3 F.3 Contract for Castro Encampment Resolution Project Manager APPROVE a contract with Way2Love, Inc., in an amount not to exceed $235,000, for a term beginning July 26, 2022, and ending June 30, 2024, to provide project management services for the Castro Encampment Resolution Project to be funded by the City’s Encampment Resolution Funding grant – Community Development (Lina Velasco 620-6841/Jesus Morales 620-6649).
Housing Manager Jesus Morales introduced the item. Mr. Morales presented a PowerPoint that highlighted the following: Castro encampment map; Encampment Resolution Funding (ERF) application and award Timeline; procurement process; overall ERF project goals and objectives; main activities; project manager responsibilities; reporting structure chart (org chart); and information about Way 2 Love, Inc.. Discussion ensued. Eleanor Thompson, Amanda Jenkins, and Leticia Chavez gave comments via teleconference.
Motion by Councilmember Demnlus Johnson III
Seconded by Councilmember Melvin Willis
To approve the staff recommendation and authorize staff to make amendments to the contract to ensure satisfactory performance and achieve metrics.
Ayes (5): Councilmember Demnlus Johnson III, Claudia Jimenez, Melvin Willis, Gayle McLaughlin, and Vice Mayor Eduardo Martinez.
Noes (2): Mayor Tom Butt and Councilmember Nathaniel Bates Passed (5 to 2)
G. ADJOURNMENT
There being no further business, the meeting adjourned at 6:06 p.m., in memory of Bill Russell, to meet again on September 13, 2022.
Clerk of the City of Richmond Mayor
cc19Aug2022 – ud/prc
RICHMOND, CALIFORNIA,
SPECIAL CITY COUNCIL MINUTES
August 19, 2022, 4:00 p.m.
Community Services Building
440 Civic Center Plaza
Richmond, CA 94804
_____________________________________________________________________ A. SPECIAL MEETING OF THE RICHMOND HOUSING AUTHORITY
The Special Meeting of the Richmond Housing Authority was called to order at 4:00 p.m.by Chair Thomas K. Butt via teleconference.
B. ROLL CALL
Present: Commissioners Claudia Jimenez, Demnlus Johnson III, Gayle McLaughlin, Melvin Willis, Vice Chair Eduardo Martinez, Chair Thomas K. Butt, and Tenant Commissioner Jaycine Scott. Absent: Commissioner Nathaniel Bates arrived after the roll was called.
C. PUBLIC COMMENT INSTRUCTIONAL VIDEO
The Public Comment Instructional Video was shown.
D. STATEMENT OF CONFLICT OF INTEREST
None.
E. AGENDA REVIEW
None.
F. HOUSING AUTHORITY CONSENT CALENDAR
Moved: Commissioner Gayle McLaughlin
Seconded: Commissioner Demnlus Johnson III
Result: Passed
Ayes (8): Commissioners Nathaniel Bates, Claudia Jimenez, Demnlus Johnson III, Gayle McLaughlin, Melvin Willis, Vice Chair Eduardo Martinez, Chair Thomas K. Butt, and Tenant Commissioner Jaycine Scott.
F.1 Continued use of teleconference technology for meetings of the Board of Commissioners of the Richmond Housing Authority pursuant to the provisions of AB 361
Adopted Resolution No. 2166
G. ADJOURNMENT
The meeting adjourned at 4:09 p.m.
cc19Aug2022 – ud/prc
H. SPECIAL MEETING OF THE RICHMOND CITY COUNCIL
The Special Meeting of the Richmond City Council was called to order at 4:09 p.m. by Mayor Thomas K. Butt via teleconference.
I. ROLL CALL
Present: Councilmembers Nathaniel Bates, Claudia Jimenez, Demnlus Johnson III, Gayle McLaughlin, Melvin Willis, Vice Mayor Eduardo Martinez, and Mayor Thomas K. Butt. Absent: None.
J. STATEMENT OF CONFLICT OF INTEREST
None.
K. AGENDA REVIEW
None.
L. CONSENT CALENDAR
Moved: Councilmember Eduardo Martinez
Seconded: Councilmember Gayle McLaughlin
Ayes (7): Councilmember Nathaniel Bates, Councilmember Claudia Jimenez, Councilmember Demnlus Johnson III, Councilmember Gayle McLaughlin, Councilmember Melvin Willis, Vice Mayor Eduardo Martinez, and Mayor Thomas K.
Butt
Passed (7 to 0)
L.1 Continued Use of Teleconferencing
ADOPT a resolution requiring the continued use of teleconferencing for the meetings of all City legislative bodies pursuant to the provisions of Assembly Bill 361- City Clerk's Office (Pamela Christian 510-620-6513).
Adopted Resolution No. 118-22.
L.2 Booker T. Anderson Community Center Fire Restoration Contract Termination
APPROVE termination of contract with Angotti & Reilly, Inc., for the Booker T.
Anderson Community Center Fire Restoration, located at 960 S. 47th St., Richmond, previously approved for an amount not to exceed $2,583,900 ($2,349,000 low bid plus $234,900 contingency); and AUTHORIZE City staff to negotiate with the next lowest bidder or re-bid the contract – Public Works Department (Joe Leach 510-620-5478).
L.3 Contract with Charleston Mobility, LLC for Emergency Bike Share Pilot APPROVE a sole source contract with Charleston Mobility, LLC., to manage the operations of the City’s bike share program, for a total amount not to exceed $345,000, with a term beginning August 24, 2022, and ending June 30, 2023 – Library and Community Services Department (LaShonda White/Denée Evans 510-621-1718).
cc19Aug2022 – ud/prc
M. ADJOURNMENT
The meeting adjourned at 4:10 p.m.
N. OPEN SESSION TO HEAR PUBLIC COMMENT BEFORE CLOSED SESSION The meeting was called to order at 4:10 p.m. by Mayor Thomas K. Butt via teleconference.
O. ROLL CALL
Present: Councilmembers Nathaniel Bates, Claudia Jimenez, Demnlus Johnson III, Gayle McLaughlin, Melvin Willis, Vice Mayor Eduardo Martinez, and Mayor Thomas K. Butt. Absent: None.
P. CLOSED SESSION
P.1 CONFERENCE WITH LABOR NEGOTIATORS (Government Code
Section 54957.6)
Agency Representatives: Jaclyn Gross and Sharrone Taylor Employee organizations:
1. SEIU Local 1021 Full Time Unit and Part Time Unit
2. IFPTE Local 21 Mid-Level Management Unit and Executive Management Units
3. Richmond Police Officers Association RPOA
4. Richmond Police Management Association RPMA
5. IAFF Local 188
6. Richmond Fire Management Association RFMA
Q. PUBLIC COMMENT BEFORE CLOSED SESSION (public comment limited to Closed Session items only)
Jan Mignone, Khoa Last name unknown, Steve Bischoff, Oscar Garcia, Donovan Decious, Peggy Chou, Gonzalo Ochoa, Tim Simmons, Joy Massey, Savannah Stewart, Eunice Trumball, and Benjamin Therriault spoke in support of the approval of a fair and competitive contract with Richmond Police officers.
Joy Massey gave comments regarding TransForm, a transportation and housing policy in the Bay Area and across California seeking healthy, safe ways of commuting.
Emily Ross expressed support for prioritizing recruitment of police officers and not giving preferential treatment to officers based on seniority.
R. ADJOURN TO CLOSED SESSION
The meeting adjourned to Closed Session at 4:37 p.m.
S. REPORT FROM THE CITY ATTORNEY OF FINAL DECISIONS MADE
DURING CLOSED SESSION
Open Session reconvened at 5:50 p.m.
City Attorney Dave Aleshire reported that direction was given to staff for further negotiations.
cc19Aug2022 – ud/prc
T. ADJOURNMENT
There being no further business, the meeting adjourned at 5:55 p.m., to meet again on September 13, 2022.
Clerk of the City of Richmond Mayor
September 13, 2022
City Council
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
FROM: Councilmember Nathaniel Bates
Subject: Acknowledgement of the Contributions of Mr. Yasuhiko Aoki to the Richmond-Shimada Friendship
FINANCIAL IMPACT: There is no fiscal impact related to this item.
PREVIOUS COUNCIL
ACTION:
The City Council appointed Mr. Yasuhiko to the RichmondShimada Friendship Commission in 1988.
STATEMENT OF THE
ISSUE:
Mr. Yasuhiko “Yas” Aoki was a longstanding member of
the Richmond-Shimada Friendship Commission. Mr. Aoki
passed away on December 31, 2021.
RECOMMENDED ACTION: RECEIVE a Letter of Condolences; and ACKNOWLEDGE the contributions of Mr. Yasuhiko Aoki
to the Richmond-Shimada Friendship and commission.
City Council Office (Councilmember Nathaniel Bates –
620-6743).
DISCUSSION:
The City of Richmond entered into a Sister City relationship in 1961, with Shimada, Japan to promote better understanding among nations through a people-to-people AGENDA
REPORT
September 13, 2022
program, instituted in 1956 by President Eisenhower and subsequently endorsed by President Kennedy.
The Richmond-Shimada Friendship Commission was established by Resolution 8337 in 1964, for the purpose of initiating and conducting approved exchange activities with organizations, groups, and citizens of Shimada to further the economic and cultural understanding and development between the citizens of Shimada, Japan and Richmond, California.
Mr. Yasuhiko Aoki was one of the longstanding members appointed to the commission.
Mr. Aoki along with three other members were grandfathered in and was not subject to term limits due to their continued engagement and contribution to the program.
Mr. and Mrs. Aoki were instrumental in assisting in the planning and facilitation of delegations to and from Shimada, Japan. Most recently, they were intricately involved in the annual application, selection process, and preparation of local youth ambassadors selected to represent Richmond during a four-week youth exchange with Shimada, Japan. Mr. Aoki attended the monthly commission meetings regularly until the pandemic halted in person meetings.
After 30 plus years of service to the relationship, Mr. Aoki passed away on December 31, 2022. In partnership with the commission and counterparts in Shimada, Japan, Councilmember Bates, who serves as the city council liaison to the commission, would like the attached Letter of Condolences included in the official record of the Richmond City Council as a gesture of respect and appreciation.
DOCUMENTS ATTACHED:
Attachment 1 – Letter of Condolences
September 13, 2022
Economic Development
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
FROM: Shasa Curl, City Manager
Winifred Day, Arts and Culture Manager
Subject: Thomas Swan Company – Ookwe Park Signage
Contract
FINANCIAL IMPACT: The funding for this contract is not to exceed $15,000 and is included in the adopted FY 2022-2023 Arts &
Culture division budget (01364065-400201).
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
The Arts & Culture division seeks to enter into a sole
source contract with Richmond-based vendor, Thomas
Swan Sign Company, to fabricate and install the
directional signage, didactic signage, and botanical
markers at ‘Ookwe Park.
RECOMMENDED ACTION: APPROVE a contract with Thomas Swan Sign Company to fabricate and install signage and markers at ‘Ookwe
Park in an amount not to exceed $15,000, for a term
beginning October 1, 2022, and ending June 30, 2023 -
City Manager’s Office, Economic Development (Shasa
Curl/Winifred Day 620-6592).
AGENDA
REPORT
September 13, 2022
DISCUSSION:
‘Ookwe Park is a small new park in the Marina District without any identification or signage markers. The Richmond Arts and Culture Commission (RACC) worked in collaboration with stakeholders over the past six months to approve a three-part graphic design package to include: 1) Large Directional Signage, 2) Pedestal Didactic Signage, and 3) Botanical Markers.
The objectives for this project included selecting a local full-service vendor who could fabricate and install the National Park Service Style signs which includes 18” hole rules.
Richmond-based vendor, Thomas Swan Sign Company, is being recommended from three vendors for a sole source contract as they were the only vendor to provide a fullservice scope of work to include both the fabrication and installation of the three-part signage package created by graphic designer Cherlyn Oto. Thomas Swan Sign Company will work with graphic designer Cherlyn Oto to address any pre-approved design questions.
DOCUMENTS ATTACHED:
Attachment 1 – Standard Contract
Attachment 2 – Sole Source
Attachment 3 – Final Signage Draft
CITY OF RICHMOND
STANDARD CONTRACT
Department: Project Manager:
Project Manager E-mail: Project Manager Phone No:
PR No: Vendor No: P.O./Contract No:
Description of Services:
The parties to this STANDARD CONTRACT do mutually agree and promise as follows:
1. Parties. The parties to this Contract are the City of Richmond (herein referred to as the “City”) and the following named Contractor:
Company Name:
Street Address:
City, State, Zip Code:
Contact Person:
Telephone: Email:
Business License No: / Expiration Date:
A California [ ] corporation, [ ] limited liability corporation [ ] general partnership, [ ] limited partnership, [ ] individual, [ ] non-profit corporation, [ ] individual dba as [specify:] ,
[ ] other [specify:]
2. Term. The effective date of this Contract is and it
terminates unless terminated as provided herein.
3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $ . City shall not pay for services that exceed
the Contract Payment Limit unless a contract amendment has been approved by the City Council or City Manager.
4. Contractor’s Obligations. Contractor shall provide those services and carry out that work described in the Service Plan (Exhibit A) which is attached hereto and is incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.
5. City's Obligations. City shall make to the Contractor those payments described in the Payment Provisions (Exhibit B) which are attached hereto and are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.
6. Authorized Representatives and Notices. This Contract is subject to the Authorized Representatives and Notices Provisions (Exhibit C) which are attached hereto and are incorporated herein by reference.
7. General Conditions. This Contract is subject to the General Conditions (Exhibit D) which are attached hereto and are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.
8. Special Conditions. This Contract is subject to the Special Conditions (Exhibit E) (if any) which are attached hereto and are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein. (Note:
other than Public Works contracts, the City will agree to Special Conditions only in unusual circumstances.)
9. Insurance Provisions. This Contract is subject to the Insurance Provisions (Exhibit F) which are attached hereto and are incorporated herein by reference.
10. Signatures. These signatures attest the parties' Contract hereto:
CITY OF RICHMOND CONTRACTOR:
a municipal corporation
By:
(* The Corporation Chairperson of the Board,
President or Vice President should sign below)
Title: By:
I hereby certify that this Contract Title:
has been approved by City Council.
Date Signed:
By:
City Clerk
(* The Corporation Chief Financial Officer,
Secretary or Assistant Secretary should sign below)
Approved as to form:
By:
By: Title:
City Attorney
Date Signed:
(NOTE: Pursuant to California Corporations
Code Section 313, if Contractor is a corporation
or nonprofit organization, this Contract (1) must
be signed by (a) the Chairperson of the Board,
President or Vice-President and (b) the
Secretary any Assistant Secretary, the Chief
Financial Officer or any Assistant Treasurer.
LIST OF ATTACHMENTS:
Service Plan Exhibit A
Payment Provisions Exhibit B
Authorized Representatives and Notices Exhibit C
General Conditions Exhibit D
Special Conditions Exhibit E
Insurance Provisions Exhibit F
Standard Contract/EJ/TE 9-26-07
For the Contract between the City of
Richmond and
EXHIBIT A
SERVICE PLAN
Contractor shall, to the satisfaction of the , perform the following services and be compensated as outlined below:
T H O M A S • S W A N
PROPOSAL
THOMAS-SWAN SIGN CO., INC., 2717 GOODRICK AVENUE, RICHMOND, CA 94801 510.232.9610 FAX 510.232.9611 LICENSE NO. 269069 www.thomasswan.com
PROPOSAL SUBMITTED TO PHONE
REF. NO. 24-80863-A
Thomas-Swan Sign Company is pleased to provide pricing for the following scope of work:
Manufacture and install -
Item #1 - Main Entrance Sign: 60" wide x 49" tall aluminum plate with 6" square aluminum posts. Copy to be water jet cut through and backed up with white aluminum. Panel, posts, and back of white aluminum to be painted rustic color. Sign to be directly buried into landscape and filled with concrete. Artwork provided by others.
Manufacture = $ 3,800.00
Item #2 - Didactic HPL Sign: Roughly 24" x 48" high pressure laminate face panel mounted to aluminum frame. Frame to be painted rustic color to match entrance sign, mounted directly into landscape, and filled with concrete.
Manufacture = $ 2,900.00 Mfg.
Item #3 - Plant Markers: (Qty. 15) plant markers. Aluminum slightly angle stake painted a rustic color. Label mounted to stake with tamper proof hardware and mounted to plant bed with tamper proof hardware.
Manufacture = $ 145.00 each = $ 2,175.00 total
$ 8,875.00 Mfg.
750.00 Shop Drawings
250.00 Samples
962.82 Tax @9.75%
3,500.00 Install
$ 14,337.82 Total
DATE
August 4, 2022
Ookwe Park Signage (Revised)
S 27th St. Richmond, CA 94804
Winifred Day
Fourteen Thousand Three Hundred Thirty Seven Dollars and 82/100 14,337.82 Ryan Roberts 30
50% Deposit. Balance due net 30 days.
STREET
CITY, STATE AND ZIP CODE
ATTENTION
We Propose hereby to furnish material and labor-complete in accordance with above specifications, for the sum of:
All material is guaranteed to be as specified. All work to be completed in a workmanlike manner according to standard practices. ANY ALTERATION OR DEVIATION FROM ABOVE
SPECIFICATIONS INVOLVING EXTRA COSTS WILL BE EXECUTED ONLY UPON WRITTEN ORDERS, AND WILL BECOME AN EXTRA CHARGE OVER AND ABOVE THE ESTIMATE. All agreements contingent upon strikes, accidents or delays beyond our control. Owner to carry fire,tornado and other necessary insurance. Our workers are fully covered by Workmen's Compensation Insurance.
Acceptance of Proposal - The above prices, specifications and conditions are satisfactory and are hereby accepted. You are authorized to do the work as specified. Payment will be made as outlined above and/or terms and conditions on the attached exclusion sheet.
Note: This proposal may be withdrawn by us if not accepted within
Dollars ($
Days
Signature Date
Signature Date
Payment to be made as follows:
City of Richmond
JOB LOCATION
FAX OR EMAIL
[email protected]
JM
**Please see attached general exclusion sheet that may pertain to this scope** JOB NAME:
T H O M A S • S W A N
PROPOSAL
THOMAS-SWAN SIGN CO., INC., 2717 GOODRICK AVENUE, RICHMOND, CA 94801 510.232.9610 FAX 510.232.9611 LICENSE NO. 269069 www.thomasswan.com
PROPOSAL SUBMITTED TO PHONE DATE
REF. NO. 24-80863-A
Thomas-Swan’s bid is subject to the following exclusions:
1. Useable artwork is required (ie. Adobe Illustrator-outlined, EPS or Vector Art)
2. Price excludes overtime or off hours, unless specified.
3. Permits (if required) will be billed at cost.
4. Permit procurement will be billed at $85.00 per hour and close-out with inspector will be billed at $125.00 per hour.
5. Structural calculations and engineering are not included.
6. Special inspections or testing of any kind not included.
7. Backing or bracing in wall (if required) not included.
8. Patching and painting not included.
9. Opening and/or closing of any walls or columns are not included.
10. Thomas-Swan must have full, uninterrupted access to all related work areas before work begins.
11. Primary power to be owner supplied within 6' of required area.
12. Changes in scope of work must have an approved change order before work continues.
13. Building contractor must comply with NEC Chapter 6, article 600.
14. Quote is subject to change pending site survey.
15. Thomas-Swan is not responsible for delays by others or delays due to adverse weather conditions.
16. Any utility / power line obstructions are not Thomas-Swan’s responsibility.
17. Any wood product used outside is not guaranteed from warping, cracking, or extractive bleeding.
18. Landscaping or grass repair areas are not included in our scope / contract.
19. Traffic management is not included and will be billed as extra, if needed.
20. For standard illuminated letters - 4” wall with no obstructions or interruptions from others, installed during normal business hours, unless specified.
For the Contract between the City of
Richmond and
EXHIBIT B
PAYMENT PROVISIONS
{PLEASE NOTE THAT THE CITY OF RICHMOND SHALL NOT PAY FOR SERVICES
THAT EXCEED THE CONTRACT PAYMENT LIMIT UNLESS A CONTRACT
AMENDMENT HAS BEEN APPROVED BY THE CITY COUNCIL OR THE CITY MANAGER}
1. Provided Contractor is not in default under this Contract, Contractor shall be compensated as provided below.
2. Any and all payments made pursuant to this Contract shall be subject to the Contract Payment Limit. The Payment Limit includes expenses (phones, photo copying, meals and travel etc). Invoices, shall be adequately detailed, based on accurate records, and be in a form reasonably satisfactory to the City. Contractor may be required to provide back-up material upon request.
3. Contractor shall submit timely invoices to the following address:
Attention: City of Richmond, Finance Department - Accounts Payable Project Manager: Department:
PO Box 4046
Richmond, CA 94804-0046
4. All invoices that are submitted by Contractor shall be subject to the approval of the City’s Project Manager, before payments shall be authorized.
5. The City will pay invoice(s) within 45 days after completion of services to the City’s satisfaction. The City shall not pay late fees or interest.
6. A Richmond business license shall be obtained before any payment under this Contract shall be authorized and the business license must be kept current during the term of this Contract for payments to continue to be authorized.
7. All insurance coverage required by this Contract shall be provided by the Contractor before this Contract shall be executed by the City. The insurance coverage must be kept current during the term of this Contract for payments to continue to be authorized.
For the Contract between the City of
Richmond and
EXHIBIT C
AUTHORIZED REPRESENTATIVES AND NOTICES
1. Notices. All notices, demands, statements, or communications provided for by this Contract shall be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to the City shall be addressed to the Department Head and (as delineated below in section 1.1) to the project manager responsible for the administration of or the supervision of the scope of work under this Contract. Notices to the Contractor shall be addressed to the party designated by Contractor (as delineated below in section 1.2). Notice shall be deemed delivered (a) upon personal delivery; (b) as of the fifth business day after mailing by United States certified mail, postage prepaid, addressed to the proper party; or (c) as of 12:00 p.m. on the second business day immediately after the day it is deposited with and accepted by Federal Express, or a similar overnight courier service, addressed to the proper party and marked for next business day morning delivery. For the purposes of this Contract, a "business day" means any day Monday through Friday that is not a holiday recognized by the federal government or the State of California.
1. 1 CITY hereby designates as its Authorized Representative the Project Manager whose name and address are as follows:
City of Richmond
Richmond, CA 94804-0046
1. 2 CONTRACTOR hereby designates as its Authorized Representative the Project Manager whose name and address are as follows:
General Conditions/EJ/TE 01-19-11 1 of 13
EXHIBIT D
GENERAL CONDITIONS
1. Independent Contractor. Contractor acknowledges, represents and warrants that Contractor is not a regular or temporary employee, joint venturer or partner of the City, but rather an independent Contractor. This Contract shall not be construed to create an agency, servant, employee, partnership, or joint venture relationship. As an independent Contractor, Contractor shall have no authority to bind City to any obligation or to act as City's agent except as expressly provided herein. Due to the independent Contractor relationship created by this Contract, City shall not withhold state or federal income taxes, the reporting of which shall be Contractor's sole responsibility.
2. Brokers. Contractor acknowledges, represents and warrants that Contractor has not hired, retained or agreed to pay any entity or person any fee, commission, percentage, gift, or any other consideration, contingent upon or resulting from the award or making of this Contract.
3. City Property. The rights to applicable plans, drawings, reports, calculations, data, specifications, videos, graphics or other materials prepared for or obtained pursuant to this Contract, which, upon request, are to be delivered to City within a reasonable time, shall be deemed assigned to City. If applicable, Contractor shall prepare check prints upon request. Notwithstanding the foregoing, Contractor shall not be obligated to provide to City proprietary software or data which Contractor has developed or had developed for Contractor's own use; provided, however, that Contractor shall, pursuant to Section 15 below, indemnify, defend and hold harmless City from and against any discovery or Public Records Act request seeking the disclosure of such proprietary software or data.
4. Patents, Trademarks, Copyrights and Rights in Data. Contractor shall not publish or transfer any materials, discoveries, developments, concepts, designs, ideas, know how, improvements, inventions and/or original works of authorship resulting from activities supported by this Contract without the express prior written consent of the City Manager. If anything resulting from activities supported by this Contract is patentable, trademarkable, copyrightable or otherwise legally protectable, City reserves the exclusive right to seek such intellectual property rights. Notwithstanding the foregoing, Contractor may, after receiving City's prior written consent, seek patent, trademark, copyright or other intellectual property rights on anything resulting from activities supported by this Contract. However, City reserves, and Contractor irrevocably grants, a nonexclusive, fully paid-up, royalty-free, assumable, perpetual, worldwide license, with the right to transfer, sublicense, practice and exploit said license and the right to make, have made, copy, modify, make derivative works of, use, sell,
General Conditions/EJ/TE 01-19-11 2 of 13
import, and otherwise distribute under all applicable intellectual properties without restriction of any kind said license.
Contractor further agrees to assist City, at City's expense, in every proper way to secure the City’s rights in any patents, trademarks, copyrights or other intellectual property rights relating thereto, including the disclosure to City of all pertinent information and data with respect thereto. Contractor shall also assist City in the execution of all applications, specifications, oaths, assignments, recordations, and all other instruments which City shall deem necessary in order to apply for, obtain, maintain and transfer such rights, or if not transferable, to waive such rights. Contractor shall further assist City in the execution of all applications, specifications, oaths, assignments, recordations and all other instruments which City shall deem necessary in order to assign and convey to City, and any assigns and nominees the sole and exclusive right, title and interest in and to any patents, trademarks, copyrights or other intellectual property rights relating thereto. Contractor further agrees that its obligation to execute or cause to be executed, when it is in Contractor's power to do so, any such instruments or papers shall continue during and at all times after the end of Contractor's services and until the expiration of the last such intellectual property right. Contractor hereby irrevocably designates and appoints City, and its duly authorized officers, agents and servants, as its agent and attorney-in-fact, to act for and in its behalf and stead to execute and file any such applications and to do all other lawfully permitted acts to further the application for, prosecution, issuance, maintenance or transfer of letters of patents, copyright and other registrations. This power of attorney is coupled with an interest and shall not be affected by Contractor's subsequent incapacity.
5. Inspection. Contractor's performance, place of business and records pertaining to this Contract are subject to monitoring, inspection, review and audit by authorized representatives of the CITY, the State of California, and the United States Government.
If the project or services set forth in Exhibit A shall be performed on City or other public property, City shall have the right to inspect such work without notice. If such project or services shall not be performed on City or other public property, City shall have the right to inspect such work upon reasonable notice.
6. Services. The project or services set forth in Exhibit A shall be performed to the full satisfaction and approval of City. In the event that the project or services set forth in Exhibit A are also itemized by price, City, in its sole discretion, may, upon notice to Contractor, delete certain items or services set forth in Exhibit A, in which case there shall be a corresponding reduction in the amount of compensation paid to Contractor.
General Conditions/EJ/TE 01-19-11 3 of 13
Contractor shall, at its own cost and expense, furnish all facilities and equipment necessary for Contractor to complete the project or perform the services required herein, unless otherwise provided in Exhibit A.
7. Records. Contractor shall keep and make available for inspection and copying by authorized representatives of the City, the State of California, and the United States Government, the Contractor's regular business records and such additional records pertaining to this Contract as may be required by the City.
Contractor shall retain all documents pertaining to this Contract for a period of five (5) years after this Contract's termination (or for any further period that is required by law) and until all Federal or State audits are complete and exceptions resolved for this contract's funding period. Upon request, CONTRACTOR shall make these records available to authorized representatives of the CITY, the State of California, and the United States Government.
Contractor shall keep full and detailed accounts, maintain records, and exercise such controls as may be necessary for proper financial management under this Contract. The Contractor’s accounting and control systems shall be satisfactory to City. Contractor's accounting systems shall conform to generally accepted accounting principles and all records shall provide a breakdown of total costs charged under this Contract, including properly executed payrolls, time records, utility bills, invoices and vouchers. The City shall be afforded prompt access to Contractor's records, books, and Contractor shall preserve such project records for a period of at least five (5 years after the termination of this Contract , or for such longer period as may be required by law.
Contractor shall permit City and its authorized representatives and accountants to inspect, examine and copy Contractor's books, records, accounts, correspondence, instructions, drawings, receipts, subcontracts, purchase orders, vouchers, memoranda and other data relating to the project or services set forth in Exhibit A, and any and all data relevant to this Contract at any reasonable time for the purpose of auditing and verifying statements, invoices, or bills submitted by Contractor pursuant to this Contract and shall provide such assistance as may be reasonably required in the course of such inspection. Contractor shall also allow City access to the record keeping and accounting personnel of Contractor.
City further reserves the right to examine and re-examine said books, records, accounts, and data during the five (5 year period following the termination of this Contract; and Contractor shall in no event dispose of, destroy, alter, or mutilate said books, records, accounts, and data in any manner whatever for five (5 years after the termination of this Contract.
General Conditions/EJ/TE 01-19-11 4 of 13
Pursuant to California Government Code § 10527, the parties to this Contract shall be subject to the examination and audit of representatives of the Auditor General of the State of California for a period of three (3) years after final payment under this Contract. The examination and audit shall be confined to those matters connected with the performance of this Contract including, but not limited to, the cost of administering this Contract.
8. Changes and Extra Work. All changes and/or extra work under this Contract shall be performed and paid for in accordance with the following:
Only the City Council or the City Manager may authorize extra and/or changed work. Contractor expressly recognizes that other City personnel are without authorization to either order extra and/or changed work or waive contract requirements. Failure of Contractor to secure the authorization for such extra and/or changed work shall constitute a waiver of any and all right to adjustment in contract price due to such unauthorized work and Contractor thereafter shall be entitled to no compensation whatsoever for performance of such extra and/or changed work.
If Contractor is of the opinion that any work which Contractor has been directed to perform is beyond the scope of this Contract and constitutes extra work, Contractor shall promptly notify City of the fact. The City shall make a determination as to whether or not such work is, in fact, beyond the scope of this Contract and constitutes extra work. In the event that City determines that such work does constitute extra work, City shall provide extra compensation to Contractor on a fair and equitable basis. A change order or Contract Amendment providing for such compensation for extra work shall be negotiated between City and Contractor and executed by Contractor and the appropriate City official.
In the event City determines that such work does not constitute extra work, Contractor shall not be paid extra compensation above that provided herein and if such determination is made by City staff, said determination may be appealed to the City Council; provided, however, a written appeal must be submitted to the City Manager within five (5) days after the staff's determination is sent to Contractor. Said written appeal shall include a description of each and every ground upon which Contractor challenges the staff's determination.
9. Additional Assistance. If this Contract requires Contractor to prepare plans and specifications, Contractor shall provide assistance as necessary to resolve any questions regarding such plans and specifications that may arise during the period of advertising for bids, and Contractor shall issue
General Conditions/EJ/TE 01-19-11 5 of 13
any necessary addenda to the plans and specifications as requested. In the event Contractor is of the opinion that City's requests for addenda and assistance is outside the scope of normal services, the parties shall proceed in accordance with the changes and extra work provisions of Section 8 of these General Conditions.
10. Professional Ability. Contractor acknowledges, represents and warrants that Contractor and its employees are skilled and able to competently provide the services hereunder, and possess all professional licenses, certifications, and approvals necessary to engage in their occupations.
City has relied upon the professional ability and training of Contractor as a material inducement to enter into this Contract. Contractor shall perform in accordance with generally accepted professional practices and standards of Contractor's profession. In the event that City, in its sole discretion, desires the removal of any person employed or retained by Contractor to perform services hereunder, such person shall be removed immediately upon receiving notice from City.
11. Business License. Contractor shall obtain a Richmond Business License before performing any services required under this Contract. The failure to so obtain such license shall be a material breach of this Contract and grounds for immediate termination by City; provided, however, that City may waive the business license requirement in writing under unusual or extraordinary circumstances without necessitating any modification of this Contract to reflect such waiver.
12. Termination Without Default. Notwithstanding any provision herein to the contrary, City may, in its sole and absolute discretion and without cause, terminate this Contract at any time prior to completion by Contractor of the project or services hereunder, immediately upon written notice to Contractor. Contractor may terminate this Contract at any time in its sole and absolute discretion and without cause upon 30 days' written notice to City. In the event of termination by either party, Contractor shall be compensated for: (1) all authorized work satisfactorily performed prior to the effective date of termination; (2) necessary materials or services of others ordered by Contractor for this Contract, prior to receipt of notice of termination, irrespective of whether such materials or services of others have actually been delivered, provided that Contractor is not able to cancel such orders. Compensation for Contractor in such event shall be determined by City in accordance with the percentage of the project or services completed by Contractor; and all of Contractor's finished or unfinished work product through the time of the City's last payment shall be transferred and assigned to City. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.
General Conditions/EJ/TE 01-19-11 6 of 13
13. Termination in the Event of Default. Should Contractor fail to perform any of its obligations hereunder, within the time and in the manner provided or otherwise violate any of the terms of this Contract, City may immediately terminate this Contract by giving written notice of such termination, stating the reasons for such termination. Contractor shall be compensated as provided in Section 12 of these General Conditions; provided, however, there shall be deducted from such amount the amount of damage, including attorney's fees, expert witness fees and costs, if any, sustained by City by virtue of Contractor's breach of this Contract. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.
14. Conflict of Interest. Contractor acknowledges, represents and warrants that Contractor shall avoid all conflicts of interest (as defined under any federal, state or local statute, rule or regulation, or at common law) with respect to this Contract. Contractor further acknowledges, represents and warrants that no City official or employee has any economic interest, as defined in Title 2, California Code of Regulations §§ 18703.1 through 18703.5, with Contractor that would invalidate this Contract. Contractor acknowledges that in the event that Contractor shall be found by any judicial or administrative body to have any conflict of interest (as defined above) with respect to this Contract, all consideration received under this Contract shall be forfeited and returned to City forthwith. This provision shall survive the termination of this Contract for one (1) year.
15. Indemnification.
(a) If this Contract is a contract for design professional services subject to California Civil Code Section 2782.8(a) and Contractor is a design professional, as defined in California Civil Code Section 2782.8(b)(2), Contractor shall hold harmless, defend and indemnify the City, its officers, agents, employees, and volunteers from and against any and all claims, damages, losses, and expenses including attorneys’ fees arising out of, or pertaining to, or relating to the negligence, recklessness, or willful misconduct of the Contractor, except where caused by the active negligence, sole negligence, or willful misconduct of the City. To the fullest extent permitted by law, Contractor shall immediately defend and indemnify the City and its officers, agents, employees, and volunteers from and against any and all liabilities, regardless of nature or type, that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Contractor, or its employees, agents, or subcontractors.
Liabilities subject to the duties to defend and indemnify include, without limitation, any and all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys’ fees; court costs; and costs of alternative dispute resolution. Contractor’s obligation to
General Conditions/EJ/TE 01-19-11 7 of 13
indemnify applies unless it is finally adjudicated that the liability was caused by the sole active negligence or sole willful misconduct of an indemnified party.
(b) If this Contract is not a contract for design professional services subject to California Civil Code Section 2782.8(a) or Contractor is not a design professional as defined in California Civil Code Section 2782.8(b)(2), Contractor shall indemnify, defend, and hold harmless the City, its officers, agents, employees and volunteers from any and all claims, suits, or actions of every name, kind and description, brought forth on account of injuries to or death of any person or damage to property arising from or connected with the willful misconduct, negligent acts, errors or omissions, ultra-hazardous activities, activities giving rise to strict liability, or defects in design by Contractor or any person directly or indirectly employed by, or acting as, the agent for Contractor in the performance of this Contract, including the concurrent or successive passive negligence of the City, its officers, agents, employees or volunteers.
(c) It is understood that the duty of Contractor to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Contractor shall be obligated to defend, in all legal, equitable, administrative, or special proceedings, with counsel approved by the City, the City and its officers, agents, employees, and volunteers, immediately upon tender to Contractor of the claim in any form or at any stage of an action or proceeding, whether or not liability is established. An allegation or determination that persons other than Contractor are responsible for the claim does not relieve Contractor from its separate and distinct obligation to defend under this Section 15. The obligation to defend extends through final judgment, including exhaustion of any appeals. The defense obligation includes an obligation to provide independent counsel if Contractor asserts that liability is caused in whole, or in part, by the negligence or willful misconduct of an indemnified party. (d) The review, acceptance or approval of the Contractor’s work or work product by any indemnified party shall not affect, relieve or reduce the Contractor’s indemnification or defense obligations. This Section 15 survives completion of the services or the termination of this Contract.
The provisions of this Section 15 are not limited by, and do not affect, the provisions of this Contract relating to insurance.
(e) Acceptance of insurance certificates and endorsements required under this Contract does not relieve Contractor from liability under this Section
15. This Section 15 shall apply whether or not such insurance policies are determined to be applicable to any such damages or claims for damages.
16. Safety. Contractor acknowledges that the City is committed to the highest standards of workplace safety. Contractor shall perform all work hereunder in full compliance with applicable local, state and federal safety requirements including but not limited to Occupational Safety and Health Administration requirements, and shall assume sole and complete
General Conditions/EJ/TE 01-19-11 8 of 13
responsibility for the safety of Contractor's employees and any subContractor's employees. If a death, serious personal injury or substantial property damage occurs in connection with the performance of this Contract, Contractor shall immediately notify the City by telephone.
17. Insurance. Insurance requirements are set forth in Exhibit F to this Contract. Contractor shall abide by the insurance requirements set forth in said Exhibit F.
18. Non-Liability of Officials and Employees of the City. No official or employee of the City shall be personally liable for any default or liability under this Contract.
19. Compliance with Laws. Contractor shall comply with all federal, state and local laws, statutes, ordinances, rules and regulations, and the orders and decrees of any courts or administrative bodies or tribunals, with respect to this Contract, including without limitation environmental laws, employment discrimination laws and prevailing wage laws. Compliance under this provision includes compliance with all provisions of the Richmond Municipal Code ("Municipal Code"), including Chapters 2.50, 2.52, 2.56, and 2.60, if applicable.
Contractor acknowledges that under § 2.60.070 of the Municipal Code ("Living Wage Ordinance"), Contractor shall promptly provide to City documents and information verifying its compliance with the Living Wage Ordinance. Also as prescribed in § 2.60.070, Contractor shall notify each of its affected employees with regards to the wages that are required to be paid pursuant to the Living Wage Ordinance.
Contractor shall comply with § 2.28.030 of the Municipal Code, obligating every Contractor or subcontractor under a contract or subcontract with the City for public work or for goods or for services to refrain from discriminatory employment or subcontracting practices on the basis of race, color, sex, sexual orientation, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential subcontractor.
Contractor acknowledges that the City’s Drug Free Workplace Policy, Violence in the Workplace Policy and the Policy Against Workplace Harassment, are available on the City’s website at
http://www.ci.richmond.ca.us/workplacepolicies . Contractor agrees to abide by the terms and conditions of said policies.
20. Limitations upon Subcontracting and Assignment. This Contract binds the heirs, successors, assigns and representatives of Contractor. The Contractor shall not enter into subcontracts for any work contemplated
General Conditions/EJ/TE 01-19-11 9 of 13
under this Contract and shall not assign this Contract, nor any portion hereof or monies due or to become due, without the prior written consent of the City Council or its designee.
Contractor acknowledges that the services which Contractor shall provide under this Contract are unique, personal services which, except as otherwise provided herein, Contractor shall not assign or sublet to any other party without the prior written approval of City, which approval may be withheld in City's sole and absolute discretion. In the event that City, in writing, approves any assignment or subletting of this Contract or the retention of subcontractors by Contractor, Contractor shall provide to City upon request copies of each and every subcontract contract prior to the execution thereof by Contractor and subcontractor. Any assignment by Contractor of any or all of its rights under this Contract without first obtaining City's prior written consent shall be a default under this Contract.
The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor (if applicable), or of the interest of any general partner or joint venturer or syndicate member if Contractor is a partnership or joint-venture or syndicate, which shall result in a change of control of Contractor, shall be deemed an assignment. For this purpose, control shall mean fifty percent or more of the voting power or twenty-five percent or more of the assets of the corporation, partnership or joint-venture.
21. Integration. This Contract constitutes the entire agreement between the parties concerning the subject matter hereof and supersedes any previous oral or written agreement; provided, however, that correspondence or documents exchanged between Contractor and City may be used to assist in the interpretation of the Exhibits to this Contract.
22. Modifications and Amendments. This Contract may be modified or amended only by a change order or Contract Amendment executed by both parties and approved as to form by the City Attorney.
23. Conflicting Provisions. In the event of a conflict between these General Conditions and those of any Exhibit or attachment hereto, these General Conditions shall prevail; provided, however, that any Special Conditions as set forth in Exhibit E shall prevail over these General Conditions. In the event of a conflict between the terms and conditions of any two or more Exhibits or attachments hereto, those prepared by City shall prevail over those prepared by the Contractor, and the terms and conditions preferred by the City shall prevail over those preferred by the Contractor.
24. Non-exclusivity. Notwithstanding any provision herein to the contrary, the services provided by Contractor hereunder shall be non-exclusive, and
General Conditions/EJ/TE 01-19-11 10 of 13
City reserves the right to employ other Contractors in connection with the project.
25. Exhibits. All Exhibits hereto are made a part hereof and incorporated herein by reference; provided, however, that any language in Exhibit A which does not pertain to the project description, proposal, scope of services, or method of compensation (as applicable) , or any corresponding responsibilities of City, shall be deemed extraneous to, and not a part of, this Contract.
26. Force Majeure. Neither party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of such an obligation is prevented or delayed by reason of acts of God, strikes, boycotts, lock-outs, inability to procure materials not related to the price thereof, failure of power, restrictive governmental laws and regulations enacted after the date of this Contract, riots, civil unrest, acts of terrorism, insurrection, war, declaration of a state or national emergency or other reasons of a like nature not within the reasonable control of such party.
27. Time of the Essence. Time is of the essence of this Contract. Contractor and City agree that any time period set forth in Exhibit A represents their best estimates with respect to completion dates and both Contractor and City acknowledge that departures from the schedule may occur.
Therefore, both Contractor and City will use reasonable efforts to notify one another of changes to the schedule. Contractor shall not be responsible for performance delays caused by others, or delays beyond Contractor's control, and such delays shall extend the times for performance of Contractor's work.
28. Confidentiality. Contractor agrees to comply with, and to require its employees, agents and partners to comply with, all applicable State or Federal statutes or regulations respecting confidentially, including but not limited to, the identity of persons served under this Contract, their records, or services provided them, and assures that:
All applications and records concerning any individual made or kept by Contractor or any public officer or agency in connection with the administration of or relating to services provided under this Contract will be confidential, and will not be open to examination for any purposes not directly connected with the administration of such service.
No person will publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service.
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.
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 1 of 3
Revised: September 2011
In all instances where CONTRACTOR or its representatives will provide professional services (architects, engineers, construction management, counselors, medical professionals, hospitals, clinics, attorneys, consultants, accountants, etc.) to the City of Richmond (City), the City requires the following MINIMUM insurance requirements and limits.
CONTRACTOR shall procure and maintain for the duration of the contract, agreement, or other order for work, services or supplies, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the CONTRACTOR, its agents, representatives, employees or subcontractors. Maintenance of proper insurance coverage is a material element of the contract. Failure to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of contract.
CONTRACTOR agrees that in the event of loss due to any of the perils for which it has agreed to provide Commercial General Liability insurance, CONTRACTOR shall look solely to its insurance for recovery.
CONTRACTOR hereby grants to CITY, on behalf of any insurer providing Commercial General Liability insurance to either CONTRACTOR or CITY with respect to the services of CONSULTANT herein, a waiver of any right to subrogation which any such insurer of said CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance.
Original, signed certificates and original, separate policy endorsements, naming the City as an additional insured for general liability coverage, as well as a waiver of subrogation for Workers’ Compensation insurance, shall be received and approved by the City before any work may begin. However, failure to do so shall not operate as a waiver of these insurance requirements.
City reserves the right to modify or require additional coverages for specific risk exposures depending on scope of CONTRACTORS work.
Minimum coverage is detailed below. The policy limits of coverage shall be made available to the full limits of the policy. The minimum limits stated herein shall not serve to reduce the policy limits of coverage of CONTRACTOR.
Minimum Scope of Insurance – the following forms shall be provided and coverage shall be at least as broad as the following:
1. Insurance Services Office Commercial General Liability coverage (ISO Occurrence Form CG 0001), and including coverage for bodily and personal injury, property damage, and products and completed operations (if applicable).
2. Insurance Services Office Automobile Liability coverage (ISO Form CA 0001, Code 1, Any Auto).
3. Original and Separate Additional Insured Endorsement for General Liability (ISO Form CG 20 10 11/85 or its equivalent) with primary and non-contributory language.
4. Workers’ Compensation Insurance as required by the State of California including Employer’s Liability coverage.
5. Original and Separate Waiver of Subrogation for Workers’ Compensation insurance.
6. Professional Liability or Errors & Omissions Liability Insurance appropriate to the CONTRACTOR’s profession (if required.)
Required Coverage Minimum Limits
Workers’ Compensation and
Employers’ Liability
Statutory limits as required by the State of California including $1 million Employers’ Liability per accident, per employee for bodily injury or disease.
If CONTRACTOR is self-insured, provide a certificate of Permission to SelfInsure, signed by the California Department of Industrial Relations and SelfInsurance. If contractor is a sole proprietor (has no employees) than contractor must sign “Contractor Release of Liability” found at:
http://www.ci.richmond.ca.us/index.aspx?nid=61.
General Liability
(primary and excess limits
combined)
$2,000,000 per occurrence for bodily injury, personal injury and property damage. If the policy includes a general aggregate, either the general aggregate shall apply separately to this project, service or location or the minimum required aggregate limit shall be twice the per occurrence limit ($4 million aggregate limit).
Policy shall be endorsed to name the City of Richmond as an additional insured per the conditions detailed below.
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 2 of 3
Revised: September 2011
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.
PROJECT COST REQUIRED LIMIT
$0 - $1 million $1 million p/o
$1 million - $5 million $2 million p/o
Over $5 million $5 million p/o
Professional Liability or Errors &
Omissions Liability –
Required for all professionals
including architects, engineers,
consultants, construction
management, counselors, medical
professionals, hospitals, clinics,
attorneys and accountants, & other
consultants as may be required by
the City.
Required Policy Conditions
Additional Insured Endorsement Applicable to General Liability coverage.
The City of Richmond, its officers, officials, employees, agents and volunteers are to be named as additional insureds for all liability arising out of the operations by or on behalf of the named insured including bodily injury, deaths and property damage or destruction arising in any respect directly or indirectly in the performance of this contract.
ISO form CG 20 10 (11/85) or its equivalent is required. If the Contractor is supplying their product or providing a service then the endorsement must not exclude products and completed operations coverage. If it does, then CG 20 37 (10/01) is also required.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Primary and Noncontributory The contractor’s insurance coverage must be primary coverage as it pertains to the City, its officers, officials, employees, agents and volunteers. Any insurance or self insurance maintained by the City is wholly separate from the insurance of the contractor and in no way relieves the contractor from its responsibility to provide insurance.
Waiver of Subrogation
Endorsement Form
Contractor’s insurer will provide a Waiver of Subrogation in favor of the City for Workers’ Compensation Insurance during the life of this contract.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Deductibles and Self-Insured
Retentions
Any deductible or self-insured retention must be declared to and approved by the City. At the option of the City either the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City or the CONTRACTOR shall procure a financial guarantee in an amount equal to the deductible or self-insured retention guaranteeing payment of losses and related investigations, claims administration and defense expenses.
Contractor is responsible for satisfaction of the deductible and/or self-insured retention for each loss.
A. M. Best Rating A:VII or Better. If the A.M. Best Rating falls below the required rating, CONTRACTOR must replace coverage immediately and provide notice to City.
Umbrella/Excess Liability Policies
If an Umbrella or Excess Liability Policy is used to meet the liability limits, coverage shall be as broad as specified for underlying coverage’s and cover those insured in the underlying policies.
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 3 of 3
Revised: September 2011
Claims-Made Policies
If any insurance policy is written on a claims-made form: 1) the retroactive date must be shown, and must be before the date of the contract or the beginning of contract work. 2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3) If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, the Contractor must purchase an extended period coverage for a minimum of five (5) years after completion of contract work.
Subcontractors
CONTRACTOR shall include all subcontractors as insured under its policies or shall furnish to the City for review and approval, separate certificates and endorsements for each subcontractor. All coverage for subcontractors shall be subject to all of the requirements stated herein.
CONTRACTOR agrees to defend and indemnify the City of Richmond for any damage resulting to it from failure of either CONTRACTOR or any subcontractor to take out or maintain the required insurance policies. The fact that insurance is obtained by CONTRACTOR, and/or CONTRACTOR’s subcontractors, will not be deemed to release or diminish the liability of CONTRACTOR, including, without limitation, liability under the indemnity provisions of this contract. Damages recoverable by CITY from CONTRACTOR or any third party will not be limited by the amount of the required insurance coverage.
Verification of Coverage
All original certificates and endorsements shall be received and approved by the City before work may begin.
The City of Richmond reserves the right to require complete, certified copies of all required insurance policies including endorsements affecting the coverage at any time.
Original insurance certificates and required policy endorsements shall be mailed or delivered to the Designated Project Manager for the City of Richmond.
Insurance certificates and endorsements may be faxed to the Designated Project Manger. However, CONTRACTOR must mail the original certificates and endorsements to Designated Project Manager once faxed.
Continuous Coverage
CONTRACTOR shall maintain the required insurance for the life of the contract. Should the CONTRACTOR cease to have insurance as required during this time, all work by the CONTRACTOR pursuant to this agreement shall cease until insurance acceptable to the City is provided. In the event that CONTRACTOR fails to comply with the City’s insurance requirements, the City may take such action as it deems necessary to protect the City’s interests. Such action may include but is not limited to termination of the contract, withholding of payments, or other actions as the City deems appropriate.
If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by the City, CONTRACTOR must provide updated certificates and endorsements indicating that the required coverage, terms and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to the Designated Project Manager.
Cancellation
CONTRACTOR shall ensure that coverage shall not be cancelled, reduced or otherwise materially changed except after thirty (30) days’ prior written notice has been given to the City.
Reporting Requirements
Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees or volunteers.
Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.
For D. Cuellar
2 25 2022
July 11, 2022
Prepared for
The City of Richmond CA Public Arts Commission
‘Ookwe Park Signage REVISED 3
Final Designs
Directional Park Entrance Signage
Didactic History and Plant Signage
Botanical Plant Markers
Please proof carefully.
Print your name and date each page for final ok to print.
O
eiji oto design
O
eiji oto design
‘Ookwe Park
07112022 | Directional ‘Ookwe Park Entrance Signage REVISED 3 FINAL DESIGN for ’OK to Print’
Directional ‘Ookwe Park Entrance Signage
Scale: 1” = 10’
Final Size: 60” w x 40” h
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
O
eiji oto design
07112022 | Didactic ‘Ookwe Park History and Plant Signage REVISED 3 FINAL DESIGN for ’OK to Print’
Didactic History and Plant Signage
Scale: 1” = 6“
Final Size: 48” w x 18” h
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
'Ookwe Park has been thousands of years in the making. The park is on the site of a Shellmound–an ancient burial site/cemetery of the Ohlone (Huchiun) people. Shellmounds are the ancient monuments of the rst people that live here and continue to have an unbroken tie to these lands. These monuments were created in villages where freshwater met saltwater and are older than the pyramids of Egypt.
There were once as many as 425 shellmounds in the Bay Area, prior to the arrival of the Spanish explorers. The Ohlone lived in over 50 separate Tribes and spoke several di
erent languages. They thrived
in the abundance of the Bay Area, and by living in reciprocity with the land. These great monuments have been continuously
destroyed because of development over the past few hundred years and it causes great su
ering to the Tribe that still lives on
their traditional lands.
Through thousands of years of living in reciprocity with the lands, plants, and waters, the Ohlone have developed spiritual practices, languages, and economies and continue to practice Traditional Ecological Knowledges (TEK). Ohlone people are not of the past but are generous people who now share their traditional territories with everyone who now lives, works and plays on their lands. 'OOKWE PARK
City of Richmond
'Ookwe Park was funded by
1.5% Moody Underpass Capital Improvement Project, 2017 - 2021 Artist - Masayuki Nagase
Ookwe Park Design and Hand Carved Boulders
The Confederated Villages of Lisjan Nation
Public Art Advisory Committee
Cercis occidentalis - Western Redbud
Quercus lobata - Valley Oak
Quercus agrigolia - Coast Live Oak
Quercus veluthia - Black Oak
Angelica archangelica - Angelica Root
Aesculus californica - California Buckeye
Apocynum cannabinum - Dogbane
Arctostaphylos denis
ora - Manzanita
Arctostaphylos tomentosa - Wooly Manzanita
Chlorogalum pomeridianum - Soap Root
Fragaria californica - California Wild Strawberry
Monardella villosa - Coyote Mint
Salvia apiana - White Sage
Salvia columbariae - California Chia
Sambucus callicarpa - Elderberry
Satureja douglasii - Yerba Buena
Confederated Villages of Lisjan Nation is working in
collaboration with the City of Richmond to tend to
the traditional plants that have been selected as part
of the landscape for 'Ookwe Park. Tribal members will
have the opportunity to share this knowledge with
the public through signage and public gatherings
and will steward this landscape as they have for
hundreds of generations.
HEALING PLANTS
Western Redbud Valley Oak
Angelica Root California Buckeye Dogbane Manzanita
Wooly Manzanita Soap Root
California Wild Strawberry Coyote Mint
White Sage California Chia Elderberry Yerba Buena
Coast Live Oak Black Oak
07112022 | Botanical Plant Markers REVISED 3 FINAL DESIGN for ’OK to Print’
Botanical Plant Markers
To Scale
Final Size: 5” w x 3” h
Western Redbud
Cercis cccidentalis
Coast Live Oak
Quercus agrigolia
Black Oak
Quercus veluthia
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
Valley Oak
Quercus lobata
07112022 | Botanical Plant Markers REVISED 3 FINAL DESIGN for ’OK to Print’
Botanical Plant Markers
To Scale
Final Size: 5” w x 3” h
Angelica Root
Angelica archangelica
Dogbane
Apocynum cannabinum
Manzanita
Arctostaphylos
denisflora
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
California Buckeye
Aesculus californica
07112022 | Botanical Plant Markers REVISED 3 FINAL DESIGN for ’OK to Print’
Botanical Plant Markers
To Scale
Final Size: 5” w x 3” h
Wooly Manzanita
Arctostaphylos tomentosa
California Wild
Strawberry
Fragaria californica
Coyote Mint
Monardella villosa
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
Soap Root
Chlorogalum
pomeridianum
07112022 | Botanical Plant Markers REVISED 3 FINAL DESIGN for ’OK to Print’
Botanical Plant Markers
To Scale
Final Size: 5” w x 3” h
White Sage
Salvia apiana
Elderberry
Sambucus callicarpa
Yerba Buena
Satureja douglasii
‘OK’ to Print
Name ______________________________________
Date: _______________________________________
California Chia
Salvia columbariae
September 13th, 2022
Economic Development
DATE: September 13, 2022
TO: Mayor Tom Butt and Members of the City Council
FROM: Shasa Curl, City Manager
Winifred Day, Arts and Culture Manager
Shané Johnson, Senior Administrative Analyst
Subject: Neighborhood Public Art (NPA) Mini Grant Awards Selection
FINANCIAL IMPACT: The funding for this grant program is not to exceed $71,759 and is included in the adopted Fiscal Year (FY) 2022-2023 Arts & Culture division budget as follows:
$65,000 (01364065-400201), $6,759 (13564165-
400201).
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
For over 10+ years, the Richmond Arts and Culture
Commission (RACC) has awarded funding to Richmond
residents for individual art projects. City staff is bringing forth funding recommendations from the RACC for the
FY 2022-2023 Neighborhood Public Art (NPA) Mini Grant
Program for review and approval by the City Council.
RECOMMENDED ACTION: APPROVE the Richmond Arts and Culture Commission (RACC) grant awards to nine selected artists for Fiscal Year (FY) 2022-2023, for a total combined amount not to exceed $71,759, for a term beginning November 1, 2022,
and ending June 30, 2023; and AUTHORIZE the City
Manager to negotiate and execute agreements with
approved grantees - City Manager’s Office, Economic
Development (Shasa Curl/Winifred Day 620-6592).
AGENDA
REPORT
September 13th, 2022
DISCUSSION:
For over ten years, the Richmond Ars and Culture Commission (RACC) Neighborhood Public Art (NPA) Mini Grant program has awarded funding to Richmond residents for individual art projects up to $8,000.
This year’s solicitation process included a Request for Proposals (RFP) distributed on June 1, 2022, to over 300 artists (Attachment 1). The distribution list included artists who attended RACC Community Outreach workshops, artists who had Richmond business licenses, non-profit arts organizations including the Richmond Art Center, Nurturing Independence Through Artistic Development (NIAD), East Bay Center for Performing Arts, and previous NPA Mini Grant award winners and applicants. The RFP was also posted in the City Manager’s Weekly Newsletter and several Social Media platforms including Facebook, etc. The proposal deadline was July 1, 2022.
On June 25, 2022, twenty people attended the optional Information Session via ZOOM.
At the July 1, 2022, application deadline, there were 16 candidates. The range of proposals included art banners, art exhibits, instrumental music classes, Children’s Choir performance, filmmakers, etc. The written applications included a letter of interest and project description, along with a concept design sketch.
On July 27, 2022, the interview selection panel conducted interviews with the top applicants. Subsequently, the panel made their selection of nine finalists based on the scores and rankings for each proposal (Attachment 2). The scoring rubric reviewed criteria that included: letter of interest, proposed project concept, resume highlighting public art experience, art project examples, and professional references.
City staff is recommending that the City Council approve the selection of the nine semifinalists for NPA Mini Grant awards not to exceed a total combined amount of $71,759.
Once under contract, the artists will have until June 30, 2023, to complete the proposed project.
DOCUMENTS ATTACHED:
Attachment 1 – NPA Mini Grant RFP
Attachment 2 – NPA Mini Grant Scoring Matrix
1 Richmond Arts and Culture Commission
Neighborhood Public Art Mini-Grants FY 2022 - 2023
Request for Proposals (RFP)
Application Deadline: July 1, 2022 @ 11:59 p.m. Awards Confirmed: October 2022 Background:
The Neighborhood Public Art (NPA) Mini-Grant Program is now seeking applications for the FY 2022-2023. The grants are designated to stimulate arts and culture in the Richmond community, help emerging artists of all ages and ethnicities, and fund local visual, literary, and performing arts projects. Since 2010, the NPA program has been coordinated by the Richmond Arts and Culture Commission (RACC) and has engaged hundreds of community members in art projects all over the City of Richmond. To apply, please fill out the attached application.
Purpose:
What an NPA Mini-Grant does:
• Provides local artists/non-profit arts organizations/community members with funding for their art projects.
• Assists applicants with meeting deadlines, making budgets, and contract compliance • Builds community and enables the artists to pass on their skills by participating in the grants.
• Helps emerging artists to pass on their skills to others: “each one, reach one, teach one”.
Eligible Art Forms:
• Visual Arts: paintings, graphics, ceramics, mosaic, crafts, sculpture, murals, etc. • Performing Arts: spoken word, music, dance, theater, etc. • Literary Arts: Written fiction, non-fiction, poetry, prose, short stories, etc.
Eligibility Criteria for Applicants:
Eligible: Richmond residents and Richmond-based arts organizations may apply as individuals, as a team with partners, or as a non-profit arts organization. Licensed "non-profit" organizations may serve as fiscal agents for mini grants. If you are already engaged in a creative project and need additional funding, you are eligible to apply for a NPA Mini-Grant.
2 Ineligible: "For-profit" (corporate entities) do not qualify for this NPA Mini-Grant. If you are an employee of the City of Richmond, and/or a relative of a commissioner or any appointed official, you may not apply for this grant, as this relationship represents a conflict of interest. If you have received a NPA Mini Grant for two cycles, please consider not applying or partnering with another resident to allow for new residents to apply.
Mini-Grant Award Amounts:
Small: $500 – $2,999 Medium: $3,000 - $4,999 Large: $5,000 - $8,000* * All grant awards above $5,000 require a City of Richmond business license.
Final awards will be disbursed in two parts. The first payment will be paid upon signing the contract for services and the 2nd payment will be paid upon successful completion of the funded project. All projects need to be completed no later than June 30, 2023.
Selection Process and Deadlines:
Selection Process:
All proposals received by the deadlines as established in the guidelines, will be reviewed for completeness and adherence to proposal submission guidelines. Proposals found to be eligible will be reviewed by RACC commissioner and ranked according to an established review process, using the established review criteria. Pre-qualified candidates will then be invited to make a virtual presentation via ZOOM to the RACC. From that group, the RACC will identify a smaller group of semi-finalists, and after a final review, a group of finalists, who will be offered mini grant awards. A total of $65,000 will be awarded to multiple artist projects based on proposal budget requests and the availability of funds. Incomplete applications will not be evaluated.
Written Proposal Review:
Each eligible proposal receives a total point score and is awarded points from each Commissioner based on the following criteria:
1. Clear Project Description
2. Artist experience with art projects.
3. Community outreach/engagement component
4. Fair and Reasonable Cost (Budget)
Proposals are awarded 1, 3, or 5 points for each criteria:
1 point = minimally qualified for that criteria
3 points = qualified for that criteria
5 points = exceptionally qualified for that criteria
3 Oral Proposal Review:
After the proposals have been evaluated by the Commissioners, and scored based on their written submissions, and total points, semi-finalists may be invited to present their proposals using a virtual presentation via ZOOM unless COVID protocols change per state mandates.
The RACC reserves the right to select proposal candidates to participate in the presentations at its sole discretion, prior to the final grant awards.
Application Deadlines:
June 25, 2022 Information Session via ZOOM at 11:00a.m.
Respond to [email protected] for ZOOM invitation details July 1, 2022 Application Deadline at 11:59 p.m.
July 14, 2022 Richmond Art Commission application review via ZOOM, 6:00 – 8:00 pm
July 28, 2022 Richmond Art Commission interviews via ZOOM, 6:00 – 8:00 pm September 22, 2022 RACC meeting to finalize selection of mini grant awardees September 30, 2022 Announce NPA Mini Grant Award Winners November 2022 All NPA Mini Grant Winners under contract Grant Duration:
Once grantees have been selected, contracts will be prepared and awarded. The grant projects can begin as early as November 2022 and conclude the project no later than June 30, 2023.
Upon completion of each project, and for your final payment, you will be required to report back to RACC with a written summary and provide photos of the project completion and results of your creativity. Each awarded project will be assigned a Liaison from RACC to assist and support the awardee through each step that will lead to a successful project.
Application Instructions:
To apply, please download and complete the application form as directed.
Submission of Proposals
The proposal must be received no later than 11:59 p.m., local time, on Friday, July 1, 2022.
To download the application and for more information about Richmond Arts and Culture, please visit: www.ci.richmond.ca.us/2064/Arts-Culture
Questions
For questions, please email [email protected].
4 Things to consider:
Please note that if your proposal is selected for a grant award, you will be required to comply with additional requests for required information and/or documents prior to receiving grant funding, including but not limited to:
1. Completed W9, Vendor Supplemental Questionnaire, LLC disclosure, Sanctuary City Compliance form
2. City of Richmond Business License
3. Proof of insurance, as requested
4. Signed contract with a Purchase Order and Contract number
5. Invoice from artist to the City of Richmond requesting payment
6. All awarded candidates will be assigned a Richmond Arts and Culture Commissioner liaison, who will be available to assist and support you through the duration of a successful public art project
7. Any artist who receives awarded funds but is unable to provide evidence of completion of milestones (50% complete and 100% complete) will be asked to return the funds
8. Any artist who receives awarded grant funds, shall credit the City of Richmond, and the Richmond Arts and Culture Commission as a sponsor for their public art project (i.e., mural, social media, etc.)
a. A high-resolution City of Richmond logo and the Richmond Arts and Culture Commission logo will be provided to each awardee to be used on all written and other published media associated with their project
9. Any project installed on City-owned or private property will require a permission letter at the time of application
10. A COVID 19 Plan to meet requirements for in person meetings and activities, including but not limited to social distancing (6 feet between participants), wearing masks and gloves, limited team/volunteer in person meetings, and disinfecting materials and spaces as needed, etc.
September 13, 2022
Finance Department
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
FROM: Delmy Cuellar, Director of Finance
Jerry Chak, Accounting Manager
Subject: Investment and Cash Balance Report, and Monthly Overtime Reports for the Month of June 2022
FINANCIAL IMPACT: None
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
City staff is requesting that the City Council receive the City’s Investment and Cash Balance Report and monthly
Overtime Reports for the month of June 2022.
RECOMMENDED ACTION: RECEIVE the City’s Investment and Cash Balance Report and monthly Overtime Reports for the month of
June 2022 – Finance Department (Delmy Cuellar 510-
620-6740).
DISCUSSION:
The Investment and Cash Balance Report is a monthly report of the City’s pooled cash balance. The Portfolio Management Report represents the monthly bank balances, along with market balances of permitted investments according to the City’s Investment Policy. Investment in the Local Agency Investment Fund (LAIF), money market, agency AGENDA
REPORT
September 13, 2022
bonds, certificates of deposits, and corporate notes are all allowable and permitted according to the FY 2021-2022 Investment Policy.
DOCUMENTS ATTACHED:
Attachment 1 – Investment and Cash Balance Report for June 2022 Attachment 2 – Overtime Report for June 2022
Attachment 3 – Overtime Public Safety Report for June 2022
City of Richmond
FY2021-22
Overtime Report
PERIOD 12, JUNE 2022
100% Threshold
ORIGINAL TRANFRS REVISED AVAILABLE PCT
APPROP ADJSTMTS BUDGET YTD EXPENDED BUDGET USED
GENERAL FUND
Summary
400031 OVERTIME/General 1,050,794 172,188 1,222,982 1,451,587 (228,605) 119% 400032 OVERTIME/Sworn 8,794,531 705,402 9,499,933 8,908,324 591,609 94% TOTAL GENERAL FUND 9,845,326 877,590 10,722,915 10,359,911 363,004 97% By Department
12 COMMISSIONS
400031 OVERTIME/General - - 297 (297) 100%
14 CITY CLERK
400031 OVERTIME/General 20,000 7,400 27,400 26,787 613 98% 15 CITY ATTORNEY
400031 OVERTIME/General - - (11) 11 100%
16 PLANNING
400031 OVERTIME/General 1,424 (1,424) 100%
17 FINANCE
400031 OVERTIME/General 63,473 (13,000) 50,473 50,602 (129) 100% 18 HUMAN RESOURCES
400031 OVERTIME/General - - 374 (374) 100%
19 POLICE
400031 OVERTIME/General 808,468 808,468 982,921 (174,452) 122% 400032 OVERTIME/Sworn 5,165,434 5,165,434 4,123,386 1,042,049 80% TOTAL POLICE 5,973,903 - 5,973,903 5,106,306 867,596 85% 20 FIRE
400031 OVERTIME/General - - 227 (227) 100%
400032 OVERTIME/Sworn 3,629,097 705,402 4,334,499 4,784,939 (450,440) 110% TOTAL FIRE 3,629,097 705,402 4,334,499 4,785,165 (450,666) 110% 23 INFRASTRUCTURE & MAINTENANCE OPS
400031 OVERTIME/General 146,943 175,443 322,386 362,985 (40,599) 113% 24 LIBRARY
400031 OVERTIME/General - - 1,199 (1,199) 100%
25 COMMUNITY SERVICES
400031 OVERTIME/General 9,000 2,344 11,344 24,774 (13,430) 218%
City of Richmond
FY2021-22
Overtime Report
100% Threshold
ORIGINAL TRANFRS REVISED AVAILABLE PCT
APPROP ADJSTMTS BUDGET YTD EXPENDED BUDGET USED
26 INFORMATION TECHNOLOGY
400031 OVERTIME/General 2,910 2,910 - 2,910 0%
36 ECONOMIC DEVELOPMENT PROGRAM - - -
400031 OVERTIME/General - - 7 (7) 100%
TOTAL GENERAL FUND 9,845,326 877,589 10,722,915 10,359,911 363,004 97%
NON-GENERAL FUND
By Fund
1012 HILLTOP LANDSCAPE MAINT DIST
400031 OVERTIME/General - - - 18,356 (18,356) 100%
1015 MARINA BAY LNDSCP & LIGHT DIST
400031 OVERTIME/General 25,299 - 25,299 20,549 4,750 81% 1018 RENT CONTROL
400031 OVERTIME/General - - - 1,793 (1,793) 100%
1050 CR-PLANNING & BUILDING
400031 OVERTIME/General 9,500 - 9,500 112 9,388 1%
1055 ENCROACHMENT SVCS
400031 OVERTIME/General - 1,464 1,464 9,505 (8,042) 649% 1205 EMPLOYMENT & TRAINING
400031 OVERTIME/General - - - 492 (492) 100%
1303 KIDS FIRST INITIATIVE
400031 OVERTIME/General - - - 522 (522) 100%
4003 WASTEWATER
400031 OVERTIME/General 8,100 - 8,100 790 7,310 10%
4006 STORMWATER
400031 OVERTIME/General - - - 16 (16) 100%
4404 RHA-NEVIN PLAZA
400031 OVERTIME/General - 40,000 40,000 40,311 (311) 101% 4405 RHA-NYSTROM VILLAGE
400031 OVERTIME/General - 20,000 20,000 77 19,923 0%
4501 RHA-CENTRAL OFFICE COST CTR
400031 OVERTIME/General - - - 618 (618) 100%
TOTAL NON-GENERAL FUNDS 42,899 61,464 104,363 93,142 11,220 89%
City of Richmond
Public Safety Sworn Overtime
Fund: 0001 - General Fund
Period 1 2 3 4 5 6 7 8 9 10 11 12 Average
Month July August September October November December January February March April May June YTD YTD Remaining Monthly Target % 8% 17% 25% 33% 42% 50% 58% 67% 75% 83% 92% 100% Total $ Total % Budget Expense
ORIGINAL
BUDGET
REVISED
BUDGET
FY2014-15 Overtime - Sworn 3,785,000 4,870,000 418,539 310,828 411,518 387,930 362,156 457,306 306,802 413,622 495,119 474,497 374,031 472,889 4,885,236 100.3% (15,236) 407,103.04 FY2015-16 Overtime - Sworn 4,405,000 4,405,000 382,540 436,305 552,158 475,640 448,527 504,933 515,570 352,041 409,747 373,446 438,424 316,501 5,205,832 118.2% (800,832) 433,819.34 FY2016-17 Overtime - Sworn 3,169,000 3,169,000 313,703 373,243 423,224 469,661 339,483 327,177 348,075 361,458 349,723 365,735 425,407 563,317 4,660,206 147.1% (1,491,206) 388,350.51 FY2017-18 Overtime - Sworn 3,169,000 3,169,000 569,194 440,670 445,282 459,402 452,278 396,762 322,524 497,979 455,202 554,449 509,368 466,567 5,569,677 175.8% (2,400,677) 464,139.77 FY2018-19 Overtime - Sworn 3,433,019 3,433,019 482,143 537,369 655,866 437,794 524,577 430,398 367,322 512,595 422,587 497,767 536,209 505,966 5,910,593 172.2% (2,477,574) 492,549.39 FY2019-20 Overtime - Sworn 5,165,434 5,165,434 473,963 469,392 491,205 509,931 449,751 473,935 390,897 498,501 501,383 479,696 560,031 439,159 5,737,844 111.1% (572,409) 478,153.64 FY2020-21 Overtime - Sworn 5,165,434 3,533,043 275,202 246,822 296,775 382,618 306,787 278,293 205,529 303,631 307,092 357,284 323,537 368,366 3,651,936 103.4% (118,893) 304,328.00 FY2021-22 Overtime - Sworn 5,165,434 5,165,434 358,067 389,828 472,454 417,698 322,193 301,011 240,070 323,173 309,207 327,424 301,721 360,540 4,123,386 79.8% 1,042,048 343,615.51 FY2014-15 Overtime - Sworn 1,570,000 2,770,000 220,307 246,370 307,942 227,121 168,609 219,890 186,372 206,850 283,970 192,245 278,950 292,381 2,831,007 102.2% (61,007) 235,917.27 FY2015-16 Overtime - Sworn 2,704,914 2,708,914 184,361 180,698 234,169 203,104 189,824 205,064 255,662 252,596 174,378 194,054 181,321 238,505 2,493,736 92.1% 215,178 207,811.37 FY2016-17 Overtime - Sworn 2,486,914 2,486,914 268,353 267,582 178,894 164,200 149,136 147,981 227,796 267,960 182,993 246,898 233,383 316,924 2,652,102 106.6% (165,188) 221,008.47 FY2017-18 Overtime - Sworn 2,486,914 2,486,914 268,465 345,174 291,221 359,542 367,182 310,508 336,315 176,449 132,298 196,306 203,912 166,108 3,153,480 126.8% (666,566) 262,789.99 FY2018-19 Overtime - Sworn 2,509,914 2,509,914 257,785 245,946 179,272 171,370 219,937 204,997 261,780 216,596 196,343 310,702 220,368 275,966 2,761,062 110.0% (251,148) 230,088.48 FY2019-20 Overtime - Sworn 3,629,097 2,509,914 295,166 277,886 286,016 300,083 332,654 382,084 347,492 328,467 350,709 302,505 264,571 325,335 3,792,969 151.1% (1,283,055) 316,080.74 FY2020-21 Overtime - Sworn 3,629,097 3,193,165 398,678 380,282 417,982 393,922 267,819 345,928 341,403 305,081 172,961 261,923 263,518 286,039 3,835,537 120.1% (642,372) 319,628.08 FY2021-22 Overtime - Sworn 3,629,097 4,334,499 334,236 434,974 358,578 358,251 352,789 327,832 427,404 396,618 297,215 351,463 715,688 429,890 4,784,938 110.4% (450,439) 398,744.82 FY2021-22 TOTAL 8,794,531 9,499,933 692,303 824,802 831,032 775,949 674,982 628,843 667,474 719,791 606,422 678,887 1,017,409 790,430 8,908,324 93.8% 591,609 742,360.34 Police June 2022 Sick Leave Vacation Training Comp Injury Leave Admin Leave Military Leave Bereavement Leave Total Overtime Stats 763 657.75 380 317.3 216 180 118.25 50 2682.3
BUDGET ACTUALS TOTAL
POLICE FIRE
September 13, 2022
Finance Department
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
FROM: Delmy Cuellar, Director of Finance
Jerry Chak, Accounting Manager
Subject: Investment and Cash Balance Report, and Monthly Overtime Reports for the Month of July 2022
FINANCIAL IMPACT: None
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
City staff is requesting that the City Council receive the City’s Investment and Cash Balance Report and monthly
Overtime Reports for the month of July 2022.
RECOMMENDED ACTION: RECEIVE the City’s Investment and Cash Balance Report and monthly Overtime Reports for the month of
July 2022 – Finance Department (Delmy Cuellar 510-
620-6740).
DISCUSSION:
The Investment and Cash Balance Report is a monthly report of the City’s pooled cash balance. The Portfolio Management Report represents the monthly bank balances, along with market balances of permitted investments according to the City’s Investment Policy. Investment in the Local Agency Investment Fund (LAIF), money market, agency AGENDA
REPORT
September 13, 2022
bonds, certificates of deposits, and corporate notes are all allowable and permitted according to the FY 2021-2022 Investment Policy.
DOCUMENTS ATTACHED:
Attachment 1 – Investment and Cash Balance Report for July 2022 Attachment 2 – Overtime Report for July 2022
Attachment 3 – Overtime Public Safety Report for July 2022
City of Richmond
FY2022-23
Overtime Report
PERIOD 1, JULY 2022
8% Threshold
ORIGINAL TRANFRS REVISED AVAILABLE PCT
APPROP ADJSTMTS BUDGET YTD EXPENDED BUDGET USED
GENERAL FUND
Summary
400031 OVERTIME/General 1,179,856 1,179,856 146,999 1,032,857 12% 400032 OVERTIME/Sworn 9,499,934 9,499,934 787,056 8,712,878 8% TOTAL GENERAL FUND 10,679,790 - 10,679,790 934,054 9,745,736 9% By Department
13 CITY MANAGER
400031 OVERTIME/General 2,500 2,500 2,500 0%
14 CITY CLERK
400031 OVERTIME/General 20,000 20,000 2,437 17,563 12%
17 FINANCE
400031 OVERTIME/General 6,400 6,400 8,408 (2,008) 131%
19 POLICE
400031 OVERTIME/General 813,874 813,874 85,132 728,742 10% 400032 OVERTIME/Sworn 5,165,435 5,165,435 353,414 4,812,021 7% TOTAL POLICE 5,979,309 5,979,309 438,546 5,540,763 7%
20 FIRE -
400031 OVERTIME/General - - 136 (136) 100%
400032 OVERTIME/Sworn 4,334,499 4,334,499 433,642 3,900,857 10% TOTAL FIRE 4,334,499 4,334,499 433,778 3,900,721 10% -
23 INFRASTRUCTURE & MAINTENANCE OPS
400031 OVERTIME/General 320,432 320,432 44,935 275,497 14% 24 LIBRARY
400031 OVERTIME/General - - 443 (443) 100% -
25 COMMUNITY SERVICES
400031 OVERTIME/General 16,650 16,650 5,508 11,142 33% - -
City of Richmond
FY2022-23
Overtime Report
8% Threshold
ORIGINAL TRANFRS REVISED AVAILABLE PCT
APPROP ADJSTMTS BUDGET YTD EXPENDED BUDGET USED
TOTAL GENERAL FUND 10,679,790 - 10,679,790 934,054 9,745,736 9%
NON-GENERAL FUND
By Fund
1012 HILLTOP LANDSCAPE MAINT DIST
400031 OVERTIME/General 15,515 - 15,515 1,085 14,430 7% 1015 MARINA BAY LNDSCP & LIGHT DIST
400031 OVERTIME/General 25,300 25,300 4,713 20,587 19%
1050 CR-PLANNING & BUILDING
400031 OVERTIME/General 9,500 9,500 9,500 0%
1055 ENCROACHMENT SVCS
400031 OVERTIME/General 8,000 8,000 466 7,534 6%
4003 WASTEWATER
400031 OVERTIME/General 8,100 8,100 8,100 0%
4404 RHA-NEVIN PLAZA
400031 OVERTIME/General 15,000 15,000 15,000 0%
4405 RHA-NYSTROM VILLAGE
400031 OVERTIME/General 10,000 10,000 10,000 0%
4501 RHA-CENTRAL OFFICE COST CTR
400031 OVERTIME/General 62 62 100%
5001 INSURANCE RESERVES
400031 OVERTIME/General 130 (130) 100%
TOTAL NON-GENERAL FUNDS 91,415 - 91,415 6,457 85,082 7%
City of Richmond
Public Safety Sworn Overtime
Fund: 0001 - General Fund
Period 1 2 3 4 5 6 7 8 9 10 11 12 Average
Month July August September October November December January February March April May June YTD YTD Remaining Monthly Target % 8% 17% 25% 33% 42% 50% 58% 67% 75% 83% 92% 100% Total $ Total % Budget Expense
ORIGINAL
BUDGET
REVISED
BUDGET
FY2017-18 Overtime - Sworn 3,169,000 3,169,000 569,194 440,670 445,282 459,402 452,278 396,762 322,524 497,979 455,202 554,449 509,368 466,567 5,569,677 175.8% (2,400,677) 464,139.77 FY2018-19 Overtime - Sworn 3,433,019 3,433,019 482,143 537,369 655,866 437,794 524,577 430,398 367,322 512,595 422,587 497,767 536,209 505,966 5,910,593 172.2% (2,477,574) 492,549.39 FY2019-20 Overtime - Sworn 5,165,435 5,165,435 473,963 469,392 491,205 509,931 449,751 473,935 390,897 498,501 501,383 479,696 560,031 439,159 5,737,844 111.1% (572,409) 478,153.64 FY2020-21 Overtime - Sworn 5,165,435 3,533,043 275,202 246,822 296,775 382,618 306,787 278,293 205,529 303,631 307,092 357,284 323,537 368,366 3,651,936 103.4% (118,893) 304,328.00 FY2021-22 Overtime - Sworn 5,165,434 5,165,434 358,067 389,828 472,454 417,698 322,193 301,011 240,070 323,173 309,207 327,424 301,721 360,540 4,123,386 79.8% 1,042,048 343,615.51 FY2022-23 Overtime - Sworn 5,165,435 5,165,435 353,414 353,414 6.8% 4,812,021 29,451.16 FY2017-18 Overtime - Sworn 2,486,914 2,486,914 268,465 345,174 291,221 359,542 367,182 310,508 336,315 176,449 132,298 196,306 203,912 166,108 3,153,480 126.8% (666,566) 262,789.99 FY2018-19 Overtime - Sworn 2,509,914 2,509,914 257,785 245,946 179,272 171,370 219,937 204,997 261,780 216,596 196,343 310,702 220,368 275,966 2,761,062 110.0% (251,148) 230,088.48 FY2019-20 Overtime - Sworn 4,334,499 2,509,914 295,166 277,886 286,016 300,083 332,654 382,084 347,492 328,467 350,709 302,505 264,571 325,335 3,792,969 151.1% (1,283,055) 316,080.74 FY2020-21 Overtime - Sworn 4,334,499 3,193,165 398,678 380,282 417,982 393,922 267,819 345,928 341,403 305,081 172,961 261,923 263,518 286,039 3,835,537 120.1% (642,372) 319,628.08 FY2021-22 Overtime - Sworn 3,629,097 4,334,499 334,236 434,974 358,578 358,251 352,789 327,832 427,404 396,618 297,215 351,463 715,688 429,890 4,784,938 110.4% (450,439) 398,744.82 FY2022-23 Overtime - Sworn 4,334,499 4,334,499 433,642 433,642 10.0% 3,900,857 36,136.81 FY202-23 TOTAL 10,330,870 10,330,870 706,828 - - - - - - - - - - - 706,828 6.8% 9,624,042 58,902.32
BUDGET ACTUALS TOTAL
POLICE FIRE
September 13, 2022
Human Resources
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
FROM: Sharrone Taylor, Interim Director of Human Resources Subject: First amendment to the Cooperative Personnel Services HR Consulting (CPS) contract for Sworn Personnel
Recruitments
FINANCIAL IMPACT: The current contract limit is $50,000. The total proposed fiscal impact shall not exceed $189,080 for Fire
Promotional Vacancy ($75,000) and Police Officer
($114,080) recruitments, for a total contract not to exceed amount of $239,080. This expenditure must be allocated
from the General Fund for this fiscal year and will be
budgeted for accordingly in FYs 2023-2024 and 2024-
2025. (Human Resources - Recruitment Services
01181016 – 400216).
PREVIOUS COUNCIL
ACTION:
Click or tap here to enter text.
STATEMENT OF THE
ISSUE:
City Council's approval is required to amend the City's contract with Cooperative Personnel Services HR
Consulting (CPS) to extend the term of the agreement
through June 30, 2025, amend the scope of work to
include Fire Promotional Vacancy and Police Officer
recruitments, and increase the current contract amount of $50,000 by $189,080 for an amount not to exceed
$239,080.
AGENDA
REPORT
September 13, 2022
RECOMMENDED ACTION: APPROVE a first amendment to the Cooperative Personnel Services HR Consulting (CPS) contract to
extend the term date through June 30, 2025, change the
scope of services to include the Fire Promotional
Vacancy and Police Officer recruitments, and increase
the payment limit from $50,000 by $189,080, for a total contract amount not to exceed $239,080; and
APPROPRIATE funds from the General Fund – Human
Resources Department (Sharrone Taylor 510-620-6602).
DISCUSSION:
The COVID-19 Pandemic has adversely impacted the ability to attract sworn safety candidates. In addition, the phenomenon, known as the Great Resignation, has further affected recruitment efforts nationwide and has caused public agencies to explore innovative strategies to attract candidates.
The City Manager requested that the Human Resources Department create an innovative marketing strategy to attract Police Officer candidates to the City of Richmond. As part of the plan, the City engaged Municipal Resource Group (MRG) to oversee the effort and Cooperative Personnel Services HR Consulting (CPS) to provide recruitment services. CPS will lead the Police Officer recruitment effort and, in addition, manage the promotional examinations for the Fire department.
CPS has a tried-and-true approach to recruitment and has a bevy of highly qualified and experienced recruitment professionals. In addition, they have successfully created a multi-pronged virtual social media outreach marketing strategy that has proved very successful. The Human Resources Department has partnered with CPS on other recruitments and is pleased with the service and products.
Police Officer Recruitment
The Police Department currently has eighteen vacancies, with more expected by yearend due to retirements, promotions, and resignations. The Police Department has an existing recruitment process and has recently created an attractive, robust, and intuitive website to bolster its efforts. CPS will work with the Police Department to develop a comprehensive digital marketing campaign, recruitment, and selection process to attract and retain candidates. The marketing strategy will include casting a wide virtual net using social media, hosting virtual careers fairs, and conducting state-wide and nationwide candidate searches. In addition, CPS will conduct the recruitment and aid in the selection process.
Fire Promotional Vacancy Recruitments
The Fire department needs to fill promotional vacancies. Their support is necessitated due to recent staffing losses in the Human Resources department. In addition, their
September 13, 2022
experience and expertise are much needed to oversee these critical recruitments. CPS will be conducting examinations for Fire Captain, Battalion Chief, and Fire Engineer, and will provide a comprehensive examination process comprised of oversight of the examinations, development of practical exercises, assessment centers examination content, candidate and assessor orientation, examination scoring, feedback report, and candidate inquiry responses.
Currently, CPS is contracted to conduct executive recruitments. The current contract has a not to exceed amount of $50,000. The contract amendment is necessary because the scope of work is being expanded to include recruitment services for the Police and Fire Departments. These services will include providing examinations, assessment centers, scoring for Fire Promotional Vacancy recruitments, as well as the marketing plans, candidate outreach, examinations, and assessments for Police Officer recruitments. The costs of the services ($189,080) are reflected in the contract limit increase for a new not to exceed amount of $289,080. Further, the term is extended to ensure that there is adequate time to fully complete the recruitments.
RECOMMENDATION:
Based on the above, Human Resources staff recommends that City Council approve the amendment to the CPS contract, which will allow Human Resources to implement a robust Police Officer recruitment strategy and conduct the Fire Promotional Vacancy recruitments.
DOCUMENTS ATTACHED:
Attachment 1 – Original CPS HR Consulting Contract
Attachment 2 – First Amended CPS HR Consulting Contract
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CITY OF RICHMOND
CONTRACT AMENDMENT
Department: Project Manager:
Project Manager E-mail: Project Manager Phone No:
P.R. No: Vendor No: P.O./Contract No:
Description of Services:
Amendment No. ___ modifies the: (2nd or subsequent amendments attach Amendment History page)
Term, Payment Limit and Service Plan
Payment Limit and Service Plan
Term and Service Plan
Service Plan
The parties to this Contract Amendment do mutually agree and promise as follows:
1. Parties. The parties to this Contract Amendment are the City of Richmond, California, a municipal corporation (City), and the following named Contractor:
Company Name:
Street Address:
City, State, Zip Code:
Contact Person:
Telephone: Email:
Business License No: / Expiration Date:
A California [ ] corporation, [ ] limited liability corporation [ ] general partnership, [ ] limited partnership, [ ] individual, [ ] non-profit corporation, [ ] individual dba as [specify:]
[ ] other [specify:]
2. Purpose. This Contract Amendment is being entered into to amend the Contract between City and Contractor which was approved by the City Council of the City of Richmond or executed by the City Manager on , which original term commenced on and terminates with an original
contract payment limit of $ . Said contract shall hereinafter be referred to as the "Original Contract" and is incorporated herein by reference.
3. Original Contract Provisions. The parties hereto agree to continue to abide by those terms and conditions of the Original Contract, and any amendments thereto, which are unaffected by this Contract Amendment.
Contract Amendment/EJ/TE 09-26-07
4. Amendment Provisions. This Contract Amendment is subject to the Amendment Provisions attached hereto, which are incorporated herein by reference, and which control over any conflicting provisions of the Original Contract, or any amendment thereto.
5. City of Richmond Business License Active Status Maintained. Pursuant to Municipal Code Section 7.04.030, the Contractor must maintain its City of Richmond business license for this Contract Amendment to be deemed to be in effect.
6. Insurance Coverage Updated and Maintained. Pursuant to the Original Contract, the Contractor shall provide the City with updated insurance certificates, and the Contractor shall maintain insurance coverage, for this Contract Amendment to be deemed to be in effect.
7. Signatures. These signatures attest the parties’ agreement hereto:
CITY OF RICHMOND, CALIFORNIA
a municipal corporation
By _______________________
Title:
I hereby certify that the Original Contract
and this Amendment have been approved
by the City Council or executed by the City
Manager.
By _______________________
City Clerk
Approved as to form:
By_______________________
City Attorney
List of Attachments:
1. Amendment Provisions
2. Updated Insurance Certificates
CONTRACTOR:
______________________________
(*The Corporation Chairperson of the Board, President or Vice-President should sign on the line below.)
By____________________________
Title:________________________
(*The Corporation Chief Financial Officer, Secretary or Assistant Secretary should sign on the line below.)
By:___________________________
Title:________________________
(NOTE: Pursuant to California Corporations
Code Section 313, if Contractor is a
corporation or nonprofit organization, this
Contract (1) should be signed by the
Chairperson of the Board, President or
Vice-President and the Chief Financial
Officer, Secretary or Assistant Secretary; (2)
should have both signatures conform to
designated representative groups pursuant
to Corporations Code Section 313.
Contract Amendment between the City of Richmond and
Amendment No. P.O./Contract No.
AMENDMENT PROVISIONS (TERM, PAYMENT LIMIT AND SERVICE PLAN)
1. Paragraph 2 (Term) of the Original Contract is hereby amended to extend the Contract term. Paragraph 2 of the Original Contract is amended to read as follows:
"2. Term. The effective date of this Contract is
____________________________________________________________ (Insert original contract commencement date)
and it terminates
___________________________________________________.
(Insert new contract termination date)
unless sooner terminated as provided herein."
2. Paragraph 3 (Payment Limit) of the Original Contract is hereby amended to increase the payment limit by $ . Paragraph 3 of the Original Contract is amended to read as follows:
"3. Payment Limit. City's total payments to Contractor under this Contract shall not exceed $ including expenses."
“The City of Richmond shall not pay for services that exceed the Contract Payment Limit without the prior written approval of the City Manager if the total Contract amount does not exceed $10,000 or without the prior approval of the City Council if the total Contract amount is over $10,000.”
3. The Service Plan (Exhibit A) of the Original Contract is hereby amended to include the following tasks and/or services:
Contract Amendment/EJ/TE 9-26-07
PROPOSAL
City of Richmond
Police Officer
Digital Marketing Campaign /
Recruitment & Selection Services
Revised August 24, 2022
SUBMITTED BY:
Christina Batorski Peacock
Manager, Recruitment Solutions
CPS HR Consulting
2450 Del Paso Road
Sacramento, CA 95834
t: 916-471-3426
f: 916-561-8446
Tax ID: 68-0067209
www.cpshr.us Your Path to Performance
Proposal for City or Richmond
Police Officer
Digital Marketing Campaign / Recruitment & Selection Services ct
2 August 24, 2022
Sharrone Taylor
Interim Human Resources Director
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Via e-mail to: [email protected]
Dear Ms. Taylor,
CPS HR Consulting (“CPS HR”) is excited about the opportunity to assist the City of Richmond (“City”) with digital marketing and recruitment and selection services for the Police Officer classification. We appreciate this opportunity to submit a proposal and look forward to collaborating with the City on this important initiative.
With a rich history of assisting government agencies with a full range of human resources services, we at CPS HR are confident that together we can provide expert solutions to meet your needs in a cost-effective manner.
We have a deep bench of experts in a broad array of human resources disciplines, long-term experience providing services within the public sector, and an emphasis on quality and value that can be confirmed by our current and past clients.
CPS HR also delivers personalized results-oriented service, utilizing best practice methods and strategies from our team of experts. You will find that:
■ We are practiced at providing exemplary and responsive service for a variety of HR services. CPS HR has held many contracts with local government agencies, so we know how to be responsive to your unique needs. We have the staff, expertise, and resources to provide top-notch professional audit and review services and we are also full-service HR practitioners. ■ We bring in-depth understanding of government operations, programs, and services. CPS HR has been helping public agencies meet their human resource needs for nearly 30 years. Our team of experts includes a variety of professionals with the credentials and direct public agency experience necessary to deliver technically accurate content in an innovative and engaging manner. ■ We have a commitment to maintaining open communications with the City of Richmond. Our project team will focus on integrating with your team and maintaining open communication with your staff to ensure that every activity is completed in a quality manner and adheres to the timeline and budget.
We thank you for the opportunity to submit this proposal and look forward to discussing it with you at your convenience. Please feel free to contact me directly by phone at (916) 471-3426 or by e-mail at [email protected]
Sincerely,
Christina Batorski Peacock
Manager, Recruitment Solutions
Proposal for City or Richmond
Police Officer
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About CPS HR Consulting
CPS HR Consulting (CPS HR) is an innovative, client-centered human resources and management consulting firm specializing in solving the unique problems and challenges faced by government and non-profit agencies. As a self-supporting public agency, we understand the needs of public sector clients and have served as a trusted advisor to our clients for over 33 years. CPS HR occupies a unique position among its competitors in the field of government consulting; as a Joint Powers Authority, whose charter mandates that we serve only public sector clients, we actively serve all government sectors including Federal, State, Local, Special Districts, Higher Education, and Non-Profit Organizations. This singular position provides CPS HR with a systemic and extensive understanding of how each government sector is inter-connected to each other and to their communities.
CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization’s specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector.
We offer expertise in the areas of classification and compensation, organizational strategy, recruitment and selection, and training and development.
Proposal for City or Richmond
Police Officer
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Digital Marketing Campaign
The City of Richmond is seeking to work with a professional consulting firm to provide a digital marketing campaign to increase the number of applicants and ultimately the number of hires for its Police Officer classification. The first step is to create the foundational pieces of the digital marketing campaign. These services may include, but are not limited to the following:
Strategy/Leadership/Project Management
CPS HR will provide leadership direction, devise strategies, and manage the project to achieve agreed upon metrics. This will include regular team meetings, research on new strategies and tactics in response to project barriers, a dashboard to track progress, and ongoing project management.
Ad Management
CPS HR will manage Google Paid Search, Facebook, and Instagram Display Ads. This includes setting up campaigns, posting ads, managing the ad budget, refreshing content periodically, adjusting campaigns based on performance and geotargeting as needed.
Virtual Career Fairs
CPS HR will set up and coordinate up to four (4) virtual career fairs for the Police Officer classification.
This will include setting agendas, coordinating with City staff, PowerPoint templates, CPS team member(s) participation, email messaging, participant tracking and follow-up, debrief after each event.
Digital Assets
Creation of digital assets to support the ongoing recruitment campaign for Police Officers. This may include ad designs, landing page look and content, collaborating on or creating videos, email messaging, text messaging, signage, or other creative content to be used throughout the contract.
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Recruitment and Selection Services
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 19 years of placing top and mid-level executives in public agencies throughout the United States.
Reasons to choose CPS HR include:
Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting professionals for public agencies at administrative, professional, middle management/specialized, and executive levels across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors. Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing professionals at all recruitment levels. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience.
Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics.
Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive-level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals.
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Police Officer
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Satisfied Clients. Our client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship.
Our Approach
Commitment to Communication
Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.).
We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have led to opportunities to assist them with multiple recruitments.
Aggressive, Proactive, and Robust Recruitment
We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity.
Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. We use advertisements, directly email the outreach brochure, post messages, and connect with potential candidates on business media such as LinkedIn, and of course, pick up the phone and call qualified individuals and referral sources.
Diversity Outreach Process
CPS HR strives to attract the most highly qualified, diverse candidate pool possible. We accomplished this by advertising with a variety of diverse organizations such as National Forum for Black Public Administrators and the Local Government Hispanic Network in order to reach these specific population groups. We also seek out candidate referrals from local subject matter experts and the national leadership groups like Women Leading Government. By taking the time to directly contact these influential industry experts, we ensure that we capture the maximum number of distinguished
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candidates – particularly those who are well-known in their industries, but who may not be actively looking for a new job.
Hiring during the COVID-19 Pandemic
Long before COVID-19 came into the common vernacular, CPS HR was engaged in a digital transformation to modernize and retool our services to provide remote support to our clients. Our standard platform is Microsoft Teams™, where we collaborate with our team members and even client staff to ensure a seamless flow of information. This investment has paid dividends during the remote working revolution over the last six months. We have not observed a decrease in the quality of the recruitment and selection process for our clients, and an overwhelming majority of clients have made hires using only our interview process conducted through Microsoft Teams™.
We are also able to adapt to other technologies and protocols that the client may have. Because our staff has been working remotely for several years, we are extremely flexible and can meet your needs according to your level of comfort and security.
Methodology and Scope of Work
Our proposed process is designed to provide the City with ongoing recruitment and selection support suited to the City’s needs.
Under this scope of work, CPS HR would execute the following tasks for the Police Officer recruitment:
Create a two-page to four-page colored brochure.
Identify advertising sources.
Coordinate advertising placements.
Conduct active and passive sourcing of candidates through e-mail, phone, and social media.
CPS HR will supplement the City’s current recruitment efforts to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database.
CPS HR will prepare, submit for your approval, and publish advertisements in appropriate magazines, journals, newsletters, job bulletins, and websites to attract candidates on a nationwide, regional, local, or targeted basis based on the recruitment strategy. CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates.
Upon request from the City, CPS HR can also provide support, consultation and/or best practice recommendations on all components of the recruitment and selection process including but not limited to:
Screening of Minimum Qualifications
Scoring of Supplemental Questions
Candidate Communication
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Scheduling of Candidates for various selection hurdles Development of Interview Questions and Rating Criteria Preparing evaluation packets and/or other assessment exercises. Facilitating interviews and/or other assessment exercises.
The project team CPS HR has selected is prepared to begin work upon receipt of a fully-executed contractual agreement. CPS HR will coordinate a kick off meeting with stakeholders at the City to determine the precise timeline of deliverables.
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Cost of Project Services
CPS HR proposes a time and materials contract engagement for a not-to-exceed amount of $115,000 broken down into two cost categories shown below. CPS HR only bills for services actually expended up to the total budget amount.
Labor Expense Up to 530 Hours $69,000
Direct Expenses Actual Cost $45,080
ESTIMATED TOTAL $114,080
Other approaches may be discussed that will alter the cost of the project. The total cost estimate is based upon the tasks described in this proposal and has been prepared as accurately as possible based on discussions with the City. If changes or additional services are required, CPS HR is agreeable to discuss changes to the project activities, schedule, and cost estimate. The following table provides a more detailed breakdown of costs:
Labor Expense
Description Unit Period Total
Strategy/Leadership Direction/ Project
Management
$2,000/Month 4 Months $8,000
Ad Management $4,000/month 4 Months $16,000
Virtual Career Fairs (up to 4 events) $5,500/event 4 Events $21,000 Digital Assets $1,000/month 4 Months $4,000
Ongoing Recruitment and Selection Consultation
(up to 40 hours per month)
$5,000/month 4 Months $20,000
TOTAL $69,000
Direct Expenses
Description Unit Period Total
Advertising Budget – to be split among various
platforms such as Google, Facebook/Instagram,
Indeed, etc. based on ad performance
Up to $10,000/month 4 Months $40,000
Webflow $20/month 4 Months $80
Recruitment Brochure/Electronic Flipbook $1,000
Outreach Tools $500
Advertising Up to $3,500 30 Days $3,500
TOTAL $45,080
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Project Staffing
CPS HR will have a designated team for to provide these services to the City. Christina Batorski Peacock to be the Project Manager for this assignment because of her strong project management skills. She will coordinate all aspects of the project including the project staff, finalizing project plans and deliverables, organizing, and securing resources, managing communications, monitoring project progress, resolving any problems, and ensure timely and successful completion of the engagement.
Ms. Peacock will be joined by Senior Consultant, Jason Litchney, who will lead the Digital Marketing Campaign and Senior Consultant, Laura Lee, who will lead the Recruitment and Selection services.
The team will be assisted by Administrative Technician, Jackie Frost. Resumes are included below.
Christina Batorski Peacock, PHR, Project Manager & Principal Consultant Ms. Peacock has over 20 years of professional and management experience in public sector Human Resources, including experience in the areas of employee recruitment and selection, compliance, labor relations, test administration, employee relations, and policy development.
Specifically, Ms. Peacock worked directly on recruitment efforts for entry-level Police Officer and entry-level Firefighter as well as sworn and uniform promotional recruitments with the City of Chicago for over 10 years.
Employment History
Manager, Recruitment Solutions, CPS HR Consulting
Deputy Commissioner of Human Resources, City of Chicago Assistant Commissioner of Human Resources, City of Chicago Adjunct Professor(Managing Organizational Change), Keller School of Graduate Management Recruiting Analyst Supervisor, City of Chicago
Human Resources Analyst II, City of Chicago
Human Resources Manager/Payroll Administrator, Bethesda Home & Retirement Center Staffing Specialist, Northwestern University
Employment Coordinator, Northwestern University
Professional Experience
Managed human resource personnel responsible for executing recruitment and selection processes for 30+ clients resulting in the review of 40,000+ applications and 1,200 hires, annually.
Collaborated with the Chicago Police Department on entry-level Police Officer recruitment and selection effortsfor over 10 yearsresulting in diverse applicant poolsranging from 18,000 to 27,000 candidates for a single recruitment.
Performed a lead role in establishing fair and transparent recruitment and selection processes which alleviated the City of Chicago from Federal Monitor Oversight on all hiring practices.
Taught graduate level classes in managing organizational change. Mediated and resolved labor relations issues in a union environment.
Proposal for City or Richmond
Police Officer
Digital Marketing Campaign / Recruitment & Selection Services P a g e | 9
ct
Education
M.P.A. DePaul University, Chicago, IL – Public Administration B.A. Marquette University, Milwaukee, WI – Human Resources & Communication Studies
Professional Organizations and Affiliations
Society of Human Resources Management (SHRM)
International Public Management Association for Human Resources (IPMA-HR) Jason Litchney, M.E., MBA
Mr. Litchney is the Marketing and Employment Branding Manager at CPS HR Consulting. Prior to joining CPS HR, he was the Director of Marketing & Public Relations for an international financial services nonprofit trade association. He is responsible for founding two companies that have made the INC 500 fastest companies list and is a successful entrepreneur and founder of the application company, Umzie, LLC. that was sold in 2017.
Mr. Litchney has a deep understanding and knowledge in marketing, branding and recruitment that he has gained in his over 17 years in executive roles in the private and nonprofit sectors. Mr. Litchney typically operates at Project Manager and Senior Leader levels during strategy development, consulting, and implementation. Major sectors served include federal, state, county, and city governments. Jason is a frequent speaker on employer branding and host of a podcast focused on Public Sector HR.
Professional Experience
■ Marketing & Brand Strategy
■ Public Relations
■ Website Production
■ Graphic Design
■ Photography & Videography
■ Data Analytics
■ Paid Ads / Geotargeting / Geofencing
■ Social Media
Education
■ M.E., Marketing Analytics, Cornell University
■ MBA, Western Governors University
■ B.S., Operations Research & Information Engineering, Cornell University
Proposal for City or Richmond
Police Officer
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ct
Laura Lee, PHR
Ms. Lee is a human resource professional with over 10 years of experience in the public sector. She has a wide range of HR expertise in a variety of responsibilities, including, but not limited to full-cycle recruiting, test administration, classification and compensation, employee and labor relations, and performance management.
Employment History
Senior Consultant, CPS HR Consulting
Human Resources Manager, UC Santa Barbara
Human Resources Generalist, UC Santa Barbara
Human Resources Analyst II, City of Las Vegas
Human Resources Analyst I, City of Henderson
Professional Experience
Managed a team of human resources professionals in providing HR-related services in a decentralized human resources environment to a department of 360 full time employees. Planned and organized the development of a new performance management program and trained employees to facilitate a successful rollout of a goal-based merit system. Provided guidance to management on successful policy implementation, enforcement actions and management of personnel.
Served as an internal consultant to multiple public sector departments for all their recruitment needs to include the full recruitment cycle and maintaining a proactive and strategic approach to high-volume staffing needs.
Served on an executive staff within the City of Las Vegas Fire and Rescue department to contribute to strategic planning goals.
Developed and nurtured relationships with directors, managers, supervisors, and staff to build better communication between departments and central human resources.
Education
MA, Industrial/Organizational Psychology, Touro University BA, Psychology, University of Nevada, Las Vegas
Professional Organizations and Affiliations
Professional in Human Resources (PHR) with HR Certification Institute (HRCI)
Proposal for City or Richmond
Police Officer
Digital Marketing Campaign / Recruitment & Selection Services P a g e | 11
ct
Jackie Frost, Administrative Technician
Ms. Frost has over 4 years of experience in public sector Human Resources, including experiencein the areas of employee recruitment and selection and test administration.
Employment History
Administrative Technician, CPS HR Consulting
Senior Office Assistant, CPS HR Consulting
Office Assistant, CPS HR Consulting
Professional Experience
Create and manage recruitments in applicant tracking system. Screening bulletin applications to validate applicants have met minimum qualifications for position.
Scheduling and scoring written, oral, and bilingual applicant examinations Training proctors for written examinations and chairs for oral examinations. Responding to candidate inquiries by phone and e-mail.
Education
Bachelor of Science, Geography, Brigham Young University
The Richmond Fire Department
Fire Department Testing Services
SUBMITTED BY:
VICKI QUINTERO BRASHEAR
Director of Products and Services
CPS HR Consulting
2450 Del Paso Rd, Suite 220
Sacramento, CA 95834
P: 916-471-3481
[email protected]
Tax ID: 68-0067209
www.cpshr.us
PROPOSAL
Your Path to Performance
July 29, 2022
Proposal to the Richmond Fire Department
Fire Department Testing Services
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Table of Contents
Qualifications and Experience .................................................................... 4 About CPS HR ...................................................................................................... 4 Qualifications of Firm .......................................................................................... 4 Qualifications of Staff ......................................................................................... 5 Roles and Responsibilities ................................................................................... 6 Résumés ............................................................................................................... 7 References ......................................................................................................... 10 Approach to Work ...................................................................................... 16 Project Understanding ...................................................................................... 16 Project Planning, Job Analysis, and Examination Plan Development ....... 17 Written Examination Development, Administration, and Scoring .............. 20 Assessment Center/Practical Examination Development, Administration, and Scoring ........................................................................................................ 21 Project Outcomes ............................................................................................. 27 Project Management and Communication Process ................................... 28 Price Proposal .............................................................................................. 32 Fee Assumptions ................................................................................................ 33
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July 29, 2022
Richmond Fire Department
Kristi Florence, Personnel Analyst II
450 Civic Center Plaza
Richmond, CA 94804
Sent via email to: [email protected]
Subject Line: Fire Department Testing Services
CPS HR Consulting (CPS HR) is pleased to submit this proposal to Richmond Fire Department (Department) to provide professional consulting services in the development and administration of Fire testing services.
Our CPS HR team members are available and uniquely qualified to undertake this effort in a timely manner because of our wide resources and extensive experience in job analysis studies and examination development and administration. We have worked extensively with public safety communities, and our test services are recognized as among the best in the industry. In our proposal, we describe our understanding of the Department’s requested scope of work and our approach and methodology for accomplishing the goals of the project. Our proposal is based upon the following elements to accomplish the Department’s goals:
Developing tailored professional products and providing personalized services to meet the Department’s specific needs;
Maintaining open communication with the Department to ensure the project preserves its focus and adheres to the timeline and budget;
Providing extensive professional expertise acquired through numerous similar promotional examination processes provided to other public safety agencies across throughout the State of California;
Providing a dedicated Project Manager who will be actively involved in all aspects of the process in order to maintain continuity and provide consistent communication.
Thank you for the opportunity to submit this proposal. We look forward to an opportunity to discuss our proposal with you. Should you have any questions, please feel free to contact Breana Lopez, Project Manager, at (714) 224‐6459 or via email at [email protected].
Sincerely,
Vicki Quintero Brashear, Director of Products and Services
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Qualifications and Experience
About CPS HR
CPS HR is an innovative, client‐centered human resources and management consulting firm specializing in solving the unique problems and challenges faced by government and non‐profit agencies. As a self‐supporting public agency, we understand the needs of public sector clients and have served as a trusted advisor to our clients for more than 35 years. Our mission is to transform human resource management in the public sector and our vision to enable people to realize the promise of public service.
As a network of thought leaders in HR Systems, CPS HR delivers breakthrough solutions that dramatically transform public sector organizations to positively impact the communities they serve. By establishing centers of excellence and communities of practice, we provide your organization with the latest knowledge and the expertise to put that knowledge into action. With headquarters in Sacramento, CA; field offices in Austin, TX and Littleton, CO; and partners throughout the country, our clients draw experience from a powerful national network.
CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization’s specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector. We offer expertise in the areas of organizational strategy, recruitment and selection, training and development, and organization and workforce management.
Through our collaborative process, client‐centered approach, and nationwide network of distinguished partner organizations, CPS HR has the experience and capabilities to help your organization evolve and enable your employees to realize the promise of public service.
Qualifications of Firm
Founded as a local government services unit of the California State Personnel Board, CPS HR became a joint‐powers agency in 1985. Today, as a self‐supporting public agency, we offer a full range of human resources consulting services to government and nonprofit agencies, with particular emphasis on employment testing and assessment services.
CPS HR staff members include industrial/organizational psychologists, experienced measurement specialists, and highly trained technicians and support staff. Our testing services include test research and development; test validation; test rental and scoring; test logistics and administration; statistical analysis; and the design, development, and administration of assessment centers and performance examinations. Our staff is thoroughly familiar with the professional and regulatory standards in the testing area and has extensive experience in fair employment, Section 60‐3, Uniform Guidelines on Employee Selection Procedures (1978); 43 FR 38295 (August 25, 1978), the Standards for Educational and Psychological Testing (American
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Educational Research Association, American Psychological Association, and National Council on Measurement in Education, 1999), the Principlesfor the Validation and Use of Personnel Selection Procedures of the Society for Industrial and Organizational Psychology (2003), and the Guidelines and Ethical Considerations for Assessment Center Operations (rev. 2014). In fact, several staff members have served on national committees reviewing these documents and published articles, monographs, and textbook chapters on testing and selection.
In over 35 years of employment testing, we have not had a successful challenge to ourselection instruments. We have had limited direct involvement in Title VII cases because our tests have rarely been challenged. CPS HR’s approach is designed to comply with all aforementioned prevailing technical standards and legal guidelines. We utilize these standards and guidelines to ensure best‐practice in all of our assessment and selection engagements.
CPS HR has been extremely successful in performing job analyses, developing examinations, and administering and scoring examinations for public safety positions that are congruent with the needs of the Department. In addition, our specific focus on the public safety arena provides us with an in‐depth level of knowledge about the jobs we study.
Qualifications of Staff
CPS HR has assembled a strong project team, with each member selected for his/her specific expertise and professionalism. We have selected Ms. Breana Lopez, B.A., to be the Project Manager for this assignment because of the strong project management skills and depth of experience with work of this nature thatshe possesses. She willserve asthe main point of contact for the Department, oversee daily operations, maintain overall responsibility for the project, manage CPS HR’s project team, provide oversight for project assignments, manage the timeline and budget, and actively participate in all project deliverables. Ms. Lopez will be accompanied by Mr. Geoff Burcaw and Mr. Matthew Christoffersen, as Project Consultants who will be actively involved in the technical aspects of the project. These team members will have direct responsibility for fulfilling the terms of a contract that may result from this proposal.
In the unlikely event that any team member identified in this proposal needs to be replaced, we will require the same qualifications and seek written approval from the Department prior to the commencement of work by submitting names, contact information, qualifications, and other pertinent information. Additional professional and technical staff may also be involved in the project, as needed, for administrative support, as we commit our entire organization to meeting the needs of the Department. Because of the size of our organization and experience at managing promotional processes for public safety clients, we have the depth and breadth of staff to be responsive to your needs without using subcontractors or outside personnel.
Below is the Project Manager’s contact information. Experience at a glance and résumés of the primary team members follow.
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Project Manager Contact Information
Name: Breana Lopez, B.A.
Title: Senior Consultant, Assessment and Selection
E‐mail: [email protected]
Location: Orange County, CA
Phone: (714) 224‐6459
Roles and Responsibilities
Staff Roles and Responsibilities
Breana Lopez, B.A. PROJECT MANAGER:
Oversees daily operations
Develops and ensures the project plan is in alignment with the needs of the Department
Manages costs by ensuring the project remains within the appropriate scope and expenditure targets
Acts as primary client liaison and interfaces directly with Department representatives
Oversees project team
Defines the direction of the team on the project
Identifies and secures the necessary resources and manages tasks/ performance
Uses reports and status meetings to control progress/address hurdles Ensures project is delivered within budget and scope and on time Ensures compliance with terms and conditions of contracts Primary consultant responsible for project activities and deliverables, including, but not limited to, creation of the test plans, written examination development and administration, assessment development and administration, and report development
Provides any specialized services that may be needed
Geoff Burcaw, M.S.
Matthew Christoffersen
PROJECT CONSULTANT:
In concert with Project Manager, reviews and approves the project plan and methodologies
Assists with the development of all project deliverables Uses reports and status meetings to control progress/address hurdles Administrative Support ADDITIONAL ASSISTANCE:
Assists with project deliverables, as needed
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Résumés
Breana Lopez, B.A.
Ms. Lopezis qualified in the design, development, and administration of assessment center processes for public safety promotional opportunities, along with having experience in test development and assessment center logistics. She develops customized assessment exercises, candidate orientation materials, assessorscoring criteria, training materials, and all other work associated with assessment centers. She conducts candidate orientations and training sessionsfor assessors. Ms. Lopez spent a significant amount of time with the City of Anaheim responsible for the design, development, and evaluation of City‐wide employee development and training programs. She also served as the Public Safety Recruitment Specialist planning and coordinating all selection and recruitment activitiesfor both sworn and civilian personnel, ensuring decisions were made in accordance with merit system principles and in compliance with laws, regulations, rules, and bargaining agreements.
Employment History
Senior Human Resources Consultant, CPS HR Consulting
Public Safety Recruitment Specialist, City of Anaheim, CA Organizational Development Specialist, City of Anaheim, CA Professional Experience
Designs, develops, and administers valid, legally‐defensible assessment centers used for selection and promotion within public safety agencies and other public entities Conducts job analyses, develops written examination test plans, and develops behaviorally‐based exercises
Facilitates meetings with SME panelsto obtain department‐/position‐specific information for use in the development of assessment center exercises, written test plans, and job analysis data
Develops customized assessment exercises, candidate orientationmaterials, assessorscoring criteria, training materials, and all other work associated with assessment centers Conducts training sessions for assessors to learn behavioral scoring and conducts orientation sessions for candidates to provide them with information regarding their assessment process
Develops customized candidate feedback reports documenting candidate assessment performance
Developed new Onboarding Process for the City of Anaheim
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Partnered in the development of a competency model for City of Anaheim to align organizational goals with employee training and performance goals Coordinated annual Citywide Training Catalog and program for the City of Anaheim Partnered in the development of a new performance appraisal system for performance management, training, and succession planning for the City of Anaheim Assisted in the development and implementation of Mission, Vision, Values for Public Safety Departments
Education
B.A., Social Sciences (Political Science & Economics), California State University, San Marcos
Geoff Burcaw, M.S., SPHR, SHRM‐SCP
Mr. Burcaw is a Senior Personnel Management Consultant with CPS HR Consulting. He has over 17 years of professional‐level experience in human resources with specialization in job analysis and employment test development. Mr. Burcaw’s experience includes human resources consulting for state and local government agencies, and providing human resources litigation support to private industry.
Employment History
Senior Personnel Management Consultant, CPS HR Consulting Assessment Development Specialist, Personnel Board of Jefferson County, Alabama Human Resources Consultant, SHL USA
Job Analyst, Human Resources Research Organization
Professional Experience
Developing cognitive ability, aptitude, and performance tests for unskilled, semi‐skilled, and skilled job classifications, including test specifications, item writing, and standard setting
Developing selection and assessment processes, such as written tests, structured interviews, situational judgment tests, and assessment center exercises, for professional and management classifications, including behaviorally‐anchored rating scales and other scoring criteria, and interviewer/rater training
Developing organizational assessment tools, such as culture surveys and motivation assessments
Conducting employee focus groups to assess organizational climate and job satisfaction
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Performing job analysis studies that include conducting job audit interviews, work observations, and subject matter expert focus groups
Conducting standard setting procedures for employment and licensure/certification tests using subject matter expert panels
Conducting statistical analysis of survey and test performance data, including item analysis and adverse impact analysis
Auditing selection processes to ensure compliance with federal employment law and state and local government civil service rules
Developing classification specifications, duty statements, and job announcements Matthew Christoffersen, M.S.
Mr. Christoffersen has nearly 5 years of professional‐level experience working in human resources and specializes in custom assessment development, assessment administration, and facilitation of assessment scoring. Before joining CPS HR, he spent several years as an internal consultant within a county government agency in Orlando, Florida. There he provided consultation to HR staff and hiring authorities regarding recruitment and selection strategy, as well as developing custom, job‐specific assessment tools for selection and promotion. He has worked with a wide variety of job classifications within government departments including Fire Rescue, Corrections, Public Works, Utilities, Human Resources, and more.
Employment History
Senior Consultant, CPS HR Consulting
Employment and Assessment Advisor; Employment and Assessment Sr. Analyst; Employment and Assessment Analyst, Orange County (Florida) Government Professional Experience
Facilitating subject matter expert (SME) meetings and focus groups to obtain job‐specific information for the purpose of job description revision, recruitment and selection system planning, and custom assessment development.
Developing content for use in custom assessments for entry‐level through management‐ level positions. Assessment types include multiple choice, critical incident, situational judgement, oral presentation, in‐basket, structured interview, and role play. Developing behaviorally anchored rating scales and other scoring criteria for use in scoring customized, job‐specific assessments.
Administering assessment exercises to groups of candidates, up to 100 at a time, using standardized methods to ensure consistency and fairness. Facilitating rater training of diverse groups of assessors prior to administering and scoring custom assessments to promote consistency across raters and across candidates.
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Conducting employee and SME focus groups, interviews, job shadows, and benchmarking studies for job reclassification, compensation adjustments, and organizational climate evaluation.
Education
M.S., Industrial and Organizational Psychology, University of Central Florida B.S., Psychology, The College at Brockport, State University of New York References
CPS HR has been providing public safety testing and assessment services for over 35 years. The following table provides three client references.
Client Name Project Description Contact Information
City of Oakland Fire
& Rescue
(2017‐Present)
Job analysis, written examination
development and administration,
assessment center development and
administration for the ranks of Fire
Investigator, Assistant Fire Marshal,
Fire Captain, and Fire Battalion Chief.
Heather Mozdean, Deputy Chief
150 Frank H. Ogawa Plaza
Oakland, CA 94612
Phone: (510) 238‐4054
Email: [email protected]
City of Anaheim Fire
& Rescue
(2011‐Present)
Job analysis, written examination
development and administration,
assessment center development and
administration for the ranks of
Firefighter/Paramedic, Fire Engineer;
job analysis and assessment center
development and administration for
the rank of Fire Captain, and Fire
Battalion Chief.
Patrick Russell, Fire Chief
201 S. Anaheim BLVD
Anaheim, CA 92805
Phone: (714) 765‐4000
E‐mail: [email protected]
Alameda County
Fire Department
(2021 – Present)
Job analysis, written examination
development, and assessment center
development and administration for
the rank of Fire Captain; job analysis
and assessment center development
and administration for the rank of Fire
Battalion Chief
Jeff Luepke; Division Chief
6363 Clark Avenue
Dublin, CA 94568
Phone: (510) 693‐3419
E‐mail: [email protected]
The following table is a comprehensive chart of agencies for whom we have provided public safety examination services within the past five yearsthat contain a similarscope and complexity as this project. All of the projects listed in the chart include job analysis, written examination development and administration, and/or assessment center development and administration.
Please note that because most of our client relationships are ongoing, most of the projects within the client list below were conducted multiple times across testing cycles – the list specifies only the ranksthat were tested within each Department. Further, those clients in bold are clients with whom we are currently developing processes or for whom we have developed processes in the past 12 months.
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Abilene Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Alameda County Sheriff's Office Sergeant Promotional Process Lieutenant Promotional Process
Alameda County Fire Department Battalion Chief Promotional Process Captain Promotional Process
Anaheim Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Engineer Promotional Process
Firefighter/Paramedic Assessment Process
Anaheim Police Department Lieutenant Promotional Process Sergeant Promotional Process
Aptos La Selva Fire Department Captain Promotional Process Arizona Department of Public Safety Captain Promotional Process Arlington Police Department Lieutenant Promotional Process Sergeant Promotional Process
Arvada Fire Protection District Captain Promotional Process Lieutenant Promotional Process
Bloomington Fire Department Battalion Chief Promotional Process Captain Promotional Process
Boca Raton Fire Rescue Services
Battalion Chief/Division Chief Promotional Process
EMS Captain Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Senior Fire Inspector
Firefighter/Driver Promotional Process
Boca Raton Police Department Lieutenant Promotional Process Sergeant Promotional Process
Broward County Sheriff's Office Lieutenant Promotional Process Sergeant Promotional Process
Cape Coral Police Department Lieutenant Promotional Process Sergeant Promotional Process
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Chamblee Police Department Lieutenant Promotional Process Sergeant Promotional Process
Cobb County Emergency Services (911) Department Operations Supervisor Promotional Process Shift Supervisor Promotional Process
Cobb County Fire Department
Captain Promotional Process
Lieutenant Promotional Process
Engineer Promotional Process
Cobb County Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Conyers Police Department Lieutenant Promotional Process Sergeant Promotional Process
Davie Police Department Lieutenant Promotional Process Sergeant Promotional Process
Daytona Beach Fire Department Battalion Chief Promotional Process DeKalb County Fire Rescue Department Captain Promotional Process DeKalb County Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Deltona Fire Rescue Department Lieutenant Promotional Process Dothan Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Corporal Promotional Process
East Palo Alto Police Department Sergeant Promotional Process Elk Grove Police Department Sergeant Promotional Process Lieutenant Promotional Process
El Paso County Sheriff's Office
Floor Control Officer Promotional Process
Deputy Sergeant Promotional Process
Deputy Lieutenant Promotional Process
Detention Sergeant Promotional Process
Detention Lieutenant Promotional Process
El Segundo Police Department
Sergeant Promotional Process
Lieutenant Promotional Process
Captain Promotional Process
Eugene Police Department Lieutenant Promotional Process
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Sergeant Promotional Process
Fort Pierce Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Fort Smith Fire Department Battalion Chief Promotional Process Fort Smith Police Department
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Fresno Fire Department Firefighter Job Analysis
Irvine Police Department
Detective Promotional Process
Field Training Officer Promotional Process
Sergeant Promotional Process
Kennesaw Police Department Lieutenant Promotional Process Sergeant Promotional Process
Kissimmee Fire Department Battalion Chief Promotional Process Lieutenant Promotional Process
Laguna Beach Fire Department Battalion Chief Promotional Process Las Vegas Department of Public Safety
Corrections Officer Sergeant Promotional Process
Municipal Court Marshal Sergeant Promotional
Process
Deputy City Marshal Sergeant Promotional Process
Lexington Division of Fire and Emergency Services
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Lexington Division of Police Services Lieutenant Promotional Process Sergeant Promotional Process
Long Beach Police Department Sergeant Promotional Process Lieutenant Promotional Process
Maricopa County Sheriff’s Office
Detention Captain Promotional Process
Sergeant Promotional Process
Lieutenant Promotional Process
Marietta Fire Department Lieutenant Promotional Process Firefighter Engineer Promotional Process
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Mobile Police Department
Major Promotional Process
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Monterey Park Police Department Captain Promotional Process Oakland Police Department
Captain Promotional Process
Sergeant Promotional Process
Lieutenant Promotional Process
Captain Promotional Process
Oakland Fire Department
Fire Investigator Promotional Process
Assistant Fire Marshal Promotional Process
Captain Promotional Process
Park City Fire District Captain Promotional Process
Provo Fire Department Battalion Chief Promotional Process Captain Promotional Process
Provo Police Department
Captain Promotional Process
Lieutenant Promotional Process
Sergeant Promotional Process
Rancho Santa Fe Fire Protection District Captain Promotional Process Battalion Chief Promotional Process
Richmond Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Engineer Promotional Process
Fire Inspector Promotional Process
Firefighter Examination Process
Sacramento Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Dispatcher III Promotional Process
Sacramento Fire Department Battalion Chief Promotional Process Sandy Springs Police Department Captain Promotional Process Sergeant Promotional Process
San Joaquin County Sheriff's Office Deputy Sergeant Promotional Process Santa Clara County Fire Department Captain Job Analysis Firefighter Engineer Job Analysis
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Public Safety Clients (Past Five Years)
Service Provided Service Provided
Stockton Police Department Captain Promotional Process Tennessee Department of Safety and Homeland
Security
Lieutenant Promotional Process
Sergeant Promotional Process
Trooper Selection Process
Tucson Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Detective Promotional Process
Officer Job Analysis and Written Examination
Tucson Fire Department Fire Captain Promotional Process University of California, Davis Fire Department Assistant Chief Promotional Process University of California, Santa Barbara Police
Department Lieutenant Promotional Process
Vallejo Fire Department Battalion Chief Promotional Process Captain Promotional Process
Vallejo Police Department
Lieutenant Promotional Process
Sergeant Promotional Process
Corporal Promotional Process
The Villages Public Safety Department Lieutenant Promotional Process Virginia Beach Fire Department
Battalion Chief Promotional Process
Captain Promotional Process
Firefighter Recruit Selection Process
Westminster Police Department
Sergeant Promotional Process
Commander Promotional Process
Detective Promotional Process
West Metro Fire Protection District
Lieutenant Promotional Process
Engineer Promotional Process
Captain Promotional Process
Assistant Chief Promotional Process
Whittier Police Department Sergeant Promotional Process Lieutenant Promotional Process
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Approach to Work
Project Understanding
It is our understanding that the Department is seeking a vendor to provide testing processes for the ranks of Fire Engineer, Fire Captain, Fire Battalion Chief, and Firefighter Trainee. The project deliverables resulting from a contract with CPS HR will be designed to be legally defensible as valid and job‐related procedures and fully comply with the aforementioned Uniform Guidelines, Standards, Principles, and Guidelines and Ethical Considerations, Department policy, and other related professional standards.
The purpose of this proposal is to offer our services to conduct a job analysis for the target ranks; develop the examination plan; and design, develop, and administer legally defensible, validated selection tools for use at the target rank. To accomplish these objectives, the proposed process includes the following primary components, which are outlined and further described below.
Project Planning, Job Analyses, and Examination Plan Development Schedule and conduct meetings in conjunction with Department personnel Conduct a job analyses
Create examination plans that reflect the job analysis results Written Examination Development, Administration, and Scoring Develop a written examination for each rank
Administer and score the written examinations
Provide statistical and analytical data for the written examinations Assessment Center/Practical Examination/Structured Interview Development, Administration, and Scoring
Research, develop, and customize job‐related exercises Conduct a candidate orientation session for each rank Train assessors for the assessment center
Administer the processes
Project Outcomes
Compile and provide candidate scores
Provide feedback reports for candidates
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Gather candidate feedback regarding impressions and opinions about the applicable process
Provide technical and litigation assistance and expert testimony, as needed Project Management and Communication Process
Monitor and control the project
Provide oversight and quality assurance
Respond in a timely manner to all requests and needs
Recognize, report, and resolve any developments or changes that may affect the project CPS HR consultants will work closely with the Department in all phases of development and implementation of this plan.
Project Planning, Job Analysis, and Examination Plan
Development
Project Planning
The first activity of this project will be to meet with representatives from the Department to discuss the project schedule, objectives, and personnel roles for the term of the contract and define any parts of the project that may require clarification. We will review all applicable Department materials and any additional information, such as the job descriptions, previous job analysis data, etc., concerning the target rank at this time.
CPS HR will also develop a detailed project plan consisting of project objectives and timelines. As the project evolves and when time requirements, specifications, major project components, project constraints, or resources change, CPS HR will revise and update the project plan.
Job Analyses
In order to validate the promotional processes, CPS HR will conduct a job analysis for each rank.
CPS HR’s experience with job analysis is extensive, as it is a critical component of the testing and assessment practice. Our job analysis studies utilize a task‐based methodology (designed to comply with all prevailing technical standards and legal guidelines) that ensures completeness and legal defensibility such that the job analytic data can withstand scrutiny of challenge and/or question as to its application in any testing process.
The purpose of the job analysis is to do the following:
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CPS HR will initiate the job analysis process for each rank by reviewing information pertaining to the rank, including duty statements/job descriptions and any other available job‐specific information. Furthermore, given our experience with promotional testing and assessment and job analysis studies for public safety, we have a database of tasks and KSAOs from which to pull.
From the information gathered, CPS HR will develop a preliminary list of tasks and KSAOs for the target rank. CPS HR will then convene a small panel of departmental subject matter experts (SMEs) with significant knowledge of the target rank to review the initial list of tasks and KSAOs for accuracy and completeness and assist in the development of task and KSAO statements that capture the unique aspects of the rank. It is assumed that no more than a half‐day meeting will be needed with the SMEs to finalize the task and KSAO lists. It is also anticipated that the SME group will be gender and ethnically diverse (if possible) to ensure the integrity of the job analysis processes from inception and to decrease the likelihood of any unanticipated biases being introduced into the process.
CPS HR will then construct the job analysis questionnaire (JAQ) for distribution to the incumbents and first‐level supervisors for the target rank to solicit ratings regarding the frequency and criticality of job tasks and the criticality of KSAOs required upon appointment to the target rank.
Following respondent completion of the JAQ, CPS HR will analyze the data to establish the frequency and importance of each task, the overall criticality of each KSAO, the linkage between the tasks and KSAOs, and when an incumbent must possess each KSAO. The documented job analysis data will then serve as the basis for subsequent examination design for the target rank.
The JAQs can be distributed in a web‐based format and/or in hard copy format, based upon ease of completion consideration for the respondents and the Department’s preference. Typically, completion of the questionnaire takes approximately two hours, although respondents will be provided with an ample overall response time of approximately two weeks to facilitate completion of the questionnaire in such a manner so as not to interfere with their regular duties Identify the important and frequently performed tasks and duties associated with the target rank;
Identify the overall criticality of the knowledge, skills, abilities, and other characteristics (KSAOs) required to perform the tasks;
Determine the linkage between the critical tasks and KSAOs; and Determine where and when the KSAOs are acquired and how important they are to successful job performance for the target rank.
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and to ensure the collection of accurate, complete ratings. Respondents can also revisit the questionnaire at any time and continue from where they left off.
It is intended that the thoroughness of the job analysis and the resultant data will ensure that future job analysis activities/studies for the target rank should only need to be of a confirmatory nature, thus reducing future expense to the Department in terms of both time and staff resources.
Examination Plan Development
An SME panel of Department representatives will be convened to assist in the examination development processes. This group(s) of SMEs will be selected by the Department and may include the same SMEs who participate in the job analysis process.
The first step will be a review of the job analysis results for the target rank. Specifically, those critically important and/or frequently occurring job behaviors, tasks, and KSAOs that are amenable to the testing process will be identified. The initial criteria utilized in reviewing the job behaviors, tasks, and KSAOs will include the following:
Based on these considerations, CPS HR staff will work with the SME panel to select the job behaviors, tasks, and KSAOs to incorporate into a series of performance exercises appropriate to the target rank. The examination development process will be guided by CPS HR staff to ensure that the procedures are standardized; that the KSAOs/job behaviors are measurable and/or observable; that the criteria for evaluating these KSAOs/job behaviors are clear; and that a lucid, reasonable scoring method is produced.
• Only those job behaviors/tasks/KSAOs that can be adequately (and reasonably) measured in the testing process will be considered.
Measurability
• Job Behaviors/Tasks/KSAOs that require specific skill training after hire or promotion in order to be successfully performed will be avoided.
Training Considerations
• Those job behaviors/tasks/KSAOs that are deemed to be difficult or impossible to standardize, or to otherwise administer in a consistent manner, will be avoided.
Reliability/Standardization Considerations
• Job Behaviors/Tasks/KSAOs that would entail a prohibitively high financial outlay to simulate will be avoided.
Financial Considerations
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Written Examination Development, Administration, and
Scoring
Develop a Written Examination
There may be a timed, written, multiple‐choice job‐knowledge examination created as part of this project for each rank. Test items will be developed by CPS HR’s pool of trained item writers and identified as to source, edition, and page in accord with the applicable examination reading list. In order to ensure the integrity and security of the examination process, CPS HR will develop a larger pool of items than necessary for review by the SMEs. The SMEs (under a confidentiality agreement and if approved to do so by the City) will then review the entire group of test items, eliminating those that are not relevant, appropriate, or applicable and editing others as necessary. Following review of the test items, CPS HR will choose those items to be included in the final version of the examination, thus limiting the exposure of test materials to members of the SME committee and protecting against the possibility of a security breach. We have utilized this methodology with other organizations and have found it to be both highly successful and well‐accepted in the testing community.
Administer the Written Examinations
Once the final version of each written examination is developed, the tests will be administered to candidates. CPS HR has extensive experience in the administration of written tests and will provide all materials necessary for the administration of the examination, including proctor’s instructions, test booklets, item appeal forms, and answer sheets in order to maintain the security and integrity of the testing process.
Immediately following the administration of each written examination, candidates will have an opportunity to appeal any items they feel may be unfair or inconsistent with the source material (unless City/Department policy dictates otherwise). CPS HR staff and SMEs will review all item appeals and provide an initial decision as to each outcome on a case‐by‐case basis.
Score the Written Examinations
Following the administration of the written test and appeals process (if applicable), CPS HR will electronically score the tests and evaluate the item and test statistics (i.e., reliability estimates, standard error of measurement, mean, standard deviation, etc.). Additionally, item difficulty statistics and discrimination indices will be used to identify questionable items and to evaluate internal consistency reliability. Furthermore, CPS HR will again review all appealsfrom candidates regarding the testing process against the resulting test statistics. Based on the outcome of the appeals processes and item statistics evaluation processes, CPS HR will either rekey (i.e., allow for more than one correct answer) or eliminate (i.e., give all candidates one point) items as
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needed. CPS HR will then compute the candidate scores and provide a ranked list of results (according to City policy) within 48 hours of receipt of answer sheets.
Pass Point Setting
Prior to the administration of the written examinations, CPS HR can assist the City with developing a suggested pass point by using a Modified Angoff procedure. With this procedure, SMEs rate each examination item according to the extent to which the KSAO measured by the item is necessary for job success, the relationship between the difficulty of the item and the difficulty of the associated on‐the‐job behavior, and the probability that a minimally qualified candidate would get the item correct. These ratings are mathematically combined to establish a Minimal Acceptable Competence (MAC) level for each item. The MAC levels are then used to calculate the pass point for the examination. Pass points can also be established for individual sections within the written examination. According to the Uniform Guidelines and case law, the only legally defensible way to establish a pass point is by utilizing a formal methodology such as the one described above. Therefore, CPS HR cannot recommend a cut score without conducting this procedure with SMEs. If the Department does not wish to use a Modified Angoff procedure, CPS HR can discuss with the City different options for pass point setting; however, the City will make the final pass point determination.
Assessment Center / Practical Examination
Development, Administration, and Scoring
Develop Assessment Centers and Practical Examination
There may be an assessment center process comprised of exercise components created as part of this project for certain ranks. There will also be a practical examination process created for the Fire Engineer, comprised of exercise components measuring the KSAOs required of effective Fire Engineer job performance. For the assessment center processes as well as the practical examination process, CPS HR will work with the SME panel(s) to design and develop the content and structure of each individual exercise. Based on the job analysis data and associated study materials, organizational level of the target rank, the actual number of candidates to be tested, policy, and the input of the Department, various components can be used and are described below. All exercises will be customized to meet the needs of the Department and the target rank, and the list below is not exhaustive.
1. Background & Experience Exercise
This exercise requires candidate to submit written responses to a set of pre‐defined questions related to their background and experience. Responses are reviewed and validated by internal SMEs and discussed with the candidate during assessment center prior to final scoring of the candidate’s responses.
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2. Incident Command Exercise
This type of exercise is designed to assess one’s ability and readiness to take command of and run an emergency scene or tactical situation. CPS HR staff has extensive experience in creating emergency scene scenarios and tactical situations for use in promotional testing processes, including those involving computerized presentation (e.g., via Digital Combustion) and/or interactive communications. CPS HR also provides trained consultants to serve as fire simulator operators and role players for this exercise.
3. Role‐Play Exercise
This type of exercise requires the candidate to interact with one or more role players in connection with a specific job‐related problem such as subordinate counseling, inadequate subordinate performance, conflict resolution, citizen interaction, etc.
4. Oral Presentation Exercise
This type of exercise requires the candidate to plan and organize his/her thoughts and make notes for a short presentation and/or training on a specific job‐related issue (e.g., presentation of a new Department policy or procedure to subordinates, training on equipment, presentation of information to a citizen group, etc.) or plan for a specific audience. Standardized questions of the candidate may be asked following the presentation of information.
5. In‐Basket Exercise
The In‐Basket Exercise can be either written (narrative response) or verbal in nature – the different methods are described below. We can review the pros and cons of each methodology if so desired by the Department.
a. Verbal In‐Basket Exercise
This exercise provides job‐related materials for review and action by the candidate. It is designed to test the candidate’s ability to “think on his/her feet” by providing a brief opportunity to review the materials (approximately seven – 10 items), formulate a plan of action, and verbally provide information regarding his/her actions for established short‐ and long‐term tasks, rationale for the actions, and priority level assigned to each item. Standardized questions may be asked following each candidate’s presentation of the materials.
b. Written In‐Basket Exercise
In this methodology, candidatesreview in‐basket materials, but communicate actions, rationale, and priority level in writing. Typically, this type of exercise contains more items and requires between one to six hours of response time. This can be combined with other exercises to create a “Day‐in‐the‐Life” experience for candidates and include a follow‐up structured interview.
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6. Structured Interview
This type of interview requires that the aspects of the process be as similar as possible for each candidate. Candidates are asked a predefined set of questions that may be general, behavioral, orsituational and measure their individual perspectives on supervisory issues.
The standardization of questions ensures that each candidate is evaluated in a consistent fashion and critical KSAOs are assessed through job‐related questions.
7. Memo/Report Writing Exercise
This exercise can take any number of forms, each designed to focus on the candidate’s ability to communicate job‐related knowledge and skills in a written format, such as preparing a follow‐up memo on a situation discussed or dealt with in the In‐Basket or Role‐Play Exercise. A Written Exercise can be developed and administered as a stand‐ alone exercise (e.g., a Written In‐Basket) or as part of another exercise.
8. Problem‐Solving Exercise
This type of exercise allows each candidate the opportunity to prepare for and respond to different problem situations (approximately two – four) that may be faced on the job.
These situations may consist of subordinate issues, administrative issues, etc.
We have customized and administered these exercises in different combinations for all of our assessment clients, and we have found them all to be job‐related and effective in allowing candidates to demonstrate their readiness for promotion. CPS HR will work with SMEs to determine the content of which each exercise will be comprised (based on the job analysis data), and the SMEs will ensure the validity by linking each exercise to the appropriate KSAO. CPS HR will draft the exercises and scoring criteria and then meet with the SMEs for a final review of all exercise components.
Practical Examination for Fire Engineer
CPS HR has extensive experience in the development and administration of practical examinations for Fire Engineer. Typical job‐related exercises for this rank may include:
1. Driving Ability Station (i.e., Rodeo Course)
During thistest component, candidates will be required to perform simulations of routine driving maneuvers, which may include a serpentine drive; bay docking/backing; offset alley; and a diminishing clearance. Candidates will be rated on their overall ability to demonstrate each maneuver, control the apparatus, and perform each maneuver in a demonstrably safe manner. Absent the ability to observe the candidate drive an apparatus under emergency conditions on an actual city roadway, our experience is that the difficulty of these maneuvers best simulates a Street Drive.
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2. Pumping Station
In this portion of the test, candidates will be asked to demonstrate the ability to do the following: 1) prepare the apparatus for pumping operations; 2) mentally calculate pump discharge pressures; 3) pump the calculated pressures; and 4) shut down the apparatus.
We recommend two pumping station evolutions to ensure candidates are wholly familiar with hydraulic operation and function. We will also design this station so that candidates are asked a series of questions designed to assess their knowledge of the apparatus during pumping operation. Candidates will be rated on the accuracy of their mental calculations in putting the pump into operation, the time needed to perform the operations, and their overall knowledge and ability as related to performing and completing pumping operations under fire ground conditions.
3. Aerial Operation Station
In this portion of the examination, the candidate will be asked to demonstrate the ability to operate a piece of apparatus equipped with an aerial device to include the following:
1) spotting the apparatus; 2) preparing it for operation; 3) operating the aerial from the tailboard; and 4) securing the apparatus for driving. The candidate will also be asked a series of questions designed to assess his/her knowledge of the apparatus and its operation and his/her ability to operate the apparatus in a demonstrably safe manner.
The candidate’s rating will be based on the overall ability to operate the apparatus and its related equipment and his/her knowledge of the apparatus.
We have customized and administered these exercises in different combinations for all our assessment clients, and we have found them all to be job‐related and effective in allowing candidates to demonstrate their readiness for promotion. CPS HR will work with SMEs to determine the content of which each exercise will be comprised (based on the job analysis data), and the SMEs will ensure the validity by linking each exercise to the appropriate KSAO. CPS HR will draft the exercises and scoring criteria and then meet with the SMEs for a final review of all exercise components.
Conduct Candidate Orientation Sessions
Prior to the administration of an examination for each rank, CPS HR will provide a candidate orientation session for candidates to gain valuable written and verbal information regarding the applicable promotional process. We anticipate the session being one to two hours in length. The orientation session will be designed to familiarize eligible candidates with a definition and overview of the testing process and specific assessment activities, the assessment dimensions that are the focus and basis of the testing process, guidance as to expected behavior and how to perform one’s best during the testing process, etc. Candidates will also have an opportunity to ask general questions of the CPS HR consultant(s) during the orientation session. Candidates will be provided with a manual to review and study.
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The orientation process may be conducted virtually, as necessary. It may also be videotaped and/or conducted on more than one occasion in order to accommodate candidate work schedules and the Department’s operational needs. Furthermore, extra copies of the manual associated with the orientation will be left with the Department to be distributed to those candidates who are unable to attend the seminar.
Recruit and Train Assessors
In preparation for the administration of each assessment center, the Department will recruit a gender, age, and ethnically diverse group of qualified assessors to assist in the evaluation of the candidate group. The assessor group will consist of fire service personnel at or above the target rank being assessed with the background and expertise for the applicable target rank. Based on our experience with similar promotional processes and assessment centers, we recommend having two or more assessors serve on each exercise panel, plus role players (if applicable). Final approval of all assessors and role players (if applicable) will be by mutual agreement between CPS HR and the Department.
Prior to the administration of any assessment exercises created as part of this project, CPS HR will develop and conduct a four‐ to eight‐hour training session for the assessors. A training manual for each assessor will be provided, and the training session will involve the assessment techniques developed as part of this project and ensure that the assessors are competent in observing, recording, classifying, and evaluating candidate behavior. In addition, relevant information concerning the Department and its operational philosophy and procedures will be presented. During the training, assessors will be allowed to practice observing and rating performance and behavior through a series of exercises. Through this process, the assessors’ familiarity with the operational definitions of the specific assessment dimensions (i.e., KSAOs) will be enhanced. The assessors will also be able to standardize their evaluation process and begin to function as a team.
The training agenda will include such topic areas as the following:
Review of applicable Department information;
Review of the scoring schedule and administrative procedures, including assessor responsibilities, site logistics, applicable forms, etc.; Review of the KSAOs/assessment dimensions to be evaluated, their operational definitions, and the assessment model utilized; and
Behavioral observation, classification, and evaluation methods, including assessor training exercises.
Administer the Examination
CPS HR project staff will be on‐hand to administer all components of the assessment center, practical examination, and/or structured interview for each rank. CPS HR has extensive
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experience in the administration of public safety promotional assessments and will provide materials needed for the administration of the exercises, including candidate instructions and materials, assessor materials, exercise administration and rating materials, and any additional materials or resources deemed appropriate by the Department to maintain the security and integrity of the process. CPS HR will ensure the shipping of all materials is secure and that only CPS HR consultants will have access to all assessment documents.
All candidates for will receive the same exercises, and security will be ensured through confidentiality agreements and appropriate scheduling. Assessors will remain on their assigned exercise panel throughout the assessment process. Candidates will be scored on a five‐point Likert‐type scale across each dimension for each assessment exercise, and each group of assessors will be required to agree on a consensusscore for each applicable dimension associated with their exercise – final scores will be on a 100‐point scale.
Upon completion of the administration of the assessment (i.e., the last administration day) for each rank, CPS HR will hold a debrief session discussing the overall process with Department representatives and the assessors who observed and scored the candidates. CPS HR will also review the overall averages of candidate scores for each dimension and provide feedback to the Department regarding areas of strength and potential areas for improvement – this will assist the Department with planning for training and development of personnel.
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Project Outcomes
Compile and Provide Candidate Scores
CPS HR will compile and provide overall candidate scores. Scores will be based on the terms set forth in the Department policy and will include assessment scores, and any other testing components provided by the Department. The total score may be based on the appropriate weighting of each component and will include any necessary pass/fail data. CPS HR will provide the scores in the format deemed appropriate by the Department (e.g., in a spreadsheet).
Gather Candidate Feedback Regarding the Promotional Process As each candidate exits the promotional process for each target rank, he/she will have the opportunity to provide information regarding his/her overall impressions of the process.
Candidates are encouraged to document their feedback regarding their perceived fairness of the process, the applicability of the process/exercisesto the Department and position for which they are testing, whether or not the candidate orientation session was beneficial, overall comments/concerns, etc. (They can provide this information anonymously.) This data will be compiled, and a final document will be provided to the Department to be used as documentation of candidate feedback for the current process and guidance for future processes at no additional cost.
Provide Candidate Feedback Reports
Following the administration of each promotional process, CPS HR will provide the Department with individual feedback reports to distribute to each participating candidate. These reports will include assessment scores and information detailing each candidate’s strengths and weaknesses across the testing dimensions and against the group average. Furthermore, they will include information on how each candidate can better his/her performance in future assessments and on the job.
Provide Technical and Litigation Assistance and Expert Testimony, As Needed
CPS HR’s approach is designed to comply with all aforementioned prevailing technical standards and legal guidelines. We utilize these standards and guidelines to ensure best‐practice in all our assessment and selection engagements.
CPS HR consultants will be available on brief notice to provide technical and professional assistance to Department representatives and expert testimony throughout the life of the agreement. Furthermore, besides assisting the Department in responding to questions and inquiries regarding the promotional process, we will provide, without charge, four hours of consulting time in defense of the process if legally challenged and/or litigated within six months of administration. Additional hours will be at the rate specified in the Price Proposal section of this proposal. CPS HR will provide litigation support as requested by the Department.
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We will provide, without charge, four hours of consulting time in defense of the process.
In addition, CPS HR has a professional relationship with Dr. David Friedland, who is available to provide expert testimony if his services are desired by the Department. Dr. Friedland is an expert in job analysis, test development and validation, statistics, and equal employment opportunity issues. He is recognized by the Court as an expert in employment discrimination litigation and government compliance reviews. Dr. Friedland has served as a litigation consultant in more than 30 cases, including several landmark employment discrimination cases. He has been retained by defense counsel in approximately 60 percent of cases and plaintiff counsel in 40 percent, including counsel for government compliance agencies. Litigation cases have included individual and class action cases involving charges of discrimination based on race, sex, national origin, age, and disability. Litigation issues have included hiring, promotions, layoffs, wrongful termination, compensation discrimination, and improper application of personnel policies. Dr. Friedland has testified in both state and federal courts as well as in arbitrations and labor‐management and civil service hearings.
Project Management and Communication Process
CPS HR uses a comprehensive approach for planning, organizing, directing, and controlling consulting engagements. Our approach is designed to ensure a focused and efficiently executed project. We use sound project management procedures and ongoing communication to ensure project success.
CPS HR is convinced that the key ingredient to a successful consulting assignment is an effective combination ofsound project management procedures, high‐quality project team members, and good customerservice. Effective project management isrequired to provide forthe orchestration and timely flow of activities, an ongoing feedback and adjustment mechanism, and the judicious use of time. Our project management process includes three primary components. Providing ongoing monitoring and control of project activities. Unforeseen developments or changes in circumstances may warrant changes in emphasis, revisions to the approach in certain areas, or other modifications of planned work activities. Active project management provides greater assurance thatsuch redirection will occur when warranted by circumstances.
Ensuring the optimum management of the time available to complete the project.
Effective time management is a skill required of experienced professionals. Sound project management can optimize the overall effectiveness of the project team's efforts and provide a greater assurance of meeting milestones and budgets.
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Providing for the continuous reinforcement of the project's objectives. A major role of project management is to ensure that the consulting team consistently adheres to the proper perspective in facilitating the project.
CPS HR is dedicated to the commitment of its full complement of resources for the success of all projects. The team members who will be working on this project will be readily accessible and are committed to meeting all deadlines and scheduled timeframes.
Monitor and Control the Project
When a project begins, one of our first activities is to ensure that we have an accurate estimate of the level of effort required of each professional. These estimates are used to monitor the progress of each consultant against the work plan and project schedule. On a weekly basis throughout the project, professional hours are collected, accumulated, and distributed against project tasks so we can compare actual with budgeted performance.
An additional element related to the area of project control is the role of the Project Manager in monitoring the field work. The Project Manager is continuously involved in the review of ongoing activities to ensure that cost, schedule, and quality objectives are met. The Project Manager maintains frequent communication with project team members to coordinate ongoing activities and exchange pertinent information.
Periodic progress reports are another element of our project management and control system.
The objective of project management is to provide close control and management of the team's efforts. It is our practice to provide the client with verbal interim progress reports based upon our project tracking.
Provide Oversight and Quality Assurance
We are committed to meeting the highest professional standards of quality. Team members are selected for their relevant experience and professional maturity in dealing with project environments such as this. Each will spend an appreciable portion of his or her effort in the review, constructive challenge, and direction of assigned responsibilities.
Our quality assurance procedures include executive level and/or independent peer review of results and progress on a scheduled basis by senior professionals or technical advisors. These individuals provide a critical challenge to the direction and results of project effortsto ensure the project is comprehensive in its breadth and thorough in its depth.
Peer review of engagement reports and documentation is critical to our success. At least one knowledgeable person other than the consultant preparing the document/product must review, critique, and understand the document/deliverable before it is considered ready for delivery to the client. CPS HR’s Project Manager is directly involved in preparing and submitting project deliverables. No documents or materials of any kind are delivered to the client without the Project Manager’s review and approval.
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We firmly believe the most important factors in ensuring the highest quality of client satisfaction are the commitment the consultant bringsto the engagement and the experience of the firm and the individual consultants working on the engagement.
Respond in a Timely Manner
Beyond the communication capabilities and routine project management practices identified above, our project team also has the depth and breadth necessary to meet time requirements of projects. It is our policy to make the best possible use of working time both on‐ and off‐site. Our work schedules are completely flexible, and the client liaison (Project Manager) assigned to the project must be accessible from 8:00 AM to 6:00 PM PST. Furthermore, as part of our practice, client calls and e‐mails will be addressed no later than 24 hours upon receipt, if not earlier.
Recognize, Report, and Resolve Developments or Changes
Although we do not anticipate any issues arising during the course of the contract, we have methods and practices in place to immediately resolve such situations. In order to identify problems or variations in performance that need to be addressed, we use a “Problem Recognition/Problem Escalation” process in which the client and/or CPS HR team members may escalate issues at any time through a detailed systematic process. In the “Plan” phase, the problem/process is identified, and the problem/process is defined and described. It is then investigated, further described, and analyzed for all of the possible causes (root cause analysis).
A solution and action plan(s) are selected, along with improvement targets. In the “Do” phase, the problem or issue is addressed through implementation of the process change. In the third step, “Check/Study,” CPS HR confirms and evaluates the results of the change. Finally, in the last step, “Act,” CPS HR standardizes the new process or re‐engages. We also utilize the “Project Quality Control Plan,” which outlines key processes and activities to be taken to ensure the quality of performance is met or exceeded on projects, and manage the time and resources used.
Any issues that may arise will be immediately documented and reported to the Department, and the Department will be notified of all actions taken to resolve such issues.
Meet and Exceed the Department’s Expectations
The vision and values of CPS HR as an organization and for all of its personnel is centered around two primary values:
Satisfy the Client. We will exceed client expectations whenever possible. We commit to quality and will assure that clients feel they have received a valuable service or product for the fee paid.
Value Ethical Behavior. We model and reinforce honest and ethical behavior in all business relationships, including interactions with the Board members, clients, CPS HR staff, vendors, and the general public.
Our goal, therefore, is to ensure that our project team will meet or exceed the Department’s expectations for all phases of the project and we will work diligently with the Department staff
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to meet fully the objectives of the project. We intend to accomplish thisthrough our combination of sound project management procedures, good customer service, and solid communication strategies.
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Price Proposal
CPS HR is a public agency that hassucceeded as an independent,self‐supporting entity because of our mission to provide other government agencies with high‐quality testing products and services at a reasonable cost. The proposed fee schedule is subject to negotiation and revision at the request and agreement of the involved parties.
Written Examinations
Costs include development of a customized written examination; review of a draft written examination with City representatives; printing and delivery of the final examination and other materials (proctor’s report, answer sheets, etc.); scoring; a discussion of the examination results with City representatives; and assistance responding to inquiries about the written examination.
Description Price
Base Fee (per rank) $6,500
Per‐Candidate Fee $16.75
CPS HR has less expensive written examinations for Firefighter Trainee (for example, an off‐the‐shelf Firefighter examination).
Assessment Centers – Fire Captain, Fire Battalion Chief Costs include conducting a new job analysis, development of three assessment center exercises, face‐to‐face and virtual meetings to develop assessment center content, candidate orientation sessions, all necessary forms for the assessment center, assessor training, staff to administer the assessment center, candidate scores, candidate feedback reports, and assistance responding to inquiries about the assessment center.
Task Price
Promotional Assessment Center (1‐15 candidates) Professional Fees: $13,900 Expenses (not to exceed): $4,000
Promotional Assessment Center (16‐30 candidates) Professional Fees: $15,900 Expenses (not to exceed): $5,750
Practical Examination for Fire Engineer
Costs include conducting a new job analysis, development of three practical exercises, face‐to‐ face and virtual meetings to develop practical examination content, candidate orientation sessions, all necessary forms for the practical examination, assessor training, staff to administer the practical examination, candidate scores, candidate feedback reports, and assistance responding to inquiries about the assessment center.
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Task Price
Practical Examination (1‐15 candidates) Professional Fees: $19,500 Expenses (not to exceed): $6,000
Practical Examination (16‐30 candidates) Professional Fees: $21,250 Expenses (not to exceed): $7,000
Hourly Rates
Hours for any additional services not covered in the RFP shall be billed at $135/hour; however, the hours will first be agreed upon between CPS HR and the City.
Fee Assumptions
Testing facilities and time of Department personnel assisting in the development of the exam components will be the responsibility of the Department. The Department will provide a site for candidate orientation, assessor training, and the development and administration of examination components. Assessor recruitment and expenses (e.g., meals, travel, lodging, etc.) will be the responsibility of the Department. CPS HR will conduct assessor recruitment for an additional $2,500 per rank. Travel, food, stipend, and lodging expenses for assessors will remain the responsibility of the Department.
All project expenses will be billed at cost.
If Tactical/Incident Command exercises requiring an interactive simulation are included, CPS HR recommends utilizing one of our trained consultants to act as Dispatch, responding units, and the fire simulator operator. The cost for this option is $550/day, plus expenses.
CPS HR will assist the City and Department in responding to questions and inquiries regarding the promotional process at no cost. CPS HR will provide, without charge, 4 hours of consulting time in defense of the process if legally challenged and/or litigated within six months of administration. Additional hours will be at a rate of $325/hour, plus expenses. CPS HR will provide litigation support as requested by the City/Department.
September 13, 2022
City Manager's Office
DATE: September 13, 2022
TO: Mayor Butt and Members of the City Council
LaShonda White, Interim Director of Community Services
Shané Johnson, Senior Administrative Analyst
Patrick Seals, Senior Management Analyst
Subject: City Council Ad Hoc Committee’s FY 2022-2023 Category 3 ECIA Grant Award Recommendations ($100,000)
FINANCIAL IMPACT: The Environmental Community Investment Agreement (ECIA) provides $80 million in revenue to Richmond over a 10-year period. A total of $375,000 is currently
allocated for the FY 2022-2023 grant cycle (11771018
400201 2A111), with $100,000 allocated for Category 3 - City Council Ad Hoc Committee’s FY 2022-2023 ECIA
Grant Award Recommendations.
PREVIOUS COUNCIL
ACTION:
December 21, 2021, and June 21, 2022
STATEMENT OF THE
ISSUE:
Under the direction of the City Council, City staff
continued to utilize four grant funding categories for the Fiscal Year 2022-2023 Environmental Community
Investment Agreement (ECIA) grant program to provide
opportunities for a wider breadth of organizations to
access grant funds. The City Council appointed an Ad
Hoc committee consisting of Councilmembers Claudia
Jimenez, Demnlus Johnson, and Melvin Willis to work
with City staff to provide a recommendation to City
Council on awarding FY 2022-2023 ECIA grant funds
through the Council-Approved Awards category
(Category 3) to non-profit organizations that applied
through the ECIA grant application process.
AGENDA
REPORT
September 13, 2022
RECOMMENDED ACTION: APPROVE a recommendation from the City Council Ad Hoc Committee to award $100,000 in Fiscal Year 2022-
2023 Environmental Community Investment Agreement
(ECIA) Grant funds (Category 3 - City Council Approved
Award) to six (6) Richmond-serving non-profit
organizations; ADOPT a resolution; and AUTHORIZE the
city manager to negotiate and execute Grant Service
Agreements with approved grantees – City Manager’s
Office (LaShonda White/Patrick Seals/Shane Johnson
620-6512).
DISCUSSION:
Background
City Council approved the FY 2022-23 ECIA Grant Program which consists of four categories that were designed to allow a wider breadth of organizations, of varied capacities, to access $375,000 in ECIA grant funds. The four categories are briefly described below, and a more detailed explanation of each category is included in the June 21, 2022, City Council staff report (Item W.3.a).
Categories 1 and 2: “Competitive Grant Awards” with a total allocation of $225,000
Category 3: “City Council Approved Awards” with a total allocation of $100,000 Category 4: “Community Services Mini-Grant Awards” with a total allocation of $50,000 (Grants are available in amounts up to $5,000. Information is available on the Community Services Department webpage at http://www.ci.richmond.ca.us/3508/Richmond-CSD-Mini-Grant-Program.) City Council appointed an Ad Hoc committee (Committee) consisting of Councilmembers Claudia Jimenez, Demnlus Johnson, and Melvin Willis to work with City staff to provide a recommendation to City Council on awarding ECIA grant funds to non-profit organizations through the City Council-Approved Awards (Category 3).
City Council Ad Hoc Committee Recommendations
The Committee met with City staff on July 26, 2022, to discuss the list of eligible organizations to receive funding under Category 3 and to make recommendations on which organizations to award funding for City Council consideration and approval. The eligible list consisted of the 35 organizations that applied for the ECIA grant but were not funded through Categories 1 and 2 (Attachment 1). Forty-six organizations applied for ECIA grant funds through Categories 1 and 2 and 10 organizations were awarded funding at the June 21, 2022, City Council meeting.
The Committee did not review individual applications but were provided with proposed project summaries that were included as part of each applicant’s original
September 13, 2022
grant application. City staff shared information from each organization’s full application given additional information was requested by a committee member.
The Committee recognized that there are many wonderful organizations providing services in Richmond; however, with limited resources available, the Committee took several items into consideration when determining funding recommendations.
The items included, but were not limited to:
Annual budget amounts
Previous grant recipients
Number of Richmond residents served
Belief that recommended organizations could help address current and pressing needs facing the Richmond community
ECIA Grant Review Committee’s rankings and evaluations Based on the above considerations and discussion, the Committee made the following recommendations:
FY 2022-2023 Category 3 Recommendations – City Council Approved Awards Organization
Name
Project Titles & Descriptions Requested
Amount
Ad Hoc Committee
Recommendation
1Hundred
Years
Enterprise
Foundation
1Hundred Years Enterprise Foundation is
deeply rooted in the Richmond community.
They work to reduce recidivism among
youth and help steer them away from early
death decisions. Their offerings include:
youth mentorship, family group sessions,
partnerships with community
organizations, community support groups
workshops, and speaking engagements.
The Mentoring Program will run for 10
Weeks (x2) and the Financial Literacy
Program will run for 10 Weeks (x2)
$ 32,200 $ 20,000
House of
Loving Hands
Life Restoration And Beyond: The project
will provide domestic violence victims that
live in the Richmond, CA and Contra
Costa County Area a safe harbor that
offers family support services, as well as
advocacy, education, leadership and
development components, and referral
services to assist with a healthy transition
back to independence.
$ 50,000 $ 20,000
Just Imagine
Kidz
Teach Kids Black History: A Student and
Professional Development Program -
Educators will learn how to incorporate
Black Educators will learn how to
$ 50,000 $ 25,000
September 13, 2022
incorporate Black History into their
curriculum all year using the provided
resources and lessons plans. Students will
learn about notable African Americans
including inventors and scientists. The
program includes robotic and science
projects, podcasting and a reading and
assessment program.
Men and
Women of
Valor
The Living Life Solution Project will consist
of exercise & nutrition classes to promote
health and wellness and a culinary
education course. The training course
used is an activity-based curriculum which
is research proven and has evidencebased results. Realistic action plans will be used to effectively employ and educate the
participants.
$ 25,500 $ 10,000
North and
Greater
Richmond
Blues
Foundation
Richmond Music Legends (RML): The
project offers recognition awards for
Richmond musicians and artists for their
music legacy of contributions to the Blues,
R&B, Jazz and Gospel genres. Awardee’s
are honored at the annual RML festival
held in Richmond.
$ 15,000 $ 15,000
West Coast
Chess
Alliance
Chess for Success will provide one hour of
chess instruction a week, for 32 weeks at
4 low performing WCCUSD elementary
schools and Camp Achieve six-week
summer program. Chess will be used as
an academic enrichment tool to engage
young minds to develop critical thinking
and problem-solving skill set.
$ 24,997 $10,000
TOTAL $ 197,697 $100,000
Next Steps
If the grant award recommendations are approved by City Council, City staff will enter into grant agreements with grantees, with proposed end dates of June 30, 2023. City staff will manage the contract processes which will include, but are not limited to, entering into contracts with grantees, contract administration, serving as a point of contact for all grantees, conducting site visits, and reviewing and approving progress reports and invoices.
DOCUMENTS ATTACHED:
Attachment 1 – FY 2022-23 ECIA Grant Applicants and Scores Attachment 2 – Resolution
Rank Organization Project Title Project Description Requested Amount
Recommended
Amount
Average Score
(110 Total)
1 Tiny House in My Backyard (THIMBY) THIMBY Workforce
Development Scholarship
THIMBY aims to create a workforce development program that provides comprehensive green building training and experience to recent RichmondBUILD graduates through the construction of sustainable tiny houses. These homes will provide permanent affordable housing for currently unhoused individuals or small families in the backyards of single-family residences.
$ 23,500 $ 23,500 109.67
2 East Bay Pickleball Association (EBPA) Pickleball Building on the success of the inaugural year of organized pickleball play in Richmond, East Bay Pickleball Association (EBPA) wishes to expand pickleball playing opportunities to meet the burgeoning demand for additional play from our community.EBPA is requesting funds to resurface Booker T. Anderson tennis courts to reduce play hazard and install six permanent pickleball courts. These new pickleball courts will provide open play for the community as well as continue to be the home for free weekly instructional clinics, focused on outreach and instruction to Richmond residents, seniors, and youth. These will be the only dedicated courts in West Contra Costa County.
$ 39,265 $ 29,000 106.00
3 Motivated 2 Help Others Youth Development Program Motivated @ Help Others will provide mentoring, remedial tutoring, and physical fitness to a minimum of 40 underserved, high-risk youth ages 16-18, involved in the justice system and transitioning back into the community. We aim to enhance participants' self esteem and accountability and prepare them for a future of success and upward mobility.
$ 20,000 $ 20,000 105.67
4 West County Reads Classroom Library Project West County Reads will provide access to free books to West Contra Costa Unified School District teachers to build their classroom libraries in order to promote literacy for Richmond kids.
$ 38,194 $ - 99.67
5 Youth Finance Institute of America Money Talks Workshops YFIA's Money Talk Workshops educate youth about basic personal finance life skills.
Our curriculum offers an opportunity for youth to break the cycle of poor money management habits, Our workshops are administered by college students with engaging content and games.
$ 21,300 $ - 99.33
6 West Coast Chess Alliance / ed Fund Chess for Success Chess for Success project will provide one hour of chess insruction a week, for 32 weeks at 4 low performing WCCUSD elementary schools and Camp Achieve six-week summer program. Using chess as an academic enrichment tool to engage young minds to develop critical thinking and problemsolving skill set. $ 24,997 $ - 95.33
7 Just Imagine KidZ Teach Kids Black History: A
Student and Professional
Development
Program
Educators will learn how to incorporate Black Educators will learn how to incorporate Black History into their curriculum all year using the provided resources and lessons plans. Students will learn about notable African Americans including inventors and scientists. The program includes robotic and science projects, podcasting and a reading and assessment program.
$ 50,000 $ - 94.00
8 Men & Women of Valor The Living Life Solution
Project
The program will consist of Exercise & Nutrition
class to promote Health and Wellness,also a Culanay education course The training courses used is an activity-based curriculums research proven and evidencence based results and realistic action plans to effectively employ and educate the particpants.
$ 25,500 $ - 92.00
FY 22-23 ECIA GRANT AWARD
OVERALL RANKINGS AND AWARD RECOMMENDATIONS - 990N ORGANIZATIONS (Annual organizational budgets $50,000 or less)
* Per requirements set forth in the FY 22-23 ECIA guidelines, a maximum of $100,000 in grant awards was available to organizations with annual budgets over $750,000 (per their last completed 990s or audited financials). Page 400 of 780 Rank Organization Project Title Project Description Requested Amount
Recommended
Amount
Average Score
(110 Total)
FY 22-23 ECIA GRANT AWARD
OVERALL RANKINGS AND AWARD RECOMMENDATIONS - 990N ORGANIZATIONS (Annual organizational budgets $50,000 or less)
9 Oshiana Unique Thompkins Foundation Oshimode Entrepreneur Club The OUT foundation is creating an avenue for youth ages 12-21 (focus:
Richmond/North Richmond) to become future business leaders. We are providing a place for them to be creative outward thinkers, creating options for their future.
They will learn what it takes to become an entrepreneur and small business owner. $ 33,000 $ - 81.00
10 Social Progress Inc Fourth of July Parade and
Festival December Christmas
Lighening on the Isle on
Friday Jackson Way
Social Progress Inc. Executive Director, Eleanor Thompson, founder of the North Richmond Fourth of July Parade and Festival. SPI sponsoredour first Annual North Richmond Parade and Festival in North Richmond, on July Fourth 2009. We gave away over 300 back packs, food, barque, music, games and lots of fun for our children, youth and Community as a whole. The event is a day of safey and peace and enjoyment, all you can eat for free. We give away scholarships to high school students. This will be our 10th Annual July 4th.North Richmond Parade and Festival.
The theme this year will be Christmas in July. We will have toys to give to all the children in attendance. This year SPI, wanr to add the Christmas Tree Lightening on the Isle on Fred Jackson Way. This is a project I started working on before the Pandemic and we did not have the funding. SPI is also asking for funding to assist with the lightening for the North Richmond Community doing the Holiday month, which is December. SPI want to light up the center Isle located in the center of Fred Jackson Way. My idea is to have lights all up and down the Isle. One 6 foot tree on both ends of the Isle. We have some lights that the members of the community did in 2021 on Market Street and we just want to light up the main street as people drive through they can see the beautification of the community. To have more lightening in North Richmond will make a joyful sight for the children in the community.
$ 21,875 $ - 80.00
11 1Hundred Years Enterprise Foundation 1Hundred Years Enterprise Foundation
1Hundred Years is deeply rooted in the Richmond community. We work to reduce recidivism among youth and help steer them away from early death decisions. Our offerings include: Youth Mentorship, Family group sessions, Partnerships with community organizations, community support groups workshops, and speaking engagements. Mentoring Program - 10 Weeks (x2) ; Financial Literacy Program -10 Weeks (x2)
$ 32,200 $ - 51.00
12 2 Deep Program 2Deep Project The 2Deep project provides a Youth Development based program designed for middle school children. The program allows the students the opportunity to develop enthusiasm for enrichment and recreation through participation in a variety of exciting, challenging, activities such as academic enrichment, sports, visual and performing arts, science and technology, service learning, cooking, multi-cultural activities, life skills education, special events and trips. $ 40,000 $ - 28.33
13 North & Greater Richmond Blues Foundation Richmond Music Legends RML offers recognition awards for Richmond musicians and artists for their music legacy of contributions to the Blues, R&B, Jazz and Gospel genres. Awardee’s are honored at the annual RML festival held in Richmond.
$ 15,000 $ - 18.33
Total Requested/ Awarded $384,831 $72,500
Rank Organization Project Title Project Description
Requested
Amount
Recommended
Amount
Average Score
(110 Total)
1 East Bay Center for the Performing Arts* In-School Music Program in West Contra Costa Unified School District (WCCUSD) Schools
East Bay Center will partner with 5 Title 1 elementary schools to deliver a year-long arts (music/dance program for 2,000 WCCUSD stidents offerning a unique apporach to teaching fundamental music skills rich in global traditions while increasing equitable access to arts education and positively impacting school culture and climate. $ 20,000.00 50,000.00 $ 108.67
2 RotaCare Bay Area* Richmond RotaCare Free Clinic Richmond RotaCare Free Clinic is Richmond’s only free medical clinic. The Clinic responds to the health needs of the community through the mobilization of a highly skilled corps of 70 active medical and support volunteers who are committed to serving those with the greatest need and least access to care. $ 35,000.00 50,000.00 $ 108.67
3 Things That Creep Neighborhood Reptiles and Amphibians “Neighborhood Reptiles and Amphibians” program for 4th-5th grade will focus on Bay Area reptiles, amphibians and their ecosystems. Curriculum will meet national and state science standards. 250 Richmond students will receive the multimedia curriculum and participate in one hands-on presentation with bilingual educators and safe-to-hold snakes and frogs $ 10,000.00 10,000.00 $ 107.67
4 Groundwork Richmond Growing a Green Team GWR’s Green Team, composed of Richmond youth ages 15-21, will expand its current programming with a focus on long term project based learning and developing virtual outreach and information sharing initiatives, and connecting Richmond youth to nature. This will provide 40 Green Team members with hands-on experience in STEAM and civic engagement. $ 30,000.00 40,000.00 $ 106.33
5 Renaissance Entrepreneurship Center* Supporting Lower-Income City of Richmond Residents to Rebuild, Recover, and Grow their Livelihoods
through Entrepreneurship
With the support of ECIA, Renaissance will deliver small business training, individual consulting and access to capital services to assist 100 lower-income City of Richmond aspiring and existing resident entrepreneurs to rebuild and recover their livelihoods to survive the pandemic and thrive in the post-COVID economy. $ 15,000.00 35,000.00 $ 105.00
6 The Watershed Project Richmond Watershed Connections In 2022-2023, The Watershed Project will partner with teachers in West Contra Costa Unified School District to deliver quality educational programs to 500 K-12 Richmond students. We’ll introduce them to fun outdoor learning experiences (COVID-19 guidelines allowing), with field trips to local parks that involve physical activity and service learning. $ 27,500.00 50,000.00 $ 104.67
7 West County DIGS Bring It Back! Mira Vista School Garden Education Program
After over two years of pandemic challenges and lost connections, WC DIGS requests funds to restore the exemplary Mira Vista School Garden Day Program as an education and community resilience center to build health and wellness and ecoliteracy for students, families, teachers and community in Richmond. $ 15,000.00 25,000.00 $ 104.67
8 Contra Costa Family Justice Alliance, DBA
Family Justice Center*
Woman Inspired to Grow and Succeed (WINGS) West Contra Costa Family Justice Center's WINGS program will offer economic programming for survivors of domestic violence and interpersonal violence to assist them with their educational and financial goals. $ - 25,000.00 $ 102.67
9 Rosie the Riveter Trust Rosies Service Coordinator Rosies Service Corps, has been expanded to reach through free year-round afterschoolclasses and two summercamps for youth, 12-18. Managing growth requires a new Program Coordinator position to expand partners, schedule all activities, and free up the Executive Director to raise funds.
$ - 50,000.00 $ 102.67
10 Collaborising Sunset Rydin Road This program will prepare the encampment at Rydin Road to sunset by 9/30/22; and will encourage residents to begin the process of sorting (purging) their belongings in preparation for shelter at a new location.
$ - 50,000.00 $ 102.00
11 Richmond Art Center* Figure 'n Color Workshop Series In collaboration with Figure 'n Color, RAC will hold six figure drawing and painting workshops every other month for a year, free to BIPOC-identified communities in Richmond. Workshops facilitated by BIPOC artists are immersive cultural learning experiences that intentionally highlight diverse Black models and identities. $ - 50,000.00 $ 100.00
12 Richmond Youth Academy Richmond Youth Academy This youth development, mentoring, and career exploration program is designed for Richmond middle/ high school-aged youth at risk of academic, social and/or economic challenges. The goal is to provide life guidance, career exploration, and a viable public safety career pathway for youth participants through academic achievement, community service, and selfdiscipline. $ - 47,500.00 $ 100.00
13 Richmond Friends of Recreation Instructional Pickleball Program The Instructional Pickleball Program will renovate Lucas Park to create a flexible tennis and pickleball court and provide an instructional afterschool program for local Richmond youth. $ - 27,000.00 $ 99.67
14 Fresh Approach* Access to nutritionally-dense food in Richmond Fresh Approach’s project will serve low-income and low-access residents of Richmond, with the goals to alleviate food insecurity by providing easy access to healthy, affordable produce via a Mobile Farmers’ Market and addressing barriers to participation in government food benefits
$ - 8,500.00 $ 98.33
15 Scientific Adventures for Girls Scientific Adventures for Girls (SAfG) Richmond Afterschool STEM Program for Girls in K-6th grades: 2022- 2023
SAfG combats the shortage of women of color in STEM* by offering free, quality STEM education in yearound after-school, hands-on programs that engage the whole child. Since 2020, Richmond girls have explored STEM topics, developed STEM & 21st century skills and were inspired to believe STEM is for them. $ - 40,000.00 $ 98.00
FY 22-23 ECIA GRANT AWARD
OVERALL RANKINGS AND AWARD RECOMMENDATIONS - 990 ORGANIZATIONS (Annual organizational budgets more than $50,000)
* Per requirements set forth in the FY 21-22 ECIA guidelines, a maximum of $100,000 in grant awards was available to organizations with annual budgets over $750,000 (per their last completed 990s or audited financials). Page 402 of 780 Rank Organization Project Title Project Description
Requested
Amount
Recommended
Amount
Average Score
(110 Total)
FY 22-23 ECIA GRANT AWARD
OVERALL RANKINGS AND AWARD RECOMMENDATIONS - 990 ORGANIZATIONS (Annual organizational budgets more than $50,000)
16 The Practice Space Habla Con Richmond:Coaching Brave Speaking in Spanish
We support Spanish speakers in Richmond through commnuity-focused public speaking programs with established Richmond partners to help them navigate educational, health, and workplace settings when English is not their first language. This worl results in a "Guide to Brave Speaking" resource guide to support Spanish-speaking families, youth, and Richnmond residents.
$ - 50,000.00 $ 98.00
17 SparkPoint Contra Costa* Financial Wellness for Families SparkPoint Contra Costa (SPCC) will engage participants in their financial journey and lessen the financial burden of families with school age children. Our goal is to strengthen financial wellness within families. The project will hold three specific events with giveaways, two financial workshops and 1-1 coaching services for 50 adults. $ - 10,000.00 $ 96.33
18 Building Blocks for Kids (BBK)* BBK’s Health & Well Program BBK supports Richmond parents/caregivers and families with multi-generational wellness to increase healthy habits, mindsets, and a nurturing environment to support long-term success and well-being. Our healing-centered care approach concurrently engages parents with recognizing the systemic and environmental causes of personal and community trauma to spur self-empowerment and action.
$ - 50,000.00 $ 94.67
19 Inspiring Communities Inspiring Communities III Inspiring Communities aims to promote healthy lifestyle chnages for participants. Evidence shows increasing physical activity and improving an individual's ability to make proper day to day decisions support a healthy lifestyle can drastically improve morbidity and mortality rates for those with chronic disease like hypertension, diabetes, and heart disease. $ - 38,967.00 $ 93.00
20 Conscious Kitchen (a Project of Turning
Green)*
Conscious Kitchen Ambassadors for Healthy Eating Increasing the uptake of the universally free, healthy WCCUSD meals can provide enormous benefits to Richmond students. Our program will educate and engage student ambassadors to gain valuable experience and insights into a healthy food system while building long term advocacy, nutrition, and food service skills.
$ - 49,557.50 $ 92.33
21 18 Reasons* Nourishing Pregnancy Nourishing Pregnancy is a new program (launched in 2021) that increases food security, cooking confidence, and community support in order to increase health and well-being among Black and Latinx birthing parents and their children. $ - 20,000.00 $ 92.00
22 Greater Richmond Interfaith Program* Soup Kitchen We provide roughly 20,000 warm healthy lunches a year including direct outreach to Richmond homeless encampments. 50,000.00 $ - $ 91.33 23 DREAM Financial Academy D.R.E.A.M.Financial Literacy Workshops Statistics show a wealth gap between White and African Americans. DFA’s objective is to educate underserved youth in Richmond to become financially literate to close this gap. We will conduct workshops on financial literacy. Stipends will be provided upon completion of the series. We will serve 120 youth in 2022-23. $ - 30,000.00 $ 89.33
24 Aspire Education Community Reading Buddies Community Reading Buddies is an innovaƟve double impact program developed by Aspire EducaƟon.
1. We train middle and high school students in leadership & communication skills. 2. We then pair them with young students behind in literacy. Thanks to this system we're able to more than double our young readers' literacy progress over eight weeks.
$ - 25,000.00 $ 87.00
25 Richmond Police Activities League* RPAL Music Program and Summer Concert Series RPAL. music program offers al-risk, youth ages 8- 16 years old, a diverse, comprehensive music education program that merges the art of music, technology, life skills and entrepreneurship training, and education. The program activities and tools motivate and promote sustainable lifestyles as they matriculate from adolescence to adulthood. $ - 50,000.00 $ 86.00
26 Contra Costa Youth Service Bureau* Thrive! 4Kids Mentoring Groups Contra Costa Youth Service Bureau Kinship Support Services Program proposes to provide primary prevention and intervention to an additional 100 non-Medical foster youth living in marginalized commmunites with extended families that have been displaced from natural parents to include culturally specific mentoring to youth to promote self-suffiency and independence.
$ - 50,000.00 $ 85.33
27 Peacemakers, inc.
Pheonix
Peacemakers, Inc. will use its expertise, experience, and history of providing school based, supplemental services woven into the core instructional program of Title One Schools to educate students and their families concerning healthy lifestyle and choices that support literacy and educational development. $ - 50,000.00 $ 84.67
28 Bright Futures Growth and Development
Center
Bright Futures Growth and Development Center Early
Childhood Education (ECE)
Bright Futures Early Childhood Education program is designed to inspire and excel children ages 2-5 years of age. We provide a safe and nurturing environment with curriculum based upon California Common Core State Requirement as well as the Early Childhood Environment Rating Scale. We also provide education to identified special-neeed students. $ - 50,000.00 $ 84.00
29 House of Loving Hands Life Restoration And Beyond To provide Domestic Violence victims that live in the Richmond, CA and Contra Costa County Area a safe harbor that offers family support services, as well as advocacy, education, leadership and development components, andreferral services to assist with a healthy transition back to independence.
$ - 50,000.00 $ 76.67
* Per requirements set forth in the FY 21-22 ECIA guidelines, a maximum of $100,000 in grant awards was available to organizations with annual budgets over $750,000 (per their last completed 990s or audited financials). Page 403 of 780 Rank Organization Project Title Project Description
Requested
Amount
Recommended
Amount
Average Score
(110 Total)
FY 22-23 ECIA GRANT AWARD
OVERALL RANKINGS AND AWARD RECOMMENDATIONS - 990 ORGANIZATIONS (Annual organizational budgets more than $50,000)
30 Rebuilding Together East Bay-North Richmond Mentorship Computer Center : Rebuilding Together East Bay-North, partnering with Ephesians Community Development Center, will create a workforce development, peer to peer based mentorship program for Richmond residents. Our priorities are to make available technology literacy and resources to historically marginalized populations; specifically, housed and un-housed at-risk youth, low-income seniors and families, veterans and disabled residents $ - 47,630.00 $ 74.00
31 International Association of Firefighters
Local 188
Richmond Project Pink Wheels Project Pink Wheel is a program providing transportation and education to the residents of Richmond and North Richmond to their cancer treatment in a pink fire engine with two Richmond firefighters. Then goal of the program is to show solidarity and support to all cancer warriors and celebrate their fight. $ - 50,000.00 $ 70.00
32 Elle Reve Non Profit Adventure to Kemet The world has benefited from the African civilization of Kemet. Yet, Black people are often negatively displayed and excluded throughout eurocentric accounts of history. An educational tour to learn about Black excellence will broaden the mind of scholars, as well as encourage a positive outlook towards Blackness and Black people. $ - 50,000.00 $ 36.67
Total Requested/Awarded $ 1,131,524.50 $ 152,500.00
* Per requirements set forth in the FY 21-22 ECIA guidelines, a maximum of $100,000 in grant awards was available to organizations with annual budgets over $750,000 (per their last completed 990s or audited financials). Page 404 of 780 1 RESOLUTION NO._________________
RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA
AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE GRANT
SERVICE AGREEMENTS WITH NONPROFIT ORGANIZATIONS THAT RECEIVED
GRANT AWARDS FROM THE COUNCIL-APPROVED AWARD CATEGORY (CATEGORY 3) FOR FY 2022-2023 ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) FOR AN AMOUNT NOT TO EXCEED TWO-HUNDRED FIFTY THOUSAND DOLLARS ($100,000.00)
WHEREAS, on July 29, 2014, the City of Richmond and Chevron Products Company entered into the initial Chevron Modernization Project Environmental and Community Investment Agreement (“ECIA”); and
WHEREAS, the ECIA was amended in August 2015 and December 2015; and WHEREAS, the ECIA provides $90 million to Richmond over a 10-year period ($80 million in revenue to the City and $10 million for a photovoltaic solar farm) and includes investments in communitybased greenhouse gas reduction programs and various community programs, including but not limited to a competitive grant program; and
WHEREAS, $6 million is allocated to fund the competitive grant program which was established to fund community programs and non-profits focused on community, youth, and youth sports; and WHEREAS, $375,000 is allocated for FY 2022-2023 for grant awards within four (4) grant categories; and
WHEREAS, in FY 2022-2023 there is a total of $100,000 available to award in category 3 for category 1[organizations reporting gross receipts of equal to or less than $50,000 annually (990N)] and category 2 [organizations reporting gross receipts of more than $50,000 annually (990)]; and WHEREAS, on December 21, 2021, the City Council authorized the release of the “Fiscal Year 2022-2023 Richmond - ECIA Community Grant Program Guidelines and Application”; and WHEREAS, eligible organizations were required to have 501(c)(3) tax status and provide services to Richmond and/or North Richmond residents; and
WHEREAS, the application was released on December 27, 2021; and WHEREAS, applications were due on February 13, 2022, and forty-six (46) organizations submitted applications totaling more than $1.6 million in funding requests; and WHEREAS, after review by City staff for completeness, forty-five (45) applications were forwarded for review and scoring by the Council-appointed ECIA Grant Review Committee; and
2 WHEREAS, the ECIA Grant Review Committee recommended to City Council that grants be awarded to ten (10) organizations in Category 1 and 2, for a total award amount not to exceed $225,000; and WHEREAS, the City Council of the City of Richmond adopted the Resolution 82-22, to allocate FY 2022-2023 Environmental and Community Investment Agreement (“ECIA”) funds to the grantees in Categories 1 and 2, and authorized the City Manager’s Office to negotiate and execute contracts with award recipients; and
WHEREAS, after review by City staff for completeness, thirty-five (35) applications were forwarded for review and scoring to the Council-appointed ECIA Council Ad-Hoc Committee; and WHEREAS, the ECIA Council Ad Hoc Committee recommended to City Council that grants be awarded to the following six (6) organizations, for a total award amount not to exceed $100,000; and Category 1 (990N Organizations) Organization
Recommended
Award Amount
1 Hundred Years Enterprise Foundation $ 20,000
Just Imagine Kidz $ 25,000
Men and Women of Valor $ 10,000
North and Richmond Greater Blues Foundation $ 15,000
West Coast Chess Alliance $10,000
TOTAL $80,000
Category 2
(990 Organizations)
Organization
Recommended
Award Amount
House of Loving Hands $ 20,000
TOTAL $20,000
GRAND TOTAL $100,000
WHEREAS, the City Council received and accepted a staff report dated September 13, 2022, with regard to this resolution.
NOW, THEREFORE BE IT RESOLVED, that the Council of the City of Richmond adopts the Resolution to allocate FY 2022-2023 Environmental and Community Investment Agreement (“ECIA”) funds to the grantees in the amounts specified above, and authorizes the City Manager’s Office to negotiate and
3 execute contracts with award recipients; and
BE IT FURTHER RESOLVED, that the Council of the City of Richmond authorizes City staff to negotiate and enter into grant service agreements with the six (6) recipient organizations and to provide oversight to assure that deliverables are met and that activities and expenses are consistent with the intent of each agreement.
------------------------------------------------------
I certify that the foregoing Resolution was passed and adopted by the Members of the City Council of the City of Richmond, California at a regular meeting held on September 13, 2022, by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
______________________________
Clerk of the City of Richmond
Approved:
_______________________________________
Mayor
Approved as to form:
________________________________________
City Attorney
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Commission on Aging Reappointments
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Beverly Wallace and Kiran Agarwal’s terms on the
Commission on Aging expired on May 19, 2022.
RECOMMENDED ACTION: REAPPOINT Beverly Wallace, Commission on Aging, Seat #2, Term Expires May 19, 2026; Kiran Agarwal,
Commission on Aging, Seat #5, Term Expires May 19,
2026 - Mayor’s Office (Mayor Tom Butt 510-620-6503).
DISCUSSION:
Beverly Wallace enjoys working with seniors and how much they enjoy the events that the Commission on Aging put on every year. She is retired and has volunteered with the El Sobrante Chamber of Commerce and the West County Forum.
Kiran Agarwal is interested in uplifting low-income seniors and transportation issues.
Kiran has educated Contra Costa College students about services available to seniors and brought notice to the ECIA Transportation Oversight Committee about the difficulties faced by low-income paratransit users. Kiran is studying to be an accounting technician.
DOCUMENTS ATTACHED:
Attachment 1 – Beverly Wallace’s Application
Attachment 2 – Kiran Agarwal’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Design Review Board Reappointment
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Brian Carter’s term on the Design Review Board expired
on March 17, 2022.
RECOMMENDED ACTION: REAPPOINT Brian Carter, Design Review Board, Seat #7, Term Expires March 17, 2024 - Mayor’s Office
(Mayor Tom Butt 510-620-6503).
DISCUSSION:
Brian Carter is an architect at Studio KDA. Brian feels that the Design Review Board has done good and important work over the past two years and hopes to continue that work for another term.
DOCUMENTS ATTACHED:
Attachment 1 – Brian Carter’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: ECIA Grant Review Ad Hoc Committee Reappointments FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Lily Rahnema and James Becker’s terms on the ECIA
Grant Review Ad Hoc Committee expired on March 31,
2022.
RECOMMENDED ACTION: REAPPOINT Lily Rahnema, ECIA Grant Review Ad Hoc Committee, Seat #3, Term Expires March 31, 2024;
James Becker, ECIA Grant Review Ad Hoc Committee,
Seat #5, Term Expires March 31, 2024 - Mayor’s Office
(Mayor Tom Butt 510-620-6503).
DISCUSSION:
Lily Rahnema is the community engagement manager at the Chevron Richmond Refinery. Lily serves on the Contra Costa College Foundation Board and as the chair of CoBiz Richmond’s Board.
James Becker is the president and CEO of RCF Connects and immediate past president and lieutenant governor of the Kiwanis Club of Richmond. James is committed to equitable philanthropy, can bring significant skills to the grant making process, and can keep the ECIA Grant Review Ad Hoc Committee and City staff AGENDA
REPORT
September 13, 2022
updated on best practices in equitable grant making, nonprofit development, and capacity building.
DOCUMENTS ATTACHED:
Attachment 1 – Lily Rahnema’s Application
Attachment 2 – James Becker’s Application
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Economic Development Commission Reappointments FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
James Lee and Brandon Evans’ terms on the Economic
Development Commission expired on March 30, 2022.
RECOMMENDED ACTION: REAPPOINT James Lee, Economic Development Commission, Seat #11, Term Expires March 30, 2025;
Brandon Evans, Economic Development Commission,
Seat #12, Term Expires March 30, 2025 - Mayor’s Office
(Mayor Tom Butt 510-620-6503).
DISCUSSION:
James Lee is the CEO of the Richmond Chamber of Commerce who is interested in the city’s economic development.
Brandon Evans is a community leader who works at the Richmond Police Activities League. Brandon has served on the Economic Development Commission for over five years and would like to continue his service to the city.
DOCUMENTS ATTACHED:
Attachment 1 – James Lee’s Application
Attachment 2 – Brandon Evans’ Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Historic Preservation Commission Reappointments FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Gretchen Stromberg and Fatema Crane’s terms on the
Historic Preservation Commission expired on July 31,
2022.
RECOMMENDED ACTION: REAPPOINT Gretchen Stromberg, Historic Preservation Commission, Seat #1, Term Expires July 31, 2026;
Fatema Crane, Historic Preservation Commission, Seat
#6, Term Expires July 31, 2026 - Mayor’s Office (Mayor
Tom Butt 510-620-6503).
DISCUSSION:
Gretchen Stromberg is the chief of resource management and planning at the Rosie the Riveter / WWII Home Front National Historical Park. Gretchen is interested in enhancing AGENDA
REPORT
September 13, 2022
the spirit of community in Richmond by recognizing and celebrating the history of the people in Richmond.
Fatema Crane is a historic preservation planner for the City of Berkeley. Fatema has an academic background in ethnic studies and city and regional planning. Fatema desires to be of service to the community and believes the Historic Preservation Commission is a good match for their interests.
DOCUMENTS ATTACHED:
Attachment 1 – Gretchen Stromberg’s Application
Attachment 2 – Fatema Crane’s Application
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Urban Forest Advisory Committee Reappointment
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Paula Urtecho’s term on the Urban Forest Advisory
Committee expired on November 17, 2021.
RECOMMENDED ACTION: REAPPOINT Paula Urtecho, Urban Forest Advisory Committee, Seat #5, Term Expires November 17, 2024 -
Mayor’s Office (Mayor Tom Butt 510-620-6503).
DISCUSSION:
Paula Urtecho is a gardener and naturalist for the East Bay Regional Parks District and volunteers with Richmond Trees. Paula is interested in promoting, nurturing, and protecting the urban forest in Richmond.
DOCUMENTS ATTACHED:
Attachment 1 – Paula Urtecho’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Human Rights and Relations Commission Appointment FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Sofia Victoria Lopez is applying for Seat #7 on the
Human Rights and Human Relations Commission, left
vacant on March 30, 2022, after the previous volunteer’s term expired.
RECOMMENDED ACTION: APPOINT Sofia Victoria Lopez, Human Rights and Human Relations Commission, Seat #7, Term Expires
March 30, 2025 - Mayor’s Office (Mayor Tom Butt 510-
620-6503).
DISCUSSION:
Sofia Victoria Lopez is the communications director for the Richmond Chamber of Commerce and serves on the Richmond Business Political Action Committee. Sofia is an advocate for human rights and this appointment allows them to make a difference in the city they consider home.
DOCUMENTS ATTACHED:
Attachment 1 – Sofia Victoria Lopez’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Library Commission Appointment
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Thomas Harrison Jr. is applying for Seat #5 on the
Library Commission, left vacant on July 1, 2021, after the previous volunteer’s term expired.
RECOMMENDED ACTION: APPOINT Thomas Harrison Jr., Library Commission, Seat #5, Term Expires July 1, 2024 - Mayor’s Office
(Mayor Tom Butt 510-620-6503).
DISCUSSION:
Thomas Harrison Jr. is a librarian at Prospect Sierra School. Thomas is interested in advocating for a health library system in Richmond and helping maintain it.
DOCUMENTS ATTACHED:
Attachment 1 – Thomas Harrison Jr.’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Urban Forest Advisory Committee Appointments
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Shannon Hilsey Choy, Anita Pereira, and Kyanna
Williams are applying for Seats #1, #7, and #9 on the
Urban Forest Advisory Committee, left vacant on
November 17, 2021, after the previous volunteers’ terms expired.
RECOMMENDED ACTION: APPOINT Shannon Hilsey Choy, Urban Forest Advisory Committee, Seat #1, Term Expires November 17, 2024;
Anita Pereira, Urban Forest Advisory Committee, Seat
#7, Term Expires November 17, 2024; Kyanna Williams,
Urban Forest Advisory Committee, Seat #9, Term
Expires November 17, 2024 - Mayor’s Office (Mayor Tom
Butt 510-620-6503).
DISCUSSION:
Shannon Hilsey Choy is a project manager at World Resources Institute and is a part of the Princeton Alumnicorps Emerging Leaders Program 2021 Cohort. As a new AGENDA
REPORT
September 13, 2022
homeowner in Richmond, Shannon has been looking for opportunities to serve the community. Shannon is a tree lover and has seven years of work experience in research and project management on sustainable cities and a broad understanding of the many and wide-ranging benefits of urban forests. Shannon thinks they could add value to the Urban Forest Advisory Committee, particularly in grant proposals, event support, citizen engagement, and communications around these benefits.
Anita Pereira is a retired optometrist who has volunteered with the Sierra Club, Audobon Society, and California Native Plant Society. Anita has also volunteered with the Bringing Back the Natives Garden Tours, supporting environmentally sound, water conserving gardening, and Adopt-A-Spot, creating a more beautiful street corridor at the Carlson Boulevard medians. Anita is keenly interested in growing more trees in our beautiful city, improve the quality of life of residents and air quality, fighting climate change, promoting awareness of the value of trees as an integral part of living communities important to supporting all life on Earth, supporting the local population of bees, butterflies, and birds, and beautifying our city which possibly will lead to less crime and an increase in the sense of wellbeing and pride in our community.
Kyanna Williams is a self-employed lawyer, legal designer, and content designer who is also involved with the California Bar Association, the Charles Houston Bar Association, Bay Area Legal Incubator, and Strong Towns Toastmasters, a national organization dedicated to making cities stronger and more resilient, walkable, and beautiful for all that work and live there. Kyanna would like Richmond to plant more trees to improve air quality, provide natural cooling, enhance neighborhood appeal, and make biking and walking areas much more pleasant. Kyanna is an outdoor enthusiast and longtime resident.
DOCUMENTS ATTACHED:
Attachment 1 – Shannon Hilsey Choy’s Application
Attachment 2 – Anita Pereira’s Application
Attachment 3 – Kyanna Williams’ Application
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Overdose Awareness Day – August 31, 2022
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
In 2001, Sally Finn from The Salvation Army in
Melbourne, Australia recognized International Overdose
Awareness Day to end overdose, remember without
stigma those who have died, and acknowledge the grief
of the family and friends left behind.
RECOMMENDED ACTION: PROCLAMATION declaring August 31, 2022, as Overdose Awareness Day in the City of Richmond –
Mayor’s Office (Mayor Tom Butt 510-620-6503).
DISCUSSION:
Since 2012, this occasion has been coordinated by the not-for-profit Australian public health organisation Penington Institute, which focuses on promoting effective strategies, frontline workforce education, and public awareness activities.
Provisional data from the Center for Disease Control’s National Center for Health Statistics indicate there were an estimated 107,622 drug overdose deaths in the United AGENDA
REPORT
September 13, 2022
States during 2021, an increase of nearly 15 percent from the 93,655 deaths estimated in 2020. According to the California Overdose Surveillance Dashboard, there were 6,843 opioid-overdose related deaths statewide in 2021, 180 of which occurred in Contra Costa County, placing us in tenth place when ranked by overall county deaths.
The City of Richmond affirms and acknowledges the harms and hardships caused by drug overdoses and resolves to play our part in reducing its toll in our community, which continues to claim lives yearly, forever affecting those who loved and cared about them.
The City of Richmond is grateful for our community partners who are leading the fight, such as the Alcohol, Marijuana, and Prescription Drug (AMPD) Coalition, the Contra Costa County Medication, Education, and Disposal Safety (MEDS) Coalition, and BAART Programs. The City of Richmond encourages all community members to participate in overdose awareness related programs and activities.
DOCUMENTS ATTACHED:
Attachment 1 – Proclamation
CITY OF RICHMOND, CALIFORNIA
P R O C L A M A T I O N
Declaring August 31, 2022 as Overdose Awareness Day
WHEREAS, in 2001, Sally Finn from The Salvation Army in Melbourne, Australia recognized International Overdose Awareness Day to end overdose, remember without stigma those who have died, and acknowledge the grief of the family and friends left behind; and WHEREAS, since 2012, this occasion has been coordinated by the not-for-profit Australian public health organization Penington Institute, which focuses on promoting effective strategies, frontline workforce education, and public awareness activities; and WHEREAS, provisional data from the Center for Disease Control’s National Center for Health Statistics indicate there were an estimated 107,622 drug overdose deaths in the United States during 2021, an increase of nearly 15% from the 93,655 deaths estimated in 2020; and WHEREAS, according to the California Overdose Surveillance Dashboard, there were 6,843 opioid-overdose related deaths statewide in 2021, 180 of which occurred in Contra Costa County, placing us in tenth place when ranked by overall county deaths; and WHEREAS, the City of Richmond affirms and acknowledges the harms and hardships caused by drug overdoses and resolves to play our part in reducing its toll in our community, which continues to claim lives yearly, forever affecting those who loved and cared about them; and WHEREAS, the City of Richmond is grateful for our community partners who are leading the fight, such as the Alcohol, Marijuana, and Prescription Drug (AMPD) Coalition, the Contra Costa County Medication, Education, and Disposal Safety (MEDS) Coalition, and BAART Programs.
NOW, THEREFORE BE IT RESOLVED, that the Richmond City Council does hereby declare August 31, 2022 as Overdose Awareness Day in the City of Richmond and encourages all community members to participate in overdose awareness related programs and activities. ___________________________
Mayor Tom Butt
City of Richmond, California
September 13, 2022
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Members of the City Council
FROM: Tom Butt, Mayor
Subject: Planning Commission Reappointment
FINANCIAL IMPACT: N/A
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Jen Loy’s term on the Planning Commission expired on
June 30, 2022.
RECOMMENDED ACTION: REAPPOINT Jen Loy, Planning Commission, Seat #2, Term Expires June 30, 2024 - Mayor’s Office (Mayor
Tom Butt 510-620-6503).
DISCUSSION:
Jen Loy is the associate director of government and community relations at the University of California, Berkeley. Jen serves as the board secretary for Urban Tilth and the Safe Return Project and is on the fundraising team for Washington Elementary School’s International Fair. Jen also serves as vice chair for the Telegraph Business Improvement District. Jen is a practical progressive dedicated to racial and health equity and a big fan of the City’s General Plan’s Health and Wellness Element. Jen has faith in the City’s planning staff and respect for Richmond’s diverse community. Jen knows that the public process, as arduous as it can be, will continue to improve the city. Jen is happy to bring her experience in government, city planning, community/economic development, arts, and activism to the Planning Commission.
DOCUMENTS ATTACHED:
Attachment 1 – Jen Loy’s Application
AGENDA
REPORT
September 13, 2022
Mayor's Office
DATE: September 13, 2022
TO: Vice Mayor and Members of the City Council
FROM: Mayor Tom Butt
Subject: Travel Authorization – 2022 Obi Matsuri Festival FINANCIAL IMPACT: $9,200
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
The City of Richmond has been in a sister city
relationship with Shimada, Japan since 1961. Mayor
Someya of Shimada, Japan has invited Richmond
officials to attend the Obi Matsuri Festival being held on October 9-10, 2022.
RECOMMENDED ACTION: APPROVE international travel request from Mayor Tom Butt, Councilmember Demnlus Johnson III, Chief of Staff Vernon Whitmore, and Council Liaison Trina JacksonLincoln to Shimada, Japan to attend the Obi Matsuri Festival and to discuss the continuance of the sister city exchange program – Mayor’s Office (Mayor Tom Butt
510-620-6503).
DISCUSSION:
AGENDA
REPORT
September 13, 2022
The Richmond City Council has been in a sister city relationship with Shimada, Japan since 1961. The Richmond-Shimada Friendship Commission has organized a delegation of city officials and commissioners to attend the 110th Obi Matsuri Festival in Shimada, Japan from October 8th through October 10th. In addition to attending the festival, city officials and commissioners will meet with Shimada officials regarding the current youth exchange program and sister city program.
Mayor Someya of Shimada has sent an invitation to Mayor Butt requesting a delegation from Richmond to participate in the festival. All cost for lodging, food, and transportation while in Shimada will be covered by the City of Shimada. The estimated cost of airfare from San Francisco to Haneda, Japan is $2,300 per person. The cost to the general fund is approximately $9,200 for four city officials. There is sufficient funding in the Mayor’s Office and City Council budgets to cover the travel cost for the four city officials listed below. The commissioners will cover they own travel expenses.
City Officials:
Tom Butt, Mayor and Delegation Leader
Demnlus Johnson III, Councilmember
Vernon Whitmore, Chief of Staff, Mayor’s Office
Trina Jackson-Lincoln, Project Coordinator, City Council Office Richmond-Shimada Friendship Commissioners:
Evan Sirchuk, Chair
Jamie Brown, Commissioner
Valerie Snider, Commissioner
DOCUMENTS ATTACHED:
Attachment 1 – Letter of Invitation
June, 2022
Tom Butt
Mayor of the City of Richmond,
Shimada Big festival (Invitation)
I hope this email find all of you well.
I would like to express my sincere gratitude for your understanding and cooperation of long friendship program with Shimada City.
Now, I would like to inform you that the 110th “Shimada Big Festival (Obi Festival)” will be held for three days from October the 8th to 10th in downtown Shimada.
The festival started in 1695 and is traditionally held every three years. Also, it is known as one of the most three unique festivals in Japan.
The highlight is the parade of gorgeous daimyo (feudal lords), and you can also enjoy watching omikoshi (portable shrines). Shimada City is bustling with many tourists during the days.
I sincerely expect my friends of Richmond visit Shimada, and touch on our history and culture. I am pleased to meet my guests in Shimada from the bottom of my heart.
If my friends could come to Shimada, I hope to hear from you, until the end of July, about their names and the days they would stay in Shimada.
I would like the continuous exchange programs to the further development and expect our further bond of friendship between Richmond City and Shimada City.
Finally, I look forward to your continued success and prosperity.
Thank you very much.
Best regards,
Kinuyo Someya
Mayor of Shimada City
Sept. 13, 2022
Police Department
DATE: July 26, 2022
TO: Mayor Butt and Members of the City Council
FROM: Bisa French, Chief of Police
Subject: Purchase of up to $250,000 with Duratech, Inc. for Police Mobile Data Computers (MDCs) and Related Hardware
FINANCIAL IMPACT: The Police Department has $50,000 for the first year included in its FY 2023-2024 budget and will budget
appropriately for the remaining years of the contract
(account string 01191021-400601).
PREVIOUS COUNCIL
ACTION:
4/17/2018 – presented with a 4-year contract with
Duratech replacing our old and unsupported Panasonic
CF30 Toughbooks with Getac v110 MDCs
STATEMENT OF THE
ISSUE:
The Mobile Data Computers (MDCs) are purchased in
phases to correspond with vehicle replacement.
Throughout the years, vehicles and their hardware will
stop working and repair will be uneconomical. The next
phases of vehicles are planned, and MDCs and their
hardware must be coordinated to provide a fullfunctioning police vehicle.
RECOMMENDED ACTION: APPROVE the purchase of police Mobile Data Computers (MDCs) and related hardware from Duratech,
Inc., in an amount not to exceed $250,000, over a fiveyear period beginning September 1, 2022 through August 31, 2027– Police Department (Chief Bisa French 510-
621-1802)
AGENDA
REPORT
Sept. 13, 2022
DISCUSSION:
The 2018 Getac Mobile Data Computer (MDC) replacement was funded by a grant awarded to the Police Department; however, the grant no longer exists.
The MDCs are purchased in phases to correspond with vehicle replacement. At the end of their useful life, vehicles and their hardware will stop working efficiently and repair will be uneconomical. The next phase of police vehicles is planned, and MDCs and their hardware must be coordinated to provide a full-functioning vehicle.
This purchase follows the Richmond Municipal Code Section 2.52.330 Piggyback procurement which allows for a “piggyback” purchase using another agency’s purchase contract if it is in the best interest of the City of Richmond. DuraTech USA, Inc. is an authorized reseller for the Getac (a subsidiary of TD Synnex) product that was awarded a bid by National Cooperative Purchasing Alliance (NCPA) which utilizes state of the art procurement resources and solutions that result in cooperative purchasing contracts that ensure all public agencies are receiving products and services of the highest quality at the lowest prices.
DOCUMENTS ATTACHED:
Attachment 1 – Duratech Quote
Attachment 2 – NCPA Formal Bidding
Attachment 3 – IT Authorization Form
QUOTE
Date
6/28/2022
Quote #
062822RPD
Customer Information
City of Richmond
Accounts Payable
PO Box 4046
Richmond, CA 94804-0046
Attn:Eric Tam
Terms
Net 30
Project Delivery Date
8/11/2022
Rep
LHT
Phone #
Total
Customer E-mail
[email protected]
Certified 8(a),SBE #19486, DBE #40914, OCTA# 39991,
CUCP#35922, MBE & WBE, LACounty #128985
LSBE/PPE# 088381, POLB # 250398, METRO# 7881
FEIN# 20-2777132
Delivery Lead time 4-6 weeks (unless otherwise noted) from date of purchase unliess otherwise noted.
Prices are good for 30 days and may be subject to change without notice **Some Options & Upgrade costs applicable to time of original purchase only NET 30 Terms for Govt Orders. Due to highly discounted prices quoted, there will be a 3% service charge for any orders placed with a credit card.
Prepaid Company check or bank wire transfer with PO or Net30 OAC. VISA, M/C, American Express Cards Accepted (Discounts not applicable with credit card orders) All International Orders -Prepaid Wire Transfer ($30 Wire Fee Applies) All California purchases require $5 LCD Disposal Fee per unit & applicable sales taxes All Customs Fee, Duties & Taxes & shipping costs are the responsibility of purchaser Please check specifications carefully! Due to Customization -All Sales are final! Send Orders to: [email protected] Mailing:
6765 Westminster Bl. #314
Westminster, CA 92683
www.DuraTechUSA.com
714-898-2171
Item Description Qty Cost Total
VM4PZPJABUBB GETAC : V110 G6 i7-10510U,
Webcam, W 10 Pro x64 8GB RAM,
256GB PCIe SSD (SR (HD LCD stylus),
US KBD US PC, mbrn Backlit KBD,
WIFI BT GPS/Glonass 4G LTE
(EM7511) Pass-thru, HHUSB Type-A x
2 + USB Type-C x 1 SCrdr + HF RFID,
Dual batt, TouchPad 3yb2b
51 3,169.71 161,655.21T
GE-SVBFNFX5Y GETAC : Bumper to Bumper +
Extended Warranty- Laptop (Year 4 &
5) - Getac, B360 Fully rugged,
Bumper-to-Bumper+Extended
Warranty, 5, Years
51 535.16 27,293.16
GDVPG2 GETAC : Gamber Johnson Tri
PassThrough Vehicle Dock &
Replicaion with screen stiffener (DC
power adapter sold separately)
51 643.00 32,793.00T
GAD1L1 LIND 11-16V DC vehicle
adapter/charger with Bare Wires
51 95.00 4,845.00T
CA LCD Disposal Fee CALIFORNIA LCD DISPOSAL FEE 51 4.00 204.00 4-6 Weeks ARO 4-6 Weeks After Receipt of Order 0.00 0.00T