April 4, 2023
City Manager's Office
DATE: April 4, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Shasa Curl, City Manager
LaShonda White, Deputy City Manager, Community Services Lilia Corral, Management Analyst
Subject: The Latina Center & RCF Connects Presentations FINANCIAL IMPACT: There is no financial impact.
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
ISSUE:
In honor of Women’s History Month, the City Manager’s
Office is highlighting The Latina Center and RCF
Connects, two organizations that offer programming that supports and empowers women in the Richmond
community.
RECOMMENDED ACTION:
RECEIVE a presentation from The Latina Center and
RCF Connects in recognition of International Women’s
Day and Women’s History Month – City Manager’s Office
(Shasa Curl 510-620-6512). This item was continued
from the March 28, 2023, meeting.
AGENDA
REPORT
910
April 4, 2023
DISCUSSION:
On March 2, 2021, City Council approved a proclamation declaring March as Women’s History Month in the City of Richmond. In honor of International Women’s Day (March 8) and Women’s History Month, the City Manager’s Office wants to highlight two non-profit, Richmond-based organizations that focus on uplifting Black, Indigenous, and people of Color (BIPOC) women and supply them resources to help them thrive.
In 1999, the Latina Center was created as part of the statewide Women’s Health Leadership to adapt and incorporate Latina culture. The Latina Center’s mission is to improve the health and well-being of the Latino community by providing leadership and personal development opportunities for all Latinos. Its services include leadership development, health and well-being, economic empowerment, and legal support. Its programs are available in English and Spanish and range from domestic violence prevention and intervention to workshops for microenterprises. Latina Center’s presentation will provide an overview of the organization, its programs, and the impact those programs have made in the Richmond community.
Formerly known as Richmond Community Foundation, RCF Connects’ mission is to mobilize the power of connection to help build healthy, thriving communities. RCF Connects focus is impacting the five areas of community building: Restoring Neighborhoods, Health, Community Growth, Quality Education and Public Safety. Its presentation will highlight one of its programs; “The Equity for Black Women and Girls Initiative”. This program’s goals include: provide funding and technical assistance to deliver sister circles, launch a black women and girls incubator program for new and existing business enterprises, establish an Equity for Black Women and Girls taskforce, convene black-led organizations and other organizations that serve black people in Contra Costa County (CCC) to inventory services for black women and girls, and create and fund a permanent position staffed by a black woman to support the goals of the Equity for Black Women and Girls Initiative.
DOCUMENTS ATTACHED:
Attachment 1 – The Latina Center Presentation
Attachment 2 – RCF Connects Presentation
911
The Latina Center
Celebrating 23 Years of Personal & Community Transformation March 28, 2023 - Richmond City Council Meeting
Presentation by Miriam Wong, Executive Director & Founder 912
Mission
The mission of The Latina Center is to improve the health and well-being of our Latino community by providing leadership and personal development opportunities for all Latinos.
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Vision
Our vision for the future is that Latinos continue to learn, heal, and build the skills and self-reliance to overcome their challenges, achieve their dreams, and emerge as strong business and community leaders.
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What We Do
Leadership Development
• Women, Health & Leadership / Mujer, Salud y Liderazgo • Young Latinas Future Leaders
• Policy & Advocacy Leadership
Health & Well-Being
• Mental Health Services
• Our Children First / Primero Nuestro Niños
• Enough! / Ya Basta!
• Contra Costa Cares, Art Healing Workshops & More
Economic Empowerment
• Microenterprise / Microempresas
• Financial Independence Workshops
Legal Support
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Women, Health & Leadership (WHL) /
Mujer, Salud y Liderazgo (MSL)
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WHL / MSL
• 800 Peer Leaders have graduated from our yearlong
program since its start in 2000
• Transformative Process
• Social Responsibility: Each Leader develops a learning project to address a need in their community
• 35,000 community members reached through learning
projects
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“I graduated from the Women, Health & Leadership program in 2003 and then was fortunate to work at The Latina Center for two and a half years as an Assistant Director.
What I learned during the program and through my experience working at Latina Center was some of the most important training in my professional career, not to mention all the deep friendships I still have through the programs. The center is a semillero (seedbed) of talent where you get to teach and learn, your service to the community is celebrated, and you are encouraged to be all you want to be.”
Nancy Villaseñor
Health Educator, Office of Environmental Health Hazard Assessment California Environmental Protection Agency (EPA)
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Young Latin Future Leaders
(YLFL)
• 406 Middle & High School Students have participated in our program since its start in 2009
• Provides Latino youth with leadership development, peer support, mentoring, and advocacy training to improve
their quality of life and academic success
• Social Responsibility
• Designed to support self-esteem and health
920
Our YLFL youth led a successful campaign to preserve the jobs of WCCUSD School Community Outreach Workers (SCOWs) this month. They wrote a letter, collected 653 signatures (576 students, 51 parents, etc.) and presented it on 3/15 to the WCCUSD Board.
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Ya Basta! / Enough! Program
• Domestic Violence prevention and intervention program • 1320+ survivors of domestic violence served
• Provides education, support, and training on how we can together end family violence in our Latino community.
• The Caminos Al Apoyo Support Group is for women who have experienced physical, emotional, and/or sexual violence. • Our Celebrating Recovery Support Group is a 12-step
program for survivors of domestic violence seeking inner peace. 922
¡Ya Basta! + Sin Miedo Campaign
923
Our Children First / Primero
Nuestro Niños
• 4200 parents trained through the program since it started in 2008
• The program offers a Parenting School (Escuela de Padres), which uses the evidence-based curriculum STEP (Systematic Training for Effective Parenting). The school teaches Latino parents how to support the healthy emotional, social, and educational development of their children.
• This program is a part of our Mental Health Services and, through it, we make referrals for support and treatment including individual therapy
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Microenterprise / Microempresas
• Our program provides classes, workshops, technical
assistance, small grants, a peer network, and other
support to help entrepreneurial Latinos succeed.
• We help entrepreneurs develop a business plan, generate financial projections, identify potential lenders, prepare loan applications, and create strategic marketing tools. 925
Legal Advice
• Monthly free consultations with an Immigration Lawyer • We provide Legal Advice related to immigration, U-Visa, and VAWA (Violence Against Women Act). VAWA is
legislation, first passed in 1994, that creates and
supports comprehensive, cost-effective responses to
domestic violence, sexual assault, dating violence, and stalking.
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We Listen & Respond
• Covid 19 Community Response
• Covid Vaccine Campaign
• Emergency Rent Assistance Program
• Census 2020
• Vote 2020
• Multicultural Wellness Walks
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Impact
• 23 Years of Serving the Latino Community in the Bay
Area!
• 16 Programs since 2000
• 8+ Additional Services (Legal Advice, Mental Health
Services & More)
• 65,000+ Served
• 220,000+ Reached
• 14 Staff Members currently and many trained Parent
Educators and Volunteers
928
Thank You!
3701 Barrett Avenue, Richmond CA 94805
(510) 233 – 8595 (9AM-5PM Pacific Time)
[email protected]
www.thelatinacenter.org
929
930
Convene Black-led organizations
and other organizations that serve
Black people in Contra Costa
County to inventory services for
Black women and girls.
RECOMMENDATIONS
Funding and
Technical Assistance
to deliver Sister
Circles.
Launch a Black
Women & Girls
Incubator Program,
for new and existing
business enterprises.
Establish an Equity for
Black Women and Girls
Taskforce.
Create & fund a permanent position,
staffed by a Black woman, to support the
goals of the Equity for Black Women and
Girls Initiative.
931
Taskforce Members
932
SUCCESS
OPPORTUNITIES
APPRENTICESHIP
RESILIENCE
03. SISTAS SOAR
933
PROGRAMMING
Partners: Renaissance Entrepreneurship Center and Chase Minority Business Program.
o Two cohorts: East and West County
Important Dates
o March 21 – April 20: Chase Minority Business Program
o May 2 – June 22: Smart Start with Renaissance Entrepreneurial Group o June 24: Sowing Seeds for Success Event
o July 11 – Sept 14: Business Prep with Renaissance Entrepreneurial Group
o Sept 16: Taking Flight Event
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04. SISTER CIRCLES
935
CREATING A SAFE SPACE TO BE
Sister Circles will provide safe
spaces for Black Women and Girls
to convene, discuss community
challenges and community-
based solutions.
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FACILITATION TRAINING PROCESS
HEALING TOOLS &
SKILLS
CURRICULUM
BUILDING
937
HOW TO GET INVOLVED
Email: [email protected]
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THANK YOU!
939
April 4, 2023
City Attorney's Office
DATE: April 4, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
David J. Aleshire, City Attorney
James J. Atencio, Senior Assistant City Attorney
Lina Velasco, Director of Community Development
SUBJECT:
Chevron Hydrogen Project Legal Services Agreement
FINANCIAL IMPACT: The total expenditure for the legal services agreement (LSA) is not to exceed $85,000. Deposits from the project applicant will be collected to cover costs related to this contract. A reimbursement agreement will also be
executed with Chevron to ensure all City costs related to this LSA are reimbursed by Chevron.
PREVIOUS COUNCIL
ACTION:
None
STATEMENT OF THE
ISSUE:
To support the City with specialized legal representation relating to the Chevron Hydrogen Fuel project , the City Attorney seeks approval of a legal services agreement
with Aleshire & Wynder for an amount not-to-exceed
$85,000 to be reimbursed by the Project applicant.
RECOMMENDED ACTION:
APPROVE a legal services agreement with Aleshire &
Wynder for legal representation related to a proposed
Chevron Hydrogen Fuel project, with the term expiration date of June 30, 2024, and for a total amount not to
exceed $85,000 to be paid by fees collected from the
project applicant - City Attorney’s Office (James Atencio 620-6509). This item was continued from the February
AGENDA
REPORT
940
April 4, 2023
21, 2023, February 28, 2023, and March 7, 2023,
meetings.
DISCUSSION:
The Chevron Products Company (Chevron) operates a petroleum refinery located in Richmond. The refinery currently operates a two-train hydrogen plant that produces hydrogen to supply process units including hydrocracking and hydrotreating to manufacture transportation fuels, such as gasoline.
Chevron plans to submit an application to the City’s Planning Department for a Hydrogen Fuel Project (project) in the city. The project proposes to alter the existing facility to produce fuel cell grade hydrogen (H2) as an alternative to motor vehicle fuel. As part of that process, Chevron has submitted an Authority to Construct (ATC) application to the Bay Area Air Quality Management District (BAAQMD) for a new Hydrogen Fuel Project. The project will require an environmental assessment to ensure compliance as required by the California Environmental Quality Act (CEQA), as well as demonstrate compliance with State and City requirements.
Given the complexity of the project, City staff is proposing to use Aleshire & Wynder, LLP to provide legal services and support to the Planning Department for the processing of the project application and associated review. A separate legal services agreement is proposed to help track costs and ensure that Chevron reimburses the City for all legal expenses associated with the consideration of their Project. As part of this effort, City staff would execute a reimbursement agreement with Chevron to ensure that Chevron fully pays for all costs and expenses related to the project.
DOCUMENTS ATTACHED:
Attachment 1 – Legal Services Agreement with Aleshire and Wynder
941
1 LEGAL SERVICES AGREEMENT
BY AND BETWEEN
THE CITY OF RICHMOND
AND
ALESHIRE & WYNDER, LLP
PREAMBLE
This legal services agreement (“Agreement”) is made and entered into on this 21 day of February, 2023 (the “Effective Date”) by and between the City of Richmond, California, a chartered California municipal corporation (“City”), with its principal place of business located at 450 Civic Center Plaza, Richmond, California 94804 and ALESHIRE & WILSHIRE comprised of attorneys licensed to practice law in the State of California (“A&W”) with its principal place of business located at 18881 Von Karman Avenue, Suite 1700, Irvine, CA 92612 and with satellite offices in Alameda, Los Angeles, Fresno, Riverside and San Diego.
Special Counsel may be referred to herein individually as a “Party” or collectively as the “Parties” or the “Parties to this Agreement.”
RECITALS
The following recitals are as follows:
A. City desires to secure professional services more fully described in this Agreement; and,
B. A&W represents that it has the professional qualifications, expertise, necessary licenses and desire to provide legal services of the quality and type, which meet objectives, and requirements of City.
AGREEMENT PROVISIONS
The Parties agree as follows:
1. RETENTION OF FIRM.
A. City hereby confirms, retains and authorizes A&W to represent City and provide legal services as may be requested, from time to time, orally or in writing, by authorized representatives of City on an as-needed basis. By this Agreement, City is retaining A&W and not individual members of the Special Counsel. Special Counsel’s client is the City, as a public entity, and not any of its individual members, groups of individuals or any other entity.
B. A&W shall report to and receive direction from the City Attorney only and not from any other Department Head or City staff.
C. A&W shall perform such legal services for and on behalf of City under the primary direction of the City Attorney. A&W shall undertake, subject to approval of the City 942
2 Attorney, additional duties as may be authorized by City from time to time under the terms and conditions of this Agreement.
2. DESCRIPTION OF SERVICES TO BE PROVIDED.
[See “Scope of Work” in Exhibit A] .
3. TERM OF AGREEMENT.
The services of A&W are to commence upon the Effective Date of this Agreement and shall terminate on JUNE 30, 2024, unless the parties extend the Agreement in writing.
The services shall be undertaken and completed in such sequence as to assure their completion as expeditiously as is consistent with professional skill and care.
4. ASSIGNMENT OF DUTIES.
It is contemplated that the primary attorney will be assigned from A&W shall be Shannon L. Chaffin). It is agreed by and between the Parties that should it be desirable for any attorney other than Shannon L. Chaffin to work under this Agreement, such attorney may only be added with the express oral consent of the City Attorney. Should any associate in A&W be assigned any task under this Agreement that exceeds three (3) billable hours per month, City Attorney or the Director of Community Development should approve the assignment of such associate orally.
5. PUBLIC FUNDING.
A&W and City mutually recognize that A&W’s services under this Agreement are being paid for with tax dollars from citizens and taxpayers of the City of Richmond, California, and that, given this fact, a heightened duty of care exists in both A&W and City to ensure that A&W scrupulously adheres to principles of moderation, frugality and cost consciousness in carrying forth the goals of this Agreement. A&W and each of its attorneys pledge themselves to scrupulously observe a duty of reasonableness and cost effective representation in all aspects of this Agreement.
6. PAYMENT FOR SERVICE.
In consideration for A&W’s performance of legal services on behalf of City under the terms of this Agreement, and upon review and approval of A&W’s bill by the City Manager or Director of Community Development, A&W shall be compensated at the preapproved hourly rates and for authorized expenses set forth in the “Scope of Work and Schedule of Fees and Charges” set forth in Exhibit A, attached and incorporated by this reference. Fees for services performed by retained consultants, subcontractors, experts or other personnel may be billed to City only if approved in writing by the City Attorney.
Exhibit A may be amended from time to time by letter agreement duly signed and approved by the City Attorney and the Director of Community Development.
943
3 7. BILLING INVOICES.
A&W shall, within thirty (30) days after the end of each month in which services are performed under this Agreement, submit to the City an itemized bill describing in detail the specific services performed as set forth in this Agreement. A&W shall adhere to the Protocols and Guidelines set forth in Exhibit B, attached and incorporated by this reference. The bill shall be electronically submitted to [email protected].
8. PROJECT PLAN AND BUDGET AND RESERVES.
A&W shall provide a project plan and budget for any project or case assigned to Special Counsel under this Agreement. Project plans and budgets shall conform to the guidelines set forth in Exhibit C (Project Plan and Budget) and Exhibit D (Mandatory Case Reporting Policy), when the case is reportable to the City’s excess insurance carrier, California Joint Powers Risk Management Authority (CJPRMA). If the case is reportable to CJPRMA, A&W shall provide an initial report notifying them of the claim or lawsuit within 30 days of receipt of the assignment and the estimated exposure. The City Attorney and Risk Manager shall be copied on all correspondence sent to CJPRMA.
9. LITIGATION GUIDELINES.
When litigation is included in the scope of work, litigation guidelines as specified in Exhibit E are to be followed.
10. BILLING.
A&W shall scrupulously examine all bills submitted for services rendered under this Agreement to assure that appropriate billing judgment is employed in billing City for service. Special Counsel shall not bill for hours other than those hours expressly devoted to the tasks approved in advance by the City Attorney. Special Counsel agrees it will not bill for time, which is not specifically devoted to the task(s). A&W shall not use legal professionals for secretarial work and under no circumstances shall A&W have lawyers billing for making copies, scheduling appointments or taking care of matters or work that would otherwise be work performed by a law clerk, assistant or secretary.
11. STATUS REPORTS.
A&W shall, every thirty (30) days, submit via electronic mail a written update setting forth a summary of activities performed on behalf of City during the preceding month, the current status of each pending matter, results obtained or expected to be obtained, a summary of invoices for the preceding month and other information relating to the services rendered as City may reasonably request. The update should be emailed to the City Attorney with a copy to the Risk Manager and CJPRMA, if applicable. Please keep the status reports brief and spend no more than one (1) hour billing for your time. Please 944
4 also attach any referenced filings to your status report.
12. TERMINATION.
Either Party may terminate this Agreement by providing written notice to the other. Any termination hereunder shall become effective immediately upon receipt of written notice of termination; provided, however, that Special Counsel may exercise its right of termination only to the extent and under terms and conditions consistent with the obligations of A&W under the Rules of Professional Conduct of the State Bar of California; and provided, that in the event of termination, the amount due A&W for services rendered and costs and expenses incurred prior to termination shall remain due and payable. A&W agrees to turn over to any attorney substituted in its place, the entire file and attorney work product regarding any such matter within seven (7) days of any such termination.
13. CONFLICTS OF INTEREST.
A. No member of the governing body of the City, and no other officer, employee or agent of the City who exercises any discretion, function or responsibility in connection with the carrying out of any project to which this Agreement pertains, shall have any personal interest, direct or indirect, in this Agreement.
B. A&W agrees to secure the informed written consent of the City Attorney before accepting any representation adverse to the City (actual or apparent) during the term of this Agreement, and to forego the representation if the City Attorney, in his or her sole discretion, objects for any reason. This provision is intended to provide rights to the City above and beyond the rights A&W owes to the City under all applicable rules of professional conduct relating to conflict of interest.
14. ASSIGNMENTS AND SUCCESSORS IN INTEREST.
City and A&W bind themselves, their partners, successors, assigns, executors and administrators to the terms of this Agreement. Except as otherwise set forth in this Agreement, no interest in this Agreement or any of the work provided for in this Agreement shall be assigned or transferred, either voluntarily or by operation of law, without the prior written approval of the City Attorney or Director of Community Development.
15. AUDITS, RECORDS, AND DOCUMENTATION.
A. The City and any other federal, State or local governmental agency, and any of their authorized auditors or representatives, including auditors, shall have access to, and the right to audit and reproduce any of A&W's records to the extent the City or such other governmental agency deems necessary to ensure that City is paying only the amounts to which A&W is properly entitled or for other purposes relating to the 945
5 Agreement. A&W shall assist the City in responding to any requests from the City’s auditors, and A&W shall not bill the City for any time spent responding to any such audit requests.
B. A&W shall maintain complete and accurate records of the services provided to City and expenses incurred on behalf of City. A&W shall maintain and preserve all such records for at least three (3) years after termination of the Agreement or until an audit has been completed and accepted in writing by City. Upon written notice by the City, A&W shall promptly make all such records available to auditors or other representatives of the City or other governmental agencies.
16. NON-DISCRIMINATION.
A. A&W agrees to observe the provisions of Section 2.28.030 of the Municipal Code of the City of Richmond, obligating every contractor or subcontractor under a contract or subcontract with the City of Richmond for services to refrain from discriminatory employment or subcontracting pr actices on the basis of the race, color, sex, sexual orientation, gend er identity, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential subcontractor. Said Section
2.28.030 is, by this reference, a part of this Agreement.
B. If A&W is found in violation of the nondiscrimination provisions of the State of California Fair Employment Pr actices Act or similar provisions of federal law or executive order in the performance of this Agreement, it will be in default of thi s Agreement. Thereupon, City will have the power to cancel or suspend this Agreement, in whole or in part.
17. HOLD HARMLESS/INDEMNIFICATION.
A&W agrees to indemnify, hold harmless, release and defend to the m aximum extent permitted by law, and covenants not to sue, the City, its City Council and each member thereof, and its officers, employees, commission members and representatives, from any and all liability, loss, suits, claims, damages, costs, judgments and expenses (including attorney’s fees and costs of litigation) which in whole or in part result from, or arise out of, any negligent acts, errors or omissions (including, without limitation, professional negligence) of A&W, its employees, repre sentatives, subcontractors, or agents in connection with the performance of this Agreement. This Agreement to indemnify, hold harmless, release and defend includes, but is not limited to, personal injury (including death at any time) and property or other damage (including, but without limitation, contract or tort or patent, copyright, trade secret or trademark infringement) sustained by any person or persons (including, but not limited to, companies, or corporations, A&W and its employees or agents, and members of the general public).
18. INSURANCE REQUIREMENTS.
A&W shall maintain in full force and effect the following insurance policies:
946
6 A. Commercial general liability policy (bodily injury and property damage); B. Worker’s compensation/employer’s liability policy;
C. Business automobile liability insurance policy; and, D. Professional liability policy.
Said policies shall be maintained with respect to employees and vehicles assigned to the performance of work under this Agreement with coverage amounts, endorsements, certificates of insurance and coverage verifications as defined in Exhibit G, attached to this Agreement and incorporated by this reference.
19. CONFIDENTIALITY AND MEDIA STATEMENTS.
The data, information and reports acquired or prepared by A&W in connection with matters upon which the City has retained A&W shall not be shown or distributed to any other public or private person or entity except as authorized by the City Attorney and in no event prior to having been first disclosed to the City Attorney. All information, documents, records, reports, data or other materials furnished by City to A&W or other such information, documents, records, data or other materials to which A&W has access during its performance pursuant to this Agreement are deemed confidential and shall remain the property of City. A&W shall not make oral or written disclosure of such documents or materials, other than as necessary for its performance under this Agreement, without the prior written approval of the City Manager or Director of Community Development. A&W shall not provide any written or oral statements to the media without the prior written authorization of the City Attorney.
20. AMENDMENTS.
This Agreement, including any Exhibits attached to it, represents the entire understanding of the Parties as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This Agreement may be modified only by a written amendment duly executed by the Parties to this Agreement.
21. ENGAGEMENT OF OTHER COUNSEL, SPECIALISTS, OR EXPERTS.
A&W will not engage or otherwise incur an obligation to pay other counsel, specialists, or experts for services in connection with this Agreement without the prior written approval of the City Manager or Director of Community Development .
22. NOTICES.
All notices, pleadings, reports or other communication to the Parties shall be properly sent via electronic mail to [email protected] and to A&W at its principal place of business listed on page one of this Agreement.
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7 Either Party may change its address for receipt of notices under this Agreement by notice given in the manner provided herein.
23. LAW GOVERNING AGREEMENT.
This Agreement shall be interpreted under the laws of the State of California. All claims or controversies arising out of or related to performance under this Agreement shall be submitted to and resolved in a forum within Contra Costa County.
24. INVALID PROVISIONS.
If any provision of this Agreement is held to be illegal, invalid or unenforceable, in full or in part, then such provision shall be modified to the minimum extent necessary to make the provision legal, valid and enforceable, and the other provisions of this Agreement shall not be affected thereby.
25. LICENSE REQUIREMENTS.
A&W shall demonstrate that the attorney(s) who provide legal services to City under this Agreement are licensed to practice law in the State of California and, if not, indicate to the satisfaction of the City Attorney why such license is not required to perform the services required.
26. SANCTUARY CITY CONTRACTING ORDINANCE COMPLIANCE
STATEMENT.
Contractor agrees to comply with the provisions of the Richmond Sanctuary City Contracting Ordinance (SCCO, Ordinance No. 12-18). Contractor must submit the Sanctuary City Compliance Statement included herein as Exhibit F along with the bid or proposal prior to execution of the contract.
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8 The Parties acknowledge and accept the terms and conditions of this Agreement as evidenced by the following signatures of their duly authorized representatives. It is the intent of the Parties that this Agreement shall become operative on the Effective Date.
ALESHIRE & WYNDER
By:_______________________________
Title:_____________________________
CITY OF RICHMOND
____________________________
Mayor/ City Manager
Name:______________________
APPROVED AS TO FORM:
__________________________
City Attorney
ATTEST:
__________________________
City Clerk
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Exhibit A
9 SCOPE OF WORK AND SCHEDULE OF FEES & CHARGES
Scope of work:
A&W shall provide land use and California Environmental Quality Act (CEQA) support services to the City of Richmond Planning Department for the Chevron Richmond Refinery’s Hydrogen Fuels Project (“Project”) including providing legal advice and consultation on all matters related to the Project; consulting City staff as needed on legal matters associated with the Project; review CEQA materials and advise as to legal requirements and options; advise regarding procedural requirements for consideration of associated entitlement(s); attended (virtually or otherwise) any City Staff, Planning Commission, and City Council meetings regarding the Project as requested; and provide any other requested related services, as may be assigned from time to time by, City Attorney and Director of Community Development. Said services shall be provided through a final determination(s) by the City on any proposed CEQA document or entitlement and any items necessary to effectuate the same (such as assistance with preparation of a notice of determination, etc.); however, a separate or amended agreement shall be required for any litigation-related services.
City of Richmond Contact Attorney: James Atencio, Senior Assistant City Attorney
Schedule of Fees & Charges:
Hourly Rates
Associate $295 per hour
Partner $385 per hour
Paralegal/Law Clerk $160 per hour
Document Clerk $75 per hour
COMPENSATION
Only those costs and expenses set forth in Section III of Exhibit "B", entitled "Reimbursements" shall be paid to Special Counsel.
Total compensation for legal services and reimbursements shall be charged in accordance with Exhibits "A" and "B" and shall not exceed the sum of Eighty Five Thousand Dollars ($85,000) for attorneys’ fees and reimbursements. 950
Exhibit B
10 BILLING PROTOCOLS/GUIDELINES
The City of Richmond (“City”) has adopted the following protocols for billing, budgeting, and planning for projects involving outside counsel. A&W will be required to comply with this protocol. If you have questions concerning it, please contact the City Attorney for clarification. In the event you wish to negotiate changes due to the internal operation of your firm, please raise them in writing as soon as possible. Any changes to this protocol will need prior, written approval from the City Attorney and the Director of Community Development. In the interest of fairness, all A&W is required to comply with this protocol. This protocol is also to be used in conjunction with any new proposal for services.
These protocols and guidelines are instituted to ensure that A&W conveys the information necessary for the City Attorney and the Director of Community Development to manage outside projects and litigation. Also, because these guidelines are set out in advance, they are designed to minimize any confusion or misunderstanding. Compliance with these guidelines should enhance the attorney-client relationship. If you have any comments or suggestions that could improve this system, please feel free to contact the City Attorney.
I. BILLING FORMAT
Unless otherwise agreed, the following information must be provided in monthly bills:
a. A detailed description of work, in time increments of .1 hour (one tenth of an hour) for and by each and every individual billing services. b. Identification of the lawyer who is in charge of the matter. c. Reasonably detailed disbursement breakdowns with backup documentation of any individual charge exceeding $100.00.
d. Each billing item must be separately stated on a separate line identifying the individual performing the services, the time spent and the exact nature of the service rendered.
e. When charges are made for research time, the specific issue being researched and the need for the research should be identified.
f. Each item billed should be coded to a specific litigation budget line item, if applicable.
g. The City Attorney and the Director of Community Development reserves the right to request various levels of detail and specific formats (such as columnar comparisons with established budgets).
951
Exhibit B
11 II. BILLING GUIDELINES
a. All tasks set forth in A&W’s billing documentation shall be specific and detailed. Overly generalized listings of task descriptions such as “review contract” or “prepare for negotiations” are not acceptable. b. Billings under this Agreement shall not be provided in more than six (6) minute increments and shall represent the devotion of a full six minutes before an increment is billed. Under no circumstances shall Special Counsel use “block billing” procedures, wherein a list or series of activities is done each day with only an aggregate amount of time specified. c. A&W shall keep the City advised of the identity and billing rates of those people working on the project account.
d. All time shall be billed within 30 days of the end of the month in which services were performed.
e. Counsel shall advise City whenever it anticipates the amount of services necessary to properly execute the task will exceed the amount of the contract.
When accrued billings are equal to eighty percent (80%) of the Payment Limit, written notice shall be given to the City as soon as possible, via e-mail, to the City Attorney’s Office, of this fact. In order to satisfy this notification requirement, Counsel shall monitor its accrued billings on a weekly basis and immediately notify the City Attorney if the eighty percent (80%) threshold is met. A&W acknowledges the fiscal constraints on City funding and therefore A&W assumes risk of non-payment for services rendered in the event the amount of services rendered exceeds the amount of the contract unless prior written authorization is received. Authorization to exceed the amount set forth in Exhibit A may be given only by City Attorney in writing. f. Only those attorneys approved by the City may bill on the case. g. The City expects the attorney assigned to the case to handle all significant matters in the litigation. The City Attorney must approve in advance the assignment of other attorneys to the litigation or project. The City may request that the assigned work be instead handled by the primary attorney. h. A&W shall not charge for more than one attorney at any hearing, deposition, or meeting of any kind without advance approval of the City Attorney. 952
Exhibit B
12 i. No more than two paraprofessionals may bill on a particular case without the prior approval of the City.
j. The City has retained A&W for its expertise, and therefore expects not to be billed for introductory or background research. City appreciates when A&W has researched an issue previously and uses that research on present cases or projects. Do not charge the City for work A&W has done and billed another client for in the past.
k. Within thirty (30) days of the Effective Date of this Agreement, Special Counsel shall provide any manuals or policies describing Special Counsel’s billing practices.
l. The City does not allow “double billing” of any sort. If A&W is working on another client’s matter, do not bill City for that time. This applies to travel time or any other matter.
m. Training time is not billable. Law clerks may be used only with prior approval.
n. City will not pay for new attorneys to “get up to speed” on a file unless it has been preapproved.
o. If a matter arises that requires A&W to open a new file, the City Attorney and the Director of Community Development should be informed immediately. p. City reserves the right to require additional substantiation of any item of claimed expense.
III. REIMBURSEMENTS
a. The City will reimburse A&W for the following expenses, and for no other expenses:
1. Actual printing costs;
Copying costs at $.25 / page (for legal documents and file materials, but not library materials);
Actual cost of postage (including express mail delivery charges); Computer research support services (e.g., Westlaw, LEXIS or computer time or services) at actual cost, but not to exceed 15% of the total fees for all legal services;
Transcription and reporter's fees; and
953
Exhibit B
13 Reasonable travel expenses will be fully reimbursed and the Attorney may bill for travel time and expenses.
2. Any expense other than those listed in section 1 must be approved by the City Attorney or the Director of Community Development in writing and in advance in an approved budget.
b. The City Attorney and the Director of Community Development must approve in advance any single reimbursement item in excess of $250. c. Any expense other than those listed in section “a.” must be approved by the City Attorney and Director of Community Development in writing and in advance in an approved budget.
d. No compensation shall be allowed for administrative overhead or premiums added to the direct cost of research support or other services. e. Court filings shall be prepared in a timely manner so that “rush” or “expedited” messenger fees are not incurred.
f. Messenger and other charges in excess of actual costs are not permitted. City does not allow cost, plus a percentage, for actual outside costs g. City does not pay for secretarial time or secretarial overtime. City does not pay attorneys or paralegals for secretarial tasks or tasks that should not be included in A&W’s overhead. For example, faxing, mailing, arranging for messengers and calendaring are not acceptable charges.
h. City does not pay for billing or discussions of bills, including discussions initiated by the City or City’s requests for additional information about a bill. i. The practice of minimum billing charges is prohibited. Please charge for actual time spent. For exam ple, a minimum of .2 for phone calls or .4 for letters is unreasonable unless it is an accurate measure of time spent. j. Do not charge for file opening or file closing. These are not true legal services, tasks or adequate descriptions of legal activities. 954
Exhibit C
14 PROJECT PLAN AND BUDGET
Project plans and budgets should conform to the following guidelines:
a. The project plan shall include a projection of recommended strategies and actions to be taken in the project and a range of costs for each such strategy or action. b. If the scope of work includes representation of the City in litigation, the project plan shall include the following elements, with explanations:
Anticipated total costs;
The primary issues;
The probability of success; and
A settlement/trial recommendation
The project plan will be modified during the litigation as the need arises. c. The project budget shall include an estimate of the attorneys' hours and fees and disbursements during each phase and/or activity. All anticipated expenses must be listed and costs estimated.
d. In the event of litigation, the project budget shall include, but not be limited to, estimates for:
Pre-commencement (legal and factual research for the complaint or answer); Pleadings;
Preliminary motions;
Initial discovery;
Factual investigation of merits (interviewing clients, employees and third parties);
Review and abstract City's documents;
Expert (non-medical) investigation and reports;
Medical experts and examinations;
Legal research on merits;
More thorough discovery (including the identity of deponents and expected costs of each deposition and preparation);
Settlement negotiations;
Trial preparation; and
Trial.
e. The project budget should include the anticipated cost of each line item, the time allotted to complete it and the professional level of the person handling it. f. The project budget is not a fixed fee agreement and is subject to revision. g. A&W shall provide revisions to the project plan or budget at the request of the City Attorney or the Director of Community Development.
955
Exhibit C
15 h. A&W understands and agrees that major unjustified deviations from the project budget, or failure to timely submit a project budget or revisions, if requested, may constitute a breach and result in termination of this Agreement. 956
Exhibit D
16 California Joint Powers Risk Management Authority
Mandatory Case Reporting Policy
Pursuant to Section VII (Conditions) of the Memorandum of Coverage, the following rule is applicable to all cases reported to CJPRMA.
The Authority shall be en titled to complete access to the covered part y’s claim file, the defense attorney’s complete file, and all investigation material and reports, including all evaluations and information on negotiations. The covered party shall be responsible to report the p rogress of the litigation and any significant developments at least quarterly to the Authority, and to provide the Authority with simultaneous copies of all correspondence provided to the covered party by its defense attorneys and/or its agents.
In addition, the CJPRMA Board of Directors has adopted the following mandatory case reporting standards:
1) Defense counsel is expected to provide a written analysis of liability and exposure in any reported claim no later than ninety days following receipt of the file from the member agency. CJPRMA understands t hat the liability picture may develop as discovery is ongoing, but this does not excuse the responsibility of providing an early, objective analysis of the file, subject to later developments. An early analysis not only permits the JPA member to set an accurate reserve level, but also permits the member entity to decide whether to actively litigate the case, try to settle the case, or limit discovery based upon the exposure.
2) The initial status report should provide, at a minimum, a brief synopsis of the facts giving rise to the lawsuit; the status of the pleadings, including any discussions of demurrers or motions to dismiss, or cross-complaints; a summary and analysis of plaintiff’s injuries, damages and exposures in the case; an initial impression of liabi lity; any requests for additional investigation; a brief outline of the discovery planned; and an evaluation of anticipated litigation costs. The report need not be lengthy, and typically might not exceed three to five pages, but must address the issues directly and in a straightforward manner so that the member entity and CJPRMA can set cost and loss reserves as necessary. 3) Defense counsel is responsible to report, in writing, the setting of a trial date, settlement conference date, hearing date on motion for summary judgment or similar dispositive motion in any litigated case, within one week of the date on which a court establishes such date.
4) Defense counsel is res ponsible to re port, in writing, all settlement d emands or offers within one week of the time the offer is made or the demand is received. 957
Exhibit D
17 5) Defense counsel is responsible to report, in writing, on the substance of all depositions taken in the case. This nee d not be a mul ti-page deposition summary, but mu st, at a minimum, include a concise report of major events occurring at the deposition, and an evaluation of the effect of the deposition testimony on the case. 6) Finally, no later than sixty days before the date set for trial in any case, defense counsel is responsible to report, in writing, on (1) an assessment of liability in the case, (2) the adverse potential exposure if liability is found, (3) a concise summary of injuries sustained and/or claims, (4) an a ssessment of a ny other factors (such as local ju ry tendencies, appearance of important witnesses, etc.) that may affect the liability analysis or exposure assessment, and (5) an opinion on the settlement value of the case. 7) All status reports from defense counsel must be copied to the CJPRMA Board member whose entity is involved in the claim.
This policy is designed to protect the member entity and CJPRMA, so that they can make informed litigation decisions on reported cases. Past experience has shown that d efense counsel retained by the member entities of CJPRMA are high-caliber, hard working attorneys who have done very well for their clients, and CJPRMA is grateful for their efforts. Defense counsel are cautioned, however, that case reporting is given a high priority by CJPRMA and its members, and is a major consideration in evaluating counsel’s performance.
958
Exhibit E
18 LITIGATION GUIDELINES
The following guidelines should be followed when the scope of work includes representing the City in litigation:
a. A&W shall consult the City Attorney and the Director of Community Development regarding the component parts of litigation handled so that the City Attorney, in consultation with the City Council, if necessary, can determine whether a particular activity is reasonable in light of its costs and benefits. b. The City Attorney or the Director of Community Development must approve the identity and number of staff assigned to the litigation, and any changes. c. All pleadings shall be submitted to the City Attorney for review prior to filing. d. Copies of major work product, pleadings, motions, orders, decisions, research memoranda, reports on significant developments, and quarterly status reports shall be submitted to keep the City Attorney and Director of Community Development advised of any major developments in the lawsuit. Such copies shall be provided in electronic format compatible with software in the City Attorney’s office. e. Generally, the City Attorney will rely upon A&W for guidance on litigation strategy.
Nonetheless, prior approval from the City Attorney is necessary for demurrers, motions for summary judgment and discovery motions.
f. City expects that A&W will resolve all discovery disputes without court intervention. If this is impossible due to the conduct of others, please inform the City Attorney and the Director of Community Development immediately. City’s intent is to have discovery be fair and open with the money spent on reviewing relevant items that are discovered, not on discovery battles.
g. Provide full descriptions of legal tasks performed. This will help the City Attorney and Director of Community Development follow case development and understand Firm’s strategy.
h. Some types of litigation-related expenses require prior approval by the City Attorney and the Director of Community Development, including, but not limited to, experts and investigators. Expenses over a certain dollar amount always require prior approval. See Section III (Reimbursements) of Exhibit B (Billing Protocols and Guidelines) of this Agreement for a list of those expenses that may be reimbursed.
959
Exhibit F
19 SANCTUARY CITY COMPLIANCE STATEMENT
The undersigned, an authorized agent of Aleshire & Wynder, LLP (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter "Sanctuary City Contracting Ordinance" or “SCCO”). Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:
a. "Data Broker” means either of the following:
i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies;
ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.
b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."
Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.
Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.
By executing this Statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing.
Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this day of , 20 , at _________ , California.
Printed Name: Title:
Signed: Date:
Business Entity:
Vendor SCCO Compliance Statement (Augt2020)
960
Exhibit G
20 City of Richmond - Insurance Requirements - Type 2:
Professional Services
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 Self- Insure, signed by the California Department of Industrial Relations and Self- Insurance. 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.
961
Exhibit G
21 City of Richmond - Insurance Requirements - Type 2:
Professional Services
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.
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.
PROJECT COST
$0 - $1 million
$1 million - $5 million
Over $5 million
REQUIRED LIMIT
$1 million p/o
$2 million p/o
$5 million p/o
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 s atisfaction 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. 962
Exhibit G
22 City of Richmond - Insurance Requirements - Type 2:
Professional Services
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 Manager. 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 963
February 28, 2023
City Manager's Office
DATE: April 4, 2023
TO: Mayor Martinez and Members of the City Council
FROM: Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
LaShonda White, Deputy City Manager, Community
Services
Lina Velasco, Director of Community Development
Nannette Beacham, Director of Economic Development
Timothy Simmons, Assistant Chief of Police
Patrick Seals, Senior Management Analyst
Lilia Corral, Management Analyst
Subject: Contract with The Pivotal Group Consultants, Inc.
FINANCIAL IMPACT: The proposed expenditure of $156,890 is included in the approved Fiscal Year (FY) 2022-2023 budget and will be
budgeted accordingly if the option to extend the contract is exercised.
Account String: 01131013-400201
PREVIOUS COUNCIL
ACTION:
None.
STATEMENT OF THE
ISSUE:
Now that the City of Richmond has six districts and an
incoming mayor, it would be helpful for City staff to have clarity on the City Council’s collective priorities. City staff members are requesting approval of a contract with The
Pivotal Group Consultants, Inc. to conduct a City Council teambuilding retreat, develop a City-wide strategic plan, and perform a host of other deliverables as outline in
their draft scope of services..
AGENDA
REPORT
964
February 28, 2023
RECOMMENDED ACTION:
APPROVE a contract and draft scope of work with The
Pivotal Group Consultants, Inc., to host a City Council teambuilding retreat, and assist in developing and
implementing a City-wide strategic plan, in an amount not to exceed $156,890 for a four (4) to six (6) month term, with an option to extend for an additional six (6) to twelve (12) months for an additional $131,906. The April 18,
2023, study session City Council meeting will enable the City Council to refine the scope of work and goals for
their strategic planning priorities and collective goal setting to inform development of the fiscal year 2023-24 budget hiring, recruitment, retention, updating
performance measures, and assist with informing
evaluations for all City staff members – City Manager’s Office (Shasa Curl 510-620-6512).
DISCUSSION:
Background
On April 26, 2022, the City Council adopted an ordinance to adjust the boundaries of the six (6) City Council districts and a new official Council District Map No. 201 based on the results of the 2020 decennial census. Subsequently, on November 8, 2022, elections were held, and three (3) new councilmembers were elected. With the redistricting and addition of new councilmembers, it is necessary to retain an experienced professional strategic planning facilitator to assist in the creation of a strategic plan outlining all council members’ and other stakeholders’ priorities, develop a teambuilding retreat and ensure that conversations and decisions are synthesized. The City currently does not have a formalized strategic plan, and is interested in developing a strategic plan, to be reviewed quarterly. The plan should include City Council and community-identified strategic goals/focuses, associated objectives for each goal/focus, associated actions to achieve the objectives, measures of success, and creating a culture of innovations utilizing technology. In addition, the desired outcome is for the City Council to agree on strategic goals and provide coaching for department heads to ensure there is professional support to implement the strategic plan.
Request for Proposal
On November 8, 2022, the City Manager’s Office released a Request for Proposals (RFP) to solicit qualified professional facilitators experienced in working with elected officials or bodies for City Council teambuilding and community strategic planning (Attachment 1).
965
February 28, 2023
Key aspects of the scope of services included:
Agenda Planning: Working with the City Manager or their designee(s) to design a detailed agenda for each day of the teambuilding retreat(s) and strategic planning session(s), including clear delineation of timing, as well as space, equipment, food, logistics, and other inputs necessary for a successful series of meetings.
Pre-Meeting Research: Meeting with Council members and City staff to develop the facilitator’s understanding of key issues, interpersonal dynamics, and other factors that should inform the group discussions at teambuilding retreat(s) and the Strategic Planning session(s).
Meeting Facilitation: Facilitating a variety of meetings between/among City staff and the City Council to create a pleasant, dynamic, and productive experience for participants. The use of live polling software and/or other innovative tools that streamline the synthesis of multiple viewpoints into a coherent strategic plan is encouraged but not required.
Strategic Plan Development: In consultation with City staff, producing a written document that summarizes the City Council’s deliberations, including an overview document that lists City Council priorities in a summary format suitable for use on posters, bookmarks, and other materials that will be distributed to City staff and the community.
Through the BidsOnline System, 948 vendors were notified of the RFP. The RFP closed on December 8, 2022, with nine (9) responses received. All nine (9) responses were scored based on evaluation criteria outlined in the RFP, and the top four (4) firms were interviewed and ranked. Subsequently, the top two firms were interviewed by the City Manager and both Deputy City Managers, and The Pivotal Group Consultants, Inc. (TPG) was selected (Attachment 2).
Based in California, TPG is a consulting firm that offers services in strategic planning, leadership and organizational development and training, and individual and organizational assessments. The firm has previously worked with the County of Santa Clara, San Diego County Bike Coalition, San Diego County Emergency Medical Services, and Berkeley Public Library in the development of their strategic plans. TPG’s strategic planning methodology will help the City evaluate, validate, and integrate internal and external changes while also focusing on team building and identifying goals.
City staff is seeking approval of a contract with The Pivotal Group Consultants, Inc., in an amount not to exceed $288,796, which includes an added $31,041 contingency for incidentals, to host a City Council teambuilding retreat and develop a City-wide strategic plan, for a term ending on June 30, 2025 (Attachment 3). If needed, City staff will return on March 28, 2023, with an updated scope of work for review and consideration.
966
February 28, 2023
DOCUMENTS ATTACHED:
Attachment 1 – Request for Proposals
Attachment 2 – Scoring Matrix
Attachment 3 – Standard Contract
967
Request for Proposals
Teambuilding and Strategic Planning
Release Date: November 8, 2022
Deadline for Submittal
5:00 PM
December 8, 2022
Contact: Nickie Mastay, Deputy City Manager
Email: [email protected]
Phone Number: (510) 620-6609
City of Richmond
City Manager’s Office
968
INTRODUCTION
The City of Richmond (City) is requesting proposals from qualified professional facilitators (Respondents) experienced in working with elected officials or bodies for City Council Teambuilding and Community Strategic Planning.
This request for proposal (RFP) describes the required scope of services, the selection process, and the minimum information that must be included in the proposal. Failure to submit the information in accordance with the RFP requirements and procedures is cause for disqualification.
Professional facilitators are required to read and understand all information contained within this entire proposal package. By responding to this RFP, the professional facilitator agrees that they have read and understand these documents.
ABOUT THE CITY
The City of Richmond was chartered as a city in 1909, and is located 16 miles northeast of San Francisco, directly across the San Francisco Bay. Richmond’s population is 116,448.
The City operates a Council-administrator form of government consisting of six council members and a mayor. There are six (6) districts in the City of Richmond with the Mayor elected at-large. The Mayors seat with districts 2, 3, and 4 are on the November 8, 2022 election ballot.
The City of Richmond provides a full range of municipal services including police and fire protection; construction and maintenance of highways, streets and infrastructure; library services; storm water and municipal sewer systems; operation of a wastewater treatment facility; and the administration of recreational activities and cultural events. The City also operates the Richmond Memorial Convention Center and the Port of Richmond.
To become better acquainted with the City, please visit the City’s website at http://www.ci.richmond.ca.us
SCOPE OF SERVICES
After the November 8, 2022 election, the City is looking for a minimum of a one (1) day teambuilding retreat for the new City Council. The retreat(s) should focus on meaningful discussion and activities that will provide insight into each Council member as individuals and their decision-making process. The intent is to build a solid foundation for strong working relationships among the new Council. Although there is always interest in building consensus, there may not always be agreement on topics. Healthy dialogue can conclude with a greater understanding of each colleague’s position and rationale.
The City of Richmond does not have a formalized Strategic Plan. The City is interested in developing a 5-Year Strategic Plan, to be reviewed bi-annually (following Council elections), with twelve top priorities. Conversations should involve mindfulness, communication, 969
managing up, and how microaggression can impact the workplace. The Plan should include Council and Community identified Strategic Goals/Focuses, associated objectives for each goal/focus, associated actions to achieve the objectives, measures of success, and creating a culture of innovations utilizing technology (to work smarter, not just harder).
The selected facilitator will be responsible for working with staff to develop a detailed agenda(s) for the FY2023 teambuilding retreat(s) and strategic planning session(s) and for planning and facilitating meetings among staff and elected officials in order to deliver a dynamic teambuilding retreat(s) and strategic planning session(s) that results in a clear strategic planning direction for City in the coming years. Specific activities include:
• Agenda Planning: Work with the City Manager or their designee(s) to design a detailed agenda for each day of the teambuilding retreat(s) and strategic planning session(s), including clear delineation of timing, as well as space, equipment, food, logistics and other inputs necessary for a successful series of meetings.
• Pre-Meeting Research: Meet with Council members and staff in order to develop the facilitator’s understanding of key issues, interpersonal dynamics, and other factors that should inform the group discussions at teambuilding retreat(s) and the Strategic Planning session(s).
• Meeting Facilitation: Facilitate a variety of meetings between/among staff and the City Council in order to create a pleasant, dynamic, and productive experience for participants. The use of live polling software and/or other innovative tools that streamline the synthesis of multiple viewpoints into a coherent strategic plan is encouraged but not required.
• Strategic Plan Development: In consultation with staff, produce a written document that summarizes the Council’s deliberations, including an overview document that lists City Council priorities in a summary format suitable for use on posters, bookmarks, and other materials that will be distributed to City staff and the community.
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Responsive materials should be submitted no later than the close of business, Thursday, December 8, 2022.
RFP SCHEDULE
Date Activity
November 8, 2022 Release RFP
November 15, 2022 Final Day to Submit Questions (5:00 PM) December 8, 2022 RFP Due Date
December 2022/January 2023 Evaluation of proposals/Interviews of Respondents February 2023 Effective Date of Contract
PROPOSAL FORMAT GUIDELINES
The proposal should be concise, well organized, and demonstrate the proposer’s qualifications and experience applicable to the Project. The proposal shall be limited to no more than10 double-sided pages (8.5 inches x 11 inches), inclusive of graphics, forms, pictures, photographs, dividers, etc. but not of cost proposal, resumes, required forms, certifications, front and back covers, or letters of commitment from sub- consultants. The required font size is 12 point, with minimum left and right margins of one-inch, and top and bottom margins of 0.7 inches.
Each proposal will adhere to the following order and content of sections. Proposal should be straightforward, concise and provide “layman” explanations of technical terms that are used. Emphasis should be concentrated on conforming to the RFP instructions, responding to the RFP requirements, and on providing a complete and clear description of the offer. Proposals, which appear unrealistic in the terms of technical commitments, lack of technical competence or are indicative of failure to comprehend the complexity and risk of this contract, may be rejected. The following proposal sections are to be included in the Respondent’s response:
A. Respondent Cover Letter
A cover letter, not to exceed three pages in length, should summarize key elements of the proposal and shall:
• Confirm that all elements of this RFP have been reviewed and understood;
• Include a statement of intent to perform the services as outlined; • Express company’s willingness to enter into an agreement under the terms and conditions prescribed by this RFP, insurance requirements (Attachment 1), Sanctuary City Compliance Statement (Attachment 2), and in the sample Standard Service Agreement (Attachment 3). 971
• Submit a written description and brief history of the company’s experiences, qualifications and successes in providing California services described herein. Please indicate the number of employees, client base and location of offices.
• Indicate the address and telephone number of the Respondent’s office located nearest to Richmond, California and the office from which the project will be managed.
• Confirm that Respondent has a minimum of three (3) years verifiable California experience.
• Stipulate that the proposal price will be valid for a period of at least 180 days.
• Identify a single person for contact during the RFP review process; and • Cover letter shall be signed by an authorized official of the company.
B. Background and Project Summary Section
The Background and Project Summary Section should describe your understanding of the City, the work to be done, and the objectives to be accomplished. Refer to description of services for this RFP.
C. Methodology Section
Provide a detailed description of the approach and methodology to be used to accomplish the Scope of Services of this RFP. The Methodology Section should include:
1) An implementation plan that describes in detail (i) the methods, including controls by which your firm manages projects of the type sought by this RFP; (ii) methodology for soliciting and documenting views of internal and external stakeholders; (iii) and any other project management or implementation strategies or techniques that the respondent intends to employ in carrying out the work.
2) Detailed description of efforts your firm will undertake to achieve client satisfaction and to satisfy the requirements of the "Scope of Services" section.
3) Detailed project schedule, identifying all tasks and deliverables to be performed, durations for each task, and overall time of completion.
4) Detail how your firm conducts meetings with City Council and staff (all with different backgrounds) to get to twelve top priorities.
5) Detailed description of specific tasks you will require from City staff.
Explain what the respective roles of City staff and your staff would be to complete the tasks specified in the Scope of Services. 972
D. Staffing and Timeline
Describe the proposed Project team organization, including identification and responsibilities of key personnel. Include resumes of the Project team assigned to this project. Indicate role and responsibility of prime consultants and all sub- consultants. If applicable, indicate how local firms are being utilized to ensure a strong understanding of state and local laws, ordinances, regulations, policies, requirements, and permitting.
Provide a proposed approach with projected timeline (including retreats and workshops) to conduct and complete the scope of work.
E. Firm Qualifications
The information requested in this section should describe the qualifications of the firm, key staff and sub‐contractors performing projects within the past five years that are similar in size and scope to demonstrate competence to perform these services. Information shall include:
1) Key staff that participated on named projects and their specific responsibilities with respect to this scope of service.
2) A summary of your firm’s demonstrated capability, including length of time that your firm has provided the services being requested in this Request for Proposal.
3) Provide at least three (3) references that received similar services from your firm in the past 3 years. The City of Richmond reserves the right to contact any of the organizations or individuals listed. Information provided shall include:
a) Client Name and contact info
• Telephone & e-mail address
• Address
b) Description of services provided including contract amount c) Project start and end dates
4) Provide a copy of a strategic plan that your agency has developed in the last three years of comparable settings and complexities as required of this request for proposal
F. Cost Information
Provide the total direct and indirect costs to complete all tasks identified in the scope of services. Even if the method of payment to proposer will be fixed fee, a detailed cost breakdown shall be provided identifying:
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1) The number of staff hours and hourly rates for each professional and administrative staff person who will be available to the City; 2) All other direct costs, such as materials and reproduction costs; and 3) Sub-consultant services, if needed.
If project work exceeds one-year period, indicate if the proposed rates are fixed for this entire time frame or specifically include how the rates will be adjusted in year two and three of a contract. These rates will also be used to negotiate costs for other projects (including optional tasks) that may be assigned. No additional funds will be paid above and beyond the original quote given by the selected Respondent.
G. Value Added Services
Please provide any additional services of benefit not specifically required herein, which the Respondent offers to provide.
H. Respondent Assignment of Sub-Contract
The resulting contract shall not be assigned, transferred, or sublet, in whole or in part, without the prior written approval of the City of Richmond. If Respondents intend to subcontract any portion of the resulting contract, they must describe their process for selecting such subcontractor(s) and the quality control measures that the Respondent will employ to ensure that any subcontractor complies with the provisions of Respondent’s contract with the City.
I. Previous Contracts with the City of Richmond
The Respondent shall submit a list which indicates all prime contracts and/or amendments awarded to the proposer by the City of Richmond for the last three (3) years. The list shall include a short description of the Project, the Project scope of work, award date, completion date, name of the City of Richmond’s assigned Project Manager, and contract value.
J. Exceptions to this Request for Proposals
The Respondent shall state whether or not it takes exception(s) to this RFP, including but not limited to the City of Richmond’s Standard Services Agreement – RFP (Attachment 3). If the Respondent does take exception(s) to any portion of the RFP or contract, the specific portion to which exception(s) is taken must be identified by section number and explained. Requests for changes or additions to sections of City of Richmond’s Standard Services Agreement must be shown by requesting deletion of specific words and/or by providing new requested contract language. Requests for complete replacement of the City of Richmond’s Standard Services Agreement for another contract will not be granted. Failure to make exceptions to the RFP or Standard Services Agreement within the proposal will be deemed a waiver of any objection. Exceptions will be considered during the proposal evaluation process.
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K. Statement of Impartiality and Disclosure
The nature of this Project requires an impartial unbiased approach on the part of the Respondent’s team. This proposal shall include a statement declaring that the Respondent’s and sub-consultants are not currently, and will not, during the performance of these services, participate in any other similar work involving a third-party with interests currently in conflict or likely to be in conflict with City of Richmond’s interests. Additionally, proposer is required to disclose any pending or active investigations or litigation that may affect the reputation or ability of the proposer to carry out the Project.
QUESTIONS CONCERNING REQUEST FOR PROPOSALS
All
questions must be submitted via the electronic BidsOnline system on the Q&A tab by November 15, 2022 - 5:00pm PST. If the City finds it necessary to issue an addendum, prospective Respondents will receive e-mail notification of addendum.
Otherwise, answers to questions received will be provided on the Q&A tab and notification will be sent by November 18, 2022. It is the proposer’s responsibility to periodically check the BidsOnline website www.ci.richmond.ca.us/bids for any possible Addenda to the RFP that may have been posted.
Any party submitting a proposal shall not contact or lobby any City Council member, City official, employee (except those specified for contact) or agent regarding the RFP.
Any party attempting to influence or circumvent the RFP, bid submittal, and review process shall have their proposal rejected for violating this provision of the RFP.
Interested parties may download copies of the abovementioned proposal by visiting the City's web site, www.ci.richmond.ca.us/bids. To download the RFP, new Respondents will be required to register. Once the Respondent downloads any documents relative to a solicitation, that Respondent's name will appear on the Prospective Bidders list for that project and will receive any addenda or notifications relating to the RFP.
PROCESS FOR SUBMITTING PROPOSALS
Electronic Proposals shall be submitted via the City’s secure online bidding system. All required sections of the proposal must be submitted via the website. Respondent is solely responsible for “on time” submission of their electronic proposal. The Bid Management System will not accept late proposals and no exceptions shall be made.
Respondents will receive an e-bid confirmation number with a time stamp from the Bid Management System indicating that their proposal was submitted successfully. The City will only receive those proposals that were transmitted successfully. The proposal must be received no later than 5:00 p.m., local time, on December 8, 20222. The proposal and any required certifications shall be signed by an individual or individuals authorized to execute legal documents on behalf of the Respondent. 975
GENERAL GUIDELINES
This RFP does not commit the City of Richmond to award a contract, to defray any costs incurred in the preparation of a proposal pursuant to this RFP, or to procure or contract for work. The City of Richmond may reject a proposal without providing the reason(s) underlying the declination. A failure to award a contract to the proposer with the lowest cost proposal shall not constitute a valid cause of action against the City of Richmond. The City shall not be responsible for work done, even in good faith, prior to final approval of the proposed contract. The City may investigate the qualifications of any respondent under consideration, require confirmation of information furnished by the respondent, and require additional evidence or qualifications to perform the Services described in this RFP.
The City reserves the right to:
1. Reject any or all proposals.
2. Issue subsequent Requests for Proposal.
3. Postpone opening for its own convenience.
4. Remedy technical errors in the Request for Proposal process.
5. Negotiate with any, all, or none of the Respondents.
6. Solicit best and final offers from all or some of the Respondents.
7. Select one or more Respondents.
8. Accept other than the lowest proposed fees.
9. Waive informalities and irregularities in proposals.
Public Records
All proposals submitted in response to this RFP become the property of the City of Richmond and public records and, as such, may be subject to public review. Documents protected by law from public disclosure will not be disclosed by the City of Richmond if clearly marked with the word "confidential" on each applicable page. Trade secrets may be marked as confidential only to the extent they meet the requirements of California Government Code section 6254.7. Only information claimed to be a trade secret at the time of submittal to the City of Richmond and marked as "confidential" will be treated as a trade secret.
Insurance Requirements
The City of Richmond requires consultants doing business with it to obtain insurance, as shown in RFP Attachment 1. The required insurance certificates must comply with all requirements of the standards as shown and must be provided within fifteen (15) days of issuance of the Notice of Intent to Award and prior to the commencement of any work on the Project.
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Business Licenses
The successful Respondent and all subcontractors used in the work will be required to hold or to obtain a City of Richmond business license for which the fee will not be waived.
Compliance with City Ordinances
The contractor and all subcontractors shall comply with the City of Richmond Nondiscrimination Clauses in City Contracts Ordinance ( Richmond Municipal Code
(RMC) Chapter 2.28), Business Opportunity Ordinance (RMC Chapter 2.50), Local Employment Program Ordinance (RMC Chapter 2.56), Living Wage Ordinance (RMC Chapter 2.60) and Ordinance Banning the Requirement to Provide Information of Prior Criminal Convictions on all Employment Applications (“Ban the Box”) (RMC Chapter
2.65), which are incorporated into the Contract Documents by this reference.
Sanctuary City Contracting Ordinance (SCCO)
The Richmond Sanctuary City Contracting Ordinance No. 12-18 prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Bidders/Proposers must submit the Sanctuary City Compliance Statement (Attachment 2) with their Bid or Proposal.
Collusion
By submitting a proposal, each respondent represents and warrants that its proposal is genuine and not false or collusive or made in the interest of, or on behalf of any person not named therein; that the respondent has not directly or indirectly induced or solicited any other person to submit a false proposal, or any other person to refrain from submitting a proposal; and that the respondent has not, in any manner, sought collusion to secure any improper advantage over any other person submitting a proposal.
Withdrawal of Proposals
A respondent may withdraw their proposal before the expiration of the time for submission of proposals by delivering to the Finance Department a written request for withdrawal signed by, or on behalf of, the respondent.
Ownership of Documents
All reports, studies, information, data, statistics, forms, designs, plans, procedures, systems and any other materials produced for the Project shall be the sole and exclusive property of the City. No such materials or properties produced in whole or in part for the Project shall be subject to private use, copyrights or patent rights by Respondent in the United States or in any other country without the express written consent of the City. The City shall have unrestricted authority to publish, disclose 977
(except as may be limited by the provisions of the Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any such reports, studies, data, statistics, forms or other materials or properties produced for this project.
PROPOSAL EVALUATION AND SELECTION PROCESS
All proposals shall be reviewed to verify that the Respondent has met the minimum requirements. Proposals that have not complied with requirements, do not meet minimum content and quality standards, or take unacceptable exceptions to the General Terms and Conditions of the Service Agreement, will be eliminated from further consideration. Proposals will be reviewed and evaluated by an evaluation committee comprised of City of Richmond personnel.
The City also reserves the right to require modifications follow‐up with requests for additional information, including, but not limited to, follow‐up interviews. The City may request Best and Final offers based upon improved understanding of the offers or changed scope of service. The City will negotiate with that respondent to determine final pricing, and contract form. Because this proposal is negotiable, all pricing data will remain confidential until after award is made, and there will be no public opening and reading of Proposals. Overall responsiveness to the RFP is an important factor in the evaluation process. The criteria upon which the evaluation of the proposals will be based include, but are not limited to, the following:
• Quality, clarity, and responsiveness of proposal. (15%) • Experience of key individual(s) assigned to the contract. (15%) • Experience of firm in performing this type of service. (15%) • References from clients for whom similar work was performed. (15%) • Project schedule and depth of staff available to perform services. (10%) • Ability to meet the needs of City. (10%)
• Understanding of services to be provided and ability to provide requested services. (10%)
• Cost. (10%)
Interview/presentations
Upon request of the City of Richmond, Respondents may be requested to give an oral presentation/demonstration on the proposal, which would include a detailed analysis of how each of the RFP requirements would be addressed should Offeror receive the award. An in-person presentation is preferred but City staff will work with the vendor to determine what is feasible. The demonstration shall be conducted at no cost to the City.
The purpose of the presentation is to verify the vendor’s capability, suitability, and adaptability to the performance requirements stipulated in this solicitation. 978
The City will schedule the interview date, time, and location with the successful finalists.
If the vendor fails to participate in the interview on the specified date stipulated, the City may elect to reject the proposal or to re-schedule at its discretion.
Respondents are not guaranteed an opportunity to have an interview. Respondents may be eliminated from consideration based solely on inability to meet minimal requirements and/or review of written proposals. The City shall be the sole judge of the acceptability of the proposal in conformance with the specifications and its decision shall be final.
Respondents will be given at least two (2) weeks advance notice if required to make a presentation. If required these presentations will take place at the following location:
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
If special accommodations are required in order to attend a site visit, contact Ofelia Alvarez at [email protected]
, no later than three (3) days before the
event.
Pre-Award Negotiations
After the proposals are opened, but prior to award, the City may elect to conduct negotiations with the highest ranked respondents for purposes of:
• Resolving minor differences and information
• Clarifying necessary details and responsibilities
• Emphasizing important issues and points
• Receiving assurances from respondents
• Cost/budget clarifications
Selection may be made without further discussion, negotiations or Respondent’s presentations; therefore, Respondent shall offer the most favorable terms in response to this RFP. Respondent must demonstrate an understanding of the scope of service to be provided and the ability to accomplish the tasks set forth. Respondent shall include information that will enable the City to determine the Respondent’s overall qualifications.
The City reserves the right to request additional information or clarification on any matter included in the proposal response, to enable the City to arrive at a final award decision.
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Award
When the Review Panel has completed its work, City staff will then recommend between one and two firms to the City Manager for approval. The award of a contract to the successful respondent will be at the discretion of the City Manager/City Council.
The services provided by the successful bidder shall be governed by a Standard Services Agreement (Attachment 3).
Attachment 1: Insurance Certificate
Attachment 2: Sanctuary City Compliance Statement
Attachment 3: Standard Services Agreement
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Total Rank
Civic Makers 1 1 1 2 2 1 2 10 1
KAI 3 4 3 3 3 3 4 23 3
RGS 4 3 4 4 4 4 3 26 4
The Pivotal Group 2 2 2 1 1 2 1 11 2
** Scores were forced ranking, with the score of 1 being the best; therefore, the firm with the lowest score is ranked as #1, and the firm with the highest score is ranked #4. 981
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.
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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:
B y :
City Clerk
(* The Corporation Chief Financial Officer,
Secretary or Assistant Secretary should sign below)
Approved as to form:
B y :
B y : T i t l e :
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
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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:
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City of Richmond Teambuilding and Strategic Planning
February 22, 2023
City of Richmond
Attn: Nickie Mastay, Deputy City Manager
450 Civic Center Plaza
Richmond, CA 94804
Re: Request for Proposal Teambuilding and Strategic Planning Dear Ms. Mastay,
It is with great pleasure that The Pivotal Group Consultants, Inc. (TPG), submit a proposal for services in response to the &LW\RI5LFKPRQG¶V Request for Proposal (RFP). With more than 40 years of combined experience working in and with governmental agencies and nonprofit organizations, we are excited to partner with the City of Richmond in updating the future strategic direction for the City and facilitating teambuilding with the new City Council. TPG is able to meet the terms and conditions in the RFP, including insurance requirements, Sanctuary City Compliance Statement, and the sample Standard Service Agreement. Our proposed price will be valid for a period of at least 180 days. We are very excited about what this project will do to collaboratively guide the strategic and business planning of the City, ultimately serving the needs of your stakeholders and community in a more efficient and effective manner.
TPG is a minority owned California based consulting firm providing strategic planning, leadership development, board development, executive coaching, and other specialized services to meet individual, team, and organizational needs. Dr. Lyn Corbett, President of TPG, will serve as the primary point of contact for the project and will work in collaboration with his team in conducting planning sessions, facilitating the teambuilding retreat, and producing materials for the final strategic framework document. Dr. Lyn Corbett along with his team of seven people bring a breadth of professional experience working with and advocating for various populations, public entities, and communities throughout California. TPG is based out of San Diego and has team members located in the Bay Area.
TPG has significant experience with local government and public sector institutions having worked with these entities since 2013. We have extensive background and familiarity providing expert strategic planning and facilitation services and we have significant experience working directly in communities throughout California. We have committed our work to helping institutions address challenges in innovative and creative ways. TPG has been committed to providing education, training, and research to build leaders and strengthen organizations that help meet critical community needs.
We assist with the creation and implementation of plans that strengthen long-term impact, maximize revenue, and identify and increase funding sources. TPG has experience with public, private, and nonprofit sector organizations, utilizing a comprehensive Strategic Planning Model to guide our strategic planning process, as it is the most in-depth tool for helping organizations adapt to a rapidly changing environment. This model allows organizations to respond swiftly and thoughtfully to challenges as they arise, even during the strategic planning process.
Exhibit A - Proposal
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City of Richmond Teambuilding and Strategic Planning
TPG has worked with a variety of public organizations to help them develop multi-year strategic plans. While each of these institutions has a unique mission and vision, they have all benefited from our approach for developing agile and flexible strategies as well as specific, clear, and measurable goals and metrics. We work with our clients to develop a strategic planning timeline that works for them.
Our clients have expressed high satisfaction with our services and the work we have done has contributed to increased individual leadership, team effectiveness, and improved organizational development. Last year over 80% of our clients were repeat or referral.
Some of our current and most recent strategic planning and leadership development clients include:
9 City of Hayward City Council (Teambuilding, coaching, and performance evaluations for City Attorney, City Clerk, and City Manager)
9 San Diego County Emergency Medical Services
9 Sonoma County Health and Human Services
9 Sonoma County Family Youth and Children Division
9 Circulate San Diego
9 Richmond Neighborhood Housing Services
9 The Salvation Army, San Diego Regional Office
9 Biocom California
9 Privacy Rights Clearinghouse
9 National Association for Public Health Statistics and Information Systems We have included a proposal that outlines our approach, anticipated timelines and costs, and deliverables that ultimately produce a strategic plan and teambuilding retreat that are meaningful, actionable, and aspirational. Also included is information regarding key personnel, firm qualifications, references, and a previously completed strategic plan to give an example of our work. We look forward to hearing from you.
Sincerely,
Lyn P. Corbett PhD
President | The Pivotal Group Consultants, Inc.
[email protected], (916) 420-0839
P.O. Box 212164 | Chula Vista, CA 91921
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City of Richmond Teambuilding and Strategic Planning
Table of Contents
Background and Project Summary ................................................................................................. 4 Methodology ................................................................................................................................... 5 Tasks Required from City Staff .................................................................................................. 9 Staffing and Timeline ..................................................................................................................... 9 Key Personnel Resumes ............................................................................................................ 10 Firm Qualifications and References .............................................................................................. 17 Copy of Previous Strategic Plan................................................................................................ 21 Exceptions to this RFP .................................................................................................................. 21 Statement of Impartiality and Disclosure ..................................................................................... 21 Schedule & Cost Information Table ............................................................................................. 21 Proposed Approach Timeline .................................................................................................... 21 Cost Information ....................................................................................................................... 21 DRAFT
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City of Richmond Teambuilding and Strategic Planning
Background and Project Summary
TPG has extensive familiarity with the communities that the City of Richmond represents, having worked with both public sector and nonprofit organizations throughout California and in the Bay Area. This year we contracted with a nonprofit that works in Richmond (Richmond Neighborhood Housing Services) which deepened our familiarity with many stakeholders in the Richmond community. We have an appreciation and interest in working with dynamic cities prioritizing efforts to create thriving environments and we value government institutions with a vision to improve their impact.
TPG will provide the City of Richmond (the City) with teambuilding and strategic planning services. For the purposes of this project, the process is divided into phases that encompass the City¶VSURSRVHGVFRSHRIVHUYLFHV, including:
x Planning and facilitation of a teambuilding retreat for the new City Council. x Development of a formalized 5-year strategic roadmap plan, including agenda planning, pre-meeting research, meeting facilitation, and stakeholder interviews, surveys, and activities, a strategic roadmap plan written document and distributable format material, and plan implementation support including executive team coaching. x Planning and facilitation of bi-annual updates over 2 years after creation of the strategic plan
Each phase of our Strategic Planning process is designed to be collaborative with the City staff and key stakeholders. The first phases focus on gathering and analyzing data and feedback to establish the strategic direction. Continuous measurement, implementation, and monitoring activities are included throughout the project. The final phases focus on strategic plan measurement and implementation that culminates in specific and relevant objectives, goals, and NH\SHUIRUPDQFHLQGLFDWRUVLQWKHIRUPRID³URDGPDS´WKDWthe City can use to implement and monitor the strategic plan after the project itself concludes.
The final deliverables as listed include:
1) Teambuilding Retreat for the new City Council
2) Strategic areas of focus and priorities for the next five years. 3) Goals and objectives to meet identified priorities.
4) A Final Strategic Roadmap Report
5) Implementation Support including Executive Team Coaching 6) Bi-Annual updates over two years
Diversity Equity Inclusion and Belonging
We believe Diversity Equity Inclusion and Belonging (DEIB) should not be seen as a separate action but be embedded throughout the plan and seen as a common practice. We believe the case for diversity, equity, and inclusion extends beyond social and moral reasoning and organizational optics. Foremost, diversity has been associated with an improved learning environment for all learners. Awareness and appreciation for varied perspectives is developed after exposure to DRAFT
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City of Richmond Teambuilding and Strategic Planning
diverse learning communities. Our strategic planning process will be embracing and inclusive and signal the City¶VFRPPLWPHQWWREHLQJLQFOXVLYH
Methodology
7KH3LYRWDO*URXS¶VVWUDWHJLFSODQQLQJSURFHVVGHP\VWLILHVVWUDWHJLFSODQQLQJDQGPDNHVLW understandable and accessible. This three-phase approach has been tested in hundreds of strategic planning efforts and provides a simple, flexible, and strategic approach to thinking, acting, and learning.
We believe that strategic planning is an essential component to guide the implementation of high quality, responsive, and timely activities that support the internal operations and growth of a strong community effort. Our model is a fluid, organic method that helps organizations and agencies identify, understand, and act on challenges and opportunities as they arise, even during the strategic planning process. Our model will effectively meet the needs of the City as it seeks to embrace team building amongst City Council and to identify goals and develop plans for growth while considering internal and external changes.
TPG is prepared to attend and facilitate workshops in-person as needed. Furthermore, we have resources and competencies for reaching and engaging the target populations. The TPG team has experience working with diverse and multicultural organizations and individuals. At TPG we pride ourselves on our ability to convene the right people in the room and facilitate an environment that encourages decision-makers, front-line staff, community beneficiaries, and thought-partners to answer challenging questions and dig deeper into effective goal setting and follow-through. All our clients²especially those who have brought us on as strategic planning partners²participate in this process first-hand.
Strategic Planning Phase One: Evaluate
Project Planning: Project Kick-Off & Organization, Community & Industry Data Collection Timeline: March ± May 2023
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Primary Personnel Responsible: Dr. Lyn Corbett
The first phase is to identify the strategic direction of the City. This phase is tactical in nature and will provide data in order to assess the CiW\¶VLQIUDVWUXFWXUHSURJUDPVDQGVHUYLFHVWR discuss the planning approach, and to develop a timeline for the strategic planning process and establish expectations. Meetings include guided discussions regarding City mission, vision, and values and strategic priorities to identify challenges and opportunities and validate data and feedback. This process will be used to develop strategies to promote overall planning and sustainability.
Key components of this stage include:
x Strategic Planning Kickoff ± Convene stakeholders identified by the City to participate in a project kick-off meeting facilitated by TPG.
x Project Management & Weekly Meetings ± Conversations with senior leadership as well as with a variety of interested parties to gain an understanding of the organizational culture, and to identify the key questions for the planning process. x Capacity Assessment Tool ± Measure institutional core capacities such leadership, management, and technical. This level of detailed analysis will provide a strong foundation for the subsequent phases.
x Phase 1 Conclusion ± Meeting with the strategic planning committee and other identified key individuals to discuss findings and next steps.
Deliverables: Strategic kickoff meeting, facilitated planning meetings, capacity assessment results, and draft agenda for the Phase 2 Strategic Planning phase.
Strategic Planning Phase Two: Validate
Discover & Assess: Research, Assessment, Interviews and Surveys Timeline: March 2023
Primary Personnel Responsible: Dr. Lyn Corbett
Phase 2 builds on the information gathered during Phase 1 with a focus on gathering data from key stakeholders. TPG believes strategy always begins with an understanding of the RUJDQL]DWLRQ¶VFRUHLGHQWLW\DQd seeks to leverage its core strengths and qualities to be most effective. We prioritize community engagement and participation through direct outreach during this phase. Combining both qualitative and quantitative approaches will provide a strong foundation for the completion of this project.
Key components of this stage include:
x Document Synthesis ± Gathering and reviewing City documents (including previous City reports and plans) to assess the City infrastructure, programs, and services. x City Council Interviews and Survey ± TPG will conduct 7 interviews with City Council members and conduct 1 survey for Council members
x City Executive Team Focus Group ± TPG will facilitate 1 focus group with the City executive team
x Community Survey ± TPG will administer 1 Community Survey DRAFT
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x Community Town Hall ± TPG will conduct up to 3 community pop-up events x Compile Data and Research ± TPG will analyze the findings from the above activities for common themes and meet with the City to discuss the findings and next steps.
Deliverables: Document synthesis, stakeholder interviews and surveys, focus group, community events, and summary report
City Council Teambuilding & Strategic Retreat
Timeline: April 2023
Primary Personnel Responsible: Dr. Lyn Corbett
(IIHFWLYHUHWUHDWVDUHFXVWRPL]HGWRDQRUJDQL]DWLRQ¶VFXOWXUHWHDPG\QDPLFVGHYHORSPHQW QHHGVVWUDWHJLFLVVXHVDQGSULRULWLHV,GHQWLI\LQJWKHUHWUHDW¶VWRNH\REMHFWLYHVLVDFULWLFDO starting point. TPG can custom design a retreat planning process that provides a combination of one-on-one confidential interviews, documentation review, team observations, and/or surveys.
This approach will be structured around WKH&LW\¶VLQWHQWWREXLOGDVROLGIRXQGDWLRQIRUVWURQJ working relationships among the new City Council, including insight into each Council member as individuals and their decision-making process. Planning outcomes include:
1. A range of customizing options to tailor the retreat to the &LW\&RXQFLO¶V unique needs and objectives as elected officials by integrating leadership behaviors/skills, management processes/systems, and culture development.
2. Interviews and or surveys with City Council members and staff in order to VXSSRUWDPRUHEDODQFHGGLVFXVVLRQEDVHGRQREMHFWLYHGDWDRIHYHU\RQH¶V perspective rather than a few of the most vocal or powerful participants, ensuring that all voices are heard.
3. A planning process that promotes increased communication and teamwork, building a consensus/engagement and implementation plan for a positive team dynamic.
TPG can provide onsite retreat activities and facilitation, including pre-work and post-work. TPG can administer The Five Behaviors of a Cohesive Team assessment-based learning experience designed to help individuals and organizations reveal what it takes to build a truly cohesive and effective team in the most approachable, competent, and effective way possible. Additionally, TPG can provide ongoing support to follow up on the retreat process. Retreat facilitation outcomes include:
1. A highly energizing and engaging teambuilding retreat for City Council members tailored to building a solid foundation for strong working relationships among the new Council.
2. Introduction to a team assessment-based learning experience designed to help individuals and organizations reveal what it takes to build a truly cohesive and effective team in the most approachable, competent, and effective way possible.
3. Documented retreat activities, including those that represent the City interests, positions, and/or recommendations.
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Strategic Planning Phase Three: Integrate
Draft Plan & Staff Engagement and Work Plans & Budget Integration: Strategic Action Plan Development, Final Strategic Roadmap Report
Timeline: April ± June 2023
Primary Personnel Responsible: Dr. Lyn Corbett
Phase three will entail completing all identified deliverables and presenting draft and final strategic plans and engaging City leadership and staff around strategies to keep the strategic plan a document that can be used as a vehicle to increase the CiW\¶VUHDFKDQGLPSDFWLQ\HDUVWR come.
Key components of this stage include:
x Strategic Action Plan Meetings ± TPG will draft project lists in collaboration with Department Heads who will identify priority areas to produce a strategic action plan (identifying intermediate goals, responsibilities, activities, and timelines) to be included in the final strategic plan document. Department heads will meet 1-2 times during phase 3 and utilize tools that address the priorities facing the City. TPG will facilitate as needed.
x Staff Engagement ± TPG will facilitate 3 City staff engagement activities during this phase and provide a key themes summary report.
x Work Plans & Budget Integration ± TPG will facilitate a work plan and metrics workshop with City Executive team including budget integration action. x Finalized Strategic Roadmap Report ± This full strategic plan will include all the content developed on the Strategic Action Plans as well as metrics/outcome measures.
The document includes the mission, vision, values and the high-level strategy goals and objectives. We work with a graphic designer to develop a document that is visually impactful and will create distributable format materials for City staff and the community, including multi-lingual materials.
SAMPLE: STRATEGIC ACTION PLAN TEMPLATE
OVERALL STRATEGY: These strategic pillars have been selected by the Strategic Planning Committee in response to the qualitative and quantitative data and research gathered throughout the strategic planning process so far.
GOALS OBJECTIVES ACTIVITIES MEASUREMENTS
Goals are long-range
and more general broad
statements that express
the desired results
under the overall
strategy.
Describe here key goals
in a clear, concise, and
measurable manner
based on the overall
strategy.
Objectives are short-
range milestones and
describe the results or
to be achieved.
Ensure objectives are
relevant to the goal.
Activities are the tasks
that accomplish the
objectives. Completion
of activities means the
objective is achieved.
Describe here coherent,
specific steps that must
be taken to reach the
objectives as well as
the responsible parties.
Measurements express
the desired qualities
and quantities and the
expected results.
Ensure metrics are
numeric and detailed; it
is also possible to
include timelines.
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Deliverables: Strategic action plan meetings, staff engagement activities, Executive team workshop and budget integration, draft and final Strategic Roadmap Report, Strategic Plan tracking plan
Implementation Support
Develop Implementation Plans
Timeline: July-December 2023
Primary Personnel Responsible: Dr. Lyn Corbett
Key to successful strategic planning is implementation. During this time TPG will engage with staff regarding strategies to keep the strategic plan a document that can be used as a vehicle to increase the Cit\¶VUHDFKDQGLPSDFW TPG will work to help codify continued staff input and TPG will provide recommendations for a strategic planning tracking software platform.
Additionally, we will provide executive team coaching for 3 division managers and 10 management leadership team members (up to 3 sessions each.) Deliverables: Codification of continued staff input, strategic planning tracking platform recommendations, executive coaching for 13 people, implementation plan and support, FY24- FY25 consulting support
Tasks Required from City Staff
Throughout this project we require a contact within City staff for our team to be able to reach out to with questions and to provide support with scheduling meetings and collecting and providing us with relevant support documents.
Staffing and Timeline
73*¶Vkey asset is our highly skilled core team members who have worked together for many years. Collectively, our team brings our training in leadership, strategic planning, staff and community engagement, research, and evaluation to every engagement. Our team is made up of researchers, professors, nonprofit and public service practitioners, and leadership theory experts who have extensive experience with helping organizations develop and implement strategic plans. The outstanding quality of our work has been recognized locally, nationally, and internationally including by the International Economic Development Council.
Dr. Lyn Corbett, President, will serve as the primary point of contact for the project. Lyn has over 20 years of experience working with organizations across the country to help increase their mission-driven impact and expand their community reach. Lyn has led strategy and development projects with the City of San Diego, the University of San Diego as well as myriad other government and nonprofit institutions. Lyn teaches Leadership, Strategic Planning and Strategic Management classes at the University of San Diego and Point Loma University. Previously, Lyn was the Director of the Office of Youth Development for the City of Sacramento. Lyn holds a PhD in Leadership Studies from the University of San Diego. He has an MA in Public Administration with an emphasis in Nonprofit Management from New York University. He is a DRAFT
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Certified Governance Trainer with BoardSource, a Leadership Challenge Certified Facilitator, an Everything DiSC Workplace Certified Facilitator, a Gallup Strengths Certified Coach, and a member of the International Coaching Federation.
Dr. Takisha Corbett, Director of Organization Development and Assessments, has extensive research qualifications that contribute to her work in planning sessions, reviewing, assessing, and evaluating industry-specific research. She has extensive leadership and business experience and understands the importance of organizational development as foundational to ensuring overall organization success. She excels at developing systemic practices that seamlessly integrate data collection, daily processes, and analysis of outcomes. Using real time data, she has guided individuals and organization to make strategic decisions to accomplish mission-centered goals. 7DNLVKD¶VEDFNJURXQGDQGH[SHULHQFHDVDFOLQLFDOSV\FKRORJLVWXQLTXHO\TXDOLILHVKHUWRXVH theoretical applications in a meaningful and impactful way. More and more, psychologists are being used to evaluate company goals, work strategies, and employees to assess areas and tools for improvement. Takisha holds a PhD in Psychology from Fuller Graduate School of Psychology, an MA in Psychology from Pepperdine University, and an MA in Theology from Fuller Theological Seminary.
Kirsten Navis, Consultant, is a lead consultant with TPG and has been with the firm since 2018. She has over a decade of experience in the nonprofit sector and in multi-cultural/national contexts across consulting, organizational development, fundraising, and international development. She has a strong commitment to cultivating inclusion and building multicultural workplaces. At TPG she facilitates client strategy sessions, analyzes qualitative and quantitative data while applying theoretical framework to identify gaps, evaluate problems and synthesize recommendations. She also researches sector-specific information and helps develop strategies and action plans for clients. Over the last four years she was a key consultant in facilitating the development of strategic plans for institutions across the country. She has helped clients to realize planning goals through research and facilitation, as well as producing material for final strategic plan documents. Kirsten holds an MA in Nonprofit Leadership and Management from the University of San Diego.
Key Personnel Resumes
See the following six pages below for key project personnel resumes.
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DR. LYN PRICE CORBETT, PHD P. O. Box #212164, Chula Vista CA 91921 916.420.0839 y [email protected]
DR. LYN PRICE CORBETT, PHD
P. O. Box #212164, Chula Vista CA 91921
916.420.0839 y [email protected]
EXECUTIVE PROFILE
Visionary and goal-oriented professional with broad-based experience in leading private and nonprofit organizations to achieve mission-oriented goals; complemented with expertise in program development, implementation, evaluation and strategy development, and community relationship management.
AREAS OF EXPERTISE
Leadership Development
Strategic Planning
Research and Evaluation
Community Outreach and Engagement
Talent Development
Impact Evaluation
Fund Development
Organizational Capacity Building
THE PIVOTAL GROUP CONSULTANTS INC. | SAN DIEGO, CA
PRESIDENT JUN 2012 ² PRESENT
à Provide organizational development consulting services to new and established organizations spanning public agencies, nonprofit organizations, private businesses, and foundations.
KEY HIGHLIGHTS
9 Facilitated strategic planning and organizational development efforts for local, regional, and national organizations with a focus on capacity building and increasing community presence. 9 Assisted various organizations in attaining more than $6M in grants that improved overall organizational position and increased the capacity to deliver additional high-quality local and statewide programs and services.
THE UNIVERSITY OF SAN DIEGO, THE NONPROFIT INSTITUTE | SAN DIEGO, CA DIRECTOR OF GOVERNANCE AND COMMUNITY PROGRAMS JUN 2016 ² PRESENT à Develop and implement the community-based learning and training programs by partnering with internal and external stakeholders to increase the impact of the sector. Collect, analyze, and present annual findings of the state of San DiegR·VQRQSURILWVHFWRUDVZHOODVNH\WUHQGVDQGSHUVSHFWLYHVIURPOHDGHUVin nonprofits and philanthropy.
Key Highlights
9 Developed and implemented innovative outreach strategies and community programming, including several high-impact programs, a methodology for participation, program design, and implementation. 9 Developed a comprehensive award-winning program design that incorporated cohort model programs, large scale training events and cross-sector partnerships.
CENTER OF PRAISE MINISTRIES, INC. | SACRAMENTO, CA
CHIEF ADMINISTRATIVE OFFICER JUN 2010 ² JUN 2015
à Provide overall strategic, fiscal, and operational direction to organization leadership, and staff, of a 25-year- old faith-based community organization.
KEY HIGHLIGHTS
9 Successfully redefined the organization·s mission and vision to support the rollout of an integrated growth strategy to improve community partnerships and services across multiple locations. o Created volunteer training programs and increased volunteer base by 40%, resulting in more than 1,200 volunteers serving annually.
PROFESSIONAL EXPERIENCE
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9 Developed and launched media and technology strategy to advance all aspects of organizational outreach and communication, ultimately raising organizational presence and influence locally and nationally.
THE CITY OF SACRAMENTO³OFFICE OF YOUTH DEVELOPMENT | SACRAMENTO, CA DIRECTOR DEC 2007² OCT 2010
à Recruited as the first Director of the Office of Youth Development in charge of formulating and promoting city policies for youth welfare and establishing community-based partnerships to ensure the successful implementation of youth development initiatives.
KEY HIGHLIGHTS
9 Developed and implemented a city policy that enabled volunteerism among city employees for up to 40 hours annually to mentor children and youth in local public schools. 9 Established grant opportunities and structures that included distributing $1.5M in grants for new and innovative programs for youth and families throughout Sacramento.
ADDITIONAL EXPERIENCE
SIERRA HEALTH FOUNDATION | SACRAMENTO, CA
CONSULTANT AND LEAD FACULTY ² SIERRA HEALTH FOUNDATION OCT 2014 ² MAY 2018 à Developed and implemented a 12-month Health Leadership Program with the University of San Francisco School of Management and UC Davis Institute of Health Population Management focused on developing nonprofit leadership in organizations working to improve community health while reducing health disparities through organizational capacity building and policy change. à Provided leadership and support for the Community Responsive Grant Program including identifying potential grantees, reviewing grant proposals, and presenting recommendations. Also provided expertise for crucial priority areas impacting communities of color: Black Infant Child Death Prevention, My Brother·s Keeper ² Sacramento, Asthma Mitigation Project.
SACRAMENTO RESPITE COLLABORATIVE | SACRAMENTO, CA
GRANT MAKING AND EVALUATION COMMITTEE CHAIR FEB 2012 ² JAN 2015 à Served as Chairperson of a regional foundation workgroup responsible for providing technical support on funding priorities, program evaluation, and impact analysis. à Set direction for funding allocation of $5M to increase mental health service options for alternatives to hospitalization for community members experiencing a mental health crisis.
EDUCATION
PHD, ORGANIZATIONAL LEADERSHIP AND CONSULTING | UNIVERSITY OF SAN DIEGO, CA DISSERTATION: THE STRENGTHENING OF CIVIL SOCIETY: NONPROFIT CAPACITY BUILDING IN THE CITY OF SAN DIEGO [2020]
MASTER OF PUBLIC ADMINISTRATION IN NONPROFIT MANAGEMENT | New York University, New York, NY [1997]
BACHELOR OF SCIENCE IN CRIMINAL JUSTICE | 6DLQW-RKQ·V8QLYHUVLW\4XHHQV1< [1993]
HONORS AND CERTIFICATIONS
Cornell University Diversity and Inclusion Certificate [ANTICIPATED, APRIL 2021] California Assembly Member Dr. Shirley N. Weber Volunteer of the Year Award [2020] ACC Certified Coach, International Coaching Federation [2020] Adjunct Faculty Member of the Year, University of San Diego, [2019] University of Cambridge ² Learn to Lead Program, Leadership Fellow [2017] DRAFT
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DR. TAKISHA CORBETT, PHD
P. O. Box #212164, Chula Vista CA 91921
(916) 606-8717 [email protected]
California Clinical Psychology License: PSY31413
Registered Health Service Psychologist #57061
EDUCATION
Fuller Graduate School of Psychology (APA Accredited) (Sept 2009 ± Sept 2016) Fuller Theological Seminary, Pasadena, California
Degree: M.A. Psychology
Degree: M.A. Theology
Degree: Ph.D. Psychology
Pepperdine University, Los Angeles, California
Degree: M.A. Psychology
California State University, Fullerton, Fullerton, California Degree: B.A. Psychology
LICENSED CLINICAL PSYCHOLOGIST & OTHER OCCUPATION EXPERIENCE Senior Mental Health Clinician (April 2022 ± Present)
Long Beach City College District
x Provides lead direction, consultation, training and supervision to staff and interns; evaluates the work of assigned technical and support staff; administers specified program area; provides education and consultation to assigned staff, students, faculty, community agencies and the public; participates in quality assurance/peer review functions; provides direction for mental health services and related campus activities.
Clinical Psychologist (April 2020 ± Present)
Pacific Neurobehavioral Clinic, PC
x Therapy. Provide indi vidual short-term and long-term treatment to adults including college students, active -duty military, veterans, and older adults. Perform initial screening and assessments, diagnostic formulation (DSM 5), and develop treatment plans. x Testing. Administer psychological and neuropsychological batteries to individuals referred for diagnostic clarification, ADHD screening, learning disorders, and screening assessment of neurocognitive functioning. Assessments included clinical interviewing; administration, scoring, and interpretation of psychological and neuropsychological batteries; integration of test results with medical record data, current research literature, consultation with medical providers, and DSM 5 diagnostic criteria. Provided feedback and consultation as needed to the referring psychiatrist or physician.
Health Educator 3 (October 2019 ± Present)
University of California, San Diego: School of Medicine, Department of Pediatrics DRAFT
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x Provide direction and oversight for NIH funded grant exploring clinical interventions to improve pediatric obesity treatment outcomes (Rhee: R01DK106157). Provided clinical supervision of treatment interventions (group treatment and family coaching); lead group treatment; developed, trained, and supervised qualitative analysis of video coding on parent- child feeding behaviors.
Director of Organization Development and Assessments (January 2014 ± Present) The Pivotal Group Consultants, Inc.
x Provide direction and unique design for change process for organization development, training, and leadership development. Work with organizations to define clear objectives and identify appropriate assessment tools to support short and long-term goals. Provide executive coaching to individuals, business owners, managers, project leaders, executives, senior leadership members, and board members.
Program Operations Manager (January 2004 ± June 2009)
Boys Town California, Inc., Los Angeles and Orange County, California x Oversaw all Boys Town California program operations in Los Angeles and Orange Counties including In-Home Family Services, Treatment Family Homes, and Intervention and Assessment Service Centers providing treatment to underserved youth and families; served more than 600 youth and families per year. Provided clinical oversight on youth and family treatment plans across all programs, using cognitive and behavioral interventions, goal setting strategies, and outcome measurements.
x Provided consultation and support to Program Directors to ensure quality clinical outcomes with at risk youth and families, effective staff development, adherence to annual budget, and compliance with all licensing and contracting agency regulations. x Designed and implemented annual training and education plan.
VOLUNTEER ACTIVITIES
x Voting Member of the Chula Vista Police Department Chief's Community Advisory Committee, 2017-present
x Delta Sigma Theta Sorority, Inc., A service sorority, 1996-present x Board Member, South Central Los Angeles Regional Center, Friends of SCLARC, 2009- 2013
x 6DUDK¶V'DXJKWHUV$)DLWK-Based Mentoring Program, 2005-2011 x Big Brother Big Sister of Los Angeles and Inland Empire, 2001-2008 DRAFT
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Kirsten Bolter Navis Alameda, California
262-672-3982 | [email protected]
EDUCATION
University of San Diego Graduate School of Leadership and Education Sciences San Diego, CA
Master of Arts in Nonprofit Leadership and Management (2017) Houghton College
Houghton, NY
Bachelor of Arts in International Relations, Minor in Islamic Studies (2010)
EXPERIENCE
The Pivotal Group Consultants, Inc., Remote/San Diego, CA/Washington, DC/Alameda, CA, Consultant (Nov 2018-Present)
x Met and collaborated with clients and external vendors while representing TPG to developed multi-year strategic plans for nonprofit client organizations x Facilitated board and leadership meetings and team retreats x Developed content for team building presentations and activities x Crafted surveys for staff, board, and external stakeholders; analyzed qualitative and quantitative data while applying theoretical frameworks to identify gaps, evaluate problems, and synthesize recommendations
x Researched sector specific information and wrote literature reviews to drive recommendations and conclusions; developed strategies and action plans for clients; drafted and designed content for final products
x Wrote bids and applications for approved contractor status for California municipal and county government which were awarded
x Evaluated, scored, and recommended grantee applications on behalf of client foundations x Managed the planning process and project timelines for the TPG team x Recent clients include national and regional industry associations such as Sacramento Steps Forward, Richmond Neighborhood Housing Services, Circulate San Diego, Biocom, Privacy Rights Clearinghouse, and Public Health Alliance.
Univ. of San Diego Nonprofit Leadership and Mgmt. Program, San Diego, CA, Graduate Student Consultant (Aug 2015-May 2017)
x Consulted with several local nonprofits to produce various deliverables including board manuals, by-law revisions, financial risk and opportunities assessments, volunteer program assessments, marketing and fundraising plans, performance management designs, strategic framework reports, etc.
San Diego River Park Foundation, San Diego, CA, Administrative Associate (Jan 2016-Sept 2017)
x Processed all donations and grants in DonorPerfect, generated membership renewal notices, donor receipts, and recognition/appreciation documents x Prospected potential grants and foundations, tracked proposal and reporting deadlines x Database processing and cleaning of donor tracking system DRAFT
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x Filed annual property tax statements for foundation land acquisitions Mennonite Central Committee, Santa Cruz, Bolivia, Connecting Peoples Facilitator (Oct 2011-Jan 2015) and Field Office Accountant (June 2014-Jan 2015) x Recruited, supervised, and mentored an international team of 5 junior staff (and grew it to 7) who were seconded to local partner organizations
x Designed and implemented on-boarding and off-boarding orientations and de-briefing sessions for all incoming and outgoing staff, provided HR support for team x Developed objectives, tracked, and measured impacts for three-year project plan, allocating and managing its $130k annual budget, which was used as a regional best practice model for projects focused on peacebuilding, advocacy, and intercultural exchange
x Planned and coordinated professional development meetings and retreats to foster worker self-care and facilitate constructive relationships in a multicultural and bilingual team x Provided financial accounting for the Bolivia field office to balance the $770k annual country program budget and reconcile expense reports for 24 workers KIPP DuBois Collegiate Academy, Philadelphia, PA, Academic Support (Sep 2010-June 2011) x Provided individual and group-based supplemental learning support to students x Input and analyzed benchmark data, consolidated, and reported results to administrators Hope Refugee Services, Buffalo, NY, Refugee Case Worker/ESL Co-Teacher (May-Aug 2009) x Advocated and mediated for refugees between social services, healthcare providers, landlords, telecommunications providers, and various businesses x Co-taught an 8th grade ESL summer school program through Buffalo Public Schools Food for the Hungry International, Apac, Uganda, Junior Project Officer (Oct 2008) x Conducted a community needs assessment through qualitative and quantitative research x Surveyed Food )RUWKH+XQJU\,QWHUQDWLRQDO¶VFKLOGGHYHORSPHQWSURJUDPVLQWZRUXUDO communities
SKILLS
x Managerial and leadership experience in cross-cultural, multi-lingual contexts x Training with CliftonStregnths Coaching
x Customer service, interacting with high-level donors, and managing client relationships x Data gathering, manipulation, and presentation using Survey Monkey and Excel x Fluency in Microsoft Access, Powerpoint, DonorPerfect, SmartSheet, Google Drive, FasWin accounting software, multiple video conferencing platforms x Grant writing, grantmaking and evaluating
x Event planning, organization, and logistics for large groups of people in multicultural contexts
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Firm Qualifications and References
TPG LVDOHDGLQJFRQVXOWLQJ¿UPSURYLGLQJassessments, leadership development, strategic planning, executive coaching, and other specialized services since 2013. We accelerate individual, team, and organizational needs that supply the right combination of ideas and expertise to guide our clients to build on their strengths, navigate obstacles, and meet their mission. We have over a decade of experience working with government entities. The following four tables provide references and examples of work we have completed that are of similar scope to this RFP.
Key Staff:
Dr. Lyn Corbett and Kirsten Navis
Project #1 Reference #1
Company Name
San Diego County Emergency Medical
Services Office/ CAL Fire
Project Contact Name:
Jeff Colins
Project Name & Contract Amount
Strategic Plan, $87,000
3URMHFW&RQWDFW¶V5ROH7LWOH
Director
Project Start Date (Month, Day, Year)
June 1, 2022
Phone Number & Email Address
619-339-0283, [email protected]
Project End Date (Month, Day, Year)
November 5, 2022
Address:
5560 Overland Ave Suite 400,
San Diego, CA 92123
Organization employee count:
~100 (including County Office and CAL Fire)
Quantity of conducted information-gathering
sessions that generated feedback on
projects with government entity Staff:
15+ staff or steering committee meetings
30+ stakeholder interviews/focus groups
~950 stakeholder surveys
Established Strategies that increased
participation with the State workforce and/or
facilitated in change management:
x Review of current EMS Office
practices, processes, and activities.
x Where the EMS Office is headed in the
next five ± ten (5-10) years.
x How the EMS Office can evolve to
bring innovative vision and leadership
to the EMS community.
x Facilitated interviews/discussions with
stakeholders
x See attached outward facing strategic
plan for specific strategies developed
during this project
Description of training workshops that were
facilitated and coordinated for leadership
teams related to Strategic Plan
implementation and ongoing monitoring:
x With the help of County staff input,
developed the EMS organizational
mission, vision, and values statements.
x Administered an Employee
Engagement Survey
x With the help of County staff and
stakeholder input, create an EMS
strategic plan to include goals,
framework, and measurable objectives
and operationalizing companion
document
Description of relevant experience:
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The strategic planning process used a highly collaborative, multi-phase approach which allowed us to hear from stakeholders, evaluate internal capacity and external context, and strategize future goals, objectives and activities. The initial steps focused on gathering and analyzing data and feedback to identify critical issues. We then focused on strategic workshopping that culminated in specific and relevant goals and objectives in the form of a roadmap that the County Emergency Medical Services Office will use to implement and monitor future activities.
Key Staff:
Dr. Lyn Corbett and Kirsten Navis
Project #2 Reference #2
Company Name
Privacy Rights Clearinghouse
Project Contact Name:
Meghan Land
Project Name & Contract Amount
Strategic Plan, $15,000
3URMHFW&RQWDFW¶V5ROH7LWOH
Director
Project Start Date (Month, Day, Year)
4/13/2019
Phone Number & Email:
(619) 298-3396, [email protected]
Project End Date (Month, Day, Year)
7/7/2020
Address:
https://privacyrightsclearinghouse.org/
Organization employee count:
~10 (including staff and board)
Quantity of conducted information-gathering
sessions that generated feedback on
projects with government entity Staff:
15+ staff or board committee meetings
8+ stakeholder interviews/focus groups
~190 stakeholder surveys
Established Strategies that increased
participation with the State workforce and/or
facilitated in change management:
x Review of current organization
practices, processes, and activities.
x Where the organization is headed in
the next three-five years.
x How the organization can evolve to
bring innovative vision and leadership
to the privacy rights arena.
x Facilitated interviews/discussions with
stakeholders
x See attached outward facing strategic
plan for specific strategies developed
during this project
Description of training workshops that were
facilitated and coordinated for leadership
teams related to Strategic Plan
implementation and ongoing monitoring:
x With the help of staff input, developed
the organizational mission, vision, and
values statements.
x Workshop topics on Theory of
Change
x With the help of County staff and
stakeholder input, create an strategic
plan to include goals, framework, and
measurable objectives.
x Facilitated the development of an
operationalizing plan and process
timeline
Description of relevant experience:
The strategic planning process used a highly collaborative, multi-phase approach which allowed us to hear from stakeholders, evaluate internal capacity and external context, and strategize future goals, objectives and activities. The initial steps focused on gathering and analyzing data and feedback to identify critical issues. We then focused on strategic workshopping that culminated in DRAFT
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specific and relevant goals and objectives in the form of a roadmap that Privacy Rights Clearinghouse will use to implement and monitor future activities.
Key Staff:
Dr. Lyn Corbett and Kirsten Navis
Project #3 Reference #3
Company Name
Sacramento Steps Forward
Project Contact Name:
Lisa Bates
Project Name & Contract Amount
Strategic Plan, $40,000
3URMHFW&RQWDFW¶V5ROH7LWOH
Executive Director
Project Start Date (Month, Day, Year)
2/03/2021
Phone Number & Email
(619) 298-3396, [email protected]
Project End Date (Month, Day, Year)
9/14/2021
Address:
2150 River Plaza Drive, Suite 385
Sacramento, CA 95833
Organization employee count:
~25 (including staff and board)
Quantity of conducted information-gathering
sessions that generated feedback on
projects with government entity Staff:
20+ staff or board committee meetings
10+ stakeholder interviews/focus groups
Established Strategies that increased
participation with the State workforce and/or
facilitated in change management:
x Review of current organization
practices, processes, and activities.
x Where the organization is headed in
the next three-five years.
x How the organization can evolve to
bring innovative vision and
leadership.
x Facilitated interviews/discussions with
stakeholders
x See attached outward facing strategic
plan for specific strategies developed
during this project
Description of training workshops that were
facilitated and coordinated for leadership
teams related to Strategic Plan
implementation and ongoing monitoring:
x With the help of staff input, developed
the organizational mission, vision, and
values statements.
x Workshop topics on Theory of
Change
x With the help of staff and stakeholder
input, create a strategic plan to include
goals, framework, and measurable
objectives.
x Facilitated the development of an
operationalizing plan and process
timeline
x Effective team building, values
statement development, strategy
review, mission and vision review,
and establishment of program goals
and priorities.
x Finalize existing strategies and
development of an internal/external
strategic planning document.
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City of Richmond Teambuilding and Strategic Planning
x The development of measurable
benchmarks and timelines and an
implementation strategy.
x Completed interviews and analysis of
SSF Board Members.
x Completed 360 LPI leadership
assessments and/or Core Capacity
Assessment Tool
Description of relevant experience:
The strategic planning process used a highly collaborative, multi-phase approach which allowed us to hear from stakeholders, evaluate internal capacity and external context, and strategize future goals, objectives and activities. The initial steps focused on gathering and analyzing data and feedback to identify critical issues. We then focused on strategic workshopping that culminated in specific and relevant goals and objectives in the form of a roadmap that SSF will use to implement and monitor future activities.
A secondary component to this project was facilitating employee training sessions to further GHYHORSWRROVIRUFROODERUDWLRQDQGHQKDQFHPDQDJHUV¶DELOLWLHVWRJHQHUDWHHQWKXVLDVPDQG individual confidence personally and in the strategic plan.
Key Staff:
Dr. Lyn Corbett and Kirsten Navis
Project #4 Reference #4
Company Name
Sonoma County Human Services
Project Contact Name:
Martin Graff
Project Name
Executive Team Development and Retreats
3URMHFW&RQWDFW¶V5ROH7LWOH
Organizational Development Manager
Project Start
11/2021
Phone Number & Email
(707) 565-5906, [email protected]
Project End Date
Current
Address:
3600 Westwind Boulevard
Santa Rosa, CA 95403
Description of relevant experience:
Scope of Work: Retreat Planning and Facilitation, Assessments, and Executive Coaching x TPG administered The Five Behaviors of a Cohesive Team assessment-based learning experience designed to help individuals and organizations reveal what it takes to build a truly cohesive and effective team in the most approachable, competent and effective way possible. Unified and energized staff by helping them appreciate each other and work WRJHWKHUWRDFKLHYHWKHRUJDQL]DWLRQ¶VPLVVLRQ
x TPG organized and scheduled design, meeting facilitation, and follow-up based on Sonoma County prioritizations and needs. Tasks included attending meetings, co- developing overarching retreat goals, meeting with any committees, developing retreat pre- work and agendas, developing handouts, facilitating discussions, and confirming follow-up assignments. TPG provided onsite retreat activities and facilitation, including pre-work and post-work.
x TPG administers follow-up coaching.
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City of Richmond Teambuilding and Strategic Planning
Copy of Previous Strategic Plan
See the end of this document for a copy of the strategic plan TPG developed for San Diego County Emergency Medical Services (EMS).
Exceptions to this RFP
TPG does not take any exceptions to this RFP.
Statement of Impartiality and Disclosure
TPG is not currently and will not, during the performance of these services, participate in any other similar work involving a third-party with interests currently or likely to be in conflict with the &LW\RI5LFKPRQG¶VLQWHUHVWV$GGLWLRQDOO\73*GRHVQRWKDYHDQ\SHQGing or active investigations or litigation.
Schedule & Cost Information Table
Proposed Approach Timeline
We work with our clients to develop a project timeline that works for them. The anticipated timeframe for this project is March 2023 through the 2nd quarter of 2025.
See the Schedule & Cost Information Table (below) for a detailed timeline.
Cost Information
The total price proposal with contingency is $288,796.00 to complete all tasks identified in the City scope of services.
See the Schedule & Cost Information Table (below) for a detailed cost breakdown.
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Option for Extension
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1006
For the Contract between the City of
Richmond and
EXHIBIT B
PAYMENT PROVISIONS
{PLEASE NOTE THAT THE CITY OF RICHM
OND SHALL NOT PAY FOR SERVICES
THAT EXCEED THE CONTRACT PA YMENT 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 Contra ctor 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 a fter 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.
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1007
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:
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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, DRAFT
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import, and otherwise distribute under all applicable inte llectual 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.
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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 C ontract's termination (or for any further period that is required by law) and until all Fede ral or State audits are complete and exceptions resolved for this contract's funding period. Upon request, CONTRACTOR shall make thes e 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.
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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 DRAFT
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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.
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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 DRAFT
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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 DRAFT
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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 DRAFT
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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 DRAFT
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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.
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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 DRAFT
1019
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.
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1020
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.
DRAFT
1021
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):
DRAFT
1022
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.
DRAFT
1023
___ 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 Self- Insure, signed by the California Department of Industrial Relations and Self- Insurance. 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.
DRAFT
1024
___ 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 R EQUIRED 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.
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1025
___ 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.
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April 4, 2023
Community Development
& Community Services
DATE: April 4, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Lina Velasco, Director of Community Development
LaShonda White, Deputy City Manager – Community
Services
Subject:
Richmond Rapid Response Fund (R3F) Update
FINANCIAL IMPACT: There is no financial impact to receiving this report. On June 21, 2021, City Council approved a $1 million
allocation from the City’s American Rescue Plan Act fund to support this work (13631063-400201-AR238).
PREVIOUS COUNCIL
ACTION:
February 15, 2022, August 1, 2022 , and November 22,
2022
STATEMENT OF THE
ISSUE:
The Richmond Rapid Response Fund (R3F) is providing
an update on their rent assistance and direct
disbursement assistance work, including the number of
residents assisted and funds disbursed through the
program. City staff will also provide an update on the
status of the strategic planning process and their work related to the development of a pilot Guaranteed Income Program.
RECOMMENDED ACTION:
RECEIVE a report from the Richmond Rapid Response
Fund Program (R3F) including updates on funds
disbursed, residents served, and strategic plan and
guaranteed income program development; and
PROVIDE direction to City staff – Community
Development/Community Services (Lina Velasco 510-
620-6841/LaShonda White 510-620-6828).
AGENDA
REPORT
1027
April 4, 2023
DISCUSSION:
Background
On June 21, 2021, City Council allocated $1 million in the City’s American Rescue Plan Act (ARPA) funds to the Richmond Rapid Response Fund (R3F) to support Richmond residents negatively impacted by the COVID-19 pandemic through direct financial disbursements, rent assistance, and the research and development of a guaranteed income program. On February 15, 2022, City Council approved an initial $600,000 contract with West Contra Costa Education Fund West(Ed Fund), fiscal sponsor for R3F, to support direct disbursements and rent relief. In addition, on August 1, 2022, the City Council approved a $125,000 contract with Dalberg Consulting Firm (Dalberg) to support a strategic planning effort for R3F and to support the development of the guaranteed income program (EdFund/R3F contributed $25,000 towards the total cost of the contract). City staff plans to amend the EdFund/R3F contract at the end of Fiscal Year (FY) 2022-23 to add the remaining $300,000 in ARPA funds allocated by City Council that are anticipated to be used in support of a guaranteed income pilot program.
Table 1: City Council ARPA Allocation for R3F
Allocation Spent or
Encumbered
Remaining
Support to Families $600,000 $325,000 $275,000
Direct Disbursements $25,000
Rent/Mortgage Relief $300,000
Guaranteed Income Program $400,000 $100,000 $300,000
Contract with Dalberg $100,000 0
Guaranteed Income Pilot $300,000
Total ARPA Allocation $1,000,000 $425,000 $575,000
EdFund/R3F and City staff provided an update to City Council on November 22, 2022, and per City Council direction, are returning to provide further updates. This report and the presentation will provide an update on R3F’s success in assisting Richmond residents, negatively impacted by the COVID-19 pandemic, and the status of R3F’s current and future programs including the initial work regarding guaranteed income.
Impact of Richmond Rapid Response Fund (R3F)
The Richmond Rapid Response Fund (R3F) is a community-led asset serving Richmond residents most vulnerable to systematic harm by mobilizing resources to individuals and families to meet their basic needs. R3F is a wrap-around initiative that was developed to meet the immediate and ongoing needs of the community during the 1028
April 4, 2023
COVID-19 pandemic and beyond (www.richmondresponsefund.org). R3F’s key priority areas include food and essential supplies, economic recovery and security, housing and homelessness, health and healing, and education and learning. Shortly after March 2020, R3F was created to support Richmond residents experiencing financial hardship due to the COVID-19 pandemic, connecting residents to resources through R3F’s network of community-based organizations via the West Contra Costa Cares Coalition.
To-date, R3F has provided $1,027,000 in support to 1,177 Richmond residents impacted by COVID. The information below represents all revenue sources including funds from the City of Richmond’s current ARPA allocation:
Direct Financial Disbursements:
o 1,100 families have been served totaling $550,000, of which 50 families were supported using ARPA funds ($25,000)
Rent Assistance:
o 77 families were assisted totaling approximately $477,000, of which 59 families were served with ARPA funds ($300,000)
Table 2: ARPA vs Non-ARPA Support
ARPA NON-ARPA TOTAL
#
Supported
Amount #
Supported
Amount #
Supported
Amount
Direct
Disbursements
50 $25,000 1,050 $525,000 1,100 $550,000
Rent Assistance 59 $300,000 18 $177,000 77 $477,000
Totals 109 $325,000 1,068 $702,000 1,177 $1,027,000
For the rapid response cash assistance, R3F coordinated with partners from the West Contra Costa Cares Coalition to further connect families with a resource and referral network for ongoing needs and support. Through data provided by direct recipient reports and partner financial data collection, R3F observed that residents overwhelmingly spent funds on food, utilities, rent, transportation, and school and household supplies. R3F found that investments went most often into two of the lowest income zip codes in Richmond (94801 and 94804).
R3F Strategic Planning Process
The City of Richmond partnered with R3F staff to prepare a request for proposals (RFP) seeking a consultant to support R3F in strategic planning, future program development (primarily focused on a guaranteed income pilot program), and a governance structure.
After a competitive bidding process, the Richmond City Council approved a $125,000 contract with Dalberg and Empathy in Action on August 1, 2022. The strategic planning effort, which was funded jointly by the City ($100,000) and R3F ($25,000), began in September 2022. Dalberg has expertise in cross-sector collaboration locally, nationally, 1029
April 4, 2023
and internationally. Empathy In Action is a Richmond-based non-profit that collaborates with other Richmond-based organizations supporting outreach and engagement.
In late 2022, the consultants facilitated research on proposed governance and sustainability models, yielding preliminary discussion and draft strategies on a governance structure. Currently, the consultants are working to refine the strategy with the R3F core team and the West Contra Costa Cares Coalition. Over the next several weeks, R3F and the consultants will finalize the draft strategy for submission to City staff and members of the core team to develop, implement, and transition the new governance structure and associated bylaws. Additionally, efforts to invite community stakeholders to participate and provide feedback on the process has commenced.
The consultants have conducted over 25 interviews with key stakeholders to inform the strategic plan. In addition, Empathy In Action has engaged 280 predominantly low- income residents of Richmond representing a demographic and socioeconomic cross- section to assess the needs and aspirations of the community. The key findings were that economic security was the greatest need and desire of participants followed closely by housing. Non-English-speaking residents were more likely to feel that their needs were not addressed and based on resident feedback cash disbursements would allow varying needs to be met. Moving forward, R3F may focus more on guaranteed income (GI) instead of direct rent relief.
Targeted/Guaranteed Income Pilot Program
Dalberg also supported R3F in evaluating the creation of a pilot GI program (also referred to as a targeted income program). Per the City’s contract, funding for a GI program pilot would come from allocated ARPA funds. R3F has experience setting up mechanisms for financial disbursement and enhancing wrap-around service collaboration for recipients.
The GI work also aligns with former Councilmember Demnlus Johnson III’s recommendation to look for GI models for the City of Richmond as part of the work on Race, Equity, and Inclusion (June 2021). GI has been shown to close financial gaps for both race and gender especially for those who face higher rates of poverty than their white and male peers. R3F worked with graduate students from UC Berkeley’s Goldman School of Public Policy and School of Public Health to administer a feasibility study regarding the populations in Richmond who will receive the greatest impact from a GI program. R3F also connected with regional and statewide communities of practices and interviewed key leaders who have implemented GI pilot programs and other direct cash policies.
More than 100 GI programs are currently active across the country, many of which are utilizing ARPA funds for their pilots. Interest in GI has sparked the development of a Contra Costa Working Group, funded by Y&H Soda Foundation, that is dedicated to curating a blueprint for GI in the county. Local jurisdictions like the County of Santa Clara and the City of Stockton implemented pilot GI programs in their communities. 1030
April 4, 2023
Currently, several West County Cares Coalition partners, who have worked with R3F, are offering support to the Budget Justice Coalition’s County budget proposal, and specifically, the adoption of a GI fund of $3 million for Contra Costa County.
R3F is beginning to engage with leadership in County departments in order to make waivers to protect GI participants from losing their benefits. R3F is also fundraising and working with leaders in the GI space such as the Economic Security Project and Mayors for Guaranteed Income to provide technical assistance to implement the program successfully while building political will and engaging the community.
Next Steps
R3F is bringing on a fellow to further support and continue its work to support Richmond residents negatively impacted by the COVID-19 pandemic and achieve an equitable recovery. R3F will continue to provide regular updates to City staff and City Council on the use and impact of ARPA funds on the Richmond community, as well as the continued research and development of a GI program.
DOCUMENTS ATTACHED:
Attachment 1 – PowerPoint
1031
Richmond Rapid Response Fund
Updates and Guaranteed Income
1032
ABOUT R3FABOUT R3F
R3F brings investments and amplifies
value of Richmond and its residents.
In response to the historic and ongoing Covid-19 pandemic, the City of Richmond partnered with community organizations to establish a Richmond Rapid Response Fund (R3F) to assist Richmond residents with essential needs related to health, housing, education, economic recovery, healing, and social services. 1033
Food andEssentials
EconomicRecoveryand Security
Health andHealing Educationand Learning Housing andHomelessness R3F will advocate for and create
healing-centered, racially just policies,
practices, and investments in these
areas and any others that emerge.
Economic Justice is
foundational to our priorities.
1034
CARES Act
$150k allocated by the
City of Richmond
$92,000 on rental assistance for 18 homes
(~$5k each)
$37,100 on direct cash grants to 74
individuals (~$500 each)
The City of Richmond has supported R3F from its
inception by providing access to federal emergency
aid and relief allocations
$20,900 admin and partner disbursement funds
1035
$550,000
in 1,100 direct cash
grants
$477,000
in rent relief funds for
77 families
$1,027,000
to support Richmond
residents in need since
2020
Since the onset of COVID 19 pandemic, R3F has
disbursed almost $1.2 milllion to directly support
Richmond residents most in need.
Since inception, R3F has focused on disbursing resources into the hands of community members in need...
R3F has leveraged these local dollars to bring in
philanthropic funding, raising ~$2 Million since
inception.
1036
The City of Richmond has supported R3F from its inception by providing access to federal emergency aid and relief
allocations
ARPA
$600k allocated
by the City of
Richmond
$70,000 allocated to administration
$230,000 as cash for disbursements
$300,000 rent and mortgage relief
$100,000 GI Program Development
1037
RENT RELIEF
Through partnerships with RNHS, CDHC, Sparkpoint CC, RCF CONNECTS, and Rentboard, R3F was able to backbone the development of the first rent assistance program dedicated solely to Richmond landlords and tenants.
Renters received financial counseling and information about their rights Renters who complete additional financial literacy classes were eligible for additional supports
Assisted landlords and
tenants facing financial
hardship due to the
COVID-19 Pandemic
Spearheaded the development
of the first rent assistance
program dedicated solely to
Richmond landlords and
tenants
1038
March 2020
R3F was established to
support Richmond
residents experiencing
financial hardship due to
the COVID-19 pandemic
2021
R3F received $150,000 in CARES Act funds from
the City of Richmond and were successful in
quickly disbursing funds to support 74 residents
with direct disbursements and 18 households via
rental assistance
June 2021
Richmond City Council unanimously approved
Councilmember Demnlus Johnson III’s
recommendation to look for GI models for the
City of Richmond as a part of Councilman's
Race, Equity and Inclusion packet.
R3F has evaluated the creation
of a pilot guaranteed income
(GI) program. R3F’s desire to
implement a GI program was
informed by a community
assessment process focused
on economic recovery and
security.
R3F /City of
Richmond
History
1039
Former Councilmember Demnlus Johnson III
The recommendation to look for GI
models is an extension of the City of
Richmond’s Government Alliance on
Race and Equity GARE work dating back
to 2016. Former Council Member
Johnson, sought to adopt action items
and develop policies that will eliminate
disproportionalities for Richmond's
Black, Indigenous, People of Color.
Lina Velasco
LaShonda White
R3F has been in close partnership with Lina Velasco and LaShonda White as they prospect funders. Many funders
vision a model that centers efforts on narrative change and community governance to inform policy shifts and
sustainability levers forged in a joint effort between the City and R3F.
Director of Community
Development
Deputy City Manager of
Community Services
Mayor Eduardo Martinez
Shasa Curl
City Manager
1040
Mountain View, CA
$1,000,000 ARPA Funds
Cities that directly
invested in GI funding
South San Francisco, CA
$800,000 ARPA Funds
St. Paul, MN
$120,000 CARES ACT
Richmond, VA
$120,000 CARES ACT
Yolo County, CA
$75,000 State's Office ofChild
Abuse Prevention
$100,000 Cannabis Tax
Los Angeles, CA
$6,000,000 General Fund
Chicago, IL
$30,000,000 ARPA Funds
Richmond, CA
$300,000 ARPA ACT
1041
All individuals are
eligible
Raise economic floor
Unconditional
Cash payment
Reoccurring/Periodic
Basic Income Targeted/Guaranteed Interactive
Targeted on
geography and
demography
Raise economic floor
All individuals are
eligible
Unconditional
Cash payment
Reoccurring/Periodic
Set an economic floor
Meet floor through
combination of wages, tax
credits, employer
compensation
Remodel to changing
individual situation
Unconditional
Cash Payment
Periodically evaluated
Types of Basic Income
1042
what is GUARANTEED INCOME?
Guaranteed income is a type of cash transfer program that provides continuous unconditional cash transfers to individuals or households. This differs from typical social safety net programming/subsidies by providing a steady, predictable stream of cash to recipients to spend however they see fit without limitations.
Direct cash payments are seen as
an anti-poverty tool that provides
recipients the flexibility to prioritize
their needs and spend the money
where they need it most.
Cash payments are
given with no strings
attached
Unlike Universal Basic Income,
Guaranteed Income is paid out to
a targeted group of people
1043
Richmond's Need of Guaranteed Income
Inform local policy and budget
decision-making
Contribute to growing body of work
Increase collaboration across sectors
to meet the needs of residents
Elevate City of Richmond and
philanthropic support to city
Richmond Residents:
For R3F, City of Richmond,
Community Partners & Community
At Large
Secure Richmond families
Support recovery
Ground truth resident needs and experiences
Provide meaningful leadership opportunities to
community experts who can contribute to
systems transformation
Increase impact of cash support by amplifying
voices of residents and educating & engaging
community
1044
"Thank you for considering me and trying to take care of the folks of Richmond. Being laid off for the summer due to COVID and finding out I am going to get rehired in the Fall but my hours are cut due to funding.
This would help out so much!"
"I lost my daughter October 31st and my little cousin 2weeks later due to gun violence, I have been depressed and in a lot of pain and have not been able to work and also due to the pandemic." "The grant would really be helpful to me during COVID-19 to have access to my insulin which is so expensive, sometimes I cannot afford it when I have to choose between groceries and bills."
1045
""If this is all I have to do to show support for this amazing work, I feel it is not enough!
When I reached out to SparkPoint, I was packing my 1bed room apartment up and on the verge of being evicted with my 9 year old son.
The pandemic hit me hard, and I was so overwhelmed with lack of funds that I was in a very dark place mentally and financially.
I received the funds from SparkPoint and it was exactly what I needed to get my head above water. I am tremendously appreciative and thankful for this program, the city of Richmond and everyone that was a part of supporting me and my son keep our housing. Please continue to support the community in this way. God Bless you All!!! 1046
Pilot Data
and Trends
Most money was spent on necessities:
food & utilities
Participants were more likely to find
employment
Helped people reach a place of financial
stability
Participants reported better mental health
and lower rates of hunger
1047
A guaranteed income program focused on economic security could help level the playing field for some families and communities.
1048
R3F's Guaranteed Income Vision
Implement a program in order to
stabilize families, improve standard
of living and provide cash flow
Supplement restricted/paternal
programming
Build the field/Change the
Narrative/Support the Movement
Build relationship with the most
impacted and leverage community
expertise for people centered
programming
Objectives:
Focus on highlighting dignity
rather than the disparities of
Richmond Residents
Learning more about how cash
flow can improve the well-being
of Richmond families
Bring ease to Richmond families
in need of support
Collaborate for deeper impact
Goals:
1049
Narrative
Change in
Richmond
Narrative change work is so important for a
community like Richmond. The stories told and
the reputation we have is not always one that is
told in our favor, we want everyday people living
here to be able to share their true authentic
stories in order to change the systems that
seem to withhold them from opportunities,
demean our folks and justify disinvestment.
1050
Community Dreams
Assessement
Reflections
1051
‹#›
The community is interested in cash
disbursement over policy work.
Of those who noted that R3F should focus on
guaranteed income / direct cash disbursements,
respondents expressed that they would use
the funds for housing, financial security, food,
rent, and essential supplies
Community members also identified the need for
multiple forms of fund distribution, ranging from
pre-paid debit cards to in person check pick
up.
Key insights:
Respondents preferred that R3F use its resources towards GBI/direct cash disbursements
Fund Utility Net
total
% of total
respondents
(286)
fund to support food/essential supplies 54 18.88%
funds to support financial security 49 17.13%
fund to support housing 41 14.34%
funds for rent 22 7.69%
fund to support transportation 15 5.24%
funds to support physical health 14 4.90%
funds to support mental health 9 3.15%
fund to support education 8 2.80%
fund to support community events 6 2.10%
Fund Distribution Net
total
% of total
respondents
(286)
funds as debit card 27 9.44%
funds as cash 25 8.74%
funds via direct deposit 22 7.69%
funds via check 18 6.29%
funds via app (cash ap, zelle, venmo) 15 5.24%
funds through community leaders 13 4.55%
funds as gift cards, not cash 10 3.50%
funds need to be monitored 9 3.15%
funds as food vouchers 7 2.45%
funds received in-person 4 1.40%
Direct Cash Disbursement or Policy Work?
Net
total
% of total
respondents
(286)
gbi or direct cash disbursement 107 37.41%
policy work 37 12.94%
grant program for non profits 9 3.15%
grant program for businesses 8 2.80%
1052
The strongest data point is that residents want a cash disbursement program. The second strongest data point is that residents want this to help with their financial security. They would most likely be used to cover food and essential supplies, as well as critical bills like rent and utilities. Many mentioned a regular monthly stipend would give them the opportunity to get ahead, to begin to thrive instead of survive.
When asked what monthly out-of-pocket amount would be helpful for you and your loved ones, the answers ranged from $250 ; $20,000 ; average range was $500-$2000; $500-$1000 average payment for utilities such as electricity, water, internet.
Best ways to access these funds: variety of ways noted- cash, direct deposit, prepaid gift cards, gift cards to local businesses, checks. Community would like options for fund access.
Residents would like to see the R3F embody community governance by integrating Richmond community members and organizations into the infrastructure of R3F and utilize their perspective to give continuous feedback on how the funds should be used. They want R3F to offer local round tables, presentations and training about this resource and how to access it; these opportunities need to meet the community where they are at (physical location).
Key insights:
Respondents are interested in R3F doing both cash
disbursement program and engaging in policy work
1053
Strategic Planning
Reccommendations
1054
EdFund West’s support has been helpful, and
the low-cost organizational infrastructure can
support the R3F’s strategy as the program
becomes established.
To enact its core principles and devote resources towards its mission, R3F will remain a sponsored program with EdFund West
R3F will continue as a fiscally sponsored
project of EdFund West while building its
capabilities towards becoming an
independent 501(c)(3).
NEAR-TERM BENEFITS OF FISCAL SPONSORSHIP
Allows R3F to focus on mission and programs,
rather than administration and compliance
Provides low-cost support functions
Offers mentorship and capacity building from a
locally trusted organization
Gives access to established network of donors
and partners
Establishes a strong governance structure for
board of directors
Secures a track record with donors
Applies for grants that require status
Strengthens reporting structures
R3F may seek 501(c)(3) status once it:
TARGETING INDEPENDENT NON-PROFIT STATUS
1055
In the upcoming year, R3F will expand its
current governance structure through a
dedicated governing council comprising
two groups
Two smaller governance groups
PROPOSED CHANGE
The separate groups ensure that community experts feel
comfortable providing input in a collaborative, democratic model. However, this does not preclude the possibility of R3F combining the two groups after some time.
Board of
advisors
Community
experts panel
5-10 voting members with ties to Richmond, including:
Designated seat for representative from City of
Richmond
Funders and/or fundraisers
Technical experts (e.g., accountant, lawyer, tech)
Content experts (e.g., researcher, policy expert)
Meet quarterly to provide guidance on strategy &
governance topics
Provide ongoing advocacy support by fundraising for
R3F & elevating its mission in different forums
Must commit to providing time, talent, and/or treasure
Elected by the current Core Team
Serve a 3-year term with possibility of renewal
Composition:
Responsibility:
Legitimacy:
~10 members which are Richmond residents and hold target lived experiences (e.g., low-income, POC, small business owner)
Meet monthly to have specialized, in-depth conversations on R3F’s programming
Chair of the panel would be a Board member & ensure there is constant communication across both groups
Members receive compensation for their time & knowledge Nominated by community members engaged through
community dreams assessment & appointed by Executive
Director
Serve a 3-year term with possibility of renewal
Composition:
Responsibility:
Legitimacy:
Both groups will compose the governing
council with a balance of powers across
these bodies, drawing on Contra Costa’s
Office of Racial Equity and Social Justice
(ORESJ) community-guided model.
R3F
1056
HUDSONUP GI PILOT
Hudson, New York
NEWARK MOVEMENT FOR
ECONOMIC EQUITY
Newark, New Jersey
ABUNDANT BIRTH PROJECT
San Francisco, CA
Overview of pilot
Eligibility Criteria
Additional Levers
for Change
Public
Contributions
Philanthropic
Contributions
$$500 monthly for five years to 128
participants
Adult residents of Hudson who earn less
than the median annual income of the
city
Research for policy change
Optional financial coaching and life
skill services
Hudson Mayor’s office supported second
pilot of fifty participants
Initial contributions from Jain Family Institute
and Economic Security Project Planning grant
from Mayors for Guaranteed Income (MGI)
Additional $2.2m in private philanthropic
funds identified as of 2021
$1k to $1.5K monthly to 150 mothers for pregnancy
duration and first two months of baby’s life
Pregnant Black and Pacific Islander people in
first 6 months of pregnancy
SF-resident with annual income <$100k
Research for policy change
SF Dept of Public Health initially provided $200k
City and state funding totaling $6.5m announced
in December 2022 to expand program to new
counties
Initial contributions from Hellman Foundation, Jack
Dorsey, Genentech
Additional funders include California Preterm Birth
Initiative at UCSF, Kellogg Foundation, Economic
Security Project, Walter and Elise Haas, San
Francisco Foundation, and others
STRATEGYFUNDING
Collaborative partnership with local government is an important factor in the success of guaranteed basic income models...
Sources: [1] Newark Movement for Economic Equity & Building Financial Security: Newark’s Roadmap Toward a Guaranteed Income, Conversation with Kevin Callaghan from Newark Movement for EconomicEquity; [2] HudsonUP & Year 2 Report; [3] Expecting Justice: Abundant Birth Project, UCSF California Preterm Birth Initiative, conversation with Zea Malawa & Michaela Taylor from Abundant Birth Project $250 biweekly or $3K twice yearly for two
years for 400 participants
Adult residents of Newark whose
household income is less than 200% of
Federal Poverty Line, with a focus on
those experiencing housing insecurity
Research for policy change
Financial coaching services
Federal ARPA funds administered by
the City of Newark
Initial contributions from Jain Family
Institute and Economic Security
Project Planning grant from Mayors
for Guaranteed Income (MGI)
Additional $2.2m in private
philanthropic funds identified as of
2021
1057
$500 monthly for 12 months for 155
participants
MADISON FORWARD FUND
Madison, Wisconsin
NEWARK MOVEMENT FOR
ECONOMIC EQUITY
Newark, New Jersey
MAGNOLIA MOTHER'S TRUST
Jackson, Mississippi
Overview of pilot
Eligibility Criteria
Additional Levers
for Change
Community Role
Governance
Structure
Post Pilot
Programming
Focus
Adult residents of Madison living with at
least one child and whose household income
is less than 200% of Federal Poverty Line
Research for policy change
No, Madison residents are not directly
engaged in program design or
implementation
Implemented through various partnerships with
research institutions, benefits administrator, and City of Madison
Advised by task force composed of Mayor-appointed
policy experts, researchers, CBO representatives, and
city councilmembers
Currently has not stated plans for further
programming
$250 biweekly or $3K twice yearly for two
years for 400 participants
Adult residents of Newark whose household income
is less than 200% of Federal Poverty Line, with a
focus on those experiencing housing insecurity
Research for policy change
Financial coaching services
Unclear how community has been engaged
Implemented by City of Newark
Advised by task force composed of researchers, CBO
representatives, city government staff, funders, and capacity building partners
Decision making conducted by Mayor
City of Newark plans to use pilot results to
appeal to state and federal policymakers
and expand the program
$1K monthly for 12 months to 95 mothers
Black mothers ages 21-45 with a child that reside in
specific subsidized housing communities and are in
good standing (i.e., not in process of being evicted)
Research for policy change
College savings account for each child
Access to support services (e.g., social worker)
With support from the program, participants become
community advocates to share their stories with
media and government
Implemented by Springboard to Opportunities,
a local nonprofit
Governed by Springboard to Opportunities’
Board of Directors
Program aims to provide data and
critical narratives to shape federal
policy on guaranteed income
STRATEGYGOVERNANCESUSTAINABILITY
Madison, Newark, and Jackson – among ~100 others - have launched guaranteedincome pilots with different strategies and governance models Sources: [1] Madison Forward Fund, [2] Newark Movement for Economic Equity & Building Financial Security: Newark’s Roadmap Toward a Guaranteed Income, [3] Magnolia Mother’s Trust 2021-22 Evaluation Report & PBS article on MMT 1058
5 A representative from the City will have a designated voting seat on the Board of Advisors (BOA). The representative will sit alongside content experts, technical experts, and funders.
The Chair of the Community Experts Panel (CEP), who will also be a BOA member. They will serve as the official liaison between the two groups, while the R3F Director may support the Chair of the CEP in an unofficial manner
When the CEP makes decisions directly involving R3F funds (e.g., amount to be disbursed for emergency cash relief), the BOA will be required to sign off on these decisions as part of their mandate to maintain financial oversight over the
organization. The BOA’s role in these situations will be to either i) support the CEP’s decision if it does not present a financial or reputational risk for the organization or ii) recommend the CEP revisits the decision given that the BOA has identified clear and highly likely risks to the organization. If the latter occurs, the CEP will need to reconsider the decision with the additional information received by the BOA and reach a conclusion that satisfies both groups.
The City of Richmond will be a key stakeholder in governance, providing advisory support to achieve R3F’s mission for the community
BENEFITS OF PROPOSED
GOVERNANCE MODEL
Presents a collective impact
model representing public and
private actors alongside and
empowering community leaders,
drawing on lessons and
recommendations from ORESJ
and ‘two-hat’ model for
community engagement
Supports autonomy of program
management team responsible
for overseeing the day-to-day
operations of the program
Enables equitable
representation by diverse
stakeholder groups
Prevents any one constituency
from holding ‘veto’ power, or
otherwise dominating strategy
Emphasizes public-private
partnerships across
organizations and agencies to
draw on strengths
1059
Next Steps:
Meet with Mayor and City Manager- MGI/ ESP
Secure waivers/benefits protection
Fellowship Screening and Onboarding
Community Expert Panel design
GI Presentations
Prospecting and Fundraising
Partnerships
Leveraging pubic dollars and commitment
1060
Additional Slides for
Discussion and Background
R3F will be presenting to th Management Leadership Team 3/29 1061
We sit in a Contra Costa Working
Group for GI. In this group we
participate in Facilitating GI
workshops and media with
community members.
Public comment and letters of
support for GI to the Board of
Supervisors re: Measure X and
ARPA dollars.
We are active members of
Guaranteed Income Bay Area
Community
R3F Advocates for GI
City County/Region State
We are partnering to implement a
Contra Contra County site
expansion for the Abundant Birth
Project, funded by CDHSS.
Active member of statewide
CAGICP- California Guaranteed
Income Community of Practice,
including meeting with state
decision makers.
Preparing, fundraising and
developing a Guaranteed
Income program in partnership
with City of Richmond Council,
Staff and residents.
Partnering to leverage and
fundraise and coordinate in
order to sustain a long term
program and policy shifts
At every level and opportunity, we are leveraging and adding value to our existing services in partnership for collective impact.1062
How does
economic justice
intersect with
our priority
areas?
Housing &
Homelessness
Economic Recovery
& Security
Food &
Essential Supplies
Health
& Healing
Education
& Learning
R3F Priority Areas
Individuals and families can
use Guaranteed Income to
cover health related expenses,
including holistic services not
covered under basic
insurance! Education attainment over the
lifespan is most directly related with
income/poverty and health and
wellbeing.
Many families are not having basic
needs met which causes more stress
on households and negatively
impacts other aspects of their lives
(health, education etc.)
There are lots of unhoused community
members, not all of them are receiving
assistance or are aware of opportunities. Many
folks with housing can barely afford to pay rent.
1063
Gives people the freedom to
spend the money on what they
need
Recurring payments are the quickest, most direct, and most effective way to get money into people’s pockets and
communities, providing support and creating stability as we recover together.
WHAT CAN
GUARANTEED
INCOME
ACCOMPLISH?
Help close financial gapsfor Black and Brown folkswho face higher rates ofpoverty than their whitepeers Supplements social
safety nets
Helps provide a cushion for
people in emergency
situations
Direct cash payments are an anti-poverty tool
that provides recipients the flexibility to
prioritize their needs and spend the money
where they need it most*
1064
Periodic Cash
Payment
Individual Universal Unconditional
Five characteristics of
Basic Income
It is paid at regular
intervals (for
example every
month), not as a
one-off grant.
Paid in an appropriate
medium of exchange,
allowing those who
receive it to decide
what they spend it on
(not paid in vouchers)
It is paid on an
individual basis—
and not, for
instance, to
households.
It is paid to all,
without means
test.
It is paid without
a requirement to
work or to
demonstrate a
willingness to
work.
1065
Recruit more doctors.
Our first key focus.
Many ways to structure a Basic Income
→ Who, how, and how much vary considerably depending on approach
→ Evidence is largely based on pilots conducted in small geographies
Weight of existing evidence shows strong support
for a BI program to improve social and economic well
being:
Education
Poverty -- and minimal effects on
labor force participation
Health
Pilots have not been around long
enough to evaluate sustained
impact on individual, family,
community and macroeconomic
outcomes, including whether BI
closes gaps in social, racial, and
geographical inequality
eg. wages, compensation, public
assistance
Atlanta Federal Reserve Tool:
https://emar-data-tools-
shinyapps.io/gi_dashboard
Need to consider how a BI program
intersects with other resources
1066
Cash disbursements in the form
of guaranteed income have
gained support in the past years
& have been shown to improve
economic security
Guaranteed
Income
Programs
Stockton Economic Empowerment
Demonstration (SEED) (125 residents $500 per
month for 24 months)
Long Beach Guaranteed Income Program ($500 a
month to 500 households for 12months)
San Diego Resilient Communities for Every Child
($500 a month 150 families for 24 months)
Direct Investment Program in Sacramento (DIPS)
(100 households $300/month for 2 years)
Oakland Resilient Families 600 families
$500/month
1067
Guaranteed
Income
Programs
Cont.
MOMmentum Marin (125 moms $1000/month 2
years)
Transition-Age Youth Basic Income Pilot Program Santa
Clara $1000/month 72 young adults 1 year with 6month
extension
Preserving Our Diversity $700 for a one-person
household or $1,225 for a two-person household
Compton Pledge $450/month 397 participants
Bimonthly, . Lump sum and quarterly payment
YBCA Guaranteed Income Pilot San Francisco
$1,000/month 130 artists
Map by Economic Security Project & Mayors for Guaranteed Income showing the guaranteed income programs established over past 5 years
1068
GI in Contra Costa
Contra Costa Working Group
Richmond Rapid Response
Fund
Monument Impact
Collaborative Advocacy +
Power Partnership (CAPP)
Economic Equity Team
Community forums & focus groups
Financial wellness survey
Emergency Cash Response
2023 Fall Pilot
Pilot in Concord
Proposal to Concord City
Council using American
Letter Of Support for GI pilot in Contra Costa
Recommending young people aging out of
foster care
Rescue Plan Act dollars –
up for vote 2/28!
Hosted By Community Financial Resources funded by Y&H Soda1069 GI Field is looking towards
longer-term
implementation
The field is transitioning towards thinking
about longer-term implementation and
sustainability of GI at scale, after three years of
momentum around setting up pilots and
building evidence on the impact of GI in
different settings
“There is no point in talking about guaranteed
income unless there is a sustainable funding
source.” - GI expert
“Mayors for Guaranteed Income is driving a shift
towards storytelling and policy work." - GI program
administrator
Federal Funding is the goal
for sustainable funding
source
Given that GI aims to be unrestricted and
recurring, it requires a sizable and sustainable
funding source only available at the federal
level
While supportive of GI pilots in order to build
evidence, philanthropy has not demonstrated
interest in funding a single GI program in the
long term
“It is tough to consider other funding pathways
[besides federal] because it is very expensive.” - GI
program administrator
“The conversation is not around how do we run
pilots in perpetuity because philanthropy will not do
it. It is around how do we pass policy." - GI expert
Current GI work must be
connected with advocacy
GI experts expressed that the current value of
doing a GI pilot is both in its a) direct impact on
people & b) contribution to the broader
movement conducting advocacy and narrative
change
GI pilots must therefore focus on evaluating
performance and gathering stories in order to
participate in advocacy
“Only reason to do a GI pilot right now would be
to become a part of the national advocacy
movement. We need a group of people who are
hungry to be in the news and down in
Sacramento for this.” - GI expert
Given the positive effects of guaranteed income, the field is looking to achieve scale and sustainability in the long term Conversations with GI experts and program administrators revealed a series of key insights... 1070
What is
Narrative
Change?
Narrative change, "Rests on the premise
that reality is socially constructed through
narrative, and that in order to bring about
change in the world we need to pay
attention to the ways in which this takes
place".
1071
Funders are generally supportive of a guaranteed income pilot, given their "trust-based philosophy" approach, if linked to longer-term plan Most funders are willing to support and respond to
what community members and local organizations
(such as R3F) identify as needs and opportunities,
given that most of these are now adopting trust-based
grant making principles
However, foundations will not support a long-term
guaranteed income program because it requires a
substantial amount of dedicated resources
Funders are supportive of a guaranteed income pilot
in Richmond, as long as it clearly outlines the long-
term objectives of the program, contains an
evaluation component, & is closely linked to local,
state, and national advocacy efforts
"We are supportive of whatever the
community decides and are interested in
learning alongside Richmond." - Funder
"It is not sustainable to fund this
privately for the long term." - Funder
"Both GI and advocacy are needed. For
GI to be sustained you need to build a
base of advocates in the community."
- Funder
Our teams had conversations with The California Endowment, Zellerbach Family Foundation, Hirsch Philanthropy Partners & San Francisco Foundation 1072 Community Dreams
Assessement
Reflections
Continued
1073
Corinna Espino, MSW
Chief Empathy Officer
corinna@
empathyinactionconsulting.com
Empathy in Action Consulting Team
Sascha Owens, B.A.Director of EmpatheticOpportunities
sascha@
empathyinactionconsulting.com
Iris Wen, B.A.New Market ProjectConsultant
iris@
empathyinactionconsulting.com
Mac Layne, B.A.Development andLanguage Consultant
mac@
empathyinactionconsulting.com
www.empathyinactionconsulting.com
@empathyinactionconsulting
1074
STRATEGYSUSTAINABILITY
To date, the process has involved a series of focus groups and surveys, facilitated through a trauma informed & liberation framework
The two formal focus groups included East Bay
Center for the Performing Arts service providers
and Safe Organized Spaces service providers and
residents. The process for formal focus groups
included asking all questions on the service provider
survey and allowing space for group discussion. The
focus group for service providers did not collect
specific demographic data of the participants.
The five informal focus groups were conducted
during outreach efforts at Brother’s Liquor, the
Spirit and Soul Festival in Downtown Richmond, the
Richmond Wellness Trail Grand Opening, and the
MLK Day of Service at Unity Park. This process
included covering the core community dreams and
needs, direct questions about direct cash
disbursement vs allocating funds to community
organizations and efforts, and identification of
community experts. Empathy in Action asked for
permission to take notes and tracked qualitative and
quantitative answers on survey forms.
Focus groups | Empathy in Action has conducted 2
formal focus groups and 5 informal focus groups
Survey development | Quantitative vs. qualitative questions Survey had significantly higher density of qualitative questions, as opposed to quantitative questions
Qualitative questions and interviews allowed for community education regarding R3F, guaranteed basic income, cash
disbursement, and policy work at City level
Focus on contextualizing quantitative answers with qualitative data Allowed community members to tell their story, in their own words and language
Wanted to avoid folks having to put numbers to entire lived experiences
Allowed for respondent authenticity, agency, safety and belonging Trauma-informed & liberation framework
Liberation model
Prioritized connecting with folks who were not connected to services Ensured opportunities for continuous feedback throughout the decision making process
Questions developed using human-centered, trauma-informed language
Safety
Ensuring folks they only had to answer what felt comfortable for them
Met them in locations they felt comfortable and safe in Presented options for answering questions
1075
‹#›
Richmond is a multi-cultural community – the community
engagement seeks to reflect that rich diversity
Respondents' self-reported gender was 53.9% female,
43.6% male, 1.5% non-binary and 1% transgender.
Most did not identify their race/ethnicity, but among those who did, the top responses were Black, Latino/a/x, and
white. Other self-reported ethnicities include Indian,
Mexican, Hispanic, Han, Chinese, Laotian, Vietnamese,
German and Nigerian.
Around 35% of respondents were Spanish speakers, with
most of these being Richmond residents
The breakdown by type of respondent is as follow…
120 English
62 Spanish
38 Spanish and English
5 Chinese
3 Nepali
1 Laotian
1 Wom
The majority of respondents were under the age of 30
years old, with an even age distribution on both sides of the number line.
1076
Respondents expressed financial security as the greatest community need Service providers ranked (1) Economic security; (2) Food/essential supplies; (3) Housing as the top three core areas of focus
Respondents ranked community needs in the following order: (1) Economic security 55.8%; (2) Housing 50%; (3) Food and Essential Supplies 48.6%; (4) Education 43.7%; (5) Mental health 42.7%; (6) Physical health 37.9% % = the percentage of respondents that noted that their needs in this category are not being met comfortably.
Of those who primarily speak English at home, they were more likely to feel their needs were being met in all the areas compared to homes where English was not the primary language Key insights:
Breakdown of responses regarding community needs
1077
Building Blocks 4 kids x5
Deneshia Clemons x2
RPAx2
Empathy in Action Consulting
x2
Rich City Rides x2
Bay Area Rescue Mission x2
CBE x2
First 5 x2
1hundredyears Enterprise x2
During the next phase of community outreach, the team will start to create the community experts panel that will be part of R3F’s governing council List of community experts identified by respondents of community dreams assessment Family x 40
Parents x16
Neighbors x12
Urban Tilth x11
The people/communities are
the experts x10
Church x 7
Friends x6
Rich City Rides x5
Moving Forward x4
Organizations and groups with multiple nominations
Note: Some categories,
residents, and
organizations were
mentioned several times
by respondents of the
community dreams
assessment and were
noted with: “(x#)”
1078
HUDSONUP GI PILOT
Hudson, New York
NEWARK MOVEMENT FOR
ECONOMIC EQUITY
Newark, New Jersey
ABUNDANT BIRTH PROJECT
San Francisco, CA
Governance
Structure
Community Role
Community Advisory Board comprising 7
members, including representatives from
implementing organizations, CSOs,
community members, and the Mayor
Ongoing implementation primarily in
partnership between the Spark of the
Hudson (under the Eutopia Foundation) and
the Humanity Forward Foundation, with
support from other community partners
Designated advisory role via Newark
Philanthropic Liaison
After pilot, functions mostly
independently of public agencies and
self-determines strategy
Community Governance Council
comprising 25-30 members, including
community experts (Black and Pacific
Islander mothers) & institutional actors
Fiscal sponsorship under Heluna
Health
Ongoing implementation by Expecting
Justice collaborative
GOVERNANCE
… with city representatives participating via an equitable governance model that prioritizes community voices and leadership
Exploratory task force comprising 30+
community organizations and Mayor’s
office launched report to catalyze
project
Fiscal sponsorship under the
Community Foundation of New Jersey
Ongoing implementation by NMEE
management team
CBOs are members of Task
Force
Public education program via
community ambassadors
Government Role
CBOs and community members
are members of Advisory Board
Designated seat for Mayor on
Community Advisory Board
Community Experts on Governance
Council provide monthly input into
questions regarding program design
and community engagement
Community Governance Council
includes representatives from
partnered government agencies
The City of Richmond will have the opportunity to participate in an inclusive, democratically-led process of collaborative community engagement 1079