staff.
Due to understaffing, many community service calls are delayed
There is fear of retaliation from supervisors, if staff reports issues to supervisors, union representatives, or Human Resources. Staff shared experiences of retaliation from supervisors.
Decorum at City Council meetings has set a less than professional example for the organization as a whole and instilled fear in employees.
o Staff is fearful of presenting at city council meetings due to the potential of being torn down and/or their integrity being challenged o Staff has experienced personal attacks that can ruin their professional reputation - this type of behavior hinders efforts to recruit new employees o General hostile work environment - staff feels brow beaten o City Council sponsored agenda items often are agendized without staff having sufficient time to prepare, to research the current/proposed policy, the history, to identify red flags, or vet the item
o City Council doesn’t respect or acknowledge staffs’ experience or skills in their respective departments or units.
o City Council doesn’t trust staff
o City Council doesn’t routinely speak with staff about their questions prior to City Council meetings or work with staff to address some concerns administratively.
Security
o Only one guard onsite
o Security guards aren’t onsite at 8:30am
o No universally known protocol with security threats or emergencies o Need to resume and practice emergency drills to refresh the staff and department/unit coordinator of their duties during an evacuation of the buildings
o Unhoused people are sleeping and causing disturbances in the courtyard o RPD doesn’t respond within the hour when security guards request assistance with disturbances at or around the Civic Center Plaza.
March 22, 2022
Solutions:
RPD should re-evaluate the beat to increase response time to emergencies at or near the Civic Center Plaza, including calls from the security guards. Monthly “All City Staff” communication to inform staff of policy and organizational changes.
Reinstate semiannual or annual “All City Staff” meetings to inform staff of policy and organizational changes. The “All City Staff” meetings provided staff an opportunity to provide input and ask questions.
Intensive effort to promote in-house prior to recruiting externally. Address barriers to advancement within the department or a promotional move to another department. Many long-term employees feel stifled from upward mobility. Staff could provide input on barriers and ideas that will help to improve outcomes.
Create career paths and plans to professionally develop staff to prepare them for promotional opportunities. Staff doesn’t believe there is equity in promotional opportunities.
Create uniformity in ability to telework. The ability to work remotely varies from department to department.
Release the Classification & Compensation Study and adjust salaries and wages accordingly.
Acknowledge staff: annual holiday celebrations, annual picnics, years of service recognition (methods used prior to the pandemic). Staff would also appreciate work anniversaries being acknowledged.
Bring back the health fair and Public Works week to help residents understand what the City does and the resources available.
Staff would like an opportunity to evaluate their supervisors without retaliation to help them improve their management skills.
Supervisors, senior and executive staff should participate in regular training to improve their management and people skills and to learn best practices.
Team building activities to help the city’s work environments to return to a community environment instead of silos or one department pitted against another.
Be aware that it's an emotionally tumultuous time for all, but more so for communities of color. Let staff take time off and support self-care. Support staff in taking breaks, time off, walks around the building, and joining GARE or
March 22, 2022
extracurricular events. Allow staff to heal, grieve, feel what they feel, or educate themselves.
City Council should ask staff the amount of time needed to complete their research or policy analysis requests.
Free access to City-owned pools for employees to increase physical activity and well-being.
Limit the use of the staff break rooms as storage spaces.
The City Council should listen to and consider the experience of staff in their respective areas when making decisions.
The concerns and suggested solutions in this report were provided by staff. Additional suggestions from supervisors, senior staff, and the City Council should be submitted to the Human Resources Director and City Manager.
The staff members that accepted the invitation to chat with Councilmember Willis were not interviewed. They were only asked to share their experiences and suggestions to improve morale. Even though staff expressed their gratitude for the opportunity to chat, many of the staff members asked if their comments would make a difference.
Councilmember Jiménez and I commit to doing our best to stress to our fellow councilmembers, the mayor, executive and senior staff that our behavior and treatment of subordinates has a strong impact on the morale of our employees.
The purpose of the item is not to place blame, but to bring awareness to the City Council and the executive staff of the impacts of our behavior, divisiveness, and insufficient communication throughout the organization. It is a trickledown effect and we need to take note of ourselves to analyze how each of us can contribute to improving the morale of our staff. We challenge those of you who feel you are fair, communicate changes in city and departmental policies in a timely manner, and consider your staff first before hiring externally, to ponder these questions.
Am I creating an environment where my staff feels they can share their ideas and observations about service?
Am I in touch with each of the divisions in my department and the effectiveness, professionalism, and behavior of the leads/supervisors? Am I questioning my staff about their career goals and suggesting professional development or training to prepare them for the opportunity when it arises? Am I being mindful of how I interact with my colleagues privately and publicly? Am I being equitable when reviewing requests for telework agreements? Am I aware of my bias and have measures in place to ensure that my biases are not negatively impacting my decisions?
What am I doing to improve morale in our city?
March 22, 2022
In addition to supporting and caring for our employees, the well-being of our workforce is imperative to the outcome of services provided to the community. The ultimate goal is to provide excellent and equitable service to our customers, the Richmond residents and business community.
We are grateful and appreciate the staff, senior staff, and management that have taken steps to support their subordinates and improve service to the community. We know that the majority of our leadership and frontline staff are doing their best; however, there is room for improvement on all of our parts. Thank you for your time and consideration of the issues presented in this agenda item.
In partnership,
Councilmembers Willis and Jiménez
DOCUMENTS ATTACHED:
Attachment 1 - PowerPoint
Lifting Up Our
Employees
Raising employee morale and maximizing communication comesfrom listening and appreciating employee input.
Purpose
The purpose of this item is to improve
staff morale, not to place blame on
one source or group. The well-being
of our workforce is imperative to the
outcome of services provided to the
community.
Statement of the Issue
Over the past few years, employee morale has been
declining for a number of reasons. After conducting
numerous conversations with various employees, I
have learned that many employees have concerns
about communication, staffing levels, and treatment
from elected officials and senior staff.
Why chat with staff?
This item is an attempt to acknowledge and address the
concerns of staff who have been negatively impacted by the current working conditions. The City of Richmond cannot best serve its residents and clients if the staff feels that they are not supported, appreciated, respected or heard.
Data Gathered:
❏ Held 30 scheduled
conversations with various staff
members.
❏ Received 10 written
submissions from staff who
wished to remain anonymous.
2019 Staff Training Picture- Implicit Bias. Not associated with staff morale.
Concerns
The topics listed were mentioned by several staff members. The staff report includes additional topics.
Communication: Lack of “All City Staff” communication throughout the pandemic.
Staffing: Staffing levels have consistently declined over the past few years. Many staff members are required to take on the duties of 2-3 staff members w/o extra compensation. Quality of service is reduced and staff has become burned out.
Decorum of Council during City Council meetings: Acts of unprofessionalism, badgered staff, grandstanding, staff expertise isn’t taken into account during decision making.
Fear of Retaliation: Staff is uncomfortable with reporting misconduct or concerns to their supervisor or Human Resources.
Concerns continued…
Treatment: Staff doesn’t feel they are trusted or appreciated.
Frontline staff aren’t given the same opportunities as management.
Security: Staff are concerned with the increase of the homeless in the courtyard - It appears that some have addiction or mental health issues.
RPD doesn’t have the capacity to respond to calls from security guards at Civic Center in a timely manner.
Suggested Solutions:
Improve Communication: Reinstate City Manager led annual or bi-annual “All City Staff”meetings, include policy or major changes in the Human Resources Newsletter, and inform staff of changes related to telework policy two-weeks in advance of required changes.
Improve Professional Dev Opps: Create systems or training that will prepare employees for promotions when they become available. Performance Evals should include areas of improvement needed to prepare employee for career advancement. Ensure that equitable methods are used in efforts to promote internally prior to external recruitment.
Solutions continued…
● Acknowledge staff: Reinstate annual holiday celebrations, annual picnics, years of service recognition (methods used prior to the pandemic). Staff would also appreciate acknowledgement of work anniversaries.
● Management Skills: Staff would like an opportunity to evaluate their supervisors without retaliation to help them improve their management and people skills. ● Equity in Pay: Release the Classification and Compensation Study and revise as needed.
● Decorum: reinstate the code of ethics, strive to be professional at all times, be respectful and practice common courtesy during interactions with staff and the public.
● Respect Staff: Consider the expertise and experience of staff when receiving recommendations for policy or program development.
Let’s create an environment of community!!
By working together, supporting each other and caring about the well-being of others.
Again, the purpose of the item is not to place blame, but to bring awareness to the City Council and the executive staff of the impacts of our behavior, divisiveness and insufficient communication throughout the organization. It is a trickle down effect and we need to take note of ourselves to analyze how each of us can contribute to improving the morale of our staff.
We all have room for improvement…
● Am I creating an environment where my staff feels they can share their ideas and observations about service?
● Am I in touch with each of the divisions in my department and the effectiveness, professionalism and behavior of the leads/supervisors?
● Am I questioning my staff about their career goals and suggesting professional development or training to prepare them for the opportunity when it arises? ● Am I being mindful of how I interact with my colleagues privately and publicly? ● Am I being equitable when reviewing requests for telework agreements? ● Am I aware of my bias and have measures in place to ensure that my biases are not negatively impacting my decisions?
● What am I doing to improve morale in our city?
Ask yourself:
Let’s do this together….
We are grateful and appreciative to the staff, senior staff and management that have taken steps to support their
colleagues and subordinates while improving service to the community. We know that the majority of our leadership and frontline staff are doing their best. Thank you for your time and consideration of the issues presented in this agenda item.
March 22, 2022
Public Works
DATE: March 22, 2022
TO: Mayor Butt and Members of the City Council
FROM:
Joe Leach, Director of Public Works
Samantha Carr, Environmental Manager
Subject:
Receive an Update from PG&E Regarding Power
Outages
FINANCIAL IMPACT: There is no fiscal impact related to this item.
PREVIOUS COUNCIL
ACTION:
September 28, 2021
STATEMENT OF THE
ISSUE:
Over the last several months, Richmond residents have
experienced numerous power outages. On September
28, 2021, PG&E gave a presentation regarding the power
outages in Richmond. It has been requested for PG&E to
give an update to City Council.
RECOMMENDED ACTION: RECEIVE a presentation from PG&E regarding power outages in Richmond – Public Works/City Manager’s
Office, Economic Development (Samantha Carr/Joe
Leach, 510-620-6512)
DISCUSSION:
Background
Over the last several months, Richmond residents have experienced numerous power outages. On September 28, 2021, PG&E gave a presentation regarding the power outages in Richmond. It has been requested for PG&E to give an update to City Council. Moving forward, PG&E will be providing quarterly updates to City Council. City AGENDA
REPORT
March 22, 2022
Council may provide suggestions on information or data they’d like to see presented at the next quarterly update from PG&E.
Resources for Residents
Preparation:
Update Contact Information - Receive outage and restoration notifications. Prepare an emergency plan including portable backup power, hotel accommodations and accessible transportation at disabilitydisasteraccess.org. Backup Power Meter Support - PG&E has developed a new meter program to help our customers safely power their homes during emergency outages.
Currently the offer is available for qualified PG&E customers who have been issued a rebate for a qualified backup generator.
Medical Baseline Program - Apply to receive energy savings and extra outreach. Explore Backup Power Options - Determine the right solution and generator rebate qualifications. Options include generator rebates for customers who rely on well water and portable batteries for Medical Baseline customers in high fire risk areas.
Self-identify for Vulnerable Customer Status - The program’s goal is to help address the needs of customers whose life or health would be at risk should their electric or gas service be disconnected. To self-certify for Vulnerable Customer status, you must download, print, and submit an application that is valid after acceptance by PG&E.
During a Power Outage:
PG&E Report It Safety Mobile App - The new “PG&E Report It” safety app allows customers to submit photos of non-emergency potential safety concerns with our electric system. Customers will also receive notifications when their concern is being reviewed and when it has been resolved.
Report or View Outages Online - View PG&E’s live map for electric outages, restoration times, or report an outage online.
Find Community Resource Centers during PSPS Events - Resources to find locations to charge devices, charge Electric Vehicle, and get basic supplies during a PSPS events.
Resources for Accessibility, Aging, Financial, and Language Needs During PSPS Events - Includes information on in-language support and replacing lost food at your local food bank during and up to three days after a PSPS outage.
DOCUMENTS ATTACHED:
Attachment 1 – PG&E March 22, 2022, Presentation
Pacific Gas and Electric Company
Electric Reliability
RICHMOND CITY COUNCIL
March 22, 2022
2Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Agenda and Introductions
Today we will cover:
How PG&E manages reliability
Electric circuits serving Richmond
Your outage history
Improving reliability
Supporting customers
PG&E is committed to providing safe,
reliable and affordable service and
laying the foundation to meet
customers' future energy needs.
2
3Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Responding to Outages and Improving Safety
Immediate Response
▪ When an outage starts, PG&E dispatches a
Troubleman to identify and isolate the issue,
restoring as many customers as possible.
▪ A crew completes emergency repairs and
upgrades and restores the remaining customers.
System Planning
▪ We review the previous day’s outages daily to
identify near-term system improvement projects.
▪ We also review trends on a weekly, monthly and
annual basis to identify near, medium, and long-
term system improvement projects.
3
4Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Types of Outages
We identify outage trends to help focus
our safety efforts through data review.
4 To understand trends and inform future
maintenance and construction work,
our reviews largely focus on sustained,
unplanned outages.
To view outages and find up-to-date information,
visit pge.com/outages or call us at 1-800-743-5000
Momentary or Sustained
▪ Momentary outages last less than five minutes. A patrol is not usually conducted, and the cause is often not identified.
▪ Sustained outages are any interruption that lasts more than five minutes.
Planned or Unplanned
▪ Planned outages allow for safe work on the circuit. Customers are notified in advance. Reasons might include system upgrades, maintenance, or work requested by a third party.
▪ Unplanned outages are when an emergency condition needs to be addressed to restore customers and/or help ensure public safety.
5Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Electric Circuits Serving the City of Richmond
PG&E’s El Cerrito G 1102 circuit serves communities in the cities of Richmond and El Cerrito. 8 miles of
overhead conductor
2,308 customers
are provided electric service
8 miles of
underground conductor
Outage History
A Nov. 20, 2021
Switch level outage
due to 3rd party
B Dec. 21, 2021
OCB level outage due
overhead equipment
failure – repairs completed
C Jan. 12, 2022
OCB level outage due to
underground equipment
failure – repairs completed
6Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
How Customers Are Served in the City of Richmond
El Cerrito G
CIRCUIT CUSTOMER COUNT*
SUBSTATION J 1117 1
MIRA VISTA 0401 1,858
MIRA VISTA 0403 653
SUBSTATION G 1101 2,059
SUBSTATION G 1102 1,908
SUBSTATION G 1105 50
SUBSTATION G 1106 633
SUBSTATION G 1108 1
SUBSTATION G 1109 168
SUBSTATION G 1110 1
SUBSTATION G 1111 1,344
SUBSTATION G 1112 703
SUBSTATION G 1113 5
SUBSTATION G 1114 933
SUBSTATION Q 0401 1,333
SUBSTATION Q 0402 696
FAIRMONT 0402 712
BARRETT 0401 1,785
BARRETT 0402 1,536
BROOKSIDE 0401 119
VALLEY VIEW 1105 1,072
VALLEY VIEW 1106 1,406
SAN PABLO 1105 2,990
*Customer counts are approximate
This map is for informational purposes only, is not to scale and includes additional circuits not listed on this slide.
CIRCUIT CUSTOMER COUNT*
WALDO 0401 396
RICHMOND 1118 543
RICHMOND 1119 1,401
RICHMOND 1120 144
RICHMOND 1121 1,221
RICHMOND 1122 352
RICHMOND 1123 49
RICHMOND 1124 681
RICHMOND 1125 2,294
RICHMOND 1126 440
RICHMOND 1127 2,266
RICHMOND 1128 1,672
RICHMOND 1129 394
RICHMOND 1130 2,677
WALL 0401 112
VIRGINIA 0401 852
FRANKLIN 1101 1
POINT PINOLE 1101 888
POINT PINOLE 1102 1,395
VALLEY VIEW 1103 1,339
SAN PABLO 1106 2,224
Customers in Richmond generally get their power
from 33 circuits coming from 14 substations.
7Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Improving Reliability
We are improving reliability in your city
through short-, mid- and long-term projects.
1 2
3 4
Mid-Term
▪ New reliability project to
improve sectionalizing
capabilities in 2022
▪ Installing one line recloser
▪ Installing three overhead
fuses
5 Short-Term
▪ New overhead fuse
installed on Jan. 12, 2022
6 7
Long-Term
▪ New asset replacement
project involving overhead
reconductoring in 2023
▪ New reliability project to add
FLISR scheme to Richmond
R1125 and El Cerrito G 1102
circuits in 2023
8Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Safety Efforts in 2022
This year, we plan to continue our Insulator Washing and Replacement Program and pro-active efforts to enhance electric equipment. 8 Crews manually washing
electric power pole insulators
Crews conducting system
hardening project
Insulator Washing and Replacement Program
poles washed*
~15,430
This work is occurring on
circuits at a higher risk of
ignitions and wildfire risk
Strengthening Electric Equipment
Replacing wood
crossarms and
ceramic insulators
This work will help to improve
public safety and reduce
customer impacts
9Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Planned Maintenance and Construction
This year, we plan to address ~1,100
tags across PG&E’s East Bay Division
Electric tag work includes:
Equipment upgrades
Maintenance
Urgent and emergency issues, as needed
We are increasing our crew counts
to perform this work and improve customer safety.
We appreciate your continued partnership as we work
together to improve PG&E’s service to businesses and residents in the City of Richmond.
10Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Routine Vegetation Management Work
For illustrative purposes only
Routine Vegetation Management
▪ A clearance of 4 feet around powerlines in high fire-threat areas with recommended minimum clearances of 12 feet or more at time of prune to ensure compliance year-round.
▪ The recommendation is based on maintaining the 4 feet clearance during various site and weather conditions (e.g., wind, heat) and tree growth rates in between yearly
inspections.
▪ The rate of tree growth can depend on:
Our annual vegetation management program around
electric distribution lines includes:
• Species
• Irrigation
• Proximity to water sources
▪ Our routine work also includes pruning or cutting down dead, diseased, dying and defective trees.
• Annual precipitation
• Light exposure
• Soil conditions
For illustrative purposes only
Customer Resources
12Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Backup Power Meter Support
PG&E has developed a new meter program to
help our customers safely power their homes
during emergency outages.
The program provides a safe way for customers
to connect generator power to their homes.
The power is delivered directly to the circuit
breaker when you connect the generator to the
meter and will also eliminate any power cords
running through your home.
Be sure to start the generator at a safe location
and program to your home specifics.
This program also provides an affordable
solution for customers who are unable to afford
solar or backup battery systems.
When utility power returns:
01 Turn off your generator
02 Adjust your breaker panel to set all circuit
to the “on” position
03 Unplug the cord from the generator to
disconnect from the meterPage 308 of 432
13Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
PG&E Report It Safety Mobile App
The new “PG&E Report It” safety app allows customers to submit photos of non-emergency potential safety concerns with our electric system.
Use Report It to:
Learn about the types of issues to report
Submit photos directly to our safety team
Find safety concerns submitted by other users
Review PG&E’s findings
Customers will also receive notifications when their
concern is being reviewed and when it has been resolved.
More Information: Together, we can further reduce the
risk of wildfires and keep our communities safe. To learn more about PG&E Report It, visit
pge.com/reportit
Sample App Prototype
Access is limited: While anyone can download the app, during the pilot submitting concerns is intended only for customers in Tier 2 and Tier 3 High Fire Threat Districts. Invitations via email, postcard and bill insert have been sent. If you have not received an invitation, join the waitlist at pge.com/reportit to get notified when we add more users. Page 309 of 432
14Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
Supporting Customers with Resources and Updates
Notifying Customers of Outages
We will share updates about when you can
expect power to return. Outages are
triggered automatically due to a safety
threat, therefore we are unable to provide
advance notification.
Reducing Customer Impacts by:
▪ Providing better notifications
▪ Fine-tuning device sensitivity
▪ Reducing the length, frequency and
number of customers impacted
▪ Expanding customer resource eligibility
How Customers Can Prepare for Outages
Update Contact
Information
Receive outage and restoration
notifications
pge.com/myalerts
Explore Backup
Power Options
Determine the right solution and
generator rebate qualifications
pge.com/backuppower
Stay Up-to-Date
View outages and
restoration times
pge.com/outages
PG&E’S OUTAGE MAPDuring hot and dry summer
conditions. These conditions are most
likely from May to November.
When Are EPSS Outages Most Likely to Occur?
15Some of the measures included in this presentation are contemplated as additional precautionary measures intended to further reduce the risk of wildfires.
For more
information
To view webinar slides and recordings, visit
More Information and Tools For Customers to Prepare
BEFORE PSPS AND EPSS OUTAGES
▪ See if you qualify for backup power support at
pge.com/backuppower.
▪ Apply for the Medical Baseline Program to receive energy savings and extra outreach before a PSPS at pge.com/medicalbaseline. ▪ Self-identify for Vulnerable Customer Status if your life or health would be at risk should electric or gas service be disconnected at pge.com/vulnerable.
Generator rebates
for customers who
rely on well water
Portable batteries for
Medical Baseline customers
in high fire risk areas
▪ Find Community Resource Centers to charge devices and get basic supplies during a PSPS event at pge.com/crc.
▪ Replace lost food at your local food bank during and up to three days after an outage, visit pge.com/pspsresources.
▪ Prepare an emergency plan including portable backup power, hotel accommodations and accessible transportation at
disabilitydisasteraccess.org. *Translated support available
DURING PSPS OUTAGES
Visit PG&E’s YouTube Channel
To view more safety information, tips to be prepared
and other resources
www.youtube.com/user/pgevideo
pge.com/firesafetywebinars
Visit pge.com/wildfiresafety
Call us at 1-866-743-6589*
Email us at [email protected]
Questions?
Thank You
March 22, 2022
Mayor's Office
DATE: March 22, 2022
TO: Mayor Butt and Members of the City Council
FROM:
Mayor Tom Butt
Subject:
Richmond Intermodal Transit Center Neighborhood
Transformation Project
FINANCIAL IMPACT: The City could receive $3.8 million in funding.
PREVIOUS COUNCIL
ACTION:
Click or tap here to enter text.
STATEMENT OF THE
ISSUE:
There is an opportunity to obtain funding through the
Office of Senator Nancy Skinner to implement the
Richmond Intermodal Transit Center Neighborhood
Transformation Project.
RECOMMENDED ACTION:
ADOPT a resolution confirming that the funding request for this project has the support of the Richmond City Council – Office of the Mayor (Mayor Tom Butt 510-620-6503).
AGENDA
REPORT
March 22, 2022
DISCUSSION:
This project was originally submitted as a Clean California Grant application but did not receive funding, although two other applications for projects in Richmond totaling $10 million did receive funding. There is now an opportunity to receive funding through the Office of Senator Nancy Skinner.
DOCUMENTS ATTACHED:
Attachment 1 – Resolution
Attachment 2 – Project Narrative Template
Attachment 3 – Mayor’s Office Clean California Grant Application
RESOLUTION NO. _____
RESOLUTION OF THE CITY COUNCIL OF RICHMOND, CALIFORNIA, SUPPORTING A FUNDING
APPLICATION FOR THE RICHMOND INTERMODAL TRANSIT CENTER NEIGHBORHOOD
TRANSFORMATION PROJECT TO IMPROVE SAFETY, ATTRACTIVENESS, ACCESSIBILITY, SERVICES BUSINESS OPPORTUNITIES AND HEALTH AT RICHMOND’S MULTIMODAL TRANSIT CENTER LOCATED IN
THE IRON TRIANGLE NEIGHBORHOOD OF THE CITY OF RICHMOND
WHEREAS, Richmond’s Transit Hub is a regional multimodal facility that combines BART, Amtrak/Capitol Corridor, AC Transit Bus Service and Bikeshare as well as access to Taxis, Lyft and Uber and a new on-demand shuttle service; and,
WHEREAS, the Richmond Intermodal Transportation Station is the only location in the San Francisco Bay Area that combines access to BART, Amtrak/Capitol Corridor and AC Transit. Bikeshare also available with connections to the Richmond Greenway/Ohlone Greenway and San Francisco Bay Trail. Pre-Covid, there were 8,000 boardings a day, making it the most pedestrian active place in Richmond; and,
WHEREAS, in 2022. Richmond will launch Richmond Moves, the city’s first on-demand public shuttle service. Richmond Moves will expand access to efficient, equitable, and sustainable transportation in the Richmond community, particularly for neighborhoods that are underserved by other mobility options. This will provide a critical link to Richmond’s ferry terminal, only a mile away; and,
WHEREAS, the City of Richmond proposes to partner with the Richmond Main Street Project (RMSI), Urban Tilth, CoBiz, BART, Amtrak, and AC Transit to transform and activate this area into a safe and attractive neighborhood that can reach its full potential as a regional transportation hub. Proposed improvements include landscaping, Internet access, wayfinding, lighting and security improvements as well as indoor and outdoor activities such as music, markets and art that activate public spaces and attract people for activities other than just transportation.
WHEREAS, unfortunately, the area is run down, poorly maintained, unattractive and suffers from both actual crime and a perception that it is unsafe. The purpose of this proposed project is to improve landscaping, lighting, Internet access and wayfinding to make the area safer, more attractive and more usable; and,
WHEREAS, comingled responsibilities of multiple public agencies have made both maintenance and improvements historically difficult and therefore substandard, with much falling between the cracks, but a goal of this project is better coordination and cooperation; and, WHEREAS, in the immediate neighborhood is CoBiz, a business incubator, several restaurants, retail stores and TODs, including hundreds of units of affordable housing, East Bay Center for Performing Arts and the Richmond Visitor Center. The location is connected to the Richmond Civic Center six blocks away by the Nevin Avenue Pedestrian Improvement Project WHEREAS, there is an opportunity to obtain funding in the amount of $3,806,136 for the RICHMOND INTERMODAL TRANSIT CENTER NEIGHBORHOOD TRANSFORMATION PROJECT with assistance from the Office of Senator Nancy Skinner.
THEREFORE, BE IT RESOLVED, that the City Council of the City of Richmond supports the request for funding to the Office of Senator Nancy Skinner for the RICHMOND INTERMODAL TRANSIT CENTER NEIGHBORHOOD TRANSFORMATION PROJECT.
A.1 PROJECT LOCATION AND DESCRIPTION
The project is located at the Richmond Transit Hub, a regional multimodal facility that combines BART, AMTRAK/Capitol Corridor, AC Transit Bus Service and Bikeshare as well as access to Taxis, Lyft and Uber and a new on-demand shuttle service.
The City of Richmond will partner with the Richmond Main Street Project (RMSI), Urban Tilth, COBIZ, BART, Amtrak, and AC Transit to transform and activate this area into a safe and attractive neighborhood that can reach its full potential as a regional transportation hub. Improvements will include landscaping, Internet access, wayfinding, lighting and security improvements as well as indoor and outdoor activities such as music, markets and art that activate public spaces and attract people for activities other than just transportation. Comingled responsibilities of multiple public agencies ha ve made both maintenance and improvements historically difficult and therefore substandard, with much falling between the cracks, but a goal of this project is better coordination and cooperation.
The Richmond Intermodal Transportation Station is the only location in the San Francisco Bay Area that combines access to BART, AMTRAK/Capitol Corridor and AC Transit. Bikeshare also available with connections to the Richmond Greenway/Ohlone Greenway and San Francisco Bay Trail. Pre- Covid, there were 8,000 boardings a day, making it the most pedestrian active place in Richmond.
On January 31, 2022, Richmond will launch Richmond Moves, the city’s first on-demand public shuttle service. Richmond Moves will expand access to efficient, equitable, and sustainable transportation in the Richmond community, particularly for neighborhoods that are underserved by other mobility options. This will provide a critical link to Richmond’s ferry terminal, only a mile away.
In the immediate neighborhood is COBIZ, a business incubator, several restaurants, retail stores and TODs, including hundreds of units of affordable housing, East Bay Center for Performing Arts and the Richmond Visitor Center. The location is connected to the Richmond Civic Center six blocks away by the Nevin Avenue Pedestrian Improvement Project. Unfortunately, the area is run down, poorly maintained, unattractive and suffers from both actual crime and a perception that it is unsafe. The purpose of this project is to improve landscaping, lighting, Internet access and wayfinding to make the area safer, more attractive and more usable.
Figure 1 - Richmond Shuttle destinations include the Richmond Transit Hub and the Richmond Ferry
Richmond BART
Station
Figure 2 - Yellow Brick Road Project links to the Richmond Transit Hub
Figure 3 - Richmond Visitor Center and Transit Hub
Richmond BART
Station
Figure 4 - Existing Bikeshare
A.2 DEMONSTRATED COMMUNITY NEED
• Goal 1. Reduce the Amount of Waste and Debris: Because of the number of people who pass through the project area (8,000 daily boardings pre-COVID), trash accumulation is constant. Reducing or eliminating the amount of trash is key to making the area more welcoming and attrac tive as well as safer.
Figure 5 - Waste and debris are currently the norm
• Goal 2. Beautify and Improve Public Space: Public landscaping in and around the Transit Plaza is sparse, and what is there is badly neglected. It is gray and drab. Additional trees, flowers and ground cover, properly maintained, is a critical part of this project. Use of drought tolerant native plants is preferred.
Figure 6 - Example of empty tree well
• Goal 3. Improving Public Spaces for Walking and Recreation: Sidewalks in the area are suffering from cracking and uplifts that pose a safety hazard. Street intersection do not comply with best practices for pedestrian safety. The Transit Plaza is covered with chewing gum that has accumulated for years makes it unattractive with an appearance of neglect. Graffiti is rampant. Wayfinding needs to be greatly improved.
•
Figure 7 - Pedestrian improvements are needed to make intersections safer and more accessible
• Goal 4. Advance Equity for Underserved Communities: The project is located in Richmond’s Iron Triangle, the City’s most underserved community with the highest poverty rate. It is largely a community of color and has been designated as an Opportunity Zone. This project will improve business opportunities and create jobs in the community and improve the quality of life for its resident s.
o The Iron Triangle is a historic neighborhood in the center of Richmond. Its one square mile was originally defined by three major railroad lines that formed a triangle around its border, hence
its name. Today, its southern boundary is the Richmond Greenway, a multi-use path that was constructed in the former Atchison-Topeka and Santa Fe Railroad corridor.
o The Neighborhood Has Good Bones: Historic and architecturally notable houses, a well -laid- out street grid with short, walkable blocks, and a major regional transit hub (Richmond is the only Bay Area city with a direct BART-to Amtrak connection). Demographics:
o According to the 2010 US Census, the Iron Triangle neighborhood was 60% Latino, 27% African-American, 5% Asian, 7% other. The Iron Triangle is a historic center for African Americans who came from the South to work in the Richmond shipyards and the recent population trend has been an increase in Latinos, including immigrants from Mexico and Central America
o Economics: Low-income and working poor; 50% of children live in poverty.
o Environment: The Chevron Richmond Refinery, Port of Richmond, Richmond Parkway, railroad lines, and industrial uses contribute to poor air quality, few trees or natural areas.
o Challenges: Unemployment, blight and decay, beleaguered and underfunded schools, little access to healthy foods, persistent health problems including asthma and obesity, high levels of violent crime, dangerous streets, and hopelessness.
A.3 PUBLIC ENGAGEMENT
• This project is consistent with the following General Plan goals and actions:
o Goal ED4: A Revitalized Downtown Promote Downtown and Macdonald Avenue as the heart of Richmond’s cultural and civic life by encouraging a blend of retail, office space and personal service establishments. Contribute to the Downtown’s vitality by providing safe, clean streets with signature urban design elements that announce entry into Central Richmond and higher density housing that is well served by transit. o Policy ED4.2 Safe and Walkable Streets Provide a safe and comfortable walking environment in the Downtown and along Macdonald Avenue. Encourage land uses, design guidelines, landscaping and infrastructure that supports active use of public areas. Higher level of use will contribute to more “eyes-on-the-street” that deters crime and supports economic activity
o Well-Maintained Properties Encourage owners to maintain their property in the Downtown and along the Macdonald Avenue and its surrounding residential neighborhoods. Improving the physical appearance of properties is a critical step towards attracting new residents, employers and visitors to Richmond.
o Arts and Cultural Resources Support arts resources in the Downtown and along Macdonald Avenue. The Richmond Art Center and East Bay Center for Performing Arts are prime assets for enhancing Richmond’s identity and image, and can help attract visitors and community members to Downtown Richmond
o Action ED4.A Macdonald Avenue Economic Revitalization Plan Continue to update and implement the Macdonald Avenue Economic Revitalization Plan. The Plan calls for new development along Macdonald Avenue’s eastern end to concentrate activity around the rebuilt Macdonald Avenue/Interstate 80 Regional Shopping Center by taking advantage of the site’s access to Interstate 80. The central part of Macdonald Avenue is envisioned as a higher-density activity node, focused around the BART/Amtrak station with new multi- family housing and more local-serving retail in a mixed-use format. o Action ED4.B Richmond Main Street Initiative Regularly review and update the Main Street Initiative program. Successful Main Street programs require a pro-active, hands-on approach to working with merchants, improving communications between stakeholders, marketing the neighborhood, leveraging resources for physical improvements and services and building a sense of community among tenants and property owners. As the Macdonald Avenue Economic Revitalization Plan gains momentum and the Civic Center Master Plan is completed, the Main Street Initiative will further extend these revitalization efforts. o Action ED4.C Cultural District Designation Explore the potential for defining focal areas or districts in the Downtown and along Macdonald Avenue as cultural, historic and/ or arts- related activity hubs. Promoting areas of the City where there is a concentration of arts, historic and culture-related activities, sites, installations and/or institutions can provide benefits such as: increasing visibility of revitalization efforts by concentrating energy into catalytic nodes; promoting historic and cultural awareness and preservation; and serving as a marketing tool for increasing cultural tourism, business activity, visitors and residents to Richmond. In the case of arts districts, designating focal areas could also serve as a springboard for enticing people to live and work in the area. Ideally, districts or zones should
be walkable areas that may include galleries; live-work studios; arts-related retail; and entertainment and performance facilities; and/or historic features. o Policy ED1.1 Safe, Well-Maintained Neighborhoods and Public Spaces Reduce crime and violence and maintain safe and clean neighborhoods and public spaces. Poorly maintained and underutilized streets and property can detract from Richmond’s image as a viable place to live and do business. Assertive code enforcement by the City will help ensure that Richmond’s neighborhoods are safe and retain their value. o Policy ED1.2 High Quality Infrastructure and Public Services Provide a range of high quality infrastructure and public services for residents and visitors. Adequate and well-maintained infrastructure such as streets, freeways and utilities are essential for improving the quality of life for residents and attracting businesses to locate in Richmond. Public amenities such as schools, libraries, parks, emergency and public safety services and public transit add to the attractiveness of a community.
o Policy ED2.3 A Range of Retail Opportunities Promote a range of retail options including regional, neighborhood-serving and street-front retail and grocery stores in mixed-use settings. A broad mix of stores offers opportunities for residents to shop locally and for visitors to spend dollars in Richmond, solidifying the City’s sales tax base. o Policy ED2.5 Local Small Businesses Promote and support locally owned and cooperative enterprises and businesses, particularly along major corridors, to maximize economic and community benefits for Richmond residents. Local businesses build equity and stabilize the community.
o Action ED2.B Marketing Campaign Collaborate with community members, businesses and major employers to highlight Richmond’s arts and cultural resources. Target markets should include new residents, recreational visitors, and potential new businesses. The campaign should also advertise development opportunities throughout the City to bring new housing and commercial development to Richmond.
• This project was planned through a series of meetings over three years that incl uded:
o The Richmond Mayor’s Office
o Richmond Public Works
o Richmond Code Enforcement
o Richmond Police Department
o Richmond Main Street Initiative (key link to the community) o BART
o AC Transit
o Amtrak
A.4 PROJECT DELIVERABILITY
• No permits or environmental review are required because this is not a capital project. It is a series of programmatic, small improvement and maintenance efforts designed to substantially upgrade the appearance, attractiveness and safety of a major regional transportation hub.
A.5 ADVANCE PAYMENT
There is no advance payment required. The City of Richmond will front initial expenditures and apply for reimbursement.
A.6 MARKETING PLAN
• Marketing will be a joint effort of the stakeholders, including Richmond Main Street Initiative (RMSI), The mayor’s Office, BART, AC Transit and Amtrak. The application includes funding for a Marketing and Branding Plan.
Figure 8 - We attempted to attract more public use post-COVID, but COVOID Omicron came back, and the same deficiencies that have plagued this area still exist
Figure 9 - The Richmond main Street Initiative, a Business Improvement District, moved into the Richmond Visitor Center for better visibility to the public
A.7 MAINTENANCE PLAN
Ongoing maintenance of physical improvements will be by the agencies that own the property on w hich they are located, including primarily City of Richmond, BART and AMTRAK.
Artwork is maintained through Richmond’s Public Arts Program, supported by fees on development.
In addition to the City of Richmond Public Works Department, RMSI provides trash pickup and abatement
Attachment B: Non-Infrastructure Scope, Cost and
Schedule
Non-infrastructure programs include landscape maintenance, gum removal from sidewalks, open air vendors, musical events and concerts, visitor information, Mayor Tom Butt to host grand reopening of
Richmond Transit Center
July 12, 2021
Richmond BART Station
With BART set to return to near pre-pandemic service levels starting Aug. 2, Richmond Mayor Tom Butt is welcoming back activity at the Richmond Transit Center with a grand re-opening party this week.
The community event is scheduled to take place Friday, July 16, from 4-6 p.m. at the Transit Center, located at the BART Station at the Downtown Richmond Visitor Center at 1600 Nevin
Plaza. The event will include games, snacks, giveaways, free Johnson & Johnson vaccines and possible prizes for vaccinated individuals, the city says. Representatives of transit agencies, community organizations, and local small businesses will also attend to offer resources.
The Richmond Transit Center is where BART, AC Transit and Amtrak all meet, and where about 8,000 people traveled through daily prior to the pandemic. It’s also home to the Downtown Richmond Visitor Center, a relatively recent addition currently housing the Richmond Main Street Initiative and The Rich Clothing Company operate. “Although the Richmond Transit Center never ceased operation during COVID-19, record –low ridership on BART, Amtrak, and AC Transit significantly slowed down a site that used to be the busiest place in Richmond (over 8,000 users per day),” Mayor Butt said. “As our state and region continue easing shelter-in-place restrictions, the grand re-opening celebration is intended to symbolize a return to our focus on making the Transit Center a catalyst of activity, community gathering, and economic vitality for the downtown area.” For questions about the upcoming event, call or email the Mayor’s Office at (510) 620–6503, or [email protected].
Spirit & Soul Festival returns in person to Richmond
Elgin Nelson on September 16, 2021
Live music, food, artists and vendors return to Richmond this weekend, with the 13th annual Spirit & Soul Festival.
The annual ticketed event , hosted by the Richmond Main Street Initiative, celebrates the city’s arts and culture scene. Because of the COVID-19 pandemic, it will be presented as a hybrid this year.
The free virtual broadcast will stream from 2 p.m. to 3 p.m., with an in-person VIP Watch Party from 2 p.m. to 4 p.m. at El Garage, 1428 Macdonald Ave.
Guests can stream the broadcast through KOFY TV20, Facebook Live, Youtube Live and Instagram Live. It will include musical performances by Top Shelf, Los Cenzontles accompanied by Los Originarios, and R&B singer-songwriter Wanda Gonzalez, who is from Richmond.
The Main Street Initiative, a nonprofit dedicated to the revitalization of downtown Richmond, hopes the event will renew excitement around community events after the long pandemic lockdown, said Alicia Gallo, interim executive director. “Trying new things is our passion for activating spaces downtown and bringing the community together, ” Gallo said.
The watch party will feature a viewing of the virtual broadcast, along with food by El Garage and drinks by East Brother Beer Company and Aguas Fresca, as well as the Main Street Initiative’s homemade margaritas.
Attendees must show proof of vaccination in either physical or digital form, along with a photo ID. Vaccinated people who have not yet obtained a a digital vaccination record, can register their vaccine status at myvaccinerecord.cdph.ca.gov. All attendees are asked to wear a mask for the in-person gathering.
Gallo expects around 10,000 people to stream the broadcast. Only about 50 people were registered by mid-week for the watch party. Tickets for that are $50 online, with the proceeds supporting downtown businesses.
More information is on the Main Street Initiative’s homepage.
The
Spirit & Soul Festival returns as a hybrid, after going virtual last year . (Courtesy of Richmond Main Street Initiative)
We hope to host Healthy Village Festival in June 2022.
10th annual Healthy Village Festival…was
Fabulous!
The weather was perfect and we had record-breaking attendance from visitors and vendors at Healthy Village Festival 2019 on June 29. Nearly 400 residents came out to learn health tips, try new exercises, Ask a Doc, make art, play chess, take home free produce, shop and dine, and hang out with Richmond fire fighters. We got our cardio workout on with Zumba, stretched and breathed with yoga, and sang along with Voices of Reason.
Youngsters enjoyed cuddling with ducklings at the Happy Lot Farm & Garden pop-up farm and pony rides and adults chatted with Kaiser Permanente physicians while getting their blood pressure checked. Check out this Richmond Standard article and video for highlights and words from our Healthy Village Festival Grand Marshal, councilmember Demnlus Johnson III.
We offer huge thanks to everyone who supported us in bringing Healthy Village Festival 2019 to life: our 31 community partners and local businesses for hosting booths and activities, our 14 volunteers for all their time (60 hours!) and acts of service staffing the event, our board of directors and Health Career Pathways intern Michelle Hong, and our sponsors.
Music on the Main
is our longest running event series. Since 2001, this concert series has brought thousands of people Downtown to enjoy a night on the town filled with music, food, and family fun. Each concert features a variety of musical performances, arts and crafts activities for children, local entrepreneurs and nonprofit organizations, and food. Music on the Main is a critical tool that Richmond Main Street uses to engage the community, provide business opportunities to local entrepreneurs and district merchants, and build a strong arts and entertainment district.
Music on the Main 2019 ~ A Concert Series
for the Record Books
Our 2019 Music on the Main summer concert series marked 18 seasons of activating spaces and building community in Downtown Richmond with music, food, and family fun.
Councilmember Jael Myrick made a special appearance serving as our first ever Music on the Main grand marshal at the July 24 concert. Rising vocalists of the RPAL music program-based trio KLM started us off with soulful songs, followed by BeaufunK with Michael Jeffries, and an invigorating Zumba break. Richmond’s own “King of Zydeco” Andre Thierry took us home with an incredible set that had everyone on the dance floor. Check out this Richmond Standard article and video for highlights.
We kept the fun summertime feeling going with the second and final concert of the series on August 28. For two and a half hours, the Marina Way parking lot was packed with vendors, activities, and residents. Music emanated from the stage, bringing people of all ages to the dance floor: we grooved to old school favorites by GTS Band, we joined the SAMBAFUNK! drumline, and got our Zumba on with Grand Marshal Melvin Willis. We got creative with Stonyfield Organics, had fun with vegetables with Fresh Approach, and made new friends.
We offer huge thanks to our volunteers (36 individuals contributing 131 hours of service!), community partners and vendors (56!), and sponsors without whom these events would not be possible.
Chill with a Cop
Ice Cream Social with Richmond Police Department
A project of our Clean & Safe Committee, Chill with a Cop is an agenda-free and welcoming event designed to strengthen relationships between residents and public safety professionals
over a delicious scoop of ice cream. Chill with a Cop creates opportunities for the community to gather and come together in Downtown Richmond, access crime prevention tools and resources, play chess, take home free books, and more.
Yuletide Cheer in the Iron Triangle
Downtown Holiday Festival
Is one of Richmond Main Street Initiative’s longest running annual events. Beginning in 2012, Richmond Main Street and East Bay Center for the Performing Arts formed a partnership to bring this special event filled with yuletide cheer to the community. Thanks to the help of countless volunteers, we transform the Center’s beautifully remodeled facility—the historic Winters Building, located at 339 11th Street—into a winter wonderland. We invite families from the Iron Triangle and surrounding communities to participate in a unique holiday celebration complete with festive music, “A Richmond Nutcracker” performances, tasty snacks, group caroling, the magical illumination of Macdonald Avenue, and a memorable visit from Santa Claus.
Attachment C: Infrastructure Scope, Cost and Schedule
Attachment D: Infrastructure Report
Attachment E: Project Location Map
Former BART Parking/ Future
Residential
BART Garage and
COBIZ
Bus & Taxi Service
BART Station
Transit Plaza,
Bikeshare
Visitor Center
RMSI Office
AMTRAK
Station
TOD Housing Entertainment
Venue/Parking
Attachment F: Spending Plan
Attachment G: Photos
Figure 1 - Leaks from roof of Visitor Center Building at BART entrance create safety hazard and create impression of blight
Figure 2 - Roof and gutters of Richmond Visitor Center structure are corroded and leak
Figure 3 - Waiting area for AMTRAK has become a homeless shelter. Windows are broken and steel frames are rusted and require painting
Figure 4 - Previous AMTRAK boarding area has become neglected
Figure 5 - Graffiti on previous AMTRAK boarding area
Figure 6 - Landscaping at BART Entry lower plaza is dead
Figure 7 - Homeless cart
Figure 8 – Litter
Figure 9 - Vacant lot across Macdonald from BART Station
Figure 10 - Gum on sidewalk
Figure 11 - Empty tree well
Figure 12 - Unmaintained tree well
Figure 13 – Graffiti
Figure 14 - Homeless person in BART Plaza
Figure 15 - Landscaping at North BART entrance not maintained
Figure 16 - Landscaping at north BART entrance not maintained
Figure 17 - Landscaping at bus entry not maintained
Figure 18 - Litter and unmaintained landscaping
Figure 19 - Graffiti on Wayfinding Sign
Figure 20 – Litter
Figure 21 - Litter
Figure 22 - Intersection Safety Improvements (CCTA Vision Zero)
Figure 23 - Intersection Safety Improvements (CCTA Vision Zero)
Figure 24 Intersection Safety Improvements (CCTA Vision Zero)
Figure 25 Intersection Safety Improvements (CCTA Vision Zero)
Attachment H: Fact Sheet
Attachment I: Local Match and Benefit
Attachment J: Benefit to Underserved
Most businesses
in the area are Black and locally owned.
RMSI partnership gives
downtown businesses free
access to mentoring
January 26, 2022
Photo via Scopio
By Kathy Chouteau
A newly launched partnership between Richmond Main Street Initiative (RMSI) and Pacific Community Ventures (PCV) is bringing free and confidential business advice to downtown small business owners.
The nonprofit collaboration will give small businesses access to PCV’s BusinessAdvising.org mentoring platform with thousands of advisors who will work “to solve [their] biggest business challenges and seize new opportunities” in areas like marketing, finance and accounting, executive coaching, business planning, operations (supply chain, B2B, B2C), sales, readying for large contracts and more, per RMSI.
PCV’s BusinessAdvising.org platform puts the power of volunteerism to use to benefit local communities like downtown Richmond by applying a nationwide network of experienced entrepreneurs, professionals, and senior leaders—originating from major banks, consulting firms, large corporations and the like—“to use their own business expertise to create more opportunities in communities,” said RMSI.
The sign-up process is free and easy and downtown Richmond businesses can connect with an advisor in a variety of ways, such as by phone, in-person or via video chat on Facetime, Slack and Google Hangout. RMSI added that “the companies who work with their free advisors grow annual revenue by 20 percent each year, on average.”
RMSI Executive Director Andrea Portillo-Knowles said that PCV’s business advising team “understands what it means to connect with their clients, on both a professional and personal level.” She added that they are willing to meet our small business owners “where they are to achieve their goals.”
Downtown Richmond businesses wanting to get started can sign-up for the mentoring platform here. Questions? Learn more here or contact RMSI at (510) 236-4049 or [email protected].
‘Transformative’ CoBiz Richmond opens its doors
November 1, 2019
CoBiz CEO Wesley Alexander (left) and CoBiz Community Manager Christina Kenney on opening day for the new co-working space and incubator at 1503 Macdonald Ave. in Richmond on Nov. 1, 2019.
CoBiz, the new state-of-the-art co-working space and business incubator that civic leaders are calling ground zero for the revitalization of Downtown Richmond, opened its doors today.
The modern, 9,000-square-foot CoBiz, located in the groundfloor space of the BART parking garage at 1503 Macdonald Ave. – and next to the new Richmond Food Hall – provides small businesses, innovators, nonprofits and freelance creatives in West Contra Costa County with cutting-edge technologies and collaborative spaces in the middle of the downtown’s transit center.
MC Hammer, the East Bay native and multimillion record-selling hip hop artist who has since transformed into a respected technology investor and entrepreneur, is reportedly set to be the first of many high-profile speakers at CoBiz, which aims to be a hub for entrepreneurial and nonprofit exchange. CoBiz features areas for TedX seminars, speaker series’, hacking events, podcasting, vlogging, even a communal kitchen. An on-site engineer can help with video editing and other requests. Like large technology companies, relaxation spaces are available for those needing to re-energize.
CoBiz
is a modern co-working space with naturally-lit worksites, space for filming and recording podcasts, relaxation areas, a kitchen, and with access to a cafe and eatery in the next-door Richmond Food Hall.
Unlike typical coworking spaces, this one will offer professional connections that can be critical to project’s success, said Wesley Alexander, CEO of CoBiz. For local residents aiming to launch their businesses, CoBiz will offer access to personal and economic development resources, not just those offered by CoBiz but also from local nonprofit partners such as the Renaissance Entrepreneurship Center, Richmond Chamber of Commerce and Richmond Main Street Initiative. The concept is to create a rich networking environment that enhances ideas and provides exposure through collaboration.
“This is called coworking with a purpose,” Alexander said. “This is not just occupying a space.” CoBiz is a project of the Chevron Richmond Refinery’s eQuip Richmond initiative, a multi-year $10 million investment that funds strategies to improve communities in Richmond and North Richmond by encouraging small business development, preparing residents for the workforce, and creating pathways to sustainable, living wages and careers in growth industries.
The project is a response to Silicon Valley’s broadening influence in the Bay Area, and aims to position Downtown Richmond to capitalize on its central location, affordability, connections to transit and an influx of housing units.
CoBiz
is located in the groundfloor space of the BART parking garage at 1503 Macdonald Ave. “The vision was to find a way to connect Richmond and the rest of West Contra Costa County to the economic vibrancy of the San Francisco Bay Area,” said Jim Becker, president and CEO of the Richmond Community Foundation, which is the lead agency of the eQuip initiative.
CoBiz was among the community-led ideas proposed at a Shark Tank-style competition at the East Bay Center for the Performing Arts in 2016. The competition challenged community leaders to come up with transformative projects, with winners earning funding from the Chevron eQuip Richmond initiative.
The concept for CoBiz was first pitched by Bret Sweet, who, like MC Hammer, is a hip hop artist and entrepreneur known, in part, for pioneering music sharing online in the 1990s. Sweet is program director of the Renaissance Entrepreneurship Center in Richmond, the nonprofit that helps underserved Bay Area residents launch businesses. He approached Amanda Elliott, the recently departed executive director of the Richmond Main Street Initiative, about the idea of creating a first-of-its kind co-working and incubator space downtown. “I had spent a number of years building out startups for investors at other co-working spaces and incubators in Oakland, and I was disappointed when I saw that entrepreneurial prosperity was not traveling beyond Berkeley and Oakland borders,” Sweet said.
CoBiz will benefit from its swift access to BART, Amtrak, AC Transit, the freeway, bicycle lane access and repair (the Rich City Rides bike shop is located just across the street) and connections to the new Richmond Ferry. It will also benefit from thousands of new housing units planned for Richmond, including a proposed mixed-use development at 12th Street and Macdonald Avenue that could bring nearly 400 residential units.
CoBiz is also seen as a solution for Silicon Valley companies whose employees are increasingly looking to Richmond for affordable housing.
“One of the things we’re hearing from a lot of companies is our employees are moving your way,” Becker said. “That just means their commute is a lot longer. With CoBiz, they now have a state-of-the-art spot where they can work remotely, either full time or a few days per week, allowing them to be more productive and to ultimately enjoy a better quality of life.” With increased foot traffic at 1503 Macdonald Ave., some believe CoBiz will present opportunities for new restaurants, cafes and other shops to open up on Macdonald Avenue.
CoBiz
offers a soundproofed “creative space” for vlogging, podcasting, video editing and more.
Sweet believes the CoBiz model will be “studied in the future.” He likens the concept to the collaboration accomplished during WWII, where Richmond became an epicenter for shipbuilding and innovation – such as the pioneering of the wonder drug, penicillin – through collaboration by local industry, government agencies, education centers and the business community.
A present-day collaboration involving Chevron, the city and local nonprofits aims to usher in a new age of technological innovation.
“Our focus is on delivering economic development in an equitable fashion,” Alexander said. “A lot of people in this community are driven to be part of that goal. They see what’s happening around the Bay. They also see they can be part of something that produces a different narrative.
We want to facilitate those resources in this space and do it in a manner in which everyone can have access.”
CoBiz will be open 8 a.m. to 5 p.m. for nonmembers, while members can access the building 24/7, Alexander said.
CoBiz is the third core program launched by the Chevron eQuip Richmond Initiative. Other projects include the Construction Resource Center, which works to prepare local residents, contractors and construction companies for future economic development projects in the region, as well as Pogo Park Products, a for-profit social enterprise staffed entirely by Iron Triangle residents that designs and builds parks and park amenities.
Lily Rahnema, community engagement manager for Chevron Richmond, said eQuip aims to improve the quality of life in Richmond and North Richmond by leveraging investments of other community businesses, foundations, institutions and individuals. “From space, to technology, to access to capital, CoBiz will provide top of the line services to a traditionally under resourced part of the Bay Area, nurturing Richmond’s entrepreneurs. Chevron’s ongoing commitment beyond the initial seed funding is to set the foundation for partnerships using CoBiz as a platform, that can build capacity, fill jobs with local hires, and improve conditions for local residents,” Rahnema said.
CoBiz’s coworking space features a kitchen, and is right next door to the Richmond Food Hall that offers Red Bay Coffee and Roux.
Attachment L: Application Checklist
January 31, 2022
Tom Butt, Mayor
City of Richmond
450 Civic Center Plaza
Richmond CA 94804
Subject: Richmond Intermodal Center Neighborhood Transformation Grant Support Letter
Dear Mayor Butt,
I strongly support the Clean California Local Grants Program application you have prepared with the goal of acquiring resources to bring Richmond’s Transit Hub to its full potential by:
• attracting and maintaining transit users;
• enhancing business opportunities and creating jobs;
• and improving the quality of life for neighborhood residents.
With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has the potential to be much more than just a station. It can help bring renewed life to Richmond’s historic downtown that has not been seen since the shipyard boom days of WWII.
We look forward to being a partner in this effort.
Sincerely,
Rob Padgette Managing Director
Capitol Corridor Joint Powers Authority
January 31, 2022 Tom Butt, Mayor City of Richmond 450 Civic Center Plaza Richmond CA 94804 Re: Clean California Local Grants Program application Dear Mayor: The Iron Triangle Neighborhood Council (ITNC) strongly supports the Clean California Local Grants Program application you have prepared that provides resources to bring Richmond’s Transit Hub to its full potential, to attract and maintain transit users, to enhance business opportunities and create jobs and improve the quality of life for Iron Triangle neighborhood residents. With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has the opportunity to be much more than just a station. It can help bring a new life to Richmond’s historic downtown that has not been seen since the shipyard boom days of WWII. As you know, Richmond’s downtown is in the Iron Triangle and we support the potential of this project. We look forward to being a partner in this effort. If you have any questions, please contact me via email at [email protected]. Thank you very much for your consideration. Sincerely, Oscar Garcia President Iron Triangle Neighborhood Council
P.O. Box 260770
Encino, California 91426
Land Planning, Finance & Development
Tel. 818-380-2600
January 31, 2022
Tom Butt, Mayor
City of Richmond
450 Civic Center Plaza
Richmond CA 94804
Re: Clean California Local Grants Program
Dear Mayor Butt,
I strongly support the Clean California Local Grants Program application you have prepared that provides resources to bring Richmond’s Transit Hub to its full potential, to attract and maintain transit users, to enhance business opportunities and create jobs and improve the quality of life for neighborhood residents.
With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has the opportunity to be much more than just a station. It can help bring new life to Richmond’s historic downtown that has not been seen since the shipyard boom days of WWII.
We look forward to being a partner in this effort.
Sincerely,
Amanda Locke
AMG & Associates, LLC
P.O. Box 260770
Encino, California 91426
Land Planning, Finance & Development
Tel. 818-380-2600
January 31, 2022
Tom Butt, Mayor
City of Richmond
450 Civic Center Plaza
Richmond CA 94804
Dear Mayor Butt,
I strongly support the Clean California Local Grants Program application you have prepared that provides resources to bring Richmond’s Transit Hub to its full potential, to attract and maintain transit users, to enhance business opportunities and create jobs and improve the quality of life for neighborhood residents.
With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has the opportunity to be much more than just a station. It can help bring a new life to Richmond’s historic downtown that has not been seen since the shipyard boom days of WWII.
We look forward to being a partner in this effort.
Sincerely,
Alexis Gevorgian
AMG & Associates, LLC
Managing Member
P.O. Box 260770
Encino, California 91426
Land Planning, Finance & Development
Tel. 818-380-2600
Tom Butt, Mayor
City of Richmond
450 Civic Center Plaza
Richmond CA 94804
RE: Clean California Grant Application
Dear Mayor Butt:
I strongly support the Clean California Local Grants Program application you have prepared that provides resources to bring Richmond’s Transit Hub to its full potential, to attract and maintain transit users, to enhance business opportunities and create jobs and improve the quality of life for neighborhood residents.
With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has the opportunity to be much more than just a station. It can help bring a new life to Richmond’s historic downtown that has not been seen since the shipyard boom days of WWII.
We look forward to being a partner in this effort.
Sincerely,
Matthew Ramos
Board of Directors
Robert RogersChair
Charlene SmithVice-Chair
Sarah WallyTreasurer
Yvette WilliamsSecretary
Billy WardCynthia HadenMichael K. MartinXavier Abrams
Andrea Portillo-KnowlesExecutive Director
January 31, 2022
Tom Butt, MayorCity of Richmond450 Civic Center PlazaRichmond CA 94804 Dear Mayor Butt,
I strongly support the Clean California Local Grants Program application you haveprepared that provides resources to bring Richmond’s Transit Hub to its fullpotential, to attract and maintain transit users, to enhance business opportunitiesand create jobs and improve the quality of life for neighborhood residents.
With 8,000 transit riders a day (pre-COVID), the Richmond Transit Hub has theopportunity to be much more than just a station. It can help bring a new life toRichmond’s historic downtown that has not been since the shipyard boom days ofWWII.
We look forward to being a partner in this effort.
Sincerely,
Andrea Portillo-KnowlesExecutive Director
Richmond Main Street Initiative, Inc. is a 501(c)(3) corporationTax ID#: 68-0481132 | CFC #: 7672 O: 1600 Nevin Plaza, Richmond, CA 94801 | M:POBox 1414, Richmond, CA 94802P: (510) 236-4049 | F: (510) 236-4052 | W: www.richmondmainstreet.org
Attachment N: Other Materials
In order to reach its full potential, activation of the neighborhood proximate to the Richmond multi-modal transit hub is required to attract transit users and encourage transit users to linger to support local businesses and local residents to support local businesses. Another goal is to attract non-transit users to more often utilize local businesses and amenities attract new businesses, create local jobs and enhance the overall brand of Richmond’s Transit Hub.
Mayor Tom Butt to host grand reopening of
Richmond Transit Center
July 12, 2021
Richmond BART Station
With BART set to return to near pre-pandemic service levels starting Aug. 2, Richmond Mayor Tom Butt is welcoming back activity at the Richmond Transit Center with a grand re-opening party this week.
The community event is scheduled to take place Friday, July 16, from 4-6 p.m. at the Transit Center, located at the BART Station at the Downtown Richmond Visitor Center at 1600 Nevin Plaza. The event will include games, snacks, giveaways, free Johnson & Johnson vaccines and
possible prizes for vaccinated individuals, the city says. Representatives of transit agencies, community organizations, and local small businesses will also attend to offer resources.
The Richmond Transit Center is where BART, AC Transit and Amtrak all meet, and where about 8,000 people traveled through daily prior to the pandemic. It’s also home to the Downtown Richmond Visitor Center, a relatively recent addition currently housing the Richmond Main Street Initiative and The Rich Clothing Company operate. “Although the Richmond Transit Center never ceased operation during COVID-19, record –low ridership on BART, Amtrak, and AC Transit significantly slowed down a site that used to be the busiest place in Richmond (over 8,000 users per day),” Mayor Butt said. “As our state and region continue easing shelter-in-place restrictions, the grand re-opening celebration is intended to symbolize a return to our focus on making the Transit Center a catalyst of activity, community gathering, and economic vitality for the downtown area.” For questions about the upcoming event, call or email the Mayor’s Office at (510) 620–6503, or [email protected].
Spirit & Soul Festival returns in person to Richmond
Elgin Nelson on September 16, 2021
Live music, food, artists and vendors return to Richmond this weekend, with the 13th annual Spirit & Soul Festival.
The annual ticketed event , hosted by the Richmond Main Street Initiative, celebrates the city’s arts and culture scene. Because of the COVID-19 pandemic, it will be presented as a hybrid this year.
The free virtual broadcast will stream from 2 p.m. to 3 p.m., with an in-person VIP Watch Party from 2 p.m. to 4 p.m. at El Garage, 1428 Macdonald Ave.
Guests can stream the broadcast through KOFY TV20, Facebook Live, Youtube Live and Instagram Live. It will include musical performances by Top Shelf, Los Cenzontles accompanied by Los Originarios, and R&B singer-songwriter Wanda Gonzalez, who is from Richmond.
The Main Street Initiative, a nonprofit dedicated to the revitalization of downtown Richmond, hopes the event will renew excitement around community events after the long pandemic lockdown, said Alicia Gallo, interim executive director. “Trying new things is our passion for activating spaces downtown and bringing the community together, ” Gallo said.
The watch party will feature a viewing of the virtual broadcast, along with food by El Garage and drinks by East Brother Beer Company and Aguas Fresca, as well as the Main Street Initiative’s homemade margaritas.
Attendees must show proof of vaccination in either physical or digital form, along with a photo ID. Vaccinated people who have not yet obtained a a digital vaccination record, can register their vaccine status at myvaccinerecord.cdph.ca.gov. All attendees are asked to wear a mask for the in-person gathering.
Gallo expects around 10,000 people to stream the broadcast. Only about 50 people were registered by mid-week for the watch party. Tickets for that are $50 online, with the proceeds supporting downtown businesses.
More information is on the Main Street Initiative’s homepage.
The
Spirit & Soul Festival returns as a hybrid, after going virtual last year . (Courtesy of Richmond Main Street Initiative)
We hope to host Healthy Village Festival in June 2022.
10th annual Healthy Village Festival…was
Fabulous!
The weather was perfect and we had record-breaking attendance from visitors and vendors at Healthy Village Festival 2019 on June 29. Nearly 400 residents came out to learn health tips, try new exercises, Ask a Doc, make art, play chess, take home free produce, shop and dine, and hang out with Richmond fire fighters. We got our cardio workout on with Zumba, stretched and breathed with yoga, and sang along with Voices of Reason.
Youngsters enjoyed cuddling with ducklings at the Happy Lot Farm & Garden pop-up farm and pony rides and adults chatted with Kaiser Permanente physicians while getting their blood pressure checked. Check out this Richmond Standard article and video for highlights and words from our Healthy Village Festival Grand Marshal, councilmember Demnlus Johnson III.
We offer huge thanks to everyone who supported us in bringing Healthy Village Festival 2019 to life: our 31 community partners and local businesses for hosting booths and activities, our 14 volunteers for all their time (60 hours!) and acts of service staffing the event, our board of directors and Health Career Pathways intern Michelle Hong, and our sponsors.
Music on the Main
is our longest running event series. Since 2001, this concert series has brought thousands of people Downtown to enjoy a night on the town filled with music, food, and family fun. Each concert features a variety of musical performances, arts and crafts activities for children, local entrepreneurs and nonprofit organizations, and food. Music on the Main is a critical tool that Richmond Main Street uses to engage the community, provide business opportunities to local entrepreneurs and district merchants, and build a strong arts and entertainment district.
Music on the Main 2019 ~ A Concert Series
for the Record Books
Our 2019 Music on the Main summer concert series marked 18 seasons of activating spaces and building community in Downtown Richmond with music, food, and family fun.
Councilmember Jael Myrick made a special appearance serving as our first ever Music on the Main grand marshal at the July 24 concert. Rising vocalists of the RPAL music program-based trio KLM started us off with soulful songs, followed by BeaufunK with Michael Jeffries, and an invigorating Zumba break. Richmond’s own “King of Zydeco” Andre Thierry took us home with an incredible set that had everyone on the dance floor. Check out this Richmond Standard article and video for highlights.
We kept the fun summertime feeling going with the second and final concert of the series on August 28. For two and a half hours, the Marina Way parking lot was packed with vendors, activities, and residents. Music emanated from the stage, bringing people of all ages to the dance floor: we grooved to old school favorites by GTS Band, we joined the SAMBAFUNK! drumline, and got our Zumba on with Grand Marshal Melvin Willis. We got creative with Stonyfield Organics, had fun with vegetables with Fresh Approach, and made new friends.
We offer huge thanks to our volunteers (36 individuals contributing 131 hours of service!), community partners and vendors (56!), and sponsors without whom these events would not be possible.
Chill with a Cop
Ice Cream Social with Richmond Police Department
A project of our Clean & Safe Committee, Chill with a Cop is an agenda-free and welcoming event designed to strengthen relationships between residents and public safety professionals
over a delicious scoop of ice cream. Chill with a Cop creates opportunities for the community to gather and come together in Downtown Richmond, access crime prevention tools and resources, play chess, take home free books, and more.
Yuletide Cheer in the Iron Triangle
Downtown Holiday Festival
Is one of Richmond Main Street Initiative’s longest running annual events. Beginning in 2012, Richmond Main Street and East Bay Center for the Performing Arts formed a partnership to bring this special event filled with yuletide cheer to the community. Thanks to the help of countless volunteers, we transform the Center’s beautifully remodeled facility—the historic Winters Building, located at 339 11th Street—into a winter wonderland. We invite families from the Iron Triangle and surrounding communities to participate in a unique holiday celebration complete with festive music, “A Richmond Nutcracker” performances, tasty snacks, group caroling, the magical illumination of Macdonald Avenue, and a memorable visit from Santa Claus.
‘Transformative’ CoBiz Richmond opens its
doors
November 1, 2019
CoBiz CEO Wesley Alexander (left) and CoBiz Community Manager Christina Kenney on opening day for the new co-working space and incubator at 1503 Macdonald Ave. in Richmond on Nov. 1, 2019.
CoBiz, the new state-of-the-art co-working space and business incubator that civic leaders are calling ground zero for the revitalization of Downtown Richmond, opened its doors today.
The modern, 9,000-square-foot CoBiz, located in the groundfloor space of the BART parking garage at 1503 Macdonald Ave. – and next to the new Richmond Food Hall – provides small businesses, innovators, nonprofits and freelance creatives in West Contra Costa County with cutting-edge technologies and collaborative spaces in the middle of the downtown’s transit center.
MC Hammer, the East Bay native and multimillion record-selling hip hop artist who has since transformed into a respected technology investor and entrepreneur, is reportedly set to be the first of many high-profile speakers at CoBiz, which aims to be a hub for entrepreneurial and nonprofit exchange. CoBiz features areas for TedX seminars, speaker series’, hacking events, podcasting, vlogging, even a communal kitchen. An on-site engineer can help with video editing and other requests. Like large technology companies, relaxation spaces are available for those needing to re-energize.
CoBiz is a modern co-working space with naturally-lit worksites, space for filming and recording podcasts, relaxation areas, a kitchen, and with access to a cafe and eatery in the next-door Richmond Food Hall.
Unlike typical coworking spaces, this one will offer professional connections that can be critical to project’s success, said Wesley Alexander, CEO of CoBiz. For local residents aiming to launch their businesses, CoBiz will offer access to personal and economic development resources, not just those offered by CoBiz but also from local nonprofit partners such as the Renaissance Entrepreneurship Center, Richmond Chamber of Commerce and Richmond Main Street Initiative. The concept is to create a rich networking environment that enhances ideas and provides exposure through collaboration.
“This is called coworking with a purpose,” Alexander said. “This is not just occupying a space.” CoBiz is a project of the Chevron Richmond Refinery’s eQuip Richmond initiative, a multi-year $10 million investment that funds strategies to improve communities in Richmond and North Richmond by encouraging small business development, preparing residents for the workforce, and creating pathways to sustainable, living wages and careers in growth industries.
The project is a response to Silicon Valley’s broadening influence in the Bay Area, and aims to position Downtown Richmond to capitalize on its central location, affordability, connections to transit and an influx of housing units.
CoBiz is located in the groundfloor space of the BART parking garage at 1503 Macdonald Ave. “The vision was to find a way to connect Richmond and the rest of West Contra Costa County to the economic vibrancy of the San Francisco Bay Area,” said Jim Becker, president and CEO of the Richmond Community Foundation, which is the lead agency of the eQuip initiative.
CoBiz was among the community-led ideas proposed at a Shark Tank-style competition at the East Bay Center for the Performing Arts in 2016. The competition challenged community leaders to come up with transformative projects, with winners earning funding from the Chevron eQuip Richmond initiative.
The concept for CoBiz was first pitched by Bret Sweet, who, like MC Hammer, is a hip hop artist and entrepreneur known, in part, for pioneering music sharing online in the 1990s. Sweet is program director of the Renaissance Entrepreneurship Center in Richmond, the nonprofit that helps underserved Bay Area residents launch businesses. He approached Amanda Elliott, the recently departed executive director of the Richmond Main Street Initiative, about the idea of creating a first-of-its kind co-working and incubator space downtown. “I had spent a number of years building out startups for investors at other co-working spaces and incubators in Oakland, and I was disappointed when I saw that entrepreneurial prosperity was not traveling beyond Berkeley and Oakland borders,” Sweet said.
CoBiz will benefit from its swift access to BART, Amtrak, AC Transit, the freeway, bicycle lane access and repair (the Rich City Rides bike shop is located just across the street) and connections to the new Richmond Ferry. It will also benefit from thousands of new housing units planned for Richmond, including a proposed mixed-use development at 12th Street and Macdonald Avenue that could bring nearly 400 residential units.
CoBiz is also seen as a solution for Silicon Valley companies whose employees are increasingly looking to Richmond for affordable housing.
“One of the things we’re hearing from a lot of companies is our employees are moving your way,” Becker said. “That just means their commute is a lot longer. With CoBiz, they now have a state-of-the-art spot where they can work remotely, either full time or a few days per week, allowing them to be more productive and to ultimately enjoy a better quality of life.” With increased foot traffic at 1503 Macdonald Ave., some believe CoBiz will present opportunities for new restaurants, cafes and other shops to open up on Macdonald Avenue.
CoBiz offers a soundproofed “creative space” for vlogging, podcasting, video editing and more.
Sweet believes the CoBiz model will be “studied in the future.” He likens the concept to the collaboration accomplished during WWII, where Richmond became an epicenter for shipbuilding and innovation – such as the pioneering of the wonder drug, penicillin – through collaboration by local industry, government agencies, education centers and the business community.
A present-day collaboration involving Chevron, the city and local nonprofits aims to usher in a new age of technological innovation.
“Our focus is on delivering economic development in an equitable fashion,” Alexander said. “A lot of people in this community are driven to be part of that goal. They see what’s happening around the Bay. They also see they can be part of something that produces a different narrative.
We want to facilitate those resources in this space and do it in a manner in which everyone can have access.”
CoBiz will be open 8 a.m. to 5 p.m. for nonmembers, while members can access the building 24/7, Alexander said.
CoBiz is the third core program launched by the Chevron eQuip Richmond Initiative. Other projects include the Construction Resource Center, which works to prepare local residents, contractors and construction companies for future economic development projects in the region,
as well as Pogo Park Products, a for-profit social enterprise staffed entirely by Iron Triangle residents that designs and builds parks and park amenities.
Lily Rahnema, community engagement manager for Chevron Richmond, said eQuip aims to improve the quality of life in Richmond and North Richmond by leveraging investments of other community businesses, foundations, institutions and individuals. “From space, to technology, to access to capital, CoBiz will provide top of the line services to a traditionally under resourced part of the Bay Area, nurturing Richmond’s entrepreneurs. Chevron’s ongoing commitment beyond the initial seed funding is to set the foundation for partnerships using CoBiz as a platform, that can build capacity, fill jobs with local hires, and improve conditions for local residents,” Rahnema said.
CoBiz’s coworking space features a kitchen, and is right next door to the Richmond Food Hall that offers Red Bay Coffee and Roux.
Attachment L: Application Checklist
Directions:
1. Answer all the following questions. All answers should be “YES” or “N/A” before submitting your application.
2. Save this document and attach it to your application in section 3.1, “ATTACHMENTS” in the Attachment L: Application Checklist field.
Checklist:
1. Are all applicable fields in the CLEAN CALIFORNIA LOCAL GRANT PROGRAM (CCLGP) APPLICATION complete and accurate?
Yes
2. Have you attached “Attachment A: Project Narrative”, to your application? Yes
3. Have you a
ttached “Attachment B: For Non-Infrastructure Projects, Scope of Work, Cost, and Project Schedule Workbook”, to your application? Yes
N/A
4. Have you a
ttached “Attachment C: For Infrastructure Projects, Scope of Work, Cost, and Project Schedule Workbook”, to your application?
Yes
N/A
5. Have you a
ttached “Attachment D: For Infrastructure Projects, Project Study Report or Equivalent with Engineer's Stamp”, to your application? Yes
6. Have you attached “Attachment E: Project Location Map”, t o your application? Yes
N/A
7. Have you attached “Attachment F: If you are requesting Advance Payment, a Spending Plan”, to your application?
Yes
N/A
8. Have y
ou attached “Attachment G: Photo of Project Site Prior to Improvements”, to your application?
Yes
9. Have you attached “Attachment H: Project Fact Sheet”, to your application? Yes
10. Have y
ou attached “Attachment I: “Local Match Calculation, Population Benefit, and Population Benefit to Underserved Communities forms”, to your application? Yes
11. Have y
ou attached “Attachment J: If claiming a project benefit to an underserved community in Section 2.1 using a criterion other than one of the five options listed in the program guidelines, the proposed criterion and justification for consideration”, to your application?
Yes
N/A
12. Have y
ou attached “Attachment K: Demonstrated Community Need and Project Outcomes forms”, to your application?
Yes
Project Information:
Agency: Date:
Project Description:
Project Title
Project Location:
License #: NA
Engineer's Estimate and Cost Breakdown:
Cost Breakdown
Engineer's Estimate (for Construction Items Only) CCLGP Participating CCLGP Non-participating Costs/Items Costs/Items
Item
No. Item Quantity Units Unit Cost Total
Item Cost % $ % $
General Overhead-Related Construction Items
1 LS 100%
2 LS 100%
3 LS 100%
4 LS 100%
5 LS 100%
6 LS 100%
7 LS 100%
8 LS 100%
9 LS 100%
10 LS 100%
General Construction Items
11 100%
12 100%
13 100%
14 100%
15 100%
16 100%
17 100%
18 100%
19 100%
20 100%
21 100%
22 100%
23 100%
24 100%
25 100%
26 100%
27 100%
28 100%
29 100%
30 100%
31 100%
32 100%
33 100%
34 100%
35 100%
36 100%
37 100%
38 100%
39 100%
40 100%
41 100%
42 100%
43 100%
44 100%
45 100%
46 100%
47 100%
48 100%
49 100%
50 100%
51 100%
52 100%
Subtotal of Construction Items:
Construction Item Contingencies (% of Construction Items):
Total (Construction Items & Contingencies) cost:
Project Delivery Costs:
Type of Project Cost Cost $
Preliminary Engineering (PE) CCLGP Participating Costs CCLGP Non-participating Costs Environmental Studies and Permits(PA&ED): -$
City of Richmond, Office of the mayor 1/31/2022
Richmond Intermodal Center Neighborhood Transformation
Richmond CA
NAName of Licensed Engineer in responsible charge of preparing or reviewing this PSR-Equivalent Cost Estimate:
Detailed Engineer's Estimate and Total Project Costs
Important: Read the Instructions in the first sheet (tab) before entering data. Do not enter data in shaded fields (with formulas).
Richmond Intermodal Center Neighborhood Transformation
3/4/2022 1 of 2
Project Information:
Agency: Date:
Project Description:
Project Title
Project Location:
License #: NA
City of Richmond, Office of the mayor 1/31/2022
Richmond Intermodal Center Neighborhood Transformation
Richmond CA
NAName of Licensed Engineer in responsible charge of preparing or reviewing this PSR-Equivalent Cost Estimate:
Detailed Engineer's Estimate and Total Project Costs
Important: Read the Instructions in the first sheet (tab) before entering data. Do not enter data in shaded fields (with formulas).
Richmond Intermodal Center Neighborhood Transformation
Plans, Specifications and Estimates (PS&E): "PE" costs / "CON" costs Total PE: 25% Max
Right of Way (RW)
Right of Way Engineering:
Acquisitions and Utilities:
Total RW: -$
Total Pre-Construction Costs (PE+RW):
Construction Engineering (CE) "CE" costs / "CON" costs
Construction Engineering (CE): 15% Max
Total Construction Costs:
CCLGP Participating Costs Non-participating Costs
Total Project Cost:
Documentation of Non-Participating Costs:
Item #: Description of Engineer's Logic: (See examples shown in the Instructions) -$
-$
-$
-$
The Engineer's logic and/or calculations for splitting costs between CCLGP-Participating and Non-participating costs must be documented in this section of the Estimate form.
Separate logic is required for each item which is partly a participating cost for CCLGP funding or is required for the construction of a non-participating item/element of the project. 3/4/2022 2 of 2
Attachment D: Checklist for Agencies Considering their
Application as a PSR Equivalent
This checklist is for projects with infrastructure elements, that do not have an existing PSR or PSR Equivalent, and are OFF the State Highway System. Projects with infrastructure elements, that do not have an existing PSR or PSR Equivalent, and are ON the State Highway System should NOT complete this form, and consult their District Contact listed on the CCLGP website about PSRs as soon as possible. Projects that do not contain infrastructure elements can leave the Attachment D field blank. See the section on Attachment D in the Application Instructions for more details.
Applicants who can use this checklist may consider their completed application with all required attachments as a PSR Equivalent, if the topics listed below are thoroughly addressed in other parts of the application package. Check the box next to each of the below items that have been addressed in the application package.
Project background and history (discussed in Section A.2, “Demonstrated Community Need”, of the Project Narrative).
Inventory of environmental resources, identification of potential environmental issues, and the anticipated environmental processing type. In addition, describe potential mitigation requirements and associated costs. (Discussed in Section A.4, “Project Deliverability”, of the Project Narrative.)
Description of potentially hazardous materials/waste problems, potential mitigation or avoidance measures, and potential costs. (Discussed in Section A.4, “Project Deliverability”, of the Project Narrative.)
Identification of other funding sources, if applicable. (Listed these in Section 1.3, “Summary Budget Information”, in the main application form.) After all the boxes are checked, save and attach this completed form to your application in the “Attachment D: For Infrastructure Projects, Project Study Report or Equivalent with Engineer's Stamp” field.
Attachment I: Local Match Calculation, Population Benefit, andPopulation Benefit to Underserved Communities forms
Forms to Determine RequiredLocal Match
Step1 . Choose a definition by which to define the community surrounding the project as underserved. See the section Underserved Communities of these guidelines for more information. If the community surrounding the project is considered underserved based on multiple options, choose the option that best supports the community’s status as underserved. Per Option 5, Tribal Communities require zero local match, and thus none of these calculations.
Record your choice at the top of Table 1, below.
Step 2. Determine the SOD of the community surrounding the project. Perform this calculation using Table 1 below. When calculating SOD, the same definition of underserved community must be used throughout Table 1.
Table 1. SOD of Community Surrounding the Project Site(s) List the Option Used to Determine SOD:
(For definitions of each of the 5 options, see the
section "Underrserved Communities”.)
Location Relative to
Project Site(s)
(1)
1 Project Site A
Census Tract
Number
(2)
Census Tract
Population
(3)
Metric Score of
Census Tract
using the
chosen option
listed above.
(4)
SOD of
Tract
(3) x (4)
(5)
2 Within a ¼
mile radius.
3 Within a ¼
mile radius.
4 Within a ¼
mile radius.
5 Project Site B
6 Within a ¼
mile radius.
7 Within a ¼
mile radius.
8 Within a ¼
mile radius.
TOTALS
SOD of Community Surrounding the Total of Column 5 = =Project Total of Column 3
Additional Rows for Table 1. (Only use this page if needed.) Table 1. SOD of Community Surrounding the Project Site(s) (CONTINUED) Location Relative to
Project Site(s)
(1)
Census Tract
Number
(2)
Census Tract
Population
(3)
Metric Score of
Census Tract
using the
chosen option
listed above.
(4)
SOD of
Tract
(3) x (4)
(5)
1 Project Site C
2 Within a ¼
mile radius.
3 Within a ¼
mile radius.
4 Within a ¼
mile radius.
5 Project Site D
6 Within a ¼
mile radius.
7 Within a ¼
mile radius.
8 Within a ¼
mile radius.
Step 3. Use Table 2 below to determine the Required Local Match based off the SOD of Community Surrounding the Project.
Table 2. Severity of Disadvantage and Corresponding Local Match Requirement SOD Criteria Ranges for SOD of Community
Surrounding the Project
Required Local Match
%
Option 1: Area Median Income (AMI) compared to Statewide Median Income (SMI)* Data: Census Tract Level Data from the 2019 American Community Survey 5 -year (ACS5) Estimates
If the AMI SOD of the
surrounding
community is…
> $60,188
Then local
match is…
50 $56,426 to $60,188 37.5
$52,665 to $56,425 25
$48,903 to $52,664 12.5
< $48,903 0
Option 2: CalEnviroScreen 3.0 Percentile Score
Data: SB 535 List of Disadvantaged Communities or SB 535 Disadvantaged Communities Map If the CalEnviroScreen
3.0 SOD of the
surrounding
community is…
< 39
Then local
match is…
50 39 to 42 37.5
43 to 46 25
47 to 50 12.5
> 50 0
Option 3: Percentage of Students that Receive Free or Reduced Lunches** Data: California Department of Education website
If the Free Lunch SOD
of the surrounding
community is…
< 75
Then local
match is …
50 75 to 79 37.5
80 to 84 25
85 to 89 12.5
> 90 0
Option 4: Healthy Places Index (HPI) Score (use overall HPI score only) Data: California Healthy Places Index website
If the HPI SOD of the
surrounding
community is…
> 25
Then local
match is…
50 21 to 25 37.5
16 to 20 25
10 to 15 12.5
< 10 0
Option 5: Tribal Communities
Data: List of Federally Recognized Tribal Governments in California If the project applicant or sub-applicant is a Federally Recognized Tribal Government or the project area is located within (or partially within) Federally Recognized Tribal Lands (typically within the boundaries of a Reservation or
Rancheria), lands owned by or held in trust for an Indian tribe, allotted lands, and/or sensitive tribal areas (which might include areas in which a Native American Tribe has a
significant interest such as traditional cultural properties and sacred sites).
Then the local
match is…
0 *Communities with a population less than 15,000 may use data at the Census Block Group level. Unincorporated communities may use data at the Census Place level.
**During the development of these guidelines, the National School Lunch Program started offering free lunches to all students. Thus, if an applicant still wants to use this option, it is recommended that pre-pandemic data be used.
State your Required Local Match here: ________
Forms for Calculating Population Benefit (P B) (Overall) and Relative PB (Underserved Community)
Step 1. If your project has no infrastructure work, skip to Step 3.
Step 2. If your project has infrastructure work, complete Tables 1 through 5 below. Information from tables 1 through 3 will be used to calculate the Infrastructure Work PB for both the overall and underserved community in Tables 4 and 5, respectively.
Table 1. Infrastructure Work – Direct PB (Overall and Underserved Community) • On line 1, list the census tract in which the project is located. • On subsequent lines, list all census tracts within a ¼ mile radius of your project.
If your
project is large or long, use a ¼ mile from the outer edges. If your project has multiple locations, list the census tracts for each location. Add more rows on the last page if necessary.
• For each census tract listed, provide the information requested. For columns 4 and 5, consult the CCLGP guidelines on how to define an undeserved community. If you choose “other” as your option, you must submit Attachment J with a justification of you
r methodology.
• Total column 3 and column 5.
Summary of Underserved Community Criteria:
1. Area Median Income < $60,188.00
2. CalEnviroScreen 3.0 Score (not percentile) > 39.34
3. National School Lunch Program (pre-pandmeic data): At least 75% of Students in the project area are eligible for free or reduced price meals (FRPM).
A school must exist within 1/4 mile of the project site.
4. Healthy Places Index (HPI) Percentile < 25
Table 1. Infrastructure Work- Direct Population Benefit Location Relative to
Project Site(s)
(1)
Census
Tract
Number
(2)
Census
Tract
Population
(Overall)
(3)
If the tract is
underserved
community,
record the option
used to make the
determination.
(ACS5, SB535,
CDEdu, HIP,
Other)
(4)
Census Tract
Population
(Underserved)
If the tract is an
underserved
community, also
record
population in
this column.
(5)
1 Project Site A
2 Within a ¼ mile
radius.
3 Within a ¼ mile
radius.
4 Within a ¼ mile
radius.
5 Project Site B
6 Within a ¼ mile
radius.
7 Within a ¼ mile
radius.
8 Within a ¼ mile
radius.
Population Totals (Overall) = (Underserved) =
Table 2. Infrastructure Work – Indirect PB
• List all transits routes with at least one transit stop within a ½ mile radius of your project. If you project is large or long, use a ½ mile from the outer edges. Add more rows on the last page if necessary.
• Total all ridership numbers.
Table 2. Infrastructure Work - Indirect Benefit Population Name of Transit Route with at least One Stop within a 1/2 Mile of Project Site(s)
(1)
Average Daily
Ridership of the
Route
(2)
1 2
3 4
5 6
7 Total of the Average Daily Ridership of Qualifying Routes Table 3. Infrastructure Work – Dose
Determine the “dose” factor for the infrastructure work, which are the hours the site will be accessible to the public under the improved conditions. • List all sites and the hours for each site. Add more rows on the last page if necessary.
• Calculate the average number of hours of all sites.
Table 3. Infrastructure Dose
Infrastructure Site
(1)
Hours Improved Site
Accessible to
Public
(2)
1 2
3 4
5 6
7 Average of Hours if Project Contains Multiple Sites
Table 4. Infrastructure Work PB (Overall)
Use information from Tables 1-3 to complete Table 4.
(Direct PB
(Table 1, Column 3)
(1)
Indirect PB)
+ (Table 2, Column 2) ×
(2)
Dose
(Table 3, Column 2)
(3)
=
Infrastructure Work
PB (Overall)
(4)
( + )
Table 4. Infrastructure Work PB (Overall)
× =
[(1)+(2)] X (3) = (4)
Table 5. Infrastructure Work PB (Underserved Community) Use information from Tables 1-3 to complete Table 5.
(Direct PB
(Table 1, Column 5)
(1)
+
Indirect PB)
(Table 2, Column 2)
(2)
Table 5. Infrastructure Work PB (Underserved Community) ×
Dose
(Table 3, Column 2)
(3)
=
Infrastructure
Work PB
(Underserved
Community)
(4)
( + ) × =
[(1)+(2)] X (3) = (4)
Step 3: If your application proposes educational campaigns or events about litter abatement, proper waste disposal, or how to do sanctioned artwork (as opposed to vandalism), use Table 6 to calculate PB of each non-infrastructure activity and total. If your application does not propose these activities, skip to Step 4.
Table 6. Non-Infrastructure Work PB
• Reach = Number of people reached at least once by an educational campaign or eligible event.
• Dose = Number of times the campaign will run, or the event will be held.
Table 6. Non-Infrastructure Work (NI) PB
NI
Activity
Number
NI Activity Name Activity
Reach
(1)
x
Activity
Dose
(2)
=
PB of NI
Activity
(3)
1 x =
2 x =
3 x =
4 x =
Total NI Work PB
Step 4. Calculate the Project’s Population Benefit (Overall). This score will be graded by the Department on a curve relative to all applications submitted. The number of points the applicant will be awarded for Scoring Component 2, Project Population Benefit, will be granted accordingly. The maximum number of points is 20.
Table 7. Project’s PB (Overall)
Table 7. Project's PB (Overall)
Infrastructure Work PB
(Overall)
(From Table 4, Column 4)
(1)
+
Non-Infrastructure Work PB
(From Table 6, Column 3)
(2)
= Project's PB (Overall)
(3)
+ =
Step 5. Calculate the Project’s Population Benefit (Underserved Community).
Table 8. Project’s PB (Underserved Community)
Table 8. Project's PB (Underserved Community)
Infrastructure Work PB Project's PB (Underserved Non-Infrastructure (Underserved Community) Community) + Work PB = (From Table 5, Column 4) (From Table 6, Column 3) (3) (1) (2) + =
Step 6. Calculate the Project’s Relative Population Benefit to the underserved community.
Table 9. Project's Relative PB to Underserved Communities Project's PB Project's PB
(Underserved Community) ÷ (Overall)
(From Table 8, column 3) (From Table 7, column 3)
(1) (2)
=
Project's Relative PB
(Underserved
Community)
(3)
÷ =
Step 7. Calculate the number of points you, the applicant, will be awarded for Scoring Component 3, Project’s Relative Population Benefit to the Underserved Community. The maximum number of points is 35.
Table 10. Applicant’s Points for Scoring Component 3, Project’s Relative PB (Underserved Community)
Table 10. Scoring Component 3, Pr
Project's Relative PB (Underserved
Community)
(From Table 9, column 3)
(1)
ojec
×
t’s Relative PB (Underserved
Maximum Possible
Points
(2)
=
Community)
Score
(Pts.)
(3)
× =
Examples of completed calculation forms based on a fictitious project can be found in Appendix A.4.
Additional rows for Tables 1 and 2. (Only use these pages if needed.) Table 1. Infrastructure Work- Direct Population Benefit (CONTINUED) Location Relative to
Project Site(s)
(1)
Census
Tract
Number
(2)
Census
Tract
Population
(Overall)
(3)
If the tract is
underserved
community,
record the option
used to make the
determination.
(ACS5, SB535,
CDEdu, HIP,
Other)
(4)
Census Tract
Population
(Underserved)
If the tract is an
underserved
community, also
record
population in
this column.
(5)
9 Project Site C
10 Within a ¼ mile
radius.
11 Within a ¼ mile
radius.
12 Within a ¼ mile
radius.
13 Project Site D
14 Within a ¼ mile
radius.
15 Within a ¼ mile
radius.
16 Within a ¼ mile
radius.
Table 2. Infrastructure Work - Indirect Benefit Population (CONTINUED) Name of Transit Route with at least One Stop within 1/2 Mile of Project Site(s)
(1)
Average Daily
Ridership of the
Route
(2)
8 9
10 11
12 13
14 15
Additional rows for Tables 3 and 6. (Only use these pages if needed.) Table 3. Infrastructure Dose (CONTINUED)
Infrastructure Site
(1)
Hours Improved Site
Accessible to Public
(2)
8 9
10 11
12 13
14 15
Table 6. Non-Infrastructure Work (NI) PB (CONTINUED)
NI
Activity
Number
NI Activity Name Activity
Reach
(1)
x
Activity
Dose
(2)
=
PB of NI
Activity
(3)
5 x =
6 x =
7 x =
8 x =
9 x =
10 x =
11 x =
12 x =
13 x =
14 x =
15 x =
16 x =
Reset Form by Clicking the Box Below
Note: This will clear ALL data in the form.
Attachment K 1. Demonstrated Need Assessment Form :
This table measures the demonstrated need of the community to execute the goals of the program; the community’s need for waste and debris reduction, beautification, enhanced public health, cultural connection, or other need. This component is worth a maximum of 50 points and up to 25 percent of the total application score. The score is based on the applicant’s answers to questions about existing site or community conditions. The form has five (5) sections, each relating to a program goal or objective. Within each section ,
choose a maximum of two (2) questions to answer, for a total of 10 questions. All applicants much answer question 1-1, as one of their two questions in Section 1. 1
Agency:
Table 1: Demonstrated Community Need Assessment Form
S
Program Goal or
Objective
ection 1
ID #
: Ans
Max.
Poss.
Pts.
wer question 1-1, and one othe
Community Need Assessment
Question
r question of your
Points Guidance
choice.
Applicant Response Applicant's
Self Score
To reduce the amount
of waste and debris
within public rights-of-
way, pathways, parks,
transit centers, and
other public spaces.
1 -1 5
Describe the evidence there is a
recurring litter or land misuse in the
project area under existing
conditions. Summarize trash
collection data or other empirical
data.
Range 0 – 5 pts.
No evidence = 0 pts Use box below Use box
below
1-2 5
Under existing conditions, does the
project site have adequate signage No = 5 pts.
Somewhat = 3 pts.
Yes = 0 pts. and amenities for proper waste
disposal or prevention?
1-3 5
Under existing conditions, does the
site have physical features to
discourage inappropriate waste
disposal or dumping?
No = 5 pts.
Somewhat = 3 pts.
Yes = 0 pts.
1-
4 3
Under existing conditions, does the
proposed community or project site Yes = 3 pts.
Somewhat = 2 pts.
No or N/A = 0 pts.
lack educational programs or events
about litter abatement or proper
waste disposal?
Attachment K1. Demonstrated Need Assessment Form
2
Section 2: Answer 2 questions below.
To enhance, rehabilitate,
restore, or install
measures to beautify and
improve public spaces.
2-1 5
Under existing conditions
what percentage of the
project site needs
beautification?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
>80% = 5 pts.
2-2 5
Under existing conditions,
what percentage of the
project site is not functional
and/or accessible for
community use?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
>80% = 5 pts.
2-3 5
Based on the hours the
project site is open,
approximately what
percentage of time is it
significantly underutilized?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
>80% = 5 pts.
2-4 5
What percentage of the
project site is negatively
affected by graffiti or other
vandalism?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
>80% = 5 pts.
Attachment K1. Demonstrated Need Assessment Form
3 Max. Community Need Assessment Applicant's Program Goal or Objective ID # Poss. Point Guidance Applicant Response Question Self Score Pts.
Program Goal or Objective ID #
S
Max.
Poss.
Pts.
ection 3: Answer 2 quest
Community Need Assessment
Question
ions below.
Point Guidance Applicant Response Applicant's
Self Score
Does the project area
currently prevent a critical
Yes = 5 pts.
Somewhat = 3 pts
No = 0 pts.
connection to daily life
3-1 5 destinations such as school,
medical care, jobs, or
groceries via
walking, biking, or transit?
To enhance public health,
cultural connection, and
community placemaking
by improving public
spaces for walking and
recreation
3-2 5
Is the public space a barrier or
hazard on a walking or biking
route?
Yes = 5 pts.
Somewhat = 3 pts
No = 0 pts.
3-3 5
Is the existing public
recreation space unusable for
its intended purposes?
Yes = 5 pts.
Somewhat = 3 pts
No = 0 pts.
3-4 5
Under existing conditions, are
there adequate/sufficient
recreation places in the
community?
No = 5 pts.
Somewhat = 3 pts
Yes = 0 pts.
3-5 3
Under existing conditions, are
there enough places to sit at
the project site?
No = 3 pts.
Somewhat = 2 pts
Yes = 0 pts.
3-6 5
Does the existing project site
lack features or elements that
connect it to the culture or
history of the surrounding
community?
Yes = 5 pts.
Somewhat = 3 pts
No = 0 pts.
Attachment K1. Demonstrated Need Assessment Form
4
Section 4: Answer 2 questions below.
Program Goal or Objective
To advance equity for
underserved
communities.
ID #
Max.
Poss.
Pts.
Community Need Assessment
Question Point Guidance Applicant
Response
Applicant's
Self Score
4-1 5
How does the percentage of
usable public space in the
underserved community
compare to the region's
average?
Below Avg. = 5pts.
Avg. = 3 pts
Above Avg. = 0 pts.
4-2 5
Is the project area an
underutilized connection in an
underserved community?
Yes = 5 pts.
Somewhat = 3 pts.
No or N/A = 0 pts.
4-3 5
Is the project site an
underutilized public space in
an underserved community?
Yes = 5pts.
Somewhat = 3 pts.
No or N/A = 0 pts.
4-4 5
Does the space function for
people with disabilities or
special needs?
No = 5pts.
Somewhat = 3 pts.
Yes or N/A = 0 pts.
Attachment K1. Demonstrated Need Assessment Form
5
Program Goal or Objective ID #
S
Max.
Poss.
Pts.
ection 5: Answer 2 quest
Community Need Assessment
Question
ions below.
Point Guidance Applicant Response Applicant's
Self Score
Greening to provide
shade, reduce urban
island effect, and use
native, low-water plants.
5-1 5
Under existing conditions
what percentage of the space
is landscaped and/or soft-
scaped?
0-20% = 5 pts.
21-40% = 4 pts.
41-60% = 3 pts.
61-80% = 2 pts.
81-100% = 1 pts.
5-2 5
Under existing conditions,
what percentage of landscape
lacks native or low-water
plants?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
81-100% = 5 pts.
5-3 5
What percentage of the space
is unusable due to lack of
shade at midday?
0-20% = 1 pts.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
81-100% = 5 pts.
5-4 5
What percentage of the
project site is unusable due to
excessive heat at midday?
0-20% = 1 pts.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
81-100% = 5 pts.
Total Score from Sections 1 to 5:
Community Need Assessment
(Max Possible Points is 50)
Attachment K1. Demonstrated Need Assessment Form
6
Attachment K2 . Project’s Outcomes Assessment Form :
This fo
rm measures the proposal’s potential to accomplish the goals of the program. This component is worth a maximum of 40 points and up to 20 percent of the total application score. The score is based on the applicant’s answers to questions about anticipated project results. The form has five (5) sections, each relating to a program goal or objective. Within each section, choose a maximum of two questions to answer, for a total of 10 questions.
7
Table 2: Project’s Outcomes Assessment Form
Program Goal or Objective ID #
Max.
Poss.
Pts.
Section 1: Answer 2 questions below.
Project’s Outcomes Questions Point Guidance Applicant
Response
Applicant's
Self Score
To reduce the amount of
waste and debris within
public rights-of-way,
pathways, parks, transit
centers, and other public
spaces.
1-1 4
By what percentage will the
waste and debris within the
project site be reduced.
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
1-2 3
By what percentage will the
signage and amenities for
proper waste disposal or
prevention increase at the
project site?
0-33% = 1 pt.
34-66% = 2 pts.
67-100% = 3 pts.
1-3 4
What is the estimated
reduction of waste or debris at
the project site because of new
physical features to discourage
inappropriate waste disposal or
dumping?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
1-4 3
What is the percent increase in
the number of educational
programs or events about litter
abatement and proper waste
disposal?
0-33% = 1 pt.
34-66% = 2 pts.
67-100% = 3 pts.
1-5 3
What is the percent increase in
the number of litter pickup and
waste disposal events?
0-33% = 1 pt.
34-66% = 2 pts.
67-100% = 3 pts.
Attachment K2. Project’s Outcomes Assessment Form
8
Section 2: Answer 2 questions below.
Program Goal or Objective ID #
Max.
Poss.
Pts.
Project’s Outcomes Questions Point Guidance Applicant Response Applicant's Self Score
To enhance, rehabilitate,
restore, or install
measures to beautify and
improve public spaces.
2-1 4 By what percentage will the project
site be beautified or improved?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
2-2 4
B
y what percentage do the
improvements increase the number
and/or diversity of viable uses in the
project site?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
2-3 5
By what percentage do the
improvements increase access to
the project site?
0-20% = 1 pt.
21-40% = 2 pts.
41-60% = 3 pts.
61-80% = 4 pts.
81-100% = 5 pts.
2-4 4
B
y what percentage will the quantity
of human scale, energy conserving
lighting be increased?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
2-5 4
W
hat percentage of project site will
be improved with anti-graffiti/anti-
vandalism solutions?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
2-6 4 W ill visual art pieces be added to the
project site?
2 or more = 4 pts.
1 = 3 pts.
2-7 4
What is the percentage increase in
educational programs informing the
community how to do sanctioned
public artwork (as opposed to
vandalism/graffiti)?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
Attachment K2. Project’s Outcomes Assessment Form
9
Section 3: Answer 2 questions below.
Program Goal or Objective ID #
Max.
Poss.
Pts.
Project’s Outcomes Questions Point Guidance Applicant
Response
Applicant's
Self Score
To enhance public health,
cultural connection, and
community placemaking by
improving public spaces for
walking and recreation
3-1 4
Will the project create or
enable a critical connection to
daily life destinations such as
school, medical care, jobs, or
groceries via walking, biking, or
transit?
Yes = 4 pts.
Somewhat = 2 pts.
No or N/A = 0 pts.
3-2 4 W
ill the project improve a
walking or biking route?
Yes = 4 pts.
Somewhat = 2 pts.
No or N/A = 0 pts.
3-3 4
Will the project improve or
rehabilitate an existing public
recreation space?
Yes = 4 pts.
Somewhat = 2 pts.
No or NA = 0 pts.
3-4 4
Will the project add new
recreation space to the
community?
Yes = 4 pts.
Somewhat = 2 pts.
No or NA = 0 pts.
3-5 4
B
y what percentage will the
project site(s) be improved for
walking or recreation?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
3-6 4
Will the improved project site
incorporate features or
elements that connect it to the
culture or history of the
surrounding community?
Definitely = 4 pts.
Sufficiently = 3 pts.
Somewhat = 2 pts.
A little = 1 pt.
Not at all = 0 pts.
Attachment K2. Project’s Outcomes Assessment Form
10
Program Goal or Objective ID #
4-1
Max.
Poss.
Pts.
4 Section 4: Answer 2 questions below.
Project’s Outcomes Questions Point Guidance
What percentage of census
tracts within a 1/4 mile of the
project site qualify as
underserved?
> 51% = 4 pts.
40 -50% = 3 pts.
20 -39% = 2 pts.
< 2
0% = 1 pts.
> 5
1% = 4 pts.
40 -50% = 3 pts.
20 -39% = 2 pts.
A
pplicant
Response
Applicant's
Self Score
Advance equity for
underserved communities.
4-2
4 -3
4-4
4 4
4 W
hat percentage of transit
routes within a 1/2 mile of the
project site reach an
underserved community?
Will the project create or
improve access to a key
connection across a major
physical barrier in an
underserved community?
Will the improved project site
function for people with
disabilities or special needs?
< 20% = 1 pts.
Yes
= 4 pts.
Somewhat = 2 pts.
No or N/A = 0 pts.
Yes = 4 pts.
Somewhat = 2 pts.
No or N/A = 0 pts.
Attachment K2. Project’s Outcomes Assessment Form
11
5-1 4
What is the anticipated
decrease in impervious surfaces
at the project site?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
5-2 4
What will be the percent
increase in native, drought
tolerant plantings?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
5-3 4
What is the anticipated percent
increase of shade measured at
the noon hour?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4pts.
5-4 4 What is the anticipated increase
of greening or tree canopy?
0-25% = 1 pt.
26-50% = 2 pts.
51-75% = 3 pts.
76-100% = 4 pts.
Program Goal or Objective
Greening to provide shade,
reduce urban island effect,
and use native, low-water
plants.
Section 5: Answer 2 questions below.
Max.
ID # Poss. Project’s Outcomes Question Point Guidance
Pts.
Applicant Applicant's
Response Self Score
Attachment K2. Project’s Outcomes Assessment Form
12 Total of Scores from Sections 1 to 5:
Project Outcomes
(Max Possible is 40)
Clean California Local Grant Program Fact Sheet
Project Title:
Project Sponsor:
Primary Contact:
Name Title Organization Email Phone
Project Location(s)
Assembly
District
Senate
District
Congressional
District
Caltrans
District
County/Counties City/Cities Route(s)
Project Scope
Briefly describe the project. Provide basic details about project type, purpose and need, etc.
Limit to 95 words.
Project Cost
Total Project Cost: Total CCLGP Request:
Project Schedule
Project Start Date Project End Date
Project Benefits
Briefly describe the project outcomes/outputs, including any benefits to underserved communities. Limit to 95 words.
Date: (1)
Implementing Agency Name: (2)
Project Title: (3)
Click the links below
to navigate to
"Task Details" tabs:
Task Total CCLGP $ Total Cost $
Task "A" $554,272 $554,272
Task "B" $682,400 $682,400
Task "C" $513,344 $513,344
Task "D" $315,000 $315,000
Task "E" $527,500 $527,500
Task "F" $771,220 $771,220
Task "G" $192,400 $192,400
Task "H" $250,000 $250,000
Task "I" $0 $0
Task "J" $0 $0
Total for all Tasks $3,806,136 $3,806,136
Non-Infrastructure Cost Proposal Work Plan Estimates
For Department use only
You will not be able to fill in the following items. Items will auto-populate once you've entered all "Task" tabs that apply:
Project Description: (4)
Fill in the following items:
Enter information in each Task Tab, as it applies (Task A, Task B, Task C, Task D, etc.) City of Richmond will partner with the Richmond Main Street Project (RMSI), COBIZ, BART, Amtrak, and AC Transit to transform and activate this area into a safe and attractive neighborhood.
1-Feb-22
Richmond Intermodal Center Neighborhood Transformation
Cleanup and Abatement
Enhanced Landscaping
Weekly Events and Performances
City of Richmond, Office of the Mayor
Enter the Task Name from Each
Itemized Task
Task Summary:
Task Name
Extend Life of Visitor Center
Hazard Abatement and Ped Safety
Security
Marketing and Branding
Expand Internet Access
ATP V.11 (04/27/2018)
A.1 PROJECT LOCATION AND DESCRIPTION
The project is located at the Richmond Transit Hub, a regional multimodal facility that combines BART, AMTRAK/Capitol Corridor, AC Transit Bus Service and Bikeshare as well as access to Taxis, Lyft and Uber and a new on-demand shuttle service.
The City of Richmond will partner with the Richmond Main Street Project (RMSI), Urban Tilth, COBIZ, BART, Amtrak, and AC Transit to transform and activate this area into a safe and attractive neighborhood that can reach its full potential as a regional transportation hub. Improvements will include landscaping, Internet access, wayfinding, lighting and security improvements as well as indoor and outdoor activities such as music, markets and art that activate public spaces and attract people for activities other than just transportation. Comingled responsibilities of multiple public agencies ha ve made both maintenance and improvements historically difficult and therefore substandard, with much falling between the cracks, but a goal of this project is better coordination and cooperation.
The Richmond Intermodal Transportation Station is the only location in the San Francisco Bay Area that combines access to BART, AMTRAK/Capitol Corridor and AC Transit. Bikeshare also available with connections to the Richmond Greenway/Ohlone Greenway and San Francisco Bay Trail. Pre- Covid, there were 8,000 boardings a day, making it the most pedestrian active place in Richmond.
On January 31, 2022, Richmond will launch Richmond Moves, the city’s first on-demand public shuttle service. Richmond Moves will expand access to efficient, equitable, and sustainable transportation in the Richmond community, particularly for neighborhoods that are underserved by other mobility options. This will provide a critical link to Richmond’s ferry terminal, only a mile away.
In the immediate neighborhood is COBIZ, a business incubator, several restaurants, retail stores and TODs, including hundreds of units of affordable housing, East Bay Center for Performing Arts and the Richmond Visitor Center. The location is connected to the Richmond Civic Center six blocks away by the Nevin Avenue Pedestrian Improvement Project. Unfortunately, the area is run down, poorly maintained, unattractive and suffers from both actual crime and a perception that it is unsafe. The purpose of this project is to improve landscaping, lighting, Internet access and wayfinding to make the area safer, more attractive and more usable.
Figure 1 - Richmond Shuttle destinations include the Richmond Transit Hub and the Richmond Ferry
Richmond BART
Station
Figure 2 - Yellow Brick Road Project links to the Richmond Transit Hub
Figure 3 - Richmond Visitor Center and Transit Hub
Richmond BART
Station
Figure 4 - Existing Bikeshare
A.2 DEMONSTRATED COMMUNITY NEED
• Goal 1. Reduce the Amount of Waste and Debris: Because of the number of people who pass through the project area (8,000 daily boardings pre-COVID), trash accumulation is constant. Reducing or eliminating the amount of trash is key to making the area more welcoming and attrac tive as well as safer.
Figure 5 - Waste and debris are currently the norm
• Goal 2. Beautify and Improve Public Space: Public landscaping in and around the Transit Plaza is sparse, and what is there is badly neglected. It is gray and drab. Additional trees, flowers and ground cover, properly maintained, is a critical part of this project. Use of drought tolerant native plants is preferred.
Figure 6 - Example of empty tree well
• Goal 3. Improving Public Spaces for Walking and Recreation: Sidewalks in the area are suffering from cracking and uplifts that pose a safety hazard. Street intersection do not comply with best practices for pedestrian safety. The Transit Plaza is covered with chewing gum that has accumulated for years makes it unattractive with an appearance of neglect. Graffiti is rampant. Wayfinding needs to be greatly improved.
•
Figure 7 - Pedestrian improvements are needed to make intersections safer and more accessible
• Goal 4. Advance Equity for Underserved Communities: The project is located in Richmond’s Iron Triangle, the City’s most underserved community with the highest poverty rate. It is largely a community of color and has been designated as an Opportunity Zone. This project will improve business opportunities and create jobs in the community and improve the quality of life for its resident s.
o The Iron Triangle is a historic neighborhood in the center of Richmond. Its one square mile was originally defined by three major railroad lines that formed a triangle around its border, hence
its name. Today, its southern boundary is the Richmond Greenway, a multi-use path that was constructed in the former Atchison-Topeka and Santa Fe Railroad corridor.
o The Neighborhood Has Good Bones: Historic and architecturally notable houses, a well -laid- out street grid with short, walkable blocks, and a major regional transit hub (Richmond is the only Bay Area city with a direct BART-to Amtrak connection). Demographics:
o According to the 2010 US Census, the Iron Triangle neighborhood was 60% Latino, 27% African-American, 5% Asian, 7% other. The Iron Triangle is a historic center for African Americans who came from the South to work in the Richmond shipyards and the recent population trend has been an increase in Latinos, including immigrants from Mexico and Central America
o Economics: Low-income and working poor; 50% of children live in poverty.
o Environment: The Chevron Richmond Refinery, Port of Richmond, Richmond Parkway, railroad lines, and industrial uses contribute to poor air quality, few trees or natural areas.
o Challenges: Unemployment, blight and decay, beleaguered and underfunded schools, little access to healthy foods, persistent health problems including asthma and obesity, high levels of violent crime, dangerous streets, and hopelessness.
A.3 PUBLIC ENGAGEMENT
• This project is consistent with the following General Plan goals and actions:
o Goal ED4: A Revitalized Downtown Promote Downtown and Macdonald Avenue as the heart of Richmond’s cultural and civic life by encouraging a blend of retail, office space and personal service establishments. Contribute to the Downtown’s vitality by providing safe, clean streets with signature urban design elements that announce entry into Central Richmond and higher density housing that is well served by transit. o Policy ED4.2 Safe and Walkable Streets Provide a safe and comfortable walking environment in the Downtown and along Macdonald Avenue. Encourage land uses, design guidelines, landscaping and infrastructure that supports active use of public areas. Higher level of use will contribute to more “eyes-on-the-street” that deters crime and supports economic activity
o Well-Maintained Properties Encourage owners to maintain their property in the Downtown and along the Macdonald Avenue and its surrounding residential neighborhoods. Improving the physical appearance of properties is a critical step towards attracting new residents, employers and visitors to Richmond.
o Arts and Cultural Resources Support arts resources in the Downtown and along Macdonald Avenue. The Richmond Art Center and East Bay Center for Performing Arts are prime assets for enhancing Richmond’s identity and image, and can help attract visitors and community members to Downtown Richmond
o Action ED4.A Macdonald Avenue Economic Revitalization Plan Continue to update and implement the Macdonald Avenue Economic Revitalization Plan. The Plan calls for new development along Macdonald Avenue’s eastern end to concentrate activity around the rebuilt Macdonald Avenue/Interstate 80 Regional Shopping Center by taking advantage of the site’s access to Interstate 80. The central part of Macdonald Avenue is envisioned as a higher-density activity node, focused around the BART/Amtrak station with new multi- family housing and more local-serving retail in a mixed-use format. o Action ED4.B Richmond Main Street Initiative Regularly review and update the Main Street Initiative program. Successful Main Street programs require a pro-active, hands-on approach to working with merchants, improving communications between stakeholders, marketing the neighborhood, leveraging resources for physical improvements and services and building a sense of community among tenants and property owners. As the Macdonald Avenue Economic Revitalization Plan gains momentum and the Civic Center Master Plan is completed, the Main Street Initiative will further extend these revitalization efforts. o Action ED4.C Cultural District Designation Explore the potential for defining focal areas or districts in the Downtown and along Macdonald Avenue as cultural, historic and/ or arts- related activity hubs. Promoting areas of the City where there is a concentration of arts, historic and culture-related activities, sites, installations and/or institutions can provide benefits such as: increasing visibility of revitalization efforts by concentrating energy into catalytic nodes; promoting historic and cultural awareness and preservation; and serving as a marketing tool for increasing cultural tourism, business activity, visitors and residents to Richmond. In the case of arts districts, designating focal areas could also serve as a springboard for enticing people to live and work in the area. Ideally, districts or zones should
be walkable areas that may include galleries; live-work studios; arts-related retail; and entertainment and performance facilities; and/or historic features. o Policy ED1.1 Safe, Well-Maintained Neighborhoods and Public Spaces Reduce crime and violence and maintain safe and clean neighborhoods and public spaces. Poorly maintained and underutilized streets and property can detract from Richmond’s image as a viable place to live and do business. Assertive code enforcement by the City will help ensure that Richmond’s neighborhoods are safe and retain their value. o Policy ED1.2 High Quality Infrastructure and Public Services Provide a range of high quality infrastructure and public services for residents and visitors. Adequate and well-maintained infrastructure such as streets, freeways and utilities are essential for improving the quality of life for residents and attracting businesses to locate in Richmond. Public amenities such as schools, libraries, parks, emergency and public safety services and public transit add to the attractiveness of a community.
o Policy ED2.3 A Range of Retail Opportunities Promote a range of retail options including regional, neighborhood-serving and street-front retail and grocery stores in mixed-use settings. A broad mix of stores offers opportunities for residents to shop locally and for visitors to spend dollars in Richmond, solidifying the City’s sales tax base. o Policy ED2.5 Local Small Businesses Promote and support locally owned and cooperative enterprises and businesses, particularly along major corridors, to maximize economic and community benefits for Richmond residents. Local businesses build equity and stabilize the community.
o Action ED2.B Marketing Campaign Collaborate with community members, businesses and major employers to highlight Richmond’s arts and cultural resources. Target markets should include new residents, recreational visitors, and potential new businesses. The campaign should also advertise development opportunities throughout the City to bring new housing and commercial development to Richmond.
• This project was planned through a series of meetings over three years that incl uded:
o The Richmond Mayor’s Office
o Richmond Public Works
o Richmond Code Enforcement
o Richmond Police Department
o Richmond Main Street Initiative (key link to the community) o BART
o AC Transit
o Amtrak
A.4 PROJECT DELIVERABILITY
• No permits or environmental review are required because this is not a capital project. It is a series of programmatic, small improvement and maintenance efforts designed to substantially upgrade the appearance, attractiveness and safety of a major regional transportation hub.
A.5 ADVANCE PAYMENT
There is no advance payment required. The City of Richmond will front initial expenditures and apply for reimbursement.
A.6 MARKETING PLAN
• Marketing will be a joint effort of the stakeholders, including Richmond Main Street Initiative (RMSI), The mayor’s Office, BART, AC Transit and Amtrak. The application includes funding for a Marketing and Branding Plan.
Figure 8 - We attempted to attract more public use post-COVID, but COVOID Omicron came back, and the same deficiencies that have plagued this area still exist
Figure 9 - The Richmond main Street Initiative, a Business Improvement District, moved into the Richmond Visitor Center for better visibility to the public
A.7 MAINTENANCE PLAN
Ongoing maintenance of physical improvements will be by the agencies that own the property on w hich they are located, including primarily City of Richmond, BART and AMTRAK.
Artwork is maintained through Richmond’s Public Arts Program, supported by fees on development.
In addition to the City of Richmond Public Works Department, RMSI provides trash pickup and abatement