Richmond City Council
April 26, 2022

General Conditions/EJ/TE 01-19-11 11 of 13

29. Third Parties. Nothing herein shall be interpreted as creating any rights or benefits in any third parties. For purposes hereof, transferees or assignees as permitted under this Contract shall not be considered "third parties."

30. Governing Law. This Contract shall be construed in accordance with the law of the State of California without regard to principles of conflicts of law.

This Contract is made in Contra Costa County, California, and any action relating to this Contract shall be instituted and prosecuted in the courts of Contra Costa County, California.

31. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Contract will be purchased or renewed by the City under a new contract following expiration or termination of this Contract, and waives all rights or claims to notice or hearing respecting any failure by City to continue the purchase of all or any failure to continue purchase of all or any such services from Contractor.

32. Claims. Any claim by Contractor against City hereunder shall be subject to Government Code §§ 800 et seq. The claims presentation provisions of said Act are hereby modified such that the presentation of all claims hereunder to the City shall be waived if not made within six months after accrual of the cause of action.

33. Interpretation. This Contract shall be interpreted as if drafted by both parties.

34. Warranty. In the event that any product shall be provided to the City as part of this Contract, Contractor warrants as follows: Contractor possesses good title to the product and the right to transfer the product to City; the product shall be delivered to the City free from any security interest or other lien; the product meets any specifications contained herein; the product shall be free from material defects in materials and workmanship under normal use for a period of one (1) year from the date of delivery; and the product shall be fit for its intended purpose(s). Notwithstanding the foregoing, consumable and maintenance items (such as light bulbs and batteries) shall be warranted for a period of one hundred and eighty (180) days from the date of delivery. All repairs during the warranty period shall be promptly performed by Contractor, at Contractor's expense, including shipping.

35. Severability. In the event that any of the provisions or portions or applications thereof of this Contract are held to be unenforceable or invalid by any court of competent jurisdiction, City and Contractor shall negotiate an equitable adjustment in the provisions of the Contract with a view

General Conditions/EJ/TE 01-19-11 12 of 13

toward effecting the purpose of this Contract, and the validity and enforceability of the remaining provisions or portions or applications thereof, shall not be affected thereby.

36. Authority. City warrants and represents that the signatory hereto (the Mayor of the City of Richmond or the City Manager) is duly authorized to enter into and execute this Contract on behalf of City. The party signing on behalf of Contractor warrants and represents that he or she is duly authorized to enter into and execute this Contract on behalf of Contractor, and shall be personally liable to City if he or she is not duly authorized to enter into and execute this Contract on behalf of Contractor.

37. Waiver. The waiver by City of any breach of any term or provision of this Contract shall not be construed as a waiver of any subsequent breach.

Inspections or approvals, or statements by any officer, agent or employee of the City relating to the Contractor’s performance, or payments therefore, or any combination of these acts, shall not relieve the Contractor’s obligation to fulfill this Contract as prescribed; nor shall the City be thereby stopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract.

38. Possessory Interest. If this Contract results in the Contractor having possession of, claim to or right to the possession of land or improvements, but does not vest ownership of the land or improvements in the same person, or if this Contract results in the placement of taxable improvements on tax exempt land (Revenue and Taxation Code 107), such interest or improvements may represent a possessory interest subject to property tax, and Contractor may be subject to the payment of property taxes levied on such interest.

39. Performance and Final Acceptance.

Contractor represents that it is experienced, qualified, registered, licensed, equipped, organized and financed to perform the services under this Contract.

Contractor shall perform the services under this Contract with that degree of skill and judgment normally exercised by professional firms performing services of a similar nature in the State of California, and shall be responsible for the professional quality, technical accuracy and coordination of the services it performs under this Contract. In addition to the other rights and remedies which City may have, Contractor shall, at its own expense, correct any services which fail to meet the above standard.

General Conditions/EJ/TE 01-19-11 13 of 13

City shall provide Contractor an opportunity to cure errors and omission which may be disclosed during the review of submittals, with no increase in the authorized Contract Payment Limit. Should Contractor fail to make necessary corrections in a timely manner, such corrections shall be made by the City and the cost thereof shall be charged to Contractor.

If warranted, City shall determine, and Contractor may request such determination, that Contractor has satisfactorily completed performance of this Contract. Upon such determination, City shall issue to Contractor a written Notice of Final Acceptance, after which Contractor shall not incur further costs under this Contract. Contractor shall respond to such Notice of Final Acceptance by executing and submitting to City a Release and Certificate of Final Payment.

40. Survival
. The rights and obligations of the parties which by their nature survive termination or completion of the services covered by this Contract shall remain in full force and effect after termination or completion.

For the Contract between the City of
Richmond and

EXHIBIT E

SPECIAL CONDITIONS

The General Conditions are hereby amended to include the following modifications and/or provisions (if applicable):

For the Contract between the City of
Richmond and

EXHIBIT F

INSURANCE PROVISIONS

During the entire term of this Contract and any extension or modification thereof, the CONTRACTOR shall keep in effect insurance policies meeting the insurance requirements specified in the insurance provisions which are attached hereto and incorporated herein by this reference.

April 26, 2022

Human Resources

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Anil Comelo, Interim Deputy City Manager

Subject:

Compensation Adjustment for the City Clerk
FINANCIAL IMPACT: The compensation adjustment will increase the City Clerk’s base salary by approximately $14,641.44
annually (for an estimated total compensation of
$238,895.24) and can be absorbed in the budget of the
City Clerk’s Department (Clerk’s budget - Funding
Source: 01141013-400054).

PREVIOUS COUNCIL
ACTION:

The City Council met in Closed Session on April 5, 2022, to review the parameters regarding a potential
compensation adjustment for the City Clerk.

STATEMENT OF THE
ISSUE:

Approval by the City Council in open session is required to authorize a compensation adjustment for the City
Clerk.

RECOMMENDED ACTION:

APPROVE a salary adjustment for the City Clerk
effective March 1, 2022, from $12,201.20/month to
$13,421.32/month (a 10 percent increase) – Human
Resources Department (Anil Comelo 510-620-6600).

DISCUSSION:

On Tuesday, April 5, 2022, the City Council received a report on the accomplishments, future goals, and compensation of the City Clerk. The City Council also reviewed compensation related data from peer agencies including the following:

AGENDA
REPORT

April 26, 2022

After considering the performance during the last year, as well as peer compensation data, City Council directed City Staff to add its recommendation for a salary adjustment of ten (10) percent for the City Clerk to the consent calendar so that an oral summary of the recommendation and a final decision by City Council can be made.

The compensation adjustment will be retroactive to March 1, 2022, and will increase the City Clerk’s base salary from $12,201.20/month to $13,421.32/month (a 10 percent increase), for a total of $161,055.84/year. The compensation adjustment is within the currently approved salary range for the position of City Clerk.

Total compensation for the City Clerk, including base salary and dollar-cost benefits is approximately $238,895.24 annually, as follows:

Compensation Components Amount
Base Salary $161,055.84
Car Allowance $4,200.00
Benefits Package (medical, dental, vision, etc.) $29,042.40 CalPERS (Normal Cost + Unfunded Liability) $44,597.00
Total Estimated Annual Compensation $238,895.24

DOCUMENTS ATTACHED:

None

CITY TOP STEP ANNUAL SALARY
Berkeley $222,688
Oakland $206,465
Alameda $203,599
Fremont $165,130
Walnut Creek $162,685
San Ramon $156,154
Napa $156,599
San Leandro $152,208
Concord $151,886
Hayward $140,826
Vallejo $142,960
Peer Average $169,200
Peer Median $156,599
Richmond $172,368

April 26, 2022

Finance Department

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Shasa Curl, City Manager
Anil Camelo, Interim Deputy City Manager
Delmy Cuellar, Acting Director of Finance
Mubeen Qader, Budget Administrator

Subject:

Budget Presentations
FINANCIAL IMPACT: There is no financial impact for receiving department presentations.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

City staff from the various City departments will provide an overview of their programs, staffing, and Fiscal Year 2022-2023 proposed Budget
RECOMMENDED ACTION:

RECEIVE budget presentation from City Attorney, City
Clerk, City Manager, and Economic Development
Departments – Finance Department (Delmy
Cuellar/Mubeen Qader 510-412-2077).

DISCUSSION:

City staff is working with all departments to develop a balanced budget for the Fiscal Year 2022-2023 and to begin budget presentations. A draft budget is planned to be AGENDA
REPORT

April 26, 2022
presented to the City Council on May 3, 2022. Each department will describe the services they provide, what they have accomplished, plans for next fiscal year, staffing levels, and proposed draft budgets.

The proposed order of the presentations is as follows:

April 19, 2022, Internal Services (Human Resources, Finance, Information Technology)

April 26, 2022, City Attorney
City Clerk
City Manager
Economic Development (Arts & Culture, Business Development, Environmental & Health Initiatives, Port, Real Estate, Richmond Housing Authority, Department of Children and Youth)

May 3, 2022, City Council
Mayor
Public Works (Building Maintenance, Engineering & Capital Improvement Projects, Fleet, Maintenance & Abatement, Parks Maintenance Water Resource Recovery)

May 17, 2022, Community Services (Children and Youth, Employment & Training, Environmental and Community Investment Agreement Grant
Administration, Library, Office of Neighborhood Safety, Recreation, Transportation)
Community Development (Building, Code Enforcement, Housing Policy, Planning, Successor Agency to the former Redevelopment Agency)

May 24, 2022, Police (Administration, Traffic, Investigations, Patrol) Fire (Administration and Support, Emergency Services, Fire Prevention, Training)

In case any updates are made to this agenda item or any attachments, please visit the City’s website at https://www.ci.richmond.ca.us/1427/Presentations for the most up-to- date budget information and presentations.

In case any updates are made to this agenda item or any attachments, please visit the City’s website at https://www.ci.richmond.ca.us/1427/Presentations for the most up-to- date budget information and presentations.

April 26, 2022
NEXT STEPS:

The City staff will return on May 3 with the department presentations listed above and a proposed draft Fiscal Year 2022-2023 Budget. The departmental presentations will continue throughout May and the City staff will bring budget updates as needed.

DOCUMENTS ATTACHED:

Attachment 1 – Budget Presentation (City Attorney, City Clerk, City Manager, and Economic Development)

April 26th Budget
City Attorney, City Clerk, City Manager
Economic Development (Arts & Culture,
Business Development, Environmental
& Health Initiatives, Port, Real Estate,
Richmond Housing Authority,
Department of Children and Youth)

CITY ATTORNEY’S
OFFICE
FY 2022-23 Draft Budget Presentation
April 26, 2022
2 INSERT AN IMAGE

WHAT WE DO
• Legal Services
• Provide timely and high-quality legal services
to assist City officials and departments in
performing their critically important public
functions on behalf of Richmond’s diverse
community
• Advisory Services
• Advises the City Council, City Departments,
Boards & Commissions, Housing Authority,
Municipal Sewer Operations, Port and
Successor Agency
• Operational Services
• Renders Legal Opinions, Contract Review,
Litigation Management, Ordinance &
Resolution, Real Property & Labor
Negotiations, and representation of the City in
Judicial and Administrative Proceedings
3Page 246 of 387
WHAT WE DID IN FY 2021-22
• Developed emergency-related ordinances, and drafted COVID policies and procedures
• Managed litigation against the City in state and federal courts • Collaborated with the City Clerk’s Office, Police Department and other City departments to improve the City’s process for responding to the growing number of Public Records Acts requests, including requests for police records under SB 1421
• Negotiated, multi-year labor MOUs with four bargaining units • Supported City Clerk’s Office with the successful implementation of District-based voting
• Worked effectively to transition leadership of City Attorney department • Developed contract for new City Manager
• Supported City commissions dealing with important City functions such as grievances, personnel, reimagine police and similar matters 4Page 247 of 387

WHAT WE PLAN TO DO IN FY
2022-23
• Provide solution-oriented, timely and effective legal services to implement policies of the City Council
• Streamline the City’s process for responding to the
growing numbers of Public Records Act requests
• Evaluate outside counsel services as to cost and
effectiveness and determine appropriate blend of
outside and in-house services
• Conduct a cost-benefit analysis of handling certain types of routine litigation matters in-house, and develop
resources to handle such cases
• Provide training opportunities for City Staff and officials, including commissioners
• Conduct top to bottom review of City Attorney
operations as to how to improve service delivery
• Review contract process and contract forms
5Page 248 of 387
Major Projects
City Attorney’s Office has played leadership role with major projects:

Point Molate – Monitor ongoing lawsuits and joint reports to court; develop CFD financing and hearing process; prepare for closing amongst competing entities Terminal 1 – Develop proforma; nondisclosure agreement; negotiations SWAPS - City has $160M to refinance and $30M swaps termination payment coming due and engaged CRA to evaluate and finance team to determine program and engage team of underwriters, bond counsel, disclosure counsel to significantly improve City’s financial position Encroachment Ordinance – Developed Encroachment Ordinance, merging antiquated provisions of code and created private license agreement process
COVID Response - Developed emergency-related ordinances, and drafted and implemented COVID policies and procedures
Litigation Management – Managed litigation with an eye toward early resolution and reduction in outside counsel expenses
6Page 249 of 387
7 CITY ATTORNEY - WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Admin Services Analyst 1 1
Assistant City Attorney 2 2
Chief Assistant City Attorney 1 1
City Attorney 1 1
Office Specialist 1 1
Senior Assistant Attorney 3 3
Supervising Office Assistant 1 1
Total Full-Time Equivalent
(FTEs) 10 10Page 250 of 387
8 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Other Revenue 60 0
Total Revenue 60 0
Expenditures Salaries & Wages 1,262,891 1,305,759
Benefits 651,957 741,475
Professional & Admin 1,098,450 601,435
Other Operating 21,500 24,750
Equipment & Contract
Services 1,250 4,075
Cost Pool 76,143 162,279
A87 Cost Plan Reimburse (232,373) (443,294)
Total Expenditures 2,879,818 2,396,479
Net Impact (2,879,758) (2,396,479)

CITY ATTORNEY
WHAT WE PLAN TO DO IN FY 2022-23

CITY CLERK’S OFFICE
FY 2022-23 Budget Presentation
April, 26, 2022
9

WHAT WE DO
• Accepts and immediately processes the following documents upon receipt: public records requests, claims against the City, subpoenas, and boards and commissions applications for
appointment and reappointment.
• Election Official – redistricting, and election administration • Responsible for updating and maintaining city ordinances and codes; providing access to legislative meeting information, receive statements of economic interest, campaign and other financial disclosure related filings.
• Responsible for staffing City Council meetings,
agenda/package preparation, distribution, and publishing. 10Page 253 of 387
WHAT WE DID IN FY 2021-22
• Agenda Management and Voting System: Transitioned from SIRE to Escribe new agenda management system by December 31, 2021; redesigned the agenda; improved the staff reports; and the publics ability to comment and view public comments in real time on agenda items during the Council meeting through eComment.
• Boards and Commissions: Completed a uniformed Board and Commission Processing Manual and it was adopted by the City Council on April 27, 2021.

The handbook is subject to change/modification for clarification; latest modification March 1, 2022. A copy of the latest manual may be found at:
http://www.ci.richmond.ca.us/256/Boards-and-Commissions • DocuSign: Launched on July 9, 2021, electronic signing of contracts. • Public Records Request: Finalized a policy and procedures for public records request process and took full responsibility for administration effective June 7, 2021.
• Redistricting: Contracted with NDC to assist with the redistricting process.

Held five public hearings and the Clerk’s Office hosted four additional public workshops for redistricting. Map 201 was adopted by City Council April 5, 2022.
11Page 254 of 387

WHAT WE PLAN TO DO IN FY
2022-23
• DocuSign: To launched electronic signing of resolutions, ordinances, and minutes.
• Elections: Prepare for the November 8, 2022, general election. This requires producing up to date forms and information regarding election laws, procedures to run for office, updating the website, etc. • Escribe: To complete the full migration of City Council documents and videos to Escribe by June 2022.
• Public Records Request: Due to the numerous requests received on a daily basis, in collaboration with IT/City Attorney’s Office, we will purchase records management software. A management software will give the Clerk’s Office a boost on compliance regulations and to improve our management and response efforts.
• Passport Program: Restart Passport services in approximately July 2022 - by appointment only. All City Clerk’s Office staffare passport acceptance agents and continue the required annual certification process and receive updates to new rules and regulations to immediately restart this program when it is safe.
• Offer translated City Council agendas
12Page 255 of 387
13 CITY CLERK - WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
City Clerk 1.0 1.0
City Clerk Technician 1.0 1.0
Deputy City Clerk 2.0 2.0
Total Full-Time Equivalent (FTEs) 4.0 4.0

14 CITY CLERK-WHAT WE PROPOSE
(FY 2022-23 BUDGET)
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 600 600
Charges for Services 3,000
Other Revenue 155
Grants
Total Revenue 755 3,600
Expenditures Salaries & Wages 444,369 430,760
Benefits 278,754 325,830
Professional & Admin 306,200 334,100
Other Operating 21,800 20,300
Utilities 1,500
Equipment & Contract Services
Cost Pool 21,190 49,638
Asset Capital Outlay
A87 Cost Plan Reimb -121,090 -112,517
Total Expenditures 952,723 1,048,111
Net Impact (951,968) (1,044,511)

City Manager’s
Office
Office of the City Manager
Economic Development
FY 2022-23 Budget
Presentation
April 26, 2022

City Manager’s Office
16 City Manager's
Office
Administration
Special
Projects
Richmond
Department of
Children and Youth

WHAT WE DO – CITY MANAGER
 Implement City Council directives and
communicate regularly to the City Council
through weekly reports and regular check-ins.
 Collaborate with City departments to develop
and implement financial plans and balanced
budgets, and determine effective methods to
increase revenue generation.
 Establish relationships with private and public
industries, by active collaborations across
other municipalities, governmental agencies,
private entities, and local and regional
community organizations.
17 City Manager's
Office

WHAT WE DID IN FY 2021-22

CITY MANAGER
18  Expansion of “I Heart Richmond” and established an interdepartmental collaboration to ensure city-wide
clean-ups and beautification efforts
 Prioritization of filling vacancies organization-wide  Established an interdepartmental team for the
successful implementation of Measure U gross
receipts business tax
City Manager's
Office

WHAT WE PLAN TO DO IN FY 2022-23 CITY

MANAGER
19  Continue collaborations with internal and external partners to clean- up and beautify the City
 Focus on revenue collection
 Continue to support retention and recruitment of City staff  Develop and Implement Special Projects:
 Municipal Identification Card program
 American Rescue Plan Act
 Fiscal Sustainability Plan
 Environmental and Community Investment Agreement
City Manager's
Office

WHO WE ARE (STAFF) – CITY MANAGER
20 City Manager's
Office
Positions FY21-22
Mid-Year
FY22-23
Proposed
City Manager 1 1
Executive Assistant to the City Manager 1 1
Executive Secretary 1 0
Total Full-Time Equivalent (FTEs) 3 2

WHAT WE PROPOSE (BUDGET) –

CITY MANAGER
21 City Manager's
Office
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Expenditures Salaries & Wages 554,300 359,976
Benefits 330,229 214,743
Professional & Admin 122,250 124,750
Other Operating 10,700 9,200
Utilities 1,000 0
Equipment & Contract
Services 200 200
Cost Pool 100,038 83,502
A87 Cost Plan
Reimburse -258,011 -287,246
Total Expenditures 860,706 505,125

WHAT WE DO – ARTS & CULTURE
22  Support non-profit art organizations and local
artists by collaborating with City departments, outside governmental entities, community-based
organizations, foundations, and residents
 Administer the 1 Percent for Public
Art for development and improvement projects
 Implement additional arts and culture programs
such as the Neighborhood Public Art Mini-Grants and
activities of Richmond Poet Laureate
 Support the Richmond Arts and Culture Commission
and Public Art Advisory Committee with staffing and
support
Nevin Terrace, Jeff Carnie
Ookwe Park, Masayuki Nagase
Economic
Development

WHAT WE DID IN FY 2021-22 ARTS & CULTURE
23  $81,000 awarded in Neighborhood Public Art Mini
Grants to 13 Projects that require community
engagement
 $39,020 awarded in COVID-19 Relief Grants to 6
non-profits
 $717,000 collected in 1% public art developer fees
 City of Richmond Artist database created
 Public Art Program and Ordinance
created
 Collaborations with Richmond art
organizations
 National feature on ABC 7's
Localish segment for Ookwe Park
 68 survey submissions collected for
feedback on public art
Changing Tide by Jeffrey Reed and Jennifer
Madden
Economic
Development

WHAT WE PLAN TO DO IN FY 2022-23 ARTS & CULTURE
24  Develop and maintain public art inventory, asset management, and art condition reports
 Work with Richmond Neighborhood Coordinating Council to solicit neighborhoods that want a $100,000 artwork commissioned with a focus on underserved communities and neighborhoods
 Restore damaged art and murals, including the Judy Baca mural panels (Richmond Senior Center) and two John Wehrle murals
*Artwork shown is from students
at Washington School that will be
transformed into banners through
the COVID-19 Relief Grant
Economic
Development

WHAT WE DO – ECONOMIC DEVELOPMENT
25  Collaborate with businesses and
organizations located within the
City's major thoroughfares on
business assistance needs and
development of marketing
strategies
 Partner with the Economic
Development Commission and
community stakeholder groups to
develop and refine economic
development strategies, policies,
and activities within the Richmond
Community
 Assist businesses in connecting to
resources, relocating existing
operations, connecting to
workforce development, and
facilitating business-to-business
transactions
Economic
Development

WHAT WE DID IN FY 2021-22 ECONOMIC

DEVELOPMENT
26  Received a $75,000 grant to complete the
Equity Assessment and adopt a resolution
 Applied and received a $1.3 million grant
for the Cannabis Equity Program
 Transferred the Revolving Loan Fund from
the City of Richmond to Community First
Lending
 Established an Economic Development
Working Group
 Hosted 10+ community outreach events
promoting community engagement
 Completed an Economic Development
Action Plan for Local Business Recovery
and Retention
Economic
Development

WHAT WE PLAN TO DO IN FY 2022-23 ECONOMIC

DEVELOPMENT
27  Implement Measure U
 Economic Development Action Plan
 Adopt Richmond Business Development Strategy Plan
 Adopt Richmond Business Recovery Action Plan
 Implement a Richmond Specific Buy-Local Campaign with the Economic Development Working Group including; branding, marketing, creation of swag, and hosting events
 Support the Renewal of Downtown Richmond Property and Business Improvement District – Richmond Main Street Initiative
Economic
Development

28 WHAT WE DO – ENVIRONMENTAL

AND HEALTH INITIATIVES
 Implement and monitor the Climate Action
Plan to improve environmental quality and reduce
GHG emissions
 Implement Health in All Policies (HiAP) to
improve health equity
 Manage solid waste and recycling agreements and
compliance with State recycling mandates.
 Support city-wide and regional initiatives to
address blight and beautify the City such as the “I
Heart Richmond” campaign
Economic
Development

29 WHAT WE DID IN FY 2021-22

ENVIRONMENTAL AND HEALTH
INITIATIVES (PT 1)
 Adoption of a Natural Gas Ban Ordinance for
new developments in collaboration with the Community
Development Department
 Amended Richmond Municipal Code 9.20 for compliance
with California Senate Bill 1383
 Awarded Department of Energy Community LEAP Technical Assistance
 Awarded Caltrans' Clean CA grant for $5 million through an interdepartmental partnership with Community
Development, Community Services, & Public Works
 Hosted two Community Litter Clean-ups in partnership
with the I Heart Richmond interdepartmental team
Economic
Development

30 WHAT WE DID IN FY 2021-22

ENVIRONMENTAL AND HEALTH
INITIATIVES (PT 2)
 Hosted a Community Air Workshop in partnership
with Groundwork Richmond and Ramboll.
 38 solar systems, 9 roof repairs, and 6 Electrical Panel Upgrades installed on low-income Richmond homes at no
cost.
 Awarded contract with Appraccel LLC to develop a Green and Blue Workforce Development Plan with inclusion of
the Just Transition framework.
 46 trash and recycling Bigbelly stations installed in Richmond.
 Continued support for COVID-19 Vaccine and Testing
efforts.

Economic
Development

31 WHAT WE PLAN TO DO IN FY 2022-23 ENVIRONMENTAL

AND HEALTH INITIATIVES
 Begin update to the Climate Action Plan (CAP)
 Continue to implement “I Heart Richmond” campaign
 Continue to implement California Senate Bill1383
 Begin drafting the Green-Blue New Deal Workforce Plan  Development plan with Just Transition framework
 Apply for the Transformative Climate Communities Grant Economic
Development

32 WHAT WE DO – REAL ESTATE & PORT
 Manage City-owned sites and leases
 Coordinate with private developers to encourage
the development in Priority Development Areas
 Maintain facilities and ongoing
maintenance including dredging and paving to
comply with regular Port maintenance
 Ensure compliance with federal and state agencies
such as San Francisco Bay Conservation &
Development Commission (BCDC)
 Coordinate Regulatory, Tariff, and Safety
Compliance
Economic
Development

33 WHAT WE DID IN FY 2021-22 –

REAL ESTATE & PORT
 Executed a lease with
Northland Nautical Foundation
 Established $150,000 in
revenue by finalizing lease
agreement with Alcatraz Cruise
 Finalized master lease with
Terminal 3 Partners
 Centralized 39 City,
Redevelopment, and Port leases
to streamline access and
administration
 Created a rent roll for all City
properties
 193-unit North of Marina
groundbreaking
Economic
Development

34 WHAT WE PLAN TO DO IN FY 2022-23 – REAL ESTATE &
PORT
 Manage City leases, including Port and
City-owned sites
 Establish internal processes to ensure
maximum financial benefits and comply
with governmental mandates
 Find opportunities to increase Port
revenue with our existing resources
 Create a Port marketing plan
 Develop an efficient online lay berth form
to help increase revenue
 Reduce health risks from the operations at
the Port of Richmond since the adoption
of the Port of Richmond Clean Air Action
Plan
Economic
Development

35 WHO WE ARE (STAFF) – ECONOMIC DEVELOPMENT
Economic
Development
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Arts & Culture Manger 1.0 1.0
Deputy City Manager 1.0 1.0
Development Project Manager 1.0 1.0
Environmental Manager 1.0 1.0
Executive Secretary I/II 1.0 1.0
Port Director 1.0 1.0
Port Marketing Operations/Manager 1.0 1.0
Project Manager I/II 1.0 1.0
Sr. Administrative Analyst 1.0 1.0
Sr. Business Assistance Officer 1.0 1.0
Sr. Management Analyst .5 .5
Total Full-Time Equivalent (FTEs) 10.5 10.5

36 WHAT WE PROPOSE (BUDGET) – ECONOMIC

DEVELOPMENT
Economic
Development
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 79,367.92
Other Taxes 1,500,000 1,607,614
Rental Income 10,370,957 9,415,647
Grants 75,000
Transfer In 86,778 86,778
Total Revenue 12,112,141 11,110,039
Expenditures Salaries & Wages 1,178,669 976,612
Benefits 786,868 693,759
Professional & Admin 2,906,322 2,623,057
Other Operating 444,750 317,350
Utilities 368,575 360,040
Equipment & Contract Services 50,000 50,000
Provisions for Insurance Loss 39,080 41,000
Cost Pool 453,488 377,561
Asset Capital Outlay 1,287,409
Debt Services 4,686,500 4,690,700
Total Expenditures 12,201,661 10,130,079
Net Impact (89,520) (979,960)Page 279 of 387
37 WHAT WE DO

RICHMOND HOUSING AUTHORITY
 Provide affordable housing for low and very low-income residents of Richmond through federally funded programs
 Administer and manage Public Housing for Nevin Plaza and Nystrom Village which includes income and household composition reporting, lease enforcement, maintenance, vacancy turnaround, and property management Economic
Development

38 WHAT WE DID IN FY 2021-22

RICHMOND HOUSING AUTHORITY
 Requested and received $153,250 HUD
Cares Act Funding to reimburse Nevin
and Nystrom expenditures
 Hosted a virtual groundbreaking
and tours of construction site for
Hacienda Affordable Housing
Development
 Partnered with Contra Costa Health
Services to host COVID vaccine mobile
clinics
 Received an approval of HUD Section 18
Disposition of Nevin Plaza
 Submitted State Funding Application for
Nevin Plaza rehabilitation
 Continued negotiations with preferred
development team, composed of
McCormack Baron Salazar & Richmond
Neighborhood Housing Services for
Nystrom Village
Economic
Development

39 WHAT WE PLAN TO DO IN FY 2022-23

RICHMOND HOUSING AUTHORITY
 Maintain and reposition RHA assets: Begin occupancy of Hacienda, work with selected developers to complete financing for Nevin Plaza rehabilitation to start construction and enter into an agreement with Nystrom developer to begin entitlement process and Section 18 Application  Implement the Public Housing Authority Recovering and Sustainability (PHARS) agreement between HUD, City of Richmond and RHA  Administer RHA Housing Corporations, Boards, Commissions, and Nevin Plaza Resident Council
Economic
Development

40 WHO WE ARE (STAFF) – RICHMOND

HOUSING AUTHORITY
Economic
Development
Positions FY21-22
Mid-Year
FY22-23
Proposed
Administrative Aide 1.0 1.0
Building Maintenance Supervisor 1.0 1.0
Executive Director 1.0 1.0
Resident Housing Manager 1.0 1.0
Senior Development Project Manager 1.0 1.0
Senior Management Analyst 0.5 0.5
Senior Resident Housing Manager 1.0 1.0
Net Impact 6.5 6.5Page 283 of 387
41 WHAT WE PROPOSE (BUDGET)

RICHMOND HOUSING AUTHORITY
Economic
Development
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year FY2022-23 Proposed
Revenue Other Revenue 195,856 12,000
Rental Income 571,000 650,000
Grants 2,931,902 2,679,427
Oper. Transfer In 1,064,362 277,535
Total Revenue 4,763,120 3,618,962
Expenditures Salaries & Wages 481,859 573,997
Benefits 450,604 565,911
Professional & Admin 1,385,802 768,636
Other Operating 149,558 151,075
Utilities 553,700 725,208
Equipment & Contract Services 297,050 272,240
Cost Pool 0 897,962
Asset Capital Outlay 340,133 404,626
Grant Expenditures 769,924 985,394
Oper. Transfer Out 293,990 277,535
Total Expenditures 4,763,120 5,622,584
Net Impact 0 (2,003,622)Page 284 of 387

SPECIAL

PROJECTS
42 American Rescue Plan Act &
Environmental Community Investment Agreement
Grant Program

American
Rescue
Plan Act
43

AMERICAN RESCUE PLAN ACT
44  Richmond’s allocation is $27.74 million
 Funds received in two equal installments one year apart  First: ~AUGUST 2021
 Final: ~AUGUST 2022
 Funds encumbered by 12/2024 & SPENT BY 12/2026
 Guidance from & periodic reports to the Treasury Department  More information:
 https://www.ci.richmond.ca.us/4095/American-Rescue-Plan-Act ARPA

ARPA - USERS OF THE FUND
45  Support public health expenditures
 Address negative economic impacts caused by the public health emergency
 Replace lost public sector revenue
 Provide premium pay for essential workers
 Invest in water, sewer, and broadband
 Equity focused
 Ineligible uses - deposits into pension funds, debt service, legal settlement or judgments, deposits to rainy day funds or financial reserves
ARPA

ARPA - REVENUE
46 ARPA

47 AMERICAN RESCUE PLAN ACT
North Richmond Pump Station
HVAC Upgrades at City Facilities
Community Beautification
ARPA

48 AMERICAN RESCUE PLAN ACT
MLK, Jr. Park Turf Field
ARPA Community Needs
Assessment
ARPA

49 AMERICAN RESCUE PLAN ACT
Housing & Richmond Rapid
Response Fund (R3F)
Green-Blue Deal
ARPA

ENVIRONMENTAL

AND COMMUNITY

INVESTMENT

AGREEMENT
(ECIA) 50

WHAT WE DO – ENVIRONMENTAL COMMUNITY

INVESTMENT AGREEMENT GRANT PROGRAM
51 ECIA
 Fund non-profit organizations that support Richmond
youth, youth sports, and community activities and programs  Track outcomes and impacts of organizations awarded funding

WHAT WE DID IN FY 2021-2022 –

ENVIRONMENTALCOMMUNITY

INVESTMENT AGREEMENT GRANT PROGRAM
52 ECIA
 Awarded more than $225,000 to 15 Richmond-
serving organizations that support youth,
youth sports, and community
 Hosted and guided more than 40 non-profits
through application workshop application

WHAT WE PLAN TO DO IN FY 2022-2023 –

ENVIRONMENTALCOMMUNITY

INVESTMENT AGREEMENT GRANT PROGRAM
53 ECIA
 Conduct solicitation for client/customer relations management system (CRM)
 Enhance capacity building and community engagement with service providers
 Increase staffing levels to implement and enhance services  Improve and standardize application, reporting,
and invoicing
 Improve communication and tracking

54 RICHMOND

DEPARTMENT OF

CHILDREN AND YOUTH
(RDCY)
FY 2022-23
Budget Presentation Page 297 of 387
55 Funder: Fund youth-serving organizations in alignment with the Community Needs Assessment and Strategic Investment Plan (Per Article 15 of the Richmond City Charter)
Supporter: Provide support to a 15-member Oversight Board (e.g., board recruitment, retention, training, agenda-setting, meeting facilitation, etc.)
Collaborator & Convener: Work with internal and external organizations to discuss service delivery, opportunities for collaboration, training, etc.
Evaluator: Evaluate grantees, the grant process, and the program to document the collective impact of the Fund

WHAT WE DO - RDCY
RDCY

56  Awarded $1.62 million dollars to 20 youth-serving organizations  Awards covered 6 priority areas
 Entered into grant service agreements with awardees
 Released the FY 22-23 Request for Proposals
 Finalized and released the RFCY RFP with the total projected amount available for FY 2022-2023 of ~$1.6 million
 Hosted 2 pre-proposal meetings
 Launched online application website
 Participated in local and regional convenings
 Attend bi-monthly Richmond funders meetings and monthly meetings of The Children’s Funding Project and Funding the Next Generation  Supported Oversight Board at monthly meetings
WHAT WE DID IN FY 2021-22 -
RDCY
RDCY

57 WHAT WE PLAN TO DO IN FY
2022-23 - RDCY
Award ~$1.6 million to FY 2022-23 applicants
Release RFCY FY 2023-24 Request for Proposal
Host Richmond Fund for Children & Youth Oversight Board retreats Acquire a grants management software system to support all city- funding initiatives including Love Your Block Grant, ECIA Grant, ECIA Mini-Grant, and Neighborhood Public Art Mini-Grant
Host service-provider working group and inter-departmental meetings
Explore opportunities to provide resources and technical assistance to grantees
Strengthen youth internship program
Explore collaborative grant/funding opportunities
Begin the FY 2024-2027 Strategic Investment Plan process RDCY

58 WHO WE ARE (STAFF) - RDCY
RDCY
Positions FY21-22
Mid-Year
FY22-23
Proposed
Assistant Services Analyst 0.2 0.2
Associate Administrative Services Analyst 1.0 1.0
Interim Director of Community Services 0.1 0.1
Sr. Management Analyst 1.0 1.0
Net Impact 2.3 2.3

59 WHAT WE PROPOSE (BUDGET) -
RDCY
RDCY
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees
Other Revenue
Rental Income
Transfer In 1,800,000 3,760,000
Total Revenue 1,800,000 3,760,000
Expenditures Salaries & Wages 55,797 145,095
Benefits 39,060 166,425
Professional & Admin 1,558,173 3,623,000
Other Operating 14,000 14,000
Cost Pool 25,322
Total Expenditures 1,667,030 3,973,842
Net Impact 132,970 (213,842)Page 302 of 387

April 26, 2022

Finance Department

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Anil Comelo, Interim Deputy City Manager
Subject:

Receive Update on the Refinancing of the Pension
Obligation Bonds (Pobs), and Peer Review Findings of
Charles Rivers Associates.

FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

April 6, 2021; October 5, 2021; December 7, 2021

STATEMENT OF THE
ISSUE:

On October 5, 2021, the City Council considered the
recommendations provided by the City’s Municipal
Advisor, PRAG, with respect to the refinance of the 2005 Pension Bonds and Swaps and directed staff to identify a suitable firm to conduct a review of the
recommendations. The selected consultant, CRA, has
completed the work and as part of the implementation of the resulting strategy, a Municipal Advisor, NHA
Advisors, has been hired to evaluate the refinancing
options and/or guide the potential sale of municipal
bonds.

RECOMMENDED ACTION:

RECEIVE update on the refinancing of the 2005 Pension
Obligation Bonds (POBs) and Peer Review Findings -
Finance Department (Anil Comelo/Delmy Cuellar 510-
620-6600).

AGENDA
REPORT

April 26, 2022
DISCUSSION:

On October 5, 2021 the City Council considered the recommendation from its Municipal Advisor, PRAG, to negotiate with Royal Bank of Canada (RBC) and City National Bank (CNB) with respect to the refinance of the Pension Bonds and related Swaps and directed staff to identify a suitable firm to conduct a peer review of the recommendations. There are two series of pension obligation bonds ("POB's" outstanding, an approximately $130 million series maturing in 2034 that needs to be refinanced, and an $18 million series that matures in 2023. In addition, the City needs to fund an estimated termination fee of $30 million with respect to the interest rate swaps on the POB's. Staff conducted an RFP, interviewed three firms, and subsequently City Council approved a contract with Charles River Associates (CRA) to conduct a peer review and to advise the City on the options that may be available to the City. The findings by CRA (attached) indicate that there is value in going to the market to refinance the POBs with a more conventional vehicle such as a municipal bond. The following were ideas that resulted from the CRA analysis:

1. City finance and legal professionals engage Royal Bank of Canada and commence direct interest rate swap discussions.

2. City of Richmond interviews and assembles bond finance working group:
- City finance and legal professionals
- Banking team
- Municipal advisor
- Swap advisor

3. Finance working group:
- Monitor market for financing opportunities,
- Recommends to City Council optimal financing plan.

4. Undertake compliance and regulatory review of past and current interest rate swaps.

The City’s POB team is essentially implementing each of the above ideas.

City staff is actively hiring professionals and seeks to provide the City Council with private placement offers from banks, if available. Additionally, by hiring the consultants, the City Council will likely also be provided the opportunity to seek conventional financing as a publicly offered municipal bond.

We are in a dynamic rate environment where interest rates are highly likely to increase significantly. In fact, the Fed has already indicated that the interest rate could be increased by as much as 1 percentage points in the next 8 weeks. Therefore, the sooner we can form a City bond team, the sooner we will be able to refinance the $160+ million debt. ($130 million in POB's maturing in 2034 plus the $30 million termination fee). We do note, however, that it is believed that the swap itself may negate any

April 26, 2022
benefit from low interest rates because the termination payment amount is linked to the interest rate (such that as the interest rate increases, the swap payment decreases by a corresponding amount) and thus there may be zero savings on the B-2 Bonds regardless of when it is refinanced. City staff members and consultants are reviewing this further.

City staff is clear that the goal is to refinance the POBs with minimal cost and risk (recognizing that there is an inverse relationship between cost and risk). To that end, City staff members will be bringing to City Council, at this meeting, recommendation on a bond underwriting team, including bond counsel and disclosure counsel.

At an upcoming meeting in May and/or June, City staff members will be bringing information regarding interest from banks and/or a recommendation to float a publicly offered bonds. With one of the proposals for underwriter, the City did receive a letter of interest from one bank.

The following are key milestones/goals for both a private placement and a publicly offered bond. Note again, that staff will present the information required for City Council to make a final decision on which option at a subsequent City Council meeting.

Below are tentative schedules for the financings (dates and timing may change):

Private Placement - Tentative Schedule
Task Date
City receives term sheet from at least one
bank for private placement April 26
City gives tentative approval to a bank term
sheet May 10
Bond counsel releases first draft of legal
documents May 17
Bank completes credit review May 24
Bank delivers rate lock for financing May 25
Bond Counsel releases near final draft of
legal documents June 1
City Council approves legal documents for
closing June 21
Bond closing June 28

April 26, 2022

Public Offering - Tentative Schedule
Task Date
Bond counsel releases first draft of legal
documents May 13
Credit rating package provided to S&P May 20
Bond Counsel releases near final draft of
legal documents June 1
Receive credit rating from S&P June 20
City Council approves legal documents for
bond sale and closing June 28
Preliminary official statement released to
potential investors July 1
Bond sale (equivalent of rate lock on private
placement) July 12
Bond closing July 26

DOCUMENTS ATTACHED:

Attachment 1 – Independent Peer Review Report - CRA

| Prepared by Charles River Associates for the City of Richmond, California | Independent Peer Review Pension Obligation Bond Refinancing Options Summary City Council Presentation for: City of Richmond, California Prepared by: Charles River Associates April 26, 2022 FINAL v1.0

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 2 Independent Peer Review Summary Presentation Charles River Associates’ Independent Peer Review herein, is a summary City Council presentation, covering the following requirements pursuant to the City’s Request for Qualifications: 1) The reasonableness and accuracy of the methodology and assumptions, 2) Estimate of relative cost of three options provided by the City, and 3) Additional options of value to the City’s financial review and decision process. Our Independent Peer Review does not rank order, nor recommend, a specific financial action or derivative product be undertaken by the City.

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 3 Financing Snapshot Outstanding Synthetic Fixed Rate Debt Financing Element Description City’s Bond Issue $128 million floating rate Pension Obligation Bonds Issued to fund required payments to: California Public Employees’ Retirement System (CalPERS) City’s Interest Rate Swap $128 million floating-to-fixed swap Royal Bank of Canada § City Pays fixed rate of 7.06% § City Receives floating rate equal to LIBOR Index Swap converted the City’s floating obligation to a fixed rate of 7.06% Swap mandatory termination date: August 1, 2023 (15 months) Termination amount: $36 million payable to Royal Bank of Canada

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 4

Financing Options Presented to City Council on October 5, 2021 Option 1 Market Outreach Description 1) Assemble working group for bond financing. 2) Commence outreach to financial markets. Option 2 Loan Program and New Swap Description 1) Implement City National Bank floating rate loan program. 2) Terminate Royal Bank of Canada swap. 3) Pay $36 million swap termination fee to Royal Bank of Canada. 4) Execute new Royal Bank of Canada interest rate swap. Option 3 Fixed Rate Bonds Description 1) Sell fixed rate bonds to refinance $128 million Pension Bonds. 2) Terminate $128 million Pension Bond interest rate swap. 3) Pay $36 million swap termination fee to Royal Bank of Canada.

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 5

Option 1 Market Outreach Ideas for the City’s Consideration § City engages Royal Bank of Canada and leads interest rate swap discussion. § City reaches out to financial community: • Banking firms • Derivative dealers § City selects and engages finance working group team: • City’s senior professionals • Banking team • Municipal and swap advisors • Bond counsel

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 6

Option 2 Implement City National Bank Loan, Terminate Royal Bank of Canada Swap, Execute New Royal Bank of Canada Swap Challenges § Credit triggers increase the loan’s interest rate if City’s credit rating decline: City’s Rating Interest Rate “AA-” Floating Index plus 1.00% “BBB-” Floating Index plus 2.00% § Mandatory swap termination if City is downgraded to “BBB-“. § Not compliant with the City’s policy disallowing the use of interest rate swaps.1 1 City of Richmond’s “Guiding Fiscal Policies” (April 20, 2021) state: “VII. Debt Management E. The City will no longer be permitted to use interest rate swaps when issuing debt.”

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 7 Option 3 Issue New Pension Bonds via Private Placement or Public Sale Ideas for the City’s Consideration § City commences, and leads, the issuance of new Pension Bonds via private placement or public sale: • Banking team engaged • Offering documents completed in four months, or less. § City engages Royal Bank of Canada to modify swap provisions favorable to City. § City examines efficacy of: • Keeping 25% to 50% of pension bonds floating. • Forming swap bidding group for competitive swap executions. • Identify, and target, current bondholders for future bond purchases.

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 8

Option 3 Issue New Pension Bonds via Private Placement or Public Sale Benefits § Perceived by credit rating agencies as a positive credit development: • Pension Bonds’ credit trigger and derivative risk eliminated. • Issuance of “plain vanilla bonds” de-risks City’s balance sheet. § Minimizes timeline to access superior market conditions. § Provides permanent solution to City’s Pension Bonds’ derivative exposure. § Compliant with the City’s swap policy.

City of Richmond, California Independent Peer Review
| Prepared by Charles River Associates for the City of Richmond, California | 9 Potential Next Steps2 Description 1) City of Richmond interviews and assembles bond finance working group: § City finance and legal professionals § Banking team § Municipal advisor and swap advisor 2) City engages Royal Bank of Canada in direct interest rate swap discussions. 3) Finance working group: § Monitor market for financing opportunities, § Recommends to City Council optimal financing plan. 4) City executes Pension Bond refinancing. City eliminates all derivative risk. 2 Each potential action is presented as a discrete step, executed concurrent or independent of the other actions.

April 26, 2022

City Council

DATE: April 26, 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.

Councilmember Melvin Willis (510-412-2050) and
Councilmember Claudia Jiménez (510) 620-6565. This item was continued from the March 22, 2022, meeting.

AGENDA
REPORT

April 26, 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.

April 26, 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.

April 26, 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

April 26, 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?

April 26, 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.

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Melvin Willis, Councilmember

Subject:

Recognition of National Poetry Month
FINANCIAL IMPACT: There is no financial impact related to this item.

PREVIOUS COUNCIL
ACTION:

There has been no previous action taken.

STATEMENT OF THE
ISSUE:

April is National Poetry Month. Each year a Poet
Laureate is selected by the Richmond Arts and Culture
Commission.

RECOMMENDED ACTION:

RECEIVE poetry reading from Poet Laureates David Flores and Adriana Avalos in honor of National Poetry Month –
Councilmember Melvin Willis (510-412-2050).

DISCUSSION:

Launched by the Academy of American Poets in April 1996, National Poetry Month reminds the public that poets have an integral role to play in our culture and that poetry matters.

David Flores is the current FY2021-2022 Poet Laureate for Richmond. He is a former teacher of 11 years at Grant Elementary and is currently the Lead Trainer at Mindful Life Project. He was born and raised in Richmond where he lives with his wife and two college-aged children, Maya and Francisco.

AGENDA
REPORT

April 26, 2022
Adriana Avalos is a youth who was selected by RYSE to serve as the 2022 Youth Poet Laureate of Richmond. Adriana is a Bay Area born Chicana poet, activist, and scholar.

Congratulations to both David Flores and Adriana Avalos on being selected.

DOCUMENTS ATTACHED:

Attachment 1 – “Home” by Adriana Avalos
Attachment 2 – “WE ARE RICHMOND” by David Flores

Home
I am fromfoundations built onyou can’t be good at thisand peeling painttrying to lean on support beamsthat aren’t really theremaybe this is my metaphoror maybe it’s my matchis a “place” with a roof too much toask for?I invested in security Giving it my allbut instead I got them staring at meode to silencehow are youyou making my life betterwhen all you do is sit there when others are taken away So I am fromAre you sure you know where you’re going?because i’m too smallI’m too womanI’m too chicanato possibly have a goal I am here to tell youI had to runbefore I learned to walkI can’t seem to rememberbut I only know the tastebecause it stayed in my mouthafter you told me to keep it closedI can’t seem to rememberbut I know the smellbecause that’s all the air I breathe now

maybe my senses are gonebut I still seeI went to Richmond saw trash on the streetI saw a white man in a buildingand a brown woman on the concreteI said how is there representationwhen we still have to deal with gentrificationtake a trip with meI am from being doubted and looked atbecause I’m simply a body with no brainbut you can’t get me out of your headwhen I spit my truthI went to richmondI said ethnicitymore like ethnic citybecause the people from around hereare not to be forgotten so maybe I rememberedand YOU told me to forget .
tried to chase me out of the placeI found my hope inthe city I createdmy career inI am from land of ohloneSoil of i won’t be forgottenrepping VallejoBecause that’s where I took my first breathRepping the cityBecause that's when i learned about“Painting” over artThe walls covered in wordsAre now plain and almost forgottenExcept for the light silhouette of“Pride in community”Pride in community?Pride in getting rid of itPride in taking overPride in kicking my family out

Pride in corporations
Your richesIs what caused my poverty.So the thick paintCaused my heavy mindAnd my loud tongue But our resilienceCaused my fist in the airAnd vocals of protestRichmond, rich-mind Mother earth and remediesLearning my rights andDeep breathingOde to-Our city , continuous healing.

WE ARE RICHMONDBy David Flores
WE ARE RICHMONDLaying the GROUNDWORK for a future we can all live inProviding the STEPPING STONES and the BUILDING BLOCKS for RICH CITY KIDSBeginning with the FIRST 5 years as a foundation to digAn URBAN TILTH planting the seeds for RICHMOND YOUTH, the next EARTH TEAMSaying YES to NATURE and NEIGHBORHOOD HOUSEs lined on the greenWay is spreading love and compassion like a WATERSHEDThe true PEACEKEEPERS of the BAY AREA honoring life and the deadDefying that RUBICON existing before them resilient and strongBringing true INITIATIVE to MAIN ST. and beyondOn an MISSION to RESCUE RICHMOND’S SOLHousing it’s inhabitants in habitats that holdWhite, Asian, Black, and LATINA at the CENTER of our diversity and strengthLike that image of ROSIE putting TRUST in our faithAn ongoing PROJECT to RETURN to the SAFENo criminals all LEGAL provided with AIDAnd not gonna stop until we REACH that FELLOWSHIPRPA and RPD, as a partnership of PALs who don’t tripAnd when the grown ups can’t get together in synchWe watch as boys and GIRLS lead the way with action and INCNot only in writing but through READ ALOUDS and PERFORMING ARTS at its CENTERTrue expression of each individual growing like MILO in the winterWatch as we RYSE and RECYCLE worn out ideas FOR CHANGEIn a way that is MINDFUL of LIFE as we turn the pageA new chapter renewed like love and life at POGO PARKWe approach the end of that ARCRichmond is wondrous like ART

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Councilmember Claudia Jiménez

Subject:

The Safe Return Project Celebrates its 10th Anniversary FINANCIAL IMPACT: There is no financial impact related to this item.

PREVIOUS COUNCIL
ACTION:

The City of Richmond has supported the Safe Return
Project over the years.

STATEMENT OF THE
ISSUE:

On April 23, 2022, the Safe Return Project will celebrate its 10th Anniversary and honor the 2021 Richard Boyd
Fellowship Graduates.

RECOMMENDED ACTION:

PROCLAMATION recognizing the Safe Return Project
for Ten Years of Service to Empowering the Formerly
Incarcerated - Councilmember Claudia Jiménez (510-
629-6565)

DISCUSSION:

The Safe Return Project (SRP) is located at 1011 Macdonald Avenue in Richmond, California. Over the past 10 years, the SRP has worked hand-in hand with state legislators, policy advisors, community leaders, and activists to bring healing and AGENDA
REPORT

April 26, 2022
empowerment to those impacted by the criminal legal system. They are invested in building a base of power at the political, social and economic levels of the formerly incarcerated persons across the state of California, addressing the root causes of poverty and the impact that the criminal justice system has had on black people and communities of color.

The SRP includes collaborative programming such as the Collective Impact Leadership Institute, a 4-week political education course, the Richmond Power Coalition, and the Local Organizing Committee.

Through the work and collaborations of SRP, thousands of individuals impacted by the criminal justice system have been supported in their journeys to rebuilding their lives by breaking through barriers, civic engagement, forming productive relationships and obtaining marketable skills.

The City of Richmond recognizes the dedication and hard work of the SRP. This proclamation acknowledges the work of the SRP and congratulates the organization on a job well done.

DOCUMENTS ATTACHED:

Proclamation

SAFE RETURN

PROJECT

MISSION
Safe Return project is focused on ending mas
targeted incarceration and criminalization of
BIPOC and poor communities and refranchising
individuals and communities that have been
disenfranchised by the criminal legal system.

Safe Return accomplishes these goals through
community organizing, research, and advocacy.

We invest in the leadership development of
those directly impacted by the criminal legal
system to create the equitable change in their
communities.

CONTRA
COSTA
COUNTY

REENTRY

STRATEGIC

PLAN MARCH
30, 2011

ORIGIN

OF SAFE
RETURN

WHAT DO WE
WANT?
• Safe communities
• Economic dignity
• Housing equity
• Family reunification
• Reintegration resources post and prerelease
• Fair education
• For formerly incarcerated persons to have a
seat at the table of power
• Changing the narrative
• Ending racial injustice in the criminal legal
system

GREETING

STARTED
 Capacity building for research and
advocacy
 Community organizing to support
grassroots leadership
 Research on community needs and
policies
 Advocacy for improved policies
and programs

25% of people in
California have a
criminal history
Prison
admissions in
Contra Costa
County grew
486% between
1970 and 2000.

Population of
formerly
incarcerated
residents is well
over 50%
Recidivism is
approximately
70%

PROBLEM

“REALIGNMENT” LEGISLATION
(AB109)
State Prison and Parole
County Jail and
Probation
People with:

Non-serious
Non-sexual
Non-violent

INVEST IN PEOPLE NOT
PRISONS.

Over the past 10 years the County of Contra Costa
received an estimated $229,085,182 or more in AB109
realignment funding.

Our justice reinvestment campaigns lead to the
establishment of the Community Advisory Board to the
Community Corrections partnership the first community
lead body in the state of California to advice on how to allocate these monies back to the community.

Through this body and continued organizing efforts an
estimated $45,304,809 has gone to reentry services that didn't exist more than 10 years ago.

RACIAL JUSTICE
Co-founding organization of the Contra Costa
Racial Justice Coalition. Collectively organized
with allies for the establishment of the Contra
Costa’s Racial justice taskforce now the Racial
justice oversight body.

CIVIC

ENGAGEMENT

SETTING PEOPLE FREE
Reclassifying the records of thousands of individuals disenfranchised by incarceration and helping many more folks successfully through the clean slate process partnering with the Contra Costa Publuic Defenders office.

HEALING
SRP supported efforts that
reduced homicides to its
lowest in 33 years in the city
of Richmond CA.

SAFE RETURN
GO’S TO

WASHINGTON
Employment, housing, clemency,
and gun violence.

Educated thousands of Contra Costa
residents in the roll of the DA’s office.

Lead organization of Contra Costa’s District
Attorney Accountability and co-governance
table for procedural justice.

CONTRA COSTA RACIAL JUSTICE

COALITION
• Racial Justice Taskforce
• Ending Juvenile fines
and fees in Contra
Costa County

POLICY

CHANGE WE

FIGHT FOR
• Eliminate policies and practices that discriminate
against people with a record and increase
advocacy support for people with a record who
face discrimination.
• Remove barriers to employment for formerly
incarcerated people and improve employer
practices in recruiting and hiring this community.
• Create County wide networks of services for
people coming home from incarceration that
includes accurate up to date information on
existing services, and eligibility.

POLICY
CHANGE
• Increase funding for reentry housing. The largest
impact on reentry housing could be made by
increasing the amount of reentry housing
resources available to the community.
• Develop specific and sustainable reentry housing
programs. With or without increased funding,
Contra Costa County would benefit from more
housing programs that are specific to the reentry
population.
• Ban the Box on housing applications. Many
landlords may filter out individuals with criminal
backgrounds without giving them a fair chance,
given the climate of housing competition in the
Bay Area.

COLLECTIVE IMPACT
Institute Workshops Graduation Day Community Action

RICHARD B.

EMPOWERMENT

PATHWAYS
FELLOWSHIP 2018
The fellowship where
your only obstacle
would be your
inability to imagine a
world where your
leadership matters.

HOW DO WE DO
IT?
Grass Roots Organizing
Community partnerships
Leadership development
Education

SAFE RETURN RESEARCH

WHERE ARE WE HEADED
The overarching goal of this organization is to
empower and increase the visibility of all those
that have been impacted by the criminalization,
racial disparity, poverty, and the injustice system.

Building a base of power to address the root
causes of poverty and the impact that the criminal
justice system has had on black people and
communities of color.

We remain committed to fighting for the rights
and opportunity for all persons coming home
from incarceration and negatively impacted by
mass targeted criminalization to be protected
from discrimination, mass disenfranchisement,
and economic inequity.

THE FOUNDERS

OF THE WORK WE

HOLD DEAR
TODAY

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Councilmember Claudia Jiménez

Subject:

Commemorating 50 Years of Service by Sojourner Truth
Presbyterian Church
FINANCIAL IMPACT: There is no financial impact to this item.

PREVIOUS COUNCIL
ACTION:

n/a

STATEMENT OF THE
ISSUE:
2022 Marks the 50th Anniversary of Sojourner Truth
Presbyterian Church
RECOMMENDED ACTION:

PROCLAMATION recognizing Sojourner Truth
Presbyterian Church for 50 Years of Service to the
Community – Councilmember Claudia Jimenez (510-620-
6565).

DISCUSSION:

Sojourner Truth Presbyterian Church was founded in 1972 with a name and purpose centered around community and advocating for all oppressed people.

AGENDA
REPORT

April 26, 2022
Reverend Kamal Hassan currently pastors the Sojourner Truth Family with the dedication of enhancing the spirituality of the dispirited, restoring dignity to the disinherited, and bringing justice to the oppressed.

The Sojourner Truth Family’s fifty-year journey has included providing shelter and sustenance for the homeless through the Greater Richmond Interfaith Project, monthly food service, annual edification and recreational programming for youth and adults, Vacation Bible School for the youth and the Peace Camp.

The City of Richmond would like to recognize the Sojourner Truth Presbyterian Church for stepping up during the COVID-19 Pandemic by serving as a testing and vaccination site. These services are truly commendable and deserve recognition.

The City of Richmond congratulates and is a better city because of the contributions of the Sojourner Truth Presbyterian Church Family.

Happy 50th Anniversary.

DOCUMENTS ATTACHED:

Attachment 1 - Proclamation

Proclamation Recognizing
Sojourner Truth Presbyterian Church for 50 Years of Service

WHEREAS, Sojourner Truth Presbyterian Church was founded in 1972 with a name and purpose centered around community building and advocating for all oppressed people; and,

WHEREAS, the founding pastor, Reverend Dr. H. Eugene Farlough, Jr. was known for his devotion to serving others, especially the needy, the less fortunate, the down and out, and those in need of God’s love and liberation; and,

WHEREAS, Reverend Kamal Hassan currently pastors the Sojourner Truth F amily with the dedication of enhancing the spirituality of the dispirited, restoring dignity to the disinherited, and bringing justice to the oppressed; and,

WHEREAS, the Sojourner Trut h Family’s f ifty year journey has included providing shelter and sustenance for the unhoused through the Greater Richmond Interfaith Program, monthly food pantry services to families and seniors, annual edification and recreational programming for youth and adults, Vacation Bible School for the youth and the Peace Camp for children and teens; the co-founding of Making Waves Academy, holding the first Juneteenth celebration in the city, and supporting LGBTQIA+ community members, and

WHEREAS, Sojourner Truth Presbyterian Church has not only been there for its members and neighborhood, but it has opened its doors to the Richmond community at large by inviting local groups and associations to utilize the sanc tuary and fellowship hall facilities for various public meetings and events; and,

WHEREAS, during the COVID-19 Pandemic, Sojourner Truth Presbyterian Church remained true to its tradition of serving the community through providing food and services to the Richmond Food Pantry, providing support to the unhoused and served with the One Accord Project as a COVID-19 testing and vaccination site; and,

WHEREAS, Sojourner Truth Presbyterian Church is to be commended for their continued dedication to community and congratulated on their 50th Anniversary.

NOW, THEREFORE BE IT RESOLVED , that the Richmond City Council, do es hereby express its gratitude to Reverend Kamal Hassan and the entire Sojourner Truth Family for continuing to advocate for the oppressed and spr eading kindness to all. The Richmond community has truly benefited from the mission and ministry of Sojourner Truth Presbyterian Church in Richmond, California.

Claudia Jiménez, Councilmember
April 26, 2022

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Councilmember Nathaniel Bates

Subject:

Update on the Contra Costa County Animal and
Sheltering Services
FINANCIAL IMPACT: There is no financial impact to receiving a report.

PREVIOUS COUNCIL
ACTION:

On 10/25/2016 and 11/27/2018, the City Council received a report from Contra Costa Animal Services on the status of services. On 6/18/2019, the City Council authorized
the City Manager to enter into reoccurring contracts for various services including animal services through
FY2020-2021 and again on 12/01/2020 for FY2021-2022.

STATEMENT OF THE
ISSUE:

The City of Richmond has contracted with the Contra
Costa County for many years for animal services. Due to the high volume of complaints received from Richmond
residents, an update on services and discussion on the
new city agreements is requested.

RECOMMENDED ACTION:

RECEIVE a report from the Animal Rights Coalition on
the animal and sheltering services by the Contra Costa
County Animal Services Department – Councilmember
Nathaniel Bates (510-620-6743).

AGENDA
REPORT

April 26, 2022
DISCUSSION:

Due to the increase of complaint calls received by various departments from Richmond residents, it is requested that representatives from the Contra Costa Council Animal Services Department provide a report on how they are addressing the various issues regarding services.

Most recently, the Animal Rights Coalition is concerned about the agreement between the City and the County regarding the animal shelter, the level of services, the response time to service calls and the increase in fees.

The Coalition would like the City to negotiate a contract with the County that better serves the animals and is a better use of taxpayer dollars. The City needs to get to the root of the problem with the County regarding these long-term issues that have existed for years.

The new agreement between City of Richmond and the Contra Costa County will increase fees and reduce services that are currently very limited.

Animal Control is only doing what is mandated by the ordinances. The ordinances need to be amended.

Animal Right Coalition
PRESS RELEASE:

CONTRA COSTA COUNTY, Calif. (April 6, 2022) — In Defense of Animals, the Animal Rights Coalition (ARC), and over 300 Contra Costa residents (see alert below and here) are urging Contra Costa County officials to enact a comprehensive, fair and humane Animal Services Agreement. The calls were prompted by the release of a new City-County Services Agreement by Contra Costa County Animal Services that would increase its funding but decrease the scope and quality of the services it provides for companion animals, community cats, and wildlife.

On November 30, 2021, a civil grand jury report highlighted the county’s homeless animal problem and limited ability to help wildlife due to funding restrictions, and made several recommendations for improvements. At a meeting on February 22, 2022, the Contra Costa County Board of Supervisors responded to the report, stating, “The county anticipates that under the new city agreements, there will be a greater level of service throughout the county.” However, the new agreement will increase City fees and reduce services.

Animal Services has proposed the new service agreement to the cities of Brentwood, Clayton Concord, Danville, El Cerrito, Hercules, Lafayette, Martinez, Moraga, Oakley, Orinda, Pinole, Pittsburg, Pleasant Hill, Richmond, San Pablo, San Ramon and Walnut Creek.

April 26, 2022
If it’s signed, the agreement will affect animal guardians and citizens who care about animal companions, community cats, and wildlife, by failing to outline a plan to provide the basic standard animal services.

All live wildlife calls — either transporting injured wildlife to Lindsay Wildlife Hospital or humanely euthanizing them if necessary — have been eliminated from this agreement. Citizens are already putting themselves at risk trying to help injured, sick, and orphaned wild animals and sharing their frustrations publicly on social media platforms like Nextdoor because their needs are not being met by Contra Costa Animal Services.

Not only does the new Animal Service agreement ignore wild animals, it also fails dogs and cats. The serious overpopulation of dogs and homeless community cats is not addressed, one spay/neuter and vaccination clinic is inadequate, and a trap/neuter/return program for community cats is not included.

There are no policies to ensure impounded adoptable animals are not killed and returned to their guardians, transferred to rescues, or adopted into safe and loving homes.

“The new Contra Costa Animal Services’ agreement is alarmingly vague – it states CCAS will provide basic services yet fails to include any details that would make it accountable to citizens,” said Cassidy Schulman, Community Cats campaigner for In Defense of Animals. “Contra Costa County citizens are being asked to pay more and get less — it’s just not fair on animals or taxpayers. We urge the Contra Costa Board of Supervisors to negotiate a comprehensive, fair, and humane Animal Services Agreement. The human and non-human animal residents of Contra Costa County deserve nothing less.”

There has been a lot of frustration on the part of nonprofits and individual animal rescuers who are seeing a trend toward dog and cat abandonment. The nonprofits and volunteers, working with a fraction of the County Animal Service budget, are overwhelmed. They are concerned they will not be able to continue to fill the Animal Services void, especially with the reduction of services.

Members of the public are encouraged to take action:

https://www.idausa.org/campaign/wild-animals-and-habitats/latest-news/contra-costa- county-animal-services-agreement-disastrous-for-countys-animal-companions-community-cats- wildlife/

Contacts:

In Defense of Animals, Cassidy Schulman, [email protected], 510-388-5816 ARC, Annie Wright, [email protected]

April 26, 2022
In Defense of Animals is an international animal protection organization based in Marin, California, with over 250,000 supporters and a 39-year history of fighting for animals, people, and the environment through education and campaigns, as well as hands-on rescue facilities in India, South Korea, and rural Mississippi. www.idausa.org

ARC is an animal advocacy group in Contra Costa County. We are a grassroots group of citizens, and rescue volunteers helping communities with animal welfare issues, such as pet abandonment, homeless dogs and community cats. We believe healthy animal companions and healthy communities go hand in hand.

DOCUMENTS ATTACHED:

None

April 26, 2022

City Manager's Office

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Shasa Curl, City Manager
LaShonda White, Interim Director of Library and
Community Services
Samantha Carr, Environmental Manager

SUBJECT:

Update on Cost Recovery and Revenue Enhancement
and Options for Long-Term Fiscal Sustainability
FINANCIAL IMPACT: There is no financial impact from receiving this presentation; however, implementation of strategies
would generate revenue for the City.

PREVIOUS COUNCIL
ACTION:

December 17, 2019
February 4, 2020
June 7, 2021
June 27, 2021

STATEMENT OF THE
ISSUE:

City staff members are providing an update regarding
revenue enhancement options to City Council and the
community on progress to date and receiving input from
City Council.

RECOMMENDED ACTION: RECEIVE an update on the Cost Recovery and Revenue Enhancement tracking document and Options for Long-
term Fiscal Sustainability; and PROVIDE input to City
staff – City Manager’s Office (Shasa Curl/LaShonda
White 620-6512).

DISCUSSION:

In recent years, many budget decisions were made to meet the primary goal of preservation which necessitated the deferral of investments in staff, capital maintenance needs, long-term liabilities, and other outstanding needs. As the City of Richmond works towards the goal of fiscal sustainability and health, a list has been compiled of Cost Recovery and Revenue Enhancement opportunities. City staff reviewed past City AGENDA
REPORT

April 26, 2022
Council meetings and documents to develop a list of proposed revenue enhancement and cost-recovery measures to explore. The list is comprised of recommendations from the Mayor, Councilmembers, Adopted Strategic Priorities, Management Partners, and the California Municipal Revenue Sources Handbook. In early 2020, a document was created to clearly outline and track the staff members assigned to the measures, estimated implementation time, feasibility, and progress of the proposed measures. The document is updated quarterly, and new strategies are added as opportunities become available such as the CARES Act and the American Rescue Plan Act (Attachment 1).

Options to Create Long-Term Fiscal Sustainability

In November 2020, the City Council authorized an agreement for outside specialists, Management Partners, to review Richmond-specific circumstances and gather best practices from around the country that might be good options for Richmond to consider.

On June 27, 2021, Management Partners presented a list of budget strategies incorporating a mix of revenue enhancements, expenditure controls and cost shifts, service delivery alternatives, and service level reductions typically considered by other communities in addressing a fiscal gap and which were estimated to be reasonable options for Richmond (Attachment 2).

During that meeting, City staff presented a sample evaluation methodology that the City Council could consider using to evaluate the impact and potential success that each identified strategy might have in Richmond. The model considered potential fiscal impact, ease of implementation factors, and personal preference as criteria in assisting each councilmember in evaluating strategies. For various reasons, the evaluation method was not utilized by Councilmembers; however, City staff did receive informative feedback and questions regarding revenue and expenditure-related items.

The purpose of the feedback was to aid Management Partners in the development of a Fiscal Sustainability Plan (Plan). The Plan will identify the following information for each strategy: description and rationale, estimated fiscal impact, potential for success using an evaluation matrix based on fiscal impact and implementation factors, implementation schedule (short- vs. long-term), and any one-time costs for implementation.

In an effort to complete the draft Plan, it was determined that: (1) the focus would be placed on just the revenue generation items listed in Table A below; (2) City staff would incorporate those revenue items into the Cost Recovery and Revenue Generation Tracking document; and (3) each department director would analyze and rank each revenue option based on factors such as potential fiscal impact and ease of implementation. Table A below not only lists the twelve (12) revenue options recommended by Management Partners, but also lists them in order of priority based on cumulative scoring by department directors for the City Council’s consideration.

April 26, 2022
Table A

Revenue Enhancement Options
(Per Management Partners)
Estimates
(Per Management
Partners)
Overall Ranking
(Per City
Directors)

Implement a vacant parcel tax High ($2 million) 1
Institute parcel tax for library services High ($5.6 million) 2 Raise the utility users tax rates by 1% High ($4 million) 3 Increase transient occupancy tax to 10% Low ($300,000) 4 Renegotiate ECIA with Chevron High ($9 million) 5
Increase real property transfer tax by 20% High ($1.6 million) 6 Conduct an asset inventory and lease surplus
properties High ($1 million) 7
Increase cost recovery on planning, building
services Medium ($700,000) 8
Redevelop Port Land for alternative revenue-
generating uses High ($1 million) 9
Create neighborhood improvement
district/community facilities district High ($1 million) 10 Increase cost recovery on recreation services High ($1 million) 11 Use surplus properties to provide open spaces
for development opportunities Low ($100,000) 12

The expenditure-related strategies presented on June 27, 2021, as part of Management Partners presentation are also listed in Attachment 2. However, these items were not ranked by City staff members and will require an additional deeper discussion with City Council, City staff members, and stakeholders before determining proposed next steps.

City staff members are providing an update to City Council and the community on progress to date and receiving input from City Council.

Next Steps

Richmond City staff members will continue to pursue feasible measures listed in the tracking document and incorporate input from City Council. Management Partners will incorporate the feedback received from tonight’s meeting, as well as feedback from other stakeholders including City unions, and will perform a detailed analysis of strategies offering the greatest potential for reducing the City’s fiscal challenges in the form of a memorandum that will serve as the basis for a draft Plan. The draft Plan will be presented to City Council and City staff in June 2022, to provide an opportunity for additional feedback prior to presenting a final Plan for adoption in or before July 2022.

DOCUMENTS ATTACHED:

Attachment 1 – Cost Recovery and Revenue Enhancement Tracking Document Attachment 2 – Options for Fiscal Sustainability (Management Partners)

# Revenue Opportunity Description
Feasibility
(Yes, No, or Not
at this time-low
priority)
Short (6 months or less)
Medium ( 7 months-1.5
years)
Long (+1.5 year)
Implementation Time
Frame Estimated Revenue Generation
Status
(Completed, In-progress,
Exploratory, Not at this
Time) Next Steps
Accomplishments
Lead Staff Member and Department* (City Attorney's office will advise all departments on legal requirements of various items)
1 I Heart Richmond Campaign/Solid
Waste Collection Franchise Fee -
General Fund Revenue
The City has a solid waste collection franchise agreement with the solid waste hauler, Republic Services. The agreement includes a payme nt to the city called a Franchise Fee. Yes Medium Approximately 1.5 mill ion annually. COMPLETED *I Heart Richmond interdepartmental clean-up team is in action *Litter Fee Nexus Study Completed.
*7/23/19 - City Council Status Update Presentation.
*12/17/19 - City Council Presentation and Approval.
*3/10/20 - Received signed documents from Republic Services. *3/10/20 - Receiving new payment amount from RS.
*5/5/2020 - City Council approved I Heart Richmond budget and a ppropriation. *Currently being implemented for FY 20-21
*FY 21-22 Budget approved and currently being implemented for F Y 21-22 *12/1/21 Hosted pre meeting with PW and CD dept heads to discus s Clean-up Plan *FY 22-23 Budget Drafted
*LEAD: Shasa Curl- City Manager's Office
*Samantha Carr- CMO Economic Development, Environmental and Hea lth Initiatives Division *James Atencio- City Attorney's Office
2 PG&E Franchise Fee -
General Fund
The City has had franchise agreements with PG&E since 1958 that renew on 20 year terms. Per the terms of the franchise agreement, one year before the 20-year renewal date in May of 2018, the City submitted a formal request to PG&E to adjust franchise fee to levels commen surate with other cities served by PG&E (Electricity from .5% to 2%, Gas from 1% to 2%).

PG&E ultimately did not agree with the City’s request, and submitted two responses. Per the terms of the franchise agreement, both parti es have the right to request to enter arbitration to settle proposed changes in the franchise fee payments. To that end, PG&E has recommended that the parties utilize JAMS arbitration services. Yes Long Projected ~$1 M to $2M million annually. I n-progress *The parties have been assigned to The Honorable Richard Silver, a retired Judge.
*The parties are currently in arbitration.
*Worked with PG&E staff for 12 months to seek resolution to the City's franchise fee request and filed notice of claims (complaint).
*Initial depositions have been taken by both parties.
*Contract amended and approved by City Council to increase cont ract amount from $25,000 to $100,000
*Additional expert witness depositions completed.
*LEAD: Shasa Curl- City Manager's Office
*Bruce Soublet- City Attorney's Office
*Samantha Carr- CMO Economic Development, Environmental and Hea lth Initiatives Division 3 Stormwater Fee -
Stormwater Fund
Description from 12/17/19 City Council Item: Last year, our sto rmwater account ran a $513,765 deficit. In 2017, SB 231 was signed by t he governor, verifying that a stormwater fee is not subject to a P roposition 218 vote. However, SB 231 will likely be challenged as unconstitutional so cities are wary of relying on it until the threatened litiga tion is resolved.

Stormwater Fee increase would need to be approved by property owners following a mail-in ballot process. Yes Long
City currently collects $1.8M in Stormwater
fees, at a minimum, an additional $2.2M is
needed to fully fund the Stormwater Fund. Exploratory
*The WRR division is currently updating and finalizing the Stor m Drain Master Plan to determine the capital cost of repair/repla ce the storm infrastructure. Subsequently, a study is necessary t o determine what revenue is required to operate the storm water system and recommend a fee structure to pay for it, similar to the fee study recently completed for wastewater. Thereafter, the fee must be placed on ballot for the public to vote in order to ado pt the fee increase. Finance will provide support to Department as

needed.
*WRR looking into option to put on November 2022 Ballot *The City would need to hire a consultant to conduct a comprehensive Fee Study, with an anticipated cost of approximately $100k, to determine the ra te of increase that would fully fund the Stormwater program and which is also viable. *LEAD: Mary Phelps - Public Works
*Delmy Cueller- Internal Services, Finance
*James Atencio - City Attorney's Office
4 Maintenance Districts -
Special District Fund
Description from 12/17/19 City Council Item: Both Marina Bay an d Hilltop have very successful landscape maintenance districts, and as a result, have street and park landscaping that is a significant improvem ent compared to the rest of Richmond. We could divide the rest of R ichmond into landscape districts that would provide sufficient revenue to actually maintain that infrastructure.

Not at this time-
Low priority Long
Revenue generated will be commensurate
with the district expenses and City share. Not at this Time *Retain a consultant to prepare a plan for location and operati ng costs of maintenance districts, at an estimated cost of $30k - $35k. Once approved by the City Council, follow the procedure to assess fees and conduct a protest vote.
*One possibility is a city-wide district that includes everything but Hilltop and Marina Bay.
*Finance will provide support to Department as needed. *Cost est imates for consultant and preliminary staff discussion has comm enced. *LEAD: Joe Leach- Public Works
*Delmy Cueller- Internal Services, Finance
*James Atencio - City Attorney's Office
5 Cost Recovery for Public Safety
Responses Ordinance -
General Fund
Work with the City Attorney's Office to establish an ordinance allowing public safety to recoup expenses related to response services f or non- Richmond tax paying customers (e.g., vehicle accidents) and subrogation. Also, the ordinance shall allow for penalty/fee to be charged for Richmond tax paying residents engaged in illegal activity ( e.g., DUI accidents, grow houses) Yes Medium
Annual revenue generation for illegal
marijuana grows: $100,000 per year.

Additional revenue generation unknown at
this time. In-progress
*Work with the City Attorney's Office - in current consultation with City Attorney's office for exemplar policies/practices from oth er jurisdictions applicable to Richmond.
*Staff are compiling information from other police departments on how they conduct cost recovery and what they charge. Estimated revenue generated for DUI’s will be provided once the fees are understood.
*Interim Chief Smith to follow-up with the Attorney's Office on the draft ordinance regarding cost recovery of vehicle accidents an d DUIs. Consult with other Fire Departments on cost, data, how recovered, etc.
*City Council approved first reading of cost recovery ordinance on Oct. 20, 2020. Once the ordinance is finalized PD will be able to recover costs ass ociated with illegal marijuana grows.
*Ordinance approved on 11/10/20
*LEAD: Acting Chief Tirona, Richmond Police Department
*Julie Viray, Richmond Fire Department
*Laura Marquez- Internal Services, Human Resources
*Bruce Soublet- City Attorney's Office
6 Code Enforcement Fees -
General Fund
Description from 12/17/19 City Council Item: Code enforcement i s supposed to be self-supporting, but it is not. We just allocate d over $2 million from the FY 2018-19 year end surplus to backfill a Code Enforcement negative balance. Restructuring Code Enforcement fi scal management and fee structure could result in eliminating the ne gative
balances.

Yes Short ~$1-2 Million annually. I n-progress
*Explore potential fee increases for services to ensure a great er percentage of cost recovery. Fee study to be completed between May 2020 and March 2021.
*Prioritizing revenue enhancements in community development based on the amount of potential revenue enhancements.
*Cost recovery for Code Enforcement in FY 19-20 was 47.5 percent. FY 20-21 goal to begin moving to 100 percent cost recovery over a term of approximately 2-3 years (60 percent in FY 20-21, 80 percent in FY 21-22, and 100 percent in FY 22-23). *1 Code Enforcement Officer is now funded by Community Developm ent Dept *Vacant building survey round 1 completed - additional building s identified to register.

Round 2 completed.
*Staff is issuing Notice of Violations, Administrative Citation s and facilitating Administ rative Appeal Hearings for those vacant properties that were cited. Code Enforcement has issued 116 Administrative Citations , 4 Abatement Warrants and conducted 34 Administrative Hearings.
*In 2021 Code Enforcement issued 224 Administrative Citations a nd invoiced citations in the amount of $193,280; issued 16 cannabis business permits and collected cannabis fees in the amount of $152,300. Conducted 18 Administr ative Hearings and issued 6 Abatement Warrants.
*In 2021 Code Enforcement issued 69 Vacant Structure Notices; 5 38 Notice of Violations and 311 Vehicle Abatement Notices.
*Code Enforcement will be assisting with Rental Inspection Program enforcement of non-responsive and non-compliant landlords.
*LEAD: Eva Mann - Community Development, Code Enforcement Divis ion *Maggie Choi- Community Development, Building Division
*Shannon Moore- City Attorney's Office
Proposed Revenue Generation and Cost Recovery Tracking DocumentSupports Strategic Priority 1A FEE
ADMINISTRATIVE PRACTICE 1Page 376 of 387
7 Business License Enforcement -
General Fund
Description from 12/17/19 City Council Item: It is also widely agreed that a large number of businesses are operating without a business l icense (actually a tax). Enforcement is lax. This is especially proble matic because entering a business license into the city’s database (e trakit) is the gateway to putting the business and building on the city’s radar for other fees, such as fire inspections, grease trap inspections a nd rent control fees. We need to find a way to bring these businesses a nd buildings into the system for fees and taxes.

Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a l icense, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).

The Business License Division has been significantly understaff ed for several years. The City is currently recruiting for the Busines s License Specialist position and it is expected that we will finally have two full time positions staffing the cashier window and processing business l icense.

With renewed continuity, staff will be able follow up more quickly on any issues and follow up more diligently on delinquent accounts.

Conduct enforcement of business licenses, code enforcement for Yes Short ~$250,000 additional annually. In-progress *Find a way to tighten up enforcement. Investigate other cities for best practices. Consider hiring a full-time enforcement officer who drives around checking buildings and uses online resources like Craigslist to locate unlicensed businesses.
*Research improving accuracy of eTRAKIT.
*Recent inquiries by revealed that several addresses without business licenses appeared to be vacant, but the City is not enforcing RMC 6.38. The excuse is that staffing is insufficient , but RMC 6.38 allows a fee to pay for staffing.
*Measure U, approved by the voters in November 2020, includes language that, when implemented, will help staff with the collection of unpaid business license tax
*Finalizing five Administrative Rulings to help with the implementation of the Measure U Ordinance
Hired:

P/T Temp
- 3 Cashiers
- 1 Accounting Assistants
- 3 Student Interns
Full time
- 1 Business License Field Investigator( tentative start date 5 /2)

Collected:

Through 4/7/22, $2.8M which corresponds to 35.6% of the Business Tax Budgeted amount for FY2021-22
*LEAD: Anil Comelo- Internal Services
*Sue Hartman- Internal Services, Information Technology *Gabino Arredondo- CMO Economic Development, Economic Developme nt *Antonio Banuelos - Internal Services, Finance
*Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*James Atencio- City Attorney's Office
8 Point of Sales Transactions -
General Fund
Some businesses are NOT identifying the City of Richmond as the Point of Sale (POS) for their transactions and instead are using the address for their main office/headquarters.

Larger businesses often have different offices in different cit ies. The sales tax generated by their sales department gets allocated to the city where the sales department is located. Yes Medium
Revenue generated will vary on a case by
case basis. In-progress
- Additionally, staff needs to Identify business in Richmond th at have more than one location where the other location might hold the sales office. In these cases, the sales tax goes to the Cit y where the sale is occurring and not to Richmond. Once a list ha s been created, staff will have a better understanding of the revenue that could be generated.
- If their sales office is in Richmond, this is simple and an u pdate in their paperwork is all that is needed. If their sales office is not in Richmond, convince them to move their sales office to Richmond.
- Contracted with Avenue Insights & Analytics (City's Sales Tax Consultants, previously MuniServices). Includes a geo audit component. They identify ac tual location of all businesses and work with the State and the business in correcting any location discrepancies. So if a business is in Richmond, but claiming a different location, they assist in correcting the error.
*LEAD: Anil Comelo- CMO Internal Services
*Antonio Banuelos/Delmy Cueller - Internal Services, Finance Di vision *Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*Shannon Moore- City Attorney's Office
9 Collection of outstanding funding
from CCTA for R-transit, Paratransit
Program - General Fund
Collect funding for Paratransit services from CCTA and address GF subsidizing Paratransit funding. Yes Short
R-Transit received ~1.72 million in FY 19-
20 and ~$1.16 million in FY 20-21 in
outstanding revenue from CCTA once R-
transit-related documents were received In-progress
*On schedule to received FY 21/22 reimbursement funding from CCTA by end of fiscal year.
*Staff will continue to and apply for state and regional agency funding to support services.
*CCTA has paid the City all past due amounts through FY 20/21. *Reimbursement funding totaling $526,304 up to FY 19/20 was received on 5/11/20. *To support the longevity of the Paratransit service, the ECIA Committee approved $1m every year from ECIA Transportation funds to support senior and disabled transportation services under the paratransit program. It is th e department's intent that Paratransit will no longer have to rely on the General Fund to subsidize services. Staff continues to monitor Paratransit's budget and will proactively discuss any GF subsidy needs with Finance/CM and Council.
*LYFT program has helped to offset costs.
*LEAD: Lori Reese-Brown - Library and Community Services, Transportation Division *Anil Comelo/Delmy Cueller - Internal Services, Finance 10 Analyze potential revenues and
expenditures for Kids First. Include
research on ballot measure that
caps expenditure obligations and
expanding Real Estate transfer tax
percentage and applicable sale
amount -
General Fund
Description from December 17, 2019 City Council item: $25,000 approved by City council to analyze potential revenues and expe nditures for Kids First
Description from 12/17/19 City Council Item: Ballot Measure - K ids First is projected to start running a multi-million dollar deficit in FY 2022-2023, if not sooner. A ballot measure to cap expenditures based on re venue could insure there would be no deficit.

Description from 12/17/19 City Council Item: Ballot Measure for Real Estate Transfer Tax Revision - The Kids First measure applied t o sales only over a million dollars, and it is generating less than anticipated. The tax could be both increased and applied to sales under $1 million. Yes Medium Depending on the outcomes of the
research, the goal could be to increase
revenue to further offset or fully cover the
1%, 2% and 3% allocation of the Fund
AND/OR to reduce the allocation to a % or
dollar amount that is deemed more
feasible. If revenue enhancement is
decided upon, then initial revenue
estimates vary depending on what
changes are made to the revenue sources.

If we made additional changes to the
documentary transfer tax structure the
increased revenue could average ~ $1
million annually. However, it is important to
note that actual annual revenue could vary
due to the fact that this revenue source is
volatile and unpredictable. Exploratory
*Staff needs to complete the research and analysis and bring before City Council for consideration and decision, viable opti ons for moving forward.
*Finance staff will work with other departments such as the CAO to analyze the potential for revenue tax measures for future ba llot initiatives.
*As appropriate, RDCY staff will also work with the Mayor/staff, and/or convene and/or participate in meetings with stakeholders to discuss various options and changes to language included in Measures E & K.
*Staff will utilize existing resources such as
http://www.californiacityfinance.com/PropTransfTaxRates.pdf to learn more about transfer taxes in other cities. Many Bay Area cities charge far more than Richmond, including El Cerrito, Alameda, Albany, Emeryville, Hayward and Oakland. *Staff need to determine, at a minimum, what would be required to meet Kids First obligations, but look at further increases along the line s of other Bay Area cities.
*An RFP for a consultant to help staff analyze potential expend iture and revenue options was developed; however, the RFP was never released. *Finance staff came up with preliminary revenue estimates based on various scenarios for changes to the documentary transfer tax.
*In 2021, staff gathered information to determine which upcomin g election an amendment to Measures E&K could feasibly be placed on (i.e. Nov ember 2021 or later).
*LEAD: Anil Comelo- Internal Services
*Antonio Banuelos/Delmy Cueller - CMO Internal Services, Financ e Division *LaShonda White/Patrick Seals- CMO Internal Services, Children and Youth Division (RDCY) *James Atencio- City Attorney's Office
11 Creation of Community Facilities
District (CFD) -
Special District Fund
A CFD may provide for the purchase, construction, expansion, or rehabilitation of any real or other tangible property with an estimated useful life of at least five years. A CFD may also finance the costs of planning, design, engineering, and consultants involved in the construction of improvements or formation of the CFD. Formation of a CFD authorizes a public agency to levy a special tax on all tax able property within the CFD in the manner prescribed in the formation documents. Yes Long
Revenue generated will be commensurate
with the district expenses and City share. Exploratory
*CFD formation for Point Molate contemplated in DDA & DA *Campus Bay is still being studied by Development team
*Hire a consultant to perform a comprehensive CFD formation study, at a cost of about $100k.
*Staff Training held on July 28, 2020 by Economic Development a nd Holland & Knight *BAE Urban Economic assisted the City in evaluation of a CFD fo r Point Molate *Council executed a Development Agreement with a contemplated C FD for Point Molate
*Staff attended CDIAC webinar:
https://www.treasurer.ca.gov/cdiac/webinars/2020/20201110/description.asp * LEAD: Joe Leach- Public Works
*Tawfic Halaby- Public Works, Engineering and CIP Division *James Atencio - City Attorney's Office
12 Creation of Enhanced Infrastructure
Finance District (EIFD) -
Special District Fund
EIFDs are a new governmental entity; created by a city, county, special district (or a combination of the three) that funds the constru ction, improvement, or rehabilitation of a defined area. A unique feature of EIFDs is that the defined areas of an EIFD do not have to be co ntiguous; meaning cities, counties, and special districts that are separa ted geographically but share a common infrastructure goal (say a ma jor arterial highway) can still form an EIFD together. EIFDs can also fund the on-going maintenance associated with the newly formed district.

May defer tax increment from general fund. Yes Medium
Revenue generated will be commensurate
with the district expenses and City share. Not at this Time *Obtain training for staff June/July 2020.
*Following training, staff will study if deferment of resources (through tax increment) from General Fund to determine if it would generate new revenues or not (Fall 2020).
*Hire a consultant to perform a comprehensive EIFD study, at an anticipated cost of $100k.
*Potential EIFD was considered for Point Molate, but CC did not like that EIFD would defer tax increment from General Fund. CFD was preferred over EIFD. No additional work needed.
*LEAD: Joe Leach- Public Works
*James Atencio- City Attorney's Office
2Page 377 of 387
13 Building Permits - Cost Recovery
Planning & Building Fund
Description from 12/17/19 City Council Item: It is widely agreed that a lot of construction happens in Richmond without a permit. Enforceme nt is lax. The penalty described in 6.02.180 (D) 2 is only double the permit fee, which has not proven to be a strong motivation for people build ing projects to apply for and secure a permit:
“Fee. An investigation fee, in addition to the permit fee, shal l be collected whether or not a permit is then or subsequently issued. The investigation fee shall be equal to the amount of the permit fee required by this chapter. The minimum investigation fee shall be the same as the minimum fee set forth in the City's adopted fee schedule.”

This is not enough to discourage cheating. The California Build ing Code allows a fee for constructing without a permit, “subject to a f ee established by the building official” (109.5). It was suggested that the penalty should be a minimum of $1,000 and could be as much as f ive times the normal building permit fee. We also need to greatly i mprove the detection and follow-up on non-permitted construction. Yes Short Estimated investigation fee revenue:
$518,242.23/year.
6 unpermitted projects identified since
August 20, 2020.

Any additional annual generation
estimation unknown at this time. COMPLETED
*Find a way to be more proactive in finding projects without permits.
*Using the City website, make it easy for someone to report an unpermitted project.
*Ordinance No. 06-20 N.S. formally adopted the 2019 Edition of the California Building Standards Codes with our local amendments. Ordinance No. 06-20 N.S. was adopted by Council on 3/3/20. It was subsequently filed with and just recently accepted by the CA Building Standards Commission (CBSC). Only the proposed Ener gy Code Amendments are awaiting approval by the CA Energy Commission. *One of our local amendments establishes an investigation fee f or work without a permit. Below is an excerpt of the related code language:
“…Investigation fee for work without permit. Whenever any work for which a permit is required has been commenced without first obtaining said permit , an investigation shall be made before a permit may be issued for such work. An investi gation fee, in addition to the permit fee, shall be collected whether or not a permit i s then or subsequently issued. The investigation fee shall be equal to three times the permit fee as set forth in the City’s adopted fee schedule…”
*Investigation fee has been formally established within the Cit y Master Fee Schedule effective 08/20/2020 and is now being utilized & collected when work for which a permit is required has been started without first obtaining the permit . *Fee has now been assessed in 60 cases since 8/20/2020 to date with more anticipated as violations are discovered. Continuing to assess fee as cases are being addressed.
*LEAD: Chris Castanchoa - Community Development, Building Divis ion Maggie Choi- Community Development, Building Division
*Lina Velasco - Community Development, Building Division *Stephanie Vollmer- City Attorney's Office
14 Cannabis Business License
Enforcement -
General Fund and Cost Recovery
Planning & Building Fund
Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a l icense, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).

Identify businesses delivering cannabis in Richmond and ensure they are registered for a business license
Draft cannabis equity ordinance to increase the revenue generat ed from licenses Yes Short ~$100,000 to $1,000,000 annually. In-progress *Follow-up on Notices and invoices
*RFP and hire auditor for Marijuana Business Audits to review records from marijuana businesses to determine if they have pai d the correct amounts.
*Code Enforcement will be assisting with Cannabis Business Perm it oversight. *The contract with Silver and Wright was approved by City Council on 10/20/2020. *RMC was updated to implement a comprehensive cost recovery pro gram was approved on 10/20/2020.
*Cannabis Business Permit Application and Notice of Violation c reated and invoices sent to the 13 Cannabis businesses.
*5 Cannabis Business Operating Permits have been obtained to da te. 8 Cannabis operators are completing departmental approval process. Code En forcement is working in tandem with Silver & Wright on cannabis enforcement process. *In 2021, 16 Cannabis businesses permits applications were appr oved and $152,300 in cannabis fees collected.
*Enforcement is currently being conducted against 4 unpermitted cannabis businesses operating in the City.
*LEAD: Eva Mann- Community Development, Code Enforcement and Bu ilding Division *Chris Castanchoa/Lina Velasco- Community Development, Building Division *Acting Chief Tirona, Richmond Police Department
*Julie Viray- Richmond Fire Department
15 Engineering Cost Recovery Ensure fees cover city costs. Yes Shor t Unknown at this time. In-progress *Update street vacant application and fee structure to include applicant providing all document such as Title Report and surve y. *Staff is working with Willdan Financial in reviewing actual co sts to provide City services and comparing to the corresponding fees.
*Updated Master Fee schedule will be with updated fees will be presented to City Council in November 2020. *LEAD: Joe Leach- Public Works 16 Port to be 100% Occupied -
Port Fund
Strategic Priority 1A: Port properties are 95% occupied. Increase occupancy to 100% to generate additional revenue. Yes Long ~$500,000 - $1,000,000 annually.
(Terminal 3 ~$36,500 per month+revenue
share once tenant improvements are
finalized)
(Alcatraz ~$16,000 per month ) In-progress
*98% occupied.
*Find tenants for the Cafeteria Building.
*Alcatraz Cruise lease was executed on 10/15/2021, which will generate $15,000 per month in revenue
*Point San Pablo Harbour lease executed on 06/01/2021, which will generate $700 per month in revenue
*Northland Nautical lease executed on 04/01/2021, a non-profit *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Shasa Curl - City Manager's Office
*Shane Johnson - CMO Economic Development, Port of Richmond *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney
17 Late Fees - Various Funds
Description from 12/17/19 City Council Item: Employees are conc erned that some departments are not collecting late fees. We need to review this and fix it if that is true.

Currently late fees are collected for Rent Control, Fire Depart ment, and Code Enforcement.

Identify late fees associated with City leases Yes Short Total: $170,000
Permit Trak - $55,000
ProjectTrak - $100,000
Munis Invoices - $15,000
Note: Ideally this would not be a revenue
generator but rather a deterrent and
customers would pay their invoices on
time. In-progress
*More effective enforcement and need to determine which departments/division have late fees.
*For Business License, staff started collecting late fees effec tive with the late October 2020 renewal notices. Late fee rates for Business License are 10% for the first 30 days of delinquency, 25% for 31 to 60 days. For items aged past 60 days and unpaid in June/July, can potentially be transferred to Contra Costa Property tax Bills for collections.
*Need to see if feasible for Engineering. In the past, we have not charged late fees for those departments because the items were paid at time of issuance. Additionally, we are looking at implementing interest charges for unpaid invoices and other unpaid items.

This issue for the PD is null and void as the fees related to marijuana inspections will be collected at the time of permitting. *Community Development determined that late fees are not applic able to planning applications and building permits.
*LEAD: Antonio Banuelos- Internal Services, Finance
*Acting Chief Tirona- Richmond Police Department
*Lina Velasco- Community Development
*Delmy Cueller/Anil Comelo- Internal Services, Finance
18 Review/Streamline process for
payments and scheduling
appointments - Various Funds
Streamline entire payment process for business fees, permit, an d fines to be payable online or on phone. Walk through entire process from how to find link to making the payment to ensure process is clear. Yes S hort Fire Dept Est Revenue is $900K Exploratory *Make online payment options more user friendly.
*Redirect calls to staff remotely, including cell phones (due t o ongoing complaints from residents not being able to reach staff )
*Measure U Team exploring software needs for new business license system.
*Departments have confirmed that with the exception of payments by cash (needing to be made at the cashier window), all other payment processes can be made either online, over the phone, or by mail.
*Phone numbers and TRAKiT number on invoice.

ALL DEPARTMENTS
*LEAD: Anil Comelo- Internal Services
*Sue Hartman- Internal Services, Information Technology *Julie Viray, Richmond Fire Department
*Acting Chief Tirona, Richmond Police Department
*Delmy Cueller, Internal Services, Finance
19 Contract to conduct comprehensive
review and study of all city impact
and development fees - Various
Funds
Strategic Priority 1A: Contract to conduct comprehensive review and study of all city impact and development fees to update and/or adopt Master Fee Schedule. Yes Short
Additional revenue will close the gap
between current fee and current cost in
providing various services. In-progress
*Draft User Fee and Impact Fee Report has been submitted to the City. Finance will bring to Council for approval of recommendations in May 2021. Report will highlight actual City cost to provide services, the recommended fee, the change from the old fee, and the subsidy amount, if any. This analysis will help the city to more accurately adjust fee to capture full amount a nd identify areas where the City is subsidizing certain services.

Additionally, in certain departments, this will provide a path towards gradually increasing rates over a few years to fully capture the cost of the services.

Consultant is working with Public Works in finalizing Impact Fe e Section of the study and will be submitted dto Council for adoption in the next few weeks.

In addition to Impact Fees, will return with updates to Fire fees, Recreation fees, and Public Works fees.
*RFP released in April 2019 for studies.
*Contract awarded in June 2019.

Updated fees have been submitted and approved by City Council i n parts:

Adopted in March 2022 include fees for GIS, Police, and Transpo rtation, *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance * Dave Aleshire- City Attorney's Office
*ALL CITY DEPARTMENTS
3Page 378 of 387
20 Richmond Economic Development
Action Plan. Develop and Implement
Short, Medium, Long term economic development strategies for Richmond. Yes Medium
Unknown at this time and cannot be
estimated. In-progress
*Finish interviews with City Council
*Bring EDAP to City Council for adoption
*Completed RFQ to solicit a consultant.
*Five RFQ responses submitted.
*Consultant chosen: HR&A Advisors.
*Contract with HR&A was approved by Council on 10/6.
*Completed data request from HR&A
*Presentation at Economic Development Commission 12/9
*Meeting with HR&A in January 14th and January 19th
*HR&A Presentation to EDC 2/10/21 and MLT on 3/3/21
*HR&A Presentation to City Council on Final STRLAP on 6/22/21 *HR&A Presentation to EDC on draft RBIAS on 7/14
*Applied for Community Navigator Program Grant due 7/22- Did no t get awarded *EDAP and RBIAS drafted
*ED working group meeting regularly
*Working on Blue dot contract
*Working on Buy local campaign
*LEAD: *Thomas Omolo- CMO Economic Development, Economic Develo pment Division *Lizeht Zepeda- CMO Economic Development, Economic Development Division *James Atencio- City Attorney's Office
21 Asset Management Advisor
Description from February 4, 2020 City Council Meeting: $19 mil lion in LAIF (Local Agency Investment Fund) fund at approximately under 2%.

How can the city get a higher rate of return? The city has a very low risk tolerance and needs to be extremely careful and act within the Council- adopted policies. There are multiple examples of minor changes (for instance changing the mix of funds in certain treasuries or bon ds compared to simply letting everything sit in a LAIF account) ma ke significant differences in returns on investment, especially ov er time. Yes Short TBD In-progress *Reach out to brokers to evaluation potential investment opportunities.
*RFP prepared and issued.
*City Council approved a list of brokers on 9/22/2020.
*LEAD: Delmy Cueller- Internal Services, Finance
*Anil Comelo - Internal Services
22 Send survey to City staff requesting
their revenue generation ideas and
input
Send 1-3 questions max online survey to all city staff requesti ng their revenue generation ideas. Staff have option to submit recommend ations anonymously. Yes Short N/A In-progress *CMO-ED provide draft to HR f or review and dissemination *Draft survey prepared. *LEAD: Anil Comelo- CMO Internal Services, Human Resources *Sue Hartman- Inernal Services, Information Technology
23 Bond Financing: Civic Center,
Wastewater, and Port Potrero,
Successor Agency and Pension
Obligation Bond
Strategic Priority 1C and mentioned at 5/7/19 City Council Meeting:

Refinance Wastewater bonds to hopefully remove the Swap and obt ain additional funds for projects. Refinance Civic Center Bond and Port Potrero.
1) Lower the risk of the Wastewater bond portfolio by refunding 2008A bonds and associated swap termination.
2) Refund Lease Revenue Civic Center and Point Potrero Project bonds. 3) The City presented a recommendation to refund two outstanding bonds to City Council on 9/15/2020.
4)The City will also work on refunding the Pension Obligation bond. Yes Short ~$200,000; for Successor Agency: Per
City Council Agenda 9.15.2020 the
estimated saving for Successor Agency
refunding bonds is $13.3 million gross debt
service savings or $5.8 million Net Present
Value. Exploratory
*Exploratory- 2nd round
*Analyze additional refinancing options as appropriate based on market conditions.
*Completed first round of refinancing options for Civic Center, Waste Water, Point Potrero and Successor Agency.
*As of May 4, 2022, the City is currently working to refinance the Pension Obligation Bond.
*LEAD: Anil Comelo- Internal Services
*Delmy Cuellar - Internal Services, Finance
*Lina Velasco- Community Development
*Dave Aleshire, City Attorney's Office
24 Complete records retention review
and consolidation
Consolidated records and files to remove what is not needed or can be destroyed to decrease the city's cost for storage. Yes Short Unkno wn at this time. In-progress *City staff clean-up files and consolidate files. Remove files no longer needed or required.
*In process, impacted by COVID-19
*Refer to the retention schedule to destroy files
*Email sent to staff to clean up files and records storage. *This is an ongoing effort, and due to COVID-19, the process is slower than expected.

Many departments have started with on-site storage in order to make room to request off-site storage.
*Follow-up email sent October 21, 2020.
*Ongoing process - 4-7-22 update: Departments are submitting destruction of records forms pursuant to the retention schedule. *LEAD: Pamela Christi an- City Clerk's Office 25 City Asset Repositioning Plan
One-time funding
Develop plan and assest inventory to reposition or lease City o f Richmond surplus property and market opportunity sites. Develop lease administration plan. Yes Medium
Estimated by Management Partners at
$1,000,000. Once properties are
appraised, will have a sharper idea of
revenue In-progress
*Project pending the hire of additional staff in Housing divisi on (Housing Manager)
*Develop criteria
*Identify "sliver" parcel suitable for disposition to adjacent property owner, and contact to begin negotiations for dispositi on *Send a “Notice of Availability” for a 60-day period to interested local entities and affordable housing developers who are on HCD site of all surplus properties at one time.
*Retaining a broker(s) to assist with determining assessed valu e of property and to market properties.

Created map and excel spreadsheet of all City properties including current use, designated “surplus land” or “exempt surplus land”.
*Parcel maps and other documentation uploaded to Document Cente r Online. *Draft Inventory of Leased and Owned Properties (Government Code Section 5056) created, currently 434 properties identified. Of those city pro perties, 344 properties were identified for agency use, and 90 were designated Surplus. *Draft Surplus Lands Act (SLA) AB 1486 list created with written findings, of the 90 Surplus Properties identified, 76 parcels are being designated as Exempt Surplus Properties, 14 properties that the City is intending to declare as “Surplus Lands.” *Collect all information for city properties including parcel m aps, leases, deeds and any other documentation for the property.
*Submit draft inventory lists for inter departmental review. *Designated list of “Surplus Land” and “Exempt Surplus Land”. P resented to City Council 10/27 and approved 12/22
*Notice of Availability drafted, and distributed for department feedback *Created web page for “Surplus Lands” to include parcel informa tion for each property, inclusion in an online map of surplus properties and web page f or "Exempt Surplus Lands" that are suitable for marketing to include parcel inform ation, and an interactive *LEAD: Charice Duckworth- Community Development, Housing *Lina Velasco- Community Development
*Antonio Banuelos- Internal Services, Finance
*Shannon Moore - City Attorney's Office
26 Collection of Public Art Fees
One-time funding
Confirm constructions projects from 2017 until present complied with public art ordinance requirements.

Yes Short
One-time revenue or in-leu.
$341,746 generated 2021 (Calendar year)
$170,000 to date generated 2022
(Calendar year) In-progress
*Implementation of Art Policies and Procedures
*Call out for RFP Art consultants for Public Art Master Plan *Finance to put the $82,413 of outstanding fees from 2017-2020. *Tracking document created.
*As of 2/1/21 staff have collected approximately 83% of $484,89 4.10 *Making Waves school has fulfill ed in-lieu requirements ($64,000) *Aspire Schools has fulfilled in -lieu requirements ($41,000) *5/18/2021- Public Art Ordinance update adopted by City Council consideration. *Ridgeline Property Group has fulfilled in-lieu of requirement ($111,081.05) with $85,00 being awarded for the Osprey Bird Sculpture and $26,081 awarded to administer Arts and Culture Division
*RYSE 1% $26,000
*$484,894.10 total generated 2017 to 2020 with $402,481.10 Collected or in-leu (Calendar year).
*LEAD: Winifred Day- CMO Economic Development, Arts and Culture Division *Shasa Curl- City Manager's Office
*Chris Castanchoa, Community Development, Building Division *Maggie Choi- Community Development, Building Division
*Lilia Corral- CMO Economic Development, Arts and Culture Divis ion *Shannon Moore - City Attorney's Office
27 COVID-19 Cost Recovery and Grant
Exploration
One-time funding
The Federal Government approved the CARES Act in March 2020. Ho w can the city apply for grants/programs and recover costs? Through the passage of House of Representative Bill 1319, also known as the American Rescue Plan Act (ARPA), state, tribal and local governments are expected to receive much needed assistance to h elp offset the negative impacts of COVID-19. As part of the $1.9 tr illion ARPA relief package, the City of Richmond is currently situated to receive $27.7 million, with the first installment received in August 2021, and the final installment expected one year later in 2022. Must be allocated by December 2024. Yes Long
The City’s total CARES Act allocation is
$1,373,211. The full amount was
expanded by December 31, 2020.

The City's proposed American Rescue
Plan Act (ARPA) allocation is $27.7
million. In-progress
*HR&A and Contigo to conduct a community needs assessment to hear from community on how the City should spend the remaining $17 million ARPA allocation
*Documentation for services provided during COVID-19 are being tracked and monitored.
*Staff is learning about ARPA and attending informational webin ars. *Shared ARPA information at Council, with unions and senior sta ff, and during a community meeting in April 2021.
*CAREs funding has been received and spent.
*Staff shared information with Council, staff, community and un ions about ARPA and setting up ways to get input on possible spending categories; S taff plans to provide preliminary recommendations for possible allocations for FY 21- 22 in May and June to Council
*Website developed
*The City received its first i nstallment of ~$13.5 million in August 2021 and City Council allocated $10.5 million in ARPA funds for various projects (i.e . HVAC upgrades at 4 city facilities, community needs assessment, Richmond Rapid Res ponse Fund, NR pump station, etc.) as part of the FY 21-22 budget process. *The City Council approved a contract with HR&A and Contigo to conduct a community needs assessment to hear from community on how the City should spend the remaining $17 million ARPA allocation
LEAD: LaShonda White- Community and Library Services
*Patrick Seals- Internal Services, Children and Youth
*Delmy Cueller- Internal Services, Finance
*Anil Comelo- Internal Services
*Finance Recovery Unit (Antonio Banuelos, Desiree Johnson, Ritu Prabhakar) 28 Co-locations for New Cell Towers Marketing co-locations for ce ll towers Yes Medium Not available at this time Exploratory * Identify locations and availability
* Continue to negotiate increased rent in lease amounts * Agreement with AT&T to go to City Council in May 2022 for expansion of cellular service on city owned light poles
* Completed negotiations with AT&T for revenue per pole annuall y *LEAD: Sue Hartman- Internal Services, Information Technology *Alfredo Gonzalez, Richmond Police Department, Information Tech nology 4Page 379 of 387
29 Review of Franchise Agreements
Review fuel movement franchise agreements, such as with Kinder Morgan, for fuel movement from Richmond to South SF and review safety of pipelines in Richmond Yes Medium Not available at this t ime Exploratory *Identify, list, and review Richmond's Franchise Agreements. *LEAD: Joe Leach- Public Works
*Dave Aleshire- City Attorney's Office
30 Vacant Property Marketing
Assist with marketing for non-City owned vacant properties Develop website in January 2021 Yes Medium Not available at this t ime Exploratory *HR&A will be exploring option for single location to put all business spaces available for rent or sale.
*locate data of vacant properties? is it available in socrata? *City staff refers interested parties to brokers serving Richmo nd. *Exploring feasibility of VPT
*LEAD: Thomas Omolo- CMO Economic Development, Economic Develop ment *Lizeht Zepeda- CMO Economic Development, Economic Development 31 Business License Tax (Measure U)-
Gross Receipts and/or per unit basis
for rental properties and gross
receipts
General Fund Revenue
Measure U was approved by Richmond voters in November 2020. Thi s changed the basis of the business license tax to gross receipts tax for both rental properties and all businesses in Richmond. The new tax structure will be effectiv e July 1, 2021. Currently, in most cases, City charges Business License Tax based on number of employees on a per location basis. For rental properties with no employees, the property owner pays the same rate of $234.10 per location. It doesn't matter if it is an in-law unit or 1,000 unit apartment complex. A new proposed structure would charge on a per unit tiered rate. The more units, the higher the tax.

For all other businesses, tax amount due would be based on amou nt of gross receipts by the business. Nearby cities with gross receip ts include Oakland, Berkeley and Walnut Creek.

Voters approved a progressive tiered structure where the rate change based on the type of industry and go up based on higher gross r eceipt volume. Yes Short
Business License revenue in FY 2019-20
totaled $3,588,923. In FY 2020-21
Business License revenue through
September 2020 is $887,662. The bulk of
the Business License revenue comes in to
the City in December and January.

Estimated total revenue with passage of
Measure U based on rates included in
ballot measure is $9.5M. In-progress
*Staff is meeting as requested with Council of Industry, Chambe r of Commerce and other Richmond business organizations to discuss issues with the Ordinance as approved by the voters. *Staff will propose clarifications to the Ordinance through Administrative Rulings On an as needed basis.
*Administrative Rulings will co ver language clarification, defi nition updates, or more detail in grey or ambiguous areas of the ordinance.
*Convened three meetings with the business community.
*Measure U placed on 11/3 ballot.
*Measure U approved by voters
*LEAD: Antonio Banuelos- Internal Services, Finance Division *Ofelia Alvarez/Leilani Dela Cruz/Desiree Johnson/Karla Robles/ Delmy Cuellar- Internal Services, Finance
*Thomas Omolo/Gabino Arredondo/Shasa Curl- City Manager's Office *Randall Narron/Sue Hartman- Internal Services, Information Tec hnology *James Atencio- City Attorney's Office
32 Sidewalk Ordinance Enforcement
Enforcement of sidewalk ordinance as a way to recover costs of sidewalk repairs and reduce the city’s liability exposure and outside counsel costs in connection with trip and fall claims/litigation. Yes Short Unk nown at this time Exploratory *Take a proposed policy to City Cou ncil in May 2022 *LEAD: Joe Leach- Public Works
*Dave Aleshire- City Attorney's Office
*Laura Marquez- Inernal Services, Human Resources
33 Grants
Many city programs and projects are funding through Federal, State, Regional, and Local grants. A city-wide grant tracking sheet through entire lifetime of the grant. Ensure all funding is received. Y es Short FY 20-21 grant revenue unknown at this
time In-progress
*Expand Pilot tracking process to all departments receiving grants: City Manager's Office, Community and Library Services, Community Development, Information and Technology, Police, and Fire.
*Created grant tracking process and document
*Successfully Piloted grant tracking process with the Public Wo rks Department. *LEAD: Vrenesia Ward- Internal Services, Finance
*Mubeen Qadar- Internal Services, Finance
*Heather McLaughlin- City Attorney's Office
34 Cost Recovery and Reduction of
Legal Fees
Explore possibility of reducing legal fees and creating procedures for recovering legal fees Yes Medium Unknown at this time In-progress *Research and engage in conversations as new projects at Chevron arise.
*LEAD: Karen Becker- City Attorney's Office
*Dave Aleshire- City Attorney's Office
*Crystal Shanklin- City Attorney's Office
35 Port of Richmond - Creation of Rent
Roll Accurately identifying Port finances for current and incomi ng rent Yes Short Current roll is ~$2 million annually. This
amount will be used to reduce Port debt to
the City of Richmond In-progress
*Establish a more cohesive inter-departmental process with Finance to facilitate the receiving and posting of rent * Established a working group of Port staff and Finance staff t o better understand Port finances and rent intake
*LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Shasa Curl - City Manager's Office
*Shane Johnson - CMO Economic Development, Port of Richmond *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
36 Redevelop Port land for alternative
revenue-generating uses
Identify opportunities to redevelop Port land for alterative re venue- generating uses Yes Long
Management Partners estimated
$1,000,000 Not at this Time
*Research what other Ports have done and opportunities
*Researching Port modernization options and opportunities *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
37 Laboring of large ships at Port Opportunity to allow large shi ps to labor overnight at Port. Yes Medium Estimated at $600,000 t o $1,000,000 Exploratory *Research forms, process, market, start- up costs *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
38 Renegotiate ECIA with Chevron
Possible opportunities for CBA for future projects, possibilities to expand the term of the current ECIA. The City has not engaged in conve rsation with Chevron at this time regarding renegotiating the ECIA in i ts current form. However, there may be opportunities to engage with Chevron regarding negotiating community benefits agreements for new projects. Not at this time Medium Management Partners estimated
$9,000,000 Not at this Time
*Research and engage in conversations as new projects at Chevron arise.
*Research funding opportunities for specific programs. *LEAD: LaShonda White- Community and Library Services 39 Sales Tax -
General Fund Revenue
Current Sales Tax rate is 9.75% and this includes the extra hal f cent approved by Contra Costa County voters with the passage of Measure X this past November. This measure would be a half cent sales tax (.5% increase) taking the total tax to 10.25%
El Cerrito and various cities in the County of Los Angeles are currently at

10.25% Yes Medium Estimated at $8 million Explo ratory *Pending input from City Council *Determined it is feasible *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo- Internal Services, Finance
*Pam Christian- City Clerk's Office
*James Atencio- City Attorney's Office
40 Parcel Tax for Code Enforcement
and Abatement (Vacant Property
Tax)
Description from 12/17/19 City Council Item: This got over 62% of the vote in 2018 and probably would have passed with the required 2/3 if there had been a credible campaign. Oakland passed a similar me asure.

It could raise several million dollars annually.

Measure T- Vacant Property Special Parcel Tax. https://ca- richmond3.civicplus.com/3527/November-6-2018-Election
The tax imposed by this chapter shall be at the rate of $3,000 annually per vacant developed parcel; $6,000 annually per vacant undevel oped parcel; $3,000 annually per vacant residential unit for condomi niums, duplexes, or townhouse units under separate ownership; and $3,000 annually per parcel for parcels with ground floor commercial ac tivity allowed but vacant. Yes Long
Based on the Phase 1 report received by
SCI Consulting Group, depending on the
definitions, exemptions, and rate, revenue
is estimated revenue generated ranges
from $1,189,000 to $1,745,000. In-progress *Goal is to place on November 2022 Ballot *Phase 1 short-term contract with SCI consulting
*Hosted two community workshops on 7/7 and 7/13 with an approximate total of 28 attendees.
*As of 7/13, the city has received two comments via email. *Completed Phase 2 feasibility research and outreach in partnership with SCI Consulting group
*LEAD: Shasa Curl- City Manager's Office
*Antonio Banuelos - Internal Services, Finance
*Lina Velasco- Community Development
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerk's Office
*James Atencio- City Attorney's Office
41 Transient Occupancy Tax (TOT) -
General Fund Revenue
Cities may improve the transient occupancy tax (TOT) on persons staying 30 days or less in a hotel, inn, motel, tourist home, n on- membership campground or other lodging facility, City may also levy a tax on the privilege of renting a mobile home located outside a mobile home park, unless such occupancy is for more than 30 days or un less the tenant is an employee of the owner (The California Municipal Revenue Sources Handbook pg 50 )
Currently, 17 Contra Costa cities collect Transient Occupancy T ax (TOT).

Of those cities charging TOT 12, including Richmond, are at 10% . The only city with a higher TOT rate is San Pablo at 12%. The rest charge less than 10%. Yes Lo ng An increase in TOT from 10% to 12%
would bring in an additional $300,000 -
$400,000 in a normal year. Exploratory *Pending input from City C ouncil *This was not placed on the November 3, 2020, ballot. *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office

POTENTIAL BALLOT MEASURE
5Page 380 of 387
42 Schools and Communities First
Initiative -
General Fund
A champion of this initiative is the unions. They are trying to get signatures to quality the measure for the November 2020 ballot. It is stated that the measure would closes the corporate property tax loophole (prop 13?) and bring $12 billion dollars to CA Public Services. It is estimated Richmond would receive $22 million per fiscal year. No Medium Estimated $22 million for Richmond per
year Not at this Time *Proposition was not approved by voters. *Prop 15 is on the November 3, 2020 ballot
*Proposition was not approved by voters.
*LEAD: Local Unions
43 Documentary Transfer Tax rate
Changes
Proposed ballot language updating tiers and rate changing the C ity’s Real Estate Documentary Transfer Tax at these rates: $1,000,000 1- $3,000,000 at 2.25%, 3,000,0001-$10,000,000 at 3.0%, and over $10,000,000 at 3.5%, providing $X annually, until ended by vote rs, be adopted?” Yes Short
Based on property sales the last few years,
the proposed updated tier structure would
generate approximately $1M per year. Of
all the General Fund revenue streams, this
is the most volatile and amounts collected
by the County can vary significantly from
month to month and year to year. One or
two large sale Exploratory *Pending input from City Council *06/25/2020- polling has been completed.
*This measure was not placed on the November 3, 2020, ballot. *LEAD: Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerk's Office
*James Atencio- City Attorney's Office
44 Stormwater Fee Increase
Proposed ballot measure that would cover the costs of maintenan ce, operation, and infrastructure repairs for the entire City of Ri chmond stormwater system. Include increase by CPI. Aid in alleviation of flooding as broken pipes would be repaired and water would not infiltrate the system.

In the past, similar ballot measures have not been successful. 2012, Contra Costa Clean Water Program conducted a County wide voter ballot measure to increase stormwater fees but failed. This would be a property- related fee and would ultimately require approval from property owners following a mail-in ballot procedure. Yes Short Unknown at this t ime Exploratory *Retain consultant
*Complete Stormwater rate study report
*List out next steps, timeline, budget, and consultant. *Present to Council to receive direction.
*Consider for November 2022 Ballot
*LEAD: Mary Phelps- Public Works, Water Resource Recovery *Antonio Banuelos- Internal Services, Finance
*James Atencio- city Attorney's Office
45 Increase Utility User Tax by 1
percent
Proposed ballot measure would raise UUT by 1 percent. Richmond's current UUT percentages are:
- Telecommunications Services: 9.5%
- Video: 5%
- Electricity: 10%
- Gas: 10% Yes Medium
Management Partners estimated
$4,000,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance Division *Delmy Cueller/Anil Comelo - Internal Services, Finance Divisio n *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
46 Parcel Tax for Library Services
Community services (library, recreation, etc.) facilities and services Important to gauge the desire of constituents, council, etc. Yes Medium Management Partners estimated
$5,600,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
47 Increase Real Property Transfer Tax
by 20 percent Explore feasibility of increasing all tiers by 20% or specific tiers Yes Medium Management Partners estimated
$1,600,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
6Page 381 of 387
Attachment 2
REVENUE ENHANCEMENTS
Options
(Per Management Partners)
Estimates
(Per Management Partners)
1 Institute parcel tax for library services High ($5.6 million) 2 Raise the utility users tax rates by 1% High ($4 million) 3 Implement a vacant parcel tax High ($2 million)
4 Increase real property transfer tax by 20% High ($1.6 million) 5 Create neighborhood improvement district/community facilities  district High ($1 million) 6 Increase transient occupancy tax to 10% Low ($300,000) 7 Renegotiate ECIA with Chevron High ($9 million)
8 Conduct an asset inventory and lease surplus properties High ($ 1 million) 9 Redevelop Port Land for alternative revenue‐generating uses Hig h ($1 million) 10 Increase cost recovery on recreation services High ($1 million ) 11 Increase cost recovery on planning, building services Medium ( $700,000) 12 Use surplus properties to provide open spaces for development  opportunities Low ($100,000) SERVICE DELIVERY ALTERNATIVE
S
Options
(Per Management Partners, which are not recommended by staff for further consideration)
Estimates
(Per Management Partners)
13 Contract police services with the County Sheriff’s Office High  ($6 million) 14 Created a shared fire services model with neighboring agencie s High ($2.7 million) 15 Contract library services to the County High ($2.5 million) 16 Create a regionalized police department High ($2 million) 17 Contract social services work to County agencies and/or nonpr ofit organizations Medium ($900,000) 18 Contract senior center operations/partner with nonprofit orga nizations Low ($300,000) This involves identifying new revenue sources, or enhancing/ increasing existing revenue sources, based on best practices, and comparisons with neighboring communities.

This includes looking at alternative, lower cost service delivery approaches such as shared services, outsourcing or insourcing with other agencies, public/ private partnerships, and contracting for services with private sector service providers.

Voter
Approval
Required
Council‐ Led
Options
OPTIONS FOR FISCAL SUSTAINABILITY
#

EXPENDITURE CONTROLS/COST SHIFTS
Options
(Per Management Partners)
Estimates
(Per Management Partners)
19 Reduce staffing levels for General Fund position by eliminati ng vacant positions High ($5.4 million) 20 Perform fire department study for utilization and organizatio nal efficiencies High ($2.7 million) 21 Perform police department study for utilization and organizat ional efficiencies High ($2 million) 22 Reduce overtime costs High ($1 million)
23 Shift greater percent of pension costs to employees Medium ($9 00,000) 24 Perform organizational assessment focusing on management staf fing levels Medium ($700,000) 25 Shift fire sworn inspectors to non‐sworn inspectors Medium ($6 00,000) 26 Shift police sworn position to non‐sworn positions based on c alls for service analysis Medium ($500,000) 27 Implement equitable healthcare cost sharing with employees Low  ($250,000) SERVICE LEVEL REDUCTIONS
Options
(Per Management Partners)
Estimates
(Per Management Partners)
28 Eliminate services funded by the Chevron ECIA funds High ($9 m illion) 29 Reduce overall number of General Fund employees by 5% High ($5  million) 30 Eliminate social service programs/spending and/or push servic e to the County High ($1.9 million) 31 Reduce library operations by reducing hours or closing a bran ch Medium ($700,000) 32 Eliminate General Fund subsidy for recreation programs Medium  ($700,000) OPTIONS FOR FISCAL SUSTAINABILITY
This refers to strategies that cap or save General Fund expenditures either by shifting costs to other funds or service providers to reduce the cost of services borne by the General Fund.

This involves reductions based on prioritizing core services and reducing non‐core services. Since we assume that preserving services is a priority, this is typically a fallback strategy when other approaches to restoring the balance between revenues and expenditures are not possible.

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Councilmember Demnlus Johnson III

Subject:

Update on the Transportation Division
FINANCIAL IMPACT: There is no financial impact related to this item.

PREVIOUS COUNCIL
ACTION:

The City Council has received presentations in 2021 on
various programs and grants received.

STATEMENT OF THE
ISSUE:

Councilmember Johnson has requested an update on the
Transportation Division.

RECOMMENDED ACTION:

RECEIVE a presentation from the Transportation Division to update the City Council and the community on the
status of current and upcoming projects - City Council
Office (Councilmember Demnlus Johnson III 510-620-
6568).

DISCUSSION:

There are several programs within the Transportation Division that are helping to promote a greener environment. The City Council and the community would benefit from an update on the current and upcoming projects including, but not limited to the EV AGENDA
REPORT

April 26, 2022
Charging Stations, e-bikes, e-scooters, the Neighborhood Parking Permit Program, and other information that would be helpful to the community.

There has also been an increase in requests for speed calming measures such as speed undulations and roundabouts. The presentation will include information on the process and how to make requests for speed undulations.

DOCUMENTS ATTACHED:

None

April 26, 2022

City Council

DATE: April 26, 2022
TO: Mayor Butt and Members of the City Council
FROM:

Councilmember Nathaniel Bates

Subject:

Process to clean up the City
FINANCIAL IMPACT: City staff will provide the financial impact of this item.

PREVIOUS COUNCIL
ACTION:

Public Works Director Joe Leach provides a verbal report during a City Council meeting on a monthly basis.

STATEMENT OF THE
ISSUE:

Blight throughout the city has increased significantly
during the pandemic.

RECOMMENDED ACTION:

RECEIVE a report and provide direction to staff for a
process and procedure to clean up and maintain the
cleanliness of the city - Councilmember Nathaniel Bates (510-620-6743).

DISCUSSION:

The City of Richmond Public Works Department is working diligently to address the blight throughout the city. During the Shelter in Place Order, homeless encampments AGENDA
REPORT

April 26, 2022
grew and increased the amount of debris on the streets including city sanctioned encampments. Illegal dumping also increased in various locations throughout the city and many areas have become routine dumping sites for illegal dumpers. Collaboration is needed between the city and other agencies to develop a strategy to abate the streets, vacant lots, homeless encampments, including highway underpasses, on ramps and off ramps.

Representatives from the Contra Costa County CORE Team, Caltrans and potentially other agencies will be invited to attend meeting and respond to the presentation.

DOCUMENTS ATTACHED:

None